DPACAnnual Report 2012–13
Department of Premier and Cabinet
© Crown in the Right of the State of Tasmania For copies or further information regarding this Report please contact: Department of Premier and Cabinet GPO Box 123 Hobart TAS 7000
Telephone: 6272 7142 Email: [email protected] Website: www.dpac.tas.gov.au
ISSN 1448 9023 (print) ISSN 1448 9031 (online)
Department of Premier and Cabinet - Annual Report 2012-13
Lara Giddings, MP PREMIER
Dear Premier
In accordance with the requirements of Section 36(1) of the State Service Act 2000 and Section 27 of the Financial Management and Audit Act 1990, I enclose for presentation to Parliament the 2012-13 Annual Report for the Department of Premier and Cabinet.
Yours sincerely
Rhys Edwards Secretary 17 October 2013
Department of Premier and Cabinet - Annual Report 2012-13 Contents
Secretary’s report ...... 1 Departmental overview ...... 5 Financial and human resource summary ...... 6 Governance ...... 7 Output Group structure...... 9 Organisation chart ...... 10 Output Group 1 Support for executive decision-making ...... 11 Output 1.1 Strategic policy and advice ...... 12 Output 1.2 Climate change ...... 15 Output 1.3 Social Inclusion ...... 19 Output Group 2 Government processes and services ...... 22 Output 2.1 Management of Executive Government processes ...... 23 Output 2.2 Principal and subordinate legislation ...... 32 Output 2.3 Tasmanian Government courier ...... 35 Output 2.4 Corporate support to Ministerial and Parliamentary offices and the Office of the Governor ...... 36 Output Group 3 Electronic services for Government agencies and the community ...... 37 Output 3.1 ICT policy development and implementation ...... 38 Output 3.2 Management and ongoing development of Service Tasmania ...... 41 Output 3.3 Delivery of information technology services ...... 44 Output Group 4 State Service management ...... 48 Output 4.1 State Service employment and management ...... 49 Output 4.2 Support for the State Service Commissioner ...... 55 Output Group 5 Support for the Tasmania Together Progress Board...... 56 Output 5.1 Support for the Tasmania Together Progress Board ...... 57 Output Group 6 Community development ...... 58 Output 6.1 Community development – policy advice and ongoing community development ...... 59 Output Group 7 Development of local government ...... 67 Output 7.1 Local government, security and emergency management ...... 68 All Output Groups Corporate Services ...... 74 Corporate Services ...... 75 Supporting whole-of-government initiatives ...... 80 Carbon Emission Reduction Plan ...... 81 Disability Action Plan ...... 83 Departmental information ...... 85 Right to Information (RTI) ...... 86
Department of Premier and Cabinet - Annual Report 2012-13 Legislation administered ...... 88 Departmental publications ...... 91 Websites ...... 93 Our people and policies ...... 94 Public access to agency decision-making ...... 108 Asset management, pricing and risk management policies ...... 109 Contributions and grants ...... 111 Government procurement ...... 140 Financial statements ...... 144 Appendix...... 204 Jim Bacon Foundation ...... 207 Abbreviations ...... 211 Compliance Index ...... 213 Contacting DPAC ...... 219
Department of Premier and Cabinet - Annual Report 2012-13 Secretary’s report
The Department of Premier and Cabinet (DPAC) has had one of its busiest years during my five years as Secretary. Across all of our portfolio areas there were major policy reforms and significant achievements. The Policy Division worked on a number of projects of state and national importance including the Tasmanian Asian Century White Paper, the Gonski Education Reforms and the Tasmanian Forest Agreement. Improving education outcomes for young Tasmanians, including those from disadvantaged backgrounds, is a key priority. The Australian Government’s proposed funding and policy reforms, encapsulated in a National Education Reform Agreement, were first discussed at the Council of Australian Governments’ meeting on 19 April 2013. Following the successful outcome of negotiations, the Tasmanian Government signed on to the reforms on 9 July 2013. It had been, at times, a very difficult negotiation but the hard work by the Policy Division, in conjunction with the Department of Education, provided Tasmania with a significant funding increase for our education system, and will help us to continue to improve educational outcomes. On 27 March 2013, the Premier officially launched the Tasmania’s Place in the Asian Century White Paper. The Paper was prepared in collaboration with the Australian National University’s Crawford School of Public Policy. Asia will be home to world’s largest high-income class population within the next 40 years and this opens up huge opportunities for Tasmania in areas such as agriculture, wine, dairy, tourism, education and high-value manufacturing. DPAC will continue to be engaged in the implementation of programs recommended in the Paper. Equally noteworthy was the huge effort put in to deliver a Forest Agreement Bill. This was the culmination of more than a year’s concentrated effort by senior staff in the Policy Division in collaboration with colleagues from a number of agencies. On 2 May 2013, the Premier signed up to the full National Disability Insurance Scheme (NDIS) in Tasmania from 2019-20. The scheme is now administered by DisabilityCare Australia and once fully implemented, will cover around 10 600 eligible Tasmanians with disability. As well as a significant increase in funding from both the Tasmanian and Australian governments, this major reform will bring greater choice, control, dignity and certainty for people with disability and their families and carers by taking an early intervention approach to disability supports. This milestone was the culmination of two years of negotiation, policy development and program design, led by the Community Development Division (CDD) in collaboration with colleagues from the Department of Treasury and Finance (Treasury), the Department of Health and Human Services and our Policy Division. The Tasmanian Government is committed to improving the way it engages with members of the community on decisions that affect them. During the year, CDD worked on the development of a Tasmanian Government Framework for Community Engagement. The Framework supports the quality, consistency and coordination of existing community engagement practices across agencies. Naturally, the development of the Framework involved substantial consultation with all agencies and non-government representatives. Stats Matter is a whole-of-government strategy developed to build statistical assets. It is a long-term plan to improve the way we use, interpret, analyse and share quality data. It will help us actively manage our statistical assets as an important part of the business of government and will enhance our capacity to demonstrate accountability. Implementation of the Strategy will commence on 1 July 2013 and will be led by a small unit located in the Office of eGovernment, with support from Treasury and the Australian Bureau of Statistics. As I write my report, the Stats Matter team is currently finalising the Implementation Plan and the Strategy will soon be available on the DPAC website. The Strategy integrates well with the whole-of-government ICT Strategy and Collaboration Approach. The objectives and values it promotes will be embedded as part of the broader framework of good government, in a manner similar to the way we value our people, our business infrastructure and shared knowledge of our goals.
Department of Premier and Cabinet - Annual Report 2012-13 1 The Tasmania Together Progress Board held its last meeting on 6 December 2012 and the Act which created the Board was repealed on 26 December 2012. Over the past 11 years, the Progress Board developed the Tasmania Together project to give Tasmanians a say in shaping our State’s future, and built an easy-access information resource on Tasmania’s progress. Within DPAC, the Tasmania Together Unit will build on the work of the Progress Board, and has a key role in the development and implementation of the long-term, whole-of-government Stats Matter project. The Local Government Division worked on two pieces of important legislation. The first was the Local Government Amendment (Elections) Act 2013 which received Royal Assent on 20 June 2013. This legislation represents a major milestone in reforming the democratic processes that underpin local government. Council elections will now be held once every four years, replacing half-council elections every two years. The new all-in, all-out provisions will increase the number of candidates standing and lower the quota for re-election. The next local government elections have been deferred to October 2014 to allow the reforms to occur at the same time. The second piece of legislation developed this year was the Local Government (Miscellaneous) Amendments Bill 2013. This Bill proposed amendments to the Local Government Act 1993 and consequential amendments to the Building Act 2000 to provide councils with the power to take action to rectify issues with dilapidated buildings, and additional powers under the nuisance provisions of the Act to allow councils to issue infringement notices. Further consultation is occurring on the Bill, which is due to be tabled in the 2013 Spring Session of Parliament. The Tasmanian Climate Change Office also delivered significant outcomes during the year. The Climate Change Office’s work to reduce emissions has been guided by Tasmania’s Action Plan to Reduce Emissions. Significant achievements under this Plan in the last 12 months include: delivery of Power Savings for Tenants Program worth $900 000; the second part of the review of the Climate Change (State Action) Act 2008; and the public release of the $250 000 Forest Carbon Study, which quantified historical, current and future carbon stocks, emissions and sequestration rates of Tasmania’s estimated 3 425 000 hectares of forest – both public and private. The Social Inclusion Unit continued to work through the implementation of A Social Inclusion Strategy for Tasmania, A Cost of Living Strategy for Tasmania, and Food for All Tasmanians: A food security strategy. The Unit supported Professor David Adams, former Social Inclusion Commissioner for Tasmania, until his term concluded on 31 October 2012. I thank David for all his efforts. In addition to this policy work, the Unit has progressed funding to the community for a series of initiatives under the Government’s social inclusion agenda. This work included administering the second part of a $2 million two-year Emergency Relief and Cost of Living program, and the first part of a $5 million two-year Cost of Living initiative. As part of the IT Transformation program, designed to harness greater strategic value and cost efficiencies from Government’s technology investments, TMD successfully delivered consolidation of 11 separate email services in use across eight Government agencies. This brings the email technology platform and associated policies and practices into alignment, improving the way that Government operates. The benefits for agencies include: having greater cost transparency for one of their most crucial ICT services; better inter-departmental connectivity; and they can now devote more focus to the business of delivering their core services to the community. Service Tasmania’s Integrated Tasmanian Government Contact Centre project successfully progressed through Treasury’s gated Structured Infrastructure Investment Review Process, with funding for the project announced in the 2013-14 State Budget. Ongoing funding has been secured for the Client Update Service through consultation and collaboration with agencies. The Client Update Service enables people to change their details with Government, with this information disseminated to participating agencies and business units.
Department of Premier and Cabinet - Annual Report 2012-13 2 Another significant achievement during the year was passing legislation to support new governance arrangements for the State Service. Amendments to the State Service Act 2000 came into effect from 4 February 2013 and provide changes to governance and structural arrangements for the State Service. A significant amount of consultation was required to ensure the smooth passage of these amendments. Following on from this, the Public Sector Management Office is now retitled the State Service Management Office (SSMO) to better reflect its purpose. Matters that were previously undertaken by the Office of the State Service Commissioner are now the responsibility of SSMO, except for employee review matters which now reside with the Tasmanian Industrial Commission. The Executive Division, led by the State Protocol Office with other agencies such as Tasmania Police, managed one of the feature events of the year, which was the Royal visit to Tasmania by Their Royal Highnesses The Prince of Wales and The Duchess of Cornwall. On 8 November 2012, the visit started at Richmond where the Royal couple had their first opportunity to meet the Tasmanian public. After the Richmond street walk, the Premier hosted a luncheon at the historic Mill House in Richmond for Her Royal Highness with women from the agricultural sector. While the Duchess attended this luncheon, His Royal Highness headed for the Leenavale Sheep Stud, near Sorell. This family-owned farm runs over 10 000 sheep, and was a good opportunity for His Royal Highness to experience the quality of Tasmanian wool first hand. The Royal couple's final events for the day were a second street walk through Salamanca Place, followed by a Diamond Jubilee Reception at Princes Wharf No 1 Shed, with more than 600 Tasmanians from a broad cross-section of the community attending. The Communications and Marketing Unit and State Protocol Office also worked with the Hobart City Council to organise the Welcome Home event for the Australian Olympians on Saturday 25 August 2012. The event was a huge success with around 1 500 members of the public, many of whom were children, attending to cheer on and welcome home the Olympians. A highlight of the day was for the 19 primary students who entered the school competition for the opportunity to meet the Olympians at Parliament House. Also of particular note was holding the inaugural Australia Day State Conference. This two-day event addressed issues relevant to local councils in the delivery of their Australia Day events and activities, and allowed important networking and sharing of information. Another small but vital element of the machinery of government is the Office of Parliamentary Counsel (OPC). Once again this year, OPC provided an excellent legislative drafting service for all agencies. During the year, 61 Acts were passed and 175 Statutory Rules were notified in the Gazette. Significant advances were also made within DPAC to our internal processes. During the year a major project was completed to upgrade and consolidate the Department’s electronic document and records management system. A number of improvements resulted, including: consolidation of databases; a review of security and access controls; refresher training made available to all staff; and implementation of a new Business Classification Scheme. Complementary to this project, a new Information Management Policy was developed and approved. The Department’s executive and leadership group was further supported with enhanced reporting on the back of the successful implementation last year of staffing establishment information within the financial and budgeting systems. Two other matters of note were the development of new Office Accommodation Guidelines and the Department’s Health and Wellbeing Program. In January this year, Tasmania experienced some of the most severe bushfire conditions in its history. Bushfires destroyed or seriously damaged more than 200 dwellings, including homes and shacks, as well as other structures such as sheds and vehicles. The Dunalley Primary School and police station were also destroyed. DPAC, particularly through the Office of Security and Emergency Management, mobilised in support of the responding agencies, the Premier and the ministerial committee that she established. Although the State Crisis Centre was not fully activated, a similar level of support was put in place to provide assistance to the activated State and Regional Emergency Management Committees. The initial focus on emergency relief quickly moved to immediate and longer-term recovery and rebuilding, a process that is being led by a new Bushfire Recovery Unit established within DPAC to oversee the whole-of-government response and work with the Bushfire Recovery Taskforce, also established by the Government.
Department of Premier and Cabinet - Annual Report 2012-13 3 I am extremely pleased with DPAC’s performance this year. Given the changing priorities and varying demands facing us as a central agency, I have often reflected on the need for DPAC employees to be flexible and responsive. We are fortunate to have the skills among our staff to meet and respond to the challenges with which we are often presented.
Rhys Edwards Secretary
Department of Premier and Cabinet - Annual Report 2012-13 4 Departmental overview
Vision
A respected and valued Agency that leads an accountable, professional and collaborative public service.
Purpose
The Department supports the Premier and Cabinet in achieving the Government’s vision of Tasmania. We do this by providing strategic policy advice; leading whole-of-government initiatives; and supporting the machinery of government.
Values
Professional We aim for excellence and act with integrity and impartiality. Accountable We are focussed on achievement, open to questioning and responsible for our actions. Collaborative We respect and value the expertise of others and seek to work in partnership. Forward looking We plan so we can be responsive to future needs. Connected to the community We seek to understand and engage with the community and communities of interest. Supportive We seek to provide a family-friendly and flexible workplace that fosters mutual respect and open communication.
Goals
Goal 1 To lead the development of policy advice, direction and whole-of-government coordination Goal 2 To provide comprehensive, timely and accurate services that support the machinery of government Goal 3 To deliver ICT services that enhance whole-of-government capability Goal 4 To have efficient and effective processes that underpin a supportive and challenging workplace.
Department of Premier and Cabinet - Annual Report 2012-13 5 Financial and human resource summary
Financial summary In 2012-13, the Outputs of the Department of Premier and Cabinet and Ministerial and Parliamentary Support expended on an accrual basis the following:
Department of Premier and Cabinet $'000
Output groups 1. Support for executive decision-making 12 065 2. Government processes and services 10 931 3. Electronic services for Government agencies and the 43 110 community 4. State Service management 4 781 5. Support for the Tasmania Together Progress Board 782 6. Community development 6 961 7. Development of local government 7 095 Other items Capital Investment Program 250 Infrastructure Fund 0 Administered - Tasmanian Community Fund 5 913 Sub-total 91 888 Ministerial and Parliamentary Support
Ministerial and Parliamentary Support 19 879
Total 111 767 People summary The number of full time equivalents employed in DPAC and Ministerial and Parliamentary Support offices, as at 30 June 2013 is shown in the graph below. Figure 1: DPAC and Ministerial and Parliamentary Support FTE staff
Department of Premier and Cabinet - Annual Report 2012-13 6 Governance
Ministers
As at 30 June 2013, the Department of Premier and Cabinet reports to: Premier, Lara Giddings MP Minister for Local Government, Bryan Green MP Minister for Climate Change, Minister for Community Development and Minister for Aboriginal Affairs, Cassy O’Connor MP Minister for Veterans’ Affairs, Scott Bacon MP Minister for Children, Michelle O’Byrne MP The Department supports the Parliamentary Secretary to the Premier (Small Business and Cost of Living), Rebecca White MP. It also provides direct support to all other members of Government.
The Department
The Department’s organisation structure is shown on page 10. The Department is led by the Executive Group, comprising the Secretary, Deputy Secretaries and Director, Executive Division. The DPAC Leadership Group (DLG) is chaired by the Secretary and is attended by the directors or managers of each division and business unit. DLG meetings are held each month, and provide an opportunity to communicate and review Agency issues, policies and procedures. The Department holds monies in a trustee capacity on behalf of the Jim Bacon Foundation, the Tasmanian Early Years Foundation and the Tasmanian Community Fund. In 2012-13, Output 7.1 was renamed Local government, security and emergency management, and combined the functions of the Local Government Division and the Office of Security and Emergency Management. Since January 2012 Output 7.1 has also reflected the allocation for the Bushfire Recovery Unit's functions. With the proclamation of the State Service Amendment Act 2012 in December 2012, the roles and responsibilities of the State Service Commissioner were transferred to the State Service Management Office under Output 4.1 State Service employment and management. In addition, the evaluation functions of the Commissioner were transferred to the Auditor-General, and the employee review function was transferred to the Tasmanian Industrial Commission. In December 2012, the Tasmania Together Progress Board Repeal Act 2012 was proclaimed and Output Group 5 Tasmania Together Progress Board and the associated Output 5.1 Support for Tasmania Together Progress Board were abolished. While the Board has been abolished, the statistical management capability remains with the Department to augment Output 3.1 Information and communications technology (ICT) policy development and implementation.
Department of Premier and Cabinet - Annual Report 2012-13 7 Related trusts and boards
Matters pertaining to the Local Government Board are reported by the Local Government Division under Output 7.1. Various sections within this Report covering financial or human resources include information from Ministerial and Parliamentary offices. Unless noted otherwise, all other information pertains only to the Department of Premier and Cabinet. The Tasmanian Community Fund submits its Annual Report to Parliament through the Minister for Community Development in accordance with Section 11 of the Tasmanian Community Fund Act 2005. Appended to this Annual Report is the annual report of the Jim Bacon Foundation pursuant to the provisions of the Jim Bacon Foundation Act 2004. The Tasmanian Early Years Foundation submits its Annual Report to Parliament through the Minister for Children in accordance with Section 24 of the Tasmanian Early Years Foundation Act 2005.
Supporting local business
DPAC ensures that Tasmanian businesses are given every opportunity to compete for Agency business, and supports Tasmanian businesses whenever they offer best value for money for the Government. The tables on page 141 summarise the level of participation by local businesses for contracts, tenders and/or quotations with a value of $50 000 or over.
Department of Premier and Cabinet - Annual Report 2012-13 8 Output Group structure
Output Group/Output Responsible Minister
1. Support for executive decision-making 1.1 Strategic policy and advice Lara Giddings MP, Premier 1.2 Climate change Cassy O’Connor MP, Minister for Climate Change 1.3 Social inclusion Lara Giddings MP, Premier
2. Government processes and services Lara Giddings MP, Premier 2.1 Management of Executive Government processes 2.2 Principal and subordinate legislation 2.3 Tasmanian Government courier 2.4 Corporate support to Ministerial and Parliamentary offices and Office of the Governor
3. Electronic services for Government agencies and the Lara Giddings MP, Premier community 3.1 Information and communications technology (ICT) policy development and implementation 3.2 Management and ongoing development of Service Tasmania 3.3 Delivery of information technology services
4. State Service management Lara Giddings MP, Premier 4.1 State Service employment and management Parliament of Tasmania 4.2 Support for the State Service Commissioner
5. Tasmania Together Progress Board Parliament of Tasmania 5.1 Support for Tasmania Together Progress Board
6. Community development Cassy O’Connor MP, Minister for Community Development and Minister 6.1 Community development – policy advice and ongoing for Aboriginal Affairs community development Scott Bacon MP, Minister for Veterans’
Affairs Michelle O’Byrne MP, Minister for Children
7. Development of local government Bryan Green MP, Minister for Local Government 7.1 Local government, security and emergency management Lara Giddings MP, Premier
Department of Premier and Cabinet - Annual Report 2012-13 9 Organisation chart
Department of Premier and Cabinet - Annual Report 2012-13 10 Output Group 1 Support for executive decision- making
The objective of Output Group 1 is to provide services to assist the Premier and Cabinet to make informed decisions and progress high-priority whole-of-government initiatives. This Output Group is delivered through the Policy Division, the Tasmanian Climate Change Office and the Social Inclusion Unit. This group’s Outputs are: 1.1 Strategic policy and advice 1.2 Climate change 1.3 Social inclusion
Department of Premier and Cabinet - Annual Report 2012-13 11 Output 1.1 Strategic policy and advice
Overview
This Output assists the Government to achieve its vision for Tasmania by providing high-quality policy services to the Premier and Cabinet. DPAC’s Policy Division leads and supports the development and implementation of whole-of-government processes and policies. It also manages and co-ordinates intergovernmental relations, including Tasmania's response to: the agendas of the Council of Australian Governments (COAG) and the Council for the Australian Federation; Australian Government Parliamentary Committee inquiries; and international treaties.
Key activities
The key activities that are delivered under Output 1.1 include: providing high-quality policy services and support to the Premier and Cabinet; leading and supporting the development and implementation of whole-of-government processes and policies; managing and coordinating intergovernmental relations; managing and resolving urgent and immediate priority issues for the Premier; working cooperatively with agencies to understand and deliver the Premier’s and the Government’s priorities; providing a strategically-focused, inclusive and productive working environment; and supporting Departmental priorities.
Summary of the year’s performance
The Policy Division continued to work on a diverse range of matters in 2012-13. During the year the Division led on, or contributed to, approximately 89 streams of work across a broad range of policy areas, including: Tasmania’s place in the Asian Century; collaboration and integrated service delivery; forestry; coastal protection and planning; education and skills; health and human services; and the partnership between the University of Tasmania and the Tasmanian Government. The Division led on intergovernmental policy priorities, including: the development of a national competition and regulatory reform agenda; and negotiating the Heads of Agreement with the Australian Government in relation to reforms to schools’ funding.
Major achievements
Priority policy services In collaboration with Government agencies, the Policy Division: provided advice on 76 Cabinet Minutes and 30 Draft Cabinet Minutes; supported the development and implementation of the Tasmanian Forest Agreement;
Department of Premier and Cabinet - Annual Report 2012-13 12 worked with the Crawford School of the Australian National University to develop Tasmania’s Place in the Asian Century White Paper; progressed phase one of the development of a framework for coastal planning and management; led the work that culminated in the Parliamentary apology on forced adoptions; supported the Partnership Management Group and associated working groups under the University and Tasmanian Government Partnership Agreement, including leading work on educational attainment and research collaboration; and supported the Department of Education to implement the Tasmanian Government reforms to vocational education and training, including the preparation of the Training and Workforce Development Act 2013 and the establishment of TasTAFE. The Policy Division also coordinated Tasmania’s position and provided briefings for the Premier and Secretary, DPAC for three COAG meetings, three Council of the Australian Federation meetings, 22 Senior Officials’ Meetings and associated Deputy Senior Officials’ Meetings. The Division led and coordinated performance reporting to the COAG Reform Council on National Agreements and National Partnerships arising from the Intergovernmental Agreement on Federal Financial Relations and the COAG Reform Agenda. The Division represented Tasmania in a range of national forums that met to discuss matters of national importance, including business regulation and competition reform, mental health, not-for-profit reform, the Royal Commission into Child Abuse and the provision of early childhood education. The Division led a multi-agency team in negotiating with the Australian Government on its proposed changes to schools’ funding and a new intergovernmental agreement on Tasmania’s forests. The Division considered over 218 requests for input into inquiries of the Tasmanian and Australian Parliaments and coordinated whole-of-government submissions. The Division also considered 55 requests for advice on trade and treaties and provided input into over half of those, two of which required substantial work. Legislation In collaboration with the Department of Infrastructure, Energy and Resources and the Department of Primary Industries, Parks, Water and Environment, the Policy Division prepared policy advice for Cabinet and instructed the Office of Parliamentary Counsel to draft legislation to support the Tasmanian Forest Agreement. On 3 June 2013 the Tasmanian Forests Agreement Act 2013 became law. The Division also prepared policy advice to Cabinet on repealing the Tasmania Together Progress Board Act 2001 and instructed the Office of Parliamentary Counsel to draft the Tasmania Together Progress Board Repeal Bill 2012, which was proclaimed on 26 December 2012. Departmental priorities The Policy Division continued to lead promotion, implementation and evaluation of the Tasmanian Government’s approach to collaboration across agencies.
Department of Premier and Cabinet - Annual Report 2012-13 13 DPAC Strategic Plan 2012-15
PRIORITY 1.1 Integrated service delivery Continue to work with agencies to deliver community-focused, integrated public By Jun 2013 services including Child and Family Centres and Community Hubs. PRIORITY 1.2 UTAS partnership agreement Manage the fourth partnership agreement with the University of Tasmania By Jun 2013 focusing on improving education, training and research outcomes in Tasmania. PRIORITY 1.3 Tasmanian Forestry Inter Governmental Agreement Support the implementation of the Tasmanian Forestry Inter Governmental Agreement. By Jun 2013 PRIORITY 1.4 Health reform implementation Support the implementation of Tasmania’s legislative and policy obligations under the By Jun 2013 National Health Reform Agreement. PRIORITY 1.5 Reform of vocational education and training Work with the Department of Education to implement findings from the By Jun 2013 Simmons Report on Tasmanian Public sector Vocational Education and Training providers. PRIORITY 1.6 Asia White Paper Prepare a White Paper on Tasmania’s place in the Asian Century in relation to trade and By Jun 2013 international education opportunities. Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2010-11 2011-12 2012-13 2013-14 Measure Performance Measure Actual Actual Actual Target
Number of Cabinet Advisories that are submitted to the Cabinet Office on time % 92 92 85 95
Selected policy outputs must meet the agreed benchmark as measured against agreed quality % n/a 87 83 80 standards
Department of Premier and Cabinet - Annual Report 2012-13 14 Output 1.2 Climate change
Overview
This Output facilitates the activities of the Tasmanian Climate Change Office, including the Climate Change Adaptation Unit. The Climate Change Office coordinates the development and implementation of government policy and initiatives relating to the reduction of Tasmania's greenhouse gas emissions and adaptation to the impacts of climate change. This Output includes provision of support for the Tasmanian Climate Action Council.
Key activities
The key activities that are delivered under Output 1.2 include: providing strategic leadership on reducing greenhouse gas emissions using an evidence-based approach to policy making; acting to reduce the Tasmanian Government’s greenhouse gas emissions; building relationships across government to provide a coordinated approach to emissions reduction and adaptation efforts in priority sectors; and assisting the Tasmanian community to make a successful transition to a low carbon future.
Summary of the year’s performance
During 2012-13, the Climate Change Office started developing a 2020 Climate Change Strategy for Tasmania. This strategy will include emission reduction and adaptation priorities for Tasmania until 2020. The Adaptation Unit finalised a Sea Level Rise Planning Allowance for the State, which has been endorsed by Cabinet, launched publicly and incorporated into recently concluded inundation mapping of Tasmania’s coasts. In addition, the Tasmanian Coastal Adaptation Decision Pathways Project was completed and the final reports produced. The outputs of each of these projects have been referred to the Coastal Protection and Planning Framework Project which was announced in the 2012-13 Tasmanian Budget and is being managed by the Policy Division. The Climate Change Office is represented on the interdepartmental steering committee and reference group for this project and is working closely with the project team on climate change-related matters. The review of the Climate Change (State Action) Act 2008 has been completed, along with the Government response to the review. The review found that there is no need for major reform or changes to the Act, including the legislated target to reduce emissions by 60 per cent of 1990 levels by 2050. This provides reassurance that the Act is performing as intended.
Major achievements
Tasmania’s emissions and reaching our emissions reduction target Tasmania has a legislated emissions reduction target of 60 per cent by 2050 based on 1990 levels. The latest data shows that in 2010-11, Tasmania generated a total of just under 7.5 million tonnes of carbon dioxide equivalent emissions. This represents a decline in emissions of almost 0.5 per cent from the previous year, and approximately 34 per cent from 1989-90 levels.
Department of Premier and Cabinet - Annual Report 2012-13 15 The Climate Change (Greenhouse Gas Emissions) Regulations 2012 were introduced in the reporting year. These regulations prescribe the method of measuring Tasmania’s greenhouse gas emissions for the purposes of setting the baseline 1990 levels; determine the figure representing that baseline; and require the Minister to publish, from time to time, the reduction in Tasmania’s greenhouse gas emissions. Review of the Climate Change (State Action) Act 2008 The independent review of the Climate Change (State Action) Act 2008 (the Act) was undertaken in two parts: Part one - an examination of the extent to which the Tasmanian Climate Action Council has performed its functions as prescribed under the Act; and Part two - an examination of the remaining matters to determine the effectiveness of the Act. Part one of the review was completed in 2011-12 and has informed the membership and activities of the current Tasmanian Climate Action Council. Part two of the review considered Tasmania’s 2050 target to reduce greenhouse gas emissions in Tasmania to at least 60 per cent below 1990 levels, as well as the objects of the Act and the regulation-making powers under the Act. The reports for both parts of the review and the Government's responses are available on the Climate Change Office website at: http://www.dpac.tas.gov.au/divisions/climatechange
Coastal protection and planning A project to set Tasmanian sea level rise planning allowances and undertake statewide coastal inundation mapping commenced in October 2012. When incorporated into a statewide coastal hazard area code, the sea level rise planning allowances will ensure all land use planning for Tasmania's coastal areas allows for sea level rise of 0.2 metres by 2050 and 0.8 metres by 2100, relative to 2010 levels. This will provide guidance and consistency for planning in Tasmania’s coastal areas. The Adaptation Unit has also been working closely with coastal councils to improve their decision- making capacity to respond to coastal climate change impacts. Through the Tasmanian Coastal Adaptation Project, Break O’Day, Clarence, Kingborough and Latrobe councils received support to work with local communities to identify coastal adaptation options for vulnerable coastal areas. The Project was completed in September 2012 with final reports for each of the project sites presented to the relevant councils and a series of forums held to outline the Project’s findings. The findings and recommendations from the Project will be considered in the broader context of the Coastal Protection and Planning Framework Project. Building community capacity Under the fifth round of the ClimateConnect grants program, three projects were funded to assist communities adapt to the impacts of climate change. These projects were selected for their capacity to provide people with the resources, skills or knowledge they need to respond to the impacts of the changing climate. Five projects were also awarded funding under the 2012-13 Earn Your Stars grants program. All projects work towards providing people with the resources, skills or knowledge they need to reduce their carbon footprint, while building community resilience and working together to achieve outcomes. The Climate Change Office has facilitated presentations and public lectures on climate change, conducted extensive stakeholder and community consultation roundtables and supported a wide range of events throughout the State. The Office has an active Facebook page utilised for information sharing and connecting with the community, and its website continues to grow and now hosts separate sites with more detailed information on energy efficiency, emissions reduction and adaptation policy.
Department of Premier and Cabinet - Annual Report 2012-13 16 Understanding forest carbon The final report of the Forest Carbon Study was publically released on 6 September 2012. The report provides an analysis of the potential role of Tasmania’s forests as carbon stores and the economic opportunities that this could present in emerging carbon markets. The Study has produced a scientifically robust assessment of the carbon stored in our forests, including quantifying historical, current and future carbon stocks, emissions and sequestration rates of Tasmania’s estimated 3 425 000 hectares of both public and private forest. Tasmanian Climate Action Council Nine new members were appointed to the Tasmanian Climate Action Council including the new Chair, Professor Lesley Hughes. Since its appointment, the Council has provided advice to the Government on feed-in tariffs, Adapting to Climate Change Issues Paper, the development of the Low Carbon Tasmania Issues Paper and part two of the review of the Act. The Council has drafted its own Blueprint for Action which will guide its work over the next two years. The Blueprint includes priority action areas of achieving 100 per cent renewable energy in Tasmania, energy savings for economic benefit and climate- ready agriculture. Development of the 2020 Climate Change Strategy The Climate Change Office is leading the development of a 2020 Climate Change Strategy. The Strategy will consider initiatives to reduce Tasmania’s emissions and adapt to a changing climate. The Strategy will be informed by advice received through the release of two issues papers and associated consultation processes. The first issues paper on adapting to climate change in Tasmania was released in October 2012. The second issues paper on reducing Tasmania’s greenhouse gas emissions was released in April 2013. These issues papers were complemented by a series of targeted workshops involving almost 200 stakeholders. Analysis of the feedback provided by these stakeholders is currently being undertaken, in preparation for release of the Strategy towards the end of 2013. Preparing Tasmanians for climate change The Adaptation Unit partnered with the Southern Tasmanian Councils Authority (STCA) and the Local Government Association of Tasmania on the Regional Councils Climate Adaptation Project. Through this Project, climate change adaptation plans have been developed for the 12 southern councils that comprise the STCA and a regional strategy has been developed for Southern Tasmania. Reducing public sector emissions The Climate Change Office administered the fifth year of the Greenhouse Gas Emissions Inventory Project for the Tasmanian Government. Inventory data shows that the Government has successfully reduced its emissions as reported by agencies for the 2011-12 year by 12 per cent from the previous year. Key initiatives include: designing and constructing low emissions Government buildings, such as the new Sustainability Learning Centre and the Brisbane Street affordable housing development; rationalising Government leaseholds so there is a smaller floor area requiring heating and lighting; progressive improvement of the emissions standards for the vehicle fleet; and a reduction in the number of Government vehicles. Improving Tasmania’s energy efficiency The $900 000 Power Savings for Tenants Program has assisted low income tenants in private rentals to reduce their power use through energy assessments and minor upgrades or retrofits including efficient light globes, water and energy saving showerheads, insulating hot water pipes and draught proofing windows and doors. Over the 2012-13 financial year, Sustainable Living Tasmania Inc delivered the program and completed over 800 energy assessments resulting in a saving of over $230 000 per annum on total household electricity bills. The average saving for each participating household is estimated at $238 per annum.
Department of Premier and Cabinet - Annual Report 2012-13 17 DPAC Strategic Plan 2012-15
PRIORITY 1.7 Coastal protection and planning Coordinate Tasmania’s coastal protection and planning response in collaboration with By Jun 2013 relevant agencies PRIORITY 1.8 Climate change action Develop a new Climate Change Action Plan for Government including: emission By Mar 2013 reduction initiatives; adaptation priorities; and Government emissions reduction (revised date strategies Sep 2013) PRIORITY 1.9 Climate change legislation Review the Climate Change (State Action) Act 2008 and undertake associated legislative By Dec 2012 reform PRIORITY 1.10 Low carbon future Capture opportunities and minimise risks associated with the introduction of the By Jun 2013 carbon price Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2010-11 2011-12 2012-13 2013-14 Measure Performance Measure Actual Actual Actual Target
Percentage of components of the Tasmanian % 95 95 95 95 Action Plan to Reduce Emissions delivered on time
Percentage of strategic policy initiatives completed % 95 95 95 95 on time
Selected policy outputs must meet the agreed benchmark as measured against agreed quality % n/a 95 77 80 standards
Department of Premier and Cabinet - Annual Report 2012-13 18 Output 1.3 Social Inclusion
Overview
This Output progresses the Government's social inclusion agenda, including social inclusion, cost of living and food security strategies. DPAC’s Social Inclusion Unit provides high quality policy services to the Premier and Cabinet. It also provides data analysis and facilitates cross-agency and cross-sectoral cooperation and community engagement for whole-of-community responses to complex social issues.
Key activities
The key activities that are delivered under Output 1.3 include: providing quality policy advice and support to the Premier, Cabinet and Parliamentary Secretary for the Cost of Living; facilitating implementation of A Social Inclusion Strategy for Tasmania, A Cost of Living Strategy for Tasmania, and Food For All Tasmanians – A food security strategy; researching and data analysis to inform development of evidence-based policy, including consultation on key factors that affect social inclusion, cost of living and food security; inter-agency collaboration and engagement about the delivery of programs and services impacting on social inclusion, cost of living and food security; and administering programs that provide funding to the community sector.
Summary of the year’s performance
The Social Inclusion Unit continued to implement A Social Inclusion Strategy for Tasmania, A Cost of Living Strategy for Tasmania, and Food For All Tasmanians: A food security strategy. The Unit supported Professor David Adams, Social Inclusion Commissioner for Tasmania, until his term concluded on 31 October 2012. The Unit collected information on actions that Tasmanian Government agencies are taking to help progress the three strategies and updated the indicators of social exclusion risk in Tasmania. In addition to this policy work, the Unit has progressed funding to the community for a series of initiatives under the Government’s social inclusion agenda: administering the second part of a $2 million over two years Emergency Relief and Cost of Living program; and the first part of a $5 million over two years Cost of Living initiative. Programs administered include: Food For All Tasmanians Grants Program - $1 million through 16 organisations statewide for food security initiatives; Financial Literacy Exchange (FLEX) Grants Program - $1 million through 10 organisations for financial counselling and education services; Housewarming Program - delivering $800 000 through SEMF Projects Pty Ltd for the Stay Warm Save Money Program; and $200 000 through Colony47 for Housewarming Boxes; The $350 000 statewide Family Assistance Program; Supporting Tasmanian Volunteers Program providing $260 000 to Volunteering Tasmania Inc to enhance community volunteering; A $150 000 statewide emergency food relief program, comprising: $90 000 for SecondBite; $30 000 for Produce to the People; and $30 000 for Foodbank;
Department of Premier and Cabinet - Annual Report 2012-13 19 A $60 000 Food Vans Grants program, distributed to Gran’s Van in the North West, Loui’s Van in the South, and Mission Beat in the North; Emergency relief programs, delivering $750 000 worth of services statewide, with regional programs valued at approximately: $180 000 in the North West; $210 000 in the North; and $360 000 in the South; A $10 000 additional emergency relief program delivered statewide through the Tasmanian Association of Community Houses; $80 000 to No Interest Loans Scheme (NILS) Network of Tasmania to extend its no interest loan purposes for essential items such as car registration and dental work; and Energy Efficient Appliances for Low Income Tasmanians Program delivering $90 000 worth of support to low income households statewide.
Major achievements
Social Inclusion Progress Report Over the course of more than three years in office, the Social Inclusion Commissioner was an important advocate for excluded Tasmanians and represented their interests in Government policy making. Professor Adams led the development of advice to the Government, which ranged across three strategies for social inclusion, cost of living and food security. Integral to this advice was a significant amount of commissioned research, data capture and analysis, and community consultation. The Commissioner ended his term of appointment on 31 October 2012. During 2012-13, the Unit prepared a progress report for the Premier on the Government’s social inclusion agenda. This included actions that have been taken by Government agencies to progress the actions contained in the three strategies. The report also updated key social inclusion risk factors. The report was informed by consultation with the community sector about ongoing priority issues for social inclusion. Cost of Living Initiative
Financial Literacy Exchange (FLEX) Program The FLEX Program aims to improve the financial capability of households vulnerable to cost of living pressures by increasing the scope of assistance available to them. The services are delivered in all major population centers as well as a range of rural and remote areas. It includes financial literacy training for staff and volunteers of the NILS Network, Neighbourhood Houses and major emergency relief providers; training for targeted assistance to humanitarian entrants on financial and legal literacy; training to support eligible forestry workers build household financial management skills; financial literacy clinics delivered into Risdon Prison; the Money Matters Program for Year 11 and 12 students and low income families; a financial outreach support program; and Financial Abuse Workshops being delivered to the community sector in Tasmania.
Food For All Tasmanians Program The projects funded through the Food For All Tasmanians Program are designed to assist at-risk people and places across Tasmania by building on existing community food solutions. One of the key issues raised at the Ministerial Roundtable on Cost of Living was the importance of energy efficiency and food supply services, as well as food preparation programs, to increase people’s capacity to avoid crisis. The Program has taken account of this by funding innovative ways to improve food access and affordability for Tasmanians who are most in need, and aims to increase the skills and knowledge of low income families in growing and preparing nutritious food.
Department of Premier and Cabinet - Annual Report 2012-13 20 Housewarming Program Two initiatives were funded under the Housewarming Program: Housewarming Boxes for tenants transitioning to new public and private housing tenancies; and the Stay Warm Save Money Housewarming Program which is assisting low income households. The Housewarming Boxes initiative delivered housewarming boxes through Colony47’s service centres and 19 other organisations, including private tenancy providers and case management support services. The boxes contained a range of practical items, including curtains, to ease financial pressures when low income Tasmanians move into new tenancies. The Stay Warm Save Money Housewarming Program has worked with community organisations that are well placed and experienced to best promote the Program to those Tasmanians most in need. Based on early evaluation of a similar energy efficiency program run by the Government in 2011-12, the participating households are expected to save up to $300 per year on their energy bills. Properties that receive the larger upgrades may also have higher savings. There has been a strong, positive response from community organisations and participants in the Program.
DPAC Strategic Plan 2012-15
PRIORITY 1.11 Cost of living Design and implement the Cost of Living 2012-13 Budget initiative including: Food Access and Affordability Fund By Jul 2012 Housewarming Program By Aug 2012 Emergency relief and financial counselling By Sep 2013
Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2010-11 2011-12 2012-13 2013-14 Measure Performance Measure Actual Actual Actual Target
Selected policy outputs must meet the agreed benchmark as measured against agreed quality % n/a 95 ….1 80 standards
Note: 1. The selection process used did not allow a sufficient sample size to be assessed for this measure to be meaningful.
Department of Premier and Cabinet - Annual Report 2012-13 21 Output Group 2 Government processes and services
Output Group 2 supports government processes and services. It includes four outputs: 2.1 Management of Executive Government processes 2.2 Principal and subordinate legislation 2.3 Tasmanian Government courier 2.4 Corporate support to Ministerial and Parliamentary offices and the Office of the Governor
Department of Premier and Cabinet - Annual Report 2012-13 22 Output 2.1 Management of Executive Government processes
Overview
This Output provides administrative support for Executive Government bodies such as Cabinet and the Executive Council, management of machinery of government matters, co-ordination of State protocol, management of communications policy and advice, and other Executive Government processes.
Key activities
The key activities delivered under Output 2.1 include: preparation, scrutiny and processing of documents including support for Executive Government bodies such as Cabinet and the Executive Council; advice to Ministers and departments on machinery of government procedures and administration (including whole-of-government communications) policy; management of official visits, State receptions and functions, coordination of the honours and award nomination processes; management of critical or highly sensitive administration issues; communications and marketing support to all departmental offices; and coordination of Government show exhibit and Australia Day program.
Summary of the year’s performance
The Executive Division provided services that support the machinery of government processes, including 23 meetings of the Executive Council, 47 meetings of Cabinet, 16 Official visits and ten Official functions. Administrative portfolio services support was provided to the Premier, six Ministerial portfolios and one Parliamentary Secretary1. Staff from the Division were heavily involved in the Government’s response to the January 2013 bushfires. The Official Visits Program included the successful visit by Their Royal Highnesses the Prince of Wales and the Duchess of Cornwall. Other significant events included the Government’s agricultural shows exhibit, Forced Adoptions Apology event, Australia Day Program and the True Island Spirit public event held in relation to the bushfires. A major and complex aspect of the Division’s work was the review of the scope and application of Ministerial Direction No 8 Indemnity against legal process (for State Servants) to take account of general changes in handling and the nature of misconduct claims. New legislation managed by the Division included the Same-Sex Marriage Bill, Jim Bacon Foundation (Wind Up) Bill, the Legislation Publication Amendment Bill and the Succession to the Crown (Request) Bill.
1 Premier, six Ministerial portfolios: Minister for Aboriginal Affairs; Minister for Children; Minister for Climate Change; Minister for Community Development; Minister for Local Government; and Minister for Veterans’ Affairs, and the Parliamentary Secretary for Cost of Living.
Department of Premier and Cabinet - Annual Report 2012-13 23 Major achievements
Cabinet The Cabinet Office provided support for a total of 47 meetings. In addition, 441 submissions were processed and 461 decisions recorded. Four meetings were conducted in Launceston, and one by video conference. Decisions were recorded out-of-session on two occasions. The Office processed 29 Questions on Notice for the House of Assembly and 30 for the Legislative Council. It also processed 34 requests for Government responses to Petitions tabled in the House of Assembly, and 12 for Petitions tabled in the Legislative Council. Cabinet considered 77 Explanatory Notes concerning future Executive Council business. Executive Council The Executive Council met on 23 occasions, dealing with 272 matters. During the year the Executive Council Secretariat undertook administrative action for the following events: The Lieutenant-Governor, Mr Justice Crawford, assumed the Vice-Regal Office on three occasions; Following the retirement of the Hon Ewan Crawford as Chief Justice and Lieutenant-Governor on 7 April 2013, the Hon Alan Blow OAM was sworn in as Chief Justice and Lieutenant- Governor on 8 April 2013; Two new Judges of the Supreme Court, Stephen Estcourt and Robert Pearce, were sworn in on 8 April and 11 June 2013 respectively; Justices Shan Tennent and David Porter were sworn in order to undertake the office of Administrator on 11 April 2013; and Acting Premier and Acting Attorney-General appointments were made on two occasions respectively. Official visits The State hosted 16 official visits. The visits in chronological order were: His Excellency Mr Taeyong Cho, Ambassador of the Republic of Korea accompanied by his wife Mrs Jean Young Lee, Mr Baejin Lim, First Secretary of the Korean Embassy and Mr Damon Thomas, Honorary Consul. His Excellency Mr Michael Teo, High Commissioner for Singapore accompanied by his wife Mrs Joyce Teo and Ms Fiona Zhang, Staff Officer. His Excellency Mr Maris Sangiampongsa, Ambassador of Thailand accompanied by Mr Vasin Ruangprateepsaeng, Minister, Mr Monsak Jangariyawong, First Secretary and Mr Abhirat Achalabun, Honorary Consul-General. Her Excellency Mrs Anna Siko, Ambassador of Hungary accompanied by her husband Mr Robert Summerfield. Their Royal Highnesses The Prince of Wales and Duchess of Cornwall. His Excellency Mr Brien Nanda, High Commissioner for India accompanied by his wife Mrs Rukmani Nanda and Mr Anjan K. Bhaumik, Vice-Consul, Trade. His Excellency Mr Alvaro Barba, Consul General of Uruguay. His Excellency Mr Enrique Viguera, Ambassador of Spain accompanied by his wife Ms Marta Altolaguirre de Viguera. His Excellency Mr Abdul Malik Abdullah, High Commissioner for Pakistan.
Department of Premier and Cabinet - Annual Report 2012-13 24 His Excellency Mr Borge Petersen, Ambassador of Denmark accompanied by his wife Mrs Jytte Petersen. Ms Mary Warlick, Consul General of the United States of America accompanied by Mr Andrew Moore, Political and Economic Officer. Ms Maria Ignacia Benitez Pereira, Minister of Environment in the Government of the Republic of Chile accompanied by a small delegation as part of an official national visit hosted by the Department of Prime Minister and Cabinet. His Excellency Mr Nadjib Riphat Kesoema, Ambassador of Indonesia accompanied by his wife Mrs Nino Nadjib Riphat, Mr Harditya Suryawanto, Second Secretary and Mr Irmawan Emir Wisnandar, Consul-General. His Excellency Mr Stephane Romatet, Ambassador of France accompanied by Mrs Dianne Bye, Honorary Consul. His Excellency Mr Shigekazu Sato, Ambassador of Japan accompanied by his wife Mrs Kumiko Akimoto, Mr Hidenobu Sobashima, Consul-General of Japan and Ms Mariko Watanabe, Third Secretary, Embassy of Japan, Canberra. Mr Gareth Hoar, Consul-General for the United Kingdom. Official functions The State Protocol Office organised 10 functions associated with a variety of events and special occasions. The official functions included: Children’s Week 2012; International Refugee Day Afternoon Tea; International Youth Day Afternoon Tea; Royal Visit - A State Diamond Jubilee Reception and Rural Ladies Luncheon were held as part of the visit to Tasmania by Their Royal Highnesses the Prince of Wales and the Duchess of Cornwall; Long Service Awards Receptions were held in Hobart, Launceston and Burnie; Reception for the Prime Minister of Australia the Hon Julia Gillard MP; and Reception to mark the Tasmanian Tigers’ success in the 2012-13 Sheffield Shield season. Assistance and advice was also provided to Government, external agencies and the broader community, arranging other events that required advice and support. Royal visit The visit by Their Royal Highnesses the Prince of Wales and the Duchess of Cornwall on 8 November 2012 was a great success and provided Tasmania with excellent media coverage both interstate and overseas in the United Kingdom and Europe. The main functions managed by the Government were the State Diamond Jubilee Reception at Princes Wharf No 1 Shed in Hobart and a Rural Ladies Luncheon at the Mill House, Richmond. Other activities included a street walk and visit to businesses in Richmond; a visit to the ‘Leenavale’ sheep stud near Sorell; a visit to the CSIRO in Hobart to view exhibits related to Antarctic research; and a second street walk through Salamanca Place, Hobart.
Department of Premier and Cabinet - Annual Report 2012-13 25 The primary agencies involved were DPAC and Tasmania Police. All non-security aspects of the visit were managed by the Division, including the State Protocol Office and the Communications and Marketing Unit. Personnel from the Premier’s Office and Government House were included with logistics in relation to the Premier’s involvement and that of His Excellency the Governor and Mrs Underwood. Sixty-three police officers were rostered for duty for the Royal visit across specialist and general policing functions. These included members of the Special Operations Group; Dignitary Protection Unit; the Police Operations Centre; and the Bomb Response Group. Other personnel were involved at Hobart Airport and Sorell, in the motorcade, advance group and uniform police at Richmond. In addition to DPAC staff, some media liaison officers and some ushers at the Diamond Jubilee Reception were drawn from the departments of Infrastructure, Energy and Resources; Economic Development, Tourism and the Arts; Health and Human Services; Primary Industries, Parks, Water and Environment; and Justice. Portfolio services The Portfolio Services Unit provided professional, comprehensive and timely support services for the machinery of government including quality assurance of both Ministerial and Departmental material. The increasing complexity, urgency and volume of material being generated by both Ministerial Offices and DPAC were particularly noticeable this year, for example, the National Disability Insurance Scheme work and Tasmanian Coastal Policy Statement. In addition, the new Bushfire Recovery Unit was established within DPAC and the Minister for Local Government’s office work was integrated into Portfolio Services Unit’s processes. The Unit has continued to implement new ways to use the TRIM records management system in its daily work, including participation on the Workflow Solutions Group and the Information Management Reference Group as well as work to finalise the Business Classification Scheme. The Unit co-ordinated and prepared DPAC Briefing Notes for three community forums held around the State. These forums were held for Ravenswood/Waverley on 15 May 2013; Glenorchy/Chigwell/Claremont on 12 June 2013; and East Devonport on 13 June 2013. Communications and marketing The Communications and Marketing Unit played a major role in delivering public information services during the January 2013 bushfires. Unit staff managed the establishment of a whole-of-government Public Information Unit that provided information via the internet, social media, the Tasmanian Emergency Information Service call centre, return home packs for affected residents and public information sessions during the initial response. The Unit also provided services during the early recovery period, prior to the establishment of the Bushfire Recovery Unit. The Unit continued its work on public information priority projects for the Security and Emergency Management Advisory Group, including development of a highly resilient, whole-of-government emergency website. The site will be a clear and consistent source of information for the public in future emergencies. DPAC’s main website at www.dpac.tas.gov.au was redesigned to increase accessibility, improve navigation and enable better promotion of new content, including social media feeds. The Unit supported the launch of a number of new social media initiatives, including the Tasmanian Climate Change Office Facebook page, The Training Consortium Twitter account and online engagement activities undertaken by the Climate Change Office and Community Development Division. Support was provided for a number of significant events, including the Royal visit, the welcome home event for Australian Olympians, the Forced Adoption Apology and the True Island Spirit community event following the bushfires.
Department of Premier and Cabinet - Annual Report 2012-13 26 The Australia Day program was expanded to include a Tasmanian conference that enabled local government Australia Day event organisers from around the State to come together and share ideas, knowledge and inspiration. The conference was held in Launceston 8-9 August 2012 and attracted more than 30 participants including event and communications staff, general managers, mayors and local community committee members. The Australia Day Ambassadors Program, which sends inspirational Australians to community Australia Day celebrations, involved 18 local councils and for the first time 75 per cent of Ambassadors were Tasmanian. Same-Sex Marriage Bill The Office of the Secretary was significantly involved in development of the Same-Sex Marriage Bill which was intended to: provide for the solemnisation of same-sex marriages; register celebrants to conduct same-sex marriage ceremonies; divorce, property and spousal maintenance orders following separation and divorce; as well as the ability to enter into pre-nuptial and post-nuptial agreements in respect of financial matters. The Bill was brought jointly by the Premier and the Minister for Education and Skills Nick McKim MP. During debate in the Legislative Council, many members raised concerns about a possible constitutional challenge, specifically, whether drafting of the Bill was robust enough to defeat such a challenge, as well as what steps and costs would be involved in a challenge. A Select Committee was established to report on potential constitutional issues which could arise from enactment of the Bill. The Bill was defeated in the Legislative Council in September 2012. Salaries for Members of Parliament The Office of the Secretary was responsible for developing the Parliamentary Salaries, Allowances and Superannuation Act 2012 which provided for a 2 per cent increase in salaries for Members of Parliament from 1 July 2012 and 1 July 2013. The Act also required the Premier, prior to 1 July 2013, to request a suitable tribunal to prepare a report to determine the basic salary and other matters such as entitlements and benefits provided to Tasmanian Parliamentarians. The Division was responsible for ensuring the tribunal was established in time by an Order-in-Council in accordance with the provisions of the Act and with appropriate terms of reference for the review. The terms of reference provide for the review report to determine: the basic salary; any changes to allowances and benefits; and the date from which any changes are to be effective; and a formula to enable either the annual or periodic adjustment of those amounts. The tribunal is to provide its report as soon as practicable, but by no later than 31 May 2014. Review of Indemnity and Legal Assistance Policy The Office of the Secretary continued a review of the scope and application of Ministerial Direction No 8 Indemnity against legal process (for State Servants) to: take account of general changes in handling and the nature of misconduct claims; establishment of the Integrity Commission; increasing Code of Conduct complaints and complaints made to non-court bodies; and the desirability of widening the scope to include all Crown Servants. A draft Policy and associated guidelines were developed to replace Ministerial Direction No 8. The Policy provides that Public Officers are entitled to an indemnity or legal assistance if they are employed, and have acted in good faith. The Policy extends the type of legal actions where a Public Officer may request an indemnity or legal assistance. Given its particular relevance for medical practitioners, the Division consulted extensively with the Department of Health and Human Services regarding indemnity arrangements for medical practitioners. Bushfire response Staff from the Division were significantly involved in the Government’s response to the January 2013 bushfires, particularly in supporting the Ministerial Bushfire Committee, the State Emergency Management Committee, the Security and Emergency Management Advisory Group and the Southern Regional Emergency Management Committee.
Department of Premier and Cabinet - Annual Report 2012-13 27 Legislation about archiving original Acts The Legislation Publication Act 1996 requires that following the Royal Assent of an Act, the original signed copy of an Act which has been printed on special parchment (vellum) is deposited in the records of the Supreme Court. This practice has become unsustainable due to a range of issues such as storage capacity and storage conditions impacting on the preservation of original Acts, as well as accessibility to the original copies and resource limitations in managing these important documents. The Legislation Publication Amendment Act 2013 made amendments to facilitate transmission to and storing of original Acts, statutory rules and rules made by Judges of the Supreme Court with the Tasmanian History and Archives Office. Jim Bacon Foundation The Jim Bacon Foundation was established in 2004. More recently, donations to and the activities of the Foundation have decreased which has made it difficult for the Foundation to continue its work with cancer sufferers and their families. Mrs Honey Bacon was instrumental in seeking the support of Ricky and Rianna Ponting to incorporate the work of the Jim Bacon Foundation into the fundraising activities of the Ponting Foundation. The Ponting Foundation was set up with similar objectives to the Jim Bacon Foundation. Legislation to wind up the Jim Bacon Foundation is expected to receive Royal Assent in July 2013. This will result in the transfer of assets to the Pointing Foundation to continue the support of young cancer sufferers and their families. The scholarship program which commenced under the Jim Bacon Foundation will continue through a separate grant of money to the University of Tasmania. Royal succession The Office of the Secretary represented Tasmania on a COAG working group dealing with changes to the law on royal succession in Australia to ensure consistency with changes made to that law in the United Kingdom, so that the Sovereign of Australia is the same person as the Sovereign of the United Kingdom. All States agreed to request the Parliament of the Commonwealth of Australia to enact legislation to give effect to the proposed changes in Australia under section 51 (xxxviii) of the Australian Constitution. The proposed changes are: to provide that royal succession is not dependent on gender, and so allow an older daughter to precede a younger son in the line of succession (for all Royal births occurring after midnight on 28 October 2011, being the date that the 16 Realms of which Her Majesty is Sovereign agreed to the change); to remove statutory restrictions under which anyone who marries a Roman Catholic loses their place in the line of succession or is disqualified from being the Monarch; and to repeal the Royal Marriages Act 1772 of the United Kingdom which (with some exceptions) makes void the marriages of any descendants of King George II who fail to obtain the Monarch’s permission prior to marriage (and to provide instead that the first six people in the line of succession require the permission of the Monarch to marry and that they and their descendants are removed from their place in the line of succession if they marry without that permission).
Department of Premier and Cabinet - Annual Report 2012-13 28 The request from Tasmania to the Commonwealth is via the Succession to the Crown (Request) Bill which was tabled in Parliament on 26 June 2013. The Bill is a “text-based referral” of power; that is, the precise text of the Bill which the Commonwealth Parliament is being requested to enact is appended to the Tasmanian Bill. The Commonwealth is only being authorised to enact the Succession to the Crown Bill that the Tasmanian Parliament agrees to. This is the same process that was used successfully in 1986 to enact the Australia Acts. Code of Conduct A new Code of Conduct for Ministers and associated guidelines were approved in the reporting year following a report from the Integrity Commission about codes of conduct. The Integrity Commission also made recommendations about a Code of Conduct for Ministerial staff. Currently Ministerial staff who are appointed on Crown prerogative instruments of appointment for the term of the Government are subject to a Code of Conduct that is incorporated into their instruments of appointment. All of these appointments cease after the election in 2014, so the newly developed Code of Conduct for Ministerial staff will be implemented after the election. Review of statutory offices The Auditor-General, in his Report No. 96 Appointment of the Commissioner for Children, considered the governance arrangements for that Office and particularly the degree of independence of the Office from the Government. The Auditor-General’s methodology was to benchmark the governance arrangements for the Office against six other independent statutory offices: Auditor-General; Ombudsman; State Service Commissioner; Anti-Discrimination Commissioner; Chief Commissioner of the Integrity Commission; and the Commissioner for Children. From this benchmarking process, the Auditor-General concluded that there were inconsistencies in the governance arrangements and recommended that “the Government initiate an independent analysis of the roles and functions of the State’s independent officers with a view to minimising differences in their appointment, reporting and removal processes.” DPAC engaged a consultant to undertake this review including reporting on the current governance and remuneration arrangements for the six offices named by the Auditor-General as well as statutory offices generally. DPAC has considered the report’s recommendations and consulted statutory officers and agencies about them. Work on this project was suspended due to other priorities, however it is likely to be reactivated in the future. Electorate offices The provision of electorate offices to Members of Parliament has evolved in an unplanned manner over the past few years. There is an established principle now of one electorate office per member and one electorate officer to staff the office. There is a requirement for a clear articulation of the operational policies and practices that underpin that entitlement. Work has been undertaken to develop these policies. The formation of the next Government is seen as an appropriate time to implement the policies.
Department of Premier and Cabinet - Annual Report 2012-13 29 DPAC Strategic Plan 2012-15
PRIORITY 2.1 Machinery of government Manage processes for Cabinet, Executive Council and Portfolio Services By Jul 2013 PRIORITY 2.2 Members of Parliament Determining a basic salary By Jul 2012 Entitlement to and provision of electorate offices By Oct 2012 (revised date Mar 2013) A Ministerial staff Code of Conduct By Dec 2012 PRIORITY 2.3 Governance Review and revise the Indemnities and Legal assistance for Public By Sep 2012 Officers Policy Provide advice about future governance arrangements following the review of By Sep 2012 Statutory Offices PRIORITY 2.4 Emergency communication Investigate options and develop channels for public communication in an emergency By Jun 2013 PRIORITY 2.5 Ceremonial and Official Hospitality Manage Royal visit By Nov 2012 PRIORITY 2.6 Legislation Archiving vellums By Jun 2013 Future of Jim Bacon Foundation By Jun 2013 Royal succession By Jun 2013
Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Department of Premier and Cabinet - Annual Report 2012-13 30 Measuring performance
Unit of 2010-11 2011-12 2012-13 2013-14 Measure Performance Measure Actual Actual Actual Target
Number of meetings of Cabinet supported Number 46 46 47 40
Number of meetings of Executive Council supported Number 27 23 23 27
Number of official visits to Tasmania managed Number 12 17 16 13
Number of official functions organised Number 11 10 10 8
1 Comparison Cost of service 0.85 0.8 0.89 <1.10 to average Average percentage of services delivered to specified quality standards % 94 95 99 >95
Percentage of fixed period projects delivered on time or meeting project timeframes % 93 83 86 >85 Client Client satisfaction Satisfactory Satisfactory Satisfactory Satisfactory feedback
Note: 1. Comparison of quantum of employee costs per service in the year to average of employee costs per service for previous six years.
Department of Premier and Cabinet - Annual Report 2012-13 31 Output 2.2 Principal and subordinate legislation
Overview
This Output provides: a legislative drafting service for new legislation and amendments to existing legislation; advice on legislative matters; an up-to-date electronic database of Tasmanian legislation; and for printing gazettes and legislation. This Output is provided by the Office of Parliamentary Counsel.
Key activities
Key activities delivered under Output 2.2 include: a service to the Government for drafting new legislation and amendments to existing legislation and advice in relation to legislative matters; maintenance of an up-to-date electronic database of Tasmanian legislation; and management of contracts for printing legislation and the Tasmanian Government Gazette.
Summary of the year’s performance
During the year 61 Acts were passed and 175 Statutory Rules were notified in the Tasmanian Government Gazette. The Tasmanian Legislation Website was updated in a timely manner.
Major achievements
Significant legislation assented to and gazetted National Health Funding Administration Act 2012 Parliamentary Salaries, Superannuation and Allowances Act 2012 Building Amendment Act 2012 Surrogacy Act 2012 Land Titles Amendment Act 2012 Rail Safety National Law (Tasmania) Act 2012 Mines Work Health and Safety (Supplementary Requirements) Act 2012 Macquarie Point Development Corporation Act 2012 Water and Sewerage Corporation Act 2012 Electricity Reform Act 2012 Mental Health Act 2013 Electricity Reform (Implementation) Act 2013 Tasmanian Forests Agreement Act 2013 Training and Workforce Development Act 2013
Department of Premier and Cabinet - Annual Report 2012-13 32 Mineral Resources Development Amendment Act 2013 Petroleum (Submerged Lands) (Management of Environment) Regulations 2012 Electricity Supply Industry (Price Control and Related Matters) Regulations 2012 Building Amendment Regulations 2012 Law Society By-Laws 2012 Retirement Benefits (Parliamentary Superannuation) Regulations 2012 Explosives Regulations 2012 Mines Work Health and Safety (Supplementary Requirements) Regulations 2012 Fisheries (Giant Crab) Rules 2013 Electricity Supply Industry (Pricing and Related Matters) Regulations 2013 Animal Welfare (Land Transport of Livestock) Regulations 2013 Animal Welfare (Pigs) Regulations 2013 Restricted Hire Vehicle Industry Regulations 2013 EnAct system development EnAct system developments include new workflows to allow legislation of other jurisdictions adopted as Tasmanian legislation to be loaded onto the Tasmanian Legislation Database and displayed on the Tasmanian Legislation Website. An information page has also been developed to improve public access to legislation.
Department of Premier and Cabinet - Annual Report 2012-13 33 DPAC Strategic Plan 2012-15
PRIORITY 2.7 Uniform Legislation Project Make legislation of other jurisdictions adopted as Tasmanian legislation available to By Feb 2013 the public from the Tasmanian Legislation site EnAct
Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2010-11 2011-12 2012-13 2013-14 Measure Performance Measure Actual Actual Actual Target
Number Hits on the Tasmanian Legislation Website 12 12 15 201 (million) Note: 1. Developments improving access to legislation on the Tasmanian Legislation Website are expected to increase the number of hits on the site in the coming years.
Department of Premier and Cabinet - Annual Report 2012-13 34 Output 2.3 Tasmanian Government courier
Overview
This Output includes a courier service providing incoming and outgoing mail facilities to Government and regional offices.
Key activities
Services provided by the Tasmanian Government courier include: transportation of all mail and small parcels between Government departmental offices; sorting incoming and outgoing mail; liaison with Australia Post and third-party mail houses; and management of contracts for North and North West mail delivery.
Summary of the year’s performance
The courier service continues to deliver an efficient and effective mail distribution and collection service within the central business districts of Hobart and Launceston as well as facilitating a service to regional centres in the North West. The courier service entered into further partnership agreements with Service Tasmania during the year to provide more effective delivery points in Devonport and Ulverstone.
Measuring performance
Unit of 2010-11 2011-12 2012-13 2013-14 Measure Performance Measure Actual Actual Actual Target
Number of regular delivery/collection points Number 325 325 3581 358
Note: 1. Frequency of deliveries/collections to some collections points have significantly increased.
Department of Premier and Cabinet - Annual Report 2012-13 35 Output 2.4 Corporate support to Ministerial and Parliamentary offices and the Office of the Governor
Overview
This Output facilitates the financial, human resources, information systems, records and asset management services provided to support the Ministerial and Parliamentary offices and the Office of the Governor.
Key activities
Key activities delivered under Output 2.4 include: financial management; human resources management; information systems management; information management; and property and procurement management.
Summary of the year’s performance
The Corporate Services Division continued to work in close consultation with the Premier’s Office and Opposition offices to ensure a high level of service was provided and information was made available as required. The key areas of activity included: releasing the online Information Resource for Non-Government Members; providing advice and support on a range of corporate issues including the use of volunteers, Members Allocation, and appropriate use of government funds; coordinating the accommodation requirements for Ministers and Members’ electorate offices, including management of lease obligations and the relocation and establishment of leased office space for some Members; facilitating the transition of the Ministerial vehicle fleet from V8 unleaded petrol to V6 unleaded petrol to achieve savings; aligning the budgets for Electorate Offices in accordance with the draft Electorate Office Guidelines; and improving the budget and financial reporting for all stakeholders. Other major achievements are covered in Corporate Services on page 76.
Department of Premier and Cabinet - Annual Report 2012-13 36 Output Group 3 Electronic services for Government agencies and the community
Output Group 3 provides electronic services for Government agencies and the community. It includes three Outputs: 3.1 ICT policy development and implementation 3.2 Management and ongoing development of Service Tasmania 3.3 Delivery of information technology services
Department of Premier and Cabinet - Annual Report 2012-13 37 Output 3.1 ICT policy development and implementation
Overview
This Output provides for the coordination, development and implementation of whole-of-government information systems, telecommunications, information management strategies and policies. This is aimed at improving and modernising the operations and statistical capability of Government in Tasmania. This Output is primarily provided by the Office of eGovernment.
Key activities
The key activities delivered under this output include: supporting the implementation of the Tasmanian Government ICT Strategy and the development of the Stats Matter Strategy; developing standards, guidelines and policies to support the use of ICT and statistics/information; advising and assisting key ICT and statistics/information projects and those major ICT and statistics/information service provision activities across Government; and advising and providing input across Government on the cross-jurisdictional use of ICT and statistics/information.
Summary of the year’s performance
The primary focus of the Office of eGovernment for the year was supporting the ICT Policy Board in its role of advising the Premier on strategic directions for ICT within Government through implementation of the Tasmanian Government ICT Strategy, and development and endorsement by Cabinet in June 2013 of the Stats Matter Strategy which has been established to build Government statistical assets and capability.
Major achievements
Support for the ICT Policy Board The ICT Policy Board met four times during the year and was supported in addressing a number of significant strategic ICT issues including: development of an assessment model which the ICT Policy Board will use to assess projects for funding through the ICT Project Fund; provision of advice for the 2013-14 budget process on those high priorities for ICT investment; monitoring progress of implementing the Tasmanian Government ICT Strategy; and agreement on a roadmap for provision of data centres and managed ICT services.
Department of Premier and Cabinet - Annual Report 2012-13 38 Stats Matter Strategy The Stats Matter Strategy was established in consultation with a range of agencies to build statistical capability and ensure more robust use of data in Tasmanian Government. The Stats Matter Strategy will improve the way Government uses, interprets, analyses and shares quality data. The intention of the statistical framework is to actively manage statistical assets as an important part of the business of government and will enhance capacity to demonstrate accountability. The Stats Matter Strategy will build a culture where information resources are valued and used as strategic enablers in Government decision-making. The Stats Matter Strategy was endorsed by Cabinet in June 2013. Agency ICT Strategic Plans and Agency ICT Asset Management Plans Support and guidance was provided to agencies to assist them in the successful development of their Agency ICT Strategic Plans and Agency ICT Asset Management Plans to ensure that Agency ICT Investment Plans and intentions directly support the Tasmanian Government ICT Strategy and Government policy. ICT Benchmarking Program The first year of the data collection and analysis for the ICT Benchmarking Program was successfully completed by all agencies. The ICT Benchmarking Program is an important mechanism to establish a baseline for operational ICT expenditure by Tasmanian Government. Data centres and managed services A priority of the Tasmanian Government ICT Strategy has been examination of data centre services and the future model for managed ICT services within such data centres. A business case was developed to identify and assess sourcing options for a medium-term solution for data centres from 2015 and beyond. Other achievements Other achievements include: assisting TMD with a review of payroll and human resources information systems; progressing implementation of the Tasmanian Government Information Security Policy; liaising with the Department of Treasury and Finance on ICT-related submissions to the Structured Infrastructure Investment Review Process; developing an initial roadmap for whole-of-government integrated identity management; progressing development of the Tasmanian Government ICT Roadmap to assist and guide agency ICT planning – in particular for those ICT services that are common to two or more agencies; providing telecommunications policy advice on a range of matters, in particular in relation to the National Broadband Network; participating on the Tasmanian Spatial Information Council, Chairing the Tasmanian Government Spatial Committee, and associated supporting activities; and providing support and direction for the whole-of-government governance of ICT and statistics/information, including supporting groups the Statistical Policy Group, the Agency ICT Reference Group and the IT Managers Group.
Department of Premier and Cabinet - Annual Report 2012-13 39 DPAC Strategic Plan 2012-15
PRIORITY 1.12 ICT Strategy for Tasmania ICT Investment and Decision-Making Framework By Oct 2012 - All agencies have ICT Strategic Plans and ICT Asset Management Plans ICT Roadmap of government ICT architecture By Dec 2012 ICT Benchmarking Program By Dec 2012 PRIORITY 1.29 Government Data Work with the ABS and Department of Treasury and Finance to develop a whole-of- By Dec 2013 government approach to guide production, use management and reporting of statistical information
Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2010-11 2011-12 2012-13 2013-14 Measure Performance Measure Actual Actual Actual Target
Number of unique visits to eGovernment website Number 42 585 35 425 38 276 40 000
Average number of attendees per information seminar 1 Number 34 42 45 …. Note: 1. This performance measure was phased out at the end of 2012-13 and will be replaced in 2013-14 with two new measures relating to quality of ICT policy outputs and key client satisfaction with ICT policy services.
Department of Premier and Cabinet - Annual Report 2012-13 40 Output 3.2 Management and ongoing development of Service Tasmania
Overview
This Output develops services to be delivered by the three lead agencies responsible for Service Tasmania shops, telephone services and Service Tasmania Online, and support for the Service Tasmania Board. This Output is provided by the Service Tasmania Unit.
Key activities
Key activities delivered under Output 3.2 include: Providing the Tasmanian community with convenient one-stop access to Government services through Service Tasmania shops, over the telephone and over the internet. The types of services available from Service Tasmania are: - paying Government bills; - purchasing Government products; - finding Government information; - applying for Government licences, permits, grants and assistance; - making bookings and appointments; - notifying changes in circumstance (e.g. change of address); - providing feedback and comments; and - seeking help from Government. Managing the provision of consistent, high-quality customer service; identifying and implementing new service delivery opportunities; undertaking marketing activities; and ensuring appropriate budgetary control. Working closely with Tasmanian Government agencies to identify and develop new services, and forming partnerships with Australian and local government organisations to deliver services.
Summary of the year’s performance
Service Tasmania delivered a wide range of services to the Tasmanian community on behalf of the Tasmanian, Australian and local government agencies. Services were delivered through three service delivery channels: over the telephone (through the one number for Government and electronic bill payment facilities); over the counter (through a statewide network of 27 shops); and over the internet (through Service Tasmania Online). During 2012-13, customers were able to access 574 services over-the-counter in Service Tasmania shops, and a range of 40 different bills were payable online (via Service Tasmania Online) or via telephone. Customers continue to be able to contact Government services through one telephone number to obtain assistance, information and resources, or to obtain contact details for relevant Tasmanian Government staff or departments.
Department of Premier and Cabinet - Annual Report 2012-13 41 Major achievements
Implementation of the Service Provision Review On 2 January 2013, new shop opening hours were implemented across the Service Tasmania shop network as the culmination of the Service Provision Review. The Service Provision Review was initiated to better understand the alignment of shop resources and customer demand. Implementation of the review followed detailed analysis of transaction statistics and trends, community needs and expectations, staffing profiles and rostering, and budget implications. The new opening hours were promoted widely before their implementation through a locally-based communications campaign. Integrated Tasmanian Government Contact Centre Project The Integrated Tasmanian Government Contact Centre Business Case was approved and funding for the project announced as part of the Tasmanian Budget in May 2013. The project will see the consolidation of existing contact centres across Government and is anticipated to result in improved service delivery to the Tasmanian community. The project has been progressed through the Structured Infrastructure Investment Review Process managed by the Department of Treasury and Finance. Procedural Information Management System The Procedural Information Management System was implemented across Service Tasmania in February 2013. The Procedural Information Management System was developed specifically for Service Tasmania using SharePoint software and provides staff across the Service Tasmania network with a source of detailed operational and service information that is efficient, user-friendly and reliable for dealing directly with customers. Client Update Service The Client Update Service allows Tasmanians to update their contact details with Government. In December 2012, a new interface between the Client Update Service and the Motor Registry System was launched, allowing a single update for both systems. As a result, the volume of Client Update Service notifications has increased from around 1 000 to 5 000 notifications per month. In 2012-13, 41 405 notifications were received by the Client Update Service, which was a 177 per cent increase from 2011-12. During 2012-13, development of other interfaces commenced between the Client Update Service and DPAC’s Seniors Card, LINC Tasmania, and the State Revenue Office. These new interfaces will commence operation in the 2013-14 financial year. King and Flinders Islands Mini Hub Feasibility Study Work has been carried out under the Structured Infrastructure Investment Review Process into the feasibility of building mini community services hubs on King and/or Flinders Island. The hubs would bring together multiple Government agencies in a scaled-down version of the Community Services Hub established in Queenstown. This work has focussed on understanding the current service mix on each island and identification of possible sites for the construction of a mini hub. Personal Information Cards During 2012-13, 4 323 Personal Information Cards were issued by Service Tasmania. The Personal Information Card database is currently being reviewed, with options for a long-term replacement for the existing system being considered. Partnerships A number of partnership reviews were completed in 2012-13, including agreements with four local government councils, six Government Business Enterprises and six commercial groups providing services on behalf of Government agencies.
Department of Premier and Cabinet - Annual Report 2012-13 42 DPAC Strategic Plan 2012-15
PRIORITY 1.13 Government services delivery improvement Implement the Procedural Information Management System (PIMS) for all Service By Feb 2013 Tasmania channels PRIORITY 1.14 Integrated Tasmanian Government Contact Centre Finalise and seek approval on the Integrated Tasmanian Government Contact Centre By Jun 2013 Business Case to progress Implement Phase 1 of the Integrated Tasmanian Government Contact Centre Project By Jun 2014 NEW: Service Tasmania Service Provision Review Review service provision to better align shop resources and customer demand and By Jan 2013 implement changed shop opening hours across the State
Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Measuring performance
Unit of 2010-11 2011-12 2012-13 2013-14 Measure Performance Measure1 Actual Actual Actual Target
Number of services provided over the counter by Service Tasmania Number 546 570 574 575
Number of bill payment services provided over the phone by Service Tasmania Number 40 40 40 50
Number of bill payment services provided over the internet by Service Tasmania Number 40 40 40 50 Note: 1. The Integrated Tasmanian Government Contact Centre Project in 2013-14 is likely to review and streamline services which may mean a growth in phone services and a possible drop in over the counter services predicted for subsequent years.
Department of Premier and Cabinet - Annual Report 2012-13 43 Output 3.3 Delivery of information technology services
Overview
This Output facilitates the delivery of IT services across the State Service, including wide area data networking, internet, whole-of-government directory services, fixed and mobile telephony, mobile data, IT system hosting and support, email and unified communications, human resource systems and the Government Contact Centre.
Key activities
The key activities delivered under this Output include: provision of integrated fixed and mobile telephone services to all agencies, including: - supplier contract management - voice mail - help desk - switchboard services, including the Service Tasmania ‘one number for Government’ - telephone service to the public - directory services through the Government Directory Service - comprehensive billing and reporting information - new installations, moves and changes; contract management of the outsourced Networking Tasmania II Agreements, including: - quality assurance - benchmarking - strategic management - consultancy; facilities management of departmental computing systems, including shared services; provision of human resources IT services, including payroll, to most departments; applications support for some computer systems; consultancy services including performance monitoring and operations reviews; services and infrastructure to support reduction in physical servers through replacement with virtualisation software; business continuity services; and integration and project management of new installations.
Department of Premier and Cabinet - Annual Report 2012-13 44 Summary of the year’s performance
In 2012-13 the major achievements were the successful completion of: the three-year Service Transformation Project; the three-year Email Consolidation Project; and the Data Centre Refurbishment project.
Major achievements
Voice services strategy The three-year Voice Services Strategy Project commenced in May 2010 to improve delivery of telephony services across the Tasmanian Government. In the second half of 2012, TMD commenced a commercial trial of the new voice solution prior to its rollout in 2013. Email consolidation The IT Transformation Project is designed to harness greater strategic value and cost efficiencies from Government’s technology investments. In 2012-13, the project successfully delivered consolidation of the 11 separate email services in use across eight Government agencies into one single email service for Government. The final agency will be consolidated in 2013-2014, and has already been included in the underpinning central identity management platform. Service transformation Also during 2012-13, the Service Transformation Project was completed to improve the quality and efficiency of TMD’s services, and to underpin the long-term viability of TMD to provide services that uniquely support the interests of the Tasmanian Government. The Service Transformation Project was undertaken in two phases: Phase 1 focusing on the implementation of a Service Management Centre as the one point of contact for customers; and Phase 2, aimed at transforming TMD into a unified customer-focused business. Data Centre refurbishment TMD engaged engineering consultants to conduct an assessment of potential risks associated with its Bathurst Street Data Centre. Building works were carried out following the assessment to address the identified issues.
Department of Premier and Cabinet - Annual Report 2012-13 45 DPAC Strategic Plan 2012-15
PRIORITY 3.1 Service transformation Finalise rollout of Business Services Agreements and individual agency service-level By Jun 2013 offerings and report to customers on operational outcomes against agreed performance measures PRIORITY 3.2 Email consolidation Consolidate 12 separate email services into one and establish a central identity By Jun 2013 management platform to deliver future ICT services PRIORITY 3.3 Voice services Reach agreement with voice services suppliers for: the replacement telephony solution - Commercial Trial complete By May 2013
Commence rollout of new voice system By Jun 2013 PRIORITY 3.4 Data Centre refurbishment Upgrade infrastructure and facilities at the Bathurst Street Data Centre By Apr 2013
Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Department of Premier and Cabinet - Annual Report 2012-13 46 Measuring performance
Unit of 2010-11 2011-12 2012-13 2013-14 Measure Performance Measure Actual Actual Actual Target
Percentage of calls from the public answered by the Government Contact Centre within 20 % 83 80 80 80 seconds
Number of fixed telephone services1 Number 28 342 24 086 27 027 24 500
Number of mobile telephone and data services Number 11 519 11 465 11 541 11 500
Number of broadband connection services Number 1 057 1 038 1 031 1 000
Number of remote access connection services Number 5 694 5 898 5 378 6 000
Number of calls answered by the Government Contact Centre Number 285 338 259 066 238 700 290 000
Take-up of consolidated email services. Total number of agencies transitioned to TMD Number 4 6 8 …. consolidated service2
Total percentage of customer calls resolved within agreed service level agreements % 95 95 96 95 Notes: 1. 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. 2. There is no target for 2013-14 as the project was completed at the end of 2012-13.
Department of Premier and Cabinet - Annual Report 2012-13 47 Output Group 4 State Service management
Output Group 4 supports agencies in managing employment and industrial relations in the State Service. It includes two Outputs: 4.1 State Service employment and management 4.2 Support for the State Service Commissioner.
Department of Premier and Cabinet - Annual Report 2012-13 48 Output 4.1 State Service employment and management
Overview
This Output supports the employer and Head of the State Service administering the State Service Act 2000 by leading: workforce reform - performance culture and governance arrangements; workforce management and relations - employment policy and programs and industrial relations; work health, safety and wellbeing and central vacancy management; and workforce development - training, education and development delivered and/or managed through The Training Consortium (TTC); development of leadership and management programs; and co-ordination of the scholarship program.
Key activities
Activities undertaken include the following portfolios:
employment policy and programs; industrial relations; strategic people management practices; Healthy@Work program; and The Training Consortium.
Summary of the year’s performance
The key activities in 2012-13 were: developing and implementing revised governance and structural arrangements following the Governance Review of 2011-12; improving management and leadership development by working with the Heads of Agency Sub- Group to implement a whole-of-service approach; leading health, wellbeing and safety initiatives to achieve legislative compliance; leading development and implementation of State Services Wages Policy; improving human resources and industrial relations knowledge, skills and practices across Government; developing and implementing a new workforce management survey framework; and strengthening engagement with agencies in workforce planning, development and management.
Department of Premier and Cabinet - Annual Report 2012-13 49 Major achievements
Build a culture of high performance A suite of new surveys were developed and implemented in 2013 as part of the priority to build a culture of high performance across the Tasmanian State Service. The surveys enable agencies to focus on how employees experience their work which, in turn, assists agencies to build business capability. Surveying employees has four broad objectives: 1. To promote greater self-sufficiency for agencies in achieving their employment objectives and fulfilling their legislated obligations; 2. To help agencies improve the presence of the diverse groups in the State Service where under- representation exists; 3. To encourage greater integration of workforce and business issues for successful strategy execution in the agency; and 4. Move the focus of line managers and human resources staff to accept a shared responsibility for their workforce development. Tasmanian State Service Structural Reform A number of changes to the State Service Act 2000, the Industrial Relations Act 1984, the Audit Act 2008 and the State Service Act Regulations came into effect on 4 February 2013. The Secretary, DPAC has been appointed as the Head of the State Service to have responsibility for the employer role on behalf of the Premier. The State Service Management Office (formerly Public Sector Management Office) undertakes this role on a day-to-day basis, including: approving secondments; promotion without advertising; and change of employment status, which was previously handled by the State Service Commissioner. In addition, Commissioner’s Directions and Ministerial Directions have been replaced by Employment Directions. The Employment Directions are being reviewed in consultation with stakeholders to reflect the new governance structure arrangements, reporting requirements and streamlined processes. Workforce planning During the past year a review of workforce planning activities was conducted across the State Service, other public sector jurisdictions and the private sector. A number of activities are being developed and implemented to engage agencies in active workforce planning, including: a sector workforce planning model/standard; an examination of entry level employment across the Service; and a project that applies the model to a cross-sector occupational group.
Tasmanian State Service Workforce Survey The first State Service Workforce Survey was undertaken in May 2013. The survey will build on the findings from the 2010 State Service Commissioner’s Employee Survey and will be complemented by the Welcome to the Tasmanian State Service and Leaving the State Service surveys which will commence in July 2013. These surveys form part of the Head of the State Service’s evaluation program and will inform workforce planning and development policies and initiatives. The surveys gauge employee views about their employment, gather information about workforce behaviour, management and leadership, workforce performance, workplace health and safety, capability and development, and recruitment matters in the State Service. Organisational health The State Service Management Office worked in partnership with the Menzies Research Institute and University of Tasmania to prepare and conduct a health and wellbeing survey of a random sample of 12 500 State Service staff in March 2013. The 2013 Survey findings will be analysed against the 2010 Survey results and will help guide the future workplace health and wellbeing strategic policy and
Department of Premier and Cabinet - Annual Report 2012-13 50 programs in the State Service. In addition, the Menzies Research Institute started an evaluation project that will assess the effectiveness of the Healthy@Work program, which was delivered to all State Service employees from 2008 to 2012. The Work Health and Safety Act 2012 commenced on 1 January 2013 which has required a range of activities to prepare for its implementation including preparing an Employment Direction, associated Guidelines and a Work Health and Safety Policy for the State Service which came into effect on 29 November 2012. Other activities include briefing senior officers on their new workplace health and safety responsibilities; all agencies developing a workplace Work Health and Safety Plan for January to June 2013; and establishing a Work Health and Safety Unit in the State Service Management Office to provide specialist advice and coordination of activity across the State Service. Wages policy A number of replacement wage agreements covering a diverse range of occupational groups were negotiated in 2012-13. These included: Allied Health Professionals (Tasmanian State Service Agreement); Correctional Officers; Department of Infrastructure, Energy and Resources Engineers Industrial Agreement; Department of Primary Industries, Parks, Water and Environment Industrial Agreement; Education Facility Attendants; Ministerial Drivers Industrial Agreement; Polytechnic and Skills Institute Teaching Staff Award; Port Arthur Historic Site Management Authority Award; Tasmanian Visiting Medical Practitioners (Public Sector) Agreement; and Teaching Service (Tasmanian State Service). In addition, a new comprehensive classification structure was finalised and inserted by consent into the Nurses Heads of Agreement 2010, which provides a contemporary structure from entry level to senior management levels. Negotiations concluded outlining practice settings for midwives in care and support of birthing mothers in public hospitals. Negotiations will commence in July 2013 with unions representing Police, Fire Fighters and Nurses to conclude the current round of replacement agreements. Leadership development In 2012-13, Tasmanian State Service Leadership Development Scholarship Fund included three scholarships to the Australian and New Zealand School of Government flagship teaching programs: Executive Fellowship Program valued at $25 800; Executive Masters of Public Administration valued at $38 400; and Towards Strategic Leadership valued at $18 000. A framework to strengthen management and leadership in the Tasmanian State Service has been developed which includes eight projects. Of these, the research, map and report on all current agency management and leadership programs project was completed in the reporting year. Projects currently underway include: develop and implement a contemporary, high quality manager development program; rotation and mobility framework for aspiring senior officers; and develop a contemporary Senior Executive leadership capability framework.
Department of Premier and Cabinet - Annual Report 2012-13 51 Human resources and industrial relations capability
Human Resources Capability Program In 2012, The Training Consortium delivered the Human Resources Capability Program, a series of six workshops aimed at developing knowledge and skills aligned with the capability framework. A total of 28 people participated in the program with eight participants completing all modules. In addition to knowledge and skills development, the program provides the opportunity for cross-agency networking and sharing practices and experience, both amongst fellow participants and through the exposure to experienced practitioners from a range of agencies. A new Human Resources Lunchbox Series was introduced in partnership with Mercer Australia to provide networking and development opportunities for human resource practitioners on contemporary topics.
Industrial Relations Capability Program In response to a need identified by agencies, The Training Consortium developed and commenced delivery of the Industrial Relations Capability Program, which aims to enhance the skills and knowledge of human resources practitioners with workplace relations responsibilities. The program is series of four workshops scheduled over a five-month period. In the period before the last workshop there is an opportunity for participants to undertake a range of individual and team-based activities to apply and consolidate their learnings. The program attracted strong interest with a full program of 22 participants commencing in May 2013. Other achievements
State Service Reform State Service Management Office has continued to implement a suite of State Service reforms including Employment Direction No 28 Family Violence – Workplace Arrangements and Requirements which came into effect on 20 November 2012 and prescribes workplace arrangements and requirements for supporting both State Service officers and employees experiencing family violence, and their co-workers. The Training Consortium During 2012-13, The Training Consortium provided a diverse range of training programs statewide covering the areas of leadership development, management development, general knowledge and skills development, together with a range of information seminars and forums using local, national and international speakers. The Training Consortium also manages the Public Sector Management Program in Tasmania and Victoria. The Training Consortium has established strong relationships and networks with learning and development professionals in Australian and local government organisations across Tasmania, and the Australia and New Zealand School of Government. The Training Consortium worked closely with the Institute of Public Administration Australia Tasmania Division by providing secretariat services and facilitating a range of quality leadership events in 2012-13. In 2012 The Training Consortium redeveloped its website and introduced an online registration system. Both of these initiatives have enhanced access to information and registration processes for members. Results of a member survey conducted in late 2012 confirmed the value and quality of The Training Consortium services including a high level of satisfaction with the range and the quality of events and workshops and the timeliness and quality of The Training Consortium advice. Seventy per cent of members indicated they would be interested in undertaking training via eLearning and 91 per cent would recommend The Training Consortium to colleagues and friends.
Department of Premier and Cabinet - Annual Report 2012-13 52 DPAC Strategic Plan 2012-15
PRIORITY 1.15 Build a culture of high performance Develop, implement, evaluate and report effective service wide performance By Jun 2013 management PRIORITY 1.16 Tasmanian State Service Structural Reform Provide quality internal support for the Review of Governance and Structural By Jul 2013 Arrangements and develop a change management strategy to implement the results of the Review PRIORITY 1.17 Workforce Planning Engage agencies in active workforce planning, development and management By Dec 2012 including workforce and talent identification research and evaluation of agencies (Revised date Jun planning achievements 2014) PRIORITY 1.18 Organisational health Develop, implement, evaluate and report on Health, Wellbeing and Safety Strategy By Jan 2013 PRIORITY 1.19 Wages Policy Lead development and implementation of the State Wages Policy including: Coordinating whole-of-government wages policy By Jun 2013 Participating in negotiation of Wages Agreements By Jun 2013 PRIORITY 1.20 Leadership development Work with the Board of Secretaries to develop leaders and managers across the Tasmanian State Service including implementing a: Review of Management and Leadership Programs By Jun 2013 Manager Development Program By Jul 2013 (Revised date Jun 2014) Senior Executive Leadership Capability Framework By Dec 2012 (Revised date Jun 2014) PRIORITY 1.21 Human Resources and Industrial Relations capability
Work across Government to develop people management capabilities in the By Dec 2012 Tasmanian State Service including delivering an HR Capability Program and an HR (Revised date Development Program Jun 2013)
Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Department of Premier and Cabinet - Annual Report 2012-13 53
Measuring performance
Unit of Measure 2010-11 2011-12 2012-13 2013-14 Performance Measure Actual Actual Actual Target Number – TTC events 410 306 373 200 annual Number – Participants in TTC programs 3 900 2 201 6 0351 2 500 annual Participants successfully completing whole of Number 40 31 103 20 service external leadership programs (e.g. 2 ANZSOG, PSMP, APSC) % successful 85 87 95 75
Finalised Agreement negotiations Number 6 6 14 16
Workforce Projects3 Number n/a n/a 5 5
Workforce Development Projects Number n/a n/a 2 2
4 Number Healthy@Work initiatives 6 10 …. …. (completed) Agencies with health and wellbeing programs Number 14 14 14 14 % 88 100 100 100 Notes: 1. In 2012-13 TTC ran a number of unplanned in-house programs on behalf of member organisations resulting in an additional 2 400 registrations. 2. Participants completing programs significantly increased due to delivery of two Women in Leadership programs which had not previously been offered. 3. Workforce Projects relate to the Key Priority areas described in the State Service Management Office Business Plan 2012-13. This work included improving management and leadership capability and improving HR/IR proficiency in agencies. 4. No actual or target is available for the Healthy@Work as funding for the program ceased at the end of 2011-12.
Department of Premier and Cabinet - Annual Report 2012-13 54 Output 4.2 Support for the State Service Commissioner
Overview
Output 4.2 provided support to the State Service Commissioner, whose functions as an independent statutory officer included: reviewing employment decisions; evaluating employment practices and procedures of State Service agencies; establishing procedures for the investigation and determination of breaches of the Code of Conduct; the issuing of directions which relate to any of the Commissioner’s functions under the State Service Act 2000; and statutory functions under the State Service Act 2000. This Office was abolished effective 4 February 2013 as a result of legislative changes to the State Service Act 2000.
Summary of the year’s performance
With the proclamation of the State Service Amendment Act 2012 in December 2012, the former roles and responsibilities of the State Service Commissioner transferred to the responsibility of the State Service Management Office under Output 4.1 State Service employment and management, effective as at 4 February 2013. The Auditor-General now undertakes examinations and investigations into and reports on the performance and exercise of the employer’s functions and powers, while the Tasmanian Industrial Commission now has responsibility for hearing and deciding on employee reviews.
Department of Premier and Cabinet - Annual Report 2012-13 55 Output Group 5 Support for the Tasmania Together Progress Board
Output Group 5 encapsulates the executive support provided by DPAC to the Tasmania Together Progress Board. The Output for this group is: 5.1 Support for the Tasmania Together Progress Board.
Department of Premier and Cabinet - Annual Report 2012-13 56 Output 5.1 Support for the Tasmania Together Progress Board
Overview
Output 5.1 provides support to enable the Tasmania Together Progress Board to fulfil its legislative responsibilities and requirements to: monitor and report publicly on progress towards achieving the Tasmania Together goals and benchmarks; carry out research and collect data relating to the goals and benchmarks; coordinate the development, refinement and revision of the goals and benchmarks; promote the goals and benchmarks in the broader community; and develop coalitions of interest within and between various sectors of the community with respect to Tasmania Together. The Progress Board maintains an online benchmark reporting system to provide up-to-date information on Tasmania Together benchmarks. The Board publishes biennial progress reports to Parliament and has an ongoing program to refine existing benchmarks and develop new benchmarks. The Board also enters into partnerships with community and business organisations that agree to work towards achieving the goals and benchmarks. Key activities
Summary of the year’s performance
The Tasmania Together Progress Board was abolished in December 2012 with the proclamation of Tasmania Together Progress Board Repeal Act 2012.
Department of Premier and Cabinet - Annual Report 2012-13 57 Output Group 6 Community development
This Output Group encompasses the activities undertaken by the Department to deliver effective and efficient community development policy advice and ongoing community development. The Output for this group is: 6.1 Community development – policy advice and ongoing community development.
Department of Premier and Cabinet - Annual Report 2012-13 58 Output 6.1 Community development – policy advice and ongoing community development
Overview
This Output focuses on building individual and community capacity, addressing social disadvantage and increasing social inclusion and community connection. The Output supports: Aboriginal people; children and young people; migrants and refugees; people with disabilities; the lesbian, gay, bisexual, transgender and intersex community; seniors; veterans; and women. It aims to build the capacity of Tasmanians to work together in addressing common interests.
Key activities
The key activities delivered under this Output include: leading and monitoring implementation on a range of plans and programs designed to improve community participation by disadvantaged groups. providing policy advice and support to COAG committees, working groups and select councils; delivering the Companion Card and Seniors Card Programs; coordinating the Work Placement Program to provide work experience for humanitarian entrants in Tasmanian Government agencies and local councils; providing support to a wide range of Government Advisory Councils; providing support for peak groups: Youth Network of Tasmania (YNOT), Council on the Ageing (Tasmania) (COTA), Multicultural Council of Tasmania; supporting and funding the Tasmanian Youth Parliament; coordinating National Youth Week; managing the Tasmanian Women’s Register for appointments to Government boards and committees; maintaining partnerships and networks in regional Tasmania; and administering a range of grant programs, including the Lesbian, Gay, Bisexual, Transgender and Intersex Community Grants Program; National Youth Week Grant Program; and the War Memorial Repair and Maintenance Grants Program.
Summary of the year’s performance
In 2012-13 the Community Development Division (the Division) continued to lead whole-of- government policy advice, build individual and community capacity, facilitate active citizenship and address social disadvantage to assist people with disability; multicultural communities; children and young people; Aboriginal people; women; seniors; veterans; and the lesbian, gay, bisexual, transgender and intersex communities. The Division also played a pivotal role in the policy development and program design of the National Disability Insurance Scheme and led the Australian and Tasmanian Government negotiating which resulted in Tasmania participating in both the launch of and full implementation of the Scheme.
Department of Premier and Cabinet - Annual Report 2012-13 59 Major achievements
Policy National Disability Insurance Scheme The Division, in collaboration with the Departments of Health and Human Services, and Treasury and Finance, led the intergovernmental negotiations on the National Disability Insurance Scheme (NDIS). On 1 July 2013, the Tasmanian and Australian Governments jointly launched the first stage of the NDIS for 15 to 24 year old Tasmanians with disability who are assessed as eligible for the NDIS. The launch is expected to provide support for approximately 1 000 people in this age group. Tasmania has signed up to implement the full NDIS and other eligible Tasmanians will start receiving support from July 2016. The NDIS will be fully implemented in Tasmania by July 2019. Around 10 600 Tasmanians with a disability are expected to benefit from full implementation of the NDIS. Better Access to Government Services Better Access to Government Services for Former Humanitarian Entrants Report was launched in August 2012. An interdepartmental committee coordinated by the Division is overseeing implementation of the 36 recommendations contained in the Report and will prepare a summary progress report in late 2013. The Division will provide an update on implementation of the Report’s recommendations across Government. The Division is also progressing the review of the Tasmanian Multicultural Policy, which is a key recommendation in the Report. This will include an extensive community consultation culminating in development of a new Policy, which is anticipated for release in late 2013. Disability Framework for Action Review The Division has developed the new Disability Framework for Action 2013-2017. The Framework: sets out the Government’s vision for Tasmania as an inclusive and caring community; applies to all Tasmanian Government agencies; provides a direction for action by Government; enables people with disability, their families and carers to work in partnership with the Government; promotes leadership across all Tasmanian Government agencies to institute a whole-of- government approach to policy and planning, service delivery and evaluation; and includes a performance monitoring framework. During 2013, all Tasmanian Government agencies will be developing new Disability Action Plans to align with the Framework. Inclusive Ageing: Tasmania 2012-14 Strategy The Inclusive Ageing: Tasmania 2012-14 Strategy was launched in August 2012. The key objective of the Strategy is to increase the capacity for all older people to be fully included in community life, particularly those who are socially excluded or at risk of becoming so. In seeking to benefit the lives of older Tasmanians, the Tasmanian Government committed to undertake six inter-related projects. A significant body of work has been undertaken on the first of the six projects, Building Evidence: a demographic profile, which will provide a comprehensive data set on older Tasmanians. This will assist in better targeting decisions relating to the allocation of resources and services, and will provide an evidence base for each of the other five projects. This work has been progressed through a working party led by the Division.
Department of Premier and Cabinet - Annual Report 2012-13 60 Tasmanian Women’s Plan 2013-18 In consultation with the Tasmanian Women’s Council, the Division has developed the Tasmanian Women's Plan 2013-18. The vision for the Plan is a Tasmanian community that empowers and enables women and girls to reach their full potential. The Plan, which is based on extensive community consultation, works towards this vision through six key action areas: Economic security and financial independence; Education and training; Health and wellbeing; Housing and homelessness; Leadership; and Safety and justice. The Division will lead work with other Tasmanian Government agencies to begin implementation of the Plan’s recommended actions.
Violence against women and children The Division led development of a Tasmanian Implementation Plan to support the National Plan to Reduce Violence against Women and their Children, and Taking Action: Tasmania’s Primary Prevention Strategy to Reduce Violence against Women and Children 2012-2022. The objectives of the primary prevention strategy are to: foster an intolerance of violence in Tasmania through a range of strategies; use evidence-based best practice programs to build people’s capacity to develop respectful relationships; through the Select Council on Women’s Issues, develop a national approach to promote the leadership of Aboriginal and Torres Strait Islander women; and strengthen collaboration between government and non-government services to ensure services meet the needs of clients. The Division also led Tasmania’s involvement in intergovernmental work to establish a National Centre of Excellence to Reduce Violence Against Women as a collaborative project between the Australian Government and the states and territories. The Centre will develop a national research agenda to improve policy and service delivery in the prevention of violence against women and children across Australia.
Tasmanian Carer Policy and Action Plan 2013-2018 The Division led development of a whole-of-government Tasmanian Carer Policy and Action Plan 2013- 2018. The objectives of the Policy and Action Plan are to: raise awareness of the important and critical role of carers; promote better understanding of the issues faced by carers in their caring role; and provide the framework for Government actions to identify carers and deliver the necessary support and services for them.
Whole-of-Government Lesbian, Gay, Bisexual, Transgender and Intersex Framework Under the Whole-of-Government Lesbian, Gay, Bisexual, Transgender and Intersex Framework, the Division has been supporting agency working groups to implement initiatives to ensure that services remain
Department of Premier and Cabinet - Annual Report 2012-13 61 relevant to the needs and experiences of lesbian, gay, bisexual, transgender and intersex Tasmanians, and reflects contemporary Tasmanian Government policies. Community Engagement Framework The Division commenced development of a draft whole-of-government community engagement framework to support and promote effective community engagement practice across the public sector. This included a consultation on the Framework, visiting 20 communities across Tasmania to enable people to raise their concerns about how the Government currently engages with the community and to make sure these concerns are addressed in the Framework.
National Youth Week 2013 The Division coordinated National Youth Week in 2013. The Tasmanian Government provided $40 000 towards the National Youth Week 2013 Community Grants which supported local government and not-for-profit organisations to run 24 events around Tasmania. The Australian Government contributed $43 848 which was allocated to the National Youth Week School Grants and contributed to the Community Grants program. Some of the Australian Government funding was used to develop National Youth Week merchandise and supported its advertising and promotion in Tasmania. In addition, the Division negotiated an agreement with beyondblue: the national depression initiative, to support $30 000 for Youthbeyondblue Grants.
War Memorial Repair and Maintenance Grant Programs The War Memorial and Maintenance Grants Program was established in 2010-11 to allocate $50 000 to Returned and Services Leagues, local government and other community organisations, as a contribution towards the cost of repairing and maintaining memorials in Tasmania. In 2012-13, there were 14 projects supported through the Program. All projects are due to be completed by June 2014. In May 2013, the Minister for Veterans’ Affairs approved redirection of funds from the Program to the Centenary of Anzac Grants Program for financial years 2013-14 to 2017-18. Grants of up to $5 000 will be available for research and community activities, projects and commemorative events relevant to the service of Australian defence personnel across the years of the centenary.
Lesbian, Gay, Bisexual, Transgender and Intersex Community Grants Program In the 2010-11 Budget, $150 000 was allocated over three years to provide funds to community organisations and tertiary institutions to progress achievement against Tasmania Together benchmarks that relate to the lesbian, gay, bisexual, transgender and intersex community. In 2012-13, three projects totalling $50 000 were funded through the Program.
Tasmanian Community Fund The Tasmanian Community Fund (the Fund) was established through the Trust Bank Sale Act 1999 and is regulated by the Tasmanian Community Fund Act 2005. The Fund provides grants to not-for-profit organisations. The Tasmanian Community Fund Act 2005 governs the Fund's operations. Information on the Tasmanian Community Fund, its achievements and the projects that have been approved by the Board can be found at www.tascomfund.org
Tasmanian Early Years Foundation The Tasmanian Early Years Foundation (the Foundation) was established under the Tasmanian Early Years Foundation Act 2005 to support the wellbeing, learning and development of Tasmania’s young children aged 0-6 years. In 2012-13, some of the Foundation’s highlights include: gaining funding to expand the Creative Connections in the Early Years project to support artists working in Child and Family Centres and with children in out-of-home care;
Department of Premier and Cabinet - Annual Report 2012-13 62 continuing to support Child and Family Centres through the Learning and Development Strategy and evaluation of Child and Family Centres; continuing the successful Empowering Parents, Empowering Communities parenting program; supporting professional learning and development for early years practitioners, including Circle of Security training, and national and international speakers; and supporting Save the Children to purchase equipment to set-up child-friendly spaces to use during emergencies. The Foundation produces its own Annual Report which provides further details on their activities, and can be accessed from the Foundation’s website at www.earlyyears.org.au
Anzac Day Trust The Anzac Day Trust (the Fund) funds grants to service organisations caring for, or assisting, ex-service personnel or dependents of ex-service personnel.
National indigenous initiatives and forums The Office of Aboriginal Affairs continues to support a range of national indigenous initiatives and forums, including: COAG’s Working Group on Indigenous Reform; representation on various working groups; and providing advice to Tasmania’s representative on the Steering Committee for the Review of Government Service Provision. This advice aims to assist in development and monitoring of agreements and strategies to close the gap on indigenous disadvantage. Support was also provided for implementing the Overarching Bilateral Indigenous Plan for the State, agreed between the Australian and Tasmanian Governments. The plan underpins Tasmania’s commitment to the National Indigenous Reform Agreement. The Office also coordinated and/or participated in Tasmania’s contribution to the review of this agreement, the Overcoming Indigenous Disadvantage Key Indicators 2011 Report and its review, and COAG Senior Officials Meeting papers specific to COAG’s Indigenous reform agenda.
Aboriginal Land return To date, 55 617 hectares of land has been returned to the Tasmanian Aboriginal community. In 2012 the Government agreed to return larapuna (Eddystone Point) and Rebecca Creek to the Aboriginal community by amending the Aboriginal Lands Act 1995. The historic site status of larapuna and its continued inclusion in the Tasmanian Heritage Register will not be affected by the hand back. The Aboriginal Land Council of Tasmania already manages this site under a lease arrangement with the Government. Rebecca Creek is an area of significant cultural importance to the Aboriginal community and its return will allow the Aboriginal community to undertake long-term planning for the site to ensure its cultural preservation. Legislation to amend the Aboriginal Lands Act 1995 was unanimously passed in the House of Assembly on 19 June 2012. The Bill was subsequently debated in the Legislative Council and a decision was made to refer the Bill to committee. An inquiry commenced in April 2013 with a call for public submissions. There will be public hearings on the legislation in 2013.
Dual naming The Office of Aboriginal Affairs worked closely with the Tasmanian Aboriginal Centre and the Department of Primary Industries, Parks, Water and the Environment to produce an Aboriginal Dual Naming Policy for landmarks and geographic locations in Tasmania. Following extensive communication with key stakeholders and approval by Cabinet, the Office of Aboriginal Affairs and the Tasmanian Aboriginal Centre were responsible for the joint launch of the policy in March 2013. The venue was kunanyi/Mt Wellington with the Premier and Minister for Aboriginal Affairs jointly launching the Policy on behalf of the Government.
Department of Premier and Cabinet - Annual Report 2012-13 63 Seniors Card Program The Division delivered the 2013-2014 Seniors Card Directory in December 2012 and successfully conducted a recruitment campaign in conjunction with the production of the Directory. The Seniors Card Facebook page was launched in February 2013 and work on a Seniors Card comprehensive communication strategy commenced in June 2013.
Tasmanian Women’s Register The Division continued to promote involvement of women in Government decision-making through participation on boards and committees. Women currently make up 36 per cent of membership on Tasmanian Government boards and committees. The Division maintains the Tasmanian Women’s Register, which is a database of women who would like to be appointed to Government boards and committees. The register currently has 520 members.
Companion Card Program There were 180 new Companion Cards issued during the reporting year, bringing the total number of current active card holders in Tasmania to 1 261. The program has 199 business affiliates across the State with four joining in 2012-13. Tasmanian cardholders can use their cards at over 4 200 participating businesses throughout Australia as part of a reciprocal rights arrangement with every state and territory in Australia.
Grants Writing Workshops Over 228 people representing 27 organisations participated in Grants Writing Workshops delivered by the Northern and North West offices in the reporting year. Over 90 per cent of participants reported that the workshops were relevant and informative. The Workshops continue to be a valuable resource for community organisations.
Tasmanian Government Concessions Guide The Division prepared the content for the Tasmanian Government Concessions Guide 2012-13 in consultation with all Tasmanian Government agencies that offer concessions on their services and products. Approximately 75 000 guides were distributed throughout the year.
Department of Premier and Cabinet - Annual Report 2012-13 64 DPAC Strategic Plan 2012-15
PRIORITY 1.22 Cabinet Sub-Committee Aboriginal Affairs Review policy, legislation, programs and services delivered by the State Government of significance to the Tasmanian Aboriginal community including: Land return By Aug 2012 Dual Aboriginal and English place naming By Jun 2013 PRIORITY 1.23 Community engagement framework Develop a whole-of-government community engagement framework in partnership By Dec 2013 with State Government agencies PRIORITY 1.24 National Disability Insurance Scheme (NDIS) Pilot implementation of a new model of disability services with the Departments of By Jun 2013 Health and Human Services and Treasury and Finance
Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Department of Premier and Cabinet - Annual Report 2012-13 65 Measuring performance
Unit of 2010-11 2011-12 2012-13 2013-14 Measure Performance Measure Actual Actual Actual Target
Representation of women on government boards and committees % 34 35 35 40
New Seniors Cards issued Number 6 869 7 098 7 401 8 500
New Companion Cards issued Number 184 201 180 165
New businesses and venues affiliated with the Seniors Card program Number 59 109 96 107
New business, venues, events affiliated with the Companion Card program Number 39 6 4 10
Number of Aboriginal people issued licenses to practise cultural activities including hunting, fishing Number 15 89 93 110 and gathering cultural activities
Number of Aboriginal identified positions in the State Service that are filled by Aboriginal people or Number 56 56 62 65 Torres Strait Islanders
Department of Premier and Cabinet - Annual Report 2012-13 66 Output Group 7 Development of local government
Output Group 7 encompasses the activities of the Local Government Division and the Office of Security and Emergency Management. The Division’s role is to build a robust local government sector and a strong partnership between the Tasmanian Government and local government. The Division develops and maintains a policy and legislative framework for matters relevant to local government. It provides executive support to the Premier’s Local Government Council and the Local Government Board. The Office of Security and Emergency Management provides advice to the Tasmanian Government and supports local government on the policies and issues associated with avoiding and mitigating the impacts of natural hazards and security-related threats. This Output Group comprises one Output: 7.1 Local government, security and emergency management
Department of Premier and Cabinet - Annual Report 2012-13 67 Output 7.1 Local government, security and emergency management
Overview
This Output encompasses the activities of the Local Government Division and the Office of Security and Emergency Management. 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. In February 2013, the functions and staff of the Office of Security and Emergency Management were transferred to the newly established Bushfire Recovery Unit. The Office provides advice to the Tasmanian Government and supports local government on policies and issues associated with mitigating the impacts of natural hazards and security-related threats.
Key activities
The key activities delivered under this Output include: providing policy advice to the Premier and the Minister for Local Government on local government matters, including best practice within the sector and State Government and local government relations; developing and implementing a clear policy and legislative framework for local government in Tasmania; managing the State Government’s Framework for Collaboration with Local Government including implementing the partnership agreements program and facilitating relationships between councils and agencies at the local, regional and statewide levels; providing policy advice and executive support to the Premier’s Local Government Council and the Local Government Board; investigating and providing recommendations about complaints; contributing to national policy on local government and working with local government to develop policy for prevention, preparation, response and recovery in relation to natural and security-related hazards; supporting the operation of the Bushfire Recovery Taskforce including developing and implementing a plan for recovery of communities impacted by the January 2013 bushfires; providing administrative and other support to the Red Cross Appeal Distribution Committee to distribute donations received through the Tasmanian January 2013 Red Cross Bushfire Appeal; supporting State participation in the National Counter Terrorism Committee and the National Emergency Management Committee; and working with the Department of Police and Emergency Management and other relevant agencies to support and coordinate the development of State policy relating to security and emergency management, and contribute to the development of national policies.
Department of Premier and Cabinet - Annual Report 2012-13 68 Summary of the year’s performance
A number of major projects were finalised during 2012-13, and a range of equally significant initiatives began. With the exception of the Valuation and Rating Review, the Division was able to achieve all its major strategic priorities on time as outlined in the DPAC Strategic Plan 2012-15. State and local government reached agreement on a Financial Sustainability Framework for local government. The range of commitments outlined in the Framework will help place councils on a sound financial footing over the long term. The Valuation and Rating Review reached its conclusion with both levels of government agreeing to a range of commitments that will expedite the move from Assessed Annual Value to Capital Value as the basis for council ratings. A highlight of the year was the passage of the Local Government Amendment (Elections) Act 2013 through Parliament. The legislation has significantly enhanced the accountability and representative aspects of the local government electoral system. The January 2013 bushfires represented the most significant natural disaster in Tasmania since the 1967 bushfires. DPAC, initially through the resources of the Office of Security and Emergency Management, took on the task of coordinating recovery of the communities impacted. The newly created Bushfire Recovery Unit has been very successful in supporting the operations of the Bushfire Recovery Taskforce, the Red Cross Appeal Distribution Committee and the Affected Area Committees. The pre-existing priorities of the Office of Security and Emergency Management were significantly impacted by the January 2013 bushfires. A number of priorities, however, were progressed, including the development of statewide approaches for mitigating the impacts of natural hazards through land-use planning.
Major achievements
Electoral Reform In June 2013, the Local Government Amendment (Elections) Act 2013 commenced on Royal Assent. The legislation was a major initiative of the Government that generated debate over a considerable period. The Act, which amended the Local Government Act 1993, made major changes to the electoral system for local government in Tasmania. The reforms include: banning dual representation, so that a person cannot hold a seat on a local council and in State Parliament at the same time; introduction of all-in, all-out elections every four years; and four-year terms for Mayors and Deputy Mayors. In addition to the new legislation, the Governor made three Orders relating to local government elections, which will: postpone the next local government elections from October 2013 to October 2014; reduce the number of councillors elected to Central Coast, Devonport City, Glamorgan-Spring Bay, Glenorchy City, Kingborough and Tasman Councils; and ensure that casual vacancies of offices in those areas, if they arise, will not be filled until the desired reduction in councillor numbers is achieved. The electoral reforms included in the Act will make local government more representative and more accountable, and will improve the capacity of councils to act strategically and in the best interests of the communities they represent.
Department of Premier and Cabinet - Annual Report 2012-13 69 Financial and Asset Management Reforms The Division worked collaboratively with the Local Government Association of Tasmania (LGAT) to develop a Financial Sustainability Framework for local government which is intended to put local government on a long-term sustainable basis. The Framework consists of five elements to facilitate an improvement in sustainability through improved financial and asset management planning and performance by local governments. The Framework outlines council responsibilities with financial and asset management processes and practices; and the Tasmanian Government’s response to working with councils where continuous improvement can occur, or where sustainability issues are identified. Work will be undertaken in 2013-14 to implement the Framework. Valuation and Rating Review The Valuation and Rating Review was initiated in 2009 to address three key issues: the complex causes of rating fluctuations; to improve public understanding of the rating system; and to improve the sustainability of the valuation system. While the Review was initially expected to take two years to complete, the timeframe was extended to accommodate urgent legislative changes requested by the local government sector for the 2011-12 rating year and to undertake complex modelling of rating outcomes under alternative valuation bases for every council in 2012. The recommendations in the final Report include that the Tasmanian Government: discontinues valuations on Assessed Annual Value and assist councils to transition to Capital Value by 1 July 2016; transitions to a valuation cycle of two years for Land Value and four years for Capital Value; maintains Land Value and Assessed Annual Value adjustment factors for each municipality until new valuations are completed; seeks advice from local government on the preferred strategy for managing cost implications for councils associated with the transition; and works with LGAT to improve the capacity of councils to apply differential rating over the transitional period. The Government accepted the recommendations of the Review and extended the timeframe for the conversion to Capital Values beyond July 2016. To progress the Review, the Division is considering the need for legislative amendments to improve rating flexibility as part of its broader legislative reform package, and will undertake some capability building with smaller councils. Legislative reform
Miscellaneous amendments to the Local Government Act 1993 A draft Bill proposing amendments to the Local Government Act 1993 and minor amendments to the Building Act 2000 was released for formal consultation purposes in December 2012. The draft Bill provides: councils with the power to take action to rectify issues with dilapidated buildings; additional powers under the nuisance provisions to allow councils to issue infringement notices; clarity to the electoral provisions of the Act; and clarity to a small number of other provisions of the Act.
Department of Premier and Cabinet - Annual Report 2012-13 70 During the consultation period stakeholders raised a number of concerns regarding dilapidated buildings, including the subjectivity of the definition and the ‘complex and confusing’ dilapidated buildings processes. The Division met with major stakeholders and is currently exploring options to resolve concerns. Further stakeholder consultation will be undertaken. The Bill is now due to be tabled in the 2013 spring session of Parliament.
Regulatory reviews The Division continued to implement a range of statutory requirements, including a major review of the Local Government (Highways) Regulations 2003, amended the Local Government (General) Regulations 2005, processed a number of Regulatory Impact Statements for council by-laws, managed a Local Government Board Review into councilor numbers, and investigated a number of formal complaints under the Local Government Act 1993. Role of Local Government Project The Role of Local Government Project will: establish a clear understanding of the role and capabilities of local government; identify strengths and capability gaps now and into the future; and develop evidence-based actions and strategies to build a sector that is sustainable, efficient, effective and responsive to community needs. Phase 1 of the project concluded in December 2012 with identification of eight roles of local government in Tasmania. Phase 2 was launched in May 2013 and focussed on consultation with the public, stakeholders and councils seeking community and stakeholder feedback on the eight roles. Consultation methods included a widely distributed discussion paper, Facebook page, and community survey to ensure maximum debate and feedback. The next phase in 2013-14 will identify capability gaps and develop strategies to overcome them. Data Management Plan The Division has collected data annually from all local councils since 1999-2000. Data is collected in electronic format, and includes financial and asset management data, planning and development data, and workforce statistics. The data sets are primarily used by the State Grants Commission, the Tasmanian Planning Commission, the Australian Bureau of Statistics and LGAT. The Division finalised a data management plan for these data sets in 2012-13, including business rules for collection, use, storage and integrity of the data. Bushfire Recovery Unit The January 2013 bushfires destroyed over 200 homes and shacks, and burnt over 100 000 hectares of land causing millions of dollars of losses for farmers and local businesses. A significant achievement for DPAC in 2012-13 was establishing the Bushfire Recovery Unit and coordinating assistance to the communities impacted by the bushfires. In the period following the fires, the Bushfire Recovery Unit supported the activities of the Bushfire Recovery Taskforce and provided secretariat and administrative support for the Red Cross Appeal Distribution Committee. Key achievements of the Bushfire Recovery Unit included: establishing information and service hubs in Sorell, Dunalley and Murdunna; securing the consent of 320 landowners for the clean-up program; supporting the Appeal Committee to assist individuals, families and communities using funds donated to the Red Cross Appeal; implementing a communication strategy to deliver support for impacted communities;
Department of Premier and Cabinet - Annual Report 2012-13 71 supporting establishment and operation of the Sorell/Tasman Affected Area Recovery Committee and the Central Highlands Affected Area Recovery Committee; and establishing and supporting an Active Partners Program to support coordination of recovery services across a range of Government and non-government organisations. The Bushfire Recovery Unit coordinated many community and media events to highlight progress and local positivity, giving a sense of hope, help, trust and support. These include the True Island Spirit event to recognise the community’s response; barbecues to celebrate opening the local information hubs; information forums; and a rebuilding guide and expo to help fire-affected communities navigate the often confusing process of planning and building a home.
DPAC Strategic Plan 2012-15
PRIORITY 1.25 Role of local government Conduct a review to identify existing roles and functions of local government that are By Nov 2012 common across municipalities PRIORITY 1.26 Financial and Asset Framework Develop a State Framework for promoting financial asset sustainability at the local By Feb 2013 government level PRIORITY 1.27 Ratings and Valuation Review Finalise the Ratings and Valuation Review By Oct 2012 PRIORITY 1.28 Guide for natural hazards Implement the guide for priority hazards including: landslide By Aug 2012 (revised date Aug 2013) flooding By Oct 2012 (revised date Nov 2014) coastal hazards By Feb 2013 (revised date Nov 2013)
Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Department of Premier and Cabinet - Annual Report 2012-13 72 Measuring performance
Unit of 2010-11 2011-12 2012-13 2013-14 Measure Performance Measure Actual Actual Actual Target
New bilateral, regional and statewide partnership agreements signed1 Number 5 0 2 1
Number of partnership agreements being implemented1 Number 18 11 6 6
Formal face-to-face visits with councils to discuss current issues Number n/a 45 41 40
Number of Local Government Board reviews completed2 Number n/a n/a 1 1 Notes: 1. Partnership agreement performance measures are being phased out due to increased focus on collaboration including visiting councils. 2. Local Government Board review performance measure is being phased out due to re-focus of its role to deal with issues across the sector rather than reviewing each council every eight years.
Department of Premier and Cabinet - Annual Report 2012-13 73 All Output Groups Corporate Services
The Corporate Services Division provides corporate support and services to all Output Groups of DPAC.
Department of Premier and Cabinet - Annual Report 2012-13 74 Corporate Services
Overview
The Corporate Services Division provides services to support DPAC, specifically in the area of finance, human resources, information management, records and information technology, properties, procurement, planning and organisational development. The Division also provides this full range of services to the Ministerial and Parliamentary offices and the Office of the Governor. These services are reported under Output 2.4 of this Report.
Key activities
The key activities that are delivered under this Output include: financial management; human resources management; information systems management; records and information management; property management; provision of procurement services and advice; strategic planning and organisational development; executive support to the Audit Committee; and provision of advice to the Secretary on corporate matters.
Summary of the year’s performance
This year saw the effects of the past years’ investment in financial systems with enhanced budget management and reporting. It has also enabled improved budget development for the 2013-14 year. Workplace health and safety continued to be a major priority for DPAC. A gap analysis was completed, committee and work group structures have been approved, and an extensive risk analysis across the Department was undertaken. Improvements continued in the areas of information management and information technology with development of the Information Management Policy, and a major upgrade and database consolidation of TRIM, the records management system. A new Business Classification System for TRIM was also implemented. The TRIM improvements now enable DPAC to rollout new features such as electronic workflow of documents. The Division trialed and implemented a number of initiatives including WiFi, system upgrades, and the use of smart mobile devices such as iPads. Significant improvements were made to the Department’s web presence including launch of new DPAC and Premier’s websites. The Division also supported DPAC’s response to the January 2013 Tasmanian bushfires by assisting in setting up the Bushfire Recovery Unit including office accommodation for the Unit and the community centres, recruitment, IT support, budget allocation, information management and web development.
Department of Premier and Cabinet - Annual Report 2012-13 75 Major achievements
Information management and TRIM During the year a major project was completed to upgrade and consolidate TRIM, DPAC’s electronic document and records management system. A number of improvements resulted from this project including: consolidation of two additional databases into the central records database; review of security and access controls; basic training made available to all staff; upgrade of the system to the latest version of TRIM; and implementing a Business Classification Scheme. In addition to this project, an Information Management Policy was developed and approved, including standard naming conventions for all documents, and defining the roles and responsibilities of all staff in relation to information management. Financial management improvement and budget management During the year provision of financial information to DPAC’s Executive and Leadership Groups was enhanced after successful implementation last year of staffing establishment information within the financial and budgeting systems. These improvements included: revised monthly reports for Executive Group including financial projections; improved human resources establishment information including budget impacts; improved budget task management information; and improved trust fund and project reports. To assist with the integrated and planning framework, a financial and establishment plan for each division, office and unit within DPAC was developed to assist their business planning processes. The financial improvement project is due to be completed by 31 December 2013. Properties and procurement During the year, the Office Accommodation Guidelines were developed to outline DPAC’s approach to managing its leased office accommodation portfolio and associated office fit-out projects. The Division facilitated some electorate office relocations and coordinated an office fit-out project. Introduction of a new Departmental contract for a multi-function device and managed print service was established, further savings were achieved through effective management of voice communication services, and efficiencies were achieved in fleet management operations. Human resources The Division facilitated DPAC’s Health and Wellbeing Program with 102 activities conducted in the reporting year with a total of 215 participants. Activities were primarily undertaken during the lunch period and comprised physical activities, healthy cooking and nutrition sessions. In addition, staff were encouraged to participate in corporate activities such as Walk to Work Day and dragon boat racing. The Division implemented efficiencies in superannuation payments in partnership with the Retirement Benefits Fund and Mercer Clearing House, and in disbursement of remittance advices through TMD web reporting for employee salary deductions. During the year some work was undertaken on reviewing the Performance Management and Development process. Following staff consultation some amendments to the process were recommended. It was agreed that the existing process was working relatively well, and that divisions could customise the process to best suit their needs.
Department of Premier and Cabinet - Annual Report 2012-13 76 Work health and safety DPAC developed a Work Health and Safety Plan working towards having a compliant health and safety system in place by December 2016. A Work Health and Safety Gap Analysis was undertaken by the State Sector Management Office which will be beneficial in assisting DPAC to identify corrective actions for future Work Health and Safety Plans. Information management services The Division maintained, developed and redeveloped web sites; and worked to ensure that DPAC records were appropriately managed. During the year the help desk system logged over 5 700 jobs incorporating requests for desktop support, server and network requests, and web support requests. In addition, the desktop support service was extended to include clients in TMD. The Division also trialled the use of iPads and associated software for highly mobile clients, and participated in a proof of concept trial of WiFi services across the Tasmanian Government. Policy reviews Substantial work was undertaken during the year to draft a Corporate Policy Framework. This Framework will assist to develop a comprehensive and consistent set of policies, guidelines and procedures on all corporate issues. The Framework is due to be completed in early 2013-14. The following policies were reviewed during the year: Risk Management Policy; Electronic Communications Policy; Information Management Policy and Guidelines including Naming Conventions; and Travel Policy – as it relates to frequent flier programs. Planning The DPAC Strategic Plan for 2012-15 was released in July 2012 and built upon the previous year’s plan. Implementation of the Plan was successful with 81 per cent of initiatives in the Plan either implemented or on track to be implemented within the agreed timeframes. Division Heads continue to be held accountable for delivering on their plans through biannual presentations to DPAC’s Executive Group. Work health and safety initiatives have been incorporated into the business planning templates and into the presentations to Executive Group. Organisational development The Leadership Development Program was implemented in the Department in 2009 to build leadership capability and related skills development in a changing environment. The Program for 2012-13 incorporated the planning process and comprised the following components: senior management forums on demographic change and statistics; leadership development sessions for the DPAC Leadership Group on adaptive leadership and change management; leadership styles survey and coaching for senior managers; and Back to School series of events with sessions on the budget development process and COAG. Work has been substantially progressed on a suite of performance indicators across all DPAC business units. The focus for 2013-14 is on collation of data for comprehensive reporting. In October 2012, DPAC ran its annual Pulse Check Survey to gauge its organisational health. This year over 80 per cent of staff participated in the survey. The results indicated an improvement in all surveyed areas.
Department of Premier and Cabinet - Annual Report 2012-13 77 DPAC Strategic Plan 2012-15
PRIORITY 4.1 Financial information improvement Improve the level of financial and business management by: By Dec 2013 expanding the Finance One system to include budgeting processes and integration of HR data reviewing the presentation of summary reports to stakeholders By Dec 2013
integrating financial management and business planning and reporting By Dec 2013 processes PRIORITY 4.2 Information management Improve the management of information by:
implementing appropriate policies and procedures By Sep 2012 upgrading the TRIM system and amalgamating databases By Nov 2012
developing a training program By Mar 2013 introducing automated work flow processes By Mar 2013 PRIORITY 4.3 Culture of performance Enhance a culture of performance across the agency including:
developing a suite of standardised performance measures for budgeting, By Dec 2012 evaluation and reporting implementing a revised PMD process By Sep 2012
delivering a revised DPAC leadership development program for current and By Sep 2012 potential leaders
Key Completed On track within timeframe Behind schedule – minor issues Behind schedule – major issues
Department of Premier and Cabinet - Annual Report 2012-13 78 Measuring performance
Performance Unit of Measure 2010-11 2011-12 2012-13 2013-14 Measure Actual Actual Actual Target
Staff participation at Average attendance of 20 staff Back to School members per session n/a n/a 16.5 20 series
DLG are more Improved response to Pulse 81% agree 81% agree 83% agree 85% agree skilled at managing Check statement ‘staff feel that change their direct supervisor engages with them, and keeps them informed about all decisions that affect them’
No major security Number of incident reports breaches or received incidents at n/a n/a n/a 100% Departmental leased properties1
External audit Qualified or Unqualified Unqualified Unqualified Unqualified Unqualified opinion on financial statements1
Payroll accuracy1 Percentage accurate n/a n/a 99.99% 100
DPAC Taxation Percentage completed on time Returns1 100 100 100 100
Creditors payment1 Percentage of creditor invoices paid on time 93 92 92 92
Unscheduled IT Number outages1 n/a n/a n/a 0 Note: 1. New performance measures introduced in 2012-13.
Department of Premier and Cabinet - Annual Report 2012-13 79 Supporting whole-of-government initiatives
DPAC proactively develops and implements a range of initiatives and plans to support whole-of- government priorities. The following pages detail the Department’s activities to support: Carbon Emission Reduction Plan; and Disability Action Plan.
Department of Premier and Cabinet - Annual Report 2012-13 80 Carbon Emission Reduction Plan
The Online System for Comprehensive Activity Reporting is used to measure Tasmanian Government greenhouse gas emissions. The table below shows DPAC’s energy usage and distances travelled over the past 12 months.
Building Actual Actual Decrease 2011-12 (Increase) 2012-13 KWH KWH KWH Energy Executive Building 15 Murray Street1 576 303 568 244 8 059 144 Macquarie Street Building 136 032 153 322 (17 290) Henty House 84 347 84 113 234 10 Murray Street 271 148 274 329 (3 181) St Johns Street 125 581 155 778 (30 197) 22 Elizabeth Street (TMD)2 752 995 573 957 179 038
Total for all sites 1 946 406 1 809 743 136 663 3 Travel km travelled by air 204 578km 268 940km (64 362) kL of fuel used in government cars 194.7 kL 212.2 kL (17.5 kL) (unleaded, diesel and LPG) Notes: 1. Data does not include energy use for air conditioning 2. TMD relocated to a smaller office space in May 2012 3. Departmental information only, excludes Ministerial offices. DPAC’s energy usage decreased during the year, except air travel, which recorded an increase in distance travelled. The decrease in energy usage was largely attributable to the relocation of TMD to smaller office space. This particular initiative supports DPAC’s aim to reduce its accommodation footprint and work towards achieving a target of 15m2 per person across its leased office accommodation space. DPAC co-ordinated its actions to reduce carbon emissions through the agency-wide and building-based initiative, named Star Teams. Star Teams develop and promote a number of initiatives to reduce carbon emissions including: participating in Earth Hour, and promoting the message of reducing energy use through an Earth Hour Morning Tea; educating and engaging with staff in sustainable work habits; identifying ideas and opportunities to reduce emissions and champion change; promoting home recycling options; and trialling the benefits of an urban composter to collect all food waste located in a kitchen at 15 Murray Street with a view to extending this initiative across the Department. DPAC has also continued to work with building owners to identify opportunities to leverage negotiations to obtain improved environmental performance of its leased buildings. Office Accommodation Guidelines have been developed for its corporate office leased property portfolio with the aim to reduce the average utilisation of office space to 15m2 per person. This initiative will result in reduced energy consumption.
Department of Premier and Cabinet - Annual Report 2012-13 81 DPAC continues to work with the building owners to oversee building services upgrades at 144 Macquarie Street and at 15 Murray Street. This initiative has resulted in installing new lifts that are more energy efficient. Lift modernisation works have commenced at 15 Murray Street that will result in a marked reduction in energy use of approximately 40 per cent. DPAC continues to explore options and identify opportunities to introduce more energy efficient cars into its vehicle fleet. More rigorous scrutiny and analysis of data from fleet management reporting is helping to identify these opportunities as well as achieve reductions in CO2 emissions. One major initiative included transitioning the V8 Ministerial fleet to V6 equivalent vehicles. DPAC is meeting the Tasmanian Climate Change Office’s requirements for entry of data into the Tasmanian Government Greenhouse Inventory for ongoing data monitoring and reporting, and incorporating Climate Change Impact Statements in Cabinet Minutes.
Department of Premier and Cabinet - Annual Report 2012-13 82 Disability Action Plan
The Disability Framework for Action 2013-2017 sets out the Government’s vision for Tasmania as an inclusive and caring community. It provides a direction for action by Government and enables people with disability, their families and carers to work in partnership with the Government. The Framework promotes leadership across all Tasmanian Government agencies to institute a whole-of-government approach to policy and planning, service delivery and evaluation, including a performance monitoring framework. The following outcomes result from DPAC’s commitment to supporting the Framework: Access to services and programs As detailed in Output 6.1, DPAC, in collaboration with the Departments of Health and Human Services, and Treasury and Finance, led the inter-governmental negotiations on the National Disability Insurance Scheme (NDIS), to facilitate the launch of NDIS in Tasmania. The initiative is expected to provide support for approximately 1 000 people in 15 to 24 year old age group. The first stage of a NDIS in Tasmania will provide support, increased choice and control, aids and equipment and assistance to access relevant mainstream and community services for young people with disability during a critical period in their lives. The NDIS will provide support to young Tasmanians with disability and their families to plan for the challenges of further study, training, employment and independent living. During the launch, people outside of this age group who currently receive support or funding from disability services in Tasmania, will continue to receive these services and supports as usual. As Tasmania transitions to the full scheme from July 2016, existing and new clients will gradually be phased into the NDIS. Planning and delivery of the Tasmanian NDIS launch will occur in partnership with people with disability, carers, families and service providers. The Tasmanian launch will have a focus on providing increased choice and control to participants and learnings from this work will inform efforts within existing Tasmanian disability services to increase the choice and control that people with disability exercise over their supports. Access to employment opportunities, career development, recruitment and retention During 2012-13, DPAC continued to support the Graduate (Disability) Program, now into its third placement. The successful graduates have undertaken work in a number of divisions across DPAC. This year DPAC has also introduced a Graduate (Policy) Program which has included six monthly rotations across participating divisions. These graduates undertake a formal induction and training program and participate in regular mentoring sessions to gain better insights into the workings of Government and to provide peer support. Consideration is now being given for the Graduate (Disability) Program to become part of the broader graduate program’s recruitment, induction, training and mentorship activities in 2013-14. Integration of these two programs at this level is significant, as it shows an acceptance of the Graduate (Disability) position as part of the general graduate recruitment and induction process, and also ensures that the Graduate (Disability) position is afforded the same opportunities as all other graduates. Access to buildings, facilities, venues, off-premises events DPAC continues to incorporate accessibility principles into all office accommodation upgrades and changes. In addition, this year DPAC also commenced the process to install a hearing loop in the Premier’s Reception Room at 15 Murray Street. This will enable the large conference room to support staff and members of the community requiring hearing assistance. It is anticipated the hearing loop will be installed early in 2013-14.
Department of Premier and Cabinet - Annual Report 2012-13 83 Access to information (printed materials, websites, audio and video) Easy English is a method of presenting information in a way that is easy to read and easy to understand, and is used extensively for audiences with a disability. It is also becoming more widely used for audiences with low literacy levels or where English is a second language. DPAC is delivering Easy English training to State Service employees through The Training Consortium in September 2013. DPAC has also been working with the 26TEN team from the Department of Education to develop a training session on Plain English and Adult Literacy Awareness that will be tailored for State Service communications staff. The 26TEN Plain English and Adult Literacy Awareness training session will include an overview of literacy levels in Tasmania; what is Plain English; why organisations should adopt Plain English; and how to introduce Plain English into organisations. Both these training sessions will enable participating Tasmanian Government agencies to demonstrate their commitment to accessible communication and to better understand its application to their work.
Department of Premier and Cabinet - Annual Report 2012-13 84 Departmental information
Information about the legislation we administer, right to information requests and publications.
Department of Premier and Cabinet - Annual Report 2012-13 85 Right to Information (RTI)
Number of Applications 1. Number of applications for assessed disclosure received 40 2. Number of applications for assessed disclosure accepted 38 Number of applications for assessed disclosure transferred or part transferred to 3. 2 another public authority 4. Number of applications withdrawn by the applicant 0 5. Number of applications for assessed disclosure determined 38 Outcome of Applications Number of determinations where the information applied for was provided in 1. 22 full Number of determinations where the information applied for was provided in 2. 7 part with the balance refused or claimed as exempt Number of determinations where all the information applied for was refused or 3. 3 claimed as exempt Number of applications where the information applied for was not in the 4. 6 possession of the public authority or Minister Reasons for Refusal Number of times where the following sections were invoked as reasons for refusing an application for assessed disclosure s.5, s.11, Refusal where information requested was not within the scope of the Act (s.5 – 0 s.17 Not official business; s.11 – available at Archives Office and s.17 – Deferred) Refusal where information is otherwise available or will become otherwise s.9, s.12 0 available in the next 12 months s.10, s.19 Refusal where resources of public authority unreasonably diverted 0 Refusal where application repeated; or 0 s.20 Vexatious; or 0 Lacking in definition after negotiation 0 Exemptions Number of times where the following sections were invoked as reasons for exempting information from disclosure
s.25 Executive Council information 0 s.26 Cabinet information 0 s.27 Internal briefing information of a Minister 1 s.28 Information not relating to official business 0 s.29 Information affecting national or State security, defence or international relations 0 s.30 Information relating to the enforcement of the law 1 s.31 Legal professional privilege 2 s.32 Information relating to closed meetings of council 1 s.34 Information communicated by other jurisdictions 0
Department of Premier and Cabinet - Annual Report 2012-13 86 s.35 Internal deliberative information 2 s.36 Personal information of a person other than the applicant 0 s.37 Information relating to the business affairs of a third party 0 s.38 Information relating to the business affairs of a public authority 0 s.39 Information obtained in confidence 1 Information on procedures and criteria used in certain negotiations of public s.40 0 authority s.41 Information likely to affect the State economy 0 s.42 Information likely to affect cultural, heritage and natural resources of the State 0
Time to Make Decisions
1. Number of requests determined within the following timeframes (should also be the total number of applications determined as in question A5) 1 – 20 working days of the application being accepted 16 More than 20 working days of the application being accepted 22 2. Number of requests which took more than 20 working days to decide that 3 involved an extension negotiated under s.15(4)(a) Number of requests which took more than 20 working days to decide that 3. involved an extension gained through an application to the Ombudsman under 0 s.15(4)(b) 4. Number of requests which took more than 20 working days to decide that 1 involved consultation with a third party under s.15(5) Reviews Internal Reviews
Number of internal reviews were requested in this financial year 2
Number of internal reviews were determined in this financial year 2
Number where the original decision upheld in full 1
Number where the original decision upheld in part 1
Number where the original decision reversed in full 0
External Reviews (reviews by the Ombudsman)
Number of external reviews were requested in this financial year 2
Number of external reviews were determined in this financial year 0
Number where the original decision upheld in full 0
Number where the original decision upheld in part 0
Number where the original decision reversed in full 0
Department of Premier and Cabinet - Annual Report 2012-13 87 Legislation administered
Legislation administered by DPAC is listed below. All legislation, including any amending Acts, is available at the Tasmanian Legislation website www.thelaw.tas.gov.au. Premier Administrative Arrangements Act 1990 Administrative Arrangements (Miscellaneous Amendments) Act 1990 Anglican Church of Australia (All Saints Church) Act 1989 Anglican Church of Australia Constitution Act 1973 Anglican Church of Australia (Stanley Parsonage) Act 1984 Australia Acts (Request) Act 1985 Australia Acts (Request) Act 1999 Baptist Union Incorporation Act 1902 Church of England (Rectory of St. James the Apostle) Act 1980 Churches of Christ, Scientist, Incorporation Act 1980 Churches of Christ Tasmania Act 1978 Coastal and Other Waters (Application of State Laws) Act 1982 Constitution Act 1934 Constitution (Doubts Removal) Act 2009 Constitution (State Employees) Act 1944 Constitution (Validation of Taxing Acts) Act 1991 Constitutional Powers (Coastal Waters) Act 1979 Crown Servants' Reinstatement Act 1970 Daylight Saving Act 2007 Glebe Lands Act 1865 Governor of Tasmania Act 1982 except in so far as it relates to the superannuation entitlements of the Governor (see Department of Treasury and Finance under the Treasurer) Hobart Hebrew Congregation Act 1958 Jim Bacon Foundation (Winding-up) Act 2013 Legislation Publication Act 1996 Legislative Council Elections Act 1999 National Broadband Network (Tasmania) Act 2010 Parliament House Act 1962 Parliamentary (Disclosure of Interests) Act 1996 Parliamentary Privilege Acts 1858, 1885, 1898 and 1957 Parliamentary Salaries, Superannuation and Allowances Act 2012 except in so far as it relates to the superannuation entitlements of members of Parliament (see Department of Treasury and Finance under the Treasurer). Police Service Act 2003 in so far as it relates to the office of Commissioner of Police (otherwise see Department of Police and Emergency Management under the Minister for Police and Emergency Management). Presbyterian Church Acts 1896 and 1908 Presbyterian Church of Australia Acts 1901 and 1971
Department of Premier and Cabinet - Annual Report 2012-13 88 Public Accounts Committee Act 1970 Public Works Committee Act 1914 except in so far as it relates to the conditions precedent to commencing public works (see Department of Treasury and Finance under the Treasurer). Roman Catholic Church Property Act 1932 Standard Time Act 1895 State Coastal Policy Validation Act 2003 State Policies and Projects Act 1993 except Part 4 and section 46 in so far as that section relates to Part 4 (see Department of Justice under the Minister for Planning). State Policies and Projects (Validation of Actions) Act 2001 State Service Act 2000 State Service (Savings and Transitional Provisions) Act 2000 Statutory Authorities Act 1962 Subordinate Legislation Committee Act 1969 Tasmania Together Progress Board Repeal Act 2012 Tsuneichi Fujii Fellowship Trust (Winding –Up) Act 2008 Uniting Church in Australia Act 1977 Year 2000 Information Disclosure Act 1999
Minister for Aboriginal Aboriginal Land Council Elections Act 2004 Affairs Aboriginal Lands Act 1995 Native Title (Tasmania) Act 1994 Stolen Generations of Aboriginal Children Act 2006
Minister for Children Tasmanian Early Years Foundation Act 2005
Minister for Climate Climate Change (State Action) Act 2008 Change Minister for Community Tasmanian Community Fund Act 2005 Development Minister for Local Burial and Cremation Act 2002 Government Dog Control Act 2000 Launceston Flood Protection Act 1977 Local Government Act 1993 Local Government (Highways) Act 1982 Local Government (Savings and Transitional) Act 1993 Ockerby Gardens Helipad Act 1999
Minister for Veterans’ ANZAC Day Observance Act 1929 Affairs Ex-Servicemen's Badges Act 1967
Department of Premier and Cabinet - Annual Report 2012-13 89 New and amended Jim Bacon Foundation (Winding-up) Act 2013 legislation The Foundation Board met on 16 March 2012 to consider and agree to wind up the Foundation and move the balance of funds in the Jim Bacon Foundation Trust Fund to the Ponting Foundation, a charitable organisation with a similar ethos to the Jim Bacon Foundation, of “the provision of financial and other assistance to organisations supporting people with cancer in Tasmania”. DPAC is overseeing the process of transferring the funds. Legislation Publication Amendment Act 2013 The amendments facilitate transmission to and storing of original Acts, statutory rules, and rules made by Judges of the Supreme Court with the Tasmanian Archives and Heritage Office. Local Government Amendment (Elections) Act 2013 The legislation prevents dual representation in both State Parliament and local government; introduces all-in, all-out local government elections every four years; and four-year terms for Mayors and Deputy Mayors. State Service Amendment Act 2012 The amendments to the State Service Act 2000 came into effect from 4 February 2013. These amendments provide changes to governance and structural arrangements for the State Service. Parliamentary Salaries, Allowances and Superannuation Act 2012 The Act provided for a 2 per cent increase in salaries for Tasmanian Members of Parliaments from 1 July 2013. This follows the 2 per cent increase that applied from 1 July 2012. These increases aligned with the Tasmanian Government’s Wages Policy. Repealed legislation Tasmania Together Progress Board Repeal Act 2012 The Tasmania Together Progress Board Act 2001 was repealed on 26 December 2012 and the Board ceased to exist.
Other Tasmanian Forests Agreement Act 2013
DPAC supported other agencies including DIER and DPIPWE with implementation of the Tasmanian Forestry Intergovernmental Agreement, particularly progressing the Tasmanian Forestry Agreement Bill. Same-Sex Marriage Bill 2012 DPAC worked on a historic Bill to introduce marriage equality in Tasmania which passed through the House of Assembly on 30 August 2012. The Upper House voted against the legislation on 27 September 2012.
Department of Premier and Cabinet - Annual Report 2012-13 90 Departmental publications
The following publications were produced by the various operating units of the Department of Premier and Cabinet during 2012-13 and are available from: STORS website at www.stors.tas.gov.au appropriate divisional DPAC websites linked from www.dpac.tas.gov.au or by contacting: Corporate Services Division Level 6, 15 Murray Street Hobart Tasmania 7000 Telephone: (03) 6270 5482 Email: [email protected]
Title Business Unit Date
Adapting to climate change in Tasmania issues paper TCCO Oct 2012
Central Highlands recovery news: Tasmanian bushfire recovery BRU Feb-Apr 2013 Consultation report: adapting to climate change in Tasmania TCCO Jun 2013
Data management plan 2013 LGD Jun 2013
Derivation of the Tasmanian sea level rise planning allowances: technical TCCO Aug 2012 paper
Disability Framework for Action 2013-2017 CDD Dec 2012
Discounts & Concessions 2012-13 CDD Jul 2012
DPAC Annual Report 2011-12 CSD Oct 2012
DPAC Strategic Plan 2012-15 CSD Sep 2012
Exploring the roles of local government: discussion paper LGD May 2013
Local Government Board review of councillor numbers LGD Jul 2012
Many voices: a discussion paper on the Tasmanian Multicultural Policy CDD Apr 2013
National Youth Week 2012 Tasmanian Report CDD Aug 2012
Low carbon Tasmania: issues paper TCCO Apr 2013
Review of the Climate Change (State Action) Act 2008 TCCO Oct 2012
Role of local government phase one: final report LGD Dec 2012
Service Tasmania Board Annual Report 2011-12 STU Oct 2012
Sorell/Tasman recovery news: Tasmanian bushfire recovery BRU Jan-Jun 2013
Department of Premier and Cabinet - Annual Report 2012-13 91 Title Business Unit Date
Tasmania Together Progress Report 2012 TT Aug 2012
Tasmanian Bushfire Recovery Taskforce interim plan BRU Feb 2013
Tasmanian bushfires January 2013: programs for recovery BRU Jun 2013
Tasmanian forest carbon study: full report TCCO Sep 2012
Tasmanian Government’s response to the part two review of the Climate TCCO May 2013 Change (State Action) Act 2008
Tasmanian Government agencies: report on carbon emission reduction TCCO Feb 2013 activities in 2010-11
Tasmanian greenhouse gas accounts state greenhouse gas inventory 2010- TCCO Apr 2013 11
Tasmanian Honour Roll of Women 2013 CDD Mar 2013
Tasmanian Women's Plan 2013-18: A five-year strategic plan for women CDD Jan 2013
Tasmania's place in the Asian Century White Paper Policy Mar 2013
TTC calendar events news SSMO Jul 2012 - Jun 2013 Valuation and local government rating review: final report LGD Apr 2013
Department of Premier and Cabinet - Annual Report 2012-13 92 Websites
The code-base and underlying infrastructure of the sites listed below are maintained by Corporate Services www.egovernment.tas.gov.au eGovernment www.communications.tas.gov.au Tasmanian Government Communications www.pandemic.tas.gov.au Human Influenza Pandemic www.dpac.tas.gov.au DPAC public site www.linkzone.tas.gov.au Linkzone www.earlyyears.org.au Tasmanian Early Years Foundation www.earnyourstars.tas.gov.au Earn Your Stars www.premier.tas.gov.au Premier’s site www.jimbaconfoundation.tas.gov.au Jim Bacon Foundation www.people.tas.gov.au People Directions www.concessions.tas.gov.au Tasmanian Concessions Guide www.tashelpinghands.org.au Tasmania’s Biggest Job www.jobs.tas.gov.au Jobs: Careers with the Tasmanian Government site www.budget.tas.gov.au Budget site www.tasmaniaday.tas.gov.au Tasmania Day www.publicinfo.tas.gov.au Public Information site www.tmd.tas.gov.au TMD public site www.statesecurity.tas.gov.au State Security site www.thelaw.tas.gov.au Tasmanian Government Legislation www.psmprogram.tas.gov.au Public Sector Management Program www.tascomfund.org Tasmanian Community Fund www.gazette.tas.gov.au Tasmanian Government Gazette online Lobbyists.dpac.tas.gov.au Register of lobbyists www.ttc.tas.gov.au The Training Consortium website www.bushfirerecovery.tas.gov.au Tasmanian Bushfire Recovery
Department of Premier and Cabinet - Annual Report 2012-13 93 Our people and policies
The following pages provide an overview of the Department’s staffing profile and employment policies including: staffing information; employee statistics for the Department of Premier and Cabinet and Ministerial and Parliamentary Support offices; human resource-related activities; and DPAC’s superannuation certificate.
Department of Premier and Cabinet - Annual Report 2012-13 94 Staffing information
As at 30 June 2013, DPAC employed 327 (309.5 FTEs) employees and 155 (142.8 FTEs) employees in Ministerial and Parliamentary Support offices. This includes Tasmanian State Servants (TSS) and non- Tasmanian State Servants (non-TSS) and excludes casual employees. The figures are presented below in two groups: DPAC; and Ministerial and Parliamentary Support offices. DPAC Staff
Divisions Headcounts FTEs Non- Non- TSS Total TSS Total TSS TSS Bushfire Recovery Unit (Including Office of 15 0 15 15.0 0.0 15.0 Security and Emergency Management)
Community Development Division 41 0 41 39.7 0.0 39.7
Corporate Services Division 40 0 40 39.2 0.0 39.2
Executive Division 26 0 26 24.1 0.0 24.1
Government Courier Services 7 0 7 7.0 0.0 7.0
Local Government Division 12 0 12 11.4 0.0 11.4
Office of eGovernment (now includes 11 0 11 10.4 0.0 10.4 Tasmania Together Unit)
Office of Parliamentary Counsel 14 0 14 12.4 0.0 12.4
Policy Division 17 0 17 15.5 0.0 15.5
Service Tasmania Unit 8 0 8 7.5 0.0 7.5
Social Inclusion Unit 6 0 6 5.4 0.0 5.4
State Sector Management Office 23 0 23 22.3 0.0 22.3
Tasmanian Climate Change Office 9 0 9 8.0 0.0 8.0
TMD 90 0 90 84.4 0.0 84.4
Leave Without Pay (LWOP) 8 0 8 7.2 0.0 7.2
Total 327 0 327 309.5 0.0 309.5
The number of employees has increased by 17.9 FTEs during the year from 291.6 FTEs in 2012 to 309.5 FTEs in 2013. This increase is primarily due to the Bushfire Recovery Unit (15.0 FTEs), which was established in January 2013. 7.0 FTEs of the Bushfire Recovery Unit staff are on temporary transfer from other agencies.
Department of Premier and Cabinet - Annual Report 2012-13 95 Employee statistics - DPAC
DPAC employees by gender and employment status
DPAC employs slightly more women than men, with 59 per cent women and 41 per cent men, with the majority employed on a permanent basis.
DPAC employees by full- time/part-time employment
Nineteen per cent of the DPAC workforce is employed on a part-time basis, with the majority of these employees being women.
DPAC employee profile by age
The age profile of DPAC staff has changed slightly from 2011- 12 with a small increase in staff in the 20-24 years and 35-39 years categories. A significant number of employees are between the ages of 50 and 59 years.
Department of Premier and Cabinet - Annual Report 2012-13 96 DPAC employees by salary range
The average (full-time) salary is $86 928. The average salary for men is $97 036 and the average salary for women is $79 911.
DPAC average sick leave (excluding carers’ leave)
The average amount of sick leave taken has fallen in the last year.
Recreation and Long Service DPAC leave liability 2011 2012 2013 Leave (as at 30 June)
Average number of days 16.7 19 17.2 Leave liability per employee has recreation leave per employee decreased marginally during 2012-13. Employees with > 40 days 12 20 14 recreation leave1 Average number of days LSL 25.6 29.2 29.5 per employee Employees with >100 days LSL 1 1 1
Note: 1. Performance measure changed from greater than 20 days to greater than 40 days in line with legislative requirements.
Department of Premier and Cabinet - Annual Report 2012-13 97
DPAC staff movements Staff movements 2012-13 Number of employees on fixed-term transfers 14 to DPAC as at 30 June Number of employees on fixed-term transfers/ 6 secondment out of DPAC as at 30 June Number of new appointments – permanent 15 Number of new appointments – fixed-term 34 Number of resignations 16 Number of retirements (including ill health retirements) 2 Number of end of contracts 4 Number of voluntary redundancies 7 Number of transfers/promotions to other agencies 2
Department of Premier and Cabinet - Annual Report 2012-13 98 Employee statistics - Ministerial and Parliamentary Support offices
Headcounts FTEs Offices Non- TSS Non-TSS Total TSS Total TSS Government Ministerial and 0 92 92 0.0 86.4 86.4 Electorate Offices
Tasmanian Greens Parliamentary 0 13 13 0.0 10.8 10.8 Support and Electorate Offices
Liberal Parliamentary Support 0 21 21 0.0 18.0 18.0 and Electorate Offices
Legislative Council Offices 0 3 3 0.0 2.4 2.4
Ministerial Drivers 16 0 16 16.0 0.0 16.0
Other Government Offices 0 6 6 0.0 5.8 5.8
Leave Without Pay (LWOP) 0 4 4 0.0 3.4 3.4
Total 16 139 155 16.0 126.8 142.8
Ministerial and Parliamentary Support - employees as at 30 June 2013 by FTEs and headcounts
Ministerial and Parliamentary Support - employees by gender and employment status Ministerial offices have a high proportion of fixed-term employees as many are employed for the term of the Government.
Department of Premier and Cabinet - Annual Report 2012-13 99 Ministerial and Parliamentary Support – employees by full- time/part-time employment
Ministerial and Parliamentary Support - employee profile by age
Ministerial and Parliamentary support staff have a lower age profile than DPAC generally.
Ministerial and Parliamentary Support - employees by salary range
The average (full-time) salary is $78 139. The average salary for men is $83 453 and the average salary for women is $75 048. (Salary excludes Ministerial driver and other allowances)
Department of Premier and Cabinet - Annual Report 2012-13 100 Ministerial and Parliamentary Support - average sick leave (excluding carers leave)
The average amount of sick leave taken has decreased in the last year.
Recreation and Long Service Ministerial and Parliamentary 2011 2012 2013 Support - leave liability Leave (as at 30 June) Average number of days rec 19.2 20.3 19.5 leave per employee Employees with > 40 days 8 15 12 recreation leave Average number of days LSL 19.1 17.7 19.3 per employee Employees with >100 days LSL 0 0 0 Note: 1. Performance measure changed from greater than 20 days to greater than 40 days in line with legislative requirements.
Ministerial and Parliamentary Staff movements 2012-13 Support - staff movements Number of employees on secondment to MPS as at 24 30 June Number of new appointments (including secondments) 31 Number of resignations 23 Number of retirements 0 Number of end of contracts 4 Number of terminations (redundancy) 2 Number of terminations (non-redundancy) 0
Department of Premier and Cabinet - Annual Report 2012-13 101 Human Resources activities
Recruitment policies and programs DPAC aims to be an ‘employer of choice’ by offering current and prospective employees challenging and rewarding employment opportunities and by applying contemporary employment practices. Recruitment practices and procedures are conducted in accordance with the State Service Act 2000, including the State Service Employment Directions. DPAC has in place an Establishment Management Policy which strengthens the Department’s vacancy control processes. DPAC has also continued to provide family-friendly employment options through a variety of flexible working arrangements including part-time employment, flexible working hours, working from home, leave without pay, flexible work agreements and access to the State Service Accumulated Leave Scheme and the Purchased Leave Scheme. Performance management DPAC is committed to being a challenging and supportive place to work and a place that develops and fosters its people. The Performance Management and Development (PMD) Program continues to provide a mechanism to assess employee performance, identify tasks that employees need to undertake over the coming year, develop plans to further develop skills and potential, and reward performance. The intent of the PMD program is to: integrate corporate, division and individual planning and performance management; identify the standards of performance expected from employees; improve communication at all levels; provide regular documented feedback on performance to all employees; identify and address under performance; and recognise and reward effective and high performance. The PMD process is fundamental to ensuring staff in DPAC are given every opportunity to develop their skills and potential to deliver on the Department’s goals. During the year 75 staff participated in training in respect to the Department’s performance management system and 46 managers and supervisors attended training which focused on managing people and performance. Workplace diversity DPAC has had in place a Workplace Diversity Plan over a number of years which aims to achieve a harmonious and productive workplace. The Plan’s features are now currently under review. Internal grievance procedures DPAC’s grievance policy and procedure incorporates the principles of natural justice and is designed to address grievances at the earliest possible stage to avoid an escalation to a formal grievance process. It is expected that through consultation, cooperation and discussion, amicable resolutions will be achieved.
Department of Premier and Cabinet - Annual Report 2012-13 102 Occupational health and safety strategies DPAC is committed to providing a workplace that is safe and healthy and promotes health and wellbeing for all employees, contractors and consultants. The objective is to minimise the risk of death or injury to departmental employees, consultants and contractors through: safe workplaces; safe and healthy work systems; staff being aware of, understanding, supporting and being committed to the health and safety of themselves and other employees; and complying with legislative requirements relating to health and safety of staff in the workplace. Performance measures The following measures are indicators of the Department’s success in actively providing a safe and healthy work environment: DPAC
Measure June 2012 June 2013
Number of incidents reported 37 10
Number of workers’ compensation claims 4 5
Number of employees participating in OHS health and wellbeing 352 1611 activities
Number of First Aid Officers 26 23
Number of employees participating in flu vaccine program 190 197
MPS
Measure June 2012 June 2013
Number of incidents reported 13 10
Number of workers’ compensation claims 1 2
Number of employees participating in OHS health and wellbeing 16 23 activities
Number of First Aid Officers 6 7
Number of employees participating in flu vaccine program 31 37 Note: 1. Activities were of longer duration (e.g. 12-week fitness challenge) than in the previous year.
Department of Premier and Cabinet - Annual Report 2012-13 103 Workers Compensation Claim Statistics
Number of claims by year 2009-10 2010-11 2011-12 2012-13 of injury DPAC 5 6 3 5
MPS 3 1 1 2
Total 8 7 4 7
Department of Premier and Cabinet - Annual Report 2012-13 104 Superannuation Certificate
I, Rhys David Michael Edwards, Secretary, Department of Premier and Cabinet, hereby certify that the Department of Premier and Cabinet has met its obligations under the Commonwealth Superannuation Guarantee (Administration) Act 1992 in respect of those employees of the Department who are members of the following complying superannuation schemes to which this department contributes: AGEST AMP Flexible Lifetime Super AMP Flexible Super AMP Mobile Super AMP Retirement Savings Account AMP Society AMP Superleader Plan AXA Australia Asgard Super Account Australian Ethical Super Fund AustralianSuper BT Business Super BT Super Wrap Personal Super Plan BT Super for Life Savings Bendzulla Family Superannuation Fund Braemar Super Fund Bretos Project Management Super Fund CBUS Super CFM Retirement Fund Colonial First State Rollover & Super Fund Colonial First State First Choice Employer Super Colonial First State First Choice Personal Super Colonial First State First Choice Wholesale Personal Super Colonial Portfolio Services Ltd Comet Super Fund Commonwealth Personal Super Fund Comsuper Energy Super First State Super First Super Flourishing Super Fund Hesta Super Host Plus Super ING Direct Superannuation Fund
Department of Premier and Cabinet - Annual Report 2012-13 105 Investment Exchange Retirement Service Legal & General Life Australia Ltd MLC MasterKey Super MLC Navigator Super Media Super My State Wittison Plan NULIS Nominees (Australia) Ltd National Flexi Super Plus Norwich Union Personal Super Open 21 Pty Ltd Super Fund Our Super Fund Paul Smith Super Penguin Ethical Super Fund Perpetual Trustees Ltd Perpetual's Select Superannuation Plan QSuper Accumulation Account Quadrant Super Scheme R & JN Super Fund REI Super REST Personal S&L Wiggins Super Fund Spectrum Super Summit Master Trust (Personal Super Plan) TPF&CNom Spectrum Tabe Family Super Fund Tasplan Super Telstra Super Scheme Underwood Super Fund UniSuper VicSuper Virgin Superannuation Vision Super Westpac Personal Superannuation Fund Zurich Superannuation Plan
Department of Premier and Cabinet - Annual Report 2012-13 106 These are the only complying superannuation schemes (other than those established under the provisions of the Retirement Benefits Act 1993 and the Public Sector Superannuation Reform Act 1999) to which this department makes employer superannuation contributions.
Rhys Edwards Secretary Department of Premier and Cabinet 30 June 2013
Department of Premier and Cabinet - Annual Report 2012-13 107 Public access to agency decision-making
Members of the public are able to seek input into DPAC’s decision-making process either by invitation to comment on Government policy development or by direct contact with the Minister and/or the Secretary. DPAC’s website details the functions and purpose of each business unit and the contact details and addresses for sub-branches. DPAC maintains the Tasmanian Government Directory, an online telephone and email address listing for most Government employees and organisations enabling easy access to employees within the Department and the wider State Service. A variety of mechanisms are available to members of the public to inquire into decisions of the Department. These include: the Secretary, Department of Premier and Cabinet (for matters relating to all decisions of the Department); the State Service Management Office (for matters relating to State Service employment); Ombudsman Tasmania (for administrative matters including Right to Information and personal information); the Tasmanian Integrity Commission (for matters relating to conduct of public officials); and the Tasmanian Auditor-General (for matters relating to the financial and operational performance of the Department). Employee participation in industrial relations matters Employees are kept informed of all matters relating to their employment through a variety of media including interaction with their managers, general advice and information on DPAC’s intranet site, iPac, and staff information sessions. Active staff consultation is undertaken when there is likely to be changes to the workplace which impact on individuals and/or their employment conditions. The Public Interest Disclosure Act 2002 provides for all officers and employees of the Department to report improper conduct to a departmental Public Interest Disclosure officer. No public interest disclosures were received during the reporting period.
Department of Premier and Cabinet - Annual Report 2012-13 108 Asset management, pricing and risk management policies
Major capital projects
There were no major capital works projects undertaken during the 2012-13 reporting period.
Asset management policies
DPAC (excluding TMD) records heritage items and purchases of equipment, furniture and fittings with a value greater than $10 000 as assets. Purchases of these items valued at less than $10 000 are recorded as expenses. For business purposes, TMD maintains an asset recognition threshold of $1 000. The financial statements for 2012-13 are reported on an accrual basis, and contain full details of DPAC’s asset management policies as notes to the statements. Assets are recognised and valued on an individual basis as follows: Non-current physical assets are valued in accordance with AASB 116, Property, Plant and Equipment, and Treasurer's Instructions. Minor equipment and other non-current assets are valued at cost. Heritage assets are valued on a fair value basis. The written-down book value of assets is determined by depreciating assets over the period of their expected useful economic life, using the straight-line method. The useful economic life is three to five years depending on the asset and depreciated in the year of acquisition or from the time the asset is ready for use. Heritage assets are not depreciated. Leasehold improvements are amortised over the lease period of the property.
Pricing policies for goods and services
DPAC’s pricing policy is based on full-cost recovery. Full cost includes direct salaries, employer superannuation contributions, payroll tax, all operating expenditure, rental, fringe benefits tax, provision for annual and long-service leave entitlements and in some cases provision for capital reinvestment. TMD charges for telecommunications and computing services. The Office of the Parliamentary Counsel charges for drafting services as follows: off budget or statutory authorities; legislation that is part of a major project which will result in a direct financial return to the State; where external funding is available; when there is a major review of legislation or subordinate legislation; when there is inadequate lead time for the drafting task; where an otherwise chargeable job is discontinued; and when a job changes from being non-chargeable to chargeable. The Training Consortium, incorporated within the State Service Management Office, charges on a full-cost- recovery basis for training services. Service Tasmania receives funding from Tasmanian Government departments, Government Business Enterprises, other external organisations including Marine and Safety Tasmania, local government, Australian Government agencies and the private sector for services delivered through Service Tasmania shops.
Department of Premier and Cabinet - Annual Report 2012-13 109 Risk management policies
As part of DPAC’s risk management strategy the following activities were undertaken during 2012-13: purchase of insurance through the Tasmanian Risk Management Fund to mitigate against financial risk; requiring all landlords and building managers of DPAC-leased premises to minimise risk to buildings from the elements and intrusion; maintenance of budgetary control by using regular monitoring and reporting, and providing advice to managers; holding Audit Committee meetings to discuss risk mitigation strategies; continuing the internal audit program focussing on medium and high-risk areas; and updating the Risk Management Framework for DPAC, re-assessing Departmental risks, and, where appropriate, implementing mitigating strategies.
Department of Premier and Cabinet - Annual Report 2012-13 110 Contributions and grants
The Premier, Ministers and DPAC often receive requests for financial assistance from a variety of organisations within the community. Allocation of funding is made from funds appropriated to the Department for specific grant programs or to fund grants of a miscellaneous nature that do not readily fall within the responsibility of other Government agencies. The amounts noted are GST exclusive where applicable. Summary
Program $
Premier’s Discretionary Fund 303 962 Government Donations and Appeals Fund 176 180 Community Development Division – Office of Aboriginal Affairs 334 000 Community Development Division 861 059 Community Development Division – other recipients 251 170 ClimateConnect 54 996 Earn Your Stars 68 162 Climate Change Grants – other contributions 8 910 Emergency Relief 150 730 Family Assistance Program 350 000 Financial Literacy Exchange 996 104 Food Vans Program 60 000 Food for all Tasmanians 999 994 Housewarming Program 200 000 Volunteering Tasmania 260 000 University Scholarships 130 000 Australia Day Grants 9 436 Tasmanian Bushfire Recovery Grants 500 000 Other Contributions 100 000 TOTAL 5 814 703
Department of Premier and Cabinet - Annual Report 2012-13 111 Premier's Discretionary Fund
The Premier’s Discretionary Fund is maintained to allow the Premier to meet requests not exceeding $10 000 to provide financial assistance to groups or individuals. The funding is designed to support valued community and cultural activities with national, statewide or local significance.
Premier’s Discretionary Fund - recipients
Organisation $ Purpose
ABC Giving Tree 375 towards members of the Choir of High Hopes to attend ABC Giving Tree fundraiser
Aged Care Deloraine Inc 2 500 towards a replacement bus for residents excursions
Apex Trampoline Club 5 000 towards improved safety matting
Aurora Disability Services 4 500 towards participating in the national Disability Tenpin Bowling Championships
Barnes, Janine 500 towards the 2012 Glee Club Australia's Talent Development Tour to USA
Bhutanese Community of Tasmania North 500 towards a special Cultural Community Event Inc in December 2012
Bowls North Inc 500 towards the 2012 North vs South Challenge Day
Brighton Bowls Club Inc 1 000 towards upgrading its electrical switchboard
Bruny Island Boat Club Inc 8 000 towards constructing a boat shed on the Alonnah foreshore
Bruny Island Community Association 3 000 towards a replacement sound system for Lunawanna Hall
Bruny Island Environment Network Inc 500 towards the 2012 Bruny Island Bird Festival
Burnie Branch North West Hound Owners 2 000 towards completion of the Association's Club Association Inc Rooms
Burnie Senior Citizens Club 1 400 towards upgrading the Club's hot water unit
Carrick Park Pacing Club 2 500 towards redeveloping the Clubs barbeque area
Central Highlands Council 1 500 towards the 2013 tour by KOLO Band from Poland
Cheersport Tasmania 1 000 towards the Tassie Tigers participating in the 2012 World Cup Cheer and Dance
Choir of High Hopes Hobart Inc 500 towards a concert for the Choir’s fifth birthday
Choir of High Hopes Hobart Inc 180 towards participating in the ABC Giving Tree Fundraiser 2012
Department of Premier and Cabinet - Annual Report 2012-13 112 Premier’s Discretionary Fund - recipients
Organisation $ Purpose
Claremont College 400 towards transport for special needs students participation in Special Olympics Ribbon Day
Claremont Gardens Village Life Social 1 800 towards a new indoor bowls mat Committee
Clarence City Council 1 000 towards 10th Anniversary Clarence Youth Week Festival
Clarence Junior Football Club 10 000 towards upgrading its toilet Facilities
Coles Bay Men's shed 2 500 towards equipment for the new shed
Community Solutions 4 780 towards Dunalley Tasman Benefit Concert for Bushfire Relief
Cressy District High School 500 towards a project for the 200th Anniversary of naming Norfolk Plains
Cricket North West 2 000 towards replacement nets for the Mersey Colts Cricket Club
CWA Queenstown 5 000 towards upgrading its kitchen
Derwent Valley Council 1 000 towards the Mount Field Tourism Association Tiger Trail Festival 2012
Derwent Valley Council 5 000 towards electrical upgrade at Carinya, New Norfolk
Devonport Community House Inc 3 750 towards new equipment for the Play House
Dorset Kids Activity Group 200 towards equipment costs
Dutch Australian Society Abel Tasman Inc 2 250 towards an excursion for seniors in the Dutch Community
Eastern Shore Sharks Swimming Club Inc 1 000 towards the 2013 statewide swimming carnival
Elphin Sports Centre 1 688 towards improvements to the Centre sound system
Exeter High School 500 towards a community garden at its farm
Exeter Show Society Inc 500 towards 100th Anniversary Show in 2013
Fahey, Tobias 1 000 towards his solo round the world sailing challenger
Family Planning Tasmania Inc 2 650 towards purchase of a defibrillator for the Glenorchy Clinic
Festival of Golden Words Inc 3 000 towards planning and development for the inaugural Festival in 2014
Department of Premier and Cabinet - Annual Report 2012-13 113 Premier’s Discretionary Fund - recipients
Organisation $ Purpose
Flinders Island District High School 2 000 towards equipment for the Flinders Island Community Shed
Friends of Ida Bay Historical Society Inc 5 000 towards business sustainability planning for the Railway
Geeveston Golf Club 5 000 towards new mowing equipment
George Town Neighbourhood House 2 804 towards Taiko Drumming program
Glenorchy City Council 500 towards new seating at the Booth Avenue Reserve
Glenorchy Knights Football Club Inc 2 000 towards equipment and team costs for the Knights Newstart program
Glenorchy Scout Group 600 towards attending the 2013 Jamboree in Queensland
Grand Lodge of Tasmania 5 000 towards refurbishments to Club facilities
Henri, Christina Janette 1 000 towards the costs of freighting bonnets to Ireland as part of remembrance of Irish women convicts in Tasmania
Hobart and Districts Pony and Riding Club 1 000 towards upgrading Club Room chairs
Hobart Baroque Pty Ltd 10 000 towards the Inaugural Hobart Baroque Festival
Huonville Primary School 1 000 towards equipment for the School Canteen
Huonville Primary School 500 towards the 2013 Southern Student Leader's Conference
King Island Boat Club 2 000 towards the participation of junior members in the 84th Stonehaven Cup
Kingborough Bowls Club 7 800 towards installing insulation in indoor bowls facility
Kingborough Bowls Club 5 000 towards upgrading the Club's heating
Kingborough Community Enterprise Centre 1 200 towards responsible service of alcohol training
Kingborough Gymnastics Association 2 000 towards hosting the 2012 Aussie Gym events Jansen and Fitsen Challenge
Latrobe Neighbourhood Watch 600 towards a seat at remembrance of community member Mr Alan Beams
Launceston General Hospital Historical 1 500 towards a new lectern as part of the Committee Sesquicentenary Celebrations in 2013
Launceston General Hospital Historical 3 000 towards the LGH Sesquicentenary Committee Celebrations in 2013
Department of Premier and Cabinet - Annual Report 2012-13 114 Premier’s Discretionary Fund - recipients
Organisation $ Purpose
Launceston RSL 1 000 towards a replacement computer
Life without Barriers 500 towards attendance of Kylie Bantick at the 2013 AGOSCI National Conference
Lions Club of New Norfolk Inc 2 500 towards renovations to the Club’s kitchen
Lions Club of Tasman Inc 2 000 towards the 2013 Peninsula Feast
Lions Club of Ulverstone Inc 1 000 towards the costs of the 2012 Lions Convention
Longford Football Club Inc 2 000 towards expenses associated with upgrading Club's facilities
Longford Primary School 500 towards a project for the 200th Anniversary of naming Norfolk Plains
Maranoa Heights Community Centre 1 100 towards a new oven
Migrant Resource Centre (Southern) 500 towards the 2012 Peace Festival
Mowbray Heights Primary School 660 towards a commercial toaster for the Breakfast Club
Mount Faulkner Community Garden 500 towards equipment for the Community Garden
New Norfolk Bowls Club 1 000 towards upgrading the Club’s fridges
New Norfolk Rowing Club 2 000 towards the cost of new rowing sculls
New Town Senior Citizens Club Inc 1 800 towards a new indoor bowls mat
North Launceston Eagles Junior Soccer Club 2 000 towards replacing equipment for the junior teams
North West Poultry Club Inc 1 600 towards upgrading cages as part of the 50th Anniversary Show
Northern Suburbs Community Centre Inc 1 300 towards the Little Sprouts Early Intervention Garden and Food program
Okines Community House Inc 1 300 towards Okines Community Garden
Old Hobartian Association 5 000 towards establishing the old Hobartians Scholarship Fund as part of Hobart College's Centenary
Penguin Bowls Club 5 000 towards the 31st Annual Penguin Classic Lawn Bowls pairs
Perth Primary School 500 towards a project for the 200th Anniversary of naming Norfolk Plains
Pete’s Community Workshed 494 towards replacement equipment for Pete's Men's shed.
Department of Premier and Cabinet - Annual Report 2012-13 115 Premier’s Discretionary Fund - recipients
Organisation $ Purpose
Port Cygnet Sailing Club 500 towards planning for the 150th Anniversary Cygnet Regatta
Port Esperance Coast Care 300 towards a prize in the Art Exhibition 150th Anniversary of Dover township
Princes Street Primary School Association 10 000 towards completion of Stage 1 of its multipurpose sporting facility
Queenstown Lions Club 5 000 towards trees for the North Lyell Memorial Park
Rainbow Communities Tasmania Inc 100 towards a rainbow award at the Rainbow dinner and awards 2012 event
Richmond Village Fair Inc 5 000 towards tents for storage and shelter
Risdon Vale Neighbourhood Centre 1 000 towards an anti-domestic violence program
Risdon Vale Neighbourhood Centre 425 towards a community lunches program
Risdon Vale Primary School 1 000 towards the 2013 Winter Fair and Fireworks Event
Rocherlea Football Club 10 000 towards equipment for the Rocherlea Recreation Ground Sports Facility
Rokeby High School 1 000 towards Rikki Silver representing Tasmania at the World Cheer Leading Championships
Rotary Club of Glenorchy Inc 2 000 towards production of commemorative book for the Club's 50th Anniversary in 2014
Royal Yacht Club of Tasmania 3 275 towards medallions for presentation to skippers/owners
Runnymede Cricket Club Inc 1 000 towards a new private power pole
Sarossy, Benjamin 500 towards representing Australia at the World Cup Cheer and Dance
Smithton RSL Sub-Branch Inc 3 000 towards upgrading the Club’s gardens
Sorell Spirit 2 000 towards representing Australia at the 2013 Dance World Competition in Florida
South Channel Ratepayers Association Inc 250 towards the 2013 Middleton Country Fair
Southern Allstars Cheer and Dance 300 towards participating in the 2012 Cheerleading National Championships
Southern Cross Young Achiever Awards 1 000 towards the Premier’s Young Achiever Awards for 2012-13
Southern Tasmanian Axemen’s Association 1 600 towards the Jim Bacon Memorial Woodchop Inc event at the 2013 Royal Hobart Regatta
Department of Premier and Cabinet - Annual Report 2012-13 116 Premier’s Discretionary Fund - recipients
Organisation $ Purpose
Southern Tasmania Basketball League 500 towards its under 14 Girls’ team participating at the national championships
SSAA Militaria Collectors Tasmania Inc 500 towards the Midlands Military meet and rendezvous
St Helens Bowls Club Inc 1 100 towards an outdoor shade cloth for the Club greens
St Helens Marine Rescue Association Inc 3 000 towards upgrading engines on its rescue vessel
St Helens-St Marys RSL Sub-Branch 2 000 towards the East Coast Veterans Information and Support Centre
St Marks Lake River Maintenance Committee 5 000 towards maintaining St Marks Church
Swansea Online Access Centre Inc 1 000 towards a disability access ramp
Tamar Valley Film Society Inc 3 000 towards its sound system upgrade
Tamar Valley U3A 500 towards establishment costs
Tamar Valley U3A 250 towards attending the 2013 U3A NSW Network Annual Conference
Tasmanian Men’s Sheds Association Inc 2 000 towards developing marketing and promotional materials and processes
Tasman Council 4 575 towards a playground at Murdunna
Tasmania Recovery from Eating Disorders 800 towards sending a delegate to the National Eating Disorders Collaboration workshop
Tasmanian Association of Community 200 towards an award supporting 2013 Houses Neighbourhood House Week
Tasmanian Indoor Bias Bowls Council 1 000 towards purchase of new indoor bowls mats
Tasmanian Sail Training Association Ltd 1 500 towards additional safety equipment
Tasmanian Trail Association 5 000 towards work to promote and maintain the Trail
Tasmanian Water Polo Inc 500 towards costs of its under 16 Girls’ team competing in the 2012 national championships
Tasmanian Water Polo Inc 500 towards participating in the New Zealand Water Polo National League Club Trophy
Tasmanians With Disabilities Inc 1 000 towards a replacement paper folding/stapling machine
Taylor, Kitty 100 towards Illuminarti Photography Project for Burnie Shines 2012
Technopark Management - DEDTA 10 000 towards a memorial for Forced Adoptions
Department of Premier and Cabinet - Annual Report 2012-13 117 Premier’s Discretionary Fund - recipients
Organisation $ Purpose
Tenpin Bowling Tasmania Inc 1 650 towards the cost of uniforms for the 2013 national championships
Tmaggots Inc 500 towards an educational event at Parliament House
Triabunna Roosters Cricket Club 2 000 towards equipment for junior players
University of Tasmania 8 068 towards a research paper on same-sex marriage
Waratah Films 4 600 towards producing a study guide for the documentary Mary Meet Mohammad
Warrane Mornington Neighbour Centre Inc 858 towards completing a bus shelter at the Centre for the community bus
Wesley Church Hobart 2 000 towards the Nobucks lunch program for disadvantaged people in 2012
Wesley Uniting Church 2 000 towards the NoBucks lunch program for disadvantaged people in 2013
West Launceston Bowls and Community 2 680 towards a replacement window at its Club Club Inc
West Moonah Community House 700 towards purchasing a coffee machine to run barista training for unemployed people
West Moonah Community House 3 000 towards the costs of disabled access to its Community Shed
West Tamar Arts Group - Artentwine 1 000 towards the 2012 Artentwine Event
Westwinds Men’s shed 1 000 towards equipment costs
Wilmot Youth Group 500 towards a concert to raise funds for a children's park and BMX track at Wilmot
Woodbridge School 400 towards Grade 9 and 10 students participation in an educational camp
TOTAL 303 962
Department of Premier and Cabinet - Annual Report 2012-13 118 Government Donations and Appeals Fund
The Government Donations and Appeals Fund is a fund for recurring grants or donations to allow the Premier to make ongoing financial assistance to groups or individuals. These grants are designed to support valued community and cultural activities with national, statewide or local significance.
Government Donations and Appeals Fund - recipients
Organisation $ Purpose
Australian Institute of Architects 15 000 towards running the 2013 Tasmanian Architecture Awards
Australian Italian Club Inc – Hobart 6 000 towards the 2013 Festa Italia
Australian Red Cross 7 000 towards the 2013 Red Cross Calling fundraiser
Benchmarking Birch’s Bay 500 towards the 2013 Premier’s Artist Award
Circular Head Agricultural Society Inc 250 towards the 2012 Circular Head Show
Clarence High School 1 455 towards three Year Ten students attending 2013 National Leadership Camp
Colony47 2 500 towards the 2012 Community Christmas Lunch
Clarendon Vale Primary School 3 000 towards Grade 6 students excursion to Sydney
Education – Schools Account 1 425 towards three Year Ten students attending 2012 Rising Generations National Leadership Camp
Estia Greek Festival 10 000 towards Greek Community of Tasmania 2013 Estia Festival
Far South Community Association Inc 500 towards 2012 Dover and Far South Annual Christmas Parade and Party
Hush Music 10 000 towards the collaboration with Tasmanian Symphony Orchestra to record a CD for use in children’s wards
Kingston Beach Regatta Association 500 towards the 2013 A Day on the Beach event
Launceston Legacy 2 000 towards administrative costs
Launceston Pacing Club 1 500 towards the 2013 Premiers Blue Bonnet Event
MyState Financial 2 000 towards the Premier’s Award for the 2013 MyState Student Film Festival
National Heart Foundation of Australia 50 000 towards the 2012 fundraising appeal
National Trust Tasmania 10 000 towards fundraising efforts
Department of Premier and Cabinet - Annual Report 2012-13 119 Government Donations and Appeals Fund - recipients
Organisation $ Purpose
Riding for the Disabled Association Kalang 2 000 towards care of horses Inc
Rotary Club of Deloraine 10 000 towards Premier’s Award 2012 at the Tasmanian Craft Fair
Rotary Club of Hobart 1 500 towards the 2012 Magic Show For Special Needs Children
Rotary International 4 000 towards the Tasmanian team for the Rotary Tasmania Exchange Program 2013
Royal Hobart Regatta Association Inc 14 000 towards the 2013 Royal Hobart Regatta
Royal Humane Society of Australasia 500 towards continued support of the Society’s Bravery Awards program 2012-13
St Andrews Society Hobart Inc 500 towards the 2013 Richmond Highland Gathering
St Helens – St Marys RSL Sub-Branch 1 500 towards the operating costs of the St Helens Veterans Centre
Tas Special Children’s Christmas Party 1 000 towards the 2012 Special Children’s party
Tasmanian History Teachers’ Association 500 towards the Premier’s prize for Tasmania’s Young Historian 2012
Tasmanian Pensioners Union – Glenorchy 6 000 towards administrative costs
Tasmanian Riding for the disabled 1 000 towards competing at National Association Championships 2013
The Smith Family 7 000 towards assisting disadvantaged children through Winter 2012 Appeal
Timber Communities of Australia - Bruny 2 500 towards the costs of 2013 Easter Carnival Island Primary Industry Branch
University of Tasmania 300 towards a prize for the PICSE-UTAS Science Investigation Awards 2012
University of Tasmania 250 towards a Premier’s Choice Award 2013 Gearing Up Expo Art Exhibition
TOTAL 176 180
TOTAL PREMIER’S GRANTS 480 142
Department of Premier and Cabinet - Annual Report 2012-13 120 Community Development Division grants
Sundry Grants – Aboriginal Affairs
Aboriginal Home Buyers Assistance Scheme (Tasmanian Aboriginal Centre Inc) The Aboriginal Home Buyers Assistance Scheme provides ongoing annual funding to the Tasmanian Aboriginal Centre Inc to provide stamp duty exemption and legal aid assistance for Aboriginal home buyers and Aboriginal charitable organisations.
Aboriginal Home Buyers Assistance Scheme - recipients
Organisation $ Purpose
Tasmanian Aboriginal Centre 30 000 towards Aboriginal Home Buyers Assistance Scheme 2012-13
TOTAL 30 000
Aboriginal Land Council of Tasmania Fund The Aboriginal Land Council of Tasmania Fund was established under section 21 of the Aboriginal Lands Act 1995, with funding provided to the Aboriginal Land Council of Tasmania through this grant program. This grant enables the Council to fulfil its statutory obligations outlined in section 22 of the Act, by assisting with operating costs, co-ordination and land management activities associated with returned land. The Council is a statutory body, established under the Act, set up to hold the titles of ‘returned’ land on behalf of the Tasmanian Aboriginal community. The Act promotes reconciliation with the Tasmanian Aboriginal community by granting Aboriginal people parcels of land that are of cultural significance. In 1995 the Council was provided with funding at a level of $85 000 for 4 020 hectares of land. Funding was increased in 2002-03 by $68 000 and again in 2005-06 by a further $71 000 for specific land management responsibilities arising from the hand-back of Cape Barren Island and Clarke Island. $224 000 has been provided annually for the period 2007-2012 to manage total land holdings of approximately 55 617 hectares. An additional $90 000 was allocated in the 2012-13 Budget, bringing the total amount funded to $314 000. The Act confers responsibilities for the Aboriginal Land Council of Tasmania to sustainably manage the returned lands on behalf of, and for the benefit of, the Tasmanian Aboriginal community.
Aboriginal Land Council of Tasmania Fund - recipients
Organisation $ Purpose
Aboriginal Land Council of Tasmania 314 000 towards the Annual Budget for 2012-13 TOTAL 314 000
Department of Premier and Cabinet - Annual Report 2012-13 121 Youth Network of Tasmania – Core Funding and Tasmanian Youth Forum The Tasmanian Government provides the Youth Network of Tasmania with recurrent annual funding of $240 165 to provide salary and operational costs to achieve the agreed objectives of a peak body for Tasmania’s youth sector and to facilitate the Tasmanian Youth Forum, the State’s primary youth participation mechanism. In early 2011, the Government evaluated the funding arrangement and renegotiated new key performance indicators for the Youth Network of Tasmania triennial Grant Deed for the years 2011-14. The objectives of the Youth Network of Tasmania grant are to: involve young people and service providers in identifying and responding to youth issues; facilitate and support coordination in the youth sector; provide information, support and/or advice to the Department of Premier and Cabinet, and all levels of government and the wider community on youth issues; working with the Tasmanian Government on policies, programs and services for young people with a particular focus on social inclusion, connectedness and participation; and maintain financial viability as an organisation and implement suitable best practice corporate governance arrangements. Each year Youth Network of Tasmania is required to provide a progress report against the key performance indicators in the Deed prior to issuing the annual payment.
Youth Network of Tasmania - recipients
Organisation $ Purpose
Youth Network of Tasmania 240 165 towards Grant funding for 2012-13 – round 3 final payment TOTAL 240 165
National Youth Week Grants National Youth Week is an Australian, state, territory and local government initiative. Its aims are to: provide an opportunity for young people aged 12 to 25 years to express their ideas and views, raise issues of concern to them, act on issues which affect their lives and create and enjoy entertainment; provide an opportunity for the wider community to listen to young people, as well as acknowledge and celebrate the positive contributions young people make; and promote a community focus on issues relevant to young people. For National Youth Week 2013, the Tasmanian Government provided $40 000 towards the 2013 Community Grants Program. The Community Grants Program supported local government and not-for- profit organisations to run 24 events around Tasmania. beyondblue: the national depression initiative provided $30 000 to support Youthbeyondblue Grants. National Youth Week is coordinated at the national level by the Australian Government’s Department of Education, Employment and Workplace Relations (DEEWR). DEEWR provided Tasmania with $39 862 which was allocated to the School Grants and contributed to the Community Grants. In addition, DEEWR funding enabled the development of Tasmanian National Youth Week merchandise and supported advertising and promotion of NYW in Tasmania. All grantees of the 2013 Grants Program provided final reports and acquitted their grants. The National Youth Week Grant Program is evaluated annually.
Department of Premier and Cabinet - Annual Report 2012-13 122 National Youth Week Grants Program – Community Grants recipients
Organisation $ Purpose
Break O'Day Health Resource Association 5 000 towards Scamander Rad Skate
Bridgewater PCYC 1 500 towards Think B4U Drink
Burnie City Council 1 900 towards Burnie Young Makers Market
Circular Head Council 2 000 towards Youthfest 2013
towards Bellerive Boardwalk Youth Week Clarence City Council 5 000 Festival
Derwent Valley Council 1 750 towards National Youth Week 2013 activities
Devonport City Council 2 000 towards Reclaim the Lane v2.0
Devonport City Council 5 000 towards North West Regional Youth Expo
towards Tasman Youth and Community Dunalley Neighbourhood House 2 000 Expo
Flinders Council 1 633 towards Island Connections
Glenorchy City Council 2 000 towards Alive on the Green Headspace Hobart 1 500 towards pop-up backyard
Hobart City Council 2 000 towards Parliament Sounds
Huon Valley Council 1 500 towards Off the Couch Festival
Kentish Council 2 000 towards SheffROCK
Kingborough Council 2 000 towards Kingborough Youth Expo
Meander Valley Council 1 000 towards The Gathering
Northern Suburbs Community Centre 1 000 towards MAD (Music Art Dance)
towards National Youth Week Celebrations Ravenswood Neighbourhood House 1 000 @ Skate Park Rosebery Community House 1 000 towards Garden of Respect
West Tamar Council 1 202 towards Epic Rave Time
Youth and Family Focus 2 000 towards Dramarama
Youth Network of Tasmania 1 000 towards Youth Homelessness Matters Day
Zeehan Neighbourhood Centre 1 000 towards skateboard demonstration
TOTAL 47 985
Department of Premier and Cabinet - Annual Report 2012-13 123 National Youth Week Grants Program – Youthbeyondblue Grants recipients
Organisation $ Purpose
Break O'Day Council 5 000 towards Scamander Rad Sk8
Circular Head Council 2 500 towards Youthfest 2013
towards Bellerive Boardwalk Youth Week Clarence City Council 5 000 Festival
Devonport City Council 3 500 towards North West Regional Youth Expo
Glenorchy City Council 2 000 towards Alive on the Green
Hobart City Council 3 000 towards Parliament Sounds
Huon Valley Council 1 500 towards Behind the Mask
Kentish Council 1 000 towards SheffROCK
towards BREATH - Breathing Life into Oatlands District School 2 000 Oatlands
Waratah Wynyard Council 2 000 towards Sk8 and Create
West Tamar Council 500 towards Epic Rave Time
Youth and Family Focus 2 000 towards Dramarama
TOTAL 30 000
National Youth Week Grants Program – School Grants recipients
Organisation $ Purpose
3 500 towards transport North West Regional Devonport City Council Youth Expo
Devonport High School 300 towards Discover the Top End of Tassie
Don College 300 towards Op Shop Fashion
Don College 300 towards Don College Youth Expo
Geilston Bay High School 300 towards National Youth Week activity
Geilston Bay High School 300 towards school transport
Glenorchy City Council 1 000 towards transport to Alive on the Green
Hobart College 300 towards National Youth Week 2013 Concert
Kingston High School 300 towards leadership Seminar
Newstead College 300 towards Newstead College Health Expo
Department of Premier and Cabinet - Annual Report 2012-13 124 National Youth Week Grants Program – School Grants recipients
Organisation $ Purpose
Newstead Heights 300 towards National Youth Week activity
North West Christian School 300 towards Incredible Race Youth Challenge 300 towards transport to Breathing Life into Oatlands High School Oatlands Prospect High School 300 towards National Youth Week Activities Day
Rokeby High School 300 towards National Youth Week Disco
Rose Bay High School 300 towards National Youth WeekaActivity 300 towards barbeque and Youthbeyondblue The Hutchins School Awareness Day TOTAL 9 000
Tasmanian Youth Parliament The Tasmanian Youth Parliament is part of a national youth development program that provides young people aged between 15 and 24 years with a forum for expressing ideas, concerns and expectations regarding the future of their State. The Youth Parliament has been held annually since 1990 and is delivered by a taskforce of young volunteers appointed by the Tasmanian Youth Government Association in partnership with YMCA Australia. The Youth Parliament program plays an important role in providing young Tasmanians with an insight into the workings of the Tasmanian Parliament and political processes. The objectives of the Tasmanian Youth Parliament Program are to: provide a Youth Parliament to involve young people to identify and respond to issues in the broader Tasmanian community; develop the skills, confidence and awareness of young people; promote social inclusion; and maintain financial accountability for the grant by implementing suitable best practice governance arrangements. In 2012, 42 young people from 16 schools participated in the Youth Parliament. The Youth Parliament program consists of training activities leading up to a six-night residential camp. During the camp, the Youth Parliament sits at Parliament House. The participants debated a number of youth motions and bills relating to issues as diverse as cyber bullying, road safety and youth detention. The Tasmanian Government provided a grant of $12 000 to fund the 2012 Youth Parliament. Assessment of the project’s 2012 final report indicates that results are being achieved against the objectives of the funding agreement. Tasmanian Youth Parliament - recipients
Organisation $ Purpose
YMCA Australia 12 000 towards Tasmanian Youth Parliament Program 2013 TOTAL 12 000
Department of Premier and Cabinet - Annual Report 2012-13 125 Multicultural Council of Tasmania – Core funding The Multicultural Council of Tasmania received $90 000 to strengthen the capacity of the organisation as the peak advocacy body for Tasmania’s culturally and linguistically diverse communities and to ensure its membership is fully inclusive of new and emerging migrant communities around Tasmania. Funding provides for operational and salary costs associated in meeting the agreed objectives outlined in the funding agreement. Funding is recurrent for three years 2011-2014. The funding agreement is due to expire at end of June 2014. Key performance indicators are re-negotiated annually.
Multicultural Council of Tasmania grant - recipients
Organisation $ Purpose
Multicultural Council of Tasmania Inc 45 000 towards operational funding for 2012–13 - first payment Multicultural Council of Tasmania Inc 45 000 towards operational funding for 2012–13 - second payment TOTAL 90 000
Council on the Ageing (Tasmania) – Core funding The Council on the Ageing (Tasmania) grant of $91 532 provided salary and operational costs for the positions of Executive Director and Administration Assistant to meet the agreed objectives outlined in the funding agreement as the peak body for all older people in Tasmania and the Tasmanian non-government aged sector. Progress meetings with the Council are held regularly and it provides quarterly performance reports, national and state Policy Council reports, newsletters, media releases, and its Annual Report. The grant was provided in 2012-13 under a triennial funding agreement, which was renewed in 2011 for the period up to 30 June 2014. Each year the Council provides a progress report against the performance measures in the funding agreement prior to receiving its next annual payment.
Council on the Ageing (Tasmania) grant - recipients
Organisation $ Purpose
Council on The Ageing (Tasmania) Inc 91 532 towards 2012-13 operational funding TOTAL 91 532
Council on the Ageing (Tasmania) – Seniors Week The Seniors Week grant of $105 400 provides the Council on the Ageing (Tasmania) with a 0.5 FTE project officer salary and funds for the costs associated with producing and statewide distribution of the annual Seniors Week Program. This grant is provided under a triennial funding arrangement, which was signed in December 2010 for the period up to 31 December 2013. The Council provides a report on the program for annual review. The findings of this review will be considered as part of the deliberations and negotiations for funding the Council to deliver the Seniors Week program under a new funding agreement.
Council on the Ageing (Tasmania) grant - recipients
Organisation $ Purpose
Council On The Ageing (Tasmania) Inc 105 400 towards Seniors Week program TOTAL 105 400
Department of Premier and Cabinet - Annual Report 2012-13 126 Council on the Ageing (Tasmania) – Inclusive Ageing Implementation The Council on the Ageing (Tasmania) was allocated in the 2013-14 budget a grant of $125 000 per annum for three years to support implementation of the Inclusive Ageing: Tasmania 2012-2014 Strategy, including developing a demographic analysis report for the Tasmanian Government. This report will be available to other Government agencies and community organisations. The grant is reviewed annually to ensure it aligns with the outputs required to implement the Strategy.
Council on the Ageing (Tasmania) grant - recipient
Organisation $ Purpose
Council on the Ageing (Tasmania) Inc 125 000 towards implementing the Inclusive Ageing: Tasmania 2012-14 Strategy – first payment TOTAL 125 000
Lesbian, Gay, Bisexual, Transgender and Intersex Grants Program In the 2010-11 Budget, $150 000 was allocated over three years from 2010-2013 to provide funds to community organisations and tertiary institutions to progress outcomes for the lesbian, gay, bisexual, transgender and intersex community. In the 2013-14 budget, a commitment was made to continue funding the program for a further three years at $50 000 per annum. In 2012-13, three projects totalling $50 000 were funded through this program. All projects are due to be completed by June 2014. All funded organisations are required to provide project final reports and acquittals of their grant funding. Lesbian, Gay, Bisexual, Transgender and Intersex Community Grants - recipients
Organisation $ Purpose
Relationships Australia 20 970 towards Lesbian, Gay, Bisexual, Transgender and Intersex family-friendly services
Tas Pride 5 000 Towards the We are Same but Different (working title) project
University of Tasmania 24 030 towards Experience and Expectations of Lesbian, Gay, Bisexual, Transgender and Intersex Tasmanians TOTAL 50 000
Department of Premier and Cabinet - Annual Report 2012-13 127 Lieutenant Colonel Harry Murray VC Scholarships Funding was provided for two Lieutenant Colonel Harry Murray VC Scholarships of $5 000 each, which are administered by the University of Tasmania. The Scholarships are available to students who are studying an aspect of Tasmania’s involvement in a war. Veterans Affairs - recipients
Organisation $ Purpose
University of Tasmania 10 000 towards Lieutenant Colonel Harry Murray VC Scholarships for 2013 TOTAL 10 000
War Memorial Repair and Maintenance Grants Program The $50 000 War Memorial and Maintenance Grants Program was established in 2010-11 to fund Returned and Services Leagues, local government and other community organisations as a contribution towards the cost of repairing and maintaining memorials in Tasmania. In 2012-13, 14 projects were funded through this program. All projects are due to be completed by June 2014. All funded organisations are required to provide project final reports and acquittal of grant funding. In May 2013, the Minister for Veterans Affairs approved the re-direction of funds from the War Memorial and Maintenance Grants Program to the Centenary of Anzac Grants Program for the financial years 2013- 14 to 2017-18. Grants of up to $5 000 will be available for research and community activities, projects and commemorative events relevant to the service of Australian defence personnel across the years of the centenary. War Memorial Repair and Maintenance Grants - recipients
Organisation $ Purpose
Burnie City Council 3 230 towards the refurbishment of its War Memorial Clarence City Council 5 000 towards works program on South Arm Cenotaph Dunalley RSL Sub Branch Inc 4 850 towards repair of fire damage to Dunalley War Memorial Evandale History Society Inc 1 814 towards repairs and painting for Evandale Memorials Evandale History Society Inc 3 150 towards the provision of aluminium flag pole Huon RSL Sub Branch Inc 1 486 towards the Memorial restoration King Island RSL Sub Branch Inc 1 166 towards restoration of Currie Cenotaph phase two Latrobe Council 4 900 towards Sheean Memorial and Sheean Walk Port Arthur Historic Site Management 5 000 towards the Soldiers Memorial Avenue renewal program Snug Primary School 4 959 towards the Snug War Memorial maintenance Sorell RSL Sub Branch Inc 3 580 towards the Memorial repairs
Department of Premier and Cabinet - Annual Report 2012-13 128 Organisation $ Purpose
Ulverstone RSL Sub Branch Inc 3 950 towards the repair of the Ulverstone WWI Memorial Waratah-Wynyard Council 1 892 towards the Waratah Cenotaph Restoration Wynyard RSL Sub Branch Inc 5 000 towards the Cenotaph precinct lighting TOTAL 49 977 Other Community Development Grants – recipients
Organisation $ Purpose
Awards Australia 1 000 towards the Southern Cross Young Achiever Awards Anzac Day Trust 23 000 towards the 2012-13 grant allocation to the Trust Clarence City Council 2 000 towards the Tasmanian National Youth Week launch event Glenorchy City Council 10 000 towards the Moonah Taste of the World Festival Hobart Playback Theatre 6 970 towards Alphabet Soup: Celebrating Diversity Migrant Resource Centre (Southern) 57 000 towards project funding Changing attitudes to diversity workshops Migrant Resource Centre (Northern 43 000 towards funding for Employment and Tasmania) Enterprise project Returned and Services League of Australia 100 000 towards Returned and Services League of (Tasmania Branch) Australia Tasmania Branch grant Tasmanian Regional Arts Inc 1 000 towards 2013 Material Girl Prize money for Premier’s and People’s Choice Awards Youth Network of Tasmania 8 000 towards Tasmanian Youth Conference TOTAL 251 970 TOTAL COMMUNITY DEVELOPMENT 1 457 029 DIVISION
Department of Premier and Cabinet - Annual Report 2012-13 129 Social inclusion grants
2011-13 Emergency Relief and Lower Cost of Living Program The Emergency Relief and Lower Cost of Living Program supports emergency relief and preventative assistance for people in financial crisis. In 2012-13 it included: $750 000 to support emergency relief providers to assist more Tasmanians meet increases in the costs of essential goods and services such as electricity and other utilities, food, rent, and transport; $150 000 to SecondBite, Foodbank and Produce to the People to expand the provision of food relief; $120 000 to the NILS Network of Tasmania for operational funding to deliver zero interest micro- finance loans to low income Tasmanians; $90 000 to the Energy Efficient Appliances program to provide assistance to Tasmanians on low incomes to purchase energy efficient appliances; and $10 000 to the Tasmanian Association of Community Houses to support community hardship. Grant recipients are required to provide financial statements and progress reports against the approved purposes in their funding agreements. The Program will be reviewed in 2013-14. Emergency Relief Food - recipients
Organisation $ Purpose
Children’s Food Education Foundation 30 000 towards 2011-2013 Emergency Relief and Lower Cost of Living Initiative - second installment for Produce to the People Foodbank Tasmania Inc 30 000 towards 2011-2013 Emergency Relief and Lower Cost of Living Initiative - second installment SecondBite 90 000 towards 2011-2013 Emergency Relief and Lower Cost of Living Initiative - second installment TOTAL 150 000 Emergency Relief - recipients
Organisation $ Purpose
Cape Barren Island Aboriginal Association 730 towards Emergency Relief Funding 2011-13 Inc TOTAL 730
Housewarming Program $200 000 was provided to Colony47 to deliver housewarming boxes and curtains to low income Tasmanians moving into new tenancies throughout the State. The Program will be reviewed in 2013-14.
Department of Premier and Cabinet - Annual Report 2012-13 130 Housewarming Program - recipients
Organisation $ Purpose
Department of Human and Health 200 000 towards reimbursement of Housing Tasmania Services for grant to Colony47 – Delivery of Housewarming Boxes TOTAL 200 000
Financial Literacy Exchange (FLEX) Grant Program The FLEX Grant Program aims to improve the financial capability of households vulnerable to cost of living pressures by increasing the scope of assistance available to them. Ten organisations received funding in 2012-13. Grant recipients are required to report every six months against the requirements in funding agreements and financial acquittal statements are required at the end of each project. Financial Literacy Exchange - recipients
Organisation $ Purpose
Anglicare Tasmania Inc – Hobart 211 586 towards Financial Literacy Exchange Grant Program Colony47 97 360 towards Financial Literacy Exchange Grant Program Forestworks Ltd 108 800 towards Financial Literacy Exchange Grant Program Geeveston Community Centre Inc 16 568 towards Financial Literacy Exchange Grant Program Migrant Resource Centre (Southern) 15 890 towards Financial Literacy Exchange Grant Program NILS Network Tasmania Inc 78 000 towards Financial Literacy Exchange Grant Program St Vincent De Paul Society – Launceston 215 600 towards Financial Literacy Exchange Grant Program The Salvation Army – Australia Southern 150 000 towards Financial Literacy Exchange Grant Territory Program The Smith Family 35 170 towards Financial Literacy Exchange Grant Program Uniting Care Tasmania 52 130 towards Financial Literacy Exchange Grant Program The Salvation Army- Australia Southern 15 000 towards Financial Literacy Exchange Grant Territory Program – Amended Grant Deed
TOTAL 996 104
Department of Premier and Cabinet - Annual Report 2012-13 131 Food for All Tasmanians Grant Program The Food for all Tasmanians Grants Program builds on existing community food solutions and funds innovative ways to improve food access and affordability for Tasmanians who are most in need. Sixteen projects around the State were funded under the Program in 2012-13. Grant recipients are required to report every six months against the requirements in funding agreements and financial acquittal statements are required at the end of each project. Food for All Tasmanians - recipients
Organisation $ Purpose
Able Australia Services 199 880 towards Food for all Tasmanians Grant Program Bream Creek Farmers Market 5 305 towards Food for all Tasmanians Grant Program Bridport Primary School 22 000 towards Food for all Tasmanians Grant Program Clarence City Council 18 212 towards Food for all Tasmanians Grant Program Colony 47 10 284 towards Food for all Tasmanians Grant Program Devonport City Council 95 950 towards Food for all Tasmanians Grant Program Education – Schools Account – Oatlands 4 279 towards Food for all Tasmanians Grant High School Program Glenora District High School 43 000 towards Food for all Tasmanians Grant Program North-West Environment Centre 49 930 towards Food for all Tasmanians Grant Program Okines Community House Inc 60 471 towards Food for all Tasmanians Grant Program Ravenswood Neighbourhood House Inc 63 030 towards Food for all Tasmanians Grant Program Rosebery District High School 6 000 towards Food for all Tasmanians Grant Program Rural Health Tasmania Inc 27 620 towards Food for all Tasmanians Grant Program SecondBite 198 000 towards Food for all Tasmanians Grant Program The Link Youth Health Service Inc 31 830 towards Food for all Tasmanians Grant Program Youth and Family Focus Inc 164 203 towards Food for all Tasmanians Grant Program TOTAL 999 994
Department of Premier and Cabinet - Annual Report 2012-13 132 Family Assistance Program The objectives of the Family Assistance Program are to: provide direct emergency relief to Tasmanian families suffering financial hardship; provide preventative support programs that are ancillary to the provision of emergency relief; and provide for practical social policy research in agreed areas associated with emergency relief. As part of the annual review held in 2011-12, consultations were held with all recipient organisations to ensure all program outputs meet the objectives of the program. It is recommended that the program is reviewed again during 2013-14. Family Assistance Program - recipients
Organisation $ Purpose
Anglicare Tasmania Inc 100 000 towards Family Assistance Program Hobart City Mission Inc 25 000 towards Family Assistance Program Launceston City Mission Inc 25 000 towards Family Assistance Program Society of St Vincent De Paul (Tasmania) 100 000 towards Family Assistance Program The Salvation Army Tasmania 100 000 towards Family Assistance Program TOTAL 350 000
Food Vans program The objective of these grants is to assist with provision of food and beverage services and outreach to other services, information and social contact to disadvantaged Tasmanians. As part of the annual review held in 2011-12, consultations were conducted with all recipient organisations to ensure that all program outputs meet the objectives of the program. It is recommended that the program is reviewed again during 2013-14. Food Vans program - recipients
Organisation $ Purpose
Gran’s Van Association Inc 20 000 towards Gran’s Van Food Van grant Launceston City Mission Inc 20 000 towards Mission Outreach Trailer and Mission Beat Food Van grant Society of St Vincent De Paul (Tasmania) 20 000 towards Loui’s Van grant TOTAL 60 000
Tasmanian Community Transport Trust - Cars for Communities Grant Program Grant funding for the Cars for Communities Grant Program was made available over three grant rounds between 2009 and 2010. Grant recipients are required to provide a report against the requirements of the funding agreement within two months of the anniversary of its signing. Reports are required annually for a maximum of three years. A review of reports received to date and evaluation of the program is currently being undertaken. An initial assessment of the reports from grant recipients indicates that the funding outputs have met the program’s objectives.
Department of Premier and Cabinet - Annual Report 2012-13 133 Supporting Tasmanian Volunteers Program The Tasmanian Government entered into a four year funding agreement with Volunteering Tasmania Inc in October 2012 to deliver the Supporting Tasmanians Volunteers Program. The Program priorities for 2012- 13 were to: build and facilitate volunteering initiatives to increase volunteering opportunities for disadvantaged and low income Tasmanians; identify and respond to the emerging demographic trends, challenges and opportunities for volunteering in Tasmania; and develop coalitions and partnerships with State and national entities to strengthen the future of volunteering in Tasmania. Requirements in the funding agreement for 2012-13 will be reviewed in July 2013 and Program priorities for 2013-14 will be negotiated with Volunteering Tasmania Inc before the 2013-14 grant is made available. Supporting Tasmanian Volunteers Program - recipient
Organisation $ Purpose
Volunteering Tasmania Inc 260 000 towards Supporting Tasmanian Volunteers Program 2012-13 TOTAL 260 000 TOTAL SOCIAL INCLUSION 3 016 828
Department of Premier and Cabinet - Annual Report 2012-13 134 Climate change grants
The Tasmanian Climate Change Office administered two community grants programs in 2012-13; ClimateConnect and Earn Your Stars. Both programs were reviewed in July 2012. Some changes were made to the eligibility criteria, program guidelines and application forms. The Earn Your Stars Micro-grants Program is now entitled the Earn Your Stars Grants Program to reflect an increase in the grant limit from $5 000 to $15 000. In addition to these programs, the Climate Change Office granted funding to the Waterworks Valley Landcare Group.
ClimateConnect ClimateConnect is designed to enable Tasmanian communities and industries to undertake projects that will assist them to adapt to the opportunities and risks from climate change. Three projects were selected for funding and will be completed over the next 12 months. As projects are ongoing, final outcomes are yet to be determined. The following table represents first instalment payments made to the three projects awarded under the current round, as well as final instalment payments made to projects awarded in the previous round of ClimateConnect. ClimateConnect grant recipients
Organisation $ Purpose
Green Cross Australia 16 364 towards support for the Witness King Tides initiative Kingborough Council 16 364 to deliver an Adaptation Implementation Plan for Kingborough North-West Environment Centre 16 200 to enhance adaptation to climate change by researching varieties of vegetables that can be successfully grown in Tasmania over winter and spring University of Tasmania 2 870 to support the pilot implementation of a risk assessment tool for health impacts brought about by climate change University of Tasmania 1 998 To bring together currently unconnected knowledge about the socio-biophysical factors important to creating vector-borne disease risk and vulnerability conditions in the context of climate change in Tasmania Break O’Day Council 1 200 to educate the Break O’Day community about the findings of the Climate Futures for Tasmania report and relevant adaptation strategies for the area TOTAL 54 996
Department of Premier and Cabinet - Annual Report 2012-13 135 Earn Your Stars Grants Program Earn Your Stars is designed to support community-based emission reduction projects. Five projects were selected for funding and will be completed over the next 12 months. The following table represents first instalment payments made to the five projects awarded under the current round projects, as well as final instalment payments made to projects awarded in the previous round of Earn Your Stars. Earn Your Stars grant recipients
Organisation $ Purpose
Sustainable Living Tasmania 11 933 towards support the Tassievore Eat Local Challenge West Hobart Environment Network 8 028 to improve the energy efficiency of West Hobart homes Sustainable Living Tasmania 13 201 to support Living Smart program Tasmanian Chamber of Commerce and 13 500 towards provision of sustainability information Industry for the business community AGDA Tasmania AUST Graphic Design 13 500 to increase awareness amongst Tasmania's Association graphic design and advertising community about the value of incorporating eco-design principles DairyTas Board 3 000 to undertake an energy monitoring project that will assist in upskilling dairy technicians and promote the uptake of new technologies Green Tourism 3 000 to extend the successful Green Tourism project Derwent Catchment NRM Committee 2 000 towards funding for introducing Resilient Pasture Species in the Derwent Valley
TOTAL 68 162
Climate Change Office – other recipients
Organisation $ Purpose
Waterworks Valley Landcare Group 8 910 to assess the opportunities for and barriers to community-owned, distributed, renewable energy generation TOTAL 8 910 TOTAL CLIMATE CHANGE 132 068
Department of Premier and Cabinet - Annual Report 2012-13 136 Premier of Tasmania University Scholarships and Premier of Tasmania Timor-Leste Scholarship Grant Program
The purpose of the Premier of Tasmania University Scholarships is to retain top Tasmanian students in the State and attract top interstate and international scholars. The Premier of Tasmania Timor-Leste Scholarship funding is available to Timor-Leste citizens to undertake courses at undergraduate or postgraduate level at the University of Tasmania that support the sustainable future of the Democratic Republic of Timor-Leste. Funding for both the Premier of Tasmania Scholarships Program and the Premier of Tasmania Timor-Leste Scholarship: is recurrent in the DPAC budget; and is provided on the basis the University contributes a similar amount.
University Scholarships - recipients
Organisation $ Purpose
University of Tasmania 130 000 towards undergraduate, Timor-Leste and Judith Liauw Scholarship in 2013
TOTAL 130 000
Department of Premier and Cabinet - Annual Report 2012-13 137 Australia Day Grants Program
Australia Day is a national celebration of what is great about Australia and being Australian and is a day to reflect on what has been achieved and what we can be proud of in our great nation. At its core, Australia Day is a day driven by communities, and the celebrations held in each town, suburb or city, are the foundation of its ongoing success. The Australian Government provides funding for the Australia Day Great Ideas Grants Program which provides seed funding for local councils to grow a great idea in its first year. Grants are only available for a new activity that compliments and builds on existing Australia Day celebrations and are about inspiring new and imaginative ways for a community to celebrate.
Australia Day Grants - recipients
Organisation $ Purpose
Central Highlands Council 400 towards Australia Day great ideas 2013 Clarence City Council 2 727 towards Australia Day great ideas 2013 Dorset Council 1 400 towards Australia Day great ideas 2013 George Town Council 1 636 towards Australia Day great ideas 2013 King Island Council 1 818 towards Australia Day great ideas 2013 Sorell Council 1 455 towards Australia Day great ideas 2013
TOTAL 9 436
Department of Premier and Cabinet - Annual Report 2012-13 138 Tasmanian Bushfire Recovery Grants
DPAC distributed funding on behalf of the Australian Red Cross January 2013 Appeal Distribution Committee to community associations to assist in the recovery process after the devastating January 2013 bushfires. A total of $400 000 in grants were distributed. DPAC also distributed $100 000 in funds donated by the governments of Western Australia and South Australia to support the bushfire recovery process.
Bushfire Recovery Grants - recipients
Organisation $ Purpose
Tasmanian Farmers and Graziers 100 000 towards the purchase of fencing material - Association Tasmania Bushfire Recovery Dunalley Neighbourhood House Inc 200 000 towards first payment of Red Cross Tasmania funding beyondblue 200 000 towards Tasmanian Bushfire Recovery Relief TOTAL 500 000 Other contributions
Other contributions - recipients
Organisation $ Purpose
Unions Tasmania 100 000 towards Union Education Training Grant 2012 - 13
TOTAL 100 000
Department of Premier and Cabinet - Annual Report 2012-13 139 Government procurement
In 2012-13, DPAC awarded 21 contracts (17 to contractors and four to consultants) with a value over $50 000 (excluding GST). An additional 34 contracts were awarded as part of panel arrangements. The following table summarises the level of participation by local businesses with regard to contracts, tenders and/or quotation processes with a value of $50 000 or over (excluding GST). Summary of participation by local business
Contracts, tenders and/or quotation processes of $50 000 2012-13 or over ex GST
Total number of contracts awarded 21
Total number of contracts awarded to Tasmanian suppliers 16
Value of contracts awarded $105 526 677
Value of contracts awarded to Tasmanian suppliers $76 814 303
Total number of tenders called and written quotation processes 21 undertaken
Total number of bids and/or written quotations received 89
Total number of bids and/or written quotations received from 52 Tasmanian businesses
Four contracts were awarded as a result of direct/limited sourcing or contract extension pursuant to Treasurer’s Instruction No. 1114: Direct/limited submission sourcing: goods and services. A panel for specialist ICT services was appointed from August 2012 to August 2015 for TMD, Department of Premier and Cabinet. The estimated contract value of this panel arrangement is $1.35 million. This amount is included in the Value of contracts awarded above. The panel includes the following suppliers: Alphawest Services Pty Ltd Anittel Group Limited Blue Wave Consulting Consultel IT & T Pty Ltd DB Advisory Pty Ltd Dell Australia Pty Ltd Deloitte Touche Tohmatsu Dialog Information Technology Dilignet Pty Ltd Eclipse Computing Funnelback Pty Ltd Insight 4 Pty Ltd Intuit Technologies ISW Development Pty Ltd
Department of Premier and Cabinet - Annual Report 2012-13 140 IT Resourcing Pty Ltd Knight Errant Pty Ltd KPMG Litmus Group Logica PWC Sense of Security Pty Ltd Squiz Stratsec Synateq Pty Ltd Technology One Telstra Corporation Limited The Quill Consultancy UXC Consulting XVT Solutions A panel for active networking equipment and associated services was appointed from June 2012 to June 2016 for TMD, Department of Premier and Cabinet. The estimated contract value of this panel arrangement is $5 million. This amount is included in the Value of contracts awarded in the above figure. The panel includes the following suppliers: Alphawest Services Pty Ltd Anittel Group Limited C&I Network Engineering Services Pty Ltd Intuit Technologies Data 3 Limited TasmaNet Pty Ltd
Contracts awarded in 2012-13 with a value of $50 000 or over
Contractor Location Description Period Total value ($)
AARNet Australian Internet services June 2012 to 1 000 000 Capital May 2015 Territory
Anittel Group Ltd Hobart Voice Services – Managed August 2012 45 000 000 private voice network to December 2027
Bentley House Hobart Minor alterations and March 2013 92 796 Commercial workstation supplies Interiors
Geomatic Victoria Client Update Services – September 90 000 Technologies Pty Provision of hosting, application 2012 to Ltd support and development August 2014
Department of Premier and Cabinet - Annual Report 2012-13 141 Contracts awarded in 2012-13 with a value of $50 000 or over
Contractor Location Description Period Total value ($)
KPMG Hobart Human Resources system March 2013 to 100 000 feasibility study and roadmap May 2015 development
MyNetFone New South Voice Services – Public July 2012 to 20 000 000 Australia Pty Ltd Wales network access and carriage July 2022
SEMF Project Pty Hobart Stay Warm Save Money December 826 980 Ltd Housewarming Project 2012 to August 2014
SGS Economics and Hobart Development of adaptation April 2014 to 67 973 Planning decision pathways March 2014
Staples Australia Hobart Multifunction device and printer January 2013 1 500 000 supplies to December 2016
TasmaNet Pty Ltd Hobart Networking Tasmania II March 2013 to 400 000 Additional Services May 2017
Telstra Corporation Hobart Voice Services – Public July 2012 to 20 000 000 Limited network access and carriage July 2022
Telstra Corporation Hobart Internet services June 2012 to 2 200 000 Limited May 2015
UXC Eclipse Pty Ltd Hobart Procedural Information February 2013 59 760 Management System provision to February of application support and 2015 development
Consultancy contracts awarded in 2012-13 with a value of $50 000 or over
Consultant Location Description Period Total value ($)
Cherub Consulting Melbourne Data Centres and Managed April 2013 to 69 900 Services Business Case Strategy September 2013
Clemengers Hobart Provide marketing and January 2013 80 404 promotion of the Seniors Card to November Program 2014
Corporate Hobart Seniors Card Directory June 2012 to 51 890 Communications production and delivery December 2012
UTAS Hobart Prepare statewide coastal October 2012 50 000 erosion map to March 2013
Department of Premier and Cabinet - Annual Report 2012-13 142
Contracts awarded – Direct/limited submission sourcing: goods and services in 2012-13
Consultant Location Description Reason for approval Total value ($)
SAIC Melbourne Upgrade and ongoing Due to absence of 44 400 support of Enact and competitive competition automatic for technical reasons consolidation system
Telstra and Optus Hobart Mobile Services Contract extension 4 100 000 Telstra Hobart Spectrum telephone Additional delivery of 2 200 000 Corporation services agreement telephone services from the original supplier Limited Technology One Hobart Additional Finance One Additional delivery of 84 500 modules goods and services from the original supplier
A panel of facilitators was appointed to deliver units of the Public Sector Management Program (PSMP) in Tasmania until February 2013 with an option to renew until February 2015. The panel is to provide services as requested to the Department of Premier and Cabinet. The panel includes the following suppliers: Geneva Group Management Pty Ltd in2it Consulting Mellish and Associates PKF Organisation Development (SA) Pty Ltd Mark Dignam & Associates T/A The Human Resources Department A panel of facilitators was appointed to deliver workplace-specific mental health and wellbeing training and education in Tasmania until June 2013 with an option to renew to June 2015. The panel is to provide services as requested to The Training Consortium. The panel includes the following suppliers: Beyond Blue Ltd Disability Services Australia OZHelp Tasmania Foundation Association Inc People Flourishing Peopleworks Pty Ltd
Department of Premier and Cabinet - Annual Report 2012-13 143 Financial statements
DPAC’s financial statements for 2012-13 including: Independent audit report Certification of financial statements Statement of other comprehensive income Statement of financial position Statement of cash flows Statement of changes in equity Notes to and forming part of the financial statements.
Department of Premier and Cabinet - Annual Report 2012-13 144
Department of Premier and Cabinet - Annual Report 2012-13 145
Department of Premier and Cabinet - Annual Report 2012-13 146 Certification of financial statements
The accompanying Financial Statements of the Department of Premier and Cabinet are in agreement with the relevant accounts and records and have been prepared in compliance with Treasurer’s Instructions issued under the provisions of the Financial Management and Audit Act 1990 to present fairly the transactions for the year ending 30 June 2013 and the financial position as at end of the year. At the date of signing, I am not aware of any circumstances which would render the particulars included in the Financial Statements misleading or inaccurate.
Rhys Edwards Secretary
12 August 2013
Department of Premier and Cabinet - Annual Report 2012-13 147
DEPARTMENT OF PREMIER AND CABINET
FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2013
Department of Premier and Cabinet - Annual Report 2012-13 148 Table of contents
Statement of Comprehensive Income 150
Statement of Financial Position 151
Statement of Cash Flows 152
Statement of Changes in Equity 153
Notes to and forming part of the Financial Statements 154
Department of Premier and Cabinet - Annual Report 2012-13 149
Department of Premier and Cabinet Statement of Comprehensive Income for the year ended 30 June 2013
2013 2013 2012 Budget Actual Actual Notes $’000 $’000 $’000 Continuing Operations Revenue and other income from transactions Revenue from Government Appropriation revenue - recurrent 2.8(a), 7.1 68,105 65,675 70,904 Appropriation revenue – works and services 2.8(a), 7.1, 14.3 250 250 250 Appropriation Carried Forward under section 2.8(a), 7.1 673 864 674 8A(2) of the Public Account Act 1986 Revenue from Special Capital Investment Funds 7.2, 14.3 - - 32 Grants 2.8(b), 7.3 - 392 218 Sales of goods and services 2.8(c), 7.4 32,053 31,166 29,538 Other revenue 2.8(d), 7.5 - 5,844 2,655 Total revenue and other income from transactions 101,081 104,191 104,271 Expenses from transactions Employee benefits 2.9(a), 8.1 39,586 41,902 40,462 Superannuation 8.1 4,245 4,430 4,271 Depreciation and amortisation 2.9(b), 8.2 1,422 1,124 1,244 Supplies and consumables 8.3 34,714 38,551 33,258 Grants, subsidies, donations and contributions 2.9(c), 8.4 7,087 5,985 5,540 Finance costs 2.9(d), 8.5 - 13 15 Transfers to Service Tasmania lead agencies 2.9(f) 12,235 11,458 11,450 Other transfer payments 2.9(f), 8.6 300 1,433 2,370 Transfers to the Consolidated Fund - 18 147 Other expenses 2.9(f), 8.7 2,771 940 2,208 Total expenses from transactions 102,360 105,854 100,965
Net result from transactions (net operating balance) (1,279) (1,663) 3,306
Other economic flows included in net result Net gain/(loss) on non-financial assets 2.10(a)&(c), 9.1 - - (1,042)
Net result from continuing operations (1,279) (1,663) 2,264
Net result (1,279) (1,663) 2,264 Other comprehensive income Items that will not be reclassified subsequently to profit or loss Changes in asset revaluation reserve 13.1 - - (5)
Comprehensive result (1,279) (1,663) 2,259
This Statement of Comprehensive Income should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in Note 5.1 of the accompanying notes.
Department of Premier and Cabinet - Annual Report 2012-13 150 Department of Premier and Cabinet Statement of Financial Position as at 30 June 2013 2013 2013 2012 Budget Actual Actual Notes $’000 $’000 $’000 Assets Financial assets Cash and deposits 2.11(a), 14.1 6,879 12,419 15,171 Receivables 2.11(b), 10.1 4,660 5,290 4,419 Non-financial assets Inventories 2.11(c), 10.2 3 1 1 Plant, equipment and leasehold improvements 2.11(d), 10.3 1,883 2,258 2,240 Infrastructure 2.11(d), 10.4 714 515 631 Intangibles 2.11(e), 10.5 1,174 273 512 Other non-financial assets 2.11(f), 10.6 2,957 2,959 2,669 Total assets 18,270 23,715 25,643 Liabilities Financial liabilities Payables 2.12(a), 11.1 2,473 2,488 2,878 Non-financial liabilities Provisions 2.12(c), 11.2 - 660 647 Employee benefits 2.12(d), 11.3 11,182 11,776 10,933 Other liabilities 2.12(f), 11.4 1,499 2,160 2,891 Total liabilities 15,154 17,084 17,349 Net assets 3,116 6,631 8,294
Equity Reserves 13.1 10 5 5 Accumulated funds 3,106 6,626 8,289 Total Equity 3,116 6,631 8,294
This Statement of Financial Position should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in Note 5.2 of the accompanying notes.
Department of Premier and Cabinet - Annual Report 2012-13 151 Department of Premier and Cabinet Statement of Cash Flows for the year ended 30 June 2013 2013 2013 2012 Budget Actual Actual Notes $’000 $’000 $’000 Inflows Inflows Inflows Cash flows from operating activities (Outflows) (Outflows) (Outflows) Cash inflows Appropriation receipts – recurrent 68,105 65,977 72,037 Appropriation receipts – capital 250 250 250 Receipts from non-operational capital funding – Special Capital Investment Funds - - 32 Grants - 389 218 Sales of goods and services 32,114 30,810 29,409 GST receipts 4,772 6,180 6,924 Other cash receipts - 5,752 3,695 Total cash inflows 105,241 109,358 112,565 Cash outflows Employee benefits (43,751) (45,448) (44,212) GST payments (4,772) (6,439) (6,783) Finance costs - - (3) Supplies and consumables (34,723) (39,402) (32,402) Grants and subsidies (7,087) (5,985) (5,540) Transfers to Service Tasmania lead agencies (12,235) (11,458) (11,450) Other transfer payments (300) (1,702) (2,449) Transfers to the Consolidated Fund - (18) (147) Other cash payments (2,771) (1,017) (2,757) Total cash outflows (105,639) (111,469) (105,743)
Net cash from operating activities 14.2 (398) (2,111) 6,822
Cash flows from investing activities Cash outflows Payments for acquisition of non-financial assets (445) (641) (1,702) Total cash outflows (445) (641) (1,702)
Net cash used by investing activities (445) (641) (1,702)
Cash flows from financing activities Cash outflows Repayment of borrowings - - (227) Total cash outflows - - (227) Net cash from (used by) financing activities - - (227)
Net increase (decrease) in cash held and cash equivalents (843) (2,752) 4,893 Cash and cash deposits at the beginning of the reporting period 7,722 15,171 10,278 Cash and cash deposits at the end of the reporting 14.1 period 6,879 12,419 15,171 This Statement of Cash Flows should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in Note 5.3 of the accompanying notes.
Department of Premier and Cabinet - Annual Report 2012-13 152 Department of Premier and Cabinet Statement of Changes in Equity for the year ended 30 June 2013
Reserves Accumulated Total Funds Equity 2013 $’000 $’000 $’000 Balance as at 1 July 2012 5 8,289 8,294
Comprehensive result - (1,663) (1,663)
Balance as at 30 June 2013 5 6,626 6,631
Reserves Accumulated Total Funds Equity 2012 $’000 $’000 $’000 Balance as at 1 July 2011 10 6,025 6,035 Net result - 2,264 2,264 Other comprehensive income (5) - (5) Total comprehensive result 5 8,289 8,294
Balance as at 30 June 2012 5 8,289 8,294
This Statement of Changes in Equity should be read in conjunction with the accompanying notes.
Department of Premier and Cabinet - Annual Report 2012-13 153 Notes to and forming part of the Financial Statements for the year ended 30 June 2013
Contents NOTE 1: Administered Financial Statements ...... 157 1.1 Schedule of Administered Income and Expenses ...... 157 1.2 Schedule of Administered Cash Flows ...... 157 NOTE 2: Significant Accounting Policies ...... 158 2.1 Objectives and Funding ...... 158 2.2 Basis of Accounting ...... 158 2.3 Reporting Entity ...... 159 2.4 Functional and Presentation Currency ...... 159 2.5 Changes in Accounting Policies ...... 159 2.6 Administered Transactions and Balances ...... 161 2.7 Activities Undertaken Under a Trustee or Agency Relationship ...... 161 2.8 Income from transactions ...... 161 2.9 Expenses from transactions ...... 162 2.10 Other economic flows included in net result ...... 163 2.11 Assets ...... 164 2.12 Liabilities ...... 165 2.13 Leases ...... 166 2.15 Judgements and Assumptions ...... 167 2.16 Foreign Currency ...... 167 2.17 Budget Information ...... 167 2.18 Rounding ...... 167 2.19 Departmental Taxation ...... 167 2.20 Goods and Services Tax ...... 167 NOTE 3: Departmental Output Schedules ...... 168 3.1 Output Group Information ...... 168 3.2 Reconciliation of Total Output Groups Net Result to Statement of Comprehensive Income ..... 177 3.3 Reconciliation of Total Output Groups Net Assets to Statement of Financial Position ...... 177 3.4 Administered Output Schedule ...... 177 3.5 Reconciliation of Total Administered Output Groups Comprehensive Result to Administered Changes in Equity ...... 178 NOTE 4: Expenditure under Australian Government Funding Arrangements ...... 178 NOTE 5: Explanations of Material Variances between Budget and Actual Outcomes ...... 179 5.1 Statement of Comprehensive Income ...... 179
Department of Premier and Cabinet - Annual Report 2012-13 154 5.2 Statement of Financial Position ...... 180 5.3 Statement of Cash Flows ...... 181 NOTE 6: Events Occurring After Balance Date ...... 182 NOTE 7: Income from transactions ...... 182 7.1 Revenue from Government ...... 182 7.2 Revenue from Special Capital Investment Funds...... 182 7.3 Grants ...... 183 7.4 Sales of goods and services...... 183 7.5 Other revenue ...... 184 NOTE 8: Expenses from transactions ...... 184 8.1 Employee benefits ...... 184 8.2 Depreciation and amortisation ...... 185 8.3 Supplies and consumables ...... 185 8.4 Grants, subsidies, donations and contributions ...... 186 8.5 Finance costs ...... 188 8.6 Other transfer payments ...... 188 8.7 Other expenses ...... 188 NOTE 9: Other economic flows included in net result ...... 188 9.1 Net gain/(loss) on non-financial assets ...... 188 NOTE 10: Assets ...... 189 10.1 Receivables ...... 189 10.2 Inventories ...... 189 10.3 Plant, equipment and leasehold improvements ...... 190 10.4 Infrastructure ...... 191 10.5 Intangibles ...... 191 10.6 Other non-financial assets...... 192 NOTE 11: Liabilities ...... 192 11.1 Payables ...... 192 11.2 Provisions ...... 193 11.3 Employee benefits ...... 193 11.4 Other liabilities ...... 194 NOTE 12: Commitments and Contingencies ...... 195 12.1 Schedule of commitments ...... 195 12.2 Contingent assets and liabilities ...... 196 NOTE 13: Reserves ...... 197 13.1 Reserves ...... 197 NOTE 14: Cash Flow Reconciliation ...... 198 14.1 Cash and deposits ...... 198
Department of Premier and Cabinet - Annual Report 2012-13 155 14.2 Reconciliation of Net Result to Net Cash from Operating Activities...... 198 14.3 Acquittal of Capital Investment and Special Capital Investment Funds ...... 199 14.4 Financing facilities ...... 199 NOTE 15: Financial Instruments ...... 200 15.1 Risk exposures ...... 200 15.2 Categories of financial assets and liabilities ...... 202 15.3 Comparison between carrying amount and net fair value of financial assets and liabilities ...... 202 NOTE 16: Notes to Administered Statements ...... 203 16.1 Explanations of material variances between budget and actual outcomes ...... 203 16.2 Administered revenue from Government ...... 203 16.3 Transfer to Tasmanian Community Fund...... 203 NOTE 17: Transactions and Balances Relating to a Trustee or Agency Arrangement ...... 203
Department of Premier and Cabinet - Annual Report 2012-13 156 NOTE 1 Administered Financial Statements
1.1 Schedule of Administered Income and Expenses 2013 2013 2012 Budget Actual Actual Notes $’000 $’000 $’000 Administered revenue and other income from transactions Revenue from Government Appropriation revenue – Reserved by Law 2.8(a), 16.2 5,960 5,913 5,735 Total administered revenue and other income from transactions 5.960 5,913 5,735
Administered expenses from transactions Transfer to Tasmanian Community Fund 2.9(f), 16.3 5,960 5,913 5,735 Total administered expenses from transactions 5,960 5,913 5,735 Administered net result from transactions attributable to - - - the State Administered net result - - - Administered Comprehensive Result - - -
This Schedule of Administered Income and Expenses should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in Note 16.1 of the accompanying notes. The Department does not have any Administered Assets or Liabilities.
1.2 Schedule of Administered Cash Flows 2013 2013 2012 Budget Actual Actual Notes $’000 $’000 $’000 Inflows Inflows Inflows Administered cash flows from operating activities (Outflows) (Outflows) (Outflows) Administered cash inflows Appropriation receipts – Reserved by Law 16.2 5,960 5,913 5,735 Total administered cash inflows 5,960 5,913 5,735
Administered cash outflows Tasmanian Community Fund 16.3 (5,960) (5,913) (5,735) Total administered cash outflows (5,960) (5,913) (5,735)
Administered net cash from (used by) operating activities - - -
This Schedule of Administered Cash Flows should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in Note 16.1 of the accompanying notes.
Department of Premier and Cabinet - Annual Report 2012-13 157 NOTE 2 Significant Accounting Policies
2.1 Objectives and Funding The Department of Premier and Cabinet (the Department) provides a broad range of services to Cabinet, other Members of Parliament, Government agencies and the community. The Department works closely with the public sector, the community, local government, the Australian Government and other state and territory governments. The Department is a central agency of the Tasmanian Government. The Ministers whom the Department supports as of 30 June 2013 are the Premier, the Minister for Local Government, the Minister for Veterans’ Affairs, the Minister for Children, the Minister for Aboriginal Affairs, the Minister for Community Development and the Minister for Climate Change. The Department also provided administrative support to the Local Government Board, Tasmanian Together Progress Board and the Tasmanian Climate Change Office. The Department has an important role in whole-of-government policy co-ordination, issues management, inter-governmental relations, information technology and telecommunications, public sector management, and coordination of government services through Service Tasmania. The Department delivers a range of outputs to support the activities of other public sector organisations. These services encompass project management, information resource management, inter-agency human resource management issues and across government telecommunication and computing services. Department activities contributing toward these outcomes are classified as either controlled or administered. Controlled activities involve the use of assets, liabilities, revenues and expenses controlled or incurred by the Department in its own right. Administered activities involve the management or oversight by the Department on behalf of the Government of items controlled or incurred by the Government. The Department is funded by a mixture of Parliamentary appropriations and retained revenues. It provides the following services on a fee-for-service basis: training services; legislation drafting; and telecommunications and computing services. The Financial Statements encompasses all funds through which the Department controls resources to carry out its functions. In the process of preparing accrual based reports for the Department as a single entity, all material intra-entity transactions and balances have been eliminated. 2.2 Basis of Accounting The Financial statements are a general purpose financial report and have been prepared in accordance with: Australian Accounting Standards and interpretations issued by the Australian Accounting Standards Board; and The Treasurer’s Instructions issued under the provisions of the Financial Management and Audit Act 1990. The Financial Statements were signed by the Secretary on 12 August 2013.
Department of Premier and Cabinet - Annual Report 2012-13 158 Compliance with the Australian Accounting Standards (AAS) may not result in compliance with International Financial Reporting Standards (IFRS), as the AAS includes requirements and options available to not-for-profit organisations that are inconsistent with IFRS. The Department is considered to be not-for-profit and has adopted some accounting policies under AAS that do not comply with IFRS. The Financial Statements have been prepared on an accrual basis and, except where stated, are in accordance with the historical cost convention. The accounting policies are generally consistent with the previous year except for those changes outlined in Note 2.5. The Financial Statements have been prepared on the basis that the Department is a going concern. The continued existence of the Department in its present form, undertaking its current activities, is dependent on Government policy and on continuing appropriations by Parliament for the Department’s administration and activities. 2.3 Reporting Entity The Financial Statements include all the controlled activities of the Department. The Financial Statements consolidate material transactions and balances of the Department and entities included in its output groups. Material transactions and balances between the Department and such entities have been eliminated. 2.4 Functional and Presentation Currency These Financial Statements are presented in Australian dollars, which is the Department’s functional currency. 2.5 Changes in Accounting Policies a) Impact of new and revised Accounting Standards In the current year, the Department has adopted all of the new and revised AAS and interpretations issued by the Australian Accounting Standards Board (AASB) that are relevant to its operations and effective for the current annual reporting period. These include: AASB 2010-6 Amendments to Australian Accounting Standards – Disclosures on Transfers of Financial Assets [AASBs 1 & 7] – This Standard introduces additional disclosure relating to transfers of financial assets in AASB 7. An entity shall disclose all transferred financial assets that are not derecognised and any continuing involvement in a transferred asset, existing at the reporting date, irrespective of when the related transfer transaction occurred. There is no financial impact. AASB 2011-1 Amendments to Australian Accounting Standards arising from the Trans-Tasman Convergence Project [AASBs 1, 5, 101, 107,108, 121, 128, 132 & 134 and Interpretations 2, 112 & 113] – this Standard, in conjunction with AASB 1054, removes disclosure requirements from other Standards and incorporates them in a single Standards to achieve convergence between Australian and New Zealand Accounting Standards. There is no financial impact. AASB 2011-9 Amendments to Australian Accounting Standards – Presentation of Items Other Comprehensive Income [AASB 1, 5, 7, 101, 112, 120, 121, 132, 133, 134, 1039 & 1049] – This Standard requires to group items presented in other comprehensive income on the basis of whether they are potentially reclassifiable to profit or loss subsequently (reclassification adjustments). There is no financial impact. AASB 2012-6 Amendments to Australian Accounting Standards – Mandatory Effective Date of AASB 9 and Transition Disclosures [AASB 9, AASB 2009-11, AASB 2010-7, AASB 2011-7 & AASB 2011-8] – This Standard amends the mandatory effective date of AASB 9 Financial Instruments so that AASB 9 is required to be applied for annual reporting periods beginning on or after 1 January 2015 instead of 1 January 2013. There is no financial impact.
Department of Premier and Cabinet - Annual Report 2012-13 159 b) Impact of new and revised Accounting Standards yet to be applied The following applicable new standards have been issued by the AASB and are yet to be applied: AASB 9 Financial Instruments – This Standard supersedes AASB 139 Financial Instruments: recognition and Measurement, introducing a number of changes to accounting treatments. The Standard was reissued in December 2010. The Standard was issued in August 2011 but is not yet available for application by not-for-profit entities. The Department has not yet determined the potential financial impact. AASB 13 Fair Value Measurement – This Standard defines fair value, sets out a framework for measuring fair value and requires disclosures about fair value measurements. AASB 13 Fair Value Measurement sets out a new definition of 'fair value' as well as new principles to be applied when determining the fair value of assets and liabilities. The new requirements will apply to all of the Department's assets and liabilities (excluding leases), that are measured and/or disclosed at fair value or another measurement based on fair value. The Department has commenced reviewing its fair value methodologies (including instructions to valuers, data used and assumptions made) for all items of property, plant and equipment measured at fair value to determine whether those methodologies comply with AASB 13. To the extent that the methodologies don't comply, changes will be necessary. While the Department is yet to complete this review, no substantial changes are anticipated, based on the fair value methodologies presently used. Therefore, at this stage, no consequential material impacts are expected for the Department's property, plant and equipment as from 2013-14. AASB 13 will require an increased amount of information to be disclosed in relation to fair value measurements for both assets and liabilities. To the extent that any fair value measurement for an asset or liability uses data that is not 'observable' outside the Department, the amount of information to be disclosed will be relatively greater. AASB 119 Employee Benefits – This Standard supersedes AASB 119 Employee Benefits, introducing a number of changes to accounting treatments. The Standard was issued in September 2012. The Department has determined that the potential impact of application will be the measurement of annual leave as a long term employee benefit. Disclosing annual leave as a long term benefit will have an impact. The impact is expected to be immaterial. AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010) [AASBs 1, 3, 4, 5, 7, 101, 102, 108,112, 118, 120, 121, 127, 128, 131, 132, 136, 137, 139, 1023 & 1038 and Interpretations 2, 5, 10, 12, 19, & 127] – This Standard makes consequential amendments to other Australian Accounting Standards and Interpretations as a result of issuing AASB 2010-7 in December 2010. It is not anticipated that there will be any financial impact. AASB 2011-8 Amendments to Australian Accounting Standards arising from AASB 13 [AASB 1, 2, 3, 4, 5, 7, 101, 116, 117, 118, 119, 120, 121, 131, 132, 133, 134, 136, 138, 139, 140, 141, 1004, 1023 & 1038 and Interpretations 2, 4, 12, 13, 14, 17, 19, 131 & 132] – This Standard replaces the existing definition and fair value guidance in other Australian Accounting Standards and Interpretations as the result of issuing AASB 13 in September 2011. It is anticipated that there will not be any financial impact. AASB 2011-10 Amendments to Australian Accounting Standards arising from AASB 119 (September 2011) [AASB1, 8, 101, 124, 134, 1049, & 2011-8 and Interpretation 14] – This Standard makes amendments to other Australian Accounting Standards and Interpretations as a result of issuing AASB 119 in September 2011. It is anticipated that there will be limited financial impact.
Department of Premier and Cabinet - Annual Report 2012-13 160 AASB 2012-2 Amendments to Australian Accounting Standards - Disclosures – Offsetting Financial Assets and Financial Liabilities [AASB 7 & AASB 132] – This Standard amends the required disclosures in AASB 7 to include information that will enable users of an entity’s financial statements to evaluate the effect or potential effect of netting arrangements, including rights of set-off associated with the entity’s recognised financial assets and recognised financial liabilities, on the entity’s financial position. It is anticipated that there will not be any financial impact. AASB 2012-5 Amendments to Australian Accounting Standards arising from Annual Improvements 2009-2011 Cycle [AASB 1, AASB 101, AASB 116, AASB 132 & AASB 134 and Interpretation 2] – This Standard makes amendments to the Australian Accounting Standards and Interpretations as a consequence of the annual improvements process. It is anticipated that there will not be any financial impact. AASB 2012-10 Amendments to Australian Accounting Standards - Transition Guidance and Other Amendments [AASB 1, 5, 7, 8, 10, 11, 12, 13, 101, 108, 112, 118, 119, 127, 128, 132, 133, 134, 137, 1023, 1038, 1039, 1049 & 2011-7 and Interpretation 12] – This Standard makes amendments to AASB 2012-10 and related Standards to revise the transition guidance relevant to the initial application of those Standards, and to clarify the circumstances in which adjustments to an entity’s previous accounting for its involvement with other entities are required and the timing of such adjustments. The Standard was issued in December 2012. The application or the potential impact of the Standard has not yet been determined. 2.6 Administered Transactions and Balances The Department administers, but does not control, certain resources on behalf of the Government as a whole. It is accountable for the transactions involving such administered resources, but does not have the discretion to deploy resources for the achievement of the Department’s objectives. Administered assets, liabilities, expenses and revenues are disclosed in Note 1 to the Financial Statements. 2.7 Activities Undertaken Under a Trustee or Agency Relationship Transactions relating to activities undertaken by the Department in a trust or fiduciary (agency) capacity do not form part of the Department’s activities. Trustee and agency arrangements, and transactions/balances relating to those activities, are neither controlled nor administered. Fees, commissions earned and expenses incurred in the course of rendering services as a trustee or through an agency arrangement are recognised as controlled transactions. The Department holds monies in a trustee capacity on behalf of the Jim Bacon Foundation, the Tasmanian Early Years Foundation and the Tasmanian Community Fund. As the Department performs only a custodial role in respect of these monies, and because the monies cannot be used for achievement of the Department’s objectives, transactions and balances relating to a trustee arrangement are not recognised as departmental revenues, expenses, assets or liabilities in these Financial Statements. A summary of transactions is provided in Note 17. 2.8 Income from transactions Income is recognised in the Statement of Comprehensive Income when an increase in future economic benefits related to an increase in an asset or a decrease of a liability has arisen that can be measured reliably. All income is operating related. a) Revenue from Government Appropriations, whether recurrent or capital, are recognised as revenues in the period in which the Department gains control of the appropriated funds. Except for any amounts identified as carried forward in Note 7.1 and 16.2, control arises in the period of appropriation.
Department of Premier and Cabinet - Annual Report 2012-13 161 b) Grants Grants payable by the Australian Government are recognised as revenue when the Department gains control of the underlying assets. Where grants are reciprocal, revenue is recognised as performance occurs under the grant. Non-reciprocal grants are recognised as revenue when the grant is received or receivable. Conditional grants may be reciprocal or non-reciprocal depending on the terms of the grant.
c) Sales of goods and services Amounts earned in exchange for the provision of goods are recognised when the significant risks and rewards of ownership have been transferred to the buyer. Revenue from the provision of services is recognised in proportion to the stage of completion of the transaction at the reporting date. The stage of completion is assessed by reference to surveys of work performed. d) Other revenue Revenue from charges for services provided and other recoveries and transfers is recognised when an increase in future economic benefit relating to an increase in an asset or a decrease in a liability has arisen and can be reliably measured. 2.9 Expenses from transactions Expenses are recognised in the Statement of Comprehensive Income when a decrease in future economic benefits related to a decrease in an asset or an increase of a liability has arisen that can be measured reliably. a) Employee benefits Employee benefits include, where applicable, entitlements to wages and salaries, recreation leave, personal leave, long service leave, superannuation and other post-employment benefits. b) Depreciation and amortisation All applicable non-financial assets having a limited useful life are systematically depreciated over their useful lives in a manner that reflects the consumption of their service potential. Depreciation is provided for on a straight line basis, using rates which are reviewed annually. Major depreciation periods are: Computing equipment - 3-5 years Office plant and equipment - 5 years Leasehold improvements - 10 years Infrastructure -10 years Heritage assets are not depreciated. All intangible assets having a limited useful life are systematically amortised over their useful lives reflecting the pattern in which the asset’s future economic benefits are expected to be consumed by the Department. Intangibles (software) are amortised over 3 years.
Department of Premier and Cabinet - Annual Report 2012-13 162 c) Grants, subsidies, donations and contributions Grants and subsidies expenditure is recognised to the extent that: the services required to be performed by the grantee have been performed; or the grant eligibility criteria have been satisfied. Donations and contributions are assessed individually to provide support to communities nationally, state wide and locally. A liability is recorded when the Department has a binding agreement to make the grant but services have not been performed or criteria satisfied. Where grant monies are paid in advance of performance or eligibility, a prepayment is recognised.
d) Finance costs All finance costs are expensed as incurred using the effective interest method. Finance costs include: interest on bank overdrafts and short term and long term borrowings; unwinding of discounted provisions; amortisation of discounts or premiums related to borrowings; amortisation of ancillary costs incurred in connection with the arrangement of borrowings; and finance lease charges. e) Contributions provided Contributions provided free of charge by the Department to another entity are recognised as an expense when fair value can be reliably determined. f) Other expenses Expenses from acquisition of supplies and services are recognised when the obligation to pay can be reliably measured, usually at the time of supply of such supplies and services. Transfers to Service Tasmania lead agencies relate to recoveries by lead agencies (Department of Education and Department of Primary Industries, Parks, Water and Environment) for delivery of services to Service Tasmania. Other transfer payments relate to transfers of funding to other agencies, foundations and other Government entities. 2.10 Other economic flows included in net result a) Gain (Loss) from the Sale of Non-financial Assets Gains or losses from the sale of non-financial assets are recognised when control of the asset has passed to the buyer. b) Impairment – Financial Assets Financial assets are assessed at each reporting date to determine whether there is any objective evidence that there are any financial assets that are impaired. A financial asset is considered to be impaired if objective evidence indicates that one or more events have had a negative effect on the estimated future cash flows of that asset. An impairment loss, in respect of a financial asset measured at amortised cost, is calculated as the difference between its carrying amount, and the present value of the estimated future cash flows discounted at the original effective interest rate. All impairment losses are recognised in the Statement of Comprehensive Income.
Department of Premier and Cabinet - Annual Report 2012-13 163 An impairment loss is reversed if the reversal can be related objectively to an event occurring after the impairment loss was recognised. For financial assets measured at amortised cost, the reversal is recognised in profit or loss. c) Impairment – Non Financial Assets All non-financial assets are assessed to determine whether any impairment exists. Impairment exists when the recoverable amount of an asset is less than its carrying amount. Recoverable amount is the higher of fair value less costs to sell and value in use. The Department’s assets are not used for the purpose of generating cash flows; therefore value in use is based on depreciated replacement cost where the asset would be replaced if deprived of it. All impairment losses are recognised in the Statement of Comprehensive Income. Impairment losses recognised in prior periods are assessed at each reporting date for any indications that the loss has decreased or no longer exists. An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been determined, net of depreciation or amortisation, if no impairment loss had been recognised. d) Other gains/(losses) from other economic flows Other gains/(losses) from other economic flows include gains or losses from reclassifications of amounts from reserves and/or accumulated surplus to net result, and from the revaluation of the present values of the long service leave liability due to changes in the bond interest rate. 2.11 Assets Assets are recognised in the Statement of Financial Position when it is probable that the future economic benefits will flow to the Department and the asset has a cost or value that can be measured reliably. a) Cash and deposits Cash means notes, coins, any deposits held at call with a bank or financial institution, as well as funds held in the Special Deposits and Trust Fund. Deposits are recognised at amortised cost, being their face value. b) Receivables Receivables are recognised at amortised cost, less any impairment losses. However, due to the short settlement period, receivables are not discounted back to their present value. c) Inventories Inventories held for distribution are valued at cost adjusted, when applicable, for any loss of service potential. Inventories acquired for no cost or nominal consideration are valued at current replacement cost. Inventories are measured at the lower of cost and current replacement cost. d) Plant, equipment, leasehold improvements and infrastructure (i) Valuation basis Heritage assets are recorded at fair value. All other non-current physical assets, including work in progress, are recorded at historical cost less accumulated depreciation and accumulated impairment losses.
Department of Premier and Cabinet - Annual Report 2012-13 164 Cost includes expenditure that is directly attributable to the acquisition of the asset. The costs of self-constructed assets includes the cost of materials and direct labour, any other costs directly attributable to bringing the asset to a working condition for its intended use, and the costs of dismantling and removing the items and restoring the site on which they are located. Purchased software that is integral to the functionality of the related equipment is capitalised as part of that equipment. When parts of an item of plant, equipment and leasehold improvements have different useful lives, they are accounted for as separate items (major components) of plant and equipment. (ii) Subsequent costs The cost of replacing part of an item of plant, equipment and any leasehold improvement is recognised in the carrying amount of the item if it is probable that the future economic benefits embodied within the part will flow to the Department and its costs can be measured reliably. The carrying amount of the replaced part is derecognised. The costs of day-to-day servicing of plant, equipment and leasehold improvements are recognised in profit or loss as incurred. (iii) Asset recognition threshold The asset capitalisation threshold adopted by the Department for all classes of assets is $10,000, with the exception of assets held by TMD. For business purposes TMD has adopted a recognition threshold of $1,000. Items purchased that are valued at less than the asset capitalisation threshold of their class of asset are charged to the Statement of Comprehensive Income in the year of purchase (other than where they form part of a group of similar items which are material in total). (iv) Revaluations The Department’s heritage assets (furniture) are revalued on a three yearly basis. They were revalued by Gowans Auctions (Auctioneers and Valuers) in June 2012. Heritage assets are reported at fair value. Details of the revaluation are in Note 10.3. e) Intangibles An intangible asset is recognised where: it is probable that an expected future benefit attributable to the asset will flow to the Department; and the cost of the asset can be reliably measured. Intangible assets held by the Department are valued at fair value less any subsequent accumulated amortisation and any subsequent accumulated impairment losses where an active market exists. Where no active market exists, intangibles are valued at cost less any accumulated amortisation and any accumulated impairment losses. Intangible assets for the Department are not revalued due to software having a limited useful life. f) Other non-financial assets Prepayments are recognised when they occur and are measured at the nominal amount. Lease make- good is recognised at amortised cost. 2.12 Liabilities Liabilities are recognised in the Statement of Financial Position when it is probable that an outflow of resources embodying economic benefits will result from the settlement of a present obligation and the amount at which the settlement will take place can be measured reliably. a) Payables Payables, including goods received and services incurred but not yet invoiced, are recognised at amortised cost, which due to the short settlement period, equates to face value, when the Department becomes obliged to make future payments as a result of a purchase of assets or services.
Department of Premier and Cabinet - Annual Report 2012-13 165 b) Interest bearing liabilities Bank loans and other loans are initially measured at fair value, net of transaction costs. Bank loans and other loans are subsequently measured at amortised cost using the effective interest rate method, with interest expense recognised on an effective yield basis. The effective interest rate method is a method of calculating the amortised cost of a financial liability and allocating interest expense over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash payments through the expected life of the financial liability, or where appropriate, a shorter period. c) Provisions A provision arises if, as a result of a past event, the Department has a present legal or constructive obligation that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation. Provisions are determined by discounting the expected future cash flows at a rate that reflects current market assessments of the time value of money and the risks specific to the liability. Any right to reimbursement relating to some or all of the provision is recognised as an asset when it is virtually certain that the reimbursement will be received. d) Employee benefits Liabilities for wages and salaries and recreation leave are recognised when the employee becomes entitled to receive a benefit. Those liabilities expected to be realised within 12 months are measured as the amount expected to be paid. Other employee entitlements are measured as the present value of the benefit at 30 June 2013, where the impact of discounting is material, and at the amount expected to be paid if discounting is not material. A liability for long service leave is recognised, and is measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date. e) Superannuation (i) Defined contributions plans A defined contribution plan is a post-employment benefit plan under which an entity pays fixed contributions into a separate entity and will have no legal or constructive obligation to pay further amounts. Obligations for contributions to defined contribution plans are recognised as an expense when they fall due. (ii) Defined benefit plans A defined benefit plan is a post-employment benefit plan other than a defined contribution plan. The Department does not recognise a superannuation liability for the accruing superannuation benefits of employees. This liability is held centrally and is recognised within the Finance-General Division of the Department of Treasury and Finance. f) Other liabilities Other liabilities are recognised in the Statement of Financial Position when it is probable that the outflow of resources embodying economic benefits will result from the settlement of a present obligation and the amount at which the settlement will take place can be measured reliably. Other liabilities consist of employee benefits on costs, revenue received in advance, appropriation carried forward from current year under Section 8A(2) carry forward in the Public Account Act 1986 and a lease incentive liability. 2.13 Leases The Department has entered into a number of operating lease agreements for buildings and office equipment, where the lessors effectively retain all the risks and benefits incidental to ownership of the items leased. Equal instalments of lease payments are charged to the Statement of Comprehensive
Department of Premier and Cabinet - Annual Report 2012-13 166 Income over the lease term, as this is representative of the pattern of benefits to be derived from the leased property. The Department is prohibited by Treasurer’s Instruction 502 Leases from holding finance leases. 2.15 Judgements and Assumptions In the application of Australian Accounting Standards, the Department is required to make judgements, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimates are revised if the revisions affect only that period, or in the period of the revisions and future periods if the revisions affect both current and future periods. Judgements made by the Department that have significant effects on the Financial Statements are disclosed in the relevant notes to the Financial Statements. These judgements include: Impairment (refer Notes 2.10(b) & 2.10(c)); Asset revaluations (refer Note 2.11(c) & (d) and 10.3); Provision for impairment (refer note 2.12 (c)); and Provisions for Employee benefits (refer notes 2.12(d) and 11.3). The Department has made no assumptions concerning the future that may cause a material adjustment to the carrying amounts of assets and liabilities within the next reporting period. 2.16 Foreign Currency Transactions denominated in a foreign currency are converted at the exchange rate at the date of the transaction. Foreign currency receivables and payables are translated at the exchange rates current as at balance date. 2.17 Budget Information Budget information refers to original estimates as disclosed in the 2012-13 Budget Papers and is not subject to audit. 2.18 Rounding All amounts in the Financial Statements have been rounded to the nearest thousand dollars unless otherwise stated. Where the result of expressing amounts to the nearest thousand dollars would result in an amount of zero, the financial statement will contain a note expressing the amount to the nearest whole dollar. 2.19 Departmental Taxation The Department is exempt from all forms of taxation except Fringe Benefits Tax, Payroll Tax and the Goods and Services Tax (GST). 2.20 Goods and Services Tax Revenue, expenses and assets are recognised net of the amount of Goods and Services Tax, except where the GST incurred is not recoverable from the Australian Taxation Office (ATO). Receivables and payables are stated inclusive of GST. The net amount recoverable or payable to the ATO is recognised as an asset or liability within the Statement of Financial Position. In the Statement of Cash Flows, the GST component of cash flows arising from operating, investing or financing activities which is recoverable from, or payable to, the ATO is, in accordance with the AAS, classified as operating cash flows.
Department of Premier and Cabinet - Annual Report 2012-13 167 NOTE 3 Departmental Output Schedules
3.1 Output Group Information Comparative information has not been restated for external administrative restructures. Budget information refers to original estimates and has not been subject to audit. (I) MINISTERIAL AND PARLIAMENTARY SUPPORT OUTPUT GROUP Output Group 1 – Support For Members of Parliament 2013 2013 2012 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 19,655 19,074 19,762 Sales of goods and services - - 1 Other revenue - 271 1,012 Total revenue and other income from transactions 19,655 19,345 20,775 Expenses from transactions Employee benefits Salaries and wages 11,254 13,094 13,188 Other employee related expenses 375 51 49 Superannuation 1,169 1,236 1,208 Depreciation and amortisation 17 59 59 Grants, subsidies, donations and contributions - 1 - Finance costs - 5 5 Supplies and consumables Advertising and promotion - 19 14 Communications 417 484 430 Consultants 177 21 27 Information technology 212 137 148 Maintenance - 20 25 Operating lease costs 162 557 475 Property services 3,216 2,651 2,759 Travel and transport 1,535 823 485 Other supplies and consumables 285 464 796 Other transfer payments - - 8 Other expenses 837 257 733 Total expenses from transactions 19,656 19,879 20,409 Net result from transactions (net operating balance) (1) (534) 366 Net Result (1) (534) 366 Other economic flows-other non-owner changes in equity Changes in asset revaluation reserve - - (5)
Comprehensive result (1) (534) 361
Expense by output 1.1 Support for Ministers 15,379 15,309 15,684 1.2 Support for other Members of Parliament 4,277 4,570 4,725
Total 19,656 19,879 20,409
Net assets Total assets deployed for Output Group 1 387 569 Total liabilities incurred for Output Group 1 (3,750) (3,400)
Net assets deployed for Output Group 1 (3,363) (2,831)
Department of Premier and Cabinet - Annual Report 2012-13 168 (II) DEPARTMENTAL OUTPUT GROUPS Output Group 1 – Support for Executive Decision Making 2013 2013 2012 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 12,320 11,818 10,020 Section 8A(2) carry forward revenue 50 6 285 Sales of goods and services (3) - 663 Other Revenue - 516 -
Total revenue and other income from transactions 12,367 12,340 10,968 Expenses from transactions Employee benefits Salaries and wages 4,628 4,907 4,538 Other employee related expenses 247 116 83 Superannuation 574 595 536 Depreciation and amortisation 25 94 55 Grants, subsidies, donations and contributions 5,116 3,204 2,792 Finance costs - 3 2 Supplies and consumables Advertising and promotion 42 42 24 Board members’ fees - 107 75 Communications 70 141 127 Consultants 130 332 351 Information technology 112 465 174 Maintenance - 10 14 Operating lease costs - 88 83 Property services 530 620 595 Travel and transport 261 128 122 Other supplies and consumables 294 928 712 Other transfer payments - 173 427 Transfers to the Consolidated Fund - 9 17 Other expenses 334 103 273 Total expenses from transactions 12,363 12,065 11,000 Net result from transactions (net operating balance) 4 275 (32) Net Result 4 275 (32) Comprehensive result 4 275 (32)
Expense by output 1.1 Strategic Policy and Advice 4,583 4,534 4,265 1.2 Climate Change 1,631 1,682 3,003 1.3 Social Inclusion 6,149 5,849 3,732 Total 12,363 12,065 11,000
Net assets Total assets deployed for Output Group 1 1,131 448 Total liabilities incurred for Output Group 1 (1,921) (1,400)
Net assets deployed for Output Group 1 (790) (952)
Department of Premier and Cabinet - Annual Report 2012-13 169 Output Group 2 – Government Processes and Services 2013 2013 2012 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 9,751 9,638 12,158 Section 8A(2) carry forward revenue - 500 - Grants Revenue - 117 121 Sales of goods and services 477 408 546 Other revenue - 308 750
Total revenue and other income from transactions 10,228 10,971 13,575 Expenses from transactions Employee benefits Salaries and wages 5,337 6,303 5,338 Other employee related expenses 505 108 87 Superannuation 664 673 636 Depreciation and amortisation 50 63 48 Grants, subsidies, donations and contributions 510 721 721 Finance costs - 3 4 Supplies and consumables Advertising and promotion 128 134 104 Board members’ fees - - 229 Communications 132 131 147 Consultants 206 185 993 Information technology 532 428 539 Maintenance - 4 11 Operating lease costs - 96 95 Property services 435 632 685 Travel and transport 156 86 122 Other supplies and consumables 906 905 1,046 Other transfer payments 300 339 521 Transfers to the Consolidated Fund - 2 123 Other expenses 416 118 261
Total expenses from transactions 10,277 10,931 11,710
Net result from transactions (net operating balance) (49) 40 1,865
Net Result (49) 40 1,865
Comprehensive result (49) 40 1,865
Expense by output 2.1 Management of Executive Government Processes 5,412 6,546 5,684 2.2 Principal and Subordinate Legislation 3,063 3,035 2,902 2.3 Tasmanian Government Courier 620 599 628 2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor 1,182 751 694 2.5 Electricity Industry Review Panel - - 1,802
Total 10,277 10,931 11,710
Net assets Total assets deployed for Output Group 2 6,022 5,707 Total liabilities incurred for Output Group 2 (2,506) (2,749)
Net assets deployed for Output Group 2 3,516 2,958
Department of Premier and Cabinet - Annual Report 2012-13 170 Output Group 3 – Electronic Services for Government Agencies and the Community 2013 2013 2012 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 12,899 12,083 14,572 Sales of goods and services 30,205 29,184 27,947 Other revenue - 141 181
Total revenue and other income from transactions 43,104 41,408 42,700 Expenses from transactions Employee benefits Salaries and wages 8,512 8,916 8,380 Other employee related expenses 521 127 84 Superannuation 885 954 875 Depreciation and amortisation 1,318 860 1,028 Grants, subsidies, donations and contributions 250 - 350 Finance costs - 1 2 Supplies and consumables Advertising and promotion 5 6 28 Board members’ fees - 7 7 Communications 15,092 14,910 13,957 Consultants 635 280 667 Information technology 2,346 2,029 1,712 Maintenance - 17 22 Operating lease costs - 89 84 Property services 1,045 971 1,319 Travel and transport 185 144 96 Other supplies and consumables 477 2,361 710 Transfers to Service Tasmania lead agencies 11,985 11,208 11,200 Other transfer payments - 46 32 Other expenses 648 184 459 Total expenses from transactions 43,904 43,110 41,012 Net result from transactions (net operating balance) (800) (1,702) 1,688
Other economic flows included in net result Net gain/loss on non-financial assets - - (1,042)
Total other economic flows included in net result - - (1,042)
Net Result (800) (1,702) 646
Comprehensive result (800) (1,702) 646
Expense by output 3.1 ICT Policy Development and Implementation 1,254 1,288 1,667 3.2 Management and Ongoing Development of Service Tasmania 13,384 12,907 12,647 3.3 Delivery of ICT Services 29,266 28,915 26,698
Total 43,904 43,110 41,012 Net assets Total assets deployed for Output Group 3 13,960 16,865 Total liabilities incurred for Output Group 3 (6,016) (6,514)
Net assets deployed for Output Group 3 7,944 10,351
Department of Premier and Cabinet - Annual Report 2012-13 171 Output Group 4 – State Service Management 2013 2013 2012 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 3,525 2,922 3,984 Section 8A(2) carry forward revenue 623 358 - Sales of goods and services 1,369 1,528 1,044 Other revenue - 3 20
Total revenue and other income from transactions 5,517 4,811 5,048 Expenses from transactions Employee benefits Salaries and wages 2,987 2,305 3,040 Other employee related expenses 81 42 112 Superannuation 346 267 360 Depreciation and amortisation 10 14 16 Grants, subsidies, donations and contributions - - 40 Finance costs - 1 1 Supplies and consumables Advertising and promotion 38 15 16 Communications 53 32 37 Consultants 254 8 67 Information technology 98 191 104 Maintenance - 2 5 Operating lease costs - 35 34 Property services 362 353 242 Travel and transport 84 49 35 Other supplies and consumables 1,008 1,284 712 Other transfer payments - 100 316 Other expenses 184 83 156
Total expenses from transactions 5,505 4,781 5,293
Net result from transactions (net operating balance) 12 30 (245)
Net Result 12 30 (245)
Comprehensive result 12 30 (245)
Expense by output 4.1 State Service Employment and Management 4,544 4,497 4,249 4.2 Support for the State Service Commissioner 961 284 1,044
Total 5,505 4,781 5,293
Net assets Total assets deployed for Output Group 4 1,129 1,362 Total liabilities incurred for Output Group 4 (976) (1,743)
Net assets deployed for Output Group 4 153 (381)
Department of Premier and Cabinet - Annual Report 2012-13 172 Output Group 5 – Tasmania Together Progress Board 2013 2013 2012 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 923 903 973
Total revenue and other income from transactions 923 903 973 Expenses from transactions Employee benefits Salaries and wages 462 350 447 Other employee related expenses 4 13 6 Superannuation 55 49 64 Depreciation and amortisation - 10 4 Supplies and consumables Advertising and promotion 115 24 58 Board members’ fees - 83 154 Communications 14 9 12 Consultants 24 6 25 Information technology 16 60 21 Maintenance - 1 1 Operating lease costs - 9 11 Property services 97 101 61 Travel and transport 8 8 10 Other supplies and consumables 96 36 37 Other transfer payments - 10 3 Other expenses 31 13 36
Total expenses from transactions 922 782 950
Net result from transactions (net operating balance) 1 121 23
Net Result 1 121 23
Comprehensive result 1 121 23
Expense by output 5.1 Support for Tasmania Together Progress Board 922 782 950
Total 922 782 950
Net assets Total assets deployed for Output Group 5 66 40 Total liabilities incurred for Output Group 5 (77) (159)
Net assets deployed for Output Group 5 (11) (119)
Department of Premier and Cabinet - Annual Report 2012-13 173 Output Group 6 – Community Development 2013 2013 2012 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 7,025 6,872 6,821 Section 8A(2) carry forward revenue - - 388 Grants Revenue - 70 97 Sales of goods and services 5 27 - Other revenue - 42 30
Total revenue and other income from transactions 7,030 7,011 7,336 Expenses from transactions Employee benefits Salaries and wages 3,048 3,254 3,603 Other employee related expenses 179 41 51 Superannuation 394 396 435 Depreciation and amortisation 2 9 26 Grants, subsidies, donations and contributions 1,544 1,497 1,595 Finance costs - 1 1 Supplies and consumables Advertising and promotion 130 193 86 Board members’ fees - 9 12 Communications 235 80 96 Consultants 172 9 29 Information technology 135 60 132 Maintenance - 3 10 Operating lease costs - 59 46 Property services 463 616 469 Travel and transport 277 178 178 Other supplies and consumables 684 188 293 Other transfer payments - 298 395 Transfers to the Consolidated Fund - 7 7 Other expenses 216 63 208
Total expenses from transactions 7,479 6,961 7,672
Net result from transactions (net operating balance) (449) 50 (336)
Net Result (449) 50 (336)
Comprehensive result (449) 50 (336)
Expense by output 6.1 Community Development – Policy Advice and Ongoing Community Development 7,479 6,961 7,672
Total 7,479 6,961 7,672
Net Assets Total assets deployed for Output Group 6 519 606 Total liabilities incurred for Output Group 6 (888) (1,084)
Net assets deployed for Output Group 6 (369) (478)
Department of Premier and Cabinet - Annual Report 2012-13 174 Output Group 7 – Development of Local Government 2013 2013 2012 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 2,007 2,365 2,614 Grants - 205 - Sales of goods and services - 19 - Other revenue - 4,563 -
Total revenue and other income from transactions 2,007 7,152 2,614 Expenses from transactions Employee benefits Salaries and wages 1,415 2,238 1,448 Other employee related expenses 31 38 9 Superannuation 158 260 155 Depreciation and amortisation - 15 7 Grants, subsidies, donations and contributions (333) 561 10 Supplies and consumables Advertising and Promotion 11 143 13 Board members’ fees - 17 9 Communications 31 57 14 Consultants 32 25 36 Information technology 53 61 50 Maintenance - 57 3 Operating lease costs - 39 18 Property services 176 117 32 Travel and transport 138 56 31 Other supplies and consumables 187 2,825 52 Other transfer payments - 466 668 Other expenses 105 120 82
Total expenses from transactions 2,004 7,095 2,637
Net result from transactions (net operating balance) 3 57 (23)
Net Result 3 57 (23)
Comprehensive result 3 57 (23)
Expense by output 7.1 Local Government, Security and Emergency Management 2,004 7,095 2,637
Total 2,004 7,095 2,637
Net assets Total assets deployed for Output Group 7 500 46 Total liabilities incurred for Output Group 7 (949) (300)
Net assets deployed for Output Group 7 (449) (254)
Department of Premier and Cabinet - Annual Report 2012-13 175 Capital Investment Program 2013 2013 2012 Budget Actual Actual $'000 $'000 $'000
Continuing Operations Revenue and other income from transactions Appropriation revenue – works and services 250 250 250
Total revenue and other income from transactions 250 250 250 Expenses from transactions Transfers to Service Tasmania lead agencies 250 250 250
Total expenses from transactions 250 250 250
Net result from transactions (net operating balance) - - -
Net Result - - -
Comprehensive result - - - Expense by project Service Tasmania Shops Capital Investment 250 250 250
Total 250 250 250
Net assets Total assets deployed for Capital Investment Program - - Total liabilities incurred for Capital Investment Program - -
Net assets deployed for Capital Investment Program - - Infrastructure Fund 2013 2013 2012 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from Special Capital Investment Funds - - 32
Total revenue and other income from transactions - - 32 Expenses from transactions Grants, subsidies, donations and contributions - - 32 Total expenses from transactions - - 32 Net result from transactions (net operating balance) - - - Net Result - - - Comprehensive result - - - Expense by project Main Street Makeover Program - - 32
Total - - 32 Net assets Total assets deployed for Infrastructure Fund - - Total liabilities incurred for Infrastructure Fund - -
Net assets deployed for Infrastructure Fund - -
Department of Premier and Cabinet - Annual Report 2012-13 176 3.2 Reconciliation of Total Output Groups Net Result to Statement of Comprehensive Income 2013 2013 2012 Budget Actual Actual $'000 $'000 $'000 Total comprehensive result of Output Groups (1,279) (1,663) 2,259
Reconciliation to comprehensive result - - -
Comprehensive result (1,279) (1,663) 2,259
3.3 Reconciliation of Total Output Groups Net Assets to Statement of Financial Position 2013 2012 Actual Actual $'000 $'000 Total net assets deployed for Output Groups 6,631 8,294
Reconciliation to net assets Assets unallocated to Output Groups - - Liabilities unallocated to Output Groups - - Net assets 6,631 8,294
3.4 Administered Output Schedule Budget information refers to original estimates and has not been subject to audit. Output Group – Administered Items 2013 2013 2012 Budget Actual Actual $'000 $'000 $'000 Administered revenue and other income from transactions Revenue from appropriation 5,960 5,913 5,735 Total administered revenue and other income from transactions 5,960 5,913 5,735
Administered expenses from transactions Tasmanian Community Fund 5,960 5,913 5,735
Total administered expenses from transactions 5,960 5,913 5,735 Administered net result from transactions (net operating balance) - - -
Total administered comprehensive result - - - Administered expenses by project Tasmanian Community Fund 5,960 5,913 5,735
Total 5,960 5,913 5,735
The Department does not have any Administered Assets or Liabilities.
Department of Premier and Cabinet - Annual Report 2012-13 177 3.5 Reconciliation of Total Administered Output Groups Comprehensive Result to Administered Changes in Equity 2013 2013 2012 Budget Actual Actual $'000 $'000 $'000 Total administered net result of Administered Items - - -
Reconciliation to administered net surplus/(deficit) - - - Net surplus (deficit) - - -
The Department does not have any Administered Assets or Liabilities.
NOTE 4 Expenditure under Australian Government Funding Arrangements
Australian Australian State Gov’t State Gov’t Funds Funds Funds Funds 2013 2013 2012 2012 Actual Actual Actual Actual $’000 $’000 $’000 $’000 National Partnership Payment Local Government Reform - 205 - 922 Total - 205 - 922
Department of Premier and Cabinet - Annual Report 2012-13 178 NOTE 5 Explanations of Material Variances between Budget and Actual Outcomes
The following are brief explanations of material variances between Budget estimates and actual outcomes. Variances are considered material where the variance exceeds the greater of 10 per cent of Budget estimate and $500,000. 5.1 Statement of Comprehensive Income Note Budget Actual Variance Variance $’000 $’000 $’000 %
Other revenue (a) - 5,844 5,844 NA Supplies and consumables (b) 34,714 38,551 (3,837) (11) Grants, subsidies, donations and contributions (c) 7,087 5,985 1,102 16 Other transfer payments (d) 300 1,433 (1,133) (378) Other expenses (e) 2,771 940 1,831 66
Notes to Statement of Comprehensive Income variances Variations are primarily due to: (a) Reflects: Bushfire Recovery Unit revenue from Finance-General for the reimbursement of the costs of the Unit ($731,517) and other payments made by the Unit on behalf of the Tasmanian Government ($2,596,654) donations for the Bushfire Recovery Unit ($1,235,000) transfers from other agencies for Coastal Protection and Planning Framework, Natural Disaster Resilience Program, Remote Island Mini Hub Project and other smaller projects ($708,857) funding received for salary reimbursements from other agencies for staff seconded to Ministerial offices ($371,916) carbon emission offsets revenue ($62,797) other reimbursements for expenses incurred ($137,876). (b) Reflects Bushfire Recovery Unit expenses, including Unit running costs ($731,517) and community assistance with the clean up after the January 2013 Tasmanian bushfires ($2,596,654). (c) Reflects recasting of expenses against budget between Grants and Subsidies, Supplies and Consumables, and Other Transfer Payments in the Financial Statements. (d) Reflects payments made for: transfer of funding to the Department of Economic Development, Tourism and the Arts for payment to Training Opportunities for Learning Inc. ($150,000) the Tasmanian Early Years Foundation ($250,000) Local Government Reform ($147,000) 2012 Royal Visit Funding ($110,000) Tasmanian contribution to Australian Government projects ($65,000) ANZSOG payment ($60,000) CAF funding ($30,000) King Island Partnership Agreement ($300,000). (e) Reflects a change in Government policy for Payroll Tax, resulting in a lower liability in 2012-13 ($1,420,000).
Department of Premier and Cabinet - Annual Report 2012-13 179 5.2 Statement of Financial Position
Note Budget Actual Variance Variance $’000 $’000 $’000 % Cash and deposits (a) 6,879 12,419 5,540 81 Receivables (b) 4,660 5,290 630 14 Intangibles (c) 1,174 273 (901) (77) Provisions (d) - 660 (660) NA Other non-financial liabilities (e) 1,499 2,160 (661) (44)
Notes to Statement of Financial Position variances (a) Original budget figure based on opening cash for 2011-12. Also see Note 14.1. (b) Reflects an increase in TMD revenue streams relating to phone and email services ($535,000). (c) Reflects estimated software purchases included in budget figures not occurring. (d) Reflects a provision for make-good on leases as a result of implementing the requirements of the accounting standard that occurred post the establishment of the approved budget. (e) Reflects: carry forward funding under Section 8A(2) of the Public Account Act 1986 for Social Inclusion Unit Grants, the Climate Change Action Council Community Engagement Project and Tasmanian Coastal Adaption Project Extension and lower other revenue received in advance ($182,000) reflects the lease incentive liability not included in the budget as a result of TMD’s moving premises occurring post the establishment of the approved budget ($847,000) reflects the budgeted payroll tax provision ceasing due the change to payroll tax for agencies that occurred post establishment of the approved budget ($227,000).
Department of Premier and Cabinet - Annual Report 2012-13 180 5.3 Statement of Cash Flows Note Budget Actual Variance Variance $’000 $’000 $’000 % GST receipts (a) 4,772 6,180 1,408 30 Other cash receipts (b) - 5,752 5,752 NA GST payments (c) (4,772) (6,439) (1,667) (35) Supplies and consumables (d) (34,723) (39,402) (4,679) (13) Grants, subsidies, donations and contributions (e) (7,087) (5,985) 1,102 16 Other transfer payments (f) (300) (1,702) (1,402) (467) Other cash payments (g) (2,771) (1,017) 1,754 63
Notes to Statement of Cash Flows variances Variations are primarily due to: (a) Reflects the actual level of input tax credits received and GST received on services provided. (b) Reflects: Bushfire Recovery Unit revenue from Finance-General for the reimbursement of the costs of the Unit ($731,517) and other payments made by the Unit on behalf of the Tasmanian Government ($2,596,654) donations for the Bushfire Recovery Unit ($1,235,000) transfers from other agencies for Coastal Protection and Planning Framework, Natural Disaster Resilience Program, Remote Island Mini Hub Project and other smaller projects ($708,857) funding received for salary reimbursements from other agencies for staff seconded to Ministerial offices ($319,795) carbon emission offsets revenue ($64,866) other reimbursements for expenses incurred ($95,747). (c) Reflects the actual level of GST paid on purchases. (d) Reflects Bushfire Recovery Unit expenses, including Unit running costs ($731,517) and community assistance with the clean up after the January 2013 Tasmanian bushfires ($2,596,654). (e) Reflects recasting of expenses against budget between Grants and Subsidies, Supplies and Consumables, and Other Transfer Payments in the Financial Statements. (f) Reflects payments made for: transfer of funding to the Department of Economic Development, Tourism and the Arts for payment to Training Opportunities for Learning Inc. ($150,000) the Tasmanian Early Years Foundation ($250,000) Local Government Reform ($147,000) 2012 Royal Visit Funding ($110,000) Tasmanian contribution to Australian Government projects ($65,000) ANZOG payment ($60,000) CAF funding ($30,000) King Island Partnership Agreement ($300,000). (g) Reflects a change in Government policy for Payroll Tax, resulting in a lower liability in 2012-13 ($1,420,000).
Department of Premier and Cabinet - Annual Report 2012-13 181 NOTE 6 Events Occurring After Balance Date
No events have occurred after the reporting date for which a financial effect has not been recognised.
NOTE 7 Income from transactions
7.1 Revenue from Government Revenue from Appropriation includes revenue from appropriations, including appropriations carried forward under section 8A(2) of the Public Account Act 1986, and Items Reserved by Law.
The Budget information is based on original estimates and has not been subject to audit.
2013 2013 2012 Budget Actual Actual $’000 $’000 $’000 Continuing operations Appropriation revenue - recurrent Current year 67,296 64,944 70,182 Item Reserved by Law: Parliamentary Salaries, Superannuation and Allowances Act 2012 809 731 722 Total 68,105 65,675 70,904
Appropriation revenue – works and services 250 250 250 Revenue from Government - other Appropriation carried forward under section 8A(2) of the Public Account Act 1986 taken up as revenue in the current year 673 864 674 Total 923 1,114 924 Total Revenue from Government 69,028 66,789 71,828
Section 8A(2) of the Public Account Act 1986 allows for an unexpended balance of an appropriation to be transferred to an account in the Special Deposits and Trust Fund for such purposes and conditions as approved by the Treasurer. In the initial year, the carry forward is recognised as a liability, Revenue Received in Advance. The carry forward from the initial year is recognised as revenue in the reporting year, assuming the conditions of the carry forward are met and the funds are expended. 7.2 Revenue from Special Capital Investment Funds Funding for major infrastructure projects is provided through Special Capital Investment Funds. The Department is allocated funding for specific projects from the Special Capital Investment Funds as part of the Budget process.
2013 2012 Actual Actual $’000 $’000 Continuing operations Economic and Social Infrastructure Fund - 32 Total Revenue from Special Capital Investment Funds - 32
Details of total Special Capital Investment Funds revenues and expenses are provided as part of Note 3 Departmental Output Schedules. Details for each project are at Note 14.3.
Department of Premier and Cabinet - Annual Report 2012-13 182 7.3 Grants 2013 2012 $’000 $’000 Grants from Australian Government Australia Day activities 117 121 National Youth Week activities 40 19 Indigenous Health and Wellbeing projects - 47 Grants under the National Partnership Payments 205 - Total 362 187 Other grants National Youth Week activities 30 31 Total 30 31
Total 392 218
A grant received from the National Australia Day Council for $117,288 was provided on the condition that it was used for Australia Day celebrations. An amount of $33,014 will be expended in the 2013-14 financial year to run the second conference for local government Australia Day event managers in May/June 2014 and other ongoing expenditure. The $20,015 funding carried forward from 2011-12 was fully expended in the 2012-13 financial year. This action is endorsed by the National Australia Day Council. A grant received from the Commonwealth Department of Education, Employment and Workplace Relations of $39,862 was provided on the condition that the funds were used for National Youth Week activities. The funding was fully expended. The grant funding received under the Australian Government Funding Arrangements for the Local Government Reform projects for $204,500 was fully expended. See Note 4. A grant received from Beyond Blue of $30,000 was provided on the condition that the funds were used for National Youth Week activities. The funding was fully expended. 7.4 Sales of goods and services 2013 2012 $’000 $’000 TMD TASINET charges 16,895 17,575 Computing services 4,016 2,784 Network Tasmania (NT) contract management 3,283 2,115 Human resource systems 1,529 1,602 Oracle licensing 648 693 26,371 24,769 Service Tasmania transaction fees and contributions 2,474 2,710 Training services – The Training Consortium 1,518 1,033 Legislation drafting – Office of Parliamentary Counsel 407 542 Other 396 484 Total 31,166 29,538
Department of Premier and Cabinet - Annual Report 2012-13 183 7.5 Other revenue 2013 2012 $’000 $’000 Transfers from other agencies 4,037 1,631 Donations and contributions 1,235 - Other 390 924 Paid parental leave 119 41 Carbon emissions offsets revenue 63 59 Total 5,844 2,655
NOTE 8 Expenses from transactions
8.1 Employee benefits 2013 2012 $’000 $’000 Wages and salaries (including fringe benefits and non-monetary components) 35,595 34,350 Recreation leave 2,962 2,857 Long service leave 1,269 1,116 Personal leave 935 1,037 Other post-employment benefits 604 621 Training and conferences 359 350 Other employee expenses 102 74 Recruitment 76 57 Sub Total 41,902 40,462
Superannuation 4,430 4,271 Total 46,332 44,733
Superannuation expenses relating to defined benefits schemes relate to payments into the Consolidated Fund. The amount of the payment is based on an employer contribution rate determined by the Treasurer, on the advice of the State Actuary. The current employer contribution is 12.3 per cent of salary. Superannuation expenses relating to defined contribution schemes are paid directly to superannuation funds at a rate of nine per cent of salary. In addition, departments are also required to pay into the Consolidated Fund a “gap” payment equivalent to 3.3 per cent of salary in respect of employees who are members of contribution schemes.
Department of Premier and Cabinet - Annual Report 2012-13 184 8.2 Depreciation and amortisation a) Depreciation 2013 2012 $’000 $’000 Computer hardware 373 394 Infrastructure assets 195 191 Leasehold improvements 146 235 Plant and equipment 9 7 Total 723 827
b) Amortisation 2013 2012 $’000 $’000 Intangibles - software 255 274 Lease make-good1 146 143 Total 401 417
Total depreciation and amortisation 1,124 1,244
Note: 1. See Note 12.2 8.3 Supplies and consumables 2013 2012 $’000 $’000 Communications 15,845 14,820 Contractors, training fees, and expenses 6,532 1,703 Rent 5,315 5,282 Information technology 3,429 2,879 Travel and transport 1,473 1,389 Operating lease costs 973 847 Printing and information 883 1,005 Consultants 866 2,195 Other property services 745 879 Advertising and promotion 575 343 Meetings/committee expenses 427 248 Other supplies and consumables 415 399 Materials and supplies 267 208 Minor equipment purchases and maintenance 243 275 Sitting fees 223 485 Building and infrastructure maintenance 116 92 Audit fees – external audit 100 91 Entertainment 79 78 Audit fees – internal audit 45 40 Total 38,551 33,258
Department of Premier and Cabinet - Annual Report 2012-13 185 8.4 Grants, subsidies, donations and contributions 2013 2012 $’000 $’000 Social Inclusion Grant Programs 2,667 2,289 Community Development Grants 1,499 1,206 Tasmanian Bushfire Recovery Grants 500 - Family Assistance Program 350 350 Premier’s Discretionary Fund 304 251 Government Donations and Appeal Fund 176 231 Tasmanian Climate Change Office Grants 163 133 Other grants, subsidies, donations and contributions 139 530 University Scholarships 130 130 Local Government Reform Project 57 - Main Street Makeover Program - 32 Six Rivers Aboriginal Corporation Grant - 388 Total 5,985 5,540
Social Inclusion Grant Programs These programs provide funding for a suite of initiatives that assist Tasmanians in need to access financial support and other resources to help them deal with rising living costs. Funding is provided for emergency relief to assist Tasmanians to meet increases in the costs of essential goods and services, to expand the provision of food relief, to support three food vans across the State and to enable low income Tasmanians purchase more efficient appliances. Cost of living funding supports a range of affordable and accessible food initiatives, the delivery of financial counseling and education services and the provision of energy efficiency upgrades to assist low income households reduce their energy use and power bills. Also Volunteering Tasmania received funding to reinvigorate and coordinate volunteering in Tasmania. Funding for Social Inclusion Grants is provided through Output 1.3 – Social Inclusion.
Community Development Grants The Community Development Division provides funding to peak bodies, and other community organisations to provide services to specific communities. Grant programs administered by the Community Development Division are the Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Grants Program, the War Memorial Repair and Maintenance Grants Program and the National Youth Week Grants Program. Also funded is a grant to the Anzac Day Trust to provide small grants to service organisations. These programs are funded under Output 6.1 - Community development– policy advice and community development.
Tasmanian Bushfire Recovery Grants The Bushfire Recovery Unit provides funding to community associations to assist in the recovery process after the devastating January 2013 bush fires. $400 000 in grants were paid by DPAC on behalf of the Australian Red Cross January 2013 Appeal Distribution Committee and $100 000 was provided out of funds donated by the Governments of Western Australia and South Australia to support the bushfire recovery process. This program is funded under Output 7.1 - Local government, security and emergency management.
Family Assistance Program This program provides special funding for five welfare organisations undertaking programs to support Tasmanian families. The funding is available for emergency relief, as well as preventative support programs designed to reduce the need for emergency relief and social policy research associated with emergency relief. Funding for the Family Assistance Program is provided through Output 1.3 – Social Inclusion.
Department of Premier and Cabinet - Annual Report 2012-13 186 Premier’s Discretionary Fund This is a discretionary program maintained to allow the Premier to meet funding requests of under $10 000 to provide limited financial assistance to groups or individuals. These payments are designed to support valued community and cultural activities with national, statewide or local significance. This program is funded under Output 2.1 - Management of Executive Government processes.
Government Donation and Appeals Fund This is a discretionary program for Government contributions to appeals such as one-off donations in relation to major natural disasters and specific charities or other organisations providing assistance to the community, and some long-standing donations to annual appeals (for example the Salvation Army Red Shield Appeal). This program is funded under Output 2.1 - Management of Executive Government processes.
Tasmanian Climate Change Office Grants Programs The Tasmanian Climate Change Office administered to community grants programs in 2012-13 to help local communities, households and individuals to reduce their carbon footprint. The ClimateConnect community grants program is designed to enable Tasmanian communities and industries to undertake projects that will assist them to adapt to the opportunities and risks from climate change. The Earn Your Stars community grants program is designed to support community-based emission reduction projects The Climate Change Office granted funding to the Waterworks Valley Landcare Group, an extension of the Tasmanian Coastal Adaptation Decision Pathways project and further development of the ClimateAsyst tool. These programs are funded under Output 1.2 – Climate change.
Other grants, subsidies donations and contributions Unions Tasmania - $100 000 Pitt & Sherry - $25 000 Australia Day ‘Great Idea’ Grants - $9 436 University of Tasmania - $1 200 BlazeAid Activities Bushfire Recovery - $3 050 The Smith Family - $500
University Scholarships The Tasmania Scholarships Program offers financial assistance on the basis of merit to qualified people wishing to study at the University of Tasmania. The Program is a key element in activities by the University to capitalise on the potential of Tasmania to become a national and international higher education destination. The Tasmania Scholarships Program is designed to encourage local students to stay in the State and to attract top national and international students to the University of Tasmania. The Program is funded under Output 2.1 – Management of Executive Government processes.
Local Government Reform Fund Projects This is an Australian Government program that was introduced to improve the asset and financial management capabilities of local government councils around Australia, as well as to encourage greater collaboration between councils and to provide for nationally consistent data to enable the performance of councils to be measured. Australian Government funding was transferred to the Brighton Council and the Cradle Coast Authority for their Local Government Reform Fund projects. This program is funded under Output 7.1 – Local government, security and emergency management.
Department of Premier and Cabinet - Annual Report 2012-13 187 8.5 Finance costs 2013 2012 $’000 $’000 Interest expense Interest (unwinding of lease make-good discount)1 13 12 Interest on advance from the State Government - 3 Total 13 15
Note: 1. See Note 12.2
8.6 Other transfer payments 2013 2012 $’000 $’000 Transfers to Tasmanian State government agencies 539 375 Transfer to Tasmanian Early Years Foundation 500 500 Transfers to local government 147 963 Transfers to Australian government agencies 100 245 Other transfers 60 205 Transfer to Jim Bacon Foundation 50 50 Transfers to interstate government agencies 37 27 Transfers to Government Business Enterprises and State Owned Companies - 5 Total 1,433 2,370
8.7 Other expenses 2013 2012 $’000 $’000 Payroll Tax 644 2,064 Workers’ compensation premiums 197 144 Ex-gratia payments 99 - Total 940 2,208
NOTE 9 Other economic flows included in net result
9.1 Net gain/(loss) on non-financial assets 2013 2012 $’000 $’000 Net gain/(loss) on disposal of physical assets - (1,042) Total net gain/(loss) on non-financial assets - (1,042)
The net loss on disposal of physical assets is primarily related to leasehold improvements see Note 10.3(b).
Department of Premier and Cabinet - Annual Report 2012-13 188 NOTE 10 Assets
10.1 Receivables 2013 2012 $’000 $’000 Receivables 5,290 4,419 Total 5,290 4,419 Sales of goods and services receivables (inclusive of GST) 2,438 1,727 Accrued revenue 2,245 2,319 Tax assets 476 314 Other receivables 131 59 Total 5,290 4,419
Settled within 12 months 5,290 4,419 Settled in more than 12 months - - Total 5,290 4,419
10.2 Inventories 2013 2012 $’000 $’000 Communications equipment 1 1 Total 1 1
Utilised within 12 months 1 1 Utilised in more than 12 months - - Total 1 1
Department of Premier and Cabinet - Annual Report 2012-13 189 10.3 Plant, equipment and leasehold improvements a) Carrying amount 2013 2012 $’000 $’000 Heritage furniture assets At fair value 25 25 Total 25 25
Plant and equipment At cost 110 102 Less: accumulated depreciation (90) (81) Total 20 21
Computer hardware At cost 2,321 3,092 Less: accumulated depreciation (1,468) (2,209) Total 853 883
Leasehold improvements At cost 1,560 1,365 Less: accumulated depreciation (200) (54) Total 1,360 1,311
Total plant, equipment and leasehold improvements 2,258 2,240
The latest revaluations of the Heritage furniture assets as at 28 June 2012 were performed independently. The valuation was undertaken by Gowans Auctions (Auctioneers and Valuers with 30 years’ experience). The valuations were based on fair market value. b) Reconciliation of movements Reconciliations of the carrying amounts of each class of plant, equipment and leasehold improvements at the beginning and end of the current and previous financial year are set out below. Carrying value means the net amount after deducting accumulated depreciation and accumulated impairment losses. Heritage Plant and Computer Leasehold furniture equipment hardware improvements Total 2013 $’000 $’000 $’000 $’000 $’000
Carrying value at 1 July 25 21 883 1,311 2,240
Additions - 8 343 195 546 Depreciation - (9) (373) (146) (528) Carrying value at 30 June 25 20 853 1,360 2,258
Department of Premier and Cabinet - Annual Report 2012-13 190 Heritage Plant and Computer Leasehold furniture equipment hardware improvements Total 2012 $’000 $’000 $’000 $’000 $’000
Carrying value at 1 July 30 4 600 1,801 2,435
Additions - 25 677 786 1,488 Disposals - (1) - (1,041) (1,042) Revaluation (5) - - - (5) Depreciation - (7) (394) (235) (636) Carrying value at 30 June 25 21 883 1,311 2,240
10.4 Infrastructure a) Carrying amount 2013 2012 $’000 $’000 Infrastructure TMD Data Centre at cost 1,869 1,790 Less: accumulated depreciation (1,354) (1,159) Total 515 631
b) Reconciliation of movements 2013 2012 $’000 $’000 Carrying amount at start of year 631 822 Additions 79 - Depreciation expense (195) (191) Carrying amount at end of year 515 631
10.5 Intangibles a) Carrying amount 2013 2012 $’000 $’000 Software at cost 2,650 2,785 less accumulated amortisation (2,377) (2,273) Total 273 512
Intangible assets for the Department are not revalued due to software having a limited useful life. See Note 2.11(e).
Department of Premier and Cabinet - Annual Report 2012-13 191 b) Reconciliation of movements 2013 2012 $’000 $’000 Carrying amount at start of year 512 571 Additions 16 215 Amortisation expense (255) (274) Carrying amount at end of year 273 512
10.6 Other non-financial assets 2013 2012 $’000 $’000 Prepayments 2,614 2,178 Total 2,614 2,178
Utilised within 12 months 2,614 2,178 Utilised in more than 12 months - - Total 2,614 2,178
Lease make-good1 634 634 Less: Accumulated amortisation1 (289) (143) Total 345 491
Total Other non-financial assets 2,959 2,669
Note: See Note 12.2
NOTE 11 Liabilities
11.1 Payables 2013 2012 $’000 $’000 Creditors 1,573 2,333 Accrued expenses 915 545 Total 2,488 2,878
Settled within 12 months 2,488 2,878 Settled in more than 12 months - - Total 2,488 2,878
Settlement is usually made within 30 days.
Department of Premier and Cabinet - Annual Report 2012-13 192 11.2 Provisions (a) Carrying amount 2013 2012 $’000 $’000 Operating lease make-good provisions1 660 647 Total 660 647
Utilised within 12 months - - Utilised in more than 12 months 660 647 Total 660 647
Note: 1. See Note 12.2 b) Reconciliation of movements in provisions 2013 2012 $’000 $’000 Carrying value at 1 July 647 - Increases 13 647 Carrying value at 30 June 660 647
11.3 Employee benefits 2013 2012 $’000 $’000 Accrued salaries 1,213 1,090 Recreational leave 3,492 3,316 Long service leave 7,036 6,482 Provision for SSALS1 35 45 Total 11,776 10,933
Utilised within 12 months 5,591 5,318 Utilised in more than 12 months 6,185 5,615 Total 11,776 10,933
Note: 1. State Service Accumulated Leave Scheme (SSALS)
Department of Premier and Cabinet - Annual Report 2012-13 193 11.4 Other liabilities 2013 2012 $’000 $’000 Revenue received in advance: Appropriation carried forward from current year under Section 8A(2) carry 302 1,133 forward of the Public Account Act 1986 Other revenue received in advance 1,011 751 1,313 1,884 Other liabilities Payroll tax liability - 65 Lease incentive liability 847 942 847 1,007 Total 2,160 2,891
Utilised within 12 months 1,408 2,044 Utilised in more than 12 months 752 847 Total 2,160 2,891
Department of Premier and Cabinet - Annual Report 2012-13 194 NOTE 12 Commitments and Contingencies
12.1 Schedule of commitments 2013 2012 $’000 $’000 By Type Operating lease commitments Operating leases 12,668 14,402 Total operating lease commitments 12,668 14,402 Rental commitments Rent for Crown owned properties 2,606 2,582 Rent for Crown leased properties 4,937 7,719 Total other commitments 7,543 10,301 By maturity Operating lease commitments One year or less 3,378 3,265 From one to five years 5,994 6,693 More than five years 3,296 4,444 Total operating lease commitments 12,668 14,402 Rental commitments One year or less 2,736 2,887 From one to five years 4,258 6,863 More than five years 549 551 Total other commitments 7,543 10,301
Operating Lease Commitments Photocopiers Lease payments are determined at time of lease agreement and are paid quarterly. Lease terms are for four or five years with no change to the lease rate. Motor Vehicles The Government Motor Vehicle fleet is managed by Lease Plan. Lease payments vary according to the type of vehicle. Generally all lease terms are for a period of three years or 60,000 kilometres, whichever occurs first. Properties Property lease payments are generally payable monthly in advance in accordance with the terms and conditions of the lease. All lease terms vary and generally will contain a provision for an extension of lease for a further term/s. Leases contain provision for rent reviews and the rate is adjusted in accordance with the terms and conditions outlined in the lease document. Generally, rent is reviewed to market, CPI or fixed increase. Lease agreements do not contain provision for purchase on cessation. Lease agreements have been reviewed for make good provisions. (Note 12.2)
Department of Premier and Cabinet - Annual Report 2012-13 195 Water Coolers Lease payments are determined at time of lease agreement and are paid yearly. Lease terms are for one year with no change to the lease rate.
Other Rental Commitments Rental assessments for Crown Owned properties and subsequent rental payments were previously set by the Valuer-General but in more recent years have been the subject of CPI movement. Rental payments for Crown leased properties administered by the Department of Treasury and Finance are made annually. 12.2 Contingent assets and liabilities Contingent assets and liabilities are not recognised in the Statement of Financial Position due to uncertainty regarding the amount or timing of the underlying claim or obligation. a) Quantifiable contingencies A quantifiable contingent asset is a possible asset that arises from past events and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the entity. A quantifiable contingent liability is a possible obligation that arises from past events and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the entity; or a present obligation that arises from past events but is not recognised because it is not probable that an outflow of resources embodying economic benefits will be required to settle the obligation. The Department has recognised a value in expenses, assets and liabilities for the potential make-good on leases for three properties. These three leases each have a make-good estimated value of $50,000 and over and are not included in the quantifiable contingent assets and liabilities. See Notes 8.2, 8.5, 10.6 and 11.2.
2013 2012 $’000 $’000 Quantifiable contingent liabilities Potential make good on lease 88 87 Litigation claim 310 360 Total quantifiable contingent liabilities 398 447
Quantifiable contingent assets Lease hold improvement – make good 26 44 Total quantifiable contingent assets 26 44
At 30 June 2013, the Department had five potential legal claims registered with Crown Law. At the reporting date the estimated amount of any eventual payments that may be required in relation to these claims was $310,000.
Department of Premier and Cabinet - Annual Report 2012-13 196 NOTE 13 Reserves
13.1 Reserves
Heritage and cultural assets Total 2013 $’000 $’000 Asset revaluation reserve Balance at the beginning of financial year 5 5 Revaluation increments/ (decrements) - - Balance at end of financial year 5 5
Heritage and cultural assets Total 2012 $’000 $’000 Asset revaluation reserve Balance at the beginning of financial year 10 10 Transfer of Heritage assets to other agencies (5) (5) Balance at end of financial year 5 5
Nature and purpose of reserves
Asset Revaluation Reserve The Asset Revaluation Reserve is used to record increments and decrements on the revaluation of the Heritage assets (furniture), as described in Note 2.11(d).
Department of Premier and Cabinet - Annual Report 2012-13 197 NOTE 14 Cash Flow Reconciliation
14.1 Cash and deposits Cash and deposits includes the balance of the Special Deposits and Trust Fund Accounts held by the Department, and other cash held, excluding those accounts which are administered or held in a trustee capacity or agency arrangement. 2013 2012 $’000 $’000 Special Deposits and Trust Fund balance T520 Department of Premier and Cabinet Operating Account 7,784 7,191 T631 TMD Operating Account 3,989 7,045 T816 Department of Premier and Cabinet Service Tasmania Account 643 932 Total 12,416 15,168 Other cash held Petty cash 3 3 Total 3 3 Total cash and deposits 12,419 15,171
The funds held in T520 as at 30 June 2013 are primarily for projects yet to commence or commenced but not completed for which specific Commonwealth or State funds were allocated. For projects yet to commence ($302k) under Section 8A(2) of the Public Account Act 1986 is being carried forward for Social Inclusion Unit grants, the Tasmanian Climate Change Action Council Community Engagement project and the Tasmanian Coastal Adaption project extension. The funding held in the trust fund for Australian and State government funded projects commenced but not completed totals ($1.515m). Funding of $684k is also being held for the Bushfire Recovery Unit from donations and fund raising activities for disbursement to affected communities. The funds held in T631 as at 30 June 2013 include Commonwealth or State funds allocated to projects yet to commence or commenced but not completed. These projects include the IT Transformation Project ($973k) and a lease incentive payment ($847k) together with funding currently held towards the new voice services for Whole of Government. There is also a requirement to have reserves to meet normal operating liquidity requirements ($2m). The funds held in T816 as at 30 June 2013 is operating cash carried forward to 2013-14 and related to timing of operating activities. 14.2 Reconciliation of Net Result to Net Cash from Operating Activities 2013 2012 $’000 $’000 Net result (1,663) 2,264 Depreciation and amortisation 1,124 1,244 Interest on unwinding of lease make-good discount 13 12 (Gain)/loss from sale of non-financial assets - 1,042 Decrease (increase) in Receivables (783) 101 Decrease (Increase) in Tax assets (162) 129 Decrease (Increase) in Accrued revenue 74 121 Decrease (Increase) in Prepayments (436) 635 Decrease (Increase) in Inventories - 2 Increase (decrease) in Employee Benefits 843 517 Increase (decrease) in Creditors (760) 343 Increase (decrease) in Accrued Expenses 370 13 Increase (decrease) in Other Liabilities (731) 399 Net cash provided (used) by operating activities (2,111) 6,822
Department of Premier and Cabinet - Annual Report 2012-13 198 14.3 Acquittal of Capital Investment and Special Capital Investment Funds The Department received Works and Services Appropriation funding and revenues from the Economic and Social Infrastructure Fund to fund specific projects. Cash outflows relating to these projects are listed below by category. Budget information refers to original estimates and has not been subject to audit. a) Project expenditure
2013 2013 2012 Budget Actual Actual $’000 $’000 $’000 Capital Investment Program Service Tasmania Shop funding 250 250 250 Total 250 250 250
Special Capital Investment Funds Economic and Social Infrastructure Fund Main Street Makeover Program - - 32 - - 32
Total Project Expenditure 250 250 282
b) Classification of cash flows The project expenditure above is reflected in the Statement of Cash Flows as follows. 2013 2012 Actual Actual $’000 $’000 Cash Outflows Grants - 32 Transfers to Service Tasmania lead agencies 250 250 Total Cash Outflows 250 282
14.4 Financing facilities TMD has a Westpac operating bank account with an overdraft facility limit of ($500,000). 2013 2012 Actual Actual $’000 $’000 Westpac TMD Operating account Amount unused 500 500 Amount used - - Total 500 500
Total Financing Facilities 500 500
Department of Premier and Cabinet - Annual Report 2012-13 199 NOTE 15 Financial Instruments
15.1 Risk exposures a) Risk management policies The Department has exposure to the following risks from its use of financial instruments: 1) credit risk; 2) liquidity risk; and 3) market risk. The Head of Agency has overall responsibility for the establishment and oversight of the Department’s risk management framework. Risk management policies are established to identify and analyse risks faced by the Department, to set appropriate risk limits and controls, and to monitor risks and adherence to limits. b) Credit risk exposures Credit risk is the risk of financial loss to the Department if a customer or counterparty to a financial instrument fails to meet their contractual obligations. The credit risk on financial assets of the Department, which have been recognised in the Statement of Financial Position, is generally the carrying amount net of any provision for impairment. The Department has a debt management policy with processes surrounding the raising of debts payable to the Department and the management of outstanding debts. The Department does not have a significant exposure to credit risk as departmental receivables are mainly from other government entities. The Department does not consider a need to have a provision for impairment. The Department’s maximum exposures to credit risk at reporting date in relation to each class of recognised financial assets is the carrying amount of those assets as indicated in the Statement of Financial Position. The Department does not have any significant exposure to credit risk. The following tables analyse financial assets that are past due but not impaired.
Analysis of financial assets that are past due at 30 June 2013 but not impaired
Past due 30 Past due 60 Past due 90 Total days days days $’000 $’000 $’000 Receivables 70 75 87 232
Analysis of financial assets that are past due at 30 June 2012 but not impaired
Past due 30 Past due 60 Past due 90 Total days days days $’000 $’000 $’000 Receivables 533 11 6 550
Department of Premier and Cabinet - Annual Report 2012-13 200 c) Liquidity risk Liquidity risk is the risk that the Department will not be able to meet its financial obligations as they fall due. The Department’s approach to managing liquidity is to ensure that it will always have sufficient liquidity to meet its liabilities when they fall due. The Department does not have any significant exposure to liquidity risk. The Department has policies in place to manage liabilities as they fall due. The Department’s budget policy enables the identification of issues and initiatives that have a budgetary impact and where appropriate to seek adequate funding to meet commitments as they arise. The following tables detail the undiscounted cash flows payable by the Department by remaining contractual maturity for its financial liabilities. It should be noted that as these are undiscounted, totals may not reconcile to the carrying amounts presented in the Statement of Financial Position: 2013 Maturity analysis for financial liabilities Undiscounted Carrying 1 Year 2 Years 3 Years 4 Years 5 Years > 5 Years Total Amount $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Financial liabilities Payables 2,488 - - - - - 2,488 2,488 Total 2,488 - - - - - 2,488 2,488
2012 Maturity analysis for financial liabilities Undiscounted Carrying 1 Year 2 Years 3 Years 4 Years 5 Years > 5 Years Total Amount $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Financial liabilities Payables 2,878 - - - - - 2,878 2,878 Total 2,878 - - - - - 2,878 2,878
d) Market risk Market risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in market prices. The primary market risk that the Department is exposed to is interest rate risk. The Department manages a number of accounts under the Public Account Act 1986 and in accordance with the Financial Management and Audit Act 1990, including the Treasurer’s Instructions. The Department does not have any significant exposure to interest rate risk.
Department of Premier and Cabinet - Annual Report 2012-13 201 Sensitivity Analysis of Department’s Exposure to possible Changes in Interest Rates The Department has performed a sensitivity analysis relating to its exposure to interest rate risk as at balance date. The Department operates a collection account and an expenditure account. No interest is applied to these accounts. Receivables are mainly from other government entities with credit terms of 30 days. Interest is not applied to other agencies on overdue amounts. The Department’s accounts payable policy and procedures is to pay accounts within 30 days unless other trading terms have been agreed. This is deemed to provide no interest rate risk to the Department. The Department does not have financial leases or financial guarantees. As at 30 June 2013 the Department did not have interest bearing financial instruments and no significant exposure to changes in interest rates. A change in the variable rate of 100 basis points would not have an effect on the Department’s profit and loss or equity. 15.2 Categories of financial assets and liabilities 2013 2012 $'000 $'000 Financial assets Financial assets measured at amortised cost Petty cash 3 3 Cash in Special Deposits and Trust Fund 12,416 15,168 Receivables 5,290 4,419 Total 17,709 19,590
Financial liabilities Financial liabilities measured at amortised cost Payables 2,488 2,878 Total 2,488 2,878
15.3 Comparison between carrying amount and net fair value of financial assets and liabilities
Carrying Net Fair Carrying Net fair Amount Value Amount Value 2013 2013 2012 2012 $’000 $’000 $’000 $’000 Financial assets Petty cash 3 3 3 3 Cash in Special Deposits and Trust Fund 12,416 12,416 15,168 15,168 Receivables 5,290 5,290 4,419 4,419 Total financial assets 17,709 17,709 19,590 19,590
Financial liabilities Payables 2,488 2,488 2,878 2,878 Total financial liabilities 2,488 2,488 2,878 2,878
Department of Premier and Cabinet - Annual Report 2012-13 202 NOTE 16 Notes to Administered Statements
16.1 Explanations of material variances between budget and actual outcomes The variances between Budget estimates and actual outcomes were not material. The variance was less than both 10 per cent of Budget estimate and $500,000. 16.2 Administered revenue from Government Administered revenue from Government includes revenue from appropriations, including appropriations carried forward under section 8A(2) of the Public Account Act 1986, and from Items Reserved by Law. The Budget information is based on original estimates and has not been subject to audit. 2013 2013 2012 Budget Actual Actual $’000 $’000 $’000 Appropriation revenue - recurrent Reserved by law – Tasmanian Community Fund 5,960 5,913 5,735 Total revenue from Government 5,960 5,913 5,735
16.3 Transfer to Tasmanian Community Fund 2013 2012 Actual Actual $’000 $’000 Transfer to Tasmanian Community Fund 5,913 5,735 Total 5,913 5,735
NOTE 17 Transactions and Balances Relating to a Trustee or Agency Arrangement
Account/Activity Opening Net transactions Closing balance balance during 2012-13 $’000 $’000 $’000
T471 Jim Bacon Foundation Account 439 30 469 T472 Tasmanian Early Years Foundation Account 1,112 213 1,325 T423 Tasmanian Community Fund Board 6,758 39 6,797
This represents the balance of accounts held in the Special Deposit and Trust Fund in a Trustee Capacity or under an agency arrangement. These funds do not form part of the Department’s assets. See Note 2.7.
Department of Premier and Cabinet - Annual Report 2012-13 203 Appendix
Additional information forming part of this Annual Report: Independent audit report Certification of special purpose financial report Jim Bacon Foundation Abbreviations Compliance index Contacting DPAC
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Department of Premier and Cabinet - Annual Report 2012-13 210 Abbreviations
AASB Australian Accounting Standards Board ANZSOG Australia and New Zealand School of Government BRU Bushfire Recovery Unit CAF Council for the Australian Federation CDD Community Development Division COAG Council of Australian Governments COTA Council on the Ageing CSD Corporate Services Division DEEWR Department of Education, Employment and Workplace Relations DHHS Department of Health and Human Services DLG DPAC Leadership Group DPAC Department of Premier and Cabinet DPIPWE Department of Primary Industries, Parks, Water and Environment EnAct Tasmanian Legislation website FLEX Financial Literacy Exchange program FTE Full-time Equivalent GST Goods and Services Tax HR Human Resources ICT Information and Communications Technology ISSN International Standard Serial Number IT Information Technology LGAT Local Government Association of Tasmania LGBTI Lesbian, gay, bisexual, transgender and intersex LGD Local Government Division LINC Learning and Information Network Centre LSL Long Service Leave LWOP Leave Without Pay MP Member of Parliament MPS Ministerial and Parliamentary Support NDIS National Disability Insurance Scheme NILS No Interest Loan Scheme Network (Tasmania) Pty Ltd Non-TSS Non Tasmanian State Servants NRM Natural Resource Management NT Networking Tasmania NYW National Youth Week OAA Office of Aboriginal Affairs OAM Medal of the Order of Australia OeG Office of eGovernment OSSC Office of the State Service Commissioner PDAC Premier’s Disability Advisory Council PIMS Procedural Information Management System PMD Performance Management and Development RSL Returned and Services League of Australia
Department of Premier and Cabinet - Annual Report 2012-13 211 RTI Right to Information SIU Social Inclusion Unit SSALS State Service Accumulated Leave System SSMO State Service Management Office (formerly Public Sector Management Office) STCA Southern Tasmanian Councils Authority TCCO Tasmanian Climate Change Office TMD Telecommunications Management Division TRIM DPAC’s records information management system TSS Tasmanian State Service TT Tasmania Together TTC The Training Consortium VOIP Voice of Internet Protocol YMCA Young Men’s Christian Association YNOT Youth Network of Tasmania
Department of Premier and Cabinet - Annual Report 2012-13 212 Compliance index
This index has been compiled in response to the Auditor-General’s Special Report No.4 of May 1993, Standard of Annual Reporting by Government Departments. The four columns in the index have the following meaning: Section and Compliance These columns refer to the statutory disclosure requirements in Tasmanian public sector legislation. Details This is a brief statement of the instruction, clause, section or subsection of the corresponding statutory disclosure requirement. Page This states where in the Annual Report the requirement is satisfied. In some instances, the requirement is complied with by the Annual Report in its entirety.
Key Act AA Audit Act 2008
ED Employment Direction
FMAA Financial Management and Audit Act 1990
PID Public Interest Disclosures Act 2002
PSSRA Public Sector Superannuation Reform Act 1999
RTI Right to Information Act 2009
SSA State Service Act 2000
SSR State Service Regulations 2011
TI Treasurer's Instruction
Department of Premier and Cabinet - Annual Report 2012-13 213
Section Compliance Page Details Aids to access Statement of Compliance Auditor-General’s Special Report Table of contents No.4 of 1993, Standard of Annual Compliance index 214 Reporting by Government List of abbreviations Departments 212 Overview Strategic plan Departmental Overview/ SSR s9(a)(i) 5, 11- An overview of the Agency’s strategic plan, Output Groups including its aims, functions and related 80 programs Head of Agency performance DPAC Annual Report SSA s36(1)(a) & (b) 1-220 A report on the performance of the functions and powers of the Head of Secretary’s report FMAA s27(1)(a) 1-4 Agency under any written law Major initiatives Departmental Overview/ SSR s9(a)(v) 1-80 Details of the major initiatives taken by the Output Group reports Agency to develop and give effect to Government policy Statutory offices FMAA s27(1)(b) subject to s27(2) N/A A report by any statutory office holder and SSA s36(1)(b) employed in or attached to the Department except where required to report under any other Act Organisational structure Organisation chart SSR s9(a)(ii) 10 An organisation chart illustrating the Agency’s administrative structure, including regional offices, and showing officers of the Agency Governance SSR s9(a)(iii) 9 A description of the relationship between Output Group structure the organisational structure and the program management structure of the Agency Major changes during the year Governance SSR s9(a)(iv) 9 Details of, and reasons for, any major Output Group structure changes which have taken place in relation to the programs, aims, functions or organisational structure of the Agency Performance measurement Output Group reports TI 201 (1)(a) & (e) 11-80 A narrative summary of significant financial outcomes for Agency programs or activities, and any Ministerial directives in relation to financing or investment activities; and key efficiency and effectiveness indicators and the objectives to which Outputs relate
Department of Premier and Cabinet - Annual Report 2012-13 214 Section Compliance Page Details Output Group reports TI 201 (1)(b) 11-80 Economic and other factors which have affected the achievement of operational objectives Carbon emission reduction Premier’s Agenda 2008 Speech 82 Outlines our corporate social responsibility plan initiatives Legislation administered Departmental information/ SSR s9(d) 89-91 A description of other activities undertaken Legislation administered by the Agency, including details of legislation administered by the Agency together with details of significant changes to that legislation Public access Key Contacts Contacting DPAC SSR s9(c)(ii) 220- A list of contact officers and points of public access in relation to services 221 provided by the Agency Community awareness Output Group reports SSR s9(c)(i) 11-80 Details of activities to develop community awareness of the Agency and the services it provides Appeals process Public access to agency SSR s9(c)(iii) 109 An outline of the processes available for appeals against decisions made by the decision-making Agency Agency publications Departmental information/ SSR s9(c)(i) 92 Details of any publications of the Agency departmental publications Right to Information Departmental RTI s23 & s53 87 Right to Information details for the year information/Right to Information Public interest disclosures Public access to agency PID s86 109 List the number of public interest decision-making disclosures made to the department and the procedures for making public interest disclosures Asset management and risk management policies Financial information/ TI 201 (1)(c) 110- Pricing policies of goods and services Asset management, pricing provided, the last review date and and risk management 111 reference to documents that contain policies pricing information with details of cost recovery policies and their application as appropriate TI 201 (1)(d) 110- Information on major capital projects and undertakings 111
Department of Premier and Cabinet - Annual Report 2012-13 215 Section Compliance Page Details Financial information/ TI 201 (1)(f) 110- Statement of risk management policies, and Asset management, pricing an outline of significant risk management and risk management 111 activities or initiatives policies TI 201 (1)(g) 110- Statement of asset management policies, and an outline of significant strategies and 111 initiatives TI 201 (1)(h) N/A Amounts in respect of public property, revenue and debts due to the State, written off by the Minister or Head of Agency TI 201 (1)(i) N/A The amount of losses and/or damage to public property or money, and where appropriate, the amount of losses recovered Human Resources management Disability Action Plan Disability Framework for Action 84 Agency reports to PDAC 2012-2017 Our people and policies/ SSR s9(b)(i) 95- Details of and statistical information of Staffing information, recruitment policies and programs employee statistics, Human 105 Resources activities SSR s9(b)(ii) 103 Details of officer and employee development activities SSR s9(b)(iii) 103 Details of workplace diversity programs, including statistical information for the year SSR s9(b)(iv) 109 Details of processes established to ensure employee participation in industrial relations matters within the Agency and any disputes affecting the Agency SSR s9(b)(v) 103 Details of internal grievance procedures SSR s9(b)(vi) and 104- Details of occupational health and safety strategies and a report on their Agency's ED 27 (5.2) 105 work health, safety, wellbeing and injury management performance ED 26 103 Head of Agency is required to report on activities and effectiveness related to performance management in the Agency's Annual Report PSSRA s13 106- Certification by the relevant agency manager relating to contributions to non- 108 RBF superannuation funds ED 23 104- Report annually on the status of their health and wellbeing program within Agency 105 Annual Reports and providing a summary of program highlights for the reporting period Government procurement Governance TI 1111 3(a) 8 A narrative statement in the introduction by the Head of Agency summarising the department's support for local business
Department of Premier and Cabinet - Annual Report 2012-13 216 Section Compliance Page Details Financial information/ TI 1111 3(a) & (b)(i) 141 Table summarising the level of participation Government procurement by local businesses with regard to all contracts and procurement processes of $50 000 or over, including the number of contracts awarded, the number of tenders called and the number of bids received and the extent of local participation in procurement activities Financial information/ TI 1111 3(b)(ii) 141- Detailed information on all contracts Government procurement awarded of $50 000 or over, including TI 1111 39(b)(iv)-(vi) 144 consultancy contracts, including a description of the contract, the total value of the contract and the name and locality of contractors Contributions and grants TI 201 (1)(l) 112- Any other matters deemed relevant by the Head of Agency 140 TI 709 12 The Head of Agency must ensure that each grant program is reviewed at least annually to ensure that intended outcomes are being realised and report the findings in the annual report Financial statements DPAC financial statements AA s17(1) 145- Accountable authorities are required to submit financial statements to Auditor- FMAA s27(1)(c) 204 General as soon as possible and within 45 FMAA s27(2),(3) & (4) days after the end of each financial year. Financial statements in respect of that TI 201 (1)(j) financial year and, the Auditor-General's report on those statements. Financial statements of the department including statements of any statutory or public body not required to report under any other Act. The financial statements required to be prepared as may be specified in the Treasurer's Instructions to present fairly the financial transactions of the Agency during the financial year; and such components of financial position of the Agency at the end of the financial year as may be specified in the Treasurer's Instructions and such other components of financial position as the Head of Agency considers desirable to be included in the statements. Audit opinion AA s42(5) 146- Independent Auditor’s Report on the department’s Financial Statements TI 201 (1)(k) 147 FMAA s27(1)(c)
Department of Premier and Cabinet - Annual Report 2012-13 217 Section Compliance Page Details Audit opinion TI 201 (1)(a) & (b) N/A A narrative summary of significant financial outcomes for Agency programs or activities, and any Ministerial directives in relation to financing and investment activities. Economic and other factors which have affected the achievement of operational objectives.
Department of Premier and Cabinet - Annual Report 2012-13 218 Contacting DPAC
Telephone (03) 6270 5633 Office of the Secretary Facsimile (03) 6223 8609 Mailing address Department of Premier and Cabinet GPO Box 123 HOBART Tasmania 7001 Email [email protected] Website www.dpac.tas.gov.au
Office Address Telephone Facsimile
Bushfire Recovery Unit Level 5, 144 Macquarie Street 6270 5470 6233 9242 Hobart TAS 7000
Cabinet Office and Level 4, Executive Building 6270 5659 6233 2201 Executive Council Secretariat 15 Murray Street 6270 5669 Hobart TAS 7000
Community Development Level 8, 144 Macquarie Street 6232 7133 6233 9421 Division Hobart TAS 7000
Corporate Services Level 6, Executive Building 6270 5482 6233 2769 Division 15 Murray Street Hobart TAS 7000
Executive Division Level 7, Executive Building 6270 5633 15 Murray Street Hobart TAS 7000
Local Government Division Level 5, Executive Building 6232 7022 6233 5685 15 Murray Street Hobart Tasmania 7000
Office of eGovernment Level 6, Executive Building 6232 7722 15 Murray Street Hobart TAS 7000
Office of Parliamentary Level 11, 86 Collins Street 6233 3422 6233 3335 Counsel Hobart TAS 7000
Office of Security and Level 5, 144 Macquarie Street 6270 5470 6233 9242 Emergency Management Hobart TAS 7000
Department of Premier and Cabinet - Annual Report 2012-13 219 Office Address Telephone Facsimile
Office of the Secretary Level 7, Executive Building 6270 5633 15 Murray Street Hobart TAS 7000
Policy Division Level 7, Executive Building 6232 7180 15 Murray Street Hobart TAS 7000
Service Tasmania Unit Level 7, 144 Macquarie Street 6232 7148 6233 6534 Hobart TAS 7000
Social Inclusion Unit Level 7, Executive Building 6232 7139 6233 2242 15 Murray Street Hobart TAS 7000
State Protocol Office Level 6, Executive Building 6270 5667 6233 3345 15 Murray Street Hobart TAS 7000
State Service Management Level 9, 144 Macquarie Street 6232 7040 6233 2412 Office Hobart TAS 7000
Tasmanian Climate Change Level 5, Executive Building 6270 7173 Office 15 Murray Street Hobart TAS 7000
Tasmanian Government Basement, Franklin Square 6233 6179 6233 5685 Courier Hobart TAS 7000 Level 1, 1 Civic Square 0457 704 829 Launceston Tasmania 7250 0417 299 548
The Training Consortium Level 9, 144 Macquarie Street 6232 7511 6233 6600 Hobart TAS 7000
TMD Level 9, 22 Elizabeth Street 6270 5559 6233 7222 Hobart TAS 7000 1800 255 505
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Department of Premier and Cabinet - Annual Report 2012-13 221