Annual Report 2010–11

© Crown in the Right of the State of For copies or further information regarding this Report please contact: Department of Premier and Cabinet GPO Box 123 7000 Ph: 62 705479 Email: [email protected] Website: www.dpac.tas.gov.au ISSN 1448 9023 (print) ISSN 148 9031 (online)

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 2010-11 Annual Report of the Department of Premier and Cabinet.

Yours sincerely

Rhys Edwards Secretary 24 October 2011

Department of Premier and Cabinet - Annual Report 2010-11 1

The Department of Premier and Cabinet is a central agency of the Tasmanian State Government. The Ministers to whom the Department is responsible are the Premier, Hon MP; the Minister for Local Government, Hon MP; the Minister for Climate Change, the Minister for Community Development and the Minister for Aboriginal Affairs, Hon Cassy O'Connor MP; Minister for Veterans' Affairs, Hon MP; and the Minister for Children, Hon Michelle O'Byrne MP. The Department also supports two Parliamentary Secretaries to the Premier: MP (Small Business and Cost of Living) and Brenton Best MP (Economic Development for the North-West). The Department provides a broad range of services to Cabinet, other members of Parliament, government agencies and the community. The Department works closely with the public sector, the community, local government, the Australian Government and other state and territory governments.

The Department also provides administrative support to the State Service Commissioner, the Tasmania Together Progress Board and the Electricity Supply Industry Review Panel. These bodies are separately accountable and report directly to Parliament.

Department of Premier and Cabinet - Annual Report 2010-11 2 Contents Secretary’s report ...... 5 Departmental overview ...... 7 Financial and human resource summary ...... 8 Governance ...... 9 Output Group structure ...... 10 Organisation chart ...... 11 Strategic Plan summary ...... 12 Output Group 1 Support for Executive Decision-Making ...... 24 Output 1.1 Strategic policy and advice ...... 25 Output 1.2 Climate change ...... 28 Output 1.3 Social Inclusion ...... 32 Output Group 2 Government Processes and Services ...... 36 Output 2.1 Management of Executive Government processes ...... 37 Output 2.2 Principal and subordinate legislation ...... 47 Output 2.3 courier...... 49 Output 2.4 Corporate support to Ministerial and Parliamentary offices and the Office of the Governor ...... 50 Output 2.5 Administration of Electricity Supply Industry Review Panel ...... 51 Output Group 3 Electronic Services for Government Agencies and the Community ...... 52 Output 3.1 ICT policy development and implementation ...... 53 Output 3.2 Management and ongoing development of Service Tasmania...... 56 Output 3.3 Management of TASINET and Networking Tasmania; and ...... 59 Output 3.4 Information systems management ...... 59 Output Group 4 State Service Management ...... 63 Output 4.1 State Service employment and management ...... 64 Output 4.2 Support for the State Service Commissioner ...... 68 Output Group 5 Support for the Tasmania Together Progress Board ...... 69 Output 5.1 Support for the Tasmania Together Progress Board ...... 70 Output Group 6 Community Development ...... 73 Output 6.1 Community development – policy advice and ongoing community development ...... 74 Output Group 7 Development of Local Government ...... 82 Output 7.1 Development of Local Government ...... 83 All Output Groups Corporate Services ...... 87 Corporate Services...... 88 Supporting whole-of-government initiatives ...... 90 Contribution to Tasmania Together benchmarks ...... 91 Carbon Emission Reduction Plan ...... 103 Disability Action Plan ...... 105 Departmental information ...... 107 Right to Information (RTI) ...... 108 Legislation administered ...... 110 Departmental publications ...... 114 Our people and policies ...... 119

Department of Premier and Cabinet - Annual Report 2010-11 3 Staffing information...... 120 Public access to agency decision-making ...... 131 Asset Management, Pricing and Risk Management Policies ...... 132 Contributions and grants ...... 134 Government procurement ...... 169 Financial statements ...... 174 Contacting the Department ...... 248

Department of Premier and Cabinet - Annual Report 2010-11 4 Secretary’s report

This financial year has proven to be a busy and productive one yet again for the Department of Premier and Cabinet (DPAC). We have experienced many changes to the Cabinet line-up, including the resignation of Premier and the swearing-in of Lara Giddings MP as the new Premier and Tasmania’s first female Premier, on 24 January 2011. The immediate priority for the new was the formation of the 2011-12 Budget and related reforms to the State Service. The Public Sector Management Office (PSMO) has undertaken an incredible amount of work over the second half of 2010-11 with regard to Tasmanian State Service Reform. To support the budget the Government asked for a range of employment-related matters to be examined. PSMO developed a number of strategies in order to achieve a more efficient and effective State Service and to assist agencies to achieve budget savings by decreasing operating expenses. The work of the PSMO included two Bills to amend the current State Service Act 2000 with regard to performance management and redeployment. The Office of eGovernment has had a busy year with the establishment of the Information and Communications Technology (ICT) Policy Board, which I am very pleased to be chairing. Other members of the board include Secretaries from other agencies. Together we are working on a whole-of-government strategy for the future of ICT within the Tasmanian Government. The three year Voice Strategy Project, which commenced in May 2010, is now well underway with TMD now working on the procurement phase. The project is required because the current Spectrum telephone system will be discontinued within the next three years. A newer voice technology called Voice Over IP (VOIP) enables integration between telephones and other IT applications. TMD has already trialled several VOIP services. TMD has also been working on email consolidation; the establishment of one-technology platform across government that will enable staff from any agency to securely access centrally-delivered services. The Corporate Services Improvement (CSI) project was commissioned in 2009 to improve the level of service provided by Corporate Services. Significant improvements have already been made since the commencement of the project. The outcomes this year have included:  greater collaboration between Corporate Services and other divisions  a review of the Budget Development Process  implementation of a Corporate Services Customer Service Charter  consolidation of accommodation across the Department. Office alterations have been a feature of the year at 15 Murray Street, Hobart. The alterations were part of a move that has seen the Local Government Division move into the building, and Information Systems Branch and the Office of eGovernment relocated to level six. A key driver has been our desire to reduce overall accommodation costs. These office alterations will result in savings by reducing rental costs and greater sharing of resources between business units. During the year, the Community Development Division (CDD) undertook a series of internal workshops and consultations to determine its role in contributing to the priorities of Government and broader goals of DPAC. There was broad agreement to realign CDD from independent units based on community sectors to a more centralised model, focused around its core functions (policy, grants, programs and services) and community engagement. It is anticipated that the realignment will give the division the capacity to focus on better responding to social and demographic change by improving community engagement and making better use of existing resources. The contract for the printing of the Tasmanian Government Gazettes and Legislation, as well as papers for Parliament, is due to expire in 2011-12. The Executive Division managed a tender process on behalf of the Office of Parliamentary Counsel and Clerks of the Houses of Parliament. The Tasmanian Climate Change Office (TCCO) has delivered significant outcomes in the past financial year. The office has been coordinating the Government’s response to the Tasmanian Wedges Report with the Inter-Departmental Committee on Climate Change. The TCCO’s Adaptation Unit was established during the

Department of Premier and Cabinet - Annual Report 2010-11 5 year and is playing a leadership role in a number of areas, including forming a partnership with the Tasmanian Institute for Agricultural Research and Department of Primary Industries, Water and Environment (DPIPWE). This partnership aims to enable key agricultural sectors to take advantage of the opportunities climate change will present and better manage any associated risks. The key driver of the Social Inclusion Unit’s work for the year was the expansion of the scope of A Social Inclusion Strategy for Tasmania to give priority to the development of the Cost of Living Strategy. The report provided advice to Parliament on a proposed electricity concession in the context of a broader cost of living strategy. In addition, it suggested that the State Government increase the range of information and support available to help increase Tasmanians' knowledge and choice in managing cost of living pressures, in particular to focus on improving energy efficiency. During the year, the Government established an independent Electricity Supply Industry Expert Panel to conduct an assessment of Tasmania’s electricity industry. As a result, a small secretariat was established within DPAC to support the panel. The panel and secretariat have been developing recommendations for actions that will shape a new Energy Policy for Tasmania. As part of an integrated approach to performance measurement across DPAC, significant work within the Policy Division has been undertaken to develop and test new performance indicators for the development of policy advice and delivery of policy services. A performance measurement framework has been designed and a set of quality standards developed as a tool to measure the quality of specific policy outputs prepared by DPAC business units. It is hoped recommendations on appropriate performance indicators will be included in future iterations of DPAC’s strategic plan. The Policy Division has also produced a paper, Collaboration: A Tasmanian Government Approach. This paper outlines a strategy to encourage Tasmanian Government agencies to work more collaboratively in the development and implementation of policy initiatives. The paper outlines six critical factors for successful collaboration including: leadership; shared aims and benefits; trust; membership; information sharing; and accountability. It provides guidance on the types of situations where a collaborative approach would be beneficial to addressing policy problems. The Local Government Division has been involved in the Valuation and Local Government Rating Review. The report recommended a number of ways that Tasmania’s rating and valuation models could be improved. In addition to broader reforms proposed, and at councils’ request, the Local Government Division has been working on additional rating tools for the 2011-12 rating year to assist in managing “price shocks” for ratepayers arising from shifts in the property market. I am extremely pleased with DPAC’s performance this year and look forward to the year ahead.

Rhys Edwards Secretary

Department of Premier and Cabinet - Annual Report 2010-11 6 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 2010-11 7 Financial and human resource summary

Financial summary In 2010-11, 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 Group 1. Support for Executive Decision-Making 10 648 2. Government Processes and Services 15 526 3. Electronic Services for Government Agencies and the Community 40 718 4. State Service Management 4 978 5. Support for the Tasmania Together Progress Board 1 230 6. Community Development 7 351 7. Development of Local Government 2 348 Other items Capital Investment Program 250 Infrastructure Fund 724 Administered - Tasmanian Community Fund 5 617 Sub-total 89 390

Ministerial and Parliamentary Support Ministerial and Parliamentary support 22 685

Total 112 075

People Summary The number of full time equivalents employed in DPAC and Ministerial and Parliamentary support offices, as at 30 June 2011 is shown in the graph below.

Department of Premier and Cabinet - Annual Report 2010-11 8 Governance

Ministers As at 30 June 2011, the Department of Premier and Cabinet reports to the following:  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 also supports the Parliamentary Secretaries to the Premier, Rebecca White MP (Small Business and Cost of Living) and Brenton Best MP (Economic Development for the North-West). It also provides direct support to all other members of Government.

The Department The Department’s organisation structure is shown on page 11. The Department is led by the Executive, 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. DLG meetings are held each month, and provide an opportunity to communicate and review agency issues, policies and procedures. During 2010-11, the Government established an independent Electricity Supply Industry Expert Panel to conduct an assessment of Tasmania’s electricity industry. To support the panel, a small secretariat was established within DPAC. As a result, the Department currently supports three independent bodies; the Tasmania Together Progress Board, the Office of the State Service Commissioner and the Electricity Supply Industry Review Panel.

Related trusts and boards Any information noted in this report for Output 2.5 Electricity Supply Industry Review Panel, Output 4.2 Support for the State Service Commissioner or Output 5.1 Support for the Tasmania Together Progress Board is for administrative purposes only as all of these bodies report independently to Parliament. Matters pertaining to the Local Government Board are reported by the Local Government Division in the section entitled Activity 2010-11, 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. Appended to this annual report is the annual report of the Foundation pursuant to the provisions of the Jim Bacon Foundation Act 2004.

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 169 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 2010-11 9 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 2.1 Management of Executive Government processes 2.2 Principal and subordinate legislation Lara Giddings MP, Premier 2.3 Tasmanian Government courier

2.4 Corporate support to Ministerial and Parliamentary offices and Office of the Governor 2.5 Administration of Electricity Supply Industry Review Panel 3. Electronic Services for Government Agencies and the Community 3.1 Information and Communications Technology (ICT) policy development and implementation 3.2 Management and ongoing development of Lara Giddings MP, Premier Service Tasmania 3.3 Management of TASINET and Networking Tasmania 3.4 Information systems management 4. State Service Management 4.1 State Service employment and management Lara Giddings MP, Premier 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 6.1 Community development – policy advice and ongoing for Community Development community development and Minister for Aboriginal Affairs

Scott Bacon MP, Minister for Veterans’ Affairs Michelle O’Byrne MP, Minister for Children 7. Development of Local Government Bryan Green MP, Minister for 7.1 Development of local government Local Government

Department of Premier and Cabinet - Annual Report 2010-11 10 Organisation chart

Department of Premier and Cabinet - Annual Report 2010-11 11 Strategic Plan summary

This report outlines the progress made against the initiatives and priorities in the DPAC Strategic Plan 2010-13. Overall, substantial progress has been made against most of the priorities.

Goal 1 – To lead the development of policy advice, direction and whole-of-government coordination

Status STRATEGY 1.1.1 Lead the development of Tasmania’s whole- Successfully and effectively participated in COAG and of-government position on matters of national COAG Senior Officials’ meetings and other multi- and state significance in order to participate jurisdictional forums. effectively in COAG and other multi- jurisdictional forums.

STRATEGY 1.1.2 Foster intra and inter-government The Integrated Service Delivery Interdepartmental collaboration to maximise the benefits to local Committee (IDC) and working group are examining communities arising from social infrastructure opportunities for service integration across government, initiatives, including Child and Family Centres. including Child and Family Centres, Community Service Hubs, and links to Australian Government programs. The IDC has agreed an approach to IT delivery in the West Coast Hub and an overarching paper on integration. The working group is currently examining frameworks for governance and accountability in the Hubs. The West Coast Hub will open October 2011. It is anticipated that the West Coast Hub will provide guidance for the George Town Hub, which has not yet commenced.

STRATEGY 1.1.3 Work with the Tasmanian Planning All major tasks identified for the project have been Commission to develop a COAG Capital City completed, including: Plan for Hobart.  convening and supporting the Capital Cities Planning IDC;  coordinating Government input into two reports to the COAG Reform Council; and  participating in the continuous improvement and best practice teleconferences and workshop series.

STRATEGY 1.1.4 Investigate and implement an appropriate Undertook research and prepared a Cabinet Minute mechanism to prohibit canal estate outlining options to prohibit canal estate developments. developments in Tasmania. Cabinet approved the development of legislation for this purpose. Legislation was developed and passed in the House of Assembly in June 2011 but was defeated in the Legislative Council on 7 July 2011.

Department of Premier and Cabinet - Annual Report 2010-11 12 Status STRATEGY 1.1.5 Co-ordinate the preparation and execution of An IDC was established to ensure a coordinated whole-of- an integrated implementation of the Sullivan’s government approach to implementation of the Sullivans Cove Master Plan. Cove Master Plan and a part-time project manager was appointed. The IDC developed a Consultation Draft Implementation Strategy, which was provided to Hobart City Council, Tasports and the Sullivans Cove Waterfront Authority for comment. Comments were received and incorporated into the draft plan. STRATEGY 1.1.6 Support the implementation of the National Substantial progress has been made in multilateral Health and Hospital Reform process in negotiations with the Australian Government on a new Tasmania. National Health Reform Agreement to reflect COAG’s February 2011 decision. This work is proceeding towards finalisation in early 2011- 12. STRATEGY 1.1.7 Lead the promotion and implementation of Collaboration: A Tasmanian Government Approach was the Tasmanian Government’s approach to officially launched in October 2010 by the former Premier. collaboration across agencies. Promotional material was developed for the launch and distributed across government. A number of presentations highlighting the importance of the approach have been delivered. A further work program has been developed, including further implementation activities across government. STRATEGY 1.2.1 Establish the Adaptation Unit to coordinate The TCCO’s Adaptation Unit was established in July 2010 work across government to identify and is playing a key role in assisting local government adapt opportunities to maximise the benefits and to climate change and address coastal vulnerability, and minimise the risks resulting from a changing assisting the agricultural sector to maximize the benefits of climate. a changing climate. The unit is also continuing to communicate and extend the results of the Climate Futures for Tasmania project. STRATEGY 1.2.2 Prepare a new Climate Change Framework The Government’s response to the analysis, Tasmania’s that responds to the findings of the analysis of Action Plan to Reduce Emissions, has been developed, emission reduction opportunities for the taking into account advice from the Tasmanian Climate Tasmanian economy. Action Council and State Government agencies. The Action Plan was released in July 2011. STRATEGY 1.2.3 Undertake research into the role of A Steering Committee was established to manage delivery Tasmania’s forests in emitting and of the Forest Carbon Study and the scope has been sequestering carbon, and the associated finalised. The request for tender closed in August 2011. opportunities in emerging carbon markets. STRATEGY 1.2.4 Finalise and implement the State Framework A draft framework has been developed and endorsed and for mitigating the impacts of natural hazards, reference groups for the development of hazard specific including the changes associated with climate statements under the framework have been convened. change.

Department of Premier and Cabinet - Annual Report 2010-11 13 Status STRATEGY 1.3.1 Implement A Social Inclusion Strategy For Tasmania: Preliminary Response, with particular focus on:  developing the Cost of Living Strategy A Cost of Living in Tasmania: Interim Report was released in February 2011. A final Cost of Living Strategy will be presented in early 2011-12.  developing a Tasmanian Food Work on a Framework for the Tasmanian Food Security Security Strategy Strategy is in progress.  administering the Tasmanian Food $730 000 from the Tasmanian Food Security Fund has Security Fund been administered across a range of innovative coalitions to address food supply and access in Tasmania.  establishing the Community Completed. The CDFF programs began in July 2010 and Development Finance Fund (CDFF). will operate for a minimum of three years. STRATEGY 1.4.1 Improve access to State Government Phase One is underway. A State Government Inter-Agency programs and services for Tasmania’s Working Group has been established to examine and culturally diverse communities. analyse agency data. Consultations with humanitarian entrant communities and service providers will occur over next two to three months. The final report is due to the Minister for Community Development in December 2011. STRATEGY 1.4.2 Coordinate and provide support to the high- This project was successfully completed and launched in level interdepartmental taskforce responsible July 2011. It was delivered in partnership with the for the development of a whole-of- Department of Health and Human Services (DHHS). government’s Children and Youth Agenda. STRATEGY 1.4.3 Coordinate and support a review of the The former Minister for Aboriginal Affairs commenced whole-of-government policy on eligibility for consultations with key Aboriginal organisations and Aboriginal and Torres Strait Islander-specific members of the Aboriginal community to determine the programs and services delivered by the review process. Once determined, the review process will Tasmanian Government. be considered by the Aboriginal Affairs Committee of Cabinet.

STRATEGY 1.4.4 Progress whole-of-government disability Review of the Disability Framework for Action is underway policy, incorporating the review of the with Cabinet noting its commencement. A discussion paper Disability Framework for Action. will be released in August 2011 for public and agency comment.

STRATEGY 1.4.5 Review the Positive Ageing Plan. A Seniors Future Directions Working Group has been established and is tasked with developing a three year plan, which prioritises policy development relating to older Tasmanians, with representation from the community, government, the Council on the Ageing (Tas), the Local Government Association of Tasmania and the University of Tasmania.

Department of Premier and Cabinet - Annual Report 2010-11 14 Status STRATEGY 1.4.6 Assist and acknowledge the full participation of Tasmanian women in their communities by:  development and implementation of A Tasmanian Strategy to Increase Women’s Representation on a Women on Boards strategic plan Boards and Decision-making Bodies is under development. Comment has been received from the Tasmanian Women’s Council.  supporting the centenary of CDD supported a range of celebrations to recognise the International Women’s Day. centenary of International Women’s Day. STRATEGY 1.5.1 Finalise the state Recovery Plan and revised A Draft Recovery Plan was circulated to stakeholders for plan for Influenza Pandemic. comment in May 2011. Final agency endorsement will occur by November 2011. Review of Influenza Pandemic Plan commenced in June 2011. Final agency endorsement will occur by April 2012.

STRATEGY 1.5.2 Finalise options for a state-wide resilient web- Project delayed but progressing well. service for communicating with the public A supplier for the identification of options for the delivery during an emergency. of the state-wide resilient web service was appointed in October 2010 after a competitive quote process. The project commenced in November 2010, with workshops conducted with stakeholders throughout December 2010 and January 2011. A final report on options was delivered in July 2011. A proposed way forward will be submitted to the Security and Emergency Management Advisory Group for whole-of-government consideration in September 2011.

STRATEGY 1.5.3 Facilitate development of spatially-enabled Work will commence in the near future on the common operating picture to support the development of an emergency services common operating ability of emergency services to respond to picture. emergencies. STRATEGY 1.5.4 Finalise the review of construction and Consultation with stakeholders on proposal to introduce development control in bushfire-prone areas. new controls for construction and development in bushfire- prone areas has commenced. Cabinet agreement on the introduction of new controls for construction and development in bushfire-prone areas in April 2011. A Bill was tabled in Parliament in June 2011 and a draft planning directive was released for public consultation by the Tasmanian Planning Commission. It is anticipated that the recommendations of the review will be implemented by the end of 2011.

Department of Premier and Cabinet - Annual Report 2010-11 15 Status STRATEGY 1.6.1 Develop and undertake a Service Tasmania Survey was completed during May-June 2011. There were Customer Satisfaction Survey. 1 093 respondents with 94 per cent indicating that they were ‘satisfied’ or ‘very satisfied’ with Service Tasmania. STRATEGY 1.6.2 Manage the ongoing development and enhancement of whole-of-government service delivery:  implement a new Procedural The project was deferred by the Service Tasmania Board in Information Management System August 2010 to enable investigation of issues which (PIMS) for customer service staff and threatened the viability of the project. Amongst these were accessible by the public through the high costs of licensing the SharePoint product, the Service Tasmania Online inability to use a whole-of-government Active Directory to manage user authentication, and the capacity to access an affordable hosting solution.  review the Tasmanian Government Completed. Personal Information Card and develop a business requirements specification for new card application management system (software)  implement the Client Update Service The Client Update Service prototype was implemented in prototype Service Tasmania Shops.  develop a Channel Management Project will be revisited as part of 2011-12 business Strategy for Service Tasmania. planning due to lack of resource availability in 2010-11. STRATEGY 1.6.3 Maximise the delivery of government Over last 12 months, Service Tasmania staff has met and information and services through Service established relationships with each of the 29 Councils. Tasmania Shops, telephone and internet by executing the business development strategy with local government councils. STRATEGY 1.7.1 Lead whole-of-government ICT policy to:  establish the ICT Policy Board The ICT Policy Board was established in mid-2010 and has met four times.  through the ICT Policy Board, lead The ICT Policy Board has led the development of the the development of an ICT strategy vision, objectives and principles for the ICT Strategy for the for the Tasmanian Government. Tasmanian Government.

Develop ICT performance measures and The ICT Policy Board is leading the development of: benchmarks leading to the development of an  an ICT investment and decision-making framework, ICT investment policy. which will guide alignment of agency ICT investment plans to directly support the ICT Strategy and government policy;  an ICT Roadmap, which will assist and guide in agency ICT planning and implementations, in particular for those ICT services that are common to two or more agencies;

Department of Premier and Cabinet - Annual Report 2010-11 16 Status  a survey to understand each agency’s future ICT investment intentions; and  a benchmarking exercise to examine each agency’s past expenditure on ICT.

STRATEGY 1.7.2  Develop a trial Client Update Service Completed – a Client Update Service prototype was prototype developed and trialled in a limited capacity through Service Tasmania Shops.

STRATEGY 1.7.3 Support key ICT projects:  IT Transformation Program The Office of eGovernment (OeG) provided assistance to TMD to support the IT Transformation Program (see Strategy 3.1).  Ministerial network Completed – OeG provided project management support and coordination for the migration of all Ministerial Offices onto the DPAC network.  develop an identity management Integrated into the planning of the Email Consolidation platform Project (being undertaken by TMD, see Strategy 3.1.1)  develop a business case for future The business case was developed, however the project was investment in spatial information. not funded through the 2011-12 budget process.

STRATEGY 1.8.1 Substantially implement long-term financial A State Local Government Asset Policy has been and asset management and planning for local developed and approved by the Minister for Local government. Government. The Local Government Division (LGD) will continue to work with the Local Government Association of Tasmania (LGAT) on the development of asset and financial plan templates for local government.

STRATEGY 1.8.2 Finalise and begin implementation of the Delayed but progressing well: valuation and local government rating review.  Interim changes have been made to the Local Government Act 1993.  Government is considering terms for drafting amendments to address uncertainties associated with the authority of Council to collect rates revenue.  Modelling is being finalised for inclusion in final review report.

STRATEGY 1.8.3 Establish sustainability objectives and Delayed but progressing well. Final indicators agreed in- indicators for Tasmanian councils and collect principle and the final consultation report is due to be relevant data through a revised consolidated released in August 2011. data collection.

Department of Premier and Cabinet - Annual Report 2010-11 17 Status STRATEGY 1.8.4 Continue to develop partnership agreements LGD continued to promote the shift away from broad and improve relationships between local bilateral partnership agreement to regional, state-wide or government and State Government and have issues based agreements. five agreements signed. STRATEGY 1.8.5 Implement amendments to the Dog Control Changes to the Dog Control Act 2000 reflecting the Act 2000. Government’s commitment to improve public safety came into effect on 1 July 2010.

STRATEGY 1.9.1 Implement the Wages Agreement including Negotiations commenced for the Tasmanian State Service negotiating expiring agreements and Award (TSSA) and the Health and Human Service Award undertaking key disputes. (HaHSA). Other Agreements were finalised (Police, Fire Fighters, Nurses and Legal Practitioners). STRATEGY 1.9.2 Review the governance arrangements for the During 2010-11 the Government announced that an Tasmanian State Service. independent review would be undertaken, with a revised completion date of December 2011. STRATEGY 1.9.3 Undertake workforce planning and Completed the State Service Workforce Profile 2011 and development through profiling, networking facilitated the Workforce Planning Network. and training. STRATEGY 1.9.4 Examine options for the development of HR A pilot of a HR strategic IT system is being undertaken in strategic IT systems. the Department of Infrastructure, Energy and Resources STRATEGY 1.9.5 Implement People Directions:  develop and implement the HR HR Capability program commenced with 20 participants in Capability Program and extend HR April 2011. Capability to include advocacy and Award interpretation.  develop and implement Tasmanian Draft Capability profile developed. State Service Capability profile.  implement Tasmanian State Service Draft attributes developed. attributes.  establish and implement Leadership Draft Leadership Capabilities developed. Capability. STRATEGY 1.9.6 Promote diversity programs  graduate disability program In consultation with agencies and community groups, PSMO has developed a graduate program for people with disabilities.  implement work placement The 2010 Work Placement Program featured a longer (migrants). (three week) placement period involving 20 placements. The program is structured to give participants experience in

Department of Premier and Cabinet - Annual Report 2010-11 18 Status an Australian workplace, as well as experience with job application and interview skills through workshops facilitated by the PSMO and Multicultural Tasmania. STRATEGY 1.9.7 Coordinate the Public Sector Management Applications for the 2011-12 ANZSOG programs have Program and leadership development been requested (Executive Masters of Public programs including ANZSOG. Administration, Executive Fellows Program and Towards Strategic Leadership Program). STRATEGY 1.9.8 Develop the Tasmanian State Service Reform Developed and commenced implementation of a suite of package to increase effectiveness and State Service Reform strategies to increase effectiveness productivities in short and medium-terms to and productivities in the short and medium-term. address budget imperatives. STRATEGY 1.10.1 Implement components of the Health and Wellbeing Strategic Plan:  implement the Professional A professional development program was conducted to Development Program increase the knowledge and ability of 19 key agency and authority staff to implement workplace health programs.  implement the Mental Health The Mental Health Providers Panel was implemented and Providers Panel provided mental health and wellbeing training which was attended by more than 500 participants.  implement Health and Wellbeing A grants program has been established and agencies submit Grants Program for government grant applications in line with their Health and Wellbeing agencies. plans.

Goal 2 – To provide comprehensive, timely and accurate services that support the machinery of government

Status STRATEGY 2.1.1 Review Portfolio Services arrangements The arrangements were reviewed but another review is and Cabinet processes to support current required due to change in ministerial arrangements in January Ministerial/Cabinet secretary 2011. New ministerial letters to the Tasmania Greens Ministers appointments. were issued by the Premier. Protocols have been developed for the two Parliamentary Secretaries to the Premier. Portfolio Services support arrangements with relevant ministerial offices have been reviewed to reflect new portfolios and working arrangements.

STRATEGY 2.1.2 Manage the review of Parliamentary The report by the independent appointee Prof Emeritus Peter numbers and implement Boyce was tabled in March 2011. recommendations.

STRATEGY 2.1.3 Manage, with Tasmania Police, Tasmania’s Tasmania successfully participated in Mercury 10, a national participation in national multi-jurisdictional multi-jurisdictional counter-terrorism exercise. counter-terrorism exercise.

Department of Premier and Cabinet - Annual Report 2010-11 19 Status STRATEGY 2.1.4 Provide comprehensive timely and Services to the satisfaction of the key users were provided to accurate services that support the support machinery of government processes, including 27 machinery of government to agreed meetings of the Executive Council, 46 meetings of Cabinet, 12 performance standards. official visits, 11 official functions and the arrangement of two State funerals. STRATEGY 2.2.1 Manage critical issues that are highly A number of key issues were managed throughout the year. sensitive and may impact on the successful implementation of the Government’s overall administrative framework. STRATEGY 2.3.1 Implement the Right to Information Act DPAC RTI Act: Information Disclosure Policy and Procedures was (RTI), including the routine disclosure approved and released January 2011. DPAC’s RTI web site for framework, within DPAC. routine and active disclosure went live January 2011. There was a substantial increase in external requests (approximately double previous year) for information under the RTI Act. STRATEGY 2.3.2 Finalise the review of the Tasmanian The revised policy was approved in September 2010 and the Government Communications Policy and changes have been implemented across government, with implement the review recommendations. presentations of the new policy as well as collateral to assist with implementation within agencies. As a result of the revised policy the Tasmanian Style Guide and Logo Policy was also reviewed with a new edition distributed to all agencies. STRATEGY 2.3.3 Establish the next panel of Following a detailed tender process, a panel of preferred communications/marketing service providers of marketing services was appointed for DPAC (and providers. the Department of Health and Human Services) in May 2011. STRATEGY 2.3.4 Expand the implementation of website A number of web tools were implemented to improve the accessibility for people with disability to accessibility of key DPAC websites. DPAC partnered with sites beyond the DPAC internet (e.g. Earn Vision to provide training across government to key Your Stars, iPac) and develop accessibility communication and web staff on improving the accessibility of resources for whole-of-government use. websites in March 2011. STRATEGY 2.3.5 Manage the tender process for new DPAC managed a tender process to select new contractors to contracts for printing of Bills, Gazette and undertake the printing of the Tasmanian Government Gazette, Parliamentary papers, including legislation, and Parliamentary material. The tender was consideration of online Gazette. conducted on behalf of the Parliament as well as the Government. Evaluation was completed by 30 June 2011. Contract negotiations to be finalised in 2011-12. STRATEGY 2.3.6 Review current arrangements for the A new itinerary was settled for 2011 Frank MacDonald Frank MacDonald Memorial Prize Trip Memorial Prize trip. The trip went in reverse to previous years, and arrange for the 2011 trip. starting with the Western Front followed by Gallipoli. The trip was managed successfully to the satisfaction of all travellers with ANZAC Day observed in Villers-Bretonneux rather than Gallipoli.

Department of Premier and Cabinet - Annual Report 2010-11 20 Goal 3 – To deliver ICT services to advance whole-of-government needs

Status STRATEGY 3.1.1 Commence transition to a single email Stage One of the program is now heading into its second platform across core government agencies, year. By the end of the 2010-11 financial year, four inner- with the first agency completed by budget agencies have been transitioned to the central service. December 2010. Four agencies to be transitioned prior to the end of 2010-11. STRATEGY 3.1.2 Re-structure and re-align TMD into a TMD’s new Service Management Centre went live in June service delivery business that can support a 2011 and now offers a single point of contact, extended whole-of-government delivery approach. operating hours and a new web site allowing 24 hour logging of issues. TMD also completed the recruitment of a number of key positions identified as necessary for the re-focused strategic direction of TMD. STRATEGY 3.1.3 Develop an IT strategy capability within TMD has established a strategic investment pipeline process. TMD that will represent whole-of- The establishment of the process which will build business government needs and translate them into cases for whole-of-government needs was established ahead business cases for technology initiatives that of the scheduled due date. build on the email and identity management projects. STRATEGY 3.1.4 Develop a new approach to implementing The three-year Voice Strategy Project commenced May 2010. voice technology for whole-of-government The initial strategy phase was completed earlier this year. The in the form of a Voice Strategy that will procurement phase which will include a major request for lead into a tender process to replace tender runs from January 2011 to February 2012. The final current fixed line technology. transition planning phase will run from October 2011 to June 2012.

Goal 4 – To have efficient and effective processes that underpin a supportive and challenging workplace

Status STRATEGY 4.1.1 Refine and implement an integrated A planning and budget development cycle has been developed, planning, budget and reporting cycle, and key dates set for the development of the 2011-12 Budget. including a review of base funding. The process includes:  overhead redistribution  establishment review  review of base funding. STRATEGY 4.1.2 Measure our performance by: Indicators have been developed for measuring quality policy  trialling the effectiveness of advice. These are being trialled and, depending on the results, performance measures developed will be rolled out across relevant areas in DPAC. for the DPAC Strategic Plan  develop a suite of performance measures at the business unit level.

Department of Premier and Cabinet - Annual Report 2010-11 21 Status STRATEGY 4.2.1 Develop a strategic approach to managing A number of strategic accommodation initiatives have been departmental accommodation, implemented or are progressing, including the consolidation of consolidating our accommodation offices onto levels five and six in the Executive Building. Some footprint, reducing our lease liability and research and consultation has been undertaken to assist in providing effective and productive physical developing a strategic framework for office accommodation. work environments.

STRATEGY 4.2.2 Revise and monitor the Department’s Following an agency-wide review of the PMD process, revised performance management and guidelines have been drafted. Further consultation is planned development (PMD) system. prior to implementation.

STRATEGY 4.2.3 Develop a strategic framework for the A paper has been prepared on information management, management of information in DPAC. which discusses future directions in information management and options for DPAC. A governance structure has been developed and will be implemented in 2011-12. STRATEGY 4.2.4 Through the Corporate Services The benefits of the CSI project are evidenced by improved Improvement (CSI) project, improve the flow of information between Corporate Services and divisions. level of collaboration and support in the Improvements to date have focused on: delivery of corporate activities which  budget and reporting, including reviewing establishment underpin Departmental business needs. data  building a strong management team  improving the quality of information provided to divisions/executive. STRATEGY 4.3.1 Review the Pulse Check Survey and The Pulse Check Survey was undertaken in October 2010, undertake the survey for 2010. with results released in November 2010, and divisional results released in January 2011. STRATEGY 4.3.2 Implement strategies to promote DPAC’s values, including:  finalise and implement annual ‘Values of the Month’ commenced in October 2010, and three values communication initiative values have now been promoted. A program for future work incorporating a ‘Values of the around values has been presented to DLG. Month’ program  incorporate values into the Values have been incorporated into the business planning recruitment, PMD and business template, into the draft PMD process, and included in all planning processes Statement of Duties.  progress study on best practice to This initiative has been deferred. connect with the community  build values into policies as they The corporate policy template includes a section specifically are developed/reviewed. relating to the values.

Department of Premier and Cabinet - Annual Report 2010-11 22 Status STRATEGY 4.3.3 Develop a DPAC communications Discussions around development of the strategy have been strategy that reflects and contributes to undertaken. The strategy structure is currently being the strategic direction of the Department developed. and meets the requirements of the Cabinet Communications Committee.

STRATEGY 4.3.4 Redevelop the DPAC intranet site. A new home page for the DPAC intranet site was launched in August 2010 with improved structure and an improved search function, making it quicker and easier to find information and commonly used resources. STRATEGY 4.4.1 Implement phase two of the DPAC Leadership Styles training was delivered to DLG in October Leadership Development Program – 2010 and February 2011. The overall feedback from the Leadership Styles. program was positive and is being used to inform the development of a leadership program for 2011-12. STRATEGY 4.4.2 Continue leadership forums on issues of A leadership forum on social inclusion was held in mid-2010. strategic importance to DPAC. Future forums are being incorporated into a leadership program 2011-12.

STRATEGY 4.5.1 Transfer Ministerial IT infrastructure to the All Ministerial Offices were transferred to DPAC IT DPAC network and implement some infrastructure by November 2010. This included the common applications such as OCS, TRIM deployment of OCS, TRIM and ESS. DPAC assumed and ESS. responsibility for the non-salary related office expenses for all Ministerial Offices from 1 July 2011.

Department of Premier and Cabinet - Annual Report 2010-11 23 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 2010-11 24 Output 1.1 Strategic policy and advice

Overview

Output 1.1 supports the Premier and Cabinet in achieving the Government's vision for Tasmania through the provision of high-quality policy services and the support and implementation of whole-of-government priorities. This Output also manages and coordinates intergovernmental relations, including Tasmania's contribution to the Council of Australian Governments (COAG) and the Council for the Australian Federation (CAF), leading on performance reporting to the COAG Reform Council, and coordinating responses to 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  supporting Departmental priorities.

Summary of the year’s performance

The Policy Division continued to work on a diverse range of matters in 2010-11. During the year the division led on, or contributed to, over 90 pieces of work, some of which were highly complex. This work was conducted across a broad policy span in the areas of Integrated Service Delivery, Education and Skills, Health and Human Services, Housing, Land-Use Planning, the National Broadband Network, Infrastructure and Transport, Water Policy, Business Regulation and Competition Reform and Natural Resource Management. The division also led on intergovernmental policy priorities, including COAG’s review of Ministerial Councils and National Health and Hospital Reform; and took the lead role in implementing the Departmental priorities of collaboration and performance measurement.

Major achievements

Priority policy services In collaboration with government agencies, the division:  provided advice on 94 Cabinet Minutes  provided practical advice to State and Australian Government agencies on integrated service delivery across government to maximise benefits to local communities  worked with the Tasmanian Planning Commission to develop a Capital City Plan for Greater Hobart

Department of Premier and Cabinet - Annual Report 2010-11 25  negotiated Tasmania’s position in relation to National Health and Hospital Reform  coordinated Tasmania’s position on the National Disability Strategy  supported the former Premier to establish and implement a Cabinet Committee process to oversee Tasmanian Government strategic policy and projects. Intergovernmental priorities The Policy Division coordinated Tasmania’s position and provided briefings for the Premier and the Secretary for COAG and CAF meetings. This included coordinating and providing policy advice on a number of National Agreements and National Partnerships arising from the Inter-Governmental Agreement on Federal Financial Relations. The division also represented Tasmania in a number of national forums, including: the National Early Years Steering Committee; the National Skills Reform Senior Officials Group; the COAG Housing Supply and Affordability Reform Working Party; the Business Regulation and Competition Working Group; the Transitional Working Group for Implementing the Reform of Ministerial Councils; the National Health Reform Technical Drafting Working Group; and the Senior and Treasury Officials Heads of Treasury Review of the COAG Reform Council Recommendations Implementation Steering Group. The division considered 197 requests for input into inquiries of the State and Australian Parliaments, coordinated whole-of-government responses or made submissions to 19 of these and referred a further 29 requests to line agencies who made submissions. The division also considered 60 trade and treaty requests and provided input into approximately 50 per cent of these. Legislation The Policy Division prepared policy advice for Cabinet and instructed Parliamentary Counsel to draft legislation for:  the National Broadband Network (Tasmania) Bill 2010, which provided for an ‘opt-out’ approach to facilitate easier connection by Tasmanians to the National Broadband Network (NBN). The Bill received Royal assent on 21 December 2010  the Canal Estates Prohibition Bill 2011, which was passed by the House of Assembly in June 2011 but did not pass the Legislative Council. Departmental priorities The Policy Division:  led the promotion and implementation of the Tasmanian Government’s approach to collaboration across agencies  coordinated and led the implementation and evaluation of a pilot project to measure the quality of policy services within DPAC policy units.

Department of Premier and Cabinet - Annual Report 2010-11 26 Measuring performance

Unit of 2008-09 2009-10 2010-11 2011-12 Performance Measure 1 Measure Actual Actual Actual Target

Number of Cabinet Advisories that are submitted to the Cabinet Office on time % 95 98 92 95

Note 1. Additional performance measures are expected to be identified for 2012-13 onwards based on the outcomes of the pilot project to measure the quality of policy services within DPAC policy units.

Department of Premier and Cabinet - Annual Report 2010-11 27 Output 1.2 Climate change

Overview

Output 1.2 facilitates the activities of the Tasmanian Climate Change Office (TCCO), which are to coordinate the development and implementation of government policy and initiatives relating to the reduction of Tasmania's greenhouse gas emissions and adaptation to climate change. This Output includes the 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  driving or facilitating climate change actions within government and the community  stimulating innovative and creative responses to climate change and empowering others to take action.

Summary of the year’s performance

The TCCO coordinated the Government’s response to the Tasmanian Wedges Report which analysed Tasmania’s opportunities to reach its legislated greenhouse gas emissions target of at least 60 per cent below 1990 levels by 2050. The response, Tasmania’s Action Plan to Reduce Emissions, took into account the findings of the Tasmanian Wedges Report, advice from the Tasmanian Climate Action Council and State Government agencies, and includes a number of priority areas for action. The TCCO continued to manage the Forest Carbon Study and progressed work on the scope and request for tender. The TCCO also provided advice on the Australian Government’s key national climate change policy initiatives including the Garnaut Review on carbon pricing and the Carbon Farming Initiative. The TCCO’s Adaptation Unit is playing a key role in communicating and extending the results of the Climate Futures for Tasmania Project. It is also progressing projects in the areas of local government, agriculture, infrastructure and coastal vulnerability. Among the successful projects funded under the third round of ClimateConnect grants, three adaptation projects were awarded funding of up to $30 000 each. The TCCO administered the third year of the Greenhouse Gas Emissions Inventory Project for Tasmanian Government agencies and also established a new Climate Policy Network for policy makers in all State Government agencies with the aims of building knowledge, sharing ideas and promoting collaboration on climate change policy. The TCCO supported the Tasmanian Climate Action Council, which provided key advice to Government on the Tasmanian Wedges Report and interim targets.

Department of Premier and Cabinet - Annual Report 2010-11 28 Major achievements

Establishment of the Adaptation Unit The Adaptation Unit has been operational since July 2010 and is playing a key role in assisting local government adapt to climate change and address coastal vulnerability, and the agricultural sector to maximize the benefits of a changing climate. The unit is also continuing to communicate and extend the results of the Climate Futures for Tasmania project with results on general climate change projections, impacts on water and catchments, and agriculture now publicly available through Department of Primary Industries, Parks, Water and Environment’s (DPIPWE) Land Information System Tasmania (LIST). The unit has formed a partnership with the Tasmanian Institute for Agricultural Research and DPIPWE to better understand the impacts of climate change on key agricultural regions and sectors, and to continue to extend information on climate change impacts to farmers and agricultural enterprises. The unit is also coordinating the redevelopment of the State-wide Partnership Agreement on Climate Change, which will have a greater emphasis on adaptation. It has played a key role in leveraging Australian Government funding to assist local government adapt to climate change impacts. Through the Local Government Reform Fund, $400 000 has been secured to assist local government adapt to climate change. Regional, land-use and council adaptation plans will be developed for the 12 southern Tasmanian councils in the coming year. The unit has also assisted in obtaining $500 000 from the Australian Government to support four Tasmanian councils to improve their decision-making capacity to address coastal climate change impacts. The project will assist councils prioritise and implement coastal adaptation investment options. The unit is also collaborating with the Tasmanian Planning Commission and the Office of Security and Emergency Management, to progress a coastal vulnerability work program, which includes the development of a state-wide code on coastal hazards. Responding to the Tasmanian Wedges Report The TCCO has been coordinating the Tasmanian Government’s response to the Tasmanian Wedges Report, which was released in February 2010. The Wedges Report projects Tasmania’s emissions under a ‘business as usual’ scenario, and identifies opportunities to reduce the State’s emissions. The report found that with least-cost national and state-level action to reduce emissions, the State can reach its legislated emission reduction target by 2050. The TCCO used the findings of the Tasmanian Wedges Report in its development of the Government’s response, Tasmania’s Action Plan to Reduce Emissions. This Action Plan, which also integrates advice from the Tasmanian Climate Action Council, will deliver whole-of-government action to be implemented by State Government agencies. The Action Plan replaces the 2008 Tasmanian Framework for Action on Climate Change and includes a number of priority areas and short-term, practical actions to reduce the State’s greenhouse gas emissions. Progressing a Forest Carbon Study The TCCO has been managing the delivery of the Forest Carbon Study, which will independently assess the carbon value of Tasmania’s forest estate. The Government allocated $250 000 to the study in the 2010-11 State Budget and has established a Steering Committee, chaired by distinguished Professor Jim Reid. The study will provide an estimate of carbon sequestration and emissions from the State’s conserved, managed and plantation forests and consider the economic opportunities carbon sequestration in forests may provide. The study will also consider any opportunities that may exist to monetise emission reductions and/or carbon sequestration achieved within the forest estate, through existing or proposed carbon finance mechanisms. Consultations have taken place with a range of key stakeholders in developing this scope, including representatives of the forest industry and environmental organisations.

Department of Premier and Cabinet - Annual Report 2010-11 29 Supporting the Tasmanian Climate Action Council The office continues to provide executive support, information and research to assist the work of the Tasmanian Climate Action Council. In July 2010, the council delivered its advice to the Government on the findings of the Tasmanian Wedges Report which included 50 recommendations for action to reduce emissions over the short, medium and long-term. In December 2010, the council provided advice on the setting of interim emissions reduction targets, including a recommendation to establish a state-wide interim target to reduce emissions to at least 25 per cent below 1990 levels by 2020. The council also provided advice supporting broader community uptake of solar hot water systems and the insulation of electric storage hot water systems in Tasmania. In its first Biennial Report to Parliament on Tasmania’s progress towards its 2050 emissions reduction target, the council acknowledged the significant work that has been completed in the Tasmanian Wedges Project, the Climate Futures for Tasmania project and the Climate Change Adaptation Unit. The council has held four Council Meets Community public events prior to each of its quarterly meetings. These events were attended by a total 320 Tasmanians and provided members of the community with the opportunity to seek information on key climate change issues. Building community capacity The TCCO has continued to build capacity on climate change in the Tasmanian community through its grants programs, presentations and communications. Under the third round of the ClimateConnect grants program, seven action-oriented projects were awarded funding. Four of these projects have a focus on emissions reduction and energy conservation and, for the first time, three projects will assist communities to adapt to the impacts of climate change. These adaptation projects were selected for their capacity to provide people with the resources, skills or knowledge they need to respond to the impacts of climate change. Five projects were also awarded funding of up to $3 000 each under the Earn Your Stars 2010-11 micro-grants round. All of the projects have a focus on building community resilience and working together to achieve outcomes. The TCCO has conducted over 50 presentations on climate change and supported a wide range of events throughout the State. The Earn Your Stars website continues to grow and now hosts separate sites with more detailed information on mitigation and adaptation policy. Collaborating with Tasmanian Government agencies The office has focused on improving the integration of climate change into State Government policy and programs, and has played a role in the development of key State Government policies including the Economic Development Plan, the State Tax Review, the Renewable Energy Strategy for Tasmania and the coastal planning framework. The office has established a Climate Policy Network for policy makers in all government agencies. The network aims to build knowledge, share ideas on climate change and promote a collaborative approach to policy development across the public sector. The TCCO administered the third year of the Greenhouse Gas Emissions Inventory Project for the Tasmanian Government. The project has extended its reach to establish a broad baseline for reporting emissions, including all Tasmanian Government agencies. Emissions Reduction Plans have been prepared by each agency and actions are now being implemented on an ongoing basis. Tasmanian Government agencies are now required to meet minimum sustainability standards for government office buildings and develop a green lease schedule for leased government buildings.

Department of Premier and Cabinet - Annual Report 2010-11 30 Measuring performance

Unit of 2008-09 2009-10 2010-11 2011-12 Performance Measure Measure Actual Actual Actual Target

Percentage of components of the Tasmanian Framework for Action on Climate Change delivered on time. % 90 95 95 1 N/A Percentage of strategic policy initiatives completed on time. % N/A N/A N/A 85 2

Note 1. The Tasmanian Framework for Action on Climate Change will be superseded in 2011-12. The percentage of components will not reach 100 per cent due to regional planning initiatives which were not finalised in 2010-11 and are no longer within the scope of the Tasmanian Framework for Action on Climate Change. 2. This performance measure will replace the performance measure in relation to the percentage of components of the Tasmanian Framework for Action on Climate Change delivered on time as the Tasmanian Framework for Action on Climate Change will be superseded in 2011-12.

Department of Premier and Cabinet - Annual Report 2010-11 31 Output 1.3 Social Inclusion

Overview

Output 1.3 facilitates activities that will develop innovative solutions to overcome social disadvantage and to ensure that they deliver practical results in the Tasmanian community. The primary activities include undertaking research, analysing data, facilitating cross-agency and cross-sectoral collaboration, and leading community engagement and consultation, to develop evidence-based policy and create whole-of-community responses to complex social issues.

Key activities

The key activities that are delivered under Output 1.3 include:  research and data analysis on key factors that affect social inclusion, including cost of living and income support  development of evidence-based policy on social inclusion including consultation  policy advice and support for the Social Inclusion Commissioner, the Premier and Cabinet and Parliamentary Secretary for Social Inclusion  inter-agency collaboration and engagement about the delivery of programs and services impacting on cost of living including concessions  administration of the Family Assistance Program, the Supporting Tasmanian Volunteers Program, the Cars for Communities Program and the Tasmanian Food Security Fund which provides funding to the community sector.

Summary of the year’s performance

The key driver of the Social Inclusion Unit’s (SIU) work is the implementation of A Social Inclusion Strategy for Tasmania, which was released by Social Inclusion Commissioner Professor David Adams in September 2009. The scope of A Social Inclusion Strategy for Tasmania was expanded during 2010 to give priority to the development of the Cost of Living Strategy for Tasmania. A Cost of Living in Tasmania: Interim Report was released in February 2011. As such, some of the other components of the Social Inclusion strategy have been reprioritised. The SIU is supporting the Commissioner to develop the Cost of Living Strategy for Tasmania that is scheduled for release in first quarter 2011-12. In addition to this work, SIU has progressed or is progressing a number of other matters that support the Government’s social inclusion agenda, including:  The establishment of the Tasmanian Food Security Council and ongoing administration in collaboration with the Department of Health and Human Services of the Tasmanian Food Security Fund and development of the Tasmanian Food Security Strategy.  Establishment of the $5 million Community Development Finance Fund in collaboration with the Department of Economic Development, Tourism and the Arts, including extension of the No Interest Loans Scheme (NILS) and the creation of social enterprise loans.  Under the Government’s preliminary response to the Social Inclusion Strategy, $1.04 million over four years (from 2009-10) is being provided to Volunteering Tasmania to develop and implement the Supporting Tasmanian Volunteers Program.

Department of Premier and Cabinet - Annual Report 2010-11 32 Major achievements

Cost of Living in Tasmania: Interim Report On 8 March 2011, the Premier tabled the Cost of Living in Tasmania: Interim Report in the Tasmanian Parliament. The report was prepared by the Social Inclusion Commissioner with support from SIU. The report provides advice to Parliament on a proposed electricity concession in the context of a broader cost of living strategy. In addition, it suggests that the State Government could:  increase the range of information and support available to help increase Tasmanians' knowledge and choice in managing cost of living pressures, in particular to focus on improving energy efficiency  increase the pool of funds for emergency assistance to those Tasmanians at immediate risk of crisis as a result of cost of living pressures  legislate for an Essential Services Commissioner to assess and advise on the distributional impact of pricing movements and ways to mitigate the impact on vulnerable Tasmanians  nominate a Minister or a Parliamentary Secretary to take responsibility for understanding and assessing the cumulative impact of cost of living pressures on Tasmanians and to drive a more consistent approach to stakeholder engagement, policy development, data collection, reporting and concessions  undertake a review of concessions to increase efficiency and equity. The Premier responded to the Cost of Living in Tasmania: Interim Report by:  establishing an emergency relief fund of $2 million over two years; 2011-12 and 2012-13  investing in energy efficiency measures in 2011-12  asking Treasury to revisit the 2008 Review of Concessions to update data with a cost of living focus to better target concessions to those most in need  appointing Rebecca White MP to be the Parliamentary Secretary for Cost of Living, reporting directly to the Premier. Community Development Finance Fund The Government responded to one of the key priorities in A Social Inclusion Strategy for Tasmania by establishing the $5 million Community Development Finance Fund. There are three components to the Community Development Finance Fund:  $1 million micro-finance fund – to extend existing no interest loans for household goods to enable people on low incomes to purchase other essential goods and services  $1 million micro-business fund – to extend the funds available for financial assistance to individuals and groups to establish micro-businesses  $3 million social enterprise loan fund – to support enterprises that have community development as their main objective. The NILS Network of Tasmania is the supplier of the micro-finance component of the Community Development Finance Fund. NILS also manages the provision of loans for micro-business, while the Department of Economic Development, Tourism and the Arts manages the client entry point and business assistance for micro-business and manages the social enterprise loan fund. Before the allocation of $1 million for the micro-finance fund, NILS provided loans for essential household items such as washing machines, fridges and beds and mattresses. There was a range of loan purposes not covered by NILS for which low-income Tasmanians often had no option but to seek credit from ‘high interest’ fringe lenders.

Department of Premier and Cabinet - Annual Report 2010-11 33 Since the Government’s additional funding, NILS has made a range of changes to its micro-finance loan program. These included increasing the range of essential items and services for which loans would be provided, such as: car tyres, repairs and registration; dentures and orthodontic treatment; household maintenance and repairs; increasing the general loan limit; providing loans for multiple items in exceptional circumstances to assist clients who have lost possession of multiple goods, possibly due to separation or family violence. Tasmanian Food Security Council Part of the Government’s preliminary response to A Social Inclusion Strategy for Tasmania included establishment of a Tasmanian Food Security Council and a $1 million Tasmanian Food Security Fund. The council has two key roles: overseeing the development of the Tasmanian Food Security Strategy; and making recommendations to the Premier about funding from the Tasmanian Food Security Fund. The Social Inclusion Commissioner is the council Chair and Dr Roscoe Taylor, Director of Public Health, Department of Health and Human Services, is the Deputy Chair. Community members for the council were sought through a public call for expressions of interest. Seven community members were appointed representing a diverse range of expertise including community nutrition, agricultural food production, horticulture, community gardens, policy and research, community development, school- based food security programs, advocacy for disadvantaged Tasmanians and connections with local government. A major role for the council is to develop a Tasmanian Food Security Strategy, including a framework to measure food security at the local level. The council is currently working on a draft strategy for consultation with key stakeholders in November 2011. The council will release the final version of the Tasmanian Food Security Strategy in December 2011. Supporting Tasmanian Volunteers program The Tasmanian Government provides $260 000 per annum for four years to Volunteering Tasmania to deliver the Supporting Tasmanian Volunteers program. The program comprises a number of initiatives that began in 2009-10 including:  a Volunteer Connect website and access points  regional volunteer outreach support  a volunteering in schools program. The $260 000 is recurrent funding for these initiatives or other negotiated outcomes as volunteering priorities change from year to year. The Volunteer Connect website continues to provide potential volunteers with information about a range of volunteering opportunities available in community organisations. Volunteering Tasmania’s regional collaborations comprise three Community Development Officers who work intensively with communities to support volunteering. The identified communities for 2010-11 were the West Coast, West Tamar and Brighton local government areas. Volunteering Tasmania’s Schools Program with high schools in low income communities has been very successful. The program provides at risk students with a supported and meaningful voluntary experience with the objective of encouraging the students’ interest and commitment to volunteering beyond the lifetime of the project. The program promotes social and employment-related development for young people. Students gain valuable experience in recruitment processes by applying and being interviewed for volunteer positions. Parklands and Brooks High Schools, which were part of the original pilot are running the program themselves, while many other schools are keen to join the program.

Department of Premier and Cabinet - Annual Report 2010-11 34 Measuring performance

Unit of 2008-09 2009-10 2010-11 2011-12 Performance Measure Measure Actual Actual Actual Target

Percentage of key components of the social inclusion agenda completed on time. % 100 100 90 1 90

Note 1. The scope of A Social Inclusion Strategy for Tasmania was expanded during 2010 to give priority to the development of the Cost of Living Strategy for Tasmania. A Cost of Living Strategy Interim Report was released in February 2011. As such, some of the other components of the original Social Inclusion strategy have been reprioritised.

Department of Premier and Cabinet - Annual Report 2010-11 35 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 2.5 Administration of Electricity Supply Industry Review Panel

Department of Premier and Cabinet - Annual Report 2010-11 36 Output 2.1 Management of Executive Government processes

Overview

Output 2.1 provides administrative support for and advice related to Executive Government bodies such as Cabinet and the Executive Council, coordination of State protocol, support for emergency management issues such as pandemics, counter-terrorism and natural disasters, communications policy and advice, and other matters.

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  participation in national counter-terrorism and emergency management processes  communications and marketing support to all departmental offices.

Summary of the year’s performance

During the year, the following activities were undertaken as part of Output 2.1:  services that support the machinery of government processes including the Executive Council, Cabinet, official visits and official State functions  organisation of two State funerals  assistance to the Independent appointee, Peter Boyce, who reviewed and reported on Parliamentary numbers  management of the recruitment processes for four head of agency positions  management of the tender process for new contracts for printing of legislation, Gazettes and Parliamentary papers including consideration of an online Gazette  management of the 2011 Frank MacDonald Memorial Prize Trip and review of arrangements for these trips  completion of a review of the Tasmanian Government Communications Policy, implementation of the recommendations, and issue of a revised Tasmanian Government Communications Policy and the associated Tasmanian Government Style Guide and Logo Policy  management of a tender process to establish a new panel of communications/marketing service providers for DPAC and the Department of Health and Human Services (DHHS)

Department of Premier and Cabinet - Annual Report 2010-11 37  expansion of the implementation of website accessibility for people with disability to sites beyond the DPAC primary internet site and developed accessibility resources for whole-of- government use  co-ordination of the whole-of-government exhibit at the three major agricultural shows and Agfest  support for Tasmania’s involvement in Australia Day activities  implementation of the Right to Information Act, including the routine disclosure framework within DPAC  with Tasmania Police, management of Tasmania’s participation in the country’s largest national multi-jurisdictional counter-terrorism exercise, Mercury 10  coordination of assistance to individuals, primary producers and small business and local governments impacted by the 2011 flooding in Tasmania  support of the coordination of State assistance to recovery efforts following the 2011 floods in , including deployment of 30 Tasmanian public servants to assist in recovery centres  finalisation of proposed amendments to the Fire Services Act 1979 and the Land Use Planning and Approval Act 1993 to support standard planning and building controls for construction in bushfire prone areas  support for the creation of the Tasmanian Security and Emergency Management Group to co- locate representatives from DPAC, Department of Police and Emergency Management and State Emergency Service to support security and emergency management policy and planning  continuation of the development of a framework for mitigating the impacts of natural hazards through land use planning.

Major achievements

Cabinet The Cabinet Office provided support for a total of 46 meetings, with 465 submissions processed and 482 decisions recorded. Nine meetings were conducted outside Hobart including two in Launceston, and one each in , Nubeena, Rosny, Sheffield, St Helens, Strahan and Ulverstone. The office also processed 61 Questions on Notice for the House of Assembly and 40 for the Legislative Council. It also processed 29 requests for government responses to petitions tabled in the House of Assembly, four for a petition tabled in the Legislative Council, and two for a Legislative Council Select Committee Reports. Following her commissioning as Premier in January this year, Lara Giddings MP, issued new invitations to two members of the Tasmanian Greens, Nick McKim MP and Cassy O’Connor MP to join the Cabinet. The special arrangements related to their membership of Cabinet are described in letters that are available on the Premier’s web site at http://www.premier.tas.gov.au. Executive Council The Executive Council met this year on 27 occasions, dealing with 263 matters. Following the retirement of Mr David Colegrave, Mr Scott Kerr was appointed as Clerk to the Executive Council. During the year, the Executive Council Secretariat undertook administrative action for the following ministerial reshuffles:  6 December 2010 (Following the resignation of MLC, the reallocation of the portfolios of Lara

Department of Premier and Cabinet - Annual Report 2010-11 38 Giddings MP, Nick McKim MP, David O’Byrne MP and Cassy O’Connor MP and the appointment of Brian Wightman MP as a new Minister);  24 January 2011 (Following the resignation of David Bartlett as Premier, the appointment of Lara Giddings as Premier and the reallocation of portfolios to Bryan Green MP, David Bartlett MP and David O’Byrne MP); and  13 May 2011 (Following resignations of MLC and David Bartlett MP, the reallocation of portfolios of Nick McKim MP, David O’Byrne MP, Michelle O’Byrne MP, Cassy O’Connor MP and Brian Wightman MP and the appointment of Scott Bacon MP as a new Minister). Also during the year, the Lieutenant-Governor, Mr Justice Crawford, assumed the Vice-Regal Office on five occasions, and Acting Premier and Acting Attorney-General appointments were each made four times. Official visits The State has hosted 12 official visits. In chronological order, the visits were:  Her Excellency Ms Maija Lahteenmaki, Ambassador of Finland accompanied by her husband Dr Nestor Vargas and Mr Andrew Kemp AM, Honorary Consul  His Excellency Mr Sven-Olaf Petersson, Ambassador of Sweden accompanied by his wife Mrs Anita Petersson and Mr Ashley Harris, Honorary Consul  His Excellency Mr Willem Andreae, Ambassador of The Kingdom of The Netherlands accompanied by his wife Ms Christine Gervoson de Sierven and Mr George Huizing, Honorary Consul  His Excellency Mr Gábor Csaba, Ambassador of Hungary  His Excellency Mr David Daly, Ambassador of the European Union accompanied by his wife Mrs Aideen Daly  His Excellency Dr Kriangsak Kittichaisaree, Ambassador Extraordinary and Plenipotentiary of Thailand accompanied by Mr Racha Aribarg, First Secretary, Royal Thai Embassy and Mr Abhirat Achalabun, Honorary Consul  Her Excellency Ms Siren Gjerme Eriksen, Ambassador of Norway accompanied by Mr Simon H FitzGerald, Honorary Consul  His Excellency Dr Hannes Porias, Ambassador of Austria accompanied by his wife Dr Andrea Porias and Dr Eva Meidl, Honorary Consul  His Excellency Mr Shigekazu Sato, Ambassador of Japan accompanied by Mr Takaharu Suegami, Third Secretary, Protocol Section and Mr Peter Shelley, Honorary Consul  His Excellency Mr Paul Madden, High Commissioner of The United Kingdom accompanied by his wife Mrs Sarah Madden and Mr Stuart Gill, Consul General  Her Excellency Mrs Eva Ponomarenkova, Ambassador of The Slovak Republic accompanied by her husband Mr Igor Ponomarenko  Her Excellency Ms Koleka Mqulwana, High Commissioner of South Africa accompanied by Mr Mauritz Lindeque, Counsellor, South African High Commission.

Department of Premier and Cabinet - Annual Report 2010-11 39 Official functions The official functions arranged during the year included:  luncheon and closing ceremony of Youth Parliament 2010  cocktail reception to commemorate the Tasmanian leg of the Melbourne Cup Trophy’s world tour  dinner to officially farewell Don Challen, Secretary, Department of Treasury and Finance  State reception to commemorate the Centenary of Guiding and the Year of the Girl Guide  Long Service Awards afternoon receptions in Hobart, Launceston and Burnie  Children’s Week Morning Tea  State dinner to mark the inscription of the Australian Convict Sites World Heritage Property  cocktail reception to mark the occasion of the 25th Anniversary Meeting of the Order of Australia Association  Hobart Cup Cocktail Reception. State funerals During the year, State funerals were offered to the families of the Hon Sue Napier and Mr Darrel Baldock AM. A service for Sue Napier was held in the Albert Hall, Launceston on Friday, 13 August 2010. The service for Darrel Baldock was held at the Latrobe Football and Cricket Grounds on Friday, 11 February 2011. Both services provided an opportunity for members of the public, constituents, Parliamentary colleagues and representatives of all those groups to which Mrs Napier and Mr Baldock had an association, to pay their respects. Parliamentary numbers On 2 September 2010, the leaders of Tasmania’s three political parties in the House of Assembly agreed to recommend to their Parliamentary colleagues that the membership of the Assembly be restored to 35 and that legislation to make this possible be introduced to Parliament before the next election. It was also agreed to invite public submissions on the proposal, and that an independent appointee be invited to accept and review the public submissions, prepare a summary of them, and report to the Clerk of the House of Assembly in order for it to be tabled in the House during the first sitting week of 2011. A public notice inviting submissions on the party leaders’ proposal within a sixty-day deadline was published in each of the State’s three daily newspapers on 23 October 2010. The closing date for submissions was 16 December 2010. Support was provided to the Independent Appointee, Professor Emeritus Peter Boyce AO, to assist with the preparation of his report. Head of Agency recruitment Recruitment processes for the following heads of agency were started and/or completed during the year  Commissioner of Police/Secretary, Department of Police and Emergency Management  Secretary, Department of Treasury and Finance  Secretary, Department of Education  Secretary, Department of Health and Human Services. Apart from the Treasury and Finance position, external recruitment consultants were used to assist with the recruitment processes. The consultants were selected following request for quote processes. The

Department of Premier and Cabinet - Annual Report 2010-11 40 consultants used were EWK International (Commissioner of Police), Fish & Nankivell (Education) and Amrop Cordiner King (Health and Human Services). Royal gifts His Royal Highness Prince William and Catherine Middleton were married on 29 April 2011 at Westminster Abbey. Traditionally the State has given a gift on such occasions. The couple had made it known that they preferred people to make a donation to selected charities in lieu of gifts. In line with this wish, the Government made a donation to the Royal Flying Doctor’s Service. On the 8 January 2011, Her Royal Highness, the Crown Princess Mary of Denmark gave birth to twins. Their Royal Highnesses Prince Vincent and Princess Josephine were christened on 14 April 2011. As had been the case with the two earlier Royal births (Prince Christian and Princess Isabella) the Government sent an appropriate and relevant Tasmanian gift. The gift chosen on this occasion was a set of Tasmanian books to be housed in specially commissioned wooden boxes – one for each child. Essentially each was a ‘treasure chest’ of children's stories written by Tasmanian authors or relating directly to our state. Well-known craftsman, Rex Heathcote, produced the two matching wooden boxes using Tasmanian woods. Frank MacDonald Memorial Prize Trip The Frank MacDonald Memorial Prize is an annual essay competition open to Tasmanian year nine students. Six students and two teachers were chosen to travel to Turkey, Belgium and France during April and May of 2011. They were joined by Hon Michelle O’Byrne MP and her family for the Anzac Dawn Service at the at Villers-Bretonneux and again later for the Turkey segment of the journey. The Returned and Services League (RSL) representative this year was Mr Phil Pyke. The tour leader was Ms Fiona Birkett from the Department of Premier and Cabinet. Mrs Judy Travers from the Department of Education also travelled with the group. This year the journey was undertaken in reverse to previous years, with the group travelling to France and Belgium initially, including the opportunity to attend the Villers-Bretonneux Anzac Dawn Service and recognition as a student group to reserved seating within the official precinct. This proved a successful change with the Villers-Bretonneux experience providing a much more student-friendly environment with a huge reduction in travel and time components. It also provided the opportunity to attend a wreath laying ceremony in the nearby village of Villers-Bretonneux, hosted by the Mayor. The Minister participated in both services officially laying wreaths at both venues as did the students in a more informal manner. Prior to Anzac Day the group travelled through Belgium and France visiting many significant battle sites, cemeteries and monuments on the Western Front including participation in a Last Post ceremony at the Menin Gates, Ypres and viewing the Reviving of the Flame ceremony at L’Arc de Triomphe. Following the tour of the Western Front, the group travelled on to Turkey for an expedition to the Gallipoli peninsula. Portfolio services Changes to Ministerial portfolios after the commissioning of Lara Giddings MP as Premier had an impact on the support provided by the Portfolio Services Unit (PSU). PSU revised its administrative support processes to ensure the high-quality and effective flow of information and material between the Department and the various Ministerial offices. In addition to the Premier, the following Ministerial portfolios are now provided with support by the Department:  Minister for Climate Change  Minister for Community Development  Minister for Aboriginal Affairs  Minister for Local Government  Minister for Veterans’ Affairs

Department of Premier and Cabinet - Annual Report 2010-11 41  Minister for Children. There are also two Parliamentary Secretaries supported by the Department. Other PSU activities included:  coordinating Ministerial correspondence (including over 5 000 items for the Premier), information for Parliamentary sittings (Question Time Briefs, Notices of Motion, Questions on Notice etc), 170 Ministerial event packages and the Department’s input into local Government partnership agreements  preparing general departmental Briefing Notes for nine community forums held around the State as well as 19 specific Appointment Briefs  finalising a Templates Manual to support the templates available to the Department’s employees on its intranet, updating and developing new templates, and preparing supporting documentation – the ‘Template Examples’ and ‘Templates – Common Mistakes’ - as resource tools for Departmental officers when using the templates  with the increase in number of legislative packages being prepared, assisting divisions in finalising documentation and preparing the relevant folders for the relevant Minister and advisers. Printing tender During the year, the Executive Division managed a project to tender for printing services for Parliament and the Government in relation to:  legislation - authorised versions of bills, Acts of Parliament, statutory rules, and annual volumes of legislation  Parliamentary materials - various forms of Parliamentary papers including annual volumes  Tasmanian Government Gazettes including the production of a six monthly index. The division provided specialist project management and procurement skills to assist the Office of Parliamentary Counsel, who has responsibility for the administration of contracts for printing of the Tasmanian Government Gazette and the production of Legislation; and the Clerks of both houses of Parliament who jointly administer the contract for the printing of the Parliamentary material. A Request for Tender was issued on 12 March 2011 and closed on 18 April 2011. An Evaluation Committee was established with relevant representatives from Parliament House and DPAC. The evaluation process is now complete, with the Evaluation Committee recommending a preferred tenderer to undertake the publishing and distribution of all three print services. The preferred tenderer has been notified and contract negotiations have commenced. Once contract negotiations are finalised, the details of the awarded contract, subject to any approved exemptions, will be available on the Tenders section of www.purchasing.tas.gov.au Communications and marketing A review of the Whole-of-Government Communications Policy was completed and a revised Tasmanian Government Communications Policy and an associated Tasmanian Government Style Guide and Logo Policy were issued. The policy section of the communications website was redeveloped and a new Register of Communications Consultants and Service Providers, as recommended by the Communications Policy Review were completed. A review of the marketing services panel was completed and a tender process to establish a new panel of communications/marketing service providers for DPAC and DHHS was undertaken. The new panel of seven Tasmanian companies allows marketing projects with tight timeframes to be achieved within the required procurement guidelines. The panel also provides access to a wide range of skills and services and enables the departments to build solid and effective working relationships with consultants. The panel comprises three full-service agencies; Red Jelly, Clemenger Tasmania and Corporate Communications, and Digital Ink, and four graphic designers; Futago, Tracey Allan, Cathy McAuliffe and

Department of Premier and Cabinet - Annual Report 2010-11 42 AT+M Integrated Marketing. The panel was appointed for three years with the option to extend for a further year. The previous DPAC Internal Communications Strategy was evaluated in order to inform the development of a new strategy, which has been endorsed by the Executive and is currently being implemented. The following website developments and associated activities were undertaken:  redevelopment of the DPAC intranet site was finalised and the site’s new functionality and features promoted within the Department  the implementation of website accessibility for people with disability was expanded to sites beyond the DPAC primary internet site, and accessibility resources for whole-of-government use were developed  several new websites were developed and some sites redeveloped, including, People Directions, Electricity Supply Industry Expert Panel , Healthy@Work, PSMO’s section on the DPAC internet and the architecture of the TCCO website  social media was used to engage with young people on relevant topics, for example, via a chat room on the Linkzone website  an online platform allowing for networking and information sharing by the Climate Policy Network was developed. The whole-of-government exhibit at the three major agricultural shows and Agfest was coordinated. The 2010-11 exhibit focussed on the importance of the early years and support available to Tasmanian children and families. The exhibit supported the Tasmanian Early Years Foundation's 12 month social marketing campaign, which was launched in September 2010. Management of the production and promotion of the Tasmanian Government Concessions Guide was undertaken in conjunction with CDD. Work continued with the Department of Education on the branding of the Child and Family Centres (CFCs) and Learning and Information Network Centres (LINCs) and assistance in coordinating service integration across government was provided through participation in the Integrated Service Delivery IDC.

Advice was provided on the development and implementation of communications and marketing strategies for  Tasmanian Early Years Foundation in relation to its social marketing campaign and website  CDD in relation to the Celebrate Tasmanian Day program  SIU and the Social Inclusion Commissioner in relation to the cost of living strategy  PSMO in relation to State Service Reforms, People Directions and Healthy@Work programs  Agenda for Children and Young People on behalf of the Office for Children in DHHS.

A diverse program was delivered for Australia Day 2011 in Tasmania and included:  Australian of the Year Awards  Visions for Australia primary school flag project  Aussie of the Month primary school awards  Ambassadors Program  Australia Day Grants Program

Department of Premier and Cabinet - Annual Report 2010-11 43  Local government support program  Australia Day Cocktail Party  Integrated advertising campaign – TV, print and social media.

Implementation of the Right to Information Act In response to the introduction of new legislation, the Right to Information Act 2009 (RTI Act), DPAC established an Implementation of the Right to Information (RTI) project. The objective of the project is to develop and implement a system of disclosure of information, with a particular focus on routine and active disclosure. During the year, the project achieved the following:  Policies, procedures and responsibilities in relation to the disclosure of information in the four types of disclosure – regular, routine, active and assessed – were developed.  Details of the RTI Act, including the policies and procedures, and the way in which people can exercise their rights under the RTI Act, were published on the DPAC internet site.  A process was developed to identify suitable sources of information to disclose routinely.  An initial suite of information published as routine disclosures was published on the DPAC internet site.  A publication scheme providing a list of information available about the operations of the Department was developed and published. DPAC RTI information can be viewed at http://www.dpac.tas.gov.au/rti. It is interesting to note that since the beginning of the year the number of assessed disclosures required as a result of right to information requests has risen dramatically. The average number of requests that DPAC received per year for the 2007-08, 2008-09, and 2009-10 financial years was 52. This year DPAC received 89 requests of which 73 came from members of Parliament. The cost of responding to these requests has been substantial. Depending on the subject matter, a number of DPAC officers may be involved in collating information and preparing a response. For a typical corporate information request, the tasks involved in the preparation of a response include:  logging, acknowledging, making a preliminary assessment and sending out a request for the information to the appropriate area of agency to locate and collate information  the collation and quality checking of information of officers of relevant divisions  assessment of information to see if any of it is exempt  assessment of information to see if any third party notification and clarification is required  preparation of final documentation for release, including a letter explaining the decision and any exemptions and notification of relevant internal and external parties of the information to be released.

Department of Premier and Cabinet - Annual Report 2010-11 44 Security and emergency management

National counter-terrorism exercise The National Counter-Terrorism Committee regularly conducts exercises that involve concurrently a number of jurisdictions (these are known as multijurisdictional or ‘Mercury’ exercises). The exercises are designed to develop and/or assist in developing the Australian, state and territory governments’ capability to prevent, prepare for, respond to and recover from, multiple threats and/or acts of terrorism against Australia or Australian interests. Tasmania was a major participating jurisdiction in Mercury 10, the country’s largest national multi- jurisdictional counter terrorism exercise. The Executive Division, in conjunction with relevant personnel from Tasmania Police, managed Tasmania’s participation in Mercury 10. The exercise tested a number of specific objectives for police and government agencies at a national, state and capability level. The exercise also involved elements of the State’s critical infrastructure, in particular the electricity and gas utilities and test whole-of-government, high-level decision-making arrangements including activation of the State Crisis Centre.

Creation of the Tasmanian Security and Emergency Management Group In recognition of the highly evolving policy issues surrounding security and emergency management, the Office of Security and Emergency Management co-located with representatives from the Department of Police and Emergency Management and State Emergency Service. The creation of the Tasmanian Security and Emergency Management Group increases the collaboration across key agencies involved in security and emergency management planning and policy development and provides a resource to support relevant initiatives across all areas of government.

Response to 2011 floods The flooding that occurred in Tasmania during the first half of 2011 was the most significant seen in the State for some years. The Office of Security and Emergency Management coordinated the activation of assistance arrangements for individuals, primary producers and small business and local governments in Tasmania impacted by the flooding. The office played a lead role in the identification and deployment of 30 public servants to support the operation of recovery centres in Queensland following the 2011 floods. This was the first occasion that a group of non-emergency services public servants were deployed to support emergency recovery activities outside of Tasmania.

Construction in bushfire-prone areas The office finalised a Bill to amend the Fire Services Act 1979 and the Land Use Planning and Approval Act 1993 to support standard planning and building controls for construction in bushfire-prone areas.

Mitigating natural hazards through land use planning The office continued the development of a State Framework for Mitigating the Impacts of Natural Hazards through Land Use Planning. The framework will provide a comprehensive guide on how the State ensures that land use planning and development decisions have appropriate regarding to the risks associated with natural hazards.

Department of Premier and Cabinet - Annual Report 2010-11 45 Measuring performance

Unit of 2008-09 2009-10 2010-11 2011-12 Performance Measure Measure Actual Actual Actual Target

Number of meetings of Cabinet supported Number 44 381 46 40 Number of meetings of Executive Council supported Number 29 251 27 27 Number of official visits to Tasmania managed Number 13 9 12 13 Number of official functions organised Number 8 11 11 2 8

Notes: 1 There were fewer meetings of Cabinet and the Executive Council than previous years as a result of the caretaker period which preceded the March 2010 State Election. 2 Includes two State funerals.

Department of Premier and Cabinet - Annual Report 2010-11 46 Output 2.2 Principal and subordinate legislation

Overview

Output 2.2 provides advice on legislative matters, drafting of new legislation and amendments to existing legislation, an up-to-date electronic database of Tasmanian legislation and the printing of 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  management of contracts for the printing of legislation and the Tasmanian Government Gazette.

Summary of the year’s performance

During the year, 61 Acts were passed and 157 Statutory Rules were notified in the gazette. The Tasmanian Legislation Website was updated in a timely manner.

Major achievements

Drafting new legislation and amendments to existing legislation Health Practitioners Tribunal Act 2010 Dangerous Goods (Road and Rail Transport) Act 2010 Intestacy Act 2010 Heavy Vehicle Road Transport Amendment Act 2010 Workplace Health and Safety Amendment (Mine Safety) Act 2010 Australian Consumer Law (Tasmania) Act 2010 Evidence Amendment Act 2010 Pharmacists Registration Amendment Act 2010 National Broadband Network (Tasmania) Act 2010 Racing Regulation Amendment (Race Fields) Act 2011 Irrigation Company Act 2011 Commercial Arbitration Act 2011 Vehicle and Traffic (Review of Decisions) Regulations 2010 Environmental Management and Pollution Control (Waste Management) Regulations 2010 Rail Safety Regulations 2010 Wildlife (General) Regulations 2010 Wildlife (Exhibited Animals) Regulations 2010 Vehicle and Traffic (Vehicle Operations) Notice 2010

Department of Premier and Cabinet - Annual Report 2010-11 47 Dangerous Goods (Road and Rail Transport) Regulations 2010 Occupational Licensing (Gas-fitting Work) Regulations 2010 General Fire Regulations 2010 Fisheries (Processing and Handling) Rules 2010 Education and Training (Tasmanian Academy) Regulations 2011 Workplace Health and Safety Amendment (Mine Safety) Regulations 2011 State Service Regulations 2011

Measuring performance

Unit of 2009-10 2009-10 2010-11 2011-12 Performance Measure measure Actual Actual Actual Target

Number of hits per year on the Tasmanian Number 12 12 12 12 legislation website (EnAct) (million)

Department of Premier and Cabinet - Annual Report 2010-11 48 Output 2.3 Tasmanian Government courier

Overview

Output 2.3 includes a courier service providing incoming and outgoing mail facilities to government and departmental offices within the central business districts of Hobart and Launceston and facilitates a service to regional cities and towns that have a significant government presence.

Key activities

Services provided by the Tasmanian Government couriers include:  transportation of all mail and small parcels between government departmental offices  sorting of incoming and outgoing mail  liaison with Australia Post and third-party mail houses  management of contracts for North and North-West mail delivery.

Summary of the year’s performance

The Tasmanian Government Courier Service continues to provide an efficient and effective mail delivery and collection service to key government department areas and Ministerial offices.

Measuring performance

Unit of 2008-09 2009-10 2010-11 2011-12 Performance Measure measure Actual Actual Actual Target

Number of regular delivery/collection points Number 325 325 325 325

Department of Premier and Cabinet - Annual Report 2010-11 49 Output 2.4 Corporate support to Ministerial and Parliamentary offices and the Office of the Governor

Overview

Output 2.4 facilitates the financial, human resources, information systems, records and asset management services provided to support the Ministerial and Parliamentary offices, the Office of the Governor and other outputs of the Department.

Key activities

Key activities delivered under Output 2.4 include:  financial management  human resources management  information systems management  information management  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 being provided and information was available as required. A significant volume of work was required from Corporate Services to support the establishment of the new Government following the March 2010 Tasmanian State Election. The key areas of activity included:  coordinating accommodation requirements for both Ministers and Members’ electorate offices, including releasing unwanted leased premises and identifying rental offices for new members of Parliament  revising the Royal Prerogative employment contracts and assisting in the recruitment of Ministerial and Parliamentary support staff for the incoming Government  redeploying Ministerial and Parliamentary support computers to incoming Government staff and reorganising the Ministerial computer networks  reviewing the budget allocation of the incoming Government. A major initiative implemented following the election has been the move of all ministerial offices onto DPAC’s communications network. Previously, portfolio agencies provided IT support to their respective minister. This meant that Government members were on individual agency networks and were not easily able to share information, including documents, diaries and contact information. This initiative is enabling a greater flow of information between Ministers and their offices by removing inconsistencies between agency email systems, calendar sharing and other applications.

Other major achievements are covered in Corporate Services on page 88.

Department of Premier and Cabinet - Annual Report 2010-11 50 Output 2.5 Administration of Electricity Supply Industry Review Panel

Overview

Output 2.5 provides support to the independent panel, established under the Electricity Supply Industry Expert Panel Act 2010, to conduct an investigation into, and provide guidance to Parliament on, the current position and future development of Tasmania’s electricity supply industry. A final report from the panel is due by December 2011. Details on the activities of the panel are available at www.electricity.tas.gov.au.

Summary of the year’s performance

During the year, the panel:  released and consulted on its Statement of Approach, which explained its interpretation of its Terms of Reference and its planned approach  considered submissions and responded to these in the Response on Submissions  released three discussion papers in April 2011, which: - provided a snapshot of the energy sector in Tasmania; - explained the policy reform framework and objectives that have shaped the energy sector over the past decade; and - explained the drivers of pricing trends over the past decade  conducted two Community Hearings (Hobart and Launceston), providing interested parties in the community the opportunity to have direct contact with the panel and shape its consideration of the key issues for the review  released a detailed Issues Paper in June 2011, highlighting the six key issues relating to its Terms of Reference, and seeking comment on around 60 questions relating to those key issues.

Department of Premier and Cabinet - Annual Report 2010-11 51 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 four Outputs: 3.1 ICT policy development and implementation 3.2 Management and ongoing development of Service Tasmania 3.3 Management of TASINET and Networking Tasmania 3.4 Information systems management

Department of Premier and Cabinet - Annual Report 2010-11 52 Output 3.1 ICT policy development and implementation

Overview

Output 3.1 provides coordination, development and implementation of whole-of-government information systems, telecommunications, information management policies and strategies aimed at improving and modernising the operations of Government in Tasmania. The Output is provided by the Office of eGovernment. The Office of eGovernment operates under the direction of the ICT Policy Board, which has been created to advise the Premier on strategic directions for ICT within Government. The key objectives of the Office of eGovernment are leading the understanding of the strategic issues in the use of ICT across government; providing the key policy building blocks to support ICT activities within government; and supporting the governance of ICT and those major ICT programs within government.

Key activities

The key activities delivered under this output include:  leading the development of the ICT strategy for Government  developing standards, guidelines and policies to support the use of ICT  advising and assisting key ICT projects and those major ICT service provision activities across government  advising and providing input across government on the cross-jurisdictional use of ICT.

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 developing the strategic directions for ICT within Government. The Office of eGovernment also provided support for a number of key ICT initiatives, including project management support for the implementation of the Ministerial Network and providing support for the development of the business case for Spatial Information Foundations.

Major achievements

Support for the ICT Policy Board The ICT Policy Board met four times during the year and made significant progress in the development of an ICT Strategy to guide future investment in ICT. The ICT Policy Board has identified the need for information and tools to enable effective debate on, and analysis of, ICT investment priorities and how ICT priorities contrast to other Budget priorities. As such, the Office of eGovernment has been supporting the ICT Policy Board in:  the development of an ICT investment and decision-making framework, which will guide alignment of agency ICT investment plans to directly support the ICT Strategy and government policy

Department of Premier and Cabinet - Annual Report 2010-11 53  the development of an ICT Roadmap, which will assist and guide in agency ICT planning and implementations (in particular for those ICT services that are common to one or more agencies)  undertaking a survey to understand each agency’s future ICT investment commitments  undertaking a benchmarking exercise to examine each agency’s past expenditure on ICT. Spatial Information Foundations Business Case Significant investment in Tasmanian Government spatial information systems and capabilities is required to support effective planning and service delivery. DPAC led the preparation of the Spatial Information Foundations Business Case to increase resources applied to the spatial information and realisation of efficient, cost-effective outcomes across government. Ministerial network Project management support was provided for the consolidation of ICT services and support for Ministerial Offices from an agency-based model to the provision of the services by DPAC. Tasmanian Government Information Security Policy Manual The Tasmanian Government Information Security Policy Manual was updated to provide guidance on securing information including governance, risk management, records security, staff practices, physical security of information, ICT security, incident reporting and business continuity planning. Other achievements Other achievements include:  transitioning responsibility for the Client Update Service to the new business owner (Service Tasmania Unit)  reviewing the contract with Gartner for the business and ICT consultancy advisory service  finalising version 7 of the Tasmanian Government Project Management Guidelines  working closely with TMD in support of IT Transformation and the implementation of whole-of- government email and identity management  providing policy advice on telecommunications matters, in particular in relation to the development of the National Broadband Network  participating on the Tasmanian Spatial Information Council, as well as chairing the Tasmanian Government Spatial Committee, and associated activities  reviewing and consolidating past activities (and related supporting resources) in the areas of project management, web publishing and information security  participating in a range of cross-jurisdictional activities related to the improved use of ICT to support the business of government  providing support and direction for many stakeholder reference groups, such as the IT Managers Group and Information Security Reference Group.

Department of Premier and Cabinet - Annual Report 2010-11 54 Measuring performance

Unit of 2008-09 2009-10 2010-11 2011-12 Performance Measure Measure Actual Actual Actual Target

1 Number of unique visits to eGovernment website Number 93 500 50 775 42 585 40 000 Average number of attendees per information 2 seminar Number 58 99 34 40 Notes: 1. The reduction of this target is reflective of the utilisation in 2009-10 of a different statistical analysis tool (which determines "unique visits" differently). As well in 2010-11 there has been a change in focus of the Office of eGovernment and the nature of the content available on the website. 2. The reduction of this target is reflective of a change in focus of the Office of eGovernment and the requirement to undertake smaller targeted information sessions for senior executives focussing on the strategic issues associated with information and communications technology

Department of Premier and Cabinet - Annual Report 2010-11 55 Output 3.2 Management and ongoing development of Service Tasmania

Overview

Output 3.2 develops services to be delivered by three lead agencies responsible for Service Tasmania shops, phone 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 via Service Tasmania shops, over the telephone and over the internet. The generic types of services available via Service Tasmania are: - paying government bills - purchasing government information - 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 State 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 continued to deliver services to the Tasmanian community on behalf of a wide range of Australian, State and local government agencies. Services were delivered via the three Service Tasmania channels – over the phone (via the one number for government and electronic bill payment facilities), over the counter (via a statewide network of 27 shops) and over the internet (via Service Tasmania Online). Customers are able to access almost 550 separate services in Service Tasmania shops, with many existing services being reviewed or improved. Forty different bills are able to be paid online or over the phone. Customers continue to be able to contact government services through one number to obtain assistance, information and resources, or to obtain contact details for relevant Tasmanian Government staff or agencies. Service Tasmania planned and has successfully negotiated with the Department of Education for Service Tasmania Shops at Queenstown, George Town, Scottsdale and Bridgewater to be relocated and included as part of new Learning and Information Network Centres (LINCs) being constructed in these areas.

Department of Premier and Cabinet - Annual Report 2010-11 56 Major achievements

Customer Survey For a four week period over May and June, Service Tasmania undertook a Customer Contact Survey to measure overall customer satisfaction with the service provided by Service Tasmania. The survey also canvassed customer preferences for accessing government information and services. The survey introduced a new online methodology for gathering customer feedback. Over the four week period, there were 1 093 respondents to the survey and 94 per cent of the participants identified that they were either ‘satisfied’ or ‘very satisfied’ with the service received from Service Tasmania. It is intended that Customer Surveys will be carried out more frequently in the future. Based on changes to the content of the survey, it is planned that new performance measures for Service Tasmania will be developed in the coming 12 months. Whole-of-government Change of Address System The operation of the Change of Address System continued, with customers able to use a single form to notify 14 different government services of new address details. During the financial year, 6 136 forms were processed within the Service Tasmania Unit. Personal Information Cards During the financial year, 4 414 Personal Information cards were issued. This takes the total number of Personal Information Cards issued since the card was launched in November 2003 to 18 593. Procedural Information Management System (PIMS) project Work continued on a project to replace the existing online help system used by Service Tasmania officers. This project will ensure the online source of detailed operational and transactional information is more efficient, user-friendly and reliable when dealing directly with customers. Service Tasmania shop at Longford The Service Tasmania shop at Longford relocated to new premises. Implementation of Client Update Service Work progressed on the implementation of the Client Update Service, which will enable Tasmanians to notify Government of changes to their contact details. This service will replace the current Change of Address Email Notification System during 2011-12. Continued delivery of services across three channels Customers are able to access almost 550 separate services in Service Tasmania shops, with many existing services being reviewed or improved. Forty different bills are able to be paid online (via Service Tasmania Online) or over the phone. Customers continue to be able to contact government through one number to obtain assistance, information and resources, or to obtain contact details for relevant staff or agencies, and the Service Tasmania Online website provides an efficient mechanism for customers to search the full range of State, local and Australian Government websites and online resources. Ensuring a Service Tasmania presence within LINCs Four new Learning and Information Network Centres (LINCs) are planned to be constructed at Queenstown, George Town, Scottsdale and Bridgewater. In these locations, Service Tasmania already has a presence and discussions and negotiations have been undertaken with the Department of Education, through LINC Tasmania to include Service Tasmania in the new LINCs. The first facility, known as the West Coast Hub will open in late 2011 and will include Service Tasmania, LINC and Child and Family Centre.

Department of Premier and Cabinet - Annual Report 2010-11 57 Measuring performance

Unit of 2008-09 2009-10 2010-11 2011-12 Performance Measure 1 Measure Actual Actual Actual Target

Number of services provided over the counter by Service Tasmania Number 544 551 546 550 Number of bill payment services provided over the phone by Service Tasmania Number 37 44 40 48 Number of bill payment services provided over the Internet by Service Tasmania Number 37 44 40 48 Notes: 1. With the proposed new approach to customer surveys, it is planned to review and consider changes to performance measures for Service Tasmania during 2011-12.

Department of Premier and Cabinet - Annual Report 2010-11 58 Output 3.3 Management of TASINET and Networking Tasmania; and Output 3.4 Information systems management

From 2011-12, Output 3.3 Management of TASINET and Networking Tasmania and Output 3.4 Information Systems Management will be consolidated into Output 3.3 Delivery of IT services. This amalgamation reflects changes in the delivery of IT services across the public sector, which sees all of TMD's existing and future services delivered as a single line of business. In this Annual Report, the Outputs have been combined for reporting purposes although during 2010-11 they remained separate Outputs.

Overview

Output 3.3 manages the Government's fixed and mobile telephone services (TASINET) and the outsourced Government wide-area data network (Networking Tasmania). This Output is provided by TMD. The services associated with Output 3.4 are provided by the Computing Services and Human Resources (HR) Systems business units of TMD.

Key activities

The key activities delivered under Output 3.3 and Output 3.4 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 phone 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 (NT II) Agreements, including: - quality assurance - benchmarking - strategic management - consultancy.  facilities management of agencies’ computing systems, including shared services  provision of HR IT services including payroll to most agencies  applications support for some computer systems  consultancy services including performance monitoring and operations reviews

Department of Premier and Cabinet - Annual Report 2010-11 59  services and infrastructure to support reduction in physical servers through replacement with virtualisation software  business continuity services  integration and project management of new installations.

Summary of the year’s performance

The major area of focus this year has been on:  the Voice Strategy Project, initiated in 2010 to deliver a new government-wide strategy for the provision  delivery and management of fixed and mobile telephony and related services  continued development and rollout of whole-of-government email service  restructure and launch of the new service management centre.

Major achievements

Voice Strategy Project New services, technologies and delivery models for voice services are increasingly available in the market place, including Internet Protocol (IP) telephony and advanced mobile services. At the same time, the Government’s main voice services platform (Spectrum) is becoming obsolete. A three year Voice Strategy Project commenced in May 2010. The initial strategy phase has been completed and the procurement phase commenced, with several major Requests for Tender to be released in the second half of 2011. The final transition planning phase will run from October 2011 to June 2012. Continuous improvement of voice, data and mobile services Total expenditure on data networking and related services by TMD customers was $14.2 million, including $1.4 million with the non-Telstra suppliers. Regular reporting processes indicate that throughout the year:  the network has continued to exceed the required service delivery metrics of high availability with minimal severe outages; and  there have been minimal security incidents due to implementation of contemporary security measures at the internet gateway. Agreements are in place with Telstra for the supply of core network, internet gateway and messaging services, and with Telstra, Aurora Energy and BBW Telecom, for the supply of connection and optional services. Total expenditure by TMD customers on fixed telephone services, currently provided by Telstra, was $14.4 million. Expenditure on mobile voice and data was $4.9 million. Due to strong pricing and improved coverage, participation by Optus on the mobiles panel rose from just 22 to almost 1 000 services, with the remaining 10 000 being provided by Telstra.

Department of Premier and Cabinet - Annual Report 2010-11 60 IT Transformation Project The IT Transformation Project is an initiative designed to harness greater strategic value and cost efficiencies from Government’s technology investments.  stage one of the program, now heading into its second year, is delivering three foundation stones for this important strategy for improving ICT services in Government  the three foundation stones are: - the consolidation of 12 separate email services in use across government into one single email service - the establishment of a central identity management platform to enable the secure and cost efficient delivery of further common commodity ICT services - the restructure and refocus of Government’s central IT service provider, TMD, at DPAC to support the delivery of these future new services.

Although only part way through, the benefits of the consolidation of email services are already showing. These agencies now have greater cost transparency for one of their most crucial ICT services; better interdepartmental connectivity; and they can now devote more focus to the business of delivering their core services to the community. Service Management Centre The new TMD Service Management Centre (SMC) became fully operational in June 2011. The SMC is a significant new service developed by TMD resulting from the strategic re-alignment undertaken by TMD over the past 18 months. The SMC includes the following enhancements for customers:  a single point of contact with TMD  expanded hours of operation  a new web site for TMD incorporating greater customer functionality.

Measuring performance

As the Voice Services Project will remain at the forefront of TMD’s activities for the medium–term, it is appropriate that TMD’s measures of performance include deliverables associated with the project. TMD has been undergoing a period of significant change over this past 12 to 18 months. This level of change has seen TMD review the businesses performance measures to initiate measures more in-line with TMD’s current and near-term strategic focuses. Changes to the performance measures include deliverables associated with the Voice Services Project, and performance measures for two major initiatives: the IT Transformation Project which has a significant focus on the rollout of government-wide email; and the new Service Management Centre which has seen a significant change in the manner in which TMD services customers.

Unit of 2008-09 2009-10 2010-11 2011-12 Performance measure measure Actual Actual Actual Target

Average charged by TMD per fixed phone service $ 508 523 N/A1 N/A1 per year (management, rental and calls) 1 Average charged by TMD per mobile phone $ 493 485 N/A1 N/A1 service per year (management, rental and calls) 1

Department of Premier and Cabinet - Annual Report 2010-11 61 Unit of 2008-09 2009-10 2010-11 2011-12 Performance measure measure Actual Actual Actual Target Percentage of calls from the public answered by the Government Contact Centre within % 80 82 83 80 20 seconds

Number of physical computer servers managed 1 1 by TMD for other government departments. Number 198 192 N/A N/A

Number of fixed telephone services Number – – 28 342 28 500 Number of mobile telephone and data services Number – – 11 519 10 800 Number Number of pays produced – – 1 109 1 109 (‘000) Number of broadband connection services2 Number – – 1 057 1 060 Number of remote access connection services3 Number – – 5 694 6 000 Number of calls answered by the Government Number – – 285 338 290 000 Contact Centre Take up of consolidated email services. Total number of agencies transitioned to TMD Number4 – – 4 6 consolidated service. Total percentage of customer calls resolved within 5 % of calls agreed service level agreements. – – 95 95 resolved

Note 1. New performance measures were developed as part of the Department’s strategic planning process in 2010- 11 and these new measures are included in the lower half of the table with actuals for 2010-11 and targets for 2011-12. 2. This includes a range of broadband connection services from very high bandwidth optic-fibre based services down to ADSL services. 3. Services allowing on-demand secure access to the Government network, for example over mobile networks or the public Internet. Primarily used for remote control or monitoring (e.g. fire alarms, school crossing traffic signs), as well as for very small Government sites and out-of-office staff access to corporate networks. 4. TMD is working in 2011-12 to transition across the Department of Health and Human Services and the Department of Education to TMD’s consolidated email service. Upon successful completion this will see the total number of email accounts within the Tasmanian Government who are utilising the consolidated email service rise from the current 3 500 to 28 500. 5. The Service Management Centre has only been established since June 2010 and as such there is only initial data available to report on service performance. An initial review however is that 95 per cent of all customer calls will be resolved within agreed service levels.

Department of Premier and Cabinet - Annual Report 2010-11 62 Output Group 4 State Service Management

Output Group 4 supports agencies in managing employment and industrial relations in the State Service and supports the State Service Commissioner. 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 2010-11 63 Output 4.1 State Service employment and management

Overview

The Public Sector Management Office supports the Minister administering the State Service Act 2000 by leading the development, implementation, administration and evaluation of contemporary people management and employee relations policies, programs and practices that sustain and enhance State Service workforce performance. The Public Sector Management Office also administers the employment functions of the State Service Commissioner (Part 5 of the State Service Act 2000), which were delegated by the Commissioner to the Secretary, Department of Premier and Cabinet. The Training Consortium (TTC), which operates within the Public Sector Management Office, provides a co-ordinated approach to training, education and development needs for the Tasmanian State Service, Australian Public Services in Tasmania and local government, private sector business members, University of Tasmania and government businesses.

Key activities

Activities undertaken by the Public Sector Management Office (PSMO) include the following portfolios:

 Industrial relations  Employment policy and programs  People Directions  Healthy@Work  The Training Consortium.

Summary of the year’s performance

The key activities in 2010-11 were:

 development and implementation of the State Service Wages Policy, including negotiating expired agreements and advocacy of disputes  development and commencement of implementation of a suite of State Service Reform  co-ordination of the evaluation of State Service people management practices  completion of the State Service Workforce Profile and facilitation of the Workforce Planning Network  continuing to facilitate work placement programs for migrants, youth and people with disabilities  implementation of a graduate program for people with disabilities  commencement of the HR Capability program  continued support provided to the development of effective workplace health and wellbeing programs across the State Service and initiatives in individual agencies

Department of Premier and Cabinet - Annual Report 2010-11 64  implementation of a Mental Health providers panel and Professional Development program  implementation of the full range of The Training Consortium programs with a focus on Leadership Development and People Management  management of the jobs website (www.jobs.tas.gov.au).

Major achievements

Industrial relations A number of wage agreements were negotiated during 2010-11, with some still ongoing including:  Public Sector Nurses Agreement  Police Officers Agreement  Fire Fighters Agreement  Legal Practitioners Agreement As PSMO commenced negotiations for other expired Agreements, including Tasmanian State Service (TSSUA), Health and Human Service (HaHSA), Post Year 10 Teacher Aides, Participation Assistants and Vet Student Assistants Agreement, Correctional Officers Agreement and the Radiation Therapists Agreement. State Service Reform PSMO developed and implemented a suite of State Service Reforms as part of a future direction for the State Service and management tools to facilitate budget management by agencies, including:  State Service Amendment (Redeployment) Bill 2011  State Service Amendment (Performance) Bill 2011  Tasmanian State Service Regulations  Internal Agency Vacancy Management (Ministerial Direction 25)  Inter Agency Vacancy Control (Ministerial Direction 25)  Workforce Renewal Incentive Program (Ministerial Direction 24)  Performance Management (Ministerial Direction 26). Assistance for groups facing employment disadvantage New migrants and humanitarian entrants Since 2003, the Work Placement Program has provided new migrants and humanitarian entrants with work experience through placements in State Service agencies and local councils. The Work Placement Program is structured to give participants experience in an Australian workplace, as well as job application and interview skills through workshops facilitated by the PSMO and Multicultural Tasmania. The 2010 program featured a longer (three week) placement period involving 20 placements. Youth A number of arrangements are in place to assist agencies in recruiting young people. These include traineeships, apprenticeships, cadetships and graduate programs. In addition, the Government has a partnership arrangement with the University of Tasmania, which delivers an annual internship program whereby third and fourth year students undertake research projects within a State Service agency which provides significant benefits to both the student and agency. In further support of the partnership, the PSMO participated in the University’s Career Week activities in 2010-11 including a Careers Fair for the purpose of promoting State Service careers to the student population.

Department of Premier and Cabinet - Annual Report 2010-11 65 People with disabilities Since 2005, there has been a State Service employment program for people with disabilities. The program is targeted at providing people with disabilities with the improved access to employment opportunities within the State Service. During 2010-11, DPAC initiated a partnering arrangement with the University of Tasmania (UTas), called Willing and Able Mentoring (WAM), to implement a mentoring program for UTas students with disability. The program matches students with mentors for the purpose of providing advice on career planning and professional and personal development. Graduate program for people with disabilities In consultation with agencies and community groups, PSMO has developed a graduate program for people with disabilities. The focus is to develop a program that is sustainable, that promotes employment in the Tasmanian State Service and provides opportunities to people with disabilities. Three placements occurred during 2010-11. People Directions The People Directions framework has the objective to position the State Service as a desired employer: one that is modern, responsive and attractive now and into the future while delivering quality services for Tasmanians. To achieve this, the People Directions framework provides an underpinning platform from which agencies can develop people and workforce management plans. In March 2011 a key element of the People Directions framework, the HR Capability Framework, was released to all agencies. The framework was developed to provide a structure around which HR professionals, and others with people management and supervisory responsibilities, can build relevant human resource capabilities. It provides a broad overview of the skills needed in people management and examines other aspects that influence an individual's career progression, such as complexity of the role, the team's goals and objectives and the individual's own characteristics, experience, knowledge and skills. Health and wellbeing The Healthy@Work program is designed to support the development of effective workplace health and wellbeing programs that are integrated in each Tasmanian Government agency. These programs target issues such as smoking, nutrition, physical activity, alcohol and psycho-social factors. Healthy@Work activities in 2010-11 included:  The Department of Health and Human Services and Department of Education developed a workplace health and wellbeing resource kit and recognition program. This resource will be finalised over the next 12 months and will be available for use by all Tasmanian employers as part of the Government’s implementation of the Healthy Workers component of the National Partnership Agreement on Preventive Health.  A total of 2 300 State Service employees took part in a workplace pedometer challenge.  Support was provided for four individual agencies or authorities to implement strategies such as a health and wellbeing newsletter, and mental health and wellbeing training for all managers and supervisors, nutrition education and training programs.  Mental health and wellbeing training was provided which was attended by more than 500 participants.  A professional development program was conducted to increase the knowledge and ability of 19 key agency and authority staff to implement workplace health programs. Leadership Development Scholarship PSMO manages the nominations from agencies for participants in the annual Leadership Development Scholarship program. Each year scholarships are offered covering a wide range of development opportunities with seven employees participating in the program during 2010-11.

Department of Premier and Cabinet - Annual Report 2010-11 66 The Training Consortium (TTC) The Training Consortium (TTC) is a unit within PSMO that brokers training and development services to provide a wide range of professional development programs and events for its member organisations, which includes all State Service departments. During 2010-11, TTC provided a diverse range of training programs state-wide 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 presenting on topical or specialist management subjects. For the 12 month period to 30 June 2011, TTC organised some 410 training events and processed some 3 990 registrations. TTC has established strong relationships and networks with learning and development professionals in Australian and local government organisations across Tasmania. TTC has worked closely with the Institute of Public Administration Australia (IPAA), Tasmania Division to facilitate a range of quality leadership events in 2010-11.

Measuring performance

Unit 2008-09 2009-10 2010-11 2011-12 Performance Measure of Measure Actual Actual Actual Target TTC events Number – 285 300 410 300 annual

Participants in TTC programs Number – 3 784 3 800 3 990 3 800 annual

Participants successfully completing whole of Number 30 40 40 20 service external leadership programs (e.g. % 75 85 85 85 ANZSOG, PSMP, APSC)

Reduce Agreements/Awards

Awards No. of Active 16 12 12 12 Awards

Agreements No. of Active 29 20 20 20 Agreements

Finalise Agreement negotiations Number 9 6 6 10

People Directions and employment policy Number 18 18 12 12 projects (completed)

Healthy@Work initiatives Number 7 6 6 6 (completed)

Approved Healthy@Work projects – Number 6 6 6 6 grants/funded

Agencies with health and wellbeing programs Number 6 12 14 16 % 40 75 88 100

Department of Premier and Cabinet - Annual Report 2010-11 67 Output 4.2 Support for the State Service Commissioner

Overview

Output 4.2 provides support to the State Service Commissioner, whose functions as an independent statutory officer include:  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  statutory functions under the State Service Act 2000. Activities within this Output assist the State Service Commissioner to perform his/her statutory obligations and functions as specified in the State Service Act 2000. Consistent with the Commissioner’s statutory obligations, further evaluation of employment practices within State Service agencies was conducted during 2010-11. Details on each activity will be available in the State Service Commissioner’s Annual Report at www.ossc.tas.gov.au.

Department of Premier and Cabinet - Annual Report 2010-11 68 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 2010-11 69 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  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

Key activities

The key activities that are delivered under Output 5.1 include:  providing support to enable the Tasmania Together Progress Board to fulfil its legislative roles and responsibilities  promoting community engagement through the development of partnership agreements with business and community organisations and promotion of coalitions of interest  raising public awareness of Tasmania Together through promotional activities including a schools- based competition and media opportunities  developing the Tasmania Together benchmark database, including the regular updating of the Online Benchmark Reporting system  developing linkages between local council strategic planning and Tasmania Together.

Summary of the year’s performance

The primary focus of 2010-11 for the Progress Board has been the 10 Year Review of Tasmania Together. Under its legislation, the Board consults with the community every five years to determine if community priorities have changed. The review ensures Tasmania Together remains contemporary and reflective of the community’s wishes. Highlights for 2010-11 include:  participation of 5 000 people in the 10 Year Review through community and sector forums, online, in writing, on the phone and by questionnaire  release of the 2010 Progress Report

Department of Premier and Cabinet - Annual Report 2010-11 70  further development of Tasmania Together benchmarks through more comprehensive reporting online and new and amended benchmarks being added  another successful Tasmania Together Youth Challenge being held throughout Tasmanian schools.

Major achievements

10 Year Review of Tasmania Together Much of the Progress Board’s time and resources throughout 2010-11 were devoted to the planning and implementation of the 10 Year Review of Tasmania Together. Under the Tasmania Together Progress Board Act 2001 (S.12), the Progress Board is required to review Tasmania Together every five years. The five year reviews ensure Tasmania Together reflects changing community priorities over the 20 year period of the plan. After consulting with the community, the Board makes recommendations to Parliament on any addition, deletion, or alteration of the goals or benchmarks. Initiative funding of $180 000 for the 10 Year Review was allocated to Tasmania Together as part of the 2010-11 State Budget. Public consultation occurred between September and December in 2010. The review was widely publicised and promoted. In order to maximise opportunity for public input, the Board adopted a number of approaches including community forums, online and written submissions, social media and a telephone survey. There was a strong community response to the review. More than 5 000 Tasmanians participated in the review:  2 178 hard-copy questionnaires were received  1 000 people took part in a telephone survey  nearly 1 000 people attended a community or sector forum  658 questionnaires were completed and submitted online  96 written submissions were received from business and community organisations; local and State governments; and individuals  334 school children participated via comments provided with entries for the 2010 Tasmania Together Youth Challenge. All the public feedback from the questionnaire and the Youth Challenge was entered into a database, coded and then analysed. Summaries of community priorities from the database were provided to the Board along with reports from the community and sector forums and the results of the telephone survey. The community feedback will provide the basis for proposed changes to the goals and benchmarks in Tasmania Together. The Board’s recommendations on changes are expected to go to Parliament before the end of 2011. Promoting Tasmania Together to increase levels of awareness in the community The third Tasmania Together Youth Challenge concluded in 2010-11. The Youth Challenge encourages students from kindergarten to year 12 to think about the sort of future they want and how it relates to Tasmania Together. Students were encouraged to express their views in a range of formats, including art, writing, research and multi-media. A major TV advertising campaign was implemented to encourage students to participate and promotional material sent to all schools. Over 110 entries were received. To coincide with the 10 Year Review a major upgrade of the Board’s website was undertaken. The site is now more user-friendly and continues to attract visitors.

Department of Premier and Cabinet - Annual Report 2010-11 71 Measuring progress – the 2010 Progress Report One of the main functions of the Progress Board is to monitor, promote and report on Tasmania Together. Every two years, the Board reports to Parliament on what progress has been made in achieving the goals and benchmarks in the community’s plan. Released in August, the 2010 Progress Report focussed on what has been achieved in relation to the goals and benchmarks since the release of the Tasmania Together document a decade ago. Up-to-date information on each of the 151 benchmarks, as well as comments on progress from the Board, were outlined in the report. Reporting against benchmarks in the sixth progress report indicates that more measures of progress show improvement towards the 2010 targets than those that show no change or negative movement. Benchmarking the community’s plan In addition to the biennial progress reports, the Board maintains an online benchmark reporting system (OBR) that enables those interested to see at the click of a button the latest data and trend series for Tasmania Together benchmarks. Work continues on updating the OBR as soon as new information is available. Changes have been developed for the OBR to enable a more comprehensive and accurate assessment of progress. A thorough review of all benchmark targets was undertaken using a number of guiding principles developed by the Board. Nine new or amended benchmarks were developed following public consultation and included in the OBR.

Measuring performance

Unit of 2008-09 2009-10 2010-11 2011-12 Performance Measure measure Actual Actual Actual Target

Level of community awareness of Tasmania Together as a percentage % 52 56 58 60 Number of partnerships between the Progress Board and non-government organisations Number 27 28 29 30 Number of new and revised benchmarks 1 developed Number 15 14 9 50

Notes: 1. The decline in the number of new benchmarks in 2010-11 is attributable to the focus on the 10 Year Review.

Department of Premier and Cabinet - Annual Report 2010-11 72 Output Group 6 Community Development

The Community Development 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 2010-11 73 Output 6.1 Community development – policy advice and ongoing community development

Overview

Output 6.1 focuses on working across government and with communities to support their development by building on individual and community capacity, addressing social disadvantage and increasing social inclusion and community connection. The Output supports: women; people with disabilities; seniors; Aboriginal people; veterans; migrants and refugees; children and young people; and the gay, lesbian, bisexual, transgender and intersex community. It aims to build the capacity of Tasmanians to work together in addressing common interests.

Key activities

The key activities that are delivered under this output include:  management of the whole-of-government approach to the Disability Framework for Action  management of the whole-of-government policy on eligibility for Aboriginal and Torres Strait Islander specific programs and services  management of the whole-of-government approach to seniors’ policy, including the Tasmanian Plan for Positive Ageing  provision of policy advice and support to COAG committees, working groups and select councils  promotion and support of the Companion Card and Seniors Card Programs  coordination of the Work Placement Program to provide work experience in State Government agencies and local councils for humanitarian entrants  provision of support to the Tasmanian Women’s Council (TWC), Premier’s Disability Advisory Council (PDAC), Tasmanian Early Years Foundation (TEYF), the Tasmanian Youth Forum (TYF), the Tasmanian Veterans’ Advisory Council (TVAC); the whole-of-government Reference Group for Tasmania’s Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Community; the Tasmanian Community Fund and the Jim Bacon Foundation  provision of support for peak groups: Youth Network of Tasmania (YNOT), Council on the Ageing (Tasmania) (COTA), Multicultural Council of Tasmania  coordination of National Youth Week  administration of the Tasmanian Honour Roll of Women  management of the Tasmanian Women’s Register (for appointment to Government boards and committees)  provision of support to the Aboriginal Affairs Committee of Cabinet  administration of a range of grant programs, including the Celebrate Tasmania Day Grants Program; the Community Capacity Building Grants Program; the Lesbian, Gay, Bisexual, Transgender and Intersex Community Grants Program; and the War Memorial Repair and Maintenance Grants Program.

Department of Premier and Cabinet - Annual Report 2010-11 74 Summary of the year’s performance

In 2010-11, the Community Development Division’s roles and functions have expanded to include new funding programs, events and policy developments, and it is currently responsible to three Ministers and the Premier. The division:  developed and commenced the Better Access to Government Services project, to improve State Government service delivery to humanitarian entrants  assisted in the development of the Agenda for Children and Young People  commenced development of a new approach to seniors’ policy in Tasmania  worked to progress a whole-of-government approach to lesbian, gay, bi-sexual, transgender and intersex issues  supported initiatives to assist veterans  identified ways to improve its overall capacity to respond effectively to the needs of all Tasmanians. During the year, the division also assumed responsibility for the Lesbian, Gay, Bisexual, Transgender and Intersex Community Grant Program; the War Memorial Grant Program; and the Celebrate Tasmania Day Grant Program.

Major achievements

Women

Micro Business Loan Program Thirty-eight low-income women were assisted to start or grow their own small business through the Micro Business Loan Program. The program targets low-income earners, and aims to facilitate their economic participation in the State’s economy by providing interest free loans and business mentoring support. Social enterprise The division led a national research project on the way in which governments can assist the growth of social and community enterprises to provide improved employment pathways for disadvantaged job seekers. The division also worked jointly with the Social Inclusion Unit, the Department of Economic Development, Tourism and the Arts, and the University of Tasmania to conduct the first survey of social enterprises in Tasmania. Tasmanian Women’s Council The Tasmanian Women’s Council 2009-2011 provided advice to the Government and Social Inclusion Commissioner on strategies to enhance women’s social and economic inclusion. A new Council was appointed in May 2011. The new Council has been tasked with developing a five year strategic plan for Tasmanian women. Tasmanian Honour Roll of Women Twenty-six new members were inducted onto the Tasmanian Honour Roll of Women in March 2011, bringing the total number of women on the Honour Roll to 227. The Honour Roll ceremony coincided with the centenary of International Women’s Day. Centenary of International Women’s Day This year, 2011, marked an important worldwide occasion for women – the centenary of International Women’s Day. The division coordinated a calendar of 41 informative and educational events held across the State.

Department of Premier and Cabinet - Annual Report 2010-11 75 Tasmanian Women’s Register The division continued to promote the involvement of women in decision-making by facilitating an electronic register of women interested in appointment to boards and provided them with regional governance training and scholarship opportunities. The register now has 378 members.

People with disability

Disability Framework for Action The division continued to work with all government agencies to support their efforts to make their agency and its activities more inclusive and responsive to people with disability. Some examples of whole-of-government progress with the implementation of the Disability Framework for Action (DFA) over the last 12 months are:  provision of subsidised web and print accessibility training workshops facilitated by Vision Australia for 72 web and communications staff to improve the accessibility of agency websites and government information for people with disability  136 staff at manager or supervisor level, and 16 staff at general employee level participating in disability confidence workshops offered through The Training Consortium  three agencies have employed graduates with disability through the Graduate Program for People with Disability  seven senior agency staff participated as mentors for students with disability in the Willing and Able Mentoring program run in partnership with the University of Tasmania  all Heads of Agency attended a meeting of the Premier’s Disability Advisory Council (PDAC), at which PDAC community members provided a briefing on their Report on Agency Implementation of the DFA. Willing and Able Mentoring Program In conjunction with the University of Tasmania, the division continued to deliver a mentoring program for university students with disability, the Willing and Able Mentoring program. This program proved successful in both introducing seven students to the State Service and changing attitudes of current staff to disability. Premier’s Disability Advisory Council The division continued to support PDAC to assist the Tasmanian Government to remove barriers to the participation of people with disability in community life, in-line with the rights-based vision outlined in the DFA. PDAC’s role included reviewing annual reports from government agencies on the implementation of the DFA. During 2010-11, PDAC’s community members prepared submissions on State and national policy initiatives, including the proposed Charter of Rights and Responsibilities for Tasmania, the Productivity Commission's Draft Report on Disability Care and Support and the Review of the Disability Standards for Education. PDAC is also working to build closer informal working relationships with specific agencies and portfolio areas to assist agency disability working groups to implement the DFA. Companion Card Program In 2010-11, 184 new Companion Cards were issued. The Companion Card program now has 1 329 card holders and 188 business affiliates across the State. There are now three transport organisations affiliated with the program: Metro Tasmania, Tassielink Transit and Calows Coaches, and reciprocal arrangements with every other jurisdiction in Australia means that Tasmanian cardholders can use their cards at over 4 200 participating businesses throughout Australia.

Department of Premier and Cabinet - Annual Report 2010-11 76 Seniors

Seniors policy future direction While the Tasmanian Plan for Positive Ageing has gone some way towards setting the framework for how Tasmania addresses the opportunities and challenges arising from the ageing of the population, the current five year plan is entering its final year. As a result, in 2010 the division undertook a strategic review of its work to inform future policy directions for issues impacting on seniors in Tasmania. The review found that a strategic focus on social inclusion and demographic change will enable future policy to be targeted at higher level outcomes while still enhancing and supporting positive ageing for all. A Seniors Future Directions Working Group has been established and is tasked with developing a three year plan, which prioritises policy development relating to older Tasmanians, with representation from the community, government, COTA, LGAT and the University of Tasmania. Seniors Card Program The division continued to promote the Seniors Card Program, with 6 869 new cards issued. The program continued to attract 59 new businesses to offer discounts through the program. The 2011-12 Seniors Card Directory was produced and launched. Seniors Week In September 2010, approximately 155 000 Seniors Week programs were distributed state-wide, each outlining 446 opportunities to participate in events and activities. Twenty-one State, Australian and local government agencies provided events, many with a number of opportunities to attend each event. Seven State Government departments provided 111 opportunities to attend Seniors Week events in 2010 and three GBEs organised nine Seniors Week events. In November 2010, Government transferred the delivery of the Seniors Week program to COTA for a trial period of three years, through an annual grant of $105 400 to meet costs associated with delivering the program of events. As a community-based organisation, COTA (Tasmania) is best placed to deliver this program. It has strong community networks from which it can encourage participation, collaboration, and innovation and will be better positioned to canvas additional sponsorship.

Aboriginal affairs

‘Working on Country’ Aboriginal Trainee Ranger Program The division continued to be instrumental in the design and implementation of the Tasmanian Parks and Wildlife Service ‘Working on Country’ Aboriginal Trainee Ranger program. This program aims to increase representation of Aboriginal and Torres Strait Islander people in the State Service by providing a vocational education and training qualification in conservation and land management at Certificate IV and/or Diploma level for five trainees over a four year period. A community celebration of the launch of the program was held at Larapuna ( Point) in October 2010. National indigenous initiatives and forums Support was provided to the following national indigenous initiatives and forums:  COAG’s Working Group on Indigenous Reform, including representation on various working groups and the provision of advice to Tasmania’s representative on the Steering Committee for the Review of Government Service Provision. This advice aimed to assist in the development and monitoring of agreements and strategies to Close the Gap in indigenous disadvantage taken forward since 2009-10  development of the Overarching Bilateral Indigenous Plan for the State - the first of its type between the Australian and Tasmanian Governments, the plan underpins Tasmania’s commitment to the National Indigenous Reform Agreement

Department of Premier and Cabinet - Annual Report 2010-11 77  the Ministerial Council of Aboriginal and Torres Strait Islander Affairs, including representation on the Standing Committee of Aboriginal and Torres Strait Islander Affairs and the Working Group  coordinating Tasmania’s contribution to the national Overcoming Indigenous Disadvantage Key Indicators 2011 Report.

Eligibility for Aboriginal and Torres Strait Islander programs and services The division continued to manage administration of the whole-of-government Policy on Eligibility for Aboriginal and Torres Strait Islander Specific Programs and Services delivered by the Tasmanian Government, completing 413 eligibility assessments for participation in Aboriginal programs and services across government. A review of the purpose and administration of the policy was announced during 2010. Since that time, Government has established an Aboriginal Affairs Committee of Cabinet, which will ensure a holistic approach to matters of importance to both the Aboriginal community and government. Aboriginal Healing Project Recognising that members of the Tasmanian Aboriginal community have considered healing to be a largely unmet need in Tasmania, the division received funding from the Australian Government Department of Families, Housing Community Services and Indigenous Affairs for the project in 2009. The second phase of the project conducted in 2010-11 comprised the delivery of a range of funded activities focused on the local delivery of traditional and mainstream healing practices and an evaluation. The expected broad outcome for the project is a culturally appropriate generic healing program that can be used and further developed by the Tasmanian Aboriginal community.

Migrants and refugees

Better Access to Government Services Project In early 2011, the Government announced a review into the Tasmanian Government’s effectiveness in delivering its services to humanitarian entrants. The review is an opportunity to look at the Tasmanian Government’s performance in making its services accessible to people from non-English speaking backgrounds, in particular humanitarian entrants. An interagency working group has met and consultations with humanitarian entrants and State and non-government services providers are underway. The working group will assess how accessible Tasmanian Government services are for humanitarian entrants, that is, how easy it is for them to find out and use such services. The working group will report to the Minister for Community Development by 31 December 2011. Creating Connections and Opportunities Project The division continued to deliver this project, providing 69 work experience placements in the private sector for newly-arrived humanitarian entrants. The participants’ countries of birth included Bhutan, Burma, Liberia, Sierra Leone, Sudan, Congo, Rwanda and Ethiopia. Two participants have been offered employment upon completion of their placements. This project has now been transferred to the Migrant Resource Centre Southern Tasmania Inc. for 2011. Work Placement Program Implementation of the Work Placement Program continued, in partnership with the Public Sector Management Office. The program provided work experience in State Government agencies and local councils for 23 humanitarian entrants. To date, 165 humanitarian entrants have participated in the program.

Department of Premier and Cabinet - Annual Report 2010-11 78 Children and young people

Agenda for Children and Young People Support was provided to the interdepartmental taskforce responsible for the development of the whole-of-government Agenda for Children and Young People. Three Community Consultation Forums were also coordinated around the State and an outcomes report was prepared to inform the development of the agenda. National Youth Week The division continued to be the coordinating body for National Youth Week in Tasmania, securing funding for organisations across Tasmania to run events for young people during the week. The Tasmanian Government contributed approximately $45 000 in grant funding, the Australian Government contributed $19 545 and beyondblue: the national depression initiative contributed $40 000. Fifty-eight events were funded across the state. Local Government Youth Forum Forty-five participants attended the Local Government Youth Forum, from 20 local councils. Convened by the division, the forum attracts council staff working with young people, or interested in issues concerning young people, to promote a shared understanding of youth issues and initiatives through networking and information sharing. Youth Network of Tasmania and the Tasmanian Youth Forum The division continued to support the Youth Network of Tasmania as the peak body for the non- government youth sector in Tasmania. Support was also provided to the Tasmanian Youth Forum to contribute to the highly successful Tasmanian Youth Conference. The division coordinated the youth specific component of the event. Over 265 young people and youth sector representatives attended the Tasmanian Youth Conference. Tasmanian Youth Parliament The State Government provides an annual grant of $12 000 to YMCA Australia and the Tasmanian Youth Government Association to fund the Tasmanian Youth Parliament, which is part of a national youth development program that provides young people aged 15 to 24 with a forum for expressing ideas, concerns and expectations regarding the future of their state. Forty-one young Tasmanians participated in a successful 2010 Youth Parliament. Tasmanian Early Years Foundation Administrative support for the Tasmanian Early Years Foundation continued, including administration of its annual grant program, a learning and development strategy and the Foundation’s social marketing campaign, Tasmania’s Biggest Job - Everyone Deserves a Helping Hand.

Veterans

War Memorial Repair and Maintenance Grants Program War memorials are an important reminder of the sacrifice and contribution made by the men and women who serve our country. The State Government allocated $50 000 per annum from 2010-11 for the repair or maintenance of memorials around the State. Eleven organisations received funding through this program in 2010-11, many of which were in regional areas of the State. Tasmanian Veterans’ Advisory Council The Tasmanian Veterans’ Advisory Council (TVAC) provides advice to the Government about issues affecting ex-servicemen and women and their families that are the responsibility of the State Government. TVAC met four times during 2010-11.

Department of Premier and Cabinet - Annual Report 2010-11 79 TVAC’s activities included:  preparation of a submission to the former Minister seeking new or extended State Government concessions for veterans in Tasmania  preparation of a submission to the National Taskforce on the Centenary of Anzac  consideration of applications to the War Memorial Repair and Maintenance Program, with subsequent recommendations to the former Minister  advice and support for the establishment of the Lt Col Harry Murray VC Scholarships  preparation of a submission to the Review of the Anzac Day Observance Act 1929  representations and advice to the Minister on a range of issues including free parking for eligible veterans, Defence Community Organisation services in Tasmania, discharge planning for veterans in Tasmania and the sale of Anglesea Barracks.

Lesbian, gay, bisexual, transgender and intersex community

Whole-of-Government Framework The Whole-of-Government Framework for Tasmania’s Gay, Lesbian, Bisexual, Transgender and Intersex Communities (2004) aims to enhance access and use of State Government services by the lesbian, gay, bisexual, transgender and intersex (LGBTI) community by providing these services in a more appropriate and effective way. A whole-of-government reference group was established as part of the Framework. In 2010-11, the division progressed amendments to the group’s Terms of Reference with the Minister for Community Development to allow representatives from the LGBTI community to participate on the group as equal members with State Government agency representatives. The group will be reviewing the Framework and if necessary, recommending changes to ensure it is up to date and reflects the current policy and legislative environment. 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 to work towards achieving Tasmania Together benchmarks for the LGBTI community. The first instalment of this funding was delivered through a community grants program. The division received information and advice from the LGBTI community about the range of issues that affect its members on a day-to-day basis, including discrimination and violence. This helped to inform the development of guidelines for allocating the funds. Three organisations were successful under the program, which allocated a total of $50 000 in 2010-11.

Department of Premier and Cabinet - Annual Report 2010-11 80 Measuring performance

Unit of 2008-09 2009-10 2010-11 2011-12 Performance Measure Measure Actual Actual Actual Target

Number of Australian Government agencies, local governments and State Government departments with actions initiated by and relevant to the Number 135 171 133 143 Community Development Division 1 Representation of women on government boards and committees % 37.5 38 34 40 Number of new businesses registered with the Seniors Card program Number 40 84 59 30 Number of new Seniors Cards issued Number 6 092 6 242 6 869 6 700 Number of new Companion Cards issued Number 231 182 184 210

Number of new business, venues, events affiliated with the Companion Card program Number 161 22 39 12 Number of Aboriginal people issued licenses to practise Aboriginal cultural activities including Number 140 36 15 40 hunting, fishing and gathering cultural activities 2 Number of Aboriginal-identified positions in the State Service that are filled by Aboriginal people or Number 73 66 56 77 Torres Strait Islanders (TT Goal 7.2.1) Number of early childhood initiatives funded by the Tasmanian Early Years Foundation Number 26 29 36 20

Notes: 1. The reference to the number of Australian Government agencies, local governments and State Government departments with actions initiated by and relevant to the Community Development Division incorporates the following measures: the number of State Government department Disability Action Plans supported; the number of local governments that commit to the development of a positive ageing strategy; the number of local governments and State Government departments, units, branches and Government businesses coordinating or holding Seniors Week activities; and the number of Multicultural Liaison Officers and cultural diversity programs in State Government departments and local governments. 2. The number of Aboriginal people issued licences to practise Aboriginal cultural activities including hunting, fishing and gathering is significantly less than previous years. This is because cultural mutton birding permits were not issued due to concerns for the sustainability of the harvest this year.

Department of Premier and Cabinet - Annual Report 2010-11 81 Output Group 7 Development of Local Government

Output Group 7 coordinates the activities of the Local Government Division. The division’s role is to build a robust local government sector and a strong partnership between the State 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 and manages key programs such as the partnership agreements program.

This Output Group comprises one Output: 7.1 Development of local government

Department of Premier and Cabinet - Annual Report 2010-11 82 Output 7.1 Development of Local Government

Overview

Output 7.1 coordinates the activities of the Local Government Division, which contributes to the wellbeing of local communities through promoting a sustainable and vibrant local government sector and supporting the strong partnership between the State Government and local government. It does this by developing and maintaining a policy and legislative framework for matters relevant to local government, contributing to the effectiveness of the Premier's Local Government Council (PLGC), providing executive support to the Local Government Board, and managing the partnership agreements program between the State Government and local government.

Key activities

The key activities that were delivered under Output 7.1 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 partnership agreements program and developing, monitoring and reviewing bilateral, regional, state-wide and tripartite partnership agreements  providing policy advice and executive support to the PLGC and the Local Government Board  contributing to national policy on local government, including to the Local Government and Planning Ministers’ Council.

Summary of the year’s performance

 During 2010-11 the division focussed on improving the sustainability of the local government sector through a number of initiatives. These were the Valuation and Local Government Rating Review, the implementation of long-term financial and asset management planning in Tasmanian councils and the sustainability objectives and indicators project.  Support for the partnership program continued with five partnership agreements signed during 2010-11. The division has been focusing on and broadening its relationships management role through regular contact with councils, identifying issues, and providing a mechanism for the councils and agencies to resolve issues as everyday business rather than through a formal partnership agreement. A greater focus was also placed on developing regional and state-wide partnership agreements.  The division continued to provide support and advice to the Premier’s Local Government Council (PLGC), which is integral to the effective working relationship that exists between the State Government and local government in Tasmania.  Changes to the Dog Control Act 2000 reflecting the Government’s commitment to improve public safety came into effect on 1 July 2010.  The division also supported WomenCan, the Women in Local Government initiative.

Department of Premier and Cabinet - Annual Report 2010-11 83 Major achievements

Long-term financial and asset management planning The implementation of long-term financial and asset management planning will improve the ability of all Tasmanian councils to plan for and manage assets effectively and deliver value for money to their communities through improved asset management. Councils will also be able to clearly identify financial issues which may affect their long-term sustainability at an earlier stage. During 2010-11, the division worked with the Local Government Association of Tasmania (LGAT) to finalise the planning frameworks and to start implementing the frameworks in councils. The Minister for Local Government also approved the Tasmanian Local Government Asset Management Policy. The policy sets a framework for strategic asset management in the local government sector and provides high-level principles and guidance to assist councils to develop their own asset management policy. Valuation and local government rating review The valuation and local government rating review will deliver a rating system that enables councils to deliver outcomes that are fair, efficient and understandable for all ratepayers in the long-term. In January this year, an interim report was provided to the Minister for Local Government recommending that the State Government makes a number of urgent amendments to the Local Government Act 1993 to provide additional rating tools for the 2011-12 rating year. The Parliament passed the amending legislation which:  simplified the existing fixed charge provision of the Act  enabled councils to increase the fixed charge component of general rates revenue from 20 per cent up to a maximum of 50 per cent  introduced ‘change caps’ for rates, so that the percentage of annual increase for any individual rates notice may be limited or capped  enabled councils to vary a service charge. These changes provide councils with new tools to manage rating fluctuations as a result of the 2011 revaluation cycle and associated property valuation adjustments. The broader review is ongoing and the Final Report will be provided to the Minister for Local Government later in 2011. Sustainability objectives and indicators The sustainability objectives and indicators project will help measure the sustainability of Tasmanian councils in key strategic priority areas such as financial sustainability, asset management, planning and development and community satisfaction. Draft sustainability indicators were developed which have been approved by the PLGC for further consultation. These will be finalised in 2011-12. Partnership Agreements Five partnership agreements were signed during 2010-11. Three bilateral agreements with the Break O’Day Council, the Northern Midlands Council and the Tasman Council. The agreement with the Break O’Day Council was the third partnership agreement with that council. Two regional agreements, the Midland Highway Partnership Agreement and the Brooker Highway Partnership Agreement were also signed. These agreements aim to commit the State Government and those councils who have municipal areas that include the highways, to a shared vision and plan to maintain and improve efficiency along the two highways. The Statewide Partnership Agreement on Communication and Consultation was reviewed and updated to identify opportunities for high-level, strategic collaboration on matters of mutual importance to both spheres of government such as local government sustainability and local government reform.

Department of Premier and Cabinet - Annual Report 2010-11 84 A move away from bilateral partnership agreements with individual councils was made to focus more on relationship management, informal partnerships and regional and state-wide partnership agreements. Premier’s Local Government Council (PLGC) The PLGC met four times during 2010-11 and progressed a range of initiatives including:  the local government sustainability objectives and indicators project from which the PLGC approved draft indicators on financial management, asset management, planning and development, and community satisfaction  the revision of Schedule 6 of the State-wide Partnership Agreement on Communication and Consultation which outlines the key projects and priorities for 2011-12  endorsing Mayors Lynn Laycock and Deirdre Flint as ambassadors for the 2011 WomenCan campaign to encourage more women to stand in local government elections  the consideration of opt-out legislation for the installation of the NBN  a review of the State-wide Partnership Agreement on Climate Change and the development of a second agreement, which is ongoing. The PLGC also discussed a range of matters in 2010-11 including state-wide land-use planning reforms, the merits of compulsory voting in local government elections, the review of valuation and local government rating, water and sewerage reforms, waste management, and future options for local government reform. Women in local government Together with the Australian Local Government Women’s Association and LGAT, the Tasmanian Government progressed the WomenCan campaign. The campaign seeks to encourage the greater participation of women in local government in order to make councils more truly representative of their electorates and to expand the skills available around council tables. A series of events were held throughout the year, which included how to run a campaign, networking, media training and mentoring. Restricted breed and dangerous dog legislation Changes to the Dog Control Act 2000, reflecting the Government’s commitment to improve public safety came into effect on 1 July 2010. The new measures included:  stronger control measures on dogs declared to be dangerous, including de-sexing of dogs and specified housing requirements  stronger controls on pit bull terriers through the new classification of restricted breed, and new control measures for these dogs  stronger provisions for councils to seize and detain dogs  a noise abatement notice process to tackle problem barking dogs. The compulsory microchipping of dogs over six months of age will come into effect on 1 July 2011. Local Government Board The Local Government Amendment (Local Government Board) Act 2009 which details changes to the role and structure of the Board was passed by Parliament in 2009 effective from 1 January 2011. The new Act removed the requirement that general reviews of councils be undertaken at least every eight years. It also changed the Board’s membership structure by reducing the standing Board to four, removing the position of a person with experience in local government, but allowing the appointment of up to two additional members with expertise relevant to specific reviews. There were no reviews undertaken by the Board during 2010-11.

Department of Premier and Cabinet - Annual Report 2010-11 85 Measuring performance

Unit of 2008-09 2009-10 2010-11 2011-12 Performance Measure Measure Actual Actual Actual Target No of new bilateral, regional and state-wide partnership agreements signed Number 7 5 5 4 No of partnership agreements being implemented Number 16 19 18 16 No of local government Board reviews completed Number 4 11 0 1

Note: 1. While the Board undertook one review in 2009-10, effectively it delivered two separate, comprehensive reports to the Minister for Local Government.

Department of Premier and Cabinet - Annual Report 2010-11 86 All Output Groups Corporate Services

Corporate Services provides corporate support and services to all Output Groups of the Department including the Office of the Governor, and Ministerial and Parliamentary offices.

Department of Premier and Cabinet - Annual Report 2010-11 87 Corporate Services

Overview

The Corporate Services Division provides services to support DPAC, and Ministerial and Parliamentary offices, specifically in the area of finance, human resources, information management, information technology, properties, procurement and planning.

Key activities

The key activities that are delivered under this output include:  financial management  human resources management  information systems management  records management  property management  provision of procurement services and advice  strategic planning and organisational development  executive support to the Audit Committee  provision of advice to the Secretary on corporate matters.

Summary of the year’s performance

In 2010-11, a major project to reduce our accommodation footprint was undertaken, resulting in: the relocation of the Local Government Division and Office of eGovernment to the Executive Building; the refurbishment of levels five and six of the Executive Building to co-locate a number of business unit areas within DPAC; and co-location of business units within the Community Development Division, housed at 144 Macquarie Street. The planning and budget development process was further improved with significant changes being made to the reporting of information from the human resources and financial management systems. Considerable support was provided to Ministerial and Parliamentary offices regarding the re- employment of employees following the State Election, and also to departmental divisions following structural reviews. The DPAC Healthy@Work Plan was released. The Department’s PC rollout program continued during the year with Windows 7 installed on all new hardware. The transition to Windows 7 will be completed during 2011-12. A new file server was also installed at 15 Murray Street. Significant improvements were made to the Department’s virtualisation infrastructure, providing improved business continuity management, as well as reducing the Department’s carbon footprint. Corporate Services continued to support and maintain over 35 websites, with the following sites either under development or significantly redeveloped in the past 12 months: Ministerial Intranet, Tasmania Together - 10 year review site, Tasmania’s Biggest Job, the Premier’s site, and Professionalising the Profession (People Directions). A new lease was negotiated for 144 Macquarie Street, realising a number of benefits for DPAC including green initiatives. As well, a new approach to centralising the purchase of office supplies was implemented following an extensive tendering process.

Department of Premier and Cabinet - Annual Report 2010-11 88 The Department’s records management system, TRIM, was rolled out to all ministerial offices as part of the ministerial network project, and a comprehensive check of the system was undertaken to identify opportunities for improvement, and to develop a priority work program for the next two years.

Major achievements

Office accommodation Levels five and six of the Executive building were refurbished to provide for suitable accommodation space for a number of business units within DPAC and to relocate the Local Government Division from 39 Murray Street resulting in substantial rent savings. Planning and budgeting The Department’s planning and budgeting processes were further integrated with a review of the staffing establishment. An integrated planning and budget process and timeframe was developed and was used to guide the development of the DPAC budget for 2011-12, including identifying budget management strategies. Further enhancements to the reporting process will be implemented over the coming 12 months. Ministerial network All Ministerial Offices were transferred to DPAC IT infrastructure by November 2010. This included the deployment of VOIP phone technology, electronic records management and a leave management workflow system. DPAC assumed responsibility for the non-salary related office expenses for all Ministerial Offices from 1 July 2011. Organisational development The DPAC Strategic Plan 2010-13 was released in July 2010, with minor refinement to the DPAC goals. The Values Working Group continued to promote the values across the Department with a ‘Values of the Month’ program launched in October 2010. An annual Pulse Check was also undertaken to gauge the overall health of the Department. The Pulse Check indicated that the Department is generally going well. The Leadership Program also continued throughout the year with all DPAC Leadership Group (DLG) members participating in Leadership Styles training, with eight DLG members also undertaking train the trainer sessions in leadership styles. An environmental scanning session was also held in July to look at some of the issues impacting on Tasmania, and to examine DPAC’s role in these. A broader senior management group also participated in information forums focusing on social inclusion.

Department of Premier and Cabinet - Annual Report 2010-11 89 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:  Tasmania Together  Disability Action Plan  Carbon Emission Reduction Plan.

Department of Premier and Cabinet - Annual Report 2010-11 90 Contribution to Tasmania Together benchmarks

As of June 2011, the Department of Premier and Cabinet had the lead agency responsibility for those Tasmania Together benchmarks listed below and is an active contributor to a range of other benchmarks. The Department’s activity to further advance Tasmania towards achieving these benchmarks is detailed below. A complete list of the benchmarks which this department has lead agency responsibility follows.

Supporting benchmark Initiative What has been achieved this year Activities 1.1.1 Cost of Living in Tasmania: Interim  The Cost of Living in Tasmania: Interim Report was prepared by the Social Inclusion Commissioner The cost of food, Report and tabled in the Tasmanian Parliament on 8 March 2011. The report provides advice to Parliament on a proposed electricity concession in the context of a broader cost of living strategy. electricity, housing, Family Assistance transport and health as Program  In 2010-11, $350 000 was granted under the Family Assistance Program to community organisations a percentage of income to provide emergency relief and preventative support programs to Tasmanians in need, along with Tasmanian practical social policy research into areas associated with emergency relief. for low-income earners Concessions Guide 1.1.2 2010-11  The Tasmanian Government Concessions Guide, which outlines State concessions available to Tasmanians, was issued. The guide assists those on low incomes to identify and access concessions for Micro Business Proportion of which they are eligible. Loan Program households where  Thirty-eight low-income women were assisted to start or grow their own small business through the primary source of Micro Business Loan Program. income is government Contribution towards benchmark pensions or DPAC allowances. A Social Inclusion Strategy for Tasmania is helping to generate solutions to benefit Tasmanians who often face multiple challenges, including poverty, geographic isolation, inter-generational disadvantage, poor education, 1.1.3 disability, physical and mental health issues and other barriers. The Strategy will impact across a number of Tasmania Together goals including Goal 1 (standard of living), Goal 3 (education), Goal 4 (health), Goal 5 Proportion of persons (supportive communities), Goal 6 (arts and cultural participation), Goal 8 (civic participation) and Goal 9 living in households that (work opportunities). could not obtain $2 000 The Tasmanian Government offers a wide range of concessions to the broader community and those within a week for members of our community with the greatest need: people on low or fixed incomes; those with a disability something important. and their carers; seniors; veterans; widows; sole parents; and students. These concessions are promoted

Department of Premier and Cabinet - Annual Report 2010-11 91 Supporting benchmark Initiative What has been achieved this year through the Tasmanian Government Concessions Guide. The Micro Business Loan Program targets low-income earners, and aims to facilitate their participation in the State’s economy by providing interest free loans and business mentoring support. Activities 5.3.1 Supporting Tasmanian  The Supporting Tasmanian Volunteers Program was continued in 2010-11. Per capita voluntary Volunteers  Twenty-six women were inducted onto the Tasmanian Honour Roll of Women. participation in Program community and service Contribution towards benchmark activities in a 12 month Tasmanian The Social Inclusion Unit worked with Volunteering Tasmania to develop the Supporting Tasmanian period. Honour Roll of Volunteers Program. The program aims to increase participation in volunteering by those at risk of social Women exclusion including geographic exclusion and focuses on providing meaningful volunteering experiences for young people in low socio-economic areas. The Tasmanian Honour Roll of Women recognises and promotes women’s voluntary participation in community and service activities.

5.5.3 National Youth Activities Week  Funding was secured for organisations across Tasmania to run events for young people during Participation of young National Youth Week in 2011. Fifty-eight events were funded across the State. people in community groups. Youth Network of  The Tasmanian Government contributed $44 640 in grant funding, the Australian Government Tasmania and contributed $19 545 and beyondblue: the national depression initiative contributed $40 000. Tasmanian Youth  Government continued to fund and support the Youth Network of Tasmania and the Tasmanian Forum Youth Forum. Contribution towards benchmark National Youth Week gives young people (12 to 25 years) an opportunity to express their ideas and views, raise issues of concern to them, act on issues that affect their lives, showcase their talents, express their individuality and diversity and celebrate their contribution to the community. The Youth Network of Tasmania is the peak body for the non-government youth sector in Tasmania. It also operates the Tasmanian Youth Forum, a forum for young people to advise Government on issues that are of concern to them. The forum provides government agencies with access to a representative group of young

Department of Premier and Cabinet - Annual Report 2010-11 92 Supporting benchmark Initiative What has been achieved this year people in Tasmania for the purposes of obtaining input to Government projects and consultations and provides a mechanism to harness young people’s enthusiasm and ideas relating to policy development and improved service delivery for young people.

6.3.1 Multicultural Activities grants Number of multicultural  Eighteen projects of benefit to migrant communities were funded under the 2010-11 Community events in Tasmania. Capacity Building Grants Program, totalling $122 575. Support in  $20 000 was allocated to the Glenorchy City Council towards the establishment of a multicultural accessing funding festival in Moonah. for multicultural events, including  The 2011 Multicultural Tasmania Calendar was produced highlighting significant multicultural days and festival events. sponsorship  The Migrant Resource Centre of Northern Tasmania Inc. received funding of $43 000 towards three farming projects to increase productivity outcomes for humanitarian entrant communities. Support in  The Migrant Resource Centre of Southern Tasmania Inc. received $57 000 for cross-cultural promoting events awareness training, building the capacity of newly formed migrant organisations, combating racism and through the holding a multicultural voices forum. Multicultural  The Multicultural Council of Tasmania received $90 000 as the peak organisation representing Tasmania culturally and linguistically diverse communities in Tasmania. calendar Contribution towards benchmark

The Community Capacity Building Grants Program supports projects that improve Tasmanians’ participation Migrant Resource in the social, economic, political and cultural life of their community by building individual and community Centre grants capacity. The purpose of the Moonah Taste of the World festival was to showcase multiculturalism in Moonah through music, dance, food, art, and culture. The publication of the Multicultural Tasmania Calendar aims to raise awareness of the different cultural events in Tasmania and assists in promote the value of Tasmania’s diverse community. The grants provided to the Migrant Resource Centres include a component for governance development, which includes increasing diversity of funding sources.

Department of Premier and Cabinet - Annual Report 2010-11 93 Supporting benchmark Initiative What has been achieved this year

7.2.1 Monitoring role Activities through the Office  The Community Development Division’s Office of Aboriginal Affairs maintains the Aboriginal Number of Aboriginal of Aboriginal Employment Register in accordance with Ministerial Direction No 12: Aboriginal and Torres Strait identified positions in Affairs, in Employment in the Tasmanian State Service. the State Service that consultation with the Public Sector  The State Service currently has 62 Aboriginal identified positions that can only be filled by Aboriginal are filled by Aboriginal Management people or Torres Strait Islanders. As at 16 June 2011, 56 of those positions are filled. people or Torres Office and the Contribution towards benchmark Straight Islanders. State Service Commissioner. The Tasmania Together target for 2010 was a 20 per cent increase from 2005 and by the 2009-10 financial year, this target had been achieved. In 2010-11, there was a decrease in the number of available positions and the number of positions filled. In addition to maintaining the register, the Office of Aboriginal Affairs also works with the Office of the State Service Commissioner and the Public Sector Management Office, providing advice as to whether positions within the State Service should be identified.

7.3.1 Secretariat Activities support and Hectares of land owned advice to Cabinet,  The Tasmanian Aboriginal community currently has ownership or management rights of approximately 55 617 hectares of land. All but 10.4 hectares of this land is freehold. The 10.4 or managed by the through its hectares relates to a 40-year lease for Larapuna (Eddystone Point). No land was returned to the Aboriginal community. Aboriginal Affairs sub-committee, on Aboriginal community in 2010-11. identifying and  The Community Development Division provides secretariat support to the Aboriginal Affairs returning land to Committee of Cabinet, established in February 2011, which will consider a range of matters of the Aboriginal significance to government and the Aboriginal community. community. Contribution towards benchmark The Tasmania Together target for this benchmark for 2010 was 90 000 hectares. To date, 55 617 hectares of land has been returned to the Aboriginal community. The Government is working on a number of issues and projects that are important to Aboriginal people and is firmly committed to working with the Aboriginal community. To ensure Government is best placed to consider these matters holistically, Cabinet established an Aboriginal Affairs sub-committee which had its inaugural meeting in March 2011.

Department of Premier and Cabinet - Annual Report 2010-11 94 Supporting benchmark Initiative What has been achieved this year

7.4.1 N/A Activities

Percentage of  The Australian Government’s Policy on the Management of Overseas Repatriation of Indigenous Human Tasmanian Aboriginal Remains (adopted in 2005) assists Aboriginal communities to repatriate human remains and other cultural collections. cultural property collections repatriated.  The Tasmanian Aboriginal Centre is recognised as the appropriate organisation for handling all repatriation matters for Tasmania.  To date, the Office of Aboriginal Affairs is aware that three of the 37 known collections of Tasmanian Aboriginal cultural property held in overseas collections have been repatriated. Contribution towards benchmark The Tasmania Together target for this benchmark for 2010 was the return of 50 per cent of known overseas collections.

Activities 8.1.1 Consultation for 10 Year Review  Throughout 2010-11 the Tasmania Together Progress Board planned and implemented a 10 Year Proportion of people Tasmania Review of Tasmania Together. The previous review was undertaken five years earlier. The reviews, who think there are Together undertaken every five years as required by legislation, ensure Tasmania Together reflects changing community priorities over the 20 year period of the plan. opportunities to have a real say on important Contribution towards benchmark issues. Public consultation occurred between September and December in 2010. The review was widely publicised and promoted. In order to maximise opportunity for public input, the Board adopted a number of

approaches including community forums, online and written submissions, social media and a telephone survey.

There was a strong community response to the review. More than 5 000 Tasmanians participated in the review. The community feedback will provide the basis for proposed changes to the goals and benchmarks in Tasmania Together. The Board’s recommendations on changes are expected to go to Parliament before the end of 2011.

Department of Premier and Cabinet - Annual Report 2010-11 95 Supporting benchmark Initiative What has been achieved this year

8.1.2 Support to Activities community and Proportion of people advisory groups  Support continued to be provided to a range of consultative committees and peak community bodies including: the Positive Ageing Advisory Committee; the Premier’s Disability Advisory Council; the participating in a Youth Network of Tasmania; the Tasmanian Youth Forum; the Council of the Ageing (Tasmania); the decision-making process. Tasmanian Veterans’ Advisory Council; the Tasmanian Women’s Council; the Multicultural Council of Tasmanian Tasmania; and Multicultural Resource Centres (North and South). Women’s Register  The Tasmanian Women’s Register continued to be promoted, and now has 378 members. Contribution to benchmark Ongoing support to the above committees and bodies gives a voice to community groups and provides a mechanism for them to provide feedback to Government. The Tasmanian Women’s Register provides a mechanism for women to be able to nominate for selection to Government boards and committees and therefore participate in decision making that impacts Government policy, programs and services.

Activities WomenCan 8.1.3  Together with the Australian Local Government Women’s Association and LGAT, the Tasmanian campaign Proportion participating Government progressed the WomenCan campaign in 2010-11 A series of events were held throughout the year, which included how to run a campaign, networking, media training and in local government mentoring. elections.  The Premier’s Local Government Council endorsed Mayors Lynn Laycock and Deirdre Flint as ambassadors for the 2011 WomenCan campaign to encourage more women to stand in local government elections. Contribution to benchmark The WomenCan campaign seeks to encourage the greater participation of women in local government in order to make councils more truly representative of their electorates and to expand the skills available around council tables.

Department of Premier and Cabinet - Annual Report 2010-11 96 Supporting benchmark Initiative What has been achieved this year

8.1.4 Tasmanian Youth Activities Parliament Involvement in  The State Government provides a grant of $12 000 annually to fund the Youth Parliament. community action to  The Community Development Division convened the 2011 Local Government Youth Forum. The improve or protect local Local Government forum was attended by 45 participants, from 20 local councils. Youth Forum services or activities.  The State Government established the non-profit Tasmanian Early Years Foundation as part of its commitment to giving every Tasmanian child the best possible start in life. The Foundation’s roles and functions are provided in the Tasmanian Early Years Foundation Act 2005: Tasmanian Early Years Foundation - to provide grants for evidence-based early childhood projects and initiatives; - to promote awareness of the importance of early years of childhood; - to promote research in relation to the wellbeing, development and learning of Tasmanian children up to the age of six years; and - such other functions as may be prescribed.

Contribution to Benchmark The Tasmanian Youth Parliament is part of a national youth development program that provides young Tasmanians with a forum for expressing ideas, concerns and expectations regarding the future of the State. The Tasmanian Youth Parliament has been held annually for approximately 20 years and is delivered by a Taskforce of young volunteers appointed by the Tasmanian Youth Government Association in partnership with YMCA Australia. During 2010-11, the Tasmanian Youth Government Association continued to work to increase the attendance of students from low socioeconomic status areas, who had previously not participated in Youth Parliament. The Local Government Youth Forum is coordinated annually for youth development officers and others in council working with young people, or interested in issues concerning young people. The forum is free to all participants and provides council staff with an important opportunity for professional development, networking and information sharing around initiatives for young people. The forum recognises that councils play a significant role in promoting the social inclusion of young people at the local government level.

Department of Premier and Cabinet - Annual Report 2010-11 97 Supporting benchmark Initiative What has been achieved this year The Tasmanian Early Years Foundation’s learning and development strategy includes a University of Tasmania Scholarship program, Tasmanian Leaders Program Scholarships and an international speaker program to raise the importance of investing in the early years. The Tasmanian Early Years Foundation approved $365 500 funding for 2011-12 and 2012-13 to continue support for the Child and Family Centre learning and development strategy in partnership with the Murdoch Children Research Institute and Department of Education. This was in addition to $465 000 allocated in previous years for professional development and action research and learning. An annual evidence-based grant program also provided funding of $351 941 to 36 government, non- government and community organisations across Tasmania. The grants will help local communities to improve the well being, learning and development outcomes of Tasmanian children.

8.2.1 Local Government Activities Youth Forum and Percentage of councils the Tasmanian  The Community Development Division convened the 2011 Local Government Youth Forum. The with young advisory Youth Forum forum was attended by 45 participants, from 20 local councils. committees  Government continued to fund and support the Tasmanian Youth Forum. Contribution to Benchmark The Local Government Youth Forum and the Tasmanian Youth Forum continue to promote awareness and a shared understanding of the important contribution young people can make to their communities. These forums also give young people the skills and confidence to actively participate in local youth groups and committees.

8.3.1 Regional Activities community forums Number of State  Nine community forums were held during the year. The forums complement the sitting of Parliament scheduled for the North and North-West. Government Regional Community Forums. Contribution towards Benchmark Community forums provide communities with the opportunity to have their say on issues direct to Government. They help to establish better connections between government, councils and the community.

Department of Premier and Cabinet - Annual Report 2010-11 98 Supporting benchmark Initiative What has been achieved this year

8.3.2 Activities This indicator is about Parliamentary processes, information on the indicator is merely provided by the Ministerial and agency Department of Premier and Cabinet on the basis of data supplied from Parliament. The only activity review through the managed by the Department is the seeking of this information. Parliamentary process The activity itself (e.g. scrutiny of Ministers and relevant agencies) is managed by the members of Parliament. The activity is measured by:  the hours of sitting time per week of the House of Assembly that are set aside for non-government business  the percentage of Questions without Notice in the House of Assembly that are asked by non-government members  the hours of sitting time the House of Assembly devoted to the scrutiny of agency and GBE budgets by estimates and GBE Scrutiny Committees  the hours of sitting time the Legislative Council was devoted to the scrutiny of agency and GBE budgets by estimates and GBE Scrutiny Committees.

8.4.1 Customer survey Activities report Level of satisfaction with  Service Tasmania undertook a Customer Contact Survey over a four week period May - June 2011. government services Contribution towards benchmark provided through Service Tasmania has a customer-focused approach to delivering government services over the counter, Service Tasmania. online and over the phone. It aims to make it easier for Tasmanians, especially in rural and regional areas, to do their everyday business with government.

Department of Premier and Cabinet - Annual Report 2010-11 99 Supporting benchmark Initiative What has been achieved this year

8.4.2 Provision of Activities government Number of Service services through  Service Tasmania continues to provide a comprehensive range of government services to the Tasmanian community, and to respond to agency and partner requests to implement new services Tasmania over the Service Tasmania for delivery through Service Tasmania. counter, over the phone and online government  Service Tasmania has continued to develop the Client Update Service in readiness for deployment. services provided to This service will enable customers to notify government of a change of personal information online, over the telephone or in person at Service Tasmania shops. communities. Contribution towards benchmark

Service Tasmania continues to provide a full range of government services to the community. Service Tasmania regularly gauges customer satisfaction and perception in the Tasmanian community.

8.4.3 Service Tasmania Activities

People who feel  Customers continue to have an increasing level of choice about the way they ‘do business’ with government via Service Tasmania – over the counter, over the phone or online comfortable contacting someone in government Contribution towards benchmark for information. The community is the primary beneficiary of government services and services needs to be structured to ensure that members of the community are comfortable accessing them, and can be informed about services and support to which they are entitled.

8.4.4 Delivery of Activities government Proportion of people services through  Work continued in 2010-11 to ensure a Service Tasmania presence in the new government facilities who have difficulty Service Tasmania that are being constructed in Queenstown, George Town and Bridgewater. In these locations the hub accessing government outlets, telephone will comprise a Learning & Information Network Centres (LINC), a Service Tasmania shop and a services. services and Child & Family Centre. Service Tasmania has taken an active role in the planning for these facilities online. with the aim of improving access to government services for those customers living in particular communities where such a need has been identified.

Department of Premier and Cabinet - Annual Report 2010-11 100 Supporting benchmark Initiative What has been achieved this year Integrated service  At Scottsdale, Service Tasmania has worked with LINC Tasmania to ensure a Service Tasmania delivery agenda. presence within the LINC, which will be constructed. Government Hubs  Government agencies continued to implement their Disability Action Plans which document the way and Learning and in which the objectives of the DFA will be met. Information Network Centres  The Better Access to Government Services project commenced, reviewing the Tasmanian (LINCs) Government’s effectiveness in delivering its services to humanitarian entrants.

Disability Contribution towards benchmark Framework for Service Tasmania continues to provide a full range of government services to the community. Service Action (DFA) Tasmania regularly gauges customer satisfaction and perception in the Tasmanian community. Agency disability action plans identify initiatives to improve the accessibility of government services for people with disability. These include initiatives to address physical accessibility of buildings, venues and facilities, access Better access to to information, employment and other government services. government services The review is an opportunity to look at the Tasmanian Government’s performance in making its services accessible to people from non-English speaking backgrounds, particularly humanitarian entrants. A working group will assess how accessible Tasmanian Government services are for humanitarian entrants, that is, how easy it is for them to find out and use such services.

12.4.1 Tasmanian Activities Wedges Project Levels of greenhouse gas and the  The Government’s response to the Tasmanian Wedges Project integrates advice from the Tasmanian emissions (megatonnes) Government’s Climate Action Council and identifies a number of priority areas for action to reduce the State’s for 2010 (8.6 Mt CO2-e) response emissions. Contribution towards benchmark The release of the State and Territory Greenhouse Gas Inventories in April 2011 revised Tasmania’s emissions figures to 8.4 megatonnes of carbon-dioxide equivalent (Mt CO2-e) for 2009. As a result this indicator 12.4.1 Levels of greenhouse gas emissions (megatonnes) for 2010 (8.6 Mt CO2-e) has been achieved ahead of time.

Department of Premier and Cabinet - Annual Report 2010-11 101 Supporting benchmark Initiative What has been achieved this year

12.4.2 Activities  The Australia Government Department of Climate Change was created following the dismantling of Number of Tasmanian the Australian Greenhouse Office at the end of 2007. The Greenhouse Challenge Plus program businesses participating ended in 2009. in the AGO’s Greenhouse Challenge  DPAC continues to undertake following activities: Plus greenhouse gas • informing the community on climate change mitigation and adaptation through the Earn Your abatement program Stars website (www.climatehchange.tas.gov.au) • the ClimateConnect and Earn Your Stars micro-grants programs support community projects that focus on emissions reduction, energy conservation and adapting to the impacts of climate change • over the past year, the Tasmanian Climate Change Office provided around 50 presentations on climate change to a wide variety of organisations. Contribution towards benchmark The Department assists in raising awareness about climate change and encourages government, business and community members to take action to reduce their greenhouse gas emissions.

Department of Premier and Cabinet - Annual Report 2010-11 102 Carbon Emission Reduction Plan

The Parsons Brinckerhoff Tasmanian Government Greenhouse Gas Inventory Project measured Tasmanian Government greenhouse gas emission levels. The table below shows the Department’s energy usage and distanced travelled over the past 12 months.

Building Actual Actual Decrease 2009-10 2010-11 1 Energy Executive Building 671 746 656 906 14 840 144 Macquarie Street Building 163 461 159 284 4 177 Henty House 95 654 85 247 10 407 10 Murray St 345 893 302 942 42 951 St Johns Street 167 750 156 456 11 294 Salamanca (TMD) 931 273 806 638 124 635 Total for all sites 2 375 777 2 167 473 208 304

Travel KM travelled by air 2 223 965 km 143 251 km 80 714 km kL of fuel used in g-plated cars (unleaded, 202.4 kL 196.4 kL 6.0 kL diesel and LPG)

Notes 1. Data does not include energy use for air conditioning. 2. Departmental information only (excludes Ministerial offices) Overall the Department’s energy usage and air travel reduced during the year. Contributing factors to the decrease in energy use include the installation of energy efficient lighting and office equipment, more efficient computer and server equipment, as well as rationalisation and consolidation of servers at TMD, and increased employee awareness of energy saving practices such as turning off lights and computers overnight. The majority of DPAC’s travel is initiated through participation in national forums including COAG. The installation of Telepresences continues to reduce the need for interstate travel. DPAC has a Carbon Emission Reduction Plan, which promotes a number of initiatives to reduce carbon emissions. The major benefit for the Department preparing its own Carbon Emission Reduction Plans has been the overall heightened awareness of opportunities to reduce our carbon footprint. As a start, the Department finalised the move of the Local Government Division from 39 Murray Street into existing accommodation space in 15 Murray Street. This reduction in overall accommodation will reduce the Department’s carbon emissions in reduced electricity and heating costs. The renovations to incorporate the additional staff included construction of new shower facilities to encourage active and sustainable transport to work. As part of a new tenancy agreement negotiated for DPAC offices in 144 Macquarie Street, there have been some major energy efficient changes including: sensor light switches in common areas; new showers on the ground floor and level nine; and T5 energy efficient light fittings to be installed across the building over the next 18 months. The amount of space that DPAC occupies within the building has also been reduced, which will result in reduced energy consumption. Facilities have also been provided to support cycling and walking to work, to encourage staff to consider leaving the car at home and choose more sustainable transport. In addition to the visible improvements to the building, the owner will investigate options for renewable energy sources, to undertake energy usage monitoring, to convert mechanical plant to natural gas, and has committed a total budget of $50 000 towards energy saving projects throughout the building. In the past year, DPAC has also:  formally recognised climate change advocates (“star teams”) in each major building to champion carbon emission reduction work place practices  held lunch time information sessions such as showing of the film An Inconvenient Truth

Department of Premier and Cabinet - Annual Report 2010-11 103  participated in Earth Hour 2011  investigated installing a system to monitor the number of pages each PC prints. A system will be trialled in early July 2011  continued to promote stories on the Earnyourstars@dpac intranet site  mapped out electricity usage trends over time for 144 Macquarie Street. DPAC is meeting the Tasmanian Climate Change Office’s requirements for entry of data into the Tasmanian Government Greenhouse Inventory (TASGGI) for ongoing data monitoring and reporting, and incorporating Climate Change Impact Statements in Cabinet Minutes.

Department of Premier and Cabinet - Annual Report 2010-11 104 Disability Action Plan

The Disability Framework for Action 2005-2010 (DFA) sets out the government’s vision of Tasmania as an inclusive and caring community. It provides a whole-of-government approach to addressing the needs of people with disability in the design and delivery of all government policies, programs, services and facilities. The DFA complements Tasmania Together, the community’s 20 year social, environmental and economic plan. Consistent with the objective to ensure that action to implement the DFA is taken by all government agencies, the Department of Premier and Cabinet prepared a disability action plan which was launched on the International Day of Disabled Persons on 3 December 2008. This plan included measures to remove barriers to the participation of, and improve access for, people with a disability. The plan is located on the DPAC website (www.dpac.tas.gov.au) or a hard copy is available by contacting the Department by phone on (03) 6270 5479. The following outcomes resulting from the implementation of the access and inclusion plan have been identified within the reporting process as the most significant changes. Access to employment opportunities, career development, recruitment and retention As part of the 2010-11 budget, funding was allocated to establish a disability graduate program across government. This program has been coordinated by PSMO. Two positions have been filled through this program. The Willing and Able Mentoring (WAM) program is a partnership between DPAC and the University of Tasmania. The program matches 3rd and 4th year university students with a disability with a staff member, where possible in a manager/supervisor level role, in a State Government agency in the student’s area of career interest. Seven students were matched to State Service mentors in 2009, seven in 2010, and a further seven in 2011. DPAC also continued to support placements for people with a disability. During 2010-11 there were two placements within DPAC. Access to buildings, facilities, venues, off-premises events An accessibility audit was one of the first initiatives completed under the DPAC Disability Action Plan, and the findings are being addressed through refurbishments as they arise. Current actions include:  15 Murray Street – door width compliance and wheelchair accessible reception desk on levels five and six  144 Macquarie Street – as part of new lease agreement the building owner agreed to replace the main rotating door with a compliant wheelchair accessible entrance.  compliant reception counter within the new Office of Aboriginal Affairs tenancy at 144 Macquarie Street  hearing loop installed in the TelePresence room on level 7, 15 Murray Street. Access to information (printed materials, websites, audio & video) DPAC has been supporting whole-of-government improvements in web accessibility. The Department worked with Vision Australia to deliver web accessibility training to all State Government agencies. The training targeted both web developers as well as senior managers and aimed to ensure our web sites are accessible for people with disabilities as well as promoting the benefits of having more accessible sites. The whole-of-government communication templates have been reviewed to ensure web accessibility and to ensure that the DPAC sites meet accessibility standards. Access to services and programs The Companion Card is a service for people with a disability who require assistance from a companion to participate at community venues and activities. During the year the Companion Card program continued to grow with 184 new cardholders and 39 new business affiliates. As at the end of June 2011 the total number of cardholders was 1 329 and the total number of Tasmanian businesses, venues and events affiliated with the Companion Card Program was 188. The Disability Bureau also continues to support the development of the National Companion Card Program, which aims to deliver a consistent approach to the administration of Companion Card programs across Australia.

Department of Premier and Cabinet - Annual Report 2010-11 105 The Disability Bureau continued to support the Premier’s Disability Advisory Council (PDAC). PDAC works with government and the broader community to: promote the inclusion and participation of people with disability in community life; reduce barriers for people with disability; and promote good quality programs and services. A representative from DPAC’s Disability Action Plan Working Group attended an August 2010 meeting to update the Council on the progress the Department was making with their plan, and the Deputy Secretary representing the Secretary DPAC, attending the March 2011 PDAC meeting.

Department of Premier and Cabinet - Annual Report 2010-11 106 Departmental information

Information about the legislation we administer, freedom of information requests and publications.

Department of Premier and Cabinet - Annual Report 2010-11 107 Right to Information (RTI)

Number of Applications

1. Number of applications for assessed disclosure received 89

2. Number of applications for assessed disclosure accepted 89

Number of applications for assessed disclosure transferred or part transferred to 3. 3 another public authority

4. Number of applications withdrawn by the applicant 0

5. Number of applications for assessed disclosure determined 64

Outcome of Applications 1. Number of determinations where the information applied for was provided in full 44

2. Number of determinations where the information applied for was provided in 8 part with the balance refused or claimed as exempt 3. Number of determinations where all the information applied for was refused or 2 claimed as exempt 4. Number of applications where the information applied for was not in the 10 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 – Not 0 s.17 official business; s.11 – available at Archives Office and s.17 – Deferred) s.9, s.12 Refusal where information is otherwise available or will become otherwise available 2 in the next 12 months s.10, s.19 Refusal where resources of public authority unreasonably diverted 0 s.20 Refusal where application repeated; or 0 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 2 s.27 Internal briefing information of a Minister 0 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 0 s.31 Legal professional privilege 0

Department of Premier and Cabinet - Annual Report 2010-11 108 s.32 Information relating to closed meetings of council 0 s.34 Information communicated by other jurisdictions 0 s.35 Internal deliberative information 2 s.36 Personal information of a person other than the applicant 1 s.37 Information relating to the business affairs of a third party 1 s.38 Information relating to the business affairs of a public authority 0 s.39 Information obtained in confidence 1 s.40 Information on procedures and criteria used in certain negotiations of public authority 0 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 total the number of applications determined as in question A5) 1 – 20 working days of the application being accepted 29 More than 20 working days of the application being accepted 35 2. Number of requests which took more than 20 working days to decide that involved 7 an extension negotiated under s.15(4)(a) 3. Number of requests which took more than 20 working days to decide that involved 0 an extension gained through an application to the Ombudsman under s.15(4)(b) 4. Number of requests which took more than 20 working days to decide that involved 1 consultation with a third party under s.15(5) Reviews Internal Reviews Number of internal reviews were requested in this financial year 1

Number of internal reviews were determined in this financial year 0

Number where the original decision upheld in full 1

Number where the original decision upheld in part 0

Number where the original decision reversed in full 0 External Reviews (reviews by the Ombudsman) Number of external reviews were requested in this financial year 1

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 1 *

Number where the original decision reversed in full 0 * During the external review by the Ombudsman, the scope of the request was refined between the Department and the applicant for the release of part of the information.

Department of Premier and Cabinet - Annual Report 2010-11 109 Legislation administered

Legislation administered by the Department of Premier and Cabinet 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 Constitution Act 1973 Anglican Church of Australia (All Saints Church) Act 1989 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 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 1973 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 Public Accounts Committee Act 1970

Department of Premier and Cabinet - Annual Report 2010-11 110 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 and Workplace Relations). 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 Act 2001 Tsuneichi Fujii Fellowship Trust (Winding –Up) Act 2008 Uniting Church in Australia Act 1977 Year 2000 Information Disclosure Act 1999

Minister for Aboriginal Land Council Elections Act 2004 Aboriginal Aboriginal Lands Act 1995 Affairs Native Title (Tasmania) Act 1994 Stolen Generations of Aboriginal Children Act 2006

Minister for Tasmanian Early Years Foundation Act 2005 Children

Minister for Climate Change (State Action) Act 2008 Climate Change

Minister for Jim Bacon Foundation Act 2004 Community Tasmanian Community Fund Act 2005 Development

Minister for Burial and Cremation Act 2002 Local Dog Control Act 2000 Government 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 Ex-Servicemen's Badges Act 1967 Veterans’ Affairs

Department of Premier and Cabinet - Annual Report 2010-11 111 New and Canal Estates (Prohibition) Bill 2011 amended The purpose of this Bill was to prohibit canal estate developments in legislation Tasmania. The Bill was introduced to Parliament in March 2011, but was not passed by the Legislative Council.

Local Government Amendment Act 2011 Amendments were made to the Local Government Act 1993 to provide additional rating tools and clarifications to assist council in managing rating price increases for ratepayers arising from shifts in the property market.

National Broadband Network (Tasmania) Act 2010 This Act supports the introduction of an ‘opt-out’ model for connecting premises to the national broadband network during its roll-out in Tasmania.

Parliamentary Salaries, Superannuation and Allowances Amendment Act 2011 The Parliamentary Salaries, Superannuation and Allowances Amendment Bill was introduced and amended in the 2011 winter sitting of Parliament. It amended the Parliamentary Salaries, Superannuation and Allowances Act by limiting the salary increases that are due to Tasmanian Members of Parliament (MPs) from 1 July 2011 for one year. The Bill received royal assent in July 2011.

State Service Amendment (Redeployment) Act 2011 The State Service Amendment (Redeployment) Bill amended section 47(10) of the State Service Act 2000 by reducing the 12 month period within which the State Service Commissioner can assign duties to an employee who is subject to re-deployment from 12 to six months.

State Service Amendment (Performance) Act 2011 The State Service Amendment (Performance) Bill prescribes a basis for managing employee personal and requires Heads of Agency to implement performance management and development programs within their agencies.

Both State Service Amendment Bills are part of the Tasmanian State Service Structural Reform and Productivity Strategies and they received Royal Assent in July 2011.

Repealed There was no legislation repealed. legislation

Other On 6 December 2010, there was a reallocation of Ministerial portfolios changes following the resignation of the Hon Michael Aird MLC as Treasurer. In early 2011, Premier David Bartlett MP resigned as Premier and Lara Giddings MP was sworn into the office of Premier on 24 January 2011. On 13 May 2011, following Minister Lyn Thorp’s defeat in the Rumney Legislative Council election there were further Ministerial changes and a re- allocation of portfolios. As a result of these changes the Department of Premier and Cabinet is responsible to -

Department of Premier and Cabinet - Annual Report 2010-11 112 Lara Giddings MP Premier Cassy O’Connor MP Minister for Aboriginal Affairs Minister for Climate Change Minister for Community Development Bryan Green MP Minister for Local Government Scott Bacon MP Minister for Veterans’ Affairs Michelle O’Byrne MP Minister for Children The Department is also responsible for to Parliamentary Secretaries who report to the Premier on the following issues- Rebecca White MP Cost of Living Small Business Brenton Best MP Economic Development for the North- West

Department of Premier and Cabinet - Annual Report 2010-11 113 Departmental publications

The following publications were produced by the various operating units of the Department of Premier and Cabinet during 2010-11 and are available from:  the noted STORS website address (URL)  appropriate divisional DPAC websites linked from www.dpac.tas.gov.au. or by contacting: Corporate Services Level 6, 15 Murray Street Hobart Tasmania 7000 Telephone: (03) 6270 5482 Email: [email protected]

Title Division Date 2010 Seniors Week – a colourful week to be grey! CDD Sep 2010

Agenda for Children and Young People – Consultation Paper CDD Oct 2010 ISBN 978 0 7246 5551 4 Celebrate Tasmania Day - Grant Guidelines and Application Form CDD Aug 2010

Client Update Service (CUS) A5 Customer information notice STU Jun 2011

ClimateConnect Round Three Guidelines and Application Form TCCO Nov 2010

Collaboration - A Tasmanian Government Approach Policy Nov 2010 www.stors.tas.gov.au/au-7-0020-00552 ISBN 978 0 7246 5557 3 Community Capacity Building Grant Program 2010-11 Round Two CDD Feb 2011 Guidelines and Application Form Community Development Grants -Lesbian, Gay, Bi-sexual, CDD Dec 2010 Transgender and Intersex Community - Guidelines Cost of Living in Tasmania - interim report SIU Mar 2011

Creating Connections and Opportunities - Brochure CDD Jul 2010

DPAC Annual Report 2009-2010 CS Oct 2010 www.stors.tas.gov.au/au-7-0020-00551 DPAC Disability Action Plan 2007-2010 - version 1.3 (Revised) CS Oct 2010 www.stors.tas.gov.au/au-7-0020-00479 DPAC Strategic Plan 2010-13 version 2 CS Jan 2011 ISSN 1837-2481 Earn Your Stars Microgrants 2011 Guidelines and Application Form TCCO Nov 2010

Future Directions: Seniors’ Policy for Tasmania Consultation Paper CDD Jun 2011

Department of Premier and Cabinet - Annual Report 2010-11 114 Title Division Date Governments in Partnership, Annual Report to Parliament LGD Nov 2010 30 June 2009 – 1 July 2010 ISBN 978 0 7246 5545 X How the Tasmanian Government is helping farmers adapt to climate TCCO Mar 2011 change How We’re Going Report TCCO Dec 2010

HR Capability Framework package PSMO Jan 2011

Index to Tasmanian Legislation as at 1 January 2011 OPC Jan 2011

International Women’s Day Calendar 2011 – North-West , North CDD Mar 2011 and South Live it Now: National Youth Week 2010 Tasmanian Report CDD Oct 2010 ISBN 978 0 7246 5575 1 Local Government Partnership Agreement – Break O’Day Council LGD May 2011

Local Government Partnership Agreement – Northern Midlands LGD Feb 2011 Council

Local Government Partnership Agreement – Tasman Council LGD Nov 2010

Making By-Laws (5): Tabling a By-Law In Parliament: Requirements of LGD Jan 2011 the Standing Committee on Subordinate Legislation National Youth Week 2011 Schools Grant Program - Application CDD Dec 2010 Form and Guidelines PDAC – Report on Agency Implementation of the Disability CDD Nov 2010 Framework for Action PDAC Meeting Communiqué 29 March 2011 CDD Mar 2011

Regional Partnership Agreement – Brooker Highway Transport Plan LGD Apr 2011

Regional Partnership Agreement – Midland Highway LGD Dec 2010

Review of Construction and Development Control in Bushfire Prone OSEM Aug 2010 Areas ISBN 978 0 7246 5569 7 RTI Act: Information Disclosure Policy and Procedures for DPAC Exec Jan 2011

Seniors Bureau Review: Future Directions – Scoping Paper CDD Nov 2010

Seniors Card Directory 2011-2012 CDD Dec 2010

Service Tasmania Board Annual Report 2009-2010 STU Oct 2010 www.stors.tas.gov.au/au-7-0003-00014

Department of Premier and Cabinet - Annual Report 2010-11 115 Title Division Date Service Tasmania Strategic Plan 2010-2015 STU Sep 2010 www.stors.tas.gov.au/au-7-0020-00550 State Service Commissioner's Annual Report 2009/10 OSSC Dec 2010 www.stors.tas.gov.au/au-7-0020-00553 State Service Reform 2011 - Employee advice 1 –2 May 2011 PSMO May 2011

State Service Reform 2011 - Employee advice 2 –2 May 2011 PSMO May 2011

State Service Reform 2011 - Employee advice 3 –26 May 2011 PSMO May 2011

State Service Reform 2011 - Employee advice 4 - 3 June 2011 PSMO Jun 2011

State Service Reform 2011 - Employee advice 5 - Redeployment - PSMO Jun 2011 10 June 2011 State Service Reform 2011 – Frequently Asked Questions PSMO Apr 2011

Statewide Agreement – Communications and Consultation LGD Dec 2010 (Revised) Tasmania Together 10 Year Review Information Brochures and TT Sep 2010 Questionnaires Tasmania Together 10 Year Review Brochures and Postcards TT Sep 2010

Tasmania Together 10 Year Review Research Report TT Dec 2010 Enterprise Marketing and Research Services (EMRS) Tasmania Together Community Consultation Report TT Jan 2011 PDF Management Service Pty Ltd Tasmania Together eNews TT 2010-11 November 2010, March 2011 and May 2011 Tasmania Together Progress Report 2010 TT Aug 2010 ISSN 1448-4870 (Print) ISSN 1448-4889 (Online) Tasmania Together Youth Challenge 2011 Information Brochures TT Jun 2011

Tasmania Together Youth Challenge 2011 Teacher Information Kit TT Jun 2011

Tasmanian Concessions Guide 2010-11 CDD Jul 2010

Tasmanian Government Communications Policy – edition 2 Exec Sep 2010

Tasmanian Government Web Content Management Guidelines, OeG Jul 2010 version 1.3 www.stors.tas.gov.au/au-7-0020-00546 Tasmanian Government Web Design and Navigation Guidelines, OeG Jul 2010 version 2.1 www.stors.tas.gov.au/au-7-0020-00547 Tasmanian Government Web Usability Guidelines, version 1.4 OeG Jul 2010

Department of Premier and Cabinet - Annual Report 2010-11 116 Title Division Date www.stors.tas.gov.au/au-7-0020-00549

Tasmanian Government Website Standards, Web Publishing OeG Jul 2010 Strategy, Principles and Minimum Requirements, version 1.6 www.stors.tas.gov.au/au-7-0020-00545 Tasmanian Honour Roll of Women - Guidelines and Application CDD Oct 2010 Form Tasmanian Honour Roll of Women 2011 (commemorative booklet) CDD Apr 2011

Tasmanian Multicultural Events Calendar 2011 CDD Jan 2011

Tasmanian State Service Evaluation Report 2010 - Recruitment in OSSC Jul 2010 the State Service www.stors.tas.gov.au/au-7-0020-00544 Tasmanian Veterans’ Advisory Council – Brochure CDD Aug 2010

TTC Calendar Events 2011 PSMO Jan 2011

War Memorial Repair and Maintenance Grant Program – Guidelines CDD Nov 2010

Women and Public Awards - Information Sheet CDD Jul 2010

Women in Tasmania 2010 - Information Series (Demographics; CDD Jul 2010 Economic Security and Financial Independence; Education and Training; Health and Wellbeing; Housing and Homelessness; Leadership; Safety and Justice) WomenCan Calendar of Events 2010-11 LGD May 2011

Work Placement Program (Public Sector) – Brochure CDD Jul 2010

Department of Premier and Cabinet - Annual Report 2010-11 117 Websites

The code-base and underlying infrastructure of the sites listed below are maintained by Corporate Services. www.egovernment.tas.gov.au eGovernment www.tasmaniatogether.tas.gov.au Tasmania Together 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 site www.budget.tas.gov.au Budget site www.tasmaniaday.tas.gov.au Tasmania Day www.media.tas.gov.au Media site www.publicinfo.tas.gov.au Public Information site www.benchmarks.tas.gov.au Tasmanian Together Online Benchmark Reports www.tmd.tas.gov.au TMD public site www.statesecurity.tas.gov.au State Security site www.thelaw.gov.au Tasmanian Government Legislation www.psmprogram.tas.gov.au PSM Program www.tascomfund.org Tasmanian Community Fund www.electricity.tas.gov.au Electricity Supply Industry Expert Panel www.ossc.tas.gov.au Office of the State Service Commissioner lobbyists.dpac.tas.gov.au Register of Lobbyists www.tashelpinghands.org.au Tasmania’s Biggest Job companioncard.dpac.tas.gov.au Tasmanian Companion Card Imagelibrary.communications.tas.gov.au Tasmanian Government Image Library

Department of Premier and Cabinet - Annual Report 2010-11 118 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  superannuation certificate.

Department of Premier and Cabinet - Annual Report 2010-11 119 Staffing information

As at 30 June 2011, the Department employed 323 (306.2 FTEs) employees and 167 (153.3 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: departmental; and Ministerial and Parliamentary support offices. Department of Premier and Cabinet Divisions Headcounts FTE’s Non- Non- TSS Total TSS Total TSS TSS Community Development Division 33 0 33 32.2 0.0 32.2 Corporate Services Division 44 0 44 43.0 0.0 43.0 Executive Division 26 0 26 24.0 0.0 24.0 Government Courier Services 8 0 8 8.0 0.0 8.0 Local Government Division 13 0 13 12.4 0.0 12.4 Office of eGovernment 6 0 6 6.0 0.0 6.0 Office of Parliamentary Counsel 14 0 14 12.1 0.0 12.1 Office of Security & Emergency 5 0 5 5.0 0.0 5.0 Management 1 Office of the State Service Commissioner 5 *1 6 4.2 1.0 5.2 Policy Division 19 0 19 17.0 0.0 17.0 Public Sector Management Office 18 0 18 17.4 0.0 17.4 Secretariat Electricity Supply Industry 5 0 5 5.0 0.0 5.0 Expert Panel Service Tasmania Unit 9 0 9 8.0 0.0 8.0 Social Inclusion Unit 9 0 9 8.4 0.0 8.4 Tasmania Together Progress Board 5 0 5 4.6 0.0 4.6 Tasmanian Climate Change Office 8 0 8 7.4 0.0 7.4 TMD 87 0 87 82.7 0.0 82.7 Leave Without Pay (LWOP) 8 0 8 7.8 0.0 7.8 Total 322 1 323 305.2 1.0 306.2 Note:

1. The A/g State Service Commissioner is appointed under Section 27 of the State Service Act 2000. Staff on leave without pay are included in the FTE and head count. The number of employees has increased by 8.9 FTEs during the year from 297.3 FTEs in 2010 to 306.2 FTEs in 2011. During this period the Secretariat, Electricity Supply Industry Expert Panel was created as a new output to support the independent panel. The panel is established under the Electricity Supply Industry Expert Panel Act 2010, to conduct an investigation into, and provide guidance to Parliament on, the current position and future development of Tasmania’s electricity industry. This has resulted in an increase of 5.0 FTEs to the Department.

Department of Premier and Cabinet - Annual Report 2010-11 120 TMD, which is funded through cost recovery and through a separate funding arrangement for IT Transformation has increased its staffing by 13.0 FTEs due to an organisational restructure. The purpose of the restructure is to better meet business operational and customer service requirements.

Excluding the FTE staffing within the Secretariat, Electricity Supply Industry Expert Panel and TMD, the Department has achieved a 9.1 FTE reduction in the remainder of the Department. This has been achieved through effective vacancy management strategies.

Employee statistics - Department of Premier and Cabinet

DPAC employees by gender and employment status

DPAC has a relatively even gender profile with marginally more women employed than men, with the majority employed on a permanent basis.

DPAC employees by full- time/part-time employment

Sixteen per cent of the DPAC workforce is employed on a part-time basis, with the majority of these women.

Department of Premier and Cabinet - Annual Report 2010-11 121 DPAC employees by salary range

The average (full-time) salary is $81 656. The average salary for men is $91 348 and the average salary for women is $75 128.

DPAC employee profile by age

The age profile of DPAC staff mirrors the national trend with a significant number of employees between 45 and 60 years.

DPAC average sick leave (excluding carers leave)

The average amount of sick leave taken has decreased in the last year.

Department of Premier and Cabinet - Annual Report 2010-11 122 DPAC leave liability Recreation and Long Service 2009 2010 2011 Leave (as at 30 June) Leave liability per employee Average no. of days rec leave 15.1 16.3 16.7 has remained relatively per employee constant over the past three Employees with > 20 days rec 91 87 90 years. leave Average no. of days LSL per 24.3 25.3 25.6 employee Employees with >100 days LSL 1

DPAC staff movements Staff movements 2010-11 No. of employees on fixed-term transfers 6 to DPAC as at 30 June No. of employees on fixed-term transfers/ 11 secondment out of DPAC as at 30 June No. of new appointments – permanent 26 No. of new appointments – fixed-term 24 No. of resignations 26 No. of retirements 6 No. of end of contracts 7 No. of voluntary redundancies 1 No. of transfers/promotions to other agencies 6 No. of employees deceased 1

Employee statistics - Ministerial and Parliamentary offices

Offices Headcounts FTEs Non- Non- TSS Total TSS Total TSS TSS Government Offices 0 12 12 0.0 9.7 9.7 Legislative Council Offices 0 3 3 0.0 3.0 3.0 Liberal Opposition Offices 0 23 23 0.0 20.1 20.1 Ministerial Drivers 17 0 17 17.0 0.0 17.0 Ministerial Offices 0 96 96 0 90.6 90.6 Tasmanian Greens Offices 0 13 13 0.0 10.6 10.6 Leave Without Pay (LWOP) 0 3 3 0.0 2.4 2.4 Total 17 150 167 17.0 136.6 153.3

Department of Premier and Cabinet - Annual Report 2010-11 123 Ministerial and Parliamentary support - Employees as at 30 June 2011 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 government.

Ministerial and Parliamentary support – Employees by full- time/part-time employment

Department of Premier and Cabinet - Annual Report 2010-11 124 Ministerial and Parliamentary support - Employee profile by age

Ministerial and Parliamentary support staff have a lower age profile than the Department generally.

Ministerial and Parliamentary support - Employees by salary range

The average (full-time) salary is $74 434. The average salary for men is $81 165 and the average salary for women is $70 252. (Salary excludes Ministerial driver and other allowances).

Ministerial and Parliamentary support - Average sick leave (excluding carers leave)

The average amount of sick leave taken has increased in the last year.

Department of Premier and Cabinet - Annual Report 2010-11 125

Ministerial and Parliamentary Recreation and Long Service 2009 2010 2011 support - Leave liability Leave (As at 30 June) Average no. of days rec leave 17.8 17.8 19.2 per employee Employees with > 20 days rec 56 67 60 leave Average no. of days LSL per 19.9 18.4 19.1 employee Employees with >100 days LSL 0 0 0

Ministerial and Parliamentary Staff movements 2010-11 support - Staff movements No. of employees on secondment to M&PS as at 30 June 27 No. of new appointments (including secondments) 50 No. of resignations 23 No. of retirements 1 No. of end of contracts 24 No. of employees deceased 0

Department of Premier and Cabinet - Annual Report 2010-11 126 Human Resources activities

Recruitment policies and programs The Department 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 Commissioner's Directions. During the reporting period the Department has developed an Establishment Management Policy which has further strengthened the Department’s vacancy control processes. The Department 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 (SSALS). A number of employees were also able to access the Department’s working from home policy for short periods either to assist them in their return to work from injury or illness or to investigate the potential for improved service delivery.

Staff Development 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  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 the Department’s leadership group continued to participate in a leadership development program aimed at improving our leadership capability and related skills.

Workplace diversity The Department's Workplace Diversity Plan is aimed at achieving a harmonious and productive workplace. The plan’s features are:  an overall DPAC Workplace Diversity statement  definition of workplace diversity  assignment of responsibilities for raising staff awareness of the program and principles of workplace diversity  how the workplace diversity program will be achieved  creation of related policies and procedures including: - grievance policy and procedures - recruitment and promotion procedures - occupational health and safety strategies - promotion of the counselling service.

Department of Premier and Cabinet - Annual Report 2010-11 127

Internal grievance procedures The Department’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. 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  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 (including Ministerial and Parliamentary Support) success in actively providing a safe and healthy work environment: Measure June 2011

No of incidents reported 43

No of workers’ compensation claims 8

No of employees participating in OHS health and wellbeing activities 109

No of First Aid Officers 28

No of employees participating in flu vaccine program 260

No of employees participating in pedometer challenge 112

No of Healthy@Work activities held 12

Workers Compensation Claim Statistics

Number of claims by year 2008-09 2009-10 2010/11 of injury DPAC 6 5 6 MPS 3 3 1 9 8 7

Department of Premier and Cabinet - Annual Report 2010-11 128 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:

AMP Retirement Savings Account Asgard Super Service Australian Ethical Retail Superannuation Fund Australian Government Employees Superannuation Trust Fund Australian Mutual Provident Society Mobile Superannuation Fund Australian Mutual Provident Society Superannuation Fund AXA Australia Staff Superannuation Plan Bendzulla Family Superannuation Fund Braemar Superannuation Fund Bretos Project Mgmt Superannuation Fund BT Funds Management Cbus Super Fund CFM Retire Fund Colonial First State Super Fund Colonial Portfolio Services Ltd Comet Superannuation Fund Commonwealth Life Ltd ComSuper First State Super First Super Pty Ltd Hesta Super Fund Host Plus Superannuation Fund ING Masterfund Legal and General Life Ltd Lifetrack Superannuation Fund Max Super Mentor Super Master Trust Fund MLC Superannuation Fund National Flexi Super Fund Norwich Union Life Australia Nulis Nominess (Australia) Ltd Paul Smith Self Managed Super Fund Perpetual Nominess Summit Perpetual Trustees Nominees Superannuation Fund Quadrant Superannuation Scheme REI Superannuation Fund Retirement Savings Account Sandford Superannuation Fund

Department of Premier and Cabinet - Annual Report 2010-11 129 STA Superannuation Fund SunSuper Superannuation Fund Synergy CML Tabe Family Super Fund Tasplan Super Telstra Super Pty Ltd The Spectrum Plan The Universal Super Scheme TPF&CNom Spectrum Underwood Superannuation Fund UniSuper Limited Victorian Superannuation Fund Virgin Superannuation Westpac Personal Superannuation Fund Zurich Superannuation Fund

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 2011

Department of Premier and Cabinet - Annual Report 2010-11 130 Public access to agency decision-making

Members of the public are able to seek input into the Department's decision-making process either by invitation to comment on Government policy development or by direct contact with the Minister and/or the Secretary. The Department website details the functions and purpose of each unit of the Department and the contact details and addresses for sub-branches. The Department 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 Commissioner (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)  the Tasmanian Auditor-General Commission (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 mediums including interaction with their managers, general advice and information on iPac (the Department’s intranet site), 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 2010-11 131 Asset Management, Pricing and Risk Management Policies

Major capital projects

One major capital works project commenced during 2010-11 and was finalised early in 2011-12. The works involved office alterations on levels five and six, 15 Murray Street to consolidate part of the Department’s office holdings.

Asset management policies

The Department, 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. 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.

Pricing policies for goods and services

The Department’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  when a job changes from being non-chargeable to chargeable.

The Training Consortium (TTC), incorporated within the Public Sector Management Office, charges on a full cost recovery basis for training services. Service Tasmania receives funding from government departments, Government Business Enterprises, other external organisations such as 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 2010-11 132 Risk management policies

As part of the Department’s risk management strategy the following activities were undertaken during 2010-11:  purchased insurance through the Tasmanian Risk Management Fund to mitigate against financial risk.  required all landlords and building managers of premises leased and occupied to minimise risk to buildings from the elements and from intrusion  maintained a process for the handling of confidential documents  maintained budgetary control by using regular monitoring and reporting and devolving financial management responsibility to managers  held Audit Committee meetings to discuss risk mitigation strategies  progressed the internal audit program to address medium and high risk areas  updated the Risk Management Framework for the Department and re-assessed departmental risks and where appropriate implemented mitigating strategies.

Department of Premier and Cabinet - Annual Report 2010-11 133 Contributions and grants

The Department received requests for financial assistance from a variety of organisations within the community. The Premier and Ministers 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 $ Sundry Grants – Premier 2 314 847 Sundry Grants – Aboriginal Affairs 816 909 Sundry Grants – Children and Youth Affairs 403 373 Sundry Grants – Multicultural Tasmania 210 000 Sundry Grants – Seniors Bureau 196 932 Sundry Grants – Womens Tasmania 29 000 Lesbian, Gay, Bisexual and Transgender and Intersex Community 50 000 Social Inclusion Grants 1 006 485 War Memorial Repair and Maintenance Grants Program 49 294 Climate Change Grants 527 759 Community Capacity Building Grants 699 827 Family Assistance Program 350 000 Main Street Makeover Program 724 251 Other Local Government Grants 596 000 University Scholarships 130 000 Australia Day Grants 9 896 Celebrate Tasmania Day Grants 62 356 Other Contributions 769 000

TOTAL 8 945 929

Department of Premier and Cabinet - Annual Report 2010-11 134 Sundry Grants – Premier

The Premier’s Sundry Grants Program provides the Government with a simple and straightforward mechanism to support valued community and cultural activities with local or state-wide significance and preservation of cultural assets. The grants encourage:  community participation  community pride  community responsibility, cohesion, tolerance and diversity  remembrance, commemoration or celebration activities and events  recognition or support of outstanding individuals  recognition or support of community events  recognition or support of cultural, sporting or social organisations  enhancement of community facilities.

The Premier’s Sundry Grants Program was reviewed by the Auditor-General in 2011 and on their recommendation, will be replaced in 2011-12 by two new programs; the Premier’s Discretionary Fund and the Government Donation and Appeals Fund.

Sundry Grants Premier - recipients Organisation $ Purpose 6th Field Gunner Association 1 500 towards members' travel to the AGM and association dinner AA Lord Homes Residents Committee 300 towards cost of West Hobart Heritage Day Aminya Aged Care Hostel 500 towards a beverage machine for residents family and friends to use Andrew Hughes 250 towards sponsorship of Adventure Learning Packages Anglican Parish of Penguin 5 000 towards church renovations - bell tower Association of Independent Retirees 5 000 towards the National Conference in November 2010 Australian Institute of Architects 15 000 towards funding for the sponsorship of the Tasmanian Architecture Awards Australian Peacekeeper and Peacemaker 5 000 towards a memorial project at Anglesea Barracks Veterans Association Tasmania - Veterans King Billy Pine Sculpture Australian Red Cross 7 000 towards the annual fundraising campaign 2010 Australian Red Cross 7 000 to assist in the annual Red Cross calling 2011 Australian Tenpin Bowling Seniors 1 500 towards funding assistance for team to travel to Organisation - Tas Branch national competition Beauty Point Bowls and Community Club 3 000 towards ongoing costs for repair and maintenance of the bowling green Bowls North Inc 1 200 towards travel costs to compete in the Southern Challenge

Department of Premier and Cabinet - Annual Report 2010-11 135 Sundry Grants Premier - recipients Organisation $ Purpose Bridgewater Friends and Country Music Club 1 000 towards a barbeque for the community events the club hosts Burnie Youth Choir 5 000 towards travelling to Melbourne in September to perform Bushy Park Show Society 275 towards the running of the 2011 Bushy Park show Central Highlands Council 1 500 towards the Bothwell Breast Cancer Awareness Event Channel Regional Arts Group 2 800 towards the Tasmanian Symphony Orchestra wind ensemble performing at Kettering Christina Henri – Roses from the Heart 1 500 towards the Roses from the Heart Tour - freight for the bonnets to Ireland Circular Head Agricultural Society Inc 275 towards running the events Claremont Baptist Church 2 000 towards funding for production expenses for carols to keep as a free event Claremont Girl Guides 1 000 towards funding for upgrading of the hall Claremont Little Athletics 1 850 towards a new high jump mat Clarence City Council 22 000 towards building a disabled toilet at the Eastern Suburbs Rugby Club Rooms Clarence High School 500 towards students creating a honour and memorial garden for fallen soldiers of 1st and 2nd World Wars Colony 47 1 200 towards the 2010 Christmas lunch Corina and Terry McCarthy 300 towards assisting children attending national Taekwondo and youth science competitions Cygnet Folk Festival 20 000 towards the 2011 event Cygnet Tennis Club Inc 15 000 towards resurfacing of synthetic grass tennis courts at the Cygnet Tennis Club Derby Community Development 500 towards re-painting the iconic fish rock at Derby Association Derwent Sailing Squadron 1 500 towards a trophy for King of the Derwent Diabetes Tasmania 500 towards a contribution to Pollie Pedal 2011 Dodges Ferry Football Club 500 towards costs of travel for Kane Waller to represent Australia in AFL competition Dodges Ferry Junior Soccer Club 300 towards purchase of playing equipment Dot Kelly - Clarence City Council's 150th 500 towards a back to South Arm Fun Day Birthday East Launceston Bowls and Community Club 5 000 towards funding to establish Boom Boom Bowls, youth and community program Emu Valley Rhododendron Gardens 85 000 towards a significant development program Estia Greek Festival of Hobart 16 713 towards the World Party event in Hobart

Department of Premier and Cabinet - Annual Report 2010-11 136 Sundry Grants Premier - recipients Organisation $ Purpose Fingal District Progress Committee 2 000 towards the land title transfer to bring their plans for the Fingal Railway station into fruition Fingal On-line Access Centre 1 500 towards funding to assist with the relocation costs to new premises Fingal Valley Festival Committee 1 650 towards members travelling to Australian Mining Titles to be held in Blackheath, NSW in November 2010 Fleurtys Farm and Forest Walks - 2011 500 towards cost of Premier's Artist Award Benchmarking Birch's Bay Sculpture Trail Freycinet Golf Club 25 000 towards a business plan for a caravan park George Town Community Bowls Club 150 000 towards the construction of a synthetic bowls green Glenorchy RSL Club 2 000 towards running the state congress Glenorchy Tas Pensioners Assoc 6 000 towards clerical support Graeme Milburn 27 300 towards the 2010 Cadbury Tasmanian Cancer Challenge Gretna Cricket Club 2 000 towards cricket equipment for the junior team Hillwood Football Club 5 000 towards repairing recent fire damage caused damage to club rooms Hobart Chargers 500 towards hosting a morning tea to assist in the education based program being provided through High School Hobart United Football Club 2 000 towards financial support in place of sponsorship 800 towards the School's Survey on Climate Change

Italian Festival Committee 5 000 towards cost of Festa Italia 2011 Jaiden Thomas 300 towards cost of participating in 2011 Kanga Cup Jordan River Services 7 000 towards its breakfast club program Kalang Riding for the Disabled 2 000 towards assistance with the care of the horses Kingborough Community Garden and Shed 2 000 towards installation of acoustic dampening Group material 80 000 towards an upgrade of lighting at Snug Park Kingston Beach Regatta Association 500 towards A Day on the Beach Kingston Primary School 500 towards the school team travelling to Darwin for National Tournament of the minds challenge Korean Church 200 000 towards renovations at 73 Brisbane Street Latrobe Council - 100th Henley on the 3 000 towards the building of a rotunda Mersey Launceston Cycling Classic Inc 10 000 towards running of the event Launceston Legacy Inc 2 000 towards the organisation's administrative expenses

Department of Premier and Cabinet - Annual Report 2010-11 137 Sundry Grants Premier - recipients Organisation $ Purpose Launceston Pacing Club Inc 1 500 towards the running of the Premier's Blue Bonnet on 5 June 2011 Launceston RSL Club 1 500 towards a plaque for Captain Charles Bingley Launceston RSL Club 500 towards the purchase of a VCR/DVD recorder Laurel House - Northern Sexual Assault 4 000 towards the establishment of a Reading Room at Group Inc Laurel House Lindisfarne North Primary School 710 towards sporting jumpers/bibs Lions Club of Hobart Town Inc 1 500 towards Circus Quirkus Lions Club of Sorell 1 000 towards building an access deck on the new clubrooms Living Boat Trust 100 000 towards the On the Water Program Longford Men’s Shed 2 500 towards the establishment of the new shed

Meander Valley Council 20 000 towards a feasibility study into a swimming pool in Westbury Meander Valley On-line Access Centre 2 500 towards the purchase of furniture that meets occupational health and safety standards Midway Point Yacht Club 5 000 towards the rebuilding of the Jetty Mission Australia 200 towards dictionaries for literacy and numeracy adult students Mount Faulkner Scout Group 1 000 towards cooking stoves for camping trips Multicultural Women's Council of Tasmania 500 towards cost of International Women's Day event Mystate Financial Student Film Festival 2 000 towards the MyState Financial Student Film Festival - Premier's Award National Heart Foundation 50 000 towards the 2010 Doorknock Appeal

National Highland Spin Association 3 800 towards airfares for the guests Netball Tasmania 70 000 towards a new state team in the Australian Netball League New Horizons Club Mowbray 1 500 towards a heat pump for the club New Horizons Club Mowbray 1 479 towards safety signs for Great Western Tiers Cycle Challenge New Norfolk Golf Club 7 425 towards the replacement of its kitchen exhaust system North East Rivers Festival 10 000 towards costs of the Derby River Derby North Hobart Cricket Club 1 000 towards improvements the club rooms North Hobart Football Club 3 000 towards a purpose built barbeque trailer

Northern Midlands Council 2 000 towards the building of a skate park in Campbell Town

Department of Premier and Cabinet - Annual Report 2010-11 138 Sundry Grants Premier - recipients Organisation $ Purpose Northern Tasmanian Eventing Club 3 000 towards a second hand trailer to cart the portable dressage arenas that are required for safety reasons as decided by the national governing body Northern Tasmanian Netball Association 50 000 towards a feasibility study into an indoor netball centre at Hobbler’s Bridge Northern Tasmanian Women’s Bowling 1 500 towards assisting with transport Association Order of Australia Association Tasmania 1 500 towards the national conference - Hobart Branch February 2011 Parish of St John's Catholic Church 2 000 towards cost of restoration of St John's Church Richmond Penguin Bowls Club 5 000 towards the Penguin Lawn Bowls Classic Penguin Surf Lifesaving Club 5 000 towards a new surf boat Possums Playcentre Association Inc 1 000 towards upgrade of play equipment Railton Bowls Club 3 500 towards upgrading the plinth surrounding the bowling green Rebecca Direen 300 towards cost of participating in 2011 Oceania athletics championship Risdon Vale Neighbourhood Centre 1 000 towards costs of Risdon Vale Primary 50th anniversary celebrations Rokeby High School 500 towards establishing community cafe at the school Rosny Bowls Club 500 000 towards extension to dining room and green cover Rotary Club of Central Launceston 1 500 towards Sally's Ride - Tamar Valley Cycle Challenge Rotary Club of Deloraine 10 000 towards the Premier's Award at the Tasmanian Craft Fair Rotary Club of Hobart 1 500 towards the annual magic show Rotary District 9830 8 000 towards a study exchange program Royal Hobart Regatta Association 10 000 towards the 2011 Hobart Regatta

Runneymede Volunteer Fire Brigade 1 500 towards equipment for new brigade station San Carlo Association 2 000 towards the 26th anniversary of San Carlo Borromeo SANDS Australia 10 000 towards assisting the re-establishment of the Tasmanian Branch of SANDS Sarah Head 400 towards Sarah's participation in the One Movement Music Festival in Perth Smithton Christian Fellowship 100 000 towards the Drop-in Centre in Smithton Sorell Cricket Club 2 000 towards replacement of equipment

Department of Premier and Cabinet - Annual Report 2010-11 139 Sundry Grants Premier - recipients Organisation $ Purpose - Storm Cheerleaders 500 towards travelling to Brisbane for National Competition Sorell Youth Taskforce 1 900 towards furnishing the youth drop in centre South Arm RSL 1 000 towards a luncheon held during Veteran's Health Week 2010 South Hobart Soccer Club 90 000 towards refurbishment of club rooms Southern Cross Young Achiever Awards 10 000 towards Principal Prize Grant Sponsor 2010-11 Awards program, as they lost a major sponsor this year Southern Midlands History Project 45 000 towards a consultant to complete a book on the history of the Southern Midlands area of Tasmania Southern Tasmanian Axemen's Association 1 600 towards cost of 2011 Jim Bacon Memorial Jigger Board Tree event Southern Tasmanian Netball Association 30 000 towards automated light controls at Aurora Stadium Special Children's Christmas Party 2011 1 000 towards cost of party

Special Children's Christmas Party 2010 1 500 towards running the event Spring Bay Pistol Club 2 070 towards re-roofing the clubrooms

St Matthew's Anglican Church Rokeby 5 000 towards church restoration Stringalong Club 1 000 towards teachers payment for Stringalong club Montello extension Tas Men’s Sheds Association Inc 130 000 towards supporting 26 Men’s Sheds around Tasmania Tasman Civic Centre Management 5 000 towards installation of heating for new centre Committee Tasmanian Billiards and Snooker Association 700 towards the purchase of a laptop for junior development officers Tasmanian Darrell Holt Tenpin Bowling 1 500 towards travel and accommodation costs to enable a team to compete in Canberra Tasmanian Indoor Bias Bowls Council 3 000 towards travel costs to compete in the National Titles Tasmanian Pacing Club 1 500 towards the Premier's Breeders Plate Tasmanian Workers’ Commemorative Park 2 000 towards completion of stage 1 and web site Committee The Royal Humane Society of Australasia 500 towards assisting the society The Salvation Army Tasmania Division 30 000 towards the Red Shield Appeal The Singing Silverliners 500 towards cost of portable electric piano Theatre North Inc 2 000 towards costs of events for Centenary of Launceston’s Princess Theatre Timber Communities Branch 2 500 towards the Easter Community Carnival

Department of Premier and Cabinet - Annual Report 2010-11 140 Sundry Grants Premier - recipients Organisation $ Purpose T.S. Argonauts 1 600 towards the purchase of super dry sailing jackets Thylacines 3.0 500 towards cost of participating in RoboCup 2011 Tshitenga Toussaint 1 000 towards cost to participate in Youth Leadership Conference in Prague Uni Mowbray Sports and Community club 40 000 towards kitchen, whitegoods and tables for new club room Unions Tasmania 100 000 towards the provision of education training University of Tasmania 250 towards the Southern Tasmania Gearing Up Expo - Premier's Choice Award Warrane/Mornington Neighbourhood 500 towards costs of attending Sarah Perry award Centre Committee night function Wee Georgie Wood Steam Railway 2 000 towards a business case for the Wee Georgie Wood Steam Train West Winds Community Centre 2 000 towards cost of providing covered walkway Western Tiers Kennel Club 1 000 towards running of the 2011 Kennel Club Show West Moonah Volunteer Program 300 towards the purchase of a lawn mower for the Volunteer Program Woodbridge School & Marine Discovery 500 towards cost of new stove for Home Economics Centre Youth Network of Tasmania 100 towards the cost of student participating in 2011 Youth Conference Zeehan Sub Branch RSL 2 000 towards general repairs and maintenance

TOTAL 2 314 847

Department of Premier and Cabinet - Annual Report 2010-11 141 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 and assistance for legal fees for Aboriginal home buyers and Aboriginal charitable organisations. Discussions with the Tasmanian Aboriginal Centre Inc regarding the administration of the grant confirmed its continuation.

Aboriginal Home Buyers Assistance Scheme - recipients Organisation $ Purpose Tasmanian Aboriginal Centre 30 000 towards reimbursement of stamp duties and legal fees 2009-10 Tasmanian Aboriginal Centre 30 000 towards reimbursement of stamp duties and legal fees 2010-11

TOTAL 60 000

Aboriginal Lands 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 them 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 title 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 4020 hectares of land. This was increased in 2002-03 by $68 000 and again in 2005-06 by a further $71 000 specific to land management responsibilities arising from the hand back of Cape Barren Island and Clarke Island, bringing the total to $224 000 per annum for management of total land holdings of approximately 55 617 hectares. A hand back in 2006 of 9.2 hectares of Bruny Island is included in this amount, although it was not accompanied by an adjustment in funding. The Act confers responsibilities for the Council to sustainably manage the returned lands on behalf of, and for the benefit of, the Tasmanian Aboriginal community. There are no suggested changes to the objectives of the grant for the coming year.

Aboriginal Lands Council of Tasmania Fund -recipients Organisation $ Purpose Aboriginal Land Council of Tasmania 224 000 towards ongoing ALCT operational and land (ALCT) management budget for 2010-11

TOTAL 224 000

Department of Premier and Cabinet - Annual Report 2010-11 142 Six Rivers Aboriginal Corporation Six Rivers Aboriginal Corporation (SRAC) (formerly known as the Mersey Leven Aboriginal Corporation) endeavours to provide a range of services to Aboriginal and Torres Strait Islander people in the Mersey Leven area. In 2010, the Government committed to assisting the SRAC to relocate its premises and to re- develop the Tiagarra Museum located on Mersey Bluff. A total of $523 597 was provided to SRAC in 2010-11.

Six Rivers Aboriginal Corporation grants - recipients Organisation $ Purpose Devonport City Council 40 000 towards for redevelopment of Tiagarra Aboriginal Centre Six Rivers Aboriginal Corporation 483 597 towards relocation costs for the corporation TOTAL 523 597

Other Grant Recipients

Office of Aboriginal Affairs – other recipients Organisation $ Purpose Colony 47 9 312 towards delivery of camp facilitated by AORP for HOW participants

TOTAL 9 312

$

TOTAL OFFICE OF ABORIGINAL 816 909 AFFAIRS

Department of Premier and Cabinet - Annual Report 2010-11 143 Sundry Grants – Children and Youth Affairs

Youth Network of Tasmania Grant The objectives of the Youth Network of Tasmania grant are to:  involve young people and service providers in identifying and responding to youth issues by:  providing mechanisms for consulting with young people and service providers  assisting in the development and review of youth policies/programs in partnership with nongovernment and government organisations  working with the Grantor to review and develop an on-going youth participation structure (the Tasmanian Youth Forum)  supporting activities to progress Tasmania Together indicators 5.5.3 and 8.2.1  facilitate and support coordination in the youth sector by linking local, regional and state-wide youth organisations  provide information, support and/or advice to the Department, and all levels of government and the wider community on youth issues by:  identifying gaps and priorities in the provision of services to young people  participating in relevant government and community committees and projects relating to young people where possible  providing information and referrals to non-youth specific organisations working on youth issues, as appropriate  increasing the profile of the Grantee  promote social inclusion for young people by aligning projects Social Inclusion Strategy with a focus on:  youth homelessness  youth access to education  youth participation and connectedness  maintain financial viability as an organisation and implement suitable best practice corporate governance arrangements by: o implementing appropriate planning processes o maintaining a Management Committee comprised of skilled professional members who effectively represent the sector and provide high levels of leadership and contribution at a strategic and management level  fostering a commitment to the involvement of young people in decision making processes associated with the Grantee’s projects and activities. The objectives of the grant for future years have been altered to more closely align with relevant Government priorities. Youth Network of Tasmania - recipients Organisation $ Purpose Youth Network of Tasmania (YNOT) 157 018 towards the YNOT annual core funding

Youth Network of Tasmania 84 696 towards additional funding for the YNOT annual core fund Youth Network of Tasmania 40 799 towards the Tasmanian Youth Forum annual core funding Youth Network of Tasmania 4 000 towards the biennial State Youth Conference

TOTAL 286 512

Department of Premier and Cabinet - Annual Report 2010-11 144 National Youth Week Grants Program National Youth Week (NYW) is an Australian, State and Local Government initiative. The aims of NYW are to:  provide an opportunity for young people aged 12 to 25 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, and to acknowledge and celebrate the positive contributions made by their efforts and achievements  promote a community focus on issues relevant to young people. For NYW 2011, the Tasmanian Government provided $44 640 towards 23 projects. In 2010-11, these grants were administered as part of the Community Capacity Building (CCB) Grants Program. The Tasmanian Government also coordinated NYW 2011 in Tasmania including membership of the National Planning Group, sponsorship from beyondblue: the national depression initiative ($40 000) and a launch event. NYW is coordinated at the national level by the Australian Government’s Department of Education, Employment and Workplace Relations (DEEWR). This year DEEWR provided Tasmania with $19 546 to assist with NYW. Over 13 000 young people attended NYW 2011 events from across the state, with approximately 800 young people involved in the planning and delivery of events. National Youth Week Grants Program - recipients Organisation $ Purpose Tasmanian Councils and Other Organisations Break O'Day Council 1 800 towards the Celebrate Youth Week 2011 Burnie City Council 2 000 towards Burnie's Great Race Centacare Tasmania 6000 towards the beyondblue and National Youth Week Partnership Agreement 2011 Circular Head Council 1 900 towards Own It! - Youth Fest 2011 Create Foundation 1 800 towards the beyondblue Partnership Agreement Create Foundation 6 000 towards National Youth Week strategic funding Create Foundation 200 towards the Youth Week Outta Here Launch Department of Health and Human Services 1 000 towards National Youth Mental Health Week (Tasmania) Partnership Agreement - final report Derwent Valley Council 2 000 towards National Youth Week Devonport City Council 2 000 towards the Youth Photography Exhibition Devonport City Council 2 000 towards beyondblue Youth Week activities Devonport City Council – North West 5 000 towards the Own It! NW Youth Expo Action for Youth Glamorgan Spring Bay Council 1 300 towards A Day to Own Glenorchy City Council Youth Programs 2 000 towards Alive on the Green - Glenorchy National Youth Week Event 2011 Hobart City Council 2 000 towards beyondblue sponsorship of the Feelgood Festival 2010

Department of Premier and Cabinet - Annual Report 2010-11 145 National Youth Week Grants Program - recipients Organisation $ Purpose Council Youth Service 1 800 towards Van on the Run Kentish Council 2 000 towards Chillaxin ‘n’ Maximizin k-tish

King Island Council 900 towards the Pool Party and Disco Launceston City Council 2 000 towards the Open Mic event Launceston City Council 3 000 towards National Youth Week activities Meander Valley Council 2 000 towards the Taste Buds Mental Health Services 325 towards the Burnie Great Race Migrant Resource Centre (southern 3 000 towards National Youth Week activities Tasmania) Inc Migrant Resource Centre (Southern 2 000 towards the Play - rewind-fast-forward - PAUSE Tasmania) Inc - It’s time for my playback North West Action for Youth Regional 7500 Grant youth photography exhibition Youth Sector Group’s Northern Suburbs Community Centre Inc 2 000 towards the Northern Suburbs Youth Own it! Music and Art Fest Northern Youth Coordinating Community 7500 towards FACE IT Regional Youth Sector Groups Southern Midlands Council 1 980 towards the Flour Mill Park Fun Day Waratah Wynyard Council 1 910 towards the SK8 and Screen West Tamar Council 1 995 towards the Own It! Youth Fest 2011 Workskills Inc 2 000 towards the Pop Up Art Gallery Youth Action Priorities Hobart City 5 000 towards the Feelgood Festival Council Youth Action Priorities Regional Youth 7500 towards the Feelgood Festival Sector Groups Youth Network Advisory Group, Clarence 2 000 towards the National Youth Week Boardwalk City Council Festival Youth Network of Tasmania 2 000 towards the State Launch of National Youth Week 2011 Tasmanian Senior Schools and Colleges Bothwell District High School 300 towards the Easter Hat Parade and Breakfast Brunch Celebration Brooks High School 300 towards Tasmania: FACE IT Positive Mental Health Expo Bruny Island District School 300 towards a Values Workshop Campbell Town District High School 300 towards Tasmania: FACE IT Positive Mental Health Expo

Department of Premier and Cabinet - Annual Report 2010-11 146 National Youth Week Grants Program - recipients Organisation $ Purpose Claremont College 300 towards Claremont College Multicultural Long Lunch 300 towards National Youth Week activities Don College 300 towards Own It! Fashion Catwalk. Don College 300 towards Youth Social Own the Dance Floor Elizabeth College 300 towards the College based Youth Fair Exeter High School 300 towards Own It – Being Active, Being Healthy Hobart College 300 towards Own it! Share it – Concert of Original Work Hutchins School 600 towards Youth Week Rap Off and Your Opportunity, You Own It! Kings Meadows High School 300 towards Tasmania: FACE IT Positive Mental Health Expo Kingston High School 300 towards Will You Own It 300 towards the Band Performance Newstead College 300 towards the College Health Expo Parklands High School 300 towards National Youth Week activities Parklands High School 300 towards the High School Social Penguin High School 300 towards the Launch of the Transition Prospect High School 150 towards the Talent Show Queechy High School 300 towards Tasmania: FACE IT Positive Mental Health Expo Queechy High School 300 towards Own It! Musical Festival Riverside High School 300 towards Own It! Blue Day 300 towards sausage sizzle to promote beyondblue Rosebery District High School 300 towards West Coast Tasmania We Own it High School 300 towards Schoolies Breakfast – Take it, Own it! Tasmanian Polytechnic Alted Program 300 towards Happiness Project with Kickstart Arts Tasmanian Polytechnic START Program 300 towards Start@Ten Days Tasmanian Polytechnic YouthConnect 300 towards Own Our Space at the Link – aerosol Program art project Winnaleah District High School 300 towards transport to FACE IT Wynyard High School 300 towards Future Themed Social TOTAL 104 860

Department of Premier and Cabinet - Annual Report 2010-11 147 Tasmanian Youth Parliament Program 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 by:  targeting young people aged 15 to 24 years  providing a credible forum for young people to participate in  providing a 7-day training camp preceded by state-wide training workshops and team meetings under the guidance of the Tasmanian Youth Government Association (the Association) and other skilled volunteers  creating Bills that can contribute to decision making within the community  creating Youth Motions  develop skills confidence and awareness of young people by:  encouraging awareness of the opportunities that young people have to express their views  teaching young people the importance of the political process  researching relevant topics for debate  providing skill development opportunities for public speaking and debating  promote social inclusion by:  increasing the diversity of young people on the Association’s Youth Taskforce to represent young people at risk of social exclusion  develop strategies to involve young people from diverse backgrounds as participants, including specific efforts to engage young Aboriginal people, young people from culturally and linguistically diverse backgrounds and young people with disability  identify barriers and challenges to participation in the Youth Parliament  provide recommendations on how to improve social inclusion for future Youth Parliament Programs  maintain financial accountability for the grant by implementing suitable best practice governance arrangements by: - implementing appropriate governance structures (administrative and operational) between YMCA Australia and the Association - sound financial management systems between YMCA Australia and the Association - foster appropriate and ethical sponsorship partnerships to support the growth and sustainability of the program. Assessment of the project’s final report indicates that results are being achieved against the objectives of the grant deed.

Tasmanian Youth Parliament - Recipients Organisation $ Purpose

Tasmanian Youth Government Association 12 000 Towards Tasmanian Youth Parliament and YMCA Australia TOTAL 12 000

$

TOTAL CHILDREN AND YOUTH 403 373 AFFAIRS

Department of Premier and Cabinet - Annual Report 2010-11 148 Sundry Grants – Multicultural Tasmania

The Multicultural Council of Tasmania received funding of $90 000 to provide salary and operational costs to achieve the agreed objectives of a peak body for Tasmania’s culturally and linguistically diverse community. Funding is recurrent for four years. The Migrant Resource Centre (Northern Tasmania) Inc received funding of $43 000 towards three farming projects to increase productivity outcomes for humanitarian entrant communities. Funding is recurrent for four years. The Migrant Resource Centre ( Southern Tasmania) Inc received $57 000 for cross-cultural awareness training, building the capacity of newly formed migrant organisations, combating racism and holding a multicultural voices forum. Funding is recurrent for four years. The Glenorchy City Council received $20 000 towards the inaugural Moonah Taste of the World Festival. Sundry Grants – Multicultural Tasmania Organisation $ Purpose Glenorchy City Council 20 000 towards the inaugural Taste of the World festival Migrant Resource Centre (Northern 43 000 towards enhancing employment outcomes Tasmania) Inc for humanitarian entrants Migrant Resource Centre (Southern 57 000 towards building the capacity of newly Tasmania) Inc emerging communities Multicultural Council of Tasmania Inc 90 000 towards delivering peak body functions for the multicultural sector

TOTAL 210 000

Department of Premier and Cabinet - Annual Report 2010-11 149 Sundry Grants - Seniors Bureau

Council on the Ageing (Tasmania) Grant The Council on the Ageing (Tasmania) (COTA (Tas) grant provides salary and operational costs for the positions of Executive Director and Administration Assistant to meet the agreed objectives outlined in the grant deed for the purpose of meeting the requirements of a peak body for all older people in Tasmania and the Tasmanian non-government aged sector. Progress meetings with the COTA (Tas) are held regularly. COTA (Tas) provides the Department with quarterly performance reports, national and state Policy Council reports, newsletters, media releases, and the COTA (Tas) Annual Report. This grant is provided under a triennial grant deed arrangement, which was renewed in 2011 for the period up to 30 June 2014.

Council on the Ageing Tasmania Grant - recipients Organisation $ Purpose COTA Funding 91 532 towards COTA (Tas) core funding TOTAL 91 532

Council on the Ageing (Tasmania) Grant – Seniors Week The Seniors Week grant provides COTA (Tas) with a 0.5FTE project officer salary and funds for the costs associated with the production and distribution of the annual Seniors Week Program. This grant is provided under a triennial grant deed arrangement, which was signed in December 2010, for the period up to 31 December 2013. COTA (Tas) has requested changes to the objectives relating to distribution of the program for 2012. These proposed changes will be considered prior to the year two payment due in December 2011. The Seniors Bureau has provided extensive transitional support to COTA (Tas), as 2011 is the first year COTA (Tas) has delivered the Seniors Week project on behalf of the Government.

Sundry grants - recipients Organisation $ Purpose Council on the Ageing (Tasmania) 105 400 towards Seniors Week 2011 Program TOTAL 105 400

$

TOTAL SENIORS BUREAU 196 932

Department of Premier and Cabinet - Annual Report 2010-11 150 Sundry Grants - Women Tasmania

During 2010, the Tasmanian Government facilitated a state-wide tour of Deadly Dollars, a New South Wales performance based consumer rights and financial literacy program for Aboriginal and Torres Strait Islander people, with financial assistance from the Australian Government of $29 000.

Women Tasmania - recipients Organisation $ Purpose Rod Smith Productions 29 000 towards a state-wide tour of the financial literacy program Deadly Dollars

TOTAL 29 000

Lesbian, Gay, Bisexual, Transgender and Intersex Community Grants

In the 2010-11 Budget, $150 000 was allocated over three years to provide funds to community organisations to progress achievement against Tasmania Together benchmarks that relate to the lesbian, gay, bisexual, transgender and intersex (LGBTI) community. The first instalment of this funding was delivered through the 2010-11 Lesbian, Gay, Bisexual, Transgender and Intersex Community Grants Program. Three projects were funded through this program. The projects are due to be completed in 2012.

Lesbian, Gay, Bisexual, Transgender and Intersex Community Grants - recipients Organisation $ Purpose Tasmanian Council for Sexual and Gender 16 855 Towards establishing Coming Out Proud Diverse People Inc Community Liaison Committees in North and North West Tasmania. Working It Out Inc Tasmanian Gay and 3 145 towards a training program for same sex Lesbian Rights Group and the Tasmanian attracted young people to present their Council on AIDS, Hepatitis and Related experiences to schools or community groups. Diseased Working It Out Inc Tasmanian Gay and 30 000 towards collecting data on the experiences and Lesbian Rights Group and the Tasmanian perceptions of the LGBTI community Council on AIDS, Hepatitis and Related Diseased TOTAL 50 000

Department of Premier and Cabinet - Annual Report 2010-11 151 Social Inclusion Grants

Tasmanian Community Transport Trust - Cars for Communities Program

The objectives of the Cars for Communities Program are to:  provide transport to connect people together and enable opportunities for Tasmanians to participate in the social and economic life of the state  empower communities to meet their own transport needs run by local communities, in the interests of local communities  support non-government organisations who help out others in the community with their transport needs. An evaluation of the program was undertaken in January 2010 following the first grant round. The evaluation made a number of recommendations which resulted in changes to the program guidelines and application form. These changes were made to assist community groups to better understand the program requirements and the information they need to include in their application. Grant recipients are required to provide a report against the key performance indicators specified in the Grant Deed within two months of the anniversary of the signing of the Grant Deed. Reports from recipients of Cars for Communities funding in Round 1 and Round 1B are currently being reviewed. An initial assessment of the reports from grant recipients indicates that the funding outputs are meeting the program’s objectives. No funding is available for the program in 2011-12. Cars for Community Program – recipients Organisation $ Purpose Centacare Tasmania 43 457 towards a Toyota Hiace bus Derwent Valley Community House Inc 24 681 towards a Subaru Impreza Goodwood Community 20 397 towards a Mazda 3 hatch Launceston Community Legal Centre 19 989 towards a Mitsubishi Lancer Mathinna Community/ Landcare Group 47 932 towards a Toyota Hiace Bus Migrant Resource Centre (Northern 12 289 towards a Toyota Yaris Tasmania) Inc North West Environment Centre 45 661 towards a Toyota Hiace Bus Palawa Aboriginal Corporation 56 184 towards a Toyota Land Cruiser Paraquad Tasmania 31 149 towards a Commodore Omega Sportswagon Risdon Vale Neighbourhood Centre 45 714 towards a Toyota Hiace Bus West Winds Community Centre 19 618 towards a VW Caravelle People Mover Wise Employment 45 482 towards a Toyota Hiace Bus Youth and Family Focus Inc 44 932 towards a Toyota Hiace Bus TOTAL 457 485

Department of Premier and Cabinet - Annual Report 2010-11 152

Other Social Inclusion grants Organisation $ Purpose Department of Primary Industries, Parks, 9 000 towards a contribution to the Tasmanian Water and Environment Drought Evaluation Project Volunteering Tasmania Inc 260 000 towards supporting Tasmanian volunteers NILS Network Tasmania Inc 120 000 towards support for providing increased micro- finance and micro-business services to low income residents of Tasmania RSL of Australia (Tasmanian Branch) 100 000 towards providing services to returned service men and women and their families Food Vans 60 000 towards provision of food and beverage services and outreach to other services, information and social contact to Tasmanians TOTAL 549 000

$

TOTAL SOCIAL INCLUSION 1 006 485

Department of Premier and Cabinet - Annual Report 2010-11 153 War Memorial Repair and Maintenance Grants Program

This program provides funding as a contribution to the cost of repairing and maintaining memorials in Tasmania. All projects are due to be completed by June 2012. War Memorial grants - recipients Organisation $ Purpose Central Highlands Council 4 935 towards installation of solar lighting and safety rails at the Gretna war memorial Glenorchy City Council 4 909 toward upgrade of tree pit surface in the Glenorchy War Memorial Park King Island RSL Sub Branch 5 000 towards restoration of World War 1 Honour Roll Kingborough Council 1 650 toward upgrade of W L Vince Memorial Park Latrobe RSL Sub Branch 2 400 toward maintaining Latrobe Cenotaph Lindisfarne R&SLA Sub Branch 1 600 toward Anzac Park Cenotaph re-pointing of brick work Northern Midlands Council 5 000 towards restoration of Field Gun at Ross War Memorial Northern Midlands Council 5 000 towards restoration of field gun at Perth War Memorial Oatlands RSL Sub-Branch 5 000 towards the restoration of the Oatlands War Memorial Penguin R&SLA Sub-Branch 1 500 towards the replacement of Memorial Flag Pole Port Arthur Historic Site Management 5 000 towards the restoration of the Port Arthur Authority Memorial Avenue RSL Australia (Tasmania branch) 3 000 towards repairing Simpson and his Donkey Memorial Spring Bay RSL Sub-Branch Inc 4 300 toward repair of the RSL Memorial Hall TOTAL 49 294

Department of Premier and Cabinet - Annual Report 2010-11 154 Climate Change Grants

The Tasmanian Climate Change Office managed the third round of the ClimateConnect community grants program. This program assists not-for-profit community groups and local government entities to undertake innovative and targeted projects to help local communities to reduce emissions, conserve energy or adapt to the impacts of climate change. Seven action-based community projects were selected for funding and will be completed over the next twelve months. Another round of the Earn Your Stars micro-grants program was also run in 2010-11. This program supports projects that provide the resources, skills and knowledge to help communities reduce their carbon footprint. Five projects were awarded funding under the micro-grants program. The program was reviewed in October 2010, in accordance with the Treasurers Instruction and no changes were recommended.

ClimateConnect Grants Program The objective of ClimateConnect is to assist local communities, households and individuals to work together to find climate change solutions. The key objectives for the initial phase of the ClimateConnect Program are to help communities to work together successfully to transition to a lower carbon society by:  reducing greenhouse gas emissions, through the use of new technologies, changes in behaviour and practices and changing patterns of consumption  conserving energy, through the use of new technologies, changes in behaviour and practices and adjusting patterns of consumption  encouraging others to adopt practices that conserve energy and reduce greenhouse gas emissions, including businesses, product and service providers, and community organisations  promoting new ideas to reduce emissions and conserve energy that will also reduce costs to communities over time. The projects selected for funding demonstrated their ability to fulfil the objectives set for the grants program. As projects are ongoing, final outcomes are yet to be determined.

Organisation $ Purpose Break O'Day Council 10 800 towards engaging the Break O'Day community in the climate future Dairy Tas Board 27 000 towards promoting energy efficiency in the Tasmanian dairy industry Derwent Catchment NRM Committee 18 000 towards introducing resilient pasture species to the Derwent valley Green Tourism Tasmania 53 730 towards the Green Tourism project Greening Australia 22 500 towards the Carbon Communities Pilot Keener Inc 18 180 towards Kentish Gets Energy Efficient Hot Water Kettering Cricket Club Inc 3 800 towards the Kettering Energy Efficiency Project Mersey Natural Resource Management 4 545 towards the Problems to Resources project Group Monash University 23 400 towards Green Steps; a skills for sustainability project

Department of Premier and Cabinet - Annual Report 2010-11 155 Organisation $ Purpose NRM North 5 000 towards implementing emissions and energy reductions for Tasmanian agriculture Snug Primary School Association 12 150 towards the Take it Home project Southern Midlands Council 20 933 towards initiatives for community carbon cuts project Tasmanian Centre for Global Learning 19 261 towards the Sustainable Schools Direct Assistance Initiative University of Tasmania 25 833 towards the Hobart climate change health impact and risk assessment tool West Winds Community Centre Inc 26 136 towards assisting with Local Food for Local People project TOTAL 291 268

Earn Your Stars Micro-grants Program The Earn Your Stars Micro-grants program aims to assist local communities, households and individuals to work together to find climate change solutions. The key objectives for the initial phase of the Earn Your Stars Micro-grants program are to help communities to work together successfully to reduce their carbon footprint by:  giving people in communities the tools, skills or knowledge they need to reduce their carbon emissions and conserve energy  adopting practices that conserve energy and reduce greenhouse gas emissions, including businesses, product and service providers, and community organisations  promoting new ideas to reduce emissions and conserve energy that will also reduce costs to communities over time. The program was reviewed in October 2010.

Organisation $ Purpose KI Natural Resource Management Group 2 900 towards knowledge and skills building in Inc climate change Sustainable Living Tasmania 2 972 towards the schools climate change podcast trail Sustainable Living Tasmania 3 000 towards the Tas Online home retrofit video training Tamar Region Natural Resource 2 618 towards knowledge and skills building in Management Strategy Reference Group climate change Inc Taroona Community Association 3 000 towards knowledge and skills building in climate change TOTAL 14 490

Department of Premier and Cabinet - Annual Report 2010-11 156 Climate Change Office – other recipients Organisation $ Purpose Department of Primary Industries, Parks, 35 000 towards the Agricultural Futures Project Water and Environment Greening Australia 31 600 towards funding for biodiverse Carbon for Landscape Restoration demonstration; Air Travel Offsets Program Greening Australia 130 400 towards funding for the Air Travel Offsets Program Sustainable Living Tasmania 23 000 towards building community resilience to climate change Tasmanian Regional Arts Inc 2 000 towards sponsorship for A Map of a Dream of a Future Project TOTAL 220 002

$

TOTAL CLIMATE CHANGE 527 759

Department of Premier and Cabinet - Annual Report 2010-11 157 Community Capacity Building Grants Program

The 2010-11 Community Capacity Building (CCB) Grants Program funded projects, programs and events through three tiers of grants:  Tier One - for grants of up to and including $2 000  Tier Two - for grants over $2 000  National Youth Week (NYW) grants – up to $2 000 for standard events and $5 000 for regional grants. The CCB Grants Program aimed to:  develop skills and opportunities for individuals and families to overcome barriers to participation in economic activities, sport and recreation, arts and culture;  provide innovative ways to assist community members ease cost of living pressures;  foster leadership opportunities for a diverse range of individuals and groups throughout the community;  address social isolation of community members by developing sustainable support networks and connections with the broader community, including actions that seek to prevent homelessness; and/or  build the capacity of community groups to meet and respond to identified needs in their communities. The CCB Grants Program was to be allocated through two grant rounds. From the first round, $749 012 was allocated to 104 projects. Due to budgetary constraints, the second round of the CCB Grants ($48 000) was withdrawn. Most initiatives which were funded through the 2010-11 CCB Grants Program are due for completion in 2011-12.

Community Capacity Building Grants - recipients

Organisation $ Purpose Able Australia 1 976 towards the Healthy Outlook Opportunity program About Campbell Town Inc 1 900 towards the Youth Space Transport to Events African Communities Council of Tasmania 9 000 towards the African Cultural Festival 2011 Anglicare Tasmania Inc 1 222 towards the Burnie Lodge - Burnie 10 Australian Red Cross Society 18 885 towards the Youth in2 Action Bayamihan Club Inc 700 towards the AusPhil Christmas Celebration Bocce Federation of Tasmania Inc 2 000 towards the Special Olympic Bocce Court Removable Wooden Frames and Sand Break O'Day Health Resource Association 5 400 towards the Break O'Day Social Wellbeing Inc Program Bridgewater Police and Community Youth 34 680 towards Get Active Club Inc Bridgewater Riverside Garden (Campbell 36 300 towards Gardening Gurus Page) Centacare Tasmania 1 636 towards the Engaging Women’s Strengths project

Department of Premier and Cabinet - Annual Report 2010-11 158 Community Capacity Building Grants - recipients

Organisation $ Purpose Clarence City Council 16 000 towards the Public Art in Duke Park Clarence Plains Community Shed 18 470 towards Skills Transfer Project Cygnet Better Futures Inc 10 425 towards health and wellbeing through creativity Derby Women’s Information Network 750 towards the Celebrating 100 years of International Women’s Day Patchwork Quilt Dorset Community Men's Shed 8 000 towards the Training and Improving the Skills of Men and Women Ethiopian Community Association of 2 000 towards the Ethiopian New Year Festival Tasmania Inc Fingal Valley Neighbourhood House Inc 2 000 towards "YELL" Youth Enjoying Living Life

Flinders Island Aboriginal Association Inc 2 000 towards Cultural Appreciation Flinders Island Council 8 300 towards Building a Bridge to Bright Lights Girl Guides Tasmania 1 300 towards the Leadership Development and Problem Solving Skills program Glenorchy City Council 2 000 towards Dad's Day Out Glenorchy City Council 5 175 towards the Animated Portraits project Hobart City Council 9 000 towards the Safe in the City project Hobart Playback Theatre Company 1 900 towards We are Young Mums – Listen to us: Young Mothers Stories Hobart Police and Community Youth Club 11 400 towards Teenvac Inc Hobart Women's Shelter Inc 2 000 towards Interventions from the Heart – Pilot project Hobart Women's Shelter Inc 26 684 towards the Women's Creative Leadership Pilot Project Hobart Yoga and Meditation Centre 2 000 towards the Yoga Play Hobart Yoga and Meditation Centre 7 800 towards the Help them Heal: Yoga for Refugees program Holyoake Tasmania Inc 5 150 towards Drumbeat Kidney Health Australia 7 556 towards KHAOS Kidney Health Australia On Sport King Island Council 1 100 towards the Flip Side of the Island project King Island Council 1 700 towards the Flavours of King Island project Kingborough Council 1 500 towards the Harmony Day Peace Flags and Cultural Tasters event Launceston City Council 6 500 towards the Youth Services Map Lenah Links 1 910 towards water for an Inner City Oasis

Department of Premier and Cabinet - Annual Report 2010-11 159 Community Capacity Building Grants - recipients

Organisation $ Purpose Liberian Community of Tasmania Inc 1 610 towards Skilling Up – Women’s Information Sessions Liberian Community of Tasmania Inc 6 350 towards the Liberian Independence Festival Madi Community Association of Tasmania 1 900 towards Learning to Cross Culture Migrant Resource Centre (Northern 7 954 towards the Enhancing Friendly and Safe Tasmania) and University Department of Communities for International Students in Rural Health Tasmania project Migrant Resource Centre (Northern 29 400 towards the Foot in the door - Employment Tasmania) Inc Advocacy Program Migrant Resource Centre (Southern 17 625 towards the Traditional Cultural Aspects - Tasmania) Inc CALD Cultural Arts and Craft Program 2011 Migrant Resource Centre (Southern 23 635 towards the Creating Connections and Tasmania) Inc Opportunities Project Migrant Resource Centre (Northern 2 000 towards the Migrant Home Sustainability Tasmania) Inc Assessment Project Migrant Resource Centre (Northern 2 000 towards Sport and Culture Tasmania) Inc Northern Suburbs Community Centre Inc 2 000 towards Women – A Celebration of 100 years Phoenix Community House 11 374 towards the Phoenix Community House After School Program Polish Association in Hobart Inc 2 000 towards disability access for the main door - Polish House Ravenswood Neighbourhood House 28 848 towards Stepping Out Regional Development Australia 1 600 towards the Workshops for Women @ Work (Tasmania) Richmond Fellowship Tasmania Ulverstone 1 978 towards resident computer and internet access Risdon Vale Neighbourhood Centre 1 414 towards the Risdon Vale Playgroup Update Risdon Vale Neighbourhood Centre 2 416 towards the New Computers Hooray Royal Life Saving Tasmania 9 840 towards the Culturally and Linguistically Diverse Water Safely and Lifesaving Skills Program Rural Health Tasmania Inc, Circular Head 41 536 towards Owned!! Our Space Council, Circular Head Aboriginal Corporation, Smithton Christian Fellowship Self Help Workshop Inc 14 556 towards the Pathways Program Sexual Assault Support Service Inc 11 279 towards Making informed decisions - A Schools Project Sorell Council Youth Task Force 5 000 towards the 12 Hour Youth Festival Speak Out Association of Tasmania Inc 2 000 towards the Women’s Anthem in Burnie to celebrate International Women’s Day centenary

Department of Premier and Cabinet - Annual Report 2010-11 160 Community Capacity Building Grants - recipients

Organisation $ Purpose Special Olympics Australia -Tasmania 2 000 towards the Volunteer Development and Training: Effective Communication Special Olympics Australia -Tasmania 15 500 towards the Community Sports-Link Tasmania: Disability Service Provider Program St Giles Society Inc 2 000 towards the Sibling Group Camp St Giles Society Inc 12 400 towards the Super Heroes Plus Program St Helens Neighbourhood House 23 973 towards the St Helens Youth Leadership Encounter Tandara Lodge Community Care Inc 29 900 towards the Sheffield All Access Outdoor Gymnasium Tasmanian Centre for Global Learning 17 185 towards the development of Tasmanian-wide Youth Action Festivals Tasmanian Life Long Learning Inc 5 500 towards the Ulverstone Youth Mentoring Project Tasmanian Riding for the Disabled 2 000 towards the 2011 Coaches Workshop Association Inc Tasmanian Theatre Company - Aurora 11 000 towards the Time Travellers - Elders and young Enrichment Program people working together The Big Issue 2 000 towards the Community Soccer Street Program The Smith Family 27 600 towards the Money Minded - training and delivery in Tasmania The Sudanese Community Association of 1 225 towards the Celebrate Diversity event Tasmania Inc The Sudanese Community Association of 4 500 towards empowering Sudanese Women Tasmania Inc The Sudanese Community Association of 6 240 towards the Building the Capacity of the Tasmania Inc Sudanese Community project Uniting Care Tasmania 1 960 towards the Emergency Relief Client Web Kiosk - Start Up West Tamar Council 1 100 towards the development of a Safe Party Practices DVD by young people, for young people Yemaya Women’s Support Service 2 000 towards the Womenography: looking back / reaching forward – Celebrating International Women’s Day Centenary YMCA of Hobart Inc 16 810 towards the establishment and implementation of a Sports Connect Hub Youth Network of Tasmania 9 500 towards the TYC PET's (Tasmanian Youth Conference Peer Education Trainers) project Zonta Club of Hobart East Inc 800 towards the Breast Cushion Project

Department of Premier and Cabinet - Annual Report 2010-11 161 Community Capacity Building Grants - recipients

Organisation $ Purpose

TOTAL 699 827

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  provide for practical social policy research in agreed areas associated with emergency relief. As part of the annual review held in 2010-11, the Unit conducted site visits and consultations with all recipient organisations. This review indicated that the grant funding outputs meet the objectives of the program. The Unit assessed the program’s compliance with Treasurer’s Instruction 709 and it is recommended that it be further reviewed during 2011-12.

Family Assistance Program - recipients Organisation $ Purpose Anglicare Tasmania 100 000 towards funding for Family Assistance Program Hobart City Mission 25 000 towards funding for Family Assistance Program Launceston City Mission 25 000 towards funding for Family Assistance Program The Salvation Army 100 000 towards funding for Family Assistance Program The Society of St Vincent de Paul 100 000 towards funding for Family Assistance Program TOTAL 350 000

Department of Premier and Cabinet - Annual Report 2010-11 162 Main Street Makeover Program

The main street makeover program is about building proud and vibrant communities by helping councils give over 30 towns across Tasmania a facelift through:  beautification programs  infrastructure upgrades  access improvements  installation of traffic calming features  pedestrian safety improvements. The makeovers created vibrant community hubs, stimulated community activity and enlivened central business districts. Communities reported stronger community pride as well as economic growth following main street makeovers. Access and safety were high priorities in most makeovers. A number of projects included kerb upgrades to assist people with disability and parents with prams to move around towns. Pedestrian outstands and crossings were installed on some streets to assist safe pedestrian movement across roads. The Program will not release further grant rounds.

Main Street Makeover Program – Recipients Organisation $ Purpose Southern Midlands Council 16 100 towards improving the main street and enhancing the heritage theme at Oatlands Break O'Day Council 50 000 towards updating the main street in St Mary’s 60 000 towards redevelopment of the Huonville foreshore Kingborough Council 83 333 towards improving the main Street of Margate Glamorgan/Spring Bay Council 100 000 towards Improving the appearance, functionality and amenity of the esplanade in Orford Derwent valley Council 234 818 towards improving the aesthetic appeal of Maydena’s main street Derwent valley Council 80 000 towards updating the main street in New Norfolk Dorset Council 100 000 towards enhancing the safety, functionality and aesthetic appeal of Bridport’s commercial centre

TOTAL 724 251

Department of Premier and Cabinet - Annual Report 2010-11 163 Other Local Government Grants

Urban Renewal and Heritage Fund

The Urban Renewal and Heritage Fund supports conservation and restoration of heritage assets as well as urban renewal projects. The Dorset Council received a grant for the Bridport Cultural and Recreation Revitalisation Project. This program has now concluded. Urban Renewal and Heritage Fund – recipients Organisation $ Purpose Dorset Council 78 000 towards the revitalisation of Bridport Village Green TOTAL 78 000

Local Government Division– other recipients Organisation $ Purpose Kentish Council 300 000 towards the Railton Streetscape Local Government Association of 218 000 towards the National partnership agreement to Tasmania support local Government project initiation and agreement TOTAL 518 000

$

TOTAL LOCAL GOVERNMENT 1 320 251 DIVISION

Department of Premier and Cabinet - Annual Report 2010-11 164 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  is provided on the basis the University contributes a similar amount. There are no suggested changes to the objectives of the Program for the next grant round. University Scholarships Organisation $ Purpose University of Tasmania 130,000 towards the University’s Scholarship Programs, the Tasmanian Scholarships Program and the Premier of Tasmania Timor Leste Scholarship

TOTAL 130,000

Australia Day Grants Program

On Australia Day we come together as a nation to celebrate what's great about Australia and being Australian. It's the day to reflect on what we have achieved and what we can be proud of in our great nation. It's the day for us to re-commit to making Australia an even better place for the future. 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 Commonwealth 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 Organisation $ Purpose Australia Day Grants 9 896 towards Australia Day event costs for local municipalities

TOTAL 9 896

Department of Premier and Cabinet - Annual Report 2010-11 165 Celebrate Tasmania Day Grants

This program allocated $60 000 to volunteer-based organisations to run local events for Tasmanians around the State to participate in Celebrate Tasmania Day celebrations and engage with their local community. The funding was allocated to 38 projects (with a maximum grant amount of $3 000 per application). The program was evaluated in 2011 by analysing data collected through a consultant organisation and final reports from event organisers. After reviewing this information and in light of Tasmania’s current budget environment, this grants program will not be offered in 2011-12.

Celebrate Tasmania Day – recipients Organisation $ Purpose Apex Club of Devonport Inc 1 050 towards Devonport Apex Family Fun Day Beaconsfield Online Access Centre 1 620 towards Celebrating Volunteering in Beaconsfield Break O'Day Health Resource 2 400 towards Break O'Day Celebrate Tasmania Association Day Bucaan Community House Inc - Chigwell 800 towards Community Fair and BBQ Community Garden - Berriedale Chigwell Precinct Camp Banksia - Lions Club of Port Sorell 1 800 towards Family Fun Day Claremont, Austins Ferry and Granton 800 towards Celebrate Tasmania Day Community Precinct Community Luncheon Female Factory Historic Site Ltd 2 200 towards Jazz, World Heritage and Female Factory - A celebration Friends of Ida Bay Historical Society Inc 1 128 towards Celebrating Volunteers of the Far South George Town Community Garden Inc 2 508 towards Crazy Fun Day in the Garden George Town Neighbourhood House Inc 2 500 towards "Celebrate Tassie’s Volunteers and Community" Glenorchy (City) Lions Club Inc 3 000 towards Party in the Park Hagley Recreation Ground - Meander 2 150 towards Tasmania Day at Hagley Valley Council Hobart City Mission 600 towards Tassie Day Volunteers BBQ Lions Club City of Devonport Inc 520 towards Over Ninety Birthday Lions Club of Flinders Island 2 940 towards Le Tour de Flinders Lions Club of Forth Valley Inc 550 towards Celebrate Tasmania Day 2010 Lions Club of Glamorgan 1 850 towards Lions Club of Glamorgan Celebrate Tasmania Day Fete Lions Club of Hobart Town Inc 2 590 towards Family Fun Day Lions Club of Huon 750 towards Tasmania Family Day Lions Club of Latrobe 1 250 towards Celebrate Tasmania Day Kite Flying Fun Day

Department of Premier and Cabinet - Annual Report 2010-11 166 Celebrate Tasmania Day – recipients Organisation $ Purpose Lions Club of Sorell 1 161 towards Sorell Community Tree Planting and BBQ Okines Community House Inc 1 090 towards the Largest Picnic Rug Lunch Penguin Lions Club Inc 800 towards the Volunteer and Community BBQ in the Park Queenstown Lions Club Inc 600 towards Tasmania Day BBQ Risdon Vale Neighbourhood Centre Inc 1 495 towards Recognising our Community Volunteers Rotary Club of City Central Hobart 1 300 towards A Day in the Park Rotary Club of Latrobe 976 towards Celebrate Tasmania Day Kite Flying Fun Day Rotary Club of Longford Inc 625 towards Tasmania Day in Longford Celebrations 2010 Rotary Club of Oatlands Inc 1 840 towards Honouring our Volunteers on Tasmania Day Rotary Club of Scottsdale 2 500 towards celebrations Rotary Club of Scottsdale and Lions Club 2 500 towards A Day in the Park – Celebrating of Scottsdale Tasmania Together Rotary Club of Ulverstone Inc 2 650 towards Free Family Fun Day Rotary Club of Wynyard in collaboration 2 914 towards Celebrate Tasmania Day with Lions Club of Wynyard Sandy Bay Lions Club Inc 1 750 towards Kids in the Park Sorell Men's Shed and Heritage Museum 1 075 towards Sorell Car Show Day Inc St Georges Church Battery Point 2 897 towards Celebrate our Community St Helens Volunteer Ambulance Unit 677 towards St Helens Volunteer Ambulance Thank you and open day TMAGgots Inc 2 500 towards Tasmania Day @TMAG

TOTAL 62 356

Department of Premier and Cabinet - Annual Report 2010-11 167

Other Contributions

Organisation $ Purpose UNICEF 100 000 towards a donation to the Pakistan Flood Appeal Tasmanian Electronic Commerce Centre 350 000 towards operating expenses of the centre Jim Bacon Fund 50 000 towards a contribution to the fund Queensland Flood Relief Appeal 248 000 towards a contribution to the fund Relationships Australia 10 000 towards a research program Tasmanian Centre for Global Learning 2 000 towards the Youth Action Conferences Tasmanian Regional Arts Inc 4 000 towards the sponsorship of Dr Ernesto Sirolli: Junction 2010 keynote speaker Volunteering Tasmania Inc 5 000 towards the Volunteering for the Future conference

TOTAL 769 000

Department of Premier and Cabinet - Annual Report 2010-11 168 Government procurement

In 2010-11, the Department awarded twenty-seven contracts (twenty four contractors and three consultancies) with a value over $50 000 (excluding GST). 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 (for contracts, tenders and/or quotation processes of $50 000 2010-11 or over, ex GST) Total number of contracts awarded. 27 Total number of contracts awarded to Tasmanian suppliers. 15 Total value of contracts awarded. $21 236 988 Total value of contracts awarded to Tasmanian suppliers. $15 828 682 Total number of tenders called and written quotation processes 22 undertaken. Total number of bids and/or written quotations received. 156 Total number of bids and/or written quotations received from 93 Tasmanian businesses.

During 2010-11, eight exemptions were granted in accordance with the Government Procurement Guidelines. Two contracts were extended. The panel of preferred marketing service providers appointed to April 2010 were extended until April 2011, and continued to provide services to the Department of Premier and Cabinet and the Department of Health and Human Services. The panel includes the following suppliers:  Clemenger Tasmania Pty Ltd  Corporate Communications (Tas) Pty Ltd  Red Jelly  Gray Matters Advertising  Helen Bryen: Designer  Futago  Blue Box. The new panel of preferred marketing service providers were appointed from May 2011 to May 2014 with an option to May 2015, to provide services to the Department of Premier and Cabinet and the Department of Health and Human Services. The panel includes the following suppliers:  AT+M Integrated Marketing  Clemenger Tasmania Pty Ltd  Corporate Communications (Tas) Pty Ltd + Digital Ink  Red Jelly  Cathy McAuliffe  Tracey Allen  Futago.

Department of Premier and Cabinet - Annual Report 2010-11 169 A panel of facilitators was appointed to February 2013 with an option to February 2015, to deliver units of the Public Sector Management Program (PSMP) in Tasmania. 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 June 2013 with an option to June 2015, to deliver workplace specific mental health and wellbeing training and . The panel is to provide services as requested to the Training Consortium (TTC). The panel includes the following suppliers:  Beyond Blue Ltd  Disability Services Australia  OZHelp Tasmania Foundation Assn Inc  People Flourishing  Peopleworks Pty Ltd

Contracts awarded in 2010-11 with a value of $50 000 or over Contractor Location Description Period Total value ($)

AEC Spring Hill Service delivery for Workforce Jul 2010 to 70 000 QLD Analysis Collection Application Jul 2015 (WACA). Alphawest Services Hobart VMWare, licences, Apr 2011 to 179 250 Pty Ltd TAS maintenance and support. Apr 2012

plus optional extension April 2012 to 179 250 April 2013 Amrop Cordiner Melbourne Recruitment of Secretary Feb 2011 to 70 000 King VIC Department of Health and Feb 2011 Human Services. Anglicare Tasmania Hobart Tasmanian Food Security Fund Jan 2011to 180 000 TAS Stage One – Tasmanian Food Jun 2012 Access project. Australian Red Hobart Tasmanian Food Security Fund Jan 2011 to 69 826 Cross TAS Stage One - Brighton Food Jun 2012 Security project. Bentley House Pty Moonah Office workstations levels 5 Mar 2011 to 145 986 Ltd TAS and 6, 15 Murray Street, Jun 2011 Hobart.

Department of Premier and Cabinet - Annual Report 2010-11 170 Contracts awarded in 2010-11 with a value of $50 000 or over Contractor Location Description Period Total value ($)

Corporate Express Hobart Supply of office requisites, Jan 2011 to 750 000 Australia Ltd TAS stationery and consumables. Dec 2013

plus optional extension provision Jan 2014 to 750 000 Dec 2016 Deloitte Touche Hobart Internal audit services. Jan 2011 to 110 001 Tomatsu TAS Dec 2013

plus optional extension provision Jan 2014 to 73 334 Dec 2015 Dilignet Camena SCOM install and support. Jul 2010 to 93 130 TAS Jul 2013

Geomatic Southbank For modifications to the Client May 2011 to 61 000 Technologies Pty VIC Update Services prototype and May 2012 Ltd host services for a test environment Griffith University Nathan Delivery of Workplace and Sep 2010 to 140 000 QLD Health Wellbeing Co-ordinator Aug 2012

Professional Development plus optional Program. extension provision Sep 2012 to 70 000 Aug 2014 Intuit Technologies Sandy Bay Desktop Hardware Jan 2011 to 250 000 TAS Procurement 2010-2011. Jun 2011

Mandala Consulting West HR Capability Development Feb 2011 to 47 800 Hobart Program. Jan 2014

TAS plus optional extension provision Feb 2014 to 19 200 Jan 2016 Microsoft Pty Ltd Southbank FIM enhancements RFQ – Jun 2011 to 74 200 VIC Email project on-boarding. Jun 2011

NetIQ South Yarra Email migration products and Oct 2010 to 386 000 VIC related services. Jun 2013

Department of Premier and Cabinet - Annual Report 2010-11 171 Contracts awarded in 2010-11 with a value of $50 000 or over Contractor Location Description Period Total value ($)

Northern Suburbs Mowbray Tasmanian Food Security Fund Jan 2011 to 136 220 Community Centre TAS Stage One – Life Long Dec 2012 Inc Learning “FILL” project. Oracle Corporation North Ryde Provision of Oracle software May 2011 to 700 000 NSW maintenance and support April 2012

services plus optional extension provision May 2012 to 3 140 000 April 2017 Pitt Crew Service management Sep 2010 to 90 000 NSW Transformation. Sep 2010

Red Jelly Hobart Celebrate Tasmania Day Sep 2010 to 98 460 TAS Promotions 2010. Nov 2010

Salvation Army Mowbray Tasmanian Food Security Fund Jan 2011 to 198 476 Property Trust TAS Stage One – Feeding the Jun 2012 Future project. Sustainable Living Mowbray Tasmanian Food Security Fund Jan 2011 to 62 749 Tasmania TAS Stage One – Glenorchy Family Jun 2012 Food Alliance project. Tascon Moonah Internal office alterations level Mar 2011 to 485 000 Constructions Pty TAS 5 and 6, 15 Murray Street Jun 2011 Ltd Aug 2011 to Telstra Hobart Provision of Spectrum call 12 000 000 March 2014 TAS services

Timmins Stewart Canberra Delivery of policy training June 2011 to 40 000 Pty Ltd ACT programs May 2012

plus optional extension provision June 2012 to 80 000 May 2014

Department of Premier and Cabinet - Annual Report 2010-11 172 Consultancy contracts awarded in 2010-11 with a value of $50 000 or over Consultant Location Description Period Total value ($)

Access Economics Barton Valuation and Local Sep 2010 to 109 591 Pty Ltd ACT Government rating review. Oct 2011

ACIL Tasman Melbourne Tasmanian Spatial Information Mar 2011 to 79 855 VIC Foundations business case for Jun 2011 advisory services. Ernst & Young Sydney Provision of financial advice in May 2011 to 297 660 NSW establishing the financial Oct 2011 position of State owned energy businesses.

Department of Premier and Cabinet - Annual Report 2010-11 173 Financial statements

The Department of Premier and Cabinet’s financial statements for 2010-11 including:  Income statement  Balance sheet  Cash flow statement  Statement of recognised income and expense  Notes to and forming part of the financial statements  Certification of financial statements  Independent audit report.

Department of Premier and Cabinet - Annual Report 2010-11 174

DEPARTMENT OF PREMIER AND CABINET

FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2011

Department of Premier and Cabinet - Annual Report 2010-11 175 Table of contents

Statement of Comprehensive Income 177

Statement of Financial Position 178

Statement of Cash Flows 179

Statement of Changes in Equity 180

Notes to and forming part of the Financial Statements 181

Department of Premier and Cabinet - Annual Report 2010-11 176 Department of Premier and Cabinet Statement of Comprehensive Income for the year ended 30 June 2011

2011 2011 2010 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 70,600 77,157 68,178 Appropriation revenue – works and services 2.8(a), 7.1 250 250 583 Appropriation Carried Forward under section 8A(2) - 561 - of the Public Account Act 1986 2.8(a), 7.1 Revenue from Special Capital Investment Funds 7.2,14.3 - 724 1,107 Grants 2.8(b), 7.3 12 176 284 Sale of goods and services 2.8(c), 7.4 33,531 30,333 30,520 Other revenue 2.8(d), 7.5 - 996 716 Total revenue and other income from transactions 104,393 110,197 100,388 Expenses from transactions Employee benefits 2.9(a), 8.1 35,040 40,542 38,031 Superannuation 8.1 4,000 4,345 3,609 Depreciation and amortisation 2.9(b), 8.2 1,190 956 958 Supplies and consumables 8.3 44,716 36,173 35,269 Grants and subsidies 2.9(c), 8.4 5,036 8,896 6,509 Borrowing costs 2.9(d), 8.5 - 31 23 Transfers to Service Tasmania lead agencies 2.9(f) 9,080 11,202 11,008 Other transfer payments 2.9(f), 8.6 950 1,254 3,652 Transfers to the Consolidated Fund 12 26 13 Contributions provided 2.9(e), 8.7 - 215 - Other expenses 2.9(f), 8.8 4,311 2,820 3,212 Total expenses from transactions 104,335 106,460 102,284

Net result from transactions (net operating balance) 58 3,737 (896)

Other economic flows included in net result Net gain/(loss) on non-financial assets 2.10(a)(c), 9.1 - - (113) Total other economic flows included in net result - - (113) Net result 58 3,737 (1,009)

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 2010-11 177 Department of Premier and Cabinet Statement of Financial Position as at 30 June 2011 2011 2011 2010 Budget Actual Actual Notes $’000 $’000 $’000 Assets Financial assets Cash and deposits 2.11(a), 14.1 2,483 10,278 5,902 Receivables 2.11(b), 10.1 6,831 4,770 4,909 Non-financial assets Inventories 2.11(c), 10.2 137 3 7 Plant, equipment and leasehold improvements 2.11(d), 10.3 2,263 2,435 2,082 Infrastructure 2.11(d), 10.4 825 822 1,012 Intangibles 2.11(e), 10.5 124 571 318 Other non-financial assets 2.11(f), 10.6 3,067 2,813 2,653 Total assets 15,730 21,692 16,883 Liabilities Financial liabilities Payables 2.12(a), 11.1 2,880 2,522 2,488 Interest bearing liabilities 2.12(b), 11.2 - 227 915 Non-financial liabilities Employee benefits 2.12(d), 11.3 9,786 10,416 9,007 Other non-financial liabilities 2.12(f), 11.4 1,016 2,492 2,175 Total liabilities 13,682 15,657 14,585 Net assets 2,048 6,035 2,298

Equity Reserves 13.1 180 10 180 Accumulated funds 1,868 6,025 2,118 Total Equity 2,048 6,035 2,298

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 2010-11 178 Department of Premier and Cabinet Statement of Cash Flows for the year ended 30 June 2011 2011 2011 2010 Budget Actual Actual Notes $’000 $’000 $’000 Inflows Inflows Inflows Cash flows from operating activities (Outflows) (Outflows) (Outflows) Cash inflows Appropriation receipts – recurrent 70,600 77,958 68,739 Appropriation receipts – capital 250 250 583 Receipts from non-operational capital funding - SCIF - 724 1,099 Grants - 176 284 Sale of goods and services 33,599 30,506 30,966 GST receipts 3,892 6,668 6,461 Other cash receipts - 1,016 620 Total cash inflows 108,341 117,298 108,752 Cash outflows Employee benefits (39,211) (43,440) (41,847) GST payments (4,861) (6,727) (6,452) Borrowing costs - (55) - Supplies and consumables (43,552) (36,628) (35,363) Grants and subsidies (4,486) (8,897) (6,509) Transfers to Service Tasmania lead agencies (9,080) (11,202) (11,008) Other transfer payments (950) (1,332) (3,652) Transfers to the Consolidated Fund - (26) (13) Other cash payments (6,044) (2,341) (3,245) Total cash outflows (108,184) (110,648) (108,089) Net cash from operating activities 14.2 157 6,650 663

Cash outflows Payments for acquisition of non-financial assets (617) (1,586) (371) Total cash outflows (617) (1,586) (371) Net cash used by investing activities (617) (1,586) (371)

Cash flows from financing activities Cash inflows Proceeds from borrowings - - 915 Total cash inflows - - 915 Cash outflows Repayment of borrowings - (688) - Total cash outflows - (688) - Net cash from (used by) financing activities - (688) 915

Net increase (decrease) in cash held and cash equivalents (460) 4,376 1,207 Cash and cash deposits at the beginning of the reporting period 2,943 5,902 4,695 Cash and cash deposits at the end of the reporting 14.1 2,483 10,278 5,902 period 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 2010-11 179 Department of Premier and Cabinet Statement of Changes in Equity for the year ended 30 June 2011

2011 Reserves Accumulated Total surplus / equity (deficit) $’000 $’000 $’000 Balance as at 1 July 2010 180 2,118 2,298 Total comprehensive result - 3,737 3,737

180 5,855 6,035

Transfer of Heritage assets (170) 170 -

Balance as at 30 June 2011 10 6,025 6,035

2010 Reserves Accumulated Total surplus / equity (deficit) $’000 $’000 $’000 Balance as at 1 July 2009 180 3,127 3,307 Total comprehensive result - (1,009) (1,009)

Balance as at 30 June 2010 180 2,118 2,298

This Statement of Changes in Equity should be read in conjunction with the accompanying notes.

Department of Premier and Cabinet - Annual Report 2010-11 180 Notes to and forming part of the Financial Statements for the year ended 30 June 2011 Contents NOTE 1 ... Administered Financial Statements ...... 183 1.1 ... Schedule of Administered Income and Expenses ...... 183 1.2 ... Schedule of Administered Assets and Liabilities ...... 183 1.3 ... Schedule of Administered Cash Flows ...... 184 1.4 ... Schedule of Administered Changes in Equity ...... 184 NOTE 2 ... Significant Accounting Policies ...... 185 2.1 ... Objectives and Funding ...... 185 2.2 ... Basis of Accounting ...... 185 2.3 ... Reporting Entity...... 186 2.4 ... Functional and Presentation Currency ...... 186 2.5 ... Changes in Accounting Policies ...... 186 2.6 ... Administered Transactions and Balances...... 187 2.7 ... Activities Undertaken Under a Trustee or Agency Relationship ...... 187 2.8 ... Income from transactions ...... 187 2.9 ... Expenses from transactions ...... 188 2.10 . Other economic flows included in net result ...... 189 2.11 . Assets ...... 190 2.12 . Liabilities ...... 191 2.13 . Leases ...... 192 2.15 . Judgements and Assumptions ...... 193 2.16 . Foreign Currency ...... 193 2.17 . Budget Information ...... 193 2.18 . Rounding ...... 193 2.19 . Departmental Taxation ...... 193 2.20 . Goods and Services Tax ...... 193 NOTE 3 ... Departmental Output Schedules ...... 194 3.1 ... Output Group Information ...... 194 3.2 ... Reconciliation of Total Output Groups Net Result to Statement of Comprehensive Income .. 203 3.3 ... Reconciliation of Total Output Groups Net Assets to Statement of Financial Position ...... 203 3.4 ... Administered Output Schedule ...... 204 3.5 ... Reconciliation of Total Administered Output Groups Comprehensive Result to Administered Changes in Equity ...... 204 NOTE 4 ... Expenditure under Australian Government Funding Arrangements ...... 205 NOTE 5 ... Explanations of Material Variances between Budget and Actual Outcomes ...... 205 5.1 ... Statement of Comprehensive Income ...... 205 5.2 ... Statement of Financial Position ...... 206 5.3 ... Statement of Cash Flows ...... 207 NOTE 6 ... Events Occurring After Balance Date ...... 208 NOTE 7 ... Income from transactions ...... 208 7.1 ... Revenue from Government ...... 208 7.2 ... Revenue from Special Capital Investment Funds ...... 208 7.3 ... Grants ...... 209 7.4 ... Sale of goods and services ...... 209

Department of Premier and Cabinet - Annual Report 2010-11 181 7.5 ... Other revenue ...... 209 NOTE 8 ... Expenses from transactions ...... 210 8.1 ... Employee benefits ...... 210 8.2 ... Depreciation and amortisation ...... 210 8.3 ... Supplies and consumables ...... 211 8.4 ... Grants and subsidies ...... 211 8.5 ... Borrowing Costs ...... 213 8.6 ... Other transfer payments ...... 213 8.7 ... Contributions provided ...... 214 8.8 ... Other expenses ...... 214 NOTE 9 ... Other economic flows included in net result ...... 214 9.1 ... Net gain/(loss) on non-financial assets ...... 214 NOTE 10 . Assets ...... 214 10.1 . Receivables ...... 214 10.2 . Inventories ...... 215 10.3 . Plant, equipment and leasehold improvements ...... 215 10.4 . Infrastructure ...... 216 10.5 . Intangibles ...... 217 10.6 . Other non-financial assets ...... 217 NOTE 11 . Liabilities ...... 218 11.1 . Payables ...... 218 11.2 . Interest bearing liabilities ...... 218 11.3 . Employee benefits ...... 218 11.4 . Other liabilities ...... 219 NOTE 12 . Commitments and Contingencies ...... 219 12.1 . Schedule of Commitments...... 219 12.2 . Contingent Assets and Liabilities ...... 221 NOTE 13 . Reserves ...... 221 13.1 . Reserves ...... 221 NOTE 14 . Cash Flow Reconciliation...... 222 14.1 . Cash and deposits ...... 222 14.2 . Reconciliation of Net Result to Net Cash from Operating Activities ...... 222 14.3 . Acquittal of Capital Investment and Special Capital Investment Funds ...... 223 14.4 . Financing Facilities ...... 223 NOTE 15 . Financial Instruments ...... 224 15.1 . Risk Exposures ...... 224 15.2 . Categories of Financial Assets and Liabilities ...... 226 15.3 . Comparison between Carrying Amount and Net Fair Value of Financial Assets and Liabilities . 226 NOTE 16 . Notes to Administered Statements ...... 227 16.1 . Explanations of Material Variances between Budget and Actual Outcomes ...... 227 16.2 . Administered Revenue from Government...... 227 16.3 . Tasmanian Community Forest Agreement ...... 228 16.4 . Tasmanian Community Fund ...... 228 16.5 . Reconciliation of Administered Net Result to Net Cash from Administered Operating Activities228 16.6 . Financial Instruments (Administered) ...... 228 NOTE 17 . Transactions and Balances Relating to a Trustee or Agency Arrangement ...... 229

Department of Premier and Cabinet - Annual Report 2010-11 182

NOTE 1 Administered Financial Statements

1.1 Schedule of Administered Income and Expenses 2011 2011 2010 Budget Actual Actual Notes $’000 $’000 $’000 Administered revenue and other income from transactions Revenue from Government Appropriation revenue – recurrent 2.8(a), 16.2 - 5,617 18,000 Total administered revenue and other income from transactions - 5,617 18,000

Administered expenses from transactions Tasmanian Community Forest Agreement 2.9(c)(f), 16.3 - - 19,911 Tasmanian Community Fund 2.9 (f), 16.4 - 5,617 - Total administered expenses from transactions - 5,617 19,911

Administered net result from transactions attributable to the 16.5 - - (1,911) State Administered Comprehensive Result - - (1,911)

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.

1.2 Schedule of Administered Assets and Liabilities 2011 2011 2010 Budget Actual Actual Notes $’000 $’000 $’000 Administered Assets Administered financial assets Cash and deposits 2.11(a) - - - Total administered assets - - -

Administered net assets - - -

Administered equity Accumulated funds - - - Total administered equity - - -

This Schedule of Administered Assets and Liabilities 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 2010-11 183

1.3 Schedule of Administered Cash Flows 2011 2011 2010 Budget Actual Actual Notes $’000 $’000 $’000 Inflows Inflows Inflows Administered cash flows from operating activities (Outflows) (Outflows) (Outflows) Administered cash inflows Appropriation receipts - recurrent 16.2 - 5,617 18,000 Total administered cash inflows - 5,617 18,000 Administered cash outflows Tasmanian Community Forest Agreement 16.3 - - (19,911) Tasmanian Community Fund 16.4 - (5,617) - Total administered cash outflows - (5,617) (19,911) Administered net cash from (used by) operating activities 16.5 - - (1,911) Net increase (decrease) in administered cash held - - (1,911) Administered cash and deposits at the beginning of the reporting - - 1,911 period Administered cash and deposits at the end of the reporting - - - period

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. 1.4 Schedule of Administered Changes in Equity 2011 Accumulated Total surplus / (deficit) equity $’000 $’000 Balance as at 1 July 2010 - - Total comprehensive result - - Total - -

Balance as at 30 June 2011 - -

2010 Accumulated Total surplus / (deficit) equity $’000 $’000 Balance as at 1 July 2009 1,911 1,911 Total comprehensive result (1,911) (1,911) Total - -

Balance as at 30 June 2010 - -

This Schedule of Administered Changes in Equity should be read in conjunction with the accompanying notes.

Department of Premier and Cabinet - Annual Report 2010-11 184 NOTE 2 Significant Accounting Policies

2.1 Objectives and Funding The Department of Premier and Cabinet 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 of Premier and Cabinet is a central agency of the Tasmanian Government. The Ministers whom the Department supports as of 30 June 2011 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 provides administrative support to the State Service Commissioner, the Electricity Supply Industry Expert Panel, Tasmania Together Progress Board and the Local Government Board each reporting directly to Parliament. 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;  project management services; and  telecommunications and computing services. The financial report 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 15 August 2011.

Department of Premier and Cabinet - Annual Report 2010-11 185 Compliance with the Australian Accounting Standards (AAS) may not result in compliance with International Financial Reporting Standards (IFRS), as the AAS include 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 as 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 2008-3 Amendments to Australian Accounting Standards arising from AASB 3 and AASB 127 – This Standard introduces some minor terminology changes. There is no expected financial impact of applying these changes.  AASB 2009-5 Further Amendments to Australian Accounting Standards arising from the Annual Improvements Project – This Standard introduces small disclosure and classification changes. There is no expected financial impact of applying these changes. b) Impact of new and revised Accounting Standards yet to be applied The following new standards have been issued by the AASB and are yet to be applied:  AASB 2009-11 Amendments to Australian Accounting Standards arising from AASB 9 – The amendments require modification to the disclosure of categories of financial assets. It is not anticipated that there will be any financial impact.  AASB 1053 Application of Tiers of Australian Accounting Standards – This Standard establishes a differential financial reporting framework consisting of two tiers of reporting requirements for preparing general purpose financial statements. The Standard does not have any financial impact on the Department. However, it may affect disclosures if reduced disclosure requirements apply.  AASB 1054 Australian Additional Disclosures - This standards sets out the Australian-specific disclosures for entities that have adopted Australian Accounting Standards that are additional to the requirements under International Financial Reporting Standards in areas such as the nature of financial statements (general purpose or special purpose), audit fees and the reconciliation of net operating cash flow to profit (loss). It is not anticipated that there will be any financial impact.

Department of Premier and Cabinet - Annual Report 2010-11 186  AASB 2010-2 Amendments to Australian Accounting Standards arising from Reduced Disclosure Requirements – This Standard makes amendments to introduce reduced disclosure requirements for certain types of entities. There is no expected financial impact of applying these changes, as the Department is likely to be considered a Tier 1 entity.  AASB 2010-6 Amendments to Australian Accounting Standards – Disclosures on Transfers of Financial Assets – This Standard includes additional presentation and disclosure requirements for financial assets. It is not expected to have a financial impact.  AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 – This Standard makes minor revisions, however it is not expected to have a financial impact.  AASB 2009-12 Amendments to Australian Accounting Standards – This Standard introduces a number of terminology changes. There is no expected financial impact.  AASB 2010-5 Amendments to Australian Accounting Standards – This Standard introduces terminology changes as well as presentation changes, however, there is no financial impact from these revisions. 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 financial administration of the Tasmanian Community Fund was with the Department of Treasury and Finance from 1 July 2010 until 30 September 2010. The Department of Premier and Cabinet assumed financial administration from 1 October 2010. 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. 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 2010-11 187 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: Minor computing equipment 3 years Major computing equipment 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 2010-11 188 c) Grants and subsidies 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. 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) Borrowing costs All borrowing costs are expensed as incurred using the effective interest method. Borrowing costs include:  interest on bank overdrafts and short term and long term borrowings;  unwinding of discounting of 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, TMD 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. 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.

Department of Premier and Cabinet - Annual Report 2010-11 189 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. 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.

Department of Premier and Cabinet - Annual Report 2010-11 190 (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 3 yearly basis. They were revalued by Gowans Auctions (Auctioneers and Valuers) in June 2009. 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. 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 2010-11 191 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 2011, 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 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 financial liabilities Revenue in advance held is recognised at the time of receipt and treated as revenue in the period to which it relates. Payroll tax liability is a liability for payroll on-costs calculated on employee benefits liabilities for wages and salaries recreation leave and long service leave and is recognised when the employee becomes entitled to receive these benefits. The liability expected to be realised within 12 months is measured as the amount expected to be paid. The liability due in more than 12 months 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. 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 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.

Department of Premier and Cabinet - Annual Report 2010-11 192 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, such as Note 2.11(d) and 2.12 (d). 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 2010-11 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 2010-11 193 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 2011 2011 2010 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 19,960 21,459 20,006 Sale of goods and services - 3 1 Other revenue - 160 218 Total revenue and other income from transactions 19,960 21,622 20,225 Expenses from transactions Employee benefits Salaries and wages 11,299 13,762 12,259 Other employee related expenses 344 90 70 Reserved by Law – Ministerial Salaries and Allowances 744 762 728 Superannuation 1,352 1,348 1,106 Depreciation and amortisation 17 - 9 Grants and transfer payments - 1 - Supplies and consumables Advertising and promotion - 43 35 Communications 417 432 425 Consultants 21 71 41 Information technology 281 182 150 Maintenance 294 66 31 Operating lease costs 150 552 566 Property services 2,262 2,668 2,475 Travel and transport 1,484 1,015 813 Other supplies and consumables 313 501 379 Other transfer payments - 4 - Contributions provided - 215 - Other expenses 911 973 877 Total expenses from transactions 19,889 22,685 19,964 Net result from transactions (net operating balance) 71 (1,063) 261 Net Result 71 (1,063) 261 Comprehensive result 71 (1,063) 261

Expense by output 1.1 Support for Ministers 15,946 17,900 15,944 1.2 Support for other Members of Parliament 3,943 4,785 4,020 Total 19,889 22,685 19,964 Net assets Total assets deployed for Output Group 1 254 615 Total liabilities incurred for Output Group 1 (3,562) (2,808) Net assets deployed for Output Group 1 (3,308) (2,193)

Department of Premier and Cabinet - Annual Report 2010-11 194 (II) DEPARTMENTAL OUTPUT GROUPS Output Group 1 – Support for Executive Decision Making 2011 2011 2010 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 12,240 9,773 12,964 Section 8A(2) carry forward revenue - 471 - Sale of goods and services 95 184 141 Total revenue and other income from transactions 12,335 10,428 13,105 Expense from transactions Employee benefits Salaries and wages 4,071 4,422 4,392 Other employee related expenses 98 94 225 Superannuation 494 511 459 Depreciation and amortisation 193 10 10 Grants and transfer payments 1,365 2,403 2,648 Supplies and consumables Advertising and promotion 828 128 124 Board members’ fees 110 114 123 Communications 75 142 84 Consultants 383 97 355 Information technology 273 99 197 Maintenance 31 13 16 Operating lease costs 100 110 139 Property services 532 628 596 Travel and transport 214 165 158 Other supplies and consumables 2,128 1,157 391 Other transfer payments 50 217 3,079 Transfers to the Consolidated Fund - 18 - Other expenses 1,516 320 318 Total expenses from transactions 12,461 10,648 13,314 Net result from transactions (net operating balance) (126) (220) (209) Net Result (126) (220) (209) Comprehensive result (126) (220) (209)

Expense by output 1.1 Strategic Policy and Advice 5,753 4,697 6,342 1.2 Climate Change 1,896 1,771 2,010 1.3 Social Inclusion 4,812 4,180 4,962 Total 12,461 10,648 13,314

Net assets Total assets deployed for Output Group 1 247 124 Total liabilities incurred for Output Group 1 (1,381) (1,510) Net assets deployed for Output Group 1 (1,134) (1,386)

Department of Premier and Cabinet - Annual Report 2010-11 195 Output Group 2 – Government Processes and Services 2011 2011 2010 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 12,262 15,369 12,077 Appropriation – works and services 368 - - Grants - 121 215 Sale of goods and services - 362 411 Other revenue - 120 - Total revenue and other income from transactions 12,630 15,972 12,703 Expense from transactions Employee benefits Salaries and wages 4,619 6,459 5,842 Other employee related expenses 113 119 111 Superannuation 581 813 608 Depreciation and amortisation 50 23 22 Grants and transfer payments 2,372 2,768 1,415 Borrowing costs - 31 23 Supplies and consumables Advertising and promotion 410 102 392 Board members fees 200 237 - Communications 93 135 143 Consultants 214 331 230 Information technology 724 383 637 Maintenance 40 30 23 Operating lease costs 80 132 130 Property services 718 989 750 Travel and transport 303 275 279 Other supplies and consumables 1,630 2,127 1,973 Other transfer payments - 96 50 Transfers to the Consolidated Fund - 1 13 Other expenses 353 475 1,033 Total expenses from transactions 12,500 15,526 13,674 Net result from transactions (net operating balance) 130 446 (971) Net Result 130 446 (971) Comprehensive result 130 446 (971)

Expense by output 2.1 Management of Executive Government Processes 7,062 8,972 8,485 2.2 Principal and Subordinate Legislation 3,262 3,003 3,228 2.3 Tasmanian Government Courier 613 608 609 2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor 1,563 1,709 1,352 2.5 Electricity Industry Supply Review - 1,234 - Total 12,500 15,526 13,674

Net assets Total assets deployed for Output Group 2 1,057 471 Total liabilities incurred for Output Group 2 (3,045) (3,326) Net assets deployed for Output Group 2 (1,988) (2,855)

Department of Premier and Cabinet - Annual Report 2010-11 196 Output Group 3 – Electronic Services for Government Agencies and the Community 2011 2011 2010 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 14,020 17,066 11,737 Sale of goods and services 31,590 28,835 29,001 Other revenue - 98 141 Total revenue and other income from transactions 45,610 45,999 40,879 Expense from transactions Employee benefits Salaries and wages 7,580 7,778 7,739 Other employee related expenses 554 131 152 Superannuation 843 815 744 Depreciation and amortisation 918 916 910 Grants and transfer payments 155 350 350 Supplies and consumables Advertising and promotion 68 33 22 Board members fees - 7 - Communications 16,552 15,418 15,528 Consultants 252 257 175 Information technology 2,131 1,455 1,502 Maintenance 20 44 65 Operating lease costs 20 77 92 Property services 1,669 1,259 1,467 Travel and transport 158 76 68 Other supplies and consumables 5,242 603 539 Transfers to Service Tasmania lead agencies 8,830 10,952 10,759 Other transfer payments - - 18 Other expenses 567 547 522 Total expenses from transactions 45,559 40,718 40,652 Net result from transactions (net operating balance) 51 5,281 227

Other economic flows included in net result Write-down of inventory to net realisable value - - (113) Total other economic flows included in net result - - (113) Net Result 51 5,281 114 Comprehensive result 51 5,281 114

Expense by output 3.1 ICT Policy Development and Implementation 2,591 2,244 2,732 3.2 Management and Ongoing Development of Service Tasmania 12,070 12,076 11,910 3.3 Management of TASINET and Networking Tasmania 21,833 21,565 20,819 3.4 Information Systems Management 9,065 4,833 5,304 Total 45,559 40,718 40,765 Net assets Total assets deployed for Output Group 3 9,124 9,198 Total liabilities incurred for Output Group 3 (5,075) (4,928) Net assets deployed for Output Group 3 4,049 4,270

Department of Premier and Cabinet - Annual Report 2010-11 197 Output Group 4 – State Service Management 2011 2011 2010 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 2,765 3,782 2,717 Sale of goods and services 1,432 1,122 1,016 Other revenue - 58 42 Total revenue and other income from transactions 4,197 4,962 3,775 Expense from transactions Employee benefits Salaries and wages 1,670 2,446 1,912 Other employee related expenses 73 26 22 Superannuation 220 300 207 Depreciation and amortisation 10 4 4 Supplies and consumables Advertising and promotion 8 49 12 Communications 50 36 35 Consultants 3 - 49 Information technology 129 89 138 Maintenance 16 6 3 Operating lease costs 30 33 47 Property services 282 282 364 Travel and transport 76 33 24 Other supplies and consumables 1,121 1,084 930 Other transfer payments 400 415 - Other expenses 115 175 88 Total expenses from transactions 4,203 4,978 3,835 Net result from transactions (net operating balance) (6) (16) (60) Net Result (6) (16) (60) Comprehensive result (6) (16) (60)

Expense by output 4.1 State Service Employment and Management 3,016 3,850 2,871 4.2 Support for the State Service Commissioner 1,187 1,128 964 Total 4,203 4,978 3,835

Net assets Total assets deployed for Output Group 4 369 263 Total liabilities incurred for Output Group 4 (909) (870) Net assets deployed for Output Group 4 (540) (607)

Department of Premier and Cabinet - Annual Report 2010-11 198 Output Group 5 – Tasmania Together Progress Board 2011 2011 2010 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 1,113 1,151 948 Other revenue - 48 - Total revenue and other income from transactions 1,113 1,199 948 Expense from transactions Employee benefits Salaries and wages 414 561 473 Other employee related expenses 9 1 4 Superannuation 77 90 64 Supplies and consumables Advertising and promotion 64 177 92 Board members’ fees 150 158 141 Communications 13 12 8 Consultants 4 22 20 Information technology 12 10 4 Maintenance 4 1 - Operating lease costs 10 12 16 Property services 48 50 71 Travel and transport 22 13 9 Other supplies and consumables 235 70 31 Transfers to the Consolidated Fund - 1 - Other expenses 48 52 43 Total expenses from transactions 1,110 1,230 976 Net result from transactions (net operating balance) 3 (31) (28) Net Result 3 (31) (28) Comprehensive result 3 (31) (28)

Expense by output 5.1 Support for Tasmania Together Progress Board 1,110 1,230 976 Total 1,110 1,230 976

Net assets Total assets deployed for Output Group 5 39 38 Total liabilities incurred for Output Group 5 (168) (135) Net assets deployed for Output Group 5 (129) (97)

Department of Premier and Cabinet - Annual Report 2010-11 199 Output Group 6 – Community Development

2011 2011 2010 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 6,180 6,253 5,993 Grants 12 55 68 Sales of goods and services 46 11 6 Other revenue - 328 260 Total revenue and other income from transactions 6,238 6,647 6,327 Expense from transactions Employee benefits Salaries and wages 2,488 2,821 2,902 Other employee related expenses 10 22 44 Superannuation 308 346 297 Depreciation and amortisation 2 2 1 Grants and transfer payments 1,144 2,054 989 Supplies and consumables Advertising and promotion 53 345 237 Board members’ fees 7 7 6 Communications 115 134 73 Consultants 154 53 43 Information technology 88 48 68 Maintenance 23 9 29 Operating lease costs 60 62 77 Property services 282 349 621 Travel and transport 95 65 62 Other supplies and consumables 789 340 186 Other transfer payments 500 484 554 Transfers to the Consolidated Fund - 6 - Other expenses 198 204 198 Total expenses from transactions 6,316 7,351 6,387 Net result from transactions (net operating balance) (78) (704) (60) Net Result (78) (704) (60) Comprehensive result (78) (704) (60)

Expense by output 6.1 Community Development – policy advice and ongoing community development 6,316 7,351 6,387 Total 6,316 7,351 6,387

Net Assets Total assets deployed for Output Group 6 297 252 Total liabilities incurred for Output Group 6 (1,276) (645) Net assets deployed for Output Group 6 (979) (393)

Department of Premier and Cabinet - Annual Report 2010-11 200 Output Group 7 – Development of Local Government 2011 2011 2010 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 2,060 2,304 1,736 Section 8A(2) carry forward revenue - 90 - Total revenue and other income from transactions 2,060 2,394 1,736 Expense from transactions Employee benefits Salaries and wages 944 1,027 1,129 Other employee related expenses 10 21 26 Superannuation 125 122 124 Depreciation and amortisation - 2 2 Grants and transfer payments - 596 - Supplies and consumables Advertising and Promotion 16 6 7 Board members’ fees - 2 50 Communications 24 18 18 Consultants 10 109 21 Information technology 56 27 53 Maintenance 13 2 2 Operating lease costs 25 23 34 Property services 151 179 161 Travel and transport 101 27 45 Other supplies and consumables 480 75 36 Other transfer payments - 38 - Other expenses 92 74 84 Total expenses from transactions 2,047 2,348 1,792 Net result from transactions (net operating balance) 13 46 (56) Net Result 13 46 (56) Comprehensive result 13 46 (56)

Expense by output 7.1 Development of Local Government 2,047 2,348 1,792 Total 2,047 2,348 1,792

Net assets Total assets deployed for Output Group 7 30 20 Total liabilities incurred for Output Group 7 (241) (363) Net assets deployed for Output Group 7 (211) (343)

Department of Premier and Cabinet - Annual Report 2010-11 201 Capital Investment Program 2011 2011 2010 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Appropriation revenue – works and services 250 250 583 Total revenue and other income from transactions 250 250 583 Expense from transactions Supplies and consumables Communications 209 Maintenance 122 Other supplies and consumables 2 Transfers to Service Tasmania lead agencies 250 250 250 Total expenses from transactions 250 250 583 Net result from transactions (net operating balance) - - - Net Result - - - Comprehensive result - - - Expense by project - Telepresence for COAG - - 333 Service Tasmania Shops Capital Investment 250 250 250 Total 250 250 583

Infrastructure Fund 2011 2011 2010 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from Special Capital Investment Funds - 724 1,107 Total expenses from transactions - 724 1,107 Expense from transactions Grants and transfer payments - 724 1,107 Total expenses from transactions - 724 1,107 Net result from transactions (net operating balance) - - - Net Result - - - Comprehensive result - - - Expense by project Main Street Makeover Program - 724 917 Veteran’s Memorial Centre Bridgewater - - 190 Total - 724 1,107

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 2010-11 202 3.2 Reconciliation of Total Output Groups Net Result to Statement of Comprehensive Income 2011 2011 2010 Budget Actual Actual $'000 $'000 $'000 Total comprehensive result of Output Groups 58 3,737 (1,009)

Reconciliation to comprehensive result - - -

Comprehensive result 58 3,737 (1,009)

3.3 Reconciliation of Total Output Groups Net Assets to Statement of Financial Position 2011 2010 Actual Actual $'000 $'000 Total net assets deployed for Output Groups (4,240) (3,600)

Reconciliation to net assets Assets unallocated to Output Groups 10,275 5,898 Liabilities unallocated to Output Groups - - Net assets 6,035 2,298

Department of Premier and Cabinet - Annual Report 2010-11 203 3.4 Administered Output Schedule Budget information refers to original estimates and has not been subject to audit. Output Group – Administered Items 2011 2011 2010 Budget Actual Actual $'000 $'000 $'000 Administered revenue and other income from transactions Revenue from appropriation - 5,617 18,000 Total administered revenue and other income from transactions - 5,617 18,000

Administered expense from transactions Tasmanian Community Forest Agreement - - 19,911 Tasmanian Community Fund - 5,617 - Total administered expenses from transactions - 5,617 19,911 Administered net result from transactions (net operating balance) - - (1,911) Total administered comprehensive result - - (1,911) Administered expense by project Tasmanian Community Forest Agreement - - 19,911 Tasmanian Community Fund - 5,617 - Total - 5,617 19,911

Administered net assets Total assets deployed for Administered items - - Total liabilities incurred for Administered items - - Administered net assets deployed for Administered items - - 3.5 Reconciliation of Total Administered Output Groups Comprehensive Result to Administered Changes in Equity 2011 2011 2010 Budget Actual Actual $'000 $'000 $'000 Total administered net result of Administered Items - - (1,911)

Reconciliation to administered net surplus/(deficit) - - - Net surplus (deficit) - - (1,911)

Department of Premier and Cabinet - Annual Report 2010-11 204 NOTE 4 Expenditure under Australian Government Funding Arrangements

The Department of Premier and Cabinet did not have any expenditure under the Australian Government Funding Arrangements in 2009-10.

Australian Australian State Funds Govt Funds State Funds Govt Funds 2011 2011 2010 2010 Actual Actual Actual Actual $’000 $’000 $’000 $’000 National Partnership Payments Local Government Reform - 356 - - Total - 356 - -

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 % Appropriation revenue - recurrent (a) 70,600 77,157 6,557 9 Appropriation Carried Forward under section 8A(2) of the Public Account Act 1986 (b) - 561 561 100 Sales of goods and services (c) 33,531 30,333 (3,198) (10) Other revenue (d) - 996 996 100 Employee benefits (e) 35,040 40,542 5,502 16 Supplies and consumables (f) 44,716 36,173 (8,543) (19) Grants and subsides (g) 5,036 8,896 3,860 77 Transfers to Service Tasmanian lead agencies (h) 9,080 11,202 2,122 23 Other expenses (i) 4,311 2,820 (1,491) (35)

Notes to Statement of Comprehensive Income variances (a) Variations are primarily due to:  Funding provided by the Commonwealth for Local Government reform – Future proofing councils and Development of Local Government  A donation to the Queensland Flood Appeal based on the Government's commitment to match fundraising efforts through service clubs including Apex, Lions, Soroptimist and Rotary  The cost of State Funerals for the late Sue Napier and the late Darrel Baldock  The Government’s contribution to the Unicef Pakistan Flood Appeal  Funding was required for the establishment of an expert panel to undertake a review of the Tasmanian electricity supply industry, which is to be administered by the Department.  Funding required to meet the Government's commitment to provide financial assistance to the Six Rivers Aboriginal Corporation (SRAC) for the purpose of supporting the relocation of the SRAC Community Centre including the purchase and refurbishment of premises; and for the redevelopment of the Tiagarra Museum  Expenditure brought forward on the Government's IT Transformation Project. The funding brought forward related to the consolidation of email services across Government component of the project.

Department of Premier and Cabinet - Annual Report 2010-11 205  Increased accommodation expenses, primarily arising from cost revisions within the leasing agreements for Ministerial Offices and other Members’ offices.  Increased non-salary office expenses for an additional four Ministerial offices.  Unbudgeted staff related, property and other non-salary expenses within Ministerial and Parliamentary Support to meet the cost of the approved staffing structure within Ministerial Offices, other Government members offices, Office of the Liberal Opposition and Office of the Tasmanian Greens. (b) Reflects funding carried forward into 2010-11 for the Local Government Valuation and Rating Review, the Cars for Communities program, and the ClimateConnect grants program. (c) Reflects lower than estimated revenue from telecommunications charges due to government wide telecommunications budget management strategies. (d) Reflects funding received from Treasury for Stage 1 of the Structured Infrastructure Investment Review Program, the transfer of Tasmania Day funding from the Department of Economic Development, Tourism and the Arts, the contribution from several agencies for the People Pulse Survey, salary reimbursements received for staff on secondment to other agencies, carbon emission offsets received, and transfer of funds from Workplace Standards for Unions Tasmania funding. (e) Reflects the impact of State Service Wage increases during 2010-11, additional staff costs for new programs including the IT Transformation program and the Electricity Supply Industry Review Panel, and the recasting of expenses against budget against Supplies and Consumables. (f) Reflects a reduction in telecommunications costs due to government wide telecommunications budget management strategies, and a recasting of expenses against budget between Supplies and Consumables, Employee Benefits, Grants and Subsidies, and Other Expenses in the Financial Statements. (g) Reflects recasting of expenses against budget between Grants and Subsidies, Supplies and Consumables, and Other Expenses in the Financial Statements. (h) Reflects payments made to meet the cost of Service Tasmania delivery channels. (i) Reflects recasting of expenses against budget between Other Expenses, Supplies and Consumables, Employee Benefits, and Grants and Subsidies in the Financial Statements.

5.2 Statement of Financial Position

Note Budget Actual Variance Variance $’000 $’000 $’000 % Receivables (a) 6,831 4,770 (2,061) (30) Employee benefits (b) 9,786 10,416 630 6 Other non financial liabilities (c) 1,016 2,492 1,476 145

Notes to Statement of Financial Position variances (a) Reflects the reduction in Sales of Goods and Services, and improved debt collection processes. (b) Reflects the impact of State Service Wage increases during 2010-11, additional staff costs for new programs including the IT Transformation program and the Electricity Supply Industry Review Panel, and additional staff expenses to meet the cost of the approved staffing structure within Ministerial Offices, other Government members offices, Office of the Liberal Opposition and Office of the Tasmanian Greens. (c) Reflects funding carry forwards for the Six Rivers Aboriginal Corporation and Climate Connect grants, increased payroll tax liability, and an increase in revenue received in advance.

Department of Premier and Cabinet - Annual Report 2010-11 206 5.3 Statement of Cash Flows Note Budget Actual Variance Variance $’000 $’000 $’000 % Appropriation revenue - recurrent (a) 70,600 77,958 7,358 10 Sale of goods and services (b) 33,599 30,506 (3,093) (9) GST receipts (c) 3,892 6,668 2,776 71 Other cash receipts (d) - 1,016 1,016 100 Employee benefits (e) (39,211) (43,440) (4,229) 11 GST payments (f) (4,861) (6,727) (1,866) 38 Supplies and consumables (g) (43,552) (36,628) 6,924 (16) Grants and subsidies (h) (4,486) (8,173) (3,687) 82 Transfers to Service Tasmania lead agencies (i) (9,080) (11,202) (2,122) 23 Other cash payments (j) (6,044) (2,341) 3,703 (61)

Notes to Statement of Cash Flows variances (a) Variations are primarily due to:  Funding provided by the Commonwealth for Local Government reform – Future proofing councils and Development of Local Government  A donation to the Queensland Flood Appeal based on the Government's commitment to match fundraising efforts through service clubs including Apex, Lions, Soroptimist and Rotary  The cost of State Funerals for the late Sue Napier and the late Darrel Baldock  The Government’s contribution to the Unicef Pakistan Flood Appeal  Funding was required for the establishment of an expert panel to undertake a review of the Tasmanian electricity supply industry, which is to be administered by the Department of Premier & Cabinet.  Funding required to meet the Government's commitment to provide financial assistance to the Six Rivers Aboriginal Corporation for the purpose of supporting the relocation of the SRAC Community Centre including the purchase and refurbishment of premises; and for the redevelopment of the Tiagarra Museum  Expenditure brought forward on the Government's IT Transformation Project. The funding brought forward related to the consolidation of email services across Government component of the project.  Increased accommodation expenses, primarily arising from cost revisions within the leasing agreements for Ministerial Offices and other Members’ offices.  Increased non-salary office expenses for an additional four Ministerial offices.  Unbudgeted staff related, property and other non-salary expenses within Ministerial and Parliamentary Support to meet the cost of the approved staffing structure within Ministerial Offices, other Government members offices, Office of the Liberal Opposition and Office of the Tasmanian Greens. (b) Reflects lower than estimated revenue from telecommunications charges due to government wide telecommunications budget management strategies. (c) Reflects the actual level of input tax credits received and GST received on services provided. (d) Reflects funding received from Treasury for Stage 1 of the Structured Infrastructure Investment Review Program, the transfer of Tasmania Day funding from the Department of Economic Development, Tourism and the Arts, the contribution from several agencies for the People Pulse Survey, salary reimbursements received for staff on secondment to other agencies, carbon emission offsets received, and transfer of funds from Workplace Standards for Unions Tasmania funding. (e) Reflects the impact of State Service Wage increases during 2010-11, additional staff costs for new programs including the IT Transformation program and the Electricity Supply Industry Review Panel, and the recasting of expenses against budget against Supplies and Consumables and Other Expenses. (f) Reflects actual level of GST paid on purchases of goods and services and payment of GST to the ATO. (g) Reflects a reduction in telecommunications costs due to government wide telecommunications budget management strategies, and a recasting of expenses against budget between Supplies and Consumables, Employee Benefits, Grants and Subsidies, and Other Cash Payments in the Financial Statements. (h) Reflects recasting of expenses against budget between Grants and Subsidies, Supplies and Consumables, and Other Expenses in the Financial Statements. (i) Reflects payments made to meet the cost of Service Tasmania delivery channels.

Department of Premier and Cabinet - Annual Report 2010-11 207 (j) Reflects recasting of expenses against budget between Other Cash Payments, Supplies and Consumables, Employee Benefits, and Grants and Subsidies in the Financial Statements.

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.

2011 2011 2010 Budget Actual Actual $’000 $’000 $’000 Appropriation revenue - recurrent Current year 69,856 76,395 67,450 Item Reserved by Law: Parliamentary Salaries, Superannuation and Allowances Act 1973 744 762 728 Total 70,600 77,157 68,178 Appropriation revenue – works and services 250 250 583 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 - 561 - Total 250 811 583 Total Revenue from Government 70,850 77,968 68,761

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.

2011 2010 Actual Actual $’000 $’000 Economic and Social Infrastructure Fund 724 1,107 Total Revenue from Special Capital Investment Funds 724 1,107

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 2010-11 208 7.3 Grants 2011 2010 $’000 $’000 Grants from Australian Government Specific grants 140 185 Total 140 185 Other Grants Grant for National Youth Week activities 36 - Contribution to the treatment of natural hazard risk project - 90 Training incentives - 9 Total 36 99

Total 176 284

Grants received from the National Australia Day Council of $120,671 are provided on the condition that they are used for Australia Day celebrations. An amount of $4,795 will be expended in the 2011-12 financial year. Grant received from the Commonwealth Department of Education, Employment and Workplace Relations of $19,547 was provided on the condition that the funds were used for National Youth Week activities. The funding was fully expended. Grant received from Beyond Blue of $36,000 was provided on the condition that the funds were used for National Youth Week activities. The funding was fully expended.

7.4 Sale of goods and services 2011 2010 $’000 $’000 TASINET charges 18,851 18,999 Network Tasmania (NT) contract management 2,012 2,105 Computing services 2,634 2,619 Human resource systems 1,632 1,456 Oracle licensing 629 606 Information technology policy 64 198 Legislation drafting 317 473 Training services 1,107 1,016 Service Tasmania transaction fees and contributions 2,746 2,864 Other 341 184 Total 30,333 30,520

7.5 Other revenue 2011 2010 $’000 $’000 Carbon emissions offsets revenue 95 85 Transfers from other agencies 426 291 Other 475 340 Total 996 716

Department of Premier and Cabinet - Annual Report 2010-11 209 NOTE 8 Expenses from transactions

8.1 Employee benefits 2011 2010 $’000 $’000 Wages and salaries (including fringe benefits and non-monetary components) 34,477 30,812 Recreation leave 2,998 2,908 Long service leave 1,468 836 Personal leave 937 947 Other post-employment benefits 158 1,867 Recruitment 133 51 Training and conferences 293 388 Other employee expenses 78 222 Sub Total 40,542 38,031

Superannuation 4,345 3,609 Total 44,887 41,640

Superannuation expenses relating to the defined benefits scheme relate to payments into the Superannuation Provision Account (SPA) held centrally and recognised within the Finance General Division of the Department of Treasury and Finance. 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 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 SPA a “gap” payment equivalent to 3.3 per cent of salary in respect of employees who are members of contribution schemes.

8.2 Depreciation and amortisation a) Depreciation 2011 2010 $’000 $’000 Plant, equipment and leasehold improvements 523 594 Infrastructure assets 190 190 Total 713 784

b) Amortisation 2011 2010 $’000 $’000 Intangibles - software 243 174 Total 243 174

Total depreciation and amortisation 956 958

Department of Premier and Cabinet - Annual Report 2010-11 210 8.3 Supplies and consumables 2011 2010 $’000 $’000 Advertising and promotion 883 921 Audit fees – financial audit 78 50 Audit fees – internal audit 44 40 Building and infrastructure maintenance 172 292 Communications 16,327 16,523 Consultants 890 934 Contractors, training fees, and expenses 2,190 919 Entertainment 97 92 Information technology 2,293 2,749 Materials and supplies 203 199 Meetings/committee expenses 331 228 Minor equipment purchases and maintenance 933 228 Operating lease costs 1,001 1,100 Other property services 817 804 Printing and information 1,360 1,457 Rent 5,589 5,701 Sitting fees 566 344 Travel and transport 1,635 1,441 Other supplies and consumables 764 1,247 Total 36,173 35,269

8.4 Grants and subsidies 2011 2010 $’000 $’000 Community Capacity Building 700 971 Community Development Grants 1,183 657 Family Assistance Program 350 350 Main Street Makeover Program 724 917 Six Rivers Aboriginal Corporation Grant 524 - Social Inclusion Grant Programs 1,055 1,146 Sundry Grants – Premier 2,315 841 Tasmanian Climate Change Office Grants 528 424 University Scholarships 130 125 Urban Renewal and Heritage Fund 78 - Other Grants and Contributions 1,309 1,078 Total 8,896 6,509

Community Capacity Building Grants The Community Capacity Building Grants Program aims to improve Tasmanian’s participation in the social, economic, political and cultural life of their community by building individual and community capacity. This grants program is funded jointly under Output 1.3 – Social Inclusion and Output 6.1 – Community Development - Policy advice and ongoing community development.

Community Development Grants The Aboriginal Affairs Program provides grants to:  the Tasmanian Aboriginal Centre Inc, to assist Aboriginal first home buyers and Aboriginal charitable institutions with the payment of stamp duty costs; and  the Aboriginal Land Council of Tasmania, to assist with the management of land returned to the Aboriginal community. The Office of Children and Youth Affairs provides funding for the Youth Network of Tasmania (YNOT) including the Tasmanian Youth Forum.

Department of Premier and Cabinet - Annual Report 2010-11 211 Multicultural Tasmania allocated $90 000 funding for the Multicultural Council of Tasmania, the peak body for the culturally and linguistically diverse community in the State. The Migrant Resource Centre (South) was allocated funding of $57 000 and the Migrant Resource Centre (North) was allocated $43 000. The Seniors Bureau’s grant program provides grant assistance to the Council of the Ageing (Tasmania) to perform the functions of a peak body representing and advocating the interests of older Tasmanians and the Tasmanian non- government aged sector. During 2010, the Tasmanian Government facilitated a statewide tour of Deadly Dollars, a New South Wales performance based consumer rights and financial literacy program for Aboriginal and Torres Strait Islander people, with financial assistance from the Australian Government of $29,000. The Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Community grants program allocated $50,000 to community organisations to progress achievement against Tasmania Together benchmarks that relate to the LGBTI community. These grants are all funded under Output 6.1 Community Development – Policy advice and ongoing community development.

Family Assistance Program This item 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. Grants under this program are not available to meet administrative overheads. Funding under this program is designed to supplement other available funding sources. Recipient organisations are expected to maintain their efforts to secure funding from other sources. This program was funded under Output 1.3 – Social Inclusion.

Main Street Makeover Program Funding is provided from the Special Capital Investment Fund, through the Economic and Social Infrastructure Fund, for the Main Street Makeover program which enables councils to increase the number of towns in Tasmania with improved streetscapes that will encourage visitors to spend more time in the vicinity and to enhance local communities.

Six Rivers Aboriginal Corporation Grant Six Rivers Aboriginal Corporation (SRAC) (formerly known as the Mersey Leven Aboriginal Corporation) endeavours to provide a range of services to Aboriginal and Torres Strait Islander people in the Mersey Leven area. In 2010, Government committed to assisting the SRAC to relocate its premises and to re-develop the Tiagarra Museum located on Mersey Bluff. A total of $524,000 was provided to SRAC in 2010-11.

Social Inclusion Grant Programs Funding is provided to support the Returned and Services League of Australia (RSLA) (Tasmanian Branch) to deliver services to its members and reconnect isolated and socially excluded veterans, war widows and dependants to their community. The Tasmanian Government has invested $260,000 in funding per year for four years for the Supporting Tasmanian Volunteers Program to reinvigorate and coordinate volunteering in Tasmania. The War Memorial grants program was allocated $50,000 to provide funding as a contribution to the cost of repairing and maintaining memorials in Tasmania. The Cars for Communities Program was introduced to help community organisations design local transport services that help isolated Tasmanians become more involved in their communities.

Three food vans across the State received grants funded through Output 1.3 – Social Inclusion. The objective of the grants is to assist the provision of food and beverage services and outreach to other services, information and social contact to disadvantaged Tasmanians These grants were funded under Output 1.3 – Social Inclusion.

Sundry Grants – Premier A discretionary grants program is maintained to allow the Premier to meet requests received to provide limited financial assistance to groups or individuals. These grants are designed to support valued community and cultural activities with national, statewide or local significance. Election commitment grants were included in the sundry grants program. This grants program is funded under Output 2.1 - Management of Executive Government Processes.

Department of Premier and Cabinet - Annual Report 2010-11 212 Tasmanian Climate Change Office Grants Programs The Climate Change Office funds two programs to help local communities, households and individuals to reduce their carbon footprint. Both programs are funded under Output 1.2 – Climate Change. The Climate Connect community grants program was developed to assist not-for-profit community groups and local government entities to undertake innovative and targeted projects that help communities reduce their carbon emissions, conserve energy, and / or respond to the impacts of climate change. The Earn Your Stars Micro-grants program is designed to give communities the resources, skills and knowledge to respond to climate change issues.

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. This item provides for a contribution by the State Government to the Tasmania Scholarships Program. The Program is funded under Output 2.1 – Management of Executive Government Processes.

Urban Renewal and Heritage Fund Grants The Urban Renewal and Heritage Fund supports conservation and restoration of heritage assets as well as urban renewal projects. The Dorset Council received a grant for the Bridport Cultural and Recreation Revitalisation Project.

Other grants and contributions Australia Day Grants: ($9,896) Celebrate Tasmania Day Grants: ($62,000) Tasmanian Electronic Commerce Centre: ($350,000) Kentish Council Railton Streetscape: ($300,000) National partnership Agreement to Support Local Government Projects: ($218,000) UNICEF donation to the Pakistan Flood appeal: ($100,000) Queensland Flood Relief Appeal: ($248,000) Relationships Australia Research Program: ($10,000) Tasmanian Centre for Global Learning: ($2,000) Tasmanian Regional Arts Inc: ($4,000) Volunteering Tasmania Inc: ($5,000).

8.5 Borrowing Costs 2011 2010 $’000 $’000 Interest expense Interest on advance from the State Government 31 23 Total 31 23

8.6 Other transfer payments 2011 2010 $’000 $’000 Transfers to Tasmanian state government agencies 360 1,003 Transfers to Australian government agencies 90 1,075 Transfers to interstate government agencies 22 219 Transfers to Government Business Enterprises and State Owned Companies 23 696 Transfer to Jim Bacon Foundation 50 50 Transfer to Tasmanian Early Years Foundation 500 500 Other transfers 209 109 Total 1,254 3,652

Department of Premier and Cabinet - Annual Report 2010-11 213 8.7 Contributions provided 2011 2010 $’000 $’000 Voluntary transfer of activities between departments Assets transferred at no cost – Department of Treasury and Finance 15 - Assets transferred at no cost - Office of the Governor 200 - Total 215 -

A Heritage furniture asset transferred to the Department of Treasury and Finance is shown above as a Contribution provided $15,000. Six other Heritage furniture items that were below the asset capitalisation threshold of $10,000 were also transferred. The total value of these six items of Heritage furniture was $22,200. A Heritage furniture asset transferred to Office of the Governor is shown above as a Contribution provided $200,000. 8.8 Other expenses 2011 2010 $’000 $’000 Ex gratia payment - 629 Payroll Tax 2,687 2,451 Workers’ compensation premiums 133 132 Total 2,820 3,212

NOTE 9 Other economic flows included in net result

9.1 Net gain/(loss) on non-financial assets 2011 2010 $’000 $’000 Write-down of inventory to net realisable value - (113) Net gain/(loss) on disposal of physical assets - - Total net gain/(loss) on non-financial assets - (113)

NOTE 10 Assets

10.1 Receivables 2011 2010 $’000 $’000 Receivables 4,770 4,909 Total 4,770 4,909 Sales of goods and services receivables (inclusive of GST) 1,763 3,495 Accrued revenue 2,440 897 Tax assets 443 355 Other receivables 124 162 Total 4,770 4,909

Settled within 12 months 4,770 4,909 Settled in more than 12 months - Total 4,770 4,909

Department of Premier and Cabinet - Annual Report 2010-11 214 10.2 Inventories 2011 2010 $’000 $’000 Communications equipment 3 7 Total 3 7

Settled within 12 months 3 7 Settled in more than 12 months - - Total 3 7

10.3 Plant, equipment and leasehold improvements a) Carrying amount 2011 2010 $’000 $’000 Heritage furniture assets At fair value 30 245 Total 30 245

Plant and equipment At cost 83 111 Less: accumulated depreciation (79) (102) Total 4 9

Computer hardware At cost 2,579 2,392 Less: accumulated depreciation (1,979) (1,959) Total 600 433

Leasehold improvements At cost 1,986 1,963 Less: accumulated depreciation (765) (568) 1,221 1,395 Work in progress (at cost) 580 - Total 1,801 1,395

Total plant, equipment and leasehold improvements 2,435 2,082

The latest revaluations of the Heritage furniture assets as at 10 June 2009 were performed independently. The valuer was Gowans Auctions (Auctioneers and Valuers with 30 years experience). The valuations were based on fair market value.

Department of Premier and Cabinet - Annual Report 2010-11 215 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 2011 $’000 $’000 $’000 $’000 $’000

Carrying value at 1 July 245 9 433 1,395 2,082

Additions - - 488 23 511 Disposals (215) - - - (215) Work in progress at cost - - - 580 580 Revaluation - - - - - Depreciation - (5) (321) (197) (523) Carrying value at 30 June 30 4 600 1,801 2,435

Heritage Plant and Computer Leasehold furniture equipment hardware improvements Total 2010 $’000 $’000 $’000 $’000 $’000

Carrying value at 1 July 245 22 634 1,581 2,483

Additions - 6 176 11 193 Disposals - - - - - Work in progress at cost - - - - - Revaluation - - - - - Depreciation - (19) (378) (197) (594) Carrying value at 30 June 245 9 433 1,395 2,082

10.4 Infrastructure a) Carrying amount 2011 2010 $’000 $’000 Infrastructure TMD Data Centre at cost 1,790 1,790 Less: accumulated depreciation (968) (778) Total 822 1,012

Infrastructure assets were reviewed in accordance with departmental policy for revaluation – see Note 2.11(d)(iv). No infrastructure assets were revalued in 2010-11.

Department of Premier and Cabinet - Annual Report 2010-11 216 b) Reconciliation of movements

2011 2010 $’000 $’000 Carrying amount at start of year 1,012 1,188 Additions - 14 Disposals/transfers - - Depreciation expense (190) (190) Carrying amount at end of year 822 1,012

10.5 Intangibles a) Carrying amount 2011 2010 $’000 $’000 Software at cost 2,570 2,171 less accumulated amortisation (1,999) (1,853) Total 571 318

Intangible assets for the Department are not revalued due to software having a limited useful life. Note 2.11(e). b) Reconciliation of movements 2011 2010 $’000 $’000 Carrying amount at start of year 318 327 Additions 496 165 Amortisation expense (243) (174) Carrying amount at end of year 571 318

10.6 Other non-financial assets 2011 2010 $’000 $’000 Prepayments 2,813 2,653 Total 2,813 2,653

Settled within 12 months 2,813 2,653 Settled in more than 12 months - - Total 2,813 2,653

Department of Premier and Cabinet - Annual Report 2010-11 217 NOTE 11 Liabilities

11.1 Payables 2011 2010 $’000 $’000 Creditors 1,990 1,851 Accrued expenses 532 637 Total 2,522 2,488

Settled within 12 months 2,522 2,488 Settled in more than 12 months - Total 2,522 2,488

Settlement is usually made within 28 days.

11.2 Interest bearing liabilities 2011 2010 $’000 $’000 Loans from the State Government1 227 915 Total 227 915

Settled within 12 months 227 508 Settled in more than 12 months - 407 Total 227 915

Note: 1. Interest bearing liability reflects a State Government advance for Voluntary Targeted Employment Separation Arrangements (VTESA) payments.

11.3 Employee benefits 2011 2010 $’000 $’000 Accrued salaries 970 773 Recreational leave 3,228 2,830 Long service leave 6,153 5,383 Provision for SSALS2 65 21 Total 10,416 9,007

Settled within 12 months 5,180 4,368 Settled in more than 12 months 5,236 4,639 Total 10,416 9,007

Note: 2. State Service Accumulated Leave Scheme (SSALS)

Department of Premier and Cabinet - Annual Report 2010-11 218 11.4 Other liabilities 2011 2010 $’000 $’000 Revenue received in advance: Other revenue received in advance 1,085 1,089 Revenue in advance – Section 8(A)2 carry forward 801 561 1,886 1,650 Other liabilities Payroll tax liability 606 525 606 525 Total 2,492 2,175

Settled within 12 months 2,201 1,918 Settled in more than 12 months 291 257 Total 2,492 2,175

NOTE 12 Commitments and Contingencies

12.1 Schedule of Commitments 2011 2010 $’000 $’000 By Type Operating lease commitments Operating leases 18,613 22,888 Total operating lease commitments 18,613 22,888

Rental commitments Rent for Crown owned properties 3,310 3,222 Rent for Crown leased properties 8,540 12,660 Total other commitments 11,850 15,882 By maturity Operating lease commitments One year or less 3,595 3,151 From one to five years 9,971 12,251 More than five years 5,047 7,486 Total operating lease commitments 18,613 22,888

Rental commitments One year or less 2,687 2,647 From one to five years 8,611 10,588 More than five years 552 2,647 Total other commitments 11,850 15,882

Rental Commitments  Property lease payments are determined during the lease negotiation process and are outlined in the lease documents.  Crown owned or leased property rental payments are determined by the Valuer-General on a market rental basis and CPI applied.  All lease terms vary and in most instances will contain a provision for an extension of lease for a further term/s.

Department of Premier and Cabinet - Annual Report 2010-11 219  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)

Operating Lease Commitments 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 maximum of two to three years, irrespective of kilometres travelled.  No restrictions or purchase options are contained in the lease agreements. 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.  No restrictions or purchase options are contained in the lease agreements. 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.  No restrictions or purchase options are contained in the lease agreements. Other Rental Commitments  Other rental commitments are on properties either Crown owned or Crown leased and the rent is paid to the Department of Treasury and Finance.  Crown owned or Crown leased property rental payments are determined by the Valuer-General on a price per square metre basis.  Terms of the agreement are not fixed.  Adjustment payments are normally made after a three-year period.

Department of Premier and Cabinet - Annual Report 2010-11 220 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.

2011 2010 $’000 $’000 Quantifiable contingent liabilities Potential make good on lease 810 813 Litigation claim 410 210 Total quantifiable contingent liabilities 1,220 1,023

Quantifiable contingent assets Lease hold improvement – make good 318 306 Total quantifiable contingent assets 318 306

NOTE 13 Reserves

13.1 Reserves 2011 2010 $’000 $’000 Physical asset revaluation reserve Balance at the beginning of financial year 180 180 Transfer of Heritage assets (170) - Balance at end of financial year 10 180

a) 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 2010-11 221 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.

2011 2010 $’000 $’000 Special Deposits and Trust Fund balance T520 Department of Premier and Cabinet Operating Account 4,981 4,828 T631 TMD Operating Account 4,513 459 T816 Department of Premier and Cabinet Service Tasmania Account 781 611 Total 10,275 5,898 Other cash held Petty cash 3 4 Total 3 4 Total cash and deposits 10,278 5,902

14.2 Reconciliation of Net Result to Net Cash from Operating Activities 2011 2010 $’000 $’000 Net result 3,737 (1,009) Depreciation and amortisation 956 958 Contributions provided 215 - Decrease (increase) in Receivables 1,770 405 Decrease (Increase) in Tax assets (88) 21 Decrease (Increase) in Accrued revenue (1,544) (183) Decrease (Increase) in Prepayments (160) 314 Decrease (Increase) in Inventories 4 130 Increase (decrease) in Employee Benefits 1,409 (339) Increase (decrease) in Creditors 415 (289) Increase (decrease) in Accrued Expenses (381) (18) Increase (decrease) in Other Liabilities 317 673 Net cash provided (used) by operating activities 6,650 663

Department of Premier and Cabinet - Annual Report 2010-11 222 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

2011 2011 2010 Budget Actual Actual $’000 $’000 $’000 Capital Investment Program Service Tasmania Shop funding 250 250 250 Telepresence project - - 333 Total 250 250 583

Special Capital Investment Funds Economic and Social Infrastructure Fund Main Street Makeover Program - 724 917 Veterans’ Memorial Bridgewater - - 190 - 724 1,107

Total Project Expenditure 250 974 1,690

b) Classification of cash flows The project expenditure above is reflected in the Statement of Cash Flows as follows. 2011 2010 Actual Actual $’000 $’000 Cash Outflows Communications - 209 Grants 724 1,107 Maintenance - 122 Other supplies and consumables - 2 Transfers to Service Tasmania lead agencies 250 250 Total Cash Outflows 974 1,690

14.4 Financing Facilities TMD has a Westpac operating bank account with an overdraft facility limit of ($500,000). 2011 2010 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 2010-11 223 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 2011 but not impaired

Past due 30 Past due 60 Past due 90 Total days days days $’000 $’000 $’000 Receivables 215 65 19 299

Analysis of financial assets that are past due at 30 June 2010 but not impaired

Past due 30 Past due 60 Past due 90 Total days days days $’000 $’000 $’000 Receivables 272 3 11 286

Department of Premier and Cabinet - Annual Report 2010-11 224 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:

2011 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 2,522 - - - - - 2,522 2,522 Interest bearing liabilities 227 - - - - - 227 227 Total 2,749 - - - - - 2,749 2,749

2010 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 Interest bearing liabilities 508 305 102 - - - 915 915 Total 2,996 305 102 - - - 3,403 3,403

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 2010-11 225 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 2011 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 2011 2010 $'000 $'000 Financial assets Financial assets measured at amortised cost Cash at bank 3 4 Cash in Special Deposits and Trust Fund 10,275 5,898 Loans and receivables 4,770 4,909 Total 15,048 10,811 Financial liabilities Financial liabilities measured at amortised cost Payables 2,522 2,488 Interest bearing liabilities 227 915 Total 2,749 3,403

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 2011 2011 2010 2010 $’000 $’000 $’000 $’000 Financial assets Cash at bank 3 3 4 4 Cash in Special Deposits and Trust Fund 10,275 10,275 5,898 5,898 Loans and receivables 4,770 4,770 4,909 4,909 Total financial assets 15,048 15,048 10,811 10,811

Financial liabilities Payables 2,522 2,522 2,488 2,488 Interest bearing liabilities 227 227 915 915 Total financial liabilities 2,749 2,749 3,403 3,403

Department of Premier and Cabinet - Annual Report 2010-11 226 NOTE 16 Notes to Administered Statements

The Department assumed administrative responsibility for the Tasmanian Community Forest Agreement on 1 July 2006. This ceased in May 2010. The Department assumed administrative responsibility for the Tasmanian Community Fund on 1 October 2010. 16.1 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 a) Schedule of Administered Income and Expenses Budget Actual Variance Variance $’000 $’000 $’000 % Appropriation revenue - Reserved by law – Tasmanian Community Fund - 5,617 5,617 100 Transfer to Tasmanian Community Fund - 5,617 5,617 100

Notes to Schedule of Administered Income and Expenses variances Variations are due to:  The Reserved by Law appropriation budget for the transfer of funding to the Tasmanian Community Fund was included in the Department of Treasury and Finance original budget figures. From 1 October 2010 the financial responsibility was transferred to the Department of Premier and Cabinet. b) Schedule of Administered Cash Flows Budget Actual Variance Variance $’000 $’000 $’000 % Appropriation revenue - Reserved by law – Tasmanian Community Fund - 5,617 5,617 100 Transfer to Tasmanian Community Fund - 5,617 5,617 100

Notes to Schedule of Administered Income and Expenses variances Variations are due to:  The Reserved by Law appropriation budget for the transfer of funding to the Tasmanian Community Fund was included in the Department of Treasury and Finance original budget figures. From 1 October 2010 the financial responsibility was transferred to the Department of Premier and Cabinet. 16.2 Administered Revenue from Government Administered revenue from Government includes revenue from appropriations, including appropriations carried forward under section 8A 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. 2011 2011 2010 Budget Actual Actual $’000 $’000 $’000 Appropriation revenue - recurrent Current year - - 18,000 Reserved by law – Tasmanian Community Fund - 5,617 - Total revenue from Government - 5,617 18,000

Department of Premier and Cabinet - Annual Report 2010-11 227 16.3 Tasmanian Community Forest Agreement 2011 2010 Actual Actual $’000 $’000 Transfers to other agencies - 19,851 Other grants and transfers - 60 Total - 19,911

16.4 Tasmanian Community Fund 2011 2010 Actual Actual $’000 $’000 Transfer to Tasmanian Community Fund 5,617 - Total 5,617 -

16.5 Reconciliation of Administered Net Result to Net Cash from Administered Operating Activities 2011 2010 $’000 $’000 Net result - (1,911) Net cash used by operating activities - (1,911)

16.6 Financial Instruments (Administered) a) Risk management policies The Department has exposure to the following risks from its use of financial instruments: credit risk; liquidity risk; and 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 its contractual obligations. The credit risk on financial assets of the Department, which have been recognised in the Schedule of Administered Assets and Liabilities, 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’s maximum exposures to credit risk at the reporting date in relation to each class of recognised financial assets is the carrying amount of those assets as indicated in the Schedule of Administered Assets and Liabilities. The Department did not have Administered Receivables as at 30 June 2010 or 30 June 2011. The Department does not have any significant exposure to credit risk.

Department of Premier and Cabinet - Annual Report 2010-11 228 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 Department did not have any administered financial liabilities as at 30 June 2010 or 30 June 2011. 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 Instruction. The Department does not have any significant exposure to interest rate risk.

Sensitivity Analysis of Department’s Exposure to possible Changes in Interest Rates. The Department has performed a sensitivity analysis relating to its exposure to interest rate risk as at balance date.  The Department operates a collection account and an expenditure account. No interest is applied to these accounts,  The Department did not have any administered financial liabilities as at 30 June 2010 or 30 June 2011.  The Department’s accounts payable policy and procedures is to pay accounts within 30 days unless other trading terms have been agreed. As the Department did not have any accounts payable as at 30 June 2010 or 30 June 2011, there is no interest rate risk to the Department.  The Department does not have financial leases or financial guarantees. As at 30 June 2010 and 30 June 2011 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.

NOTE 17 Transactions and Balances Relating to a Trustee or Agency Arrangement

Account/Activity Opening Net transactions Closing balance balance during 2010-11 $’000 $’000 $’000

T471 Jim Bacon Foundation Account 460 5 465 T472 Tasmanian Early Years Foundation Account 1,872 (534) 1,338 T423 Tasmanian Community Fund Board - 7,307 7,307

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 2010-11 229

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 2011 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

15 August 2011

Department of Premier and Cabinet - Annual Report 2010-11 230

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Department of Premier and Cabinet - Annual Report 2010-11 233

Department of Premier and Cabinet - Annual Report 2010-11 234 Appendix

Additional information forming part of this Annual Report;

 Jim Bacon Foundation

 Abbreviations

 Compliance Index

 Contact details.

Department of Premier and Cabinet - Annual Report 2010-11 235 Jim Bacon Foundation

The Jim Bacon Foundation was established in 2004 under the provisions of the Jim Bacon Foundation Act 2004.

The Foundation’s members are:  Mr Michael Kent, AM (Chair);  Mrs Honey Bacon;  Mr Nick Evans (representing the Secretary of the Department of Premier and Cabinet);  Ms Wendy Sawford (representing the Secretary of the Department of Treasury and Finance); and  An Executive Officer.

The Foundation provides funding to non-government organisations that provide direct and practical support to people undergoing treatment for cancer and their families. It has also established a Scholarship Program in conjunction with the University of Tasmania for students studying the care and treatment of cancer, political science and visual arts.

Scholarships to the value of $20 000 were awarded to two people under the Jim Bacon Foundation Scholarship Program. The scholarships, which are administered through the University of Tasmania, were awarded to:  Neil Holstrom (Visual Arts); and  Alison Archer (Care and Treatment of Cancer).

Department of Premier and Cabinet - Annual Report 2010-11 236

Statement of Receipts and Expenditure 2010-11

Department of Premier and Cabinet - Annual Report 2010-11 237

JIM BACON FOUNDATION

Statement of Receipts and Expenditure for year ended 30 June 2011

2010-11 2009-10 Total Total $’000 $’000

Opening Balance of Investment as at 1 July 460 426

Receipts:

Interest on Investment 22 16 Contribution from Government 50 50 Donations 1 10

Total Receipts 73 76

Expenditure:

Scholarships 20 26 Donations 46 13 Communications 1 2 Administration Expenses 1 1 Total Expenditure 68 42

Closing Balance of Investment as at 30 June 465 460

Notes:

 Interest received is derived from investments through Tasmanian Public Finance Corporation. As at 30 June 2011 the Trust had accrued interest of $1.869 (2009-10, $1.613) which is not included above.  Other than the Investment balance of $465,366 and accrued interest of $1,869 the Foundation had no other material assets or liabilities.

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Department of Premier and Cabinet - Annual Report 2010-11 242 List of Abbreviations

ALCT Aboriginal Land Council of Tasmania AM Members in the Order of Australia ANZSOG Australia and New Zealand School of Government AO Officer in the Order of Australia CAF Council for the Australian Federation CDD Community Development Division COAG Council of Australian Governments COTA Council on the Ageing CS Corporate Services CSI Corporate Services Improvement Project DHHS Department of Health and Human Services DPAC Department of Premier and Cabinet DPIPWE Department of Primary Industries, Water and Environment EnAct Tasmanian Legislation website ESS Employee Self Service FTE Full-time Equivalent GBE Government Business Enterprise GST Goods and Services Tax HaHSA Health and Human Service Award HR Human Resources ICT Information and Communications Technology IDC Inter departmental committee ISBN International Standard Book Number ISSN International Standard Serial Number LGAT Local Government Association of Tasmania LGBTI Lesbian, gay, bisexual, transgender and intersex LGD Local Government Division LINC Learning and Information Network Centre LWOP Leave Without Pay NILS No Interest Loan Scheme Network Pty Ltd Non-TSS Non Tasmanian State Servants NRM Natural Resource Management NT Networking Tasmania NYW National Youth Week OAA Office of Aboriginal Affairs OCS Office Communicator System OeG Office of eGovernment OSSC Office of the State Service Commissioner PDAC Premier’s Disability Advisory Council PIMS Procedural Information Management System PLGC Premier’s Local Government Council PMD Performance Management and Development PSMO Public Sector Management Office RSL Returned and Services League of Australia

Department of Premier and Cabinet - Annual Report 2010-11 243 SIU Social Inclusion Unit SSALS State Service Accumulated Leave System SMC Service Management Centre TCCO Tasmanian Climate Change Office TRIM DPAC’s records information management system TSS Tasmanian State Service TSSA Tasmanian State Service Award TT Tasmania Together TTC The Training Consortium TVAC Tasmanian Veterans’ Advisory Council YNOT Youth Network of Tasmania

Department of Premier and Cabinet - Annual Report 2010-11 244 Compliance Index

This index identifies compliance with the statutory disclosure requirements for annual reporting of the:  Financial Management and Audit Act 1990  State Service Act 2000  Right to Information Act 2009  Public Interest Disclosures Act 2002  State Service Regulations 2011  various Treasurer's Instructions and whole-of-government directions.

Requirement Section Page

Aids to Access Table of contents 3-4 Compliance index Appendix 245-247 List of abbreviations Appendix 243-244 Strategic Planning An overview of agency's strategic plan including its aims, The department/ 7-23 functions and related programs Strategic planning Head of Agency Performance A report on the performance of the functions and Annual Report 7-244 powers of the Head of Agency under any written law Statutory Offices A report by any statutory office holder employed in or Not applicable - attached to the department except where required to report under any other Act Statutory/ Non Statutory Bodies and Companies A list of names of companies Not applicable - Major Initiatives Details of major initiatives taken by the department to The department/ 12-23 develop and give effect to government policy Strategic planning Major Changes Details of any major changes which have taken place in The department/ 9 relation to the programs, aims, functions or organisational Overview structure of the agency Organisational Structure Organisational chart as at the end of the reporting year Organisational Chart 11 showing administrative structure A description of the relationship between the organisational The department/ 9-11 structure and the program management structure of the Output structure agency

Department of Premier and Cabinet - Annual Report 2010-11 245 Requirement Section Page

Performance Information A narrative summary together with quantitative measures Activity 2010-11 24-102 where relevant, of the functions and targets of programs or operating units projects Economic and other factors that have affected the The department/ 7, 12-23 achievement of operational objectives Strategic planning

Legislation Administered A list of legislation administered by the department Departmental information/ 110-113 Legislation administered Key Contacts List of contact officers and points of public access in relation The department/ 248-250 to services proved by the department Departmental contact Community Awareness Details of activities to develop community awareness of the Activity 2010-11 7-102 department and the services it provides Operating units Agency Publications A list of major documents or publications produced by the Departmental information/ 114-118 department departmental publications Whole–of-government policies Supporting whole-of- - Carbon Emission Reduction Plan government corporate 103-104 - Disability Action Plan initiatives 105-106 Right to Information Right to Information details Right to Information 108-109 Public Interest Disclosures The location of procedures for public interest disclosures Public access to agency 131 decision-making Asset Management Statement of pricing policies of goods and services Financial information/ 132 Information on major capital projects Asset Management and Risk 132 Statement of risk management policies, activities or initiatives Management Policies 133 Statement of asset management policies, strategies and 132 initiatives Human Resources Management Details of recruitment policies and programs, including Human Resources 120-128 statistical information Information/ activities Information relating to employee training and development 127 activities Description of department workplace diversity programs, 120-128 including statistical information Summary of internal grievance procedures 128 Outline of occupational health and safety strategies 128 Outline of processes available against decisions made by the 131 agency

Department of Premier and Cabinet - Annual Report 2010-11 246 Requirement Section Page

Certification by the relevant agency manager relating to 129-130 contributions to non-RBF superannuation funds Government Procurement A narrative statement in the introduction by the Secretary Secretary's Report 5-6 regarding the department's support for local business Table summarising department support for local business, Financial information/ 169 including the number of procurement contracts awarded, Government procurement the number of tenders called and the number of bids received and the extent of local participation in procurement activities Detailed information on all contracts awarded, including 170-173 consultancy contracts, including a description of the contract, the total value of the contract and the name and locality of contractors Any other matters deemed relevant by the Head of Agency Contributions and grants 134-168 Financial Statements Financial statements of the department including statements DPAC financial statements 174-234 of any public body not required to report under any other Jim Bacon Foundation 235-241 Act, together with the audit opinion on those statements Financial statement

Department of Premier and Cabinet - Annual Report 2010-11 247 Contacting the department

Phone (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 Cabinet Office Level 4, Executive Building 6270 5659 6233 2201 Executive Council Secretariat 15 Murray Street 6270 5669 Hobart Tasmania 7000

Corporate Services Levels 6, Executive Building 6270 5482 6233 2769 Division 15 Murray Street Hobart Tasmania 7000

Courier Service Basement, Franklin Square 6233 6179 6233 5685 Hobart Tasmania 7000

Level 1, 1 Civic Square 0457 704 829 Launceston Tasmania 7250 0417 299 548

Community Development Level 8, 144 Macquarie Street 6232 7089 6233 9421 Division Hobart Tasmania 7000

Executive Division Level 7, Executive Building 6270 5633 6223 8609 15 Murray Street Hobart Tasmania 7000

Office of eGovernment Level 6, Executive Building 6232 7722 15 Murray Street Hobart Tasmania 7000

Public Sector Management Level 9, 144 Macquarie Street 6232 7040 6233 2412 Office Hobart Tasmania 7000

Local Government Level 5, Executive Building 6232 7022 6233 5602 Division 15 Murray Street Hobart Tasmania 7000

Department of Premier and Cabinet - Annual Report 2010-11 248 Office Address Telephone Facsimile Parliamentary Counsel Level 11, NAB Building 6233 3422 6233 3335 (Office of) 86 Collins Street Hobart Tasmania 7000

Policy Division Level 7, Executive Building 6233 6541 6233 2242 15 Murray Street Hobart Tasmania 7000

Secretary Level 7, Executive Building 6270 5633 6223 8609 (Office of the) 15 Murray Street Hobart Tasmania 7000

Security and Emergency Level 1, Capita Building 6270 5470 6233 9242 Management 47 Liverpool Street (Office of) Hobart Tasmania 7000

Service Tasmania Unit Level 7, 144 Macquarie Street 6232 7148 6233 6534 Hobart Tasmania 7000

Social Inclusion Unit Level 8, 144 Macquarie Street 6232 7139 6233 9421 Hobart Tasmania 7000

State Protocol Office Level 6, Executive Building 6270 5667 6233 3345 15 Murray Street Hobart Tasmania 7000

State Service Commissioner Level 2, 144 Macquarie Street 6232 7007 6233 2693 (Office of the) Hobart Tasmania 7000

Tasmanian Climate Change Level 5, Executive Building 6270 5485 6233 9676 Office 15 Murray Street Tasmania 7000

Tasmania Together Level 7, 144 Macquarie Street 6232 7010 6233 5952 Progress Board Hobart Tasmania 7000

The Training Consortium Level 9, 144 Macquarie Street 6232 7511 6233 6600 Hobart Tasmania 7000

TMD 2 Salamanca Square 6233 7633 6233 7222 Hobart Tasmania 7000 1800 255 505

Department of Premier and Cabinet - Annual Report 2010-11 249