Government Services Budget Paper No 2

PARLIAMENT OF TASMANIA

Volume 2

Presented by Hon Peter Gutwein MP, Treasurer, for the information of Honourable Members, on the occasion of the Budget, 2020-21

Useful 2020-21 Budget and Government Websites www.premier.tas.gov.au/budget_2020 Contains the 2020-21 Budget Paper documents and related information including Budget Fact Sheets and Government Media Releases. www.treasury.tas.gov.au Contains the 2020-21 Budget Papers and Budget Paper archives. It also contains detailed information on the financial management framework established by the Financial Management Act 2016 which has applied since 1 July 2019. www.tas.gov.au Provides links to the websites of Tasmanian public sector entities. www.service.tas.gov.au Provides a comprehensive entry point to Government services in Tasmania.

CONTENTS

VOLUME 1

PART 1: DEPARTMENTS 1 Introduction 2 Department of Communities Tasmania 3 Department of Education 4 Finance-General 5 Department of Health 6 Department of Justice 7 Ministerial and Parliamentary Support 8 Department of Police, Fire and Emergency Management 9 Department of Premier and Cabinet 10 Department of Primary Industries, Parks, Water and Environment 11 Department of State Growth 12 Department of Treasury and Finance

VOLUME 2

PART 2: AGENCIES 13 Brand Tasmania 14 House of Assembly 15 Integrity Commission 16 Legislative Council 17 Legislature-General 18 Office of the Director of Public Prosecutions 19 Office of the Governor 20 Office of the Ombudsman 21 Tasmanian Audit Office 22 Tourism Tasmania

i PART 3: STATUTORY AUTHORITIES 23 Inland Fisheries Service 24 Marine and Safety Tasmania 25 Royal Tasmanian Botanical Gardens 26 State Fire Commission 27 TasTAFE

ii VOLUME 2: INDEX PART 2: AGENCIES

13 Brand Tasmania 3

Authority Outline 3

Key Deliverables 4

Output Information 5

Output Group 1: Brand Tasmania 6

Detailed Budget Statements 7

14 House of Assembly 11

Agency Outline 11

Key Deliverables 11

Output Information 12

Output Group 1: House of Assembly Support Services 13

Output Group 2: Payments Administered by the House of Assembly 13

Detailed Budget Statements 14

15 Integrity Commission 19

Agency Outline 19

Key Deliverables 19

Output Information 20

Output Group 1: Integrity Commission 20

Detailed Budget Statements 21

16 Legislative Council 25

Agency Outline 25

Key Deliverables 25

Output Information 26

Output Group 1: Legislative Council Support Services 27

Output Group 2: Payments Administered by the Legislative Council 27

Detailed Budget Statements 28

17 Legislature-General 33

Agency Outline 33

iii Key Deliverables 33

Output Information 35

Output Group 1: Parliamentary Reporting Service 36

Output Group 2: Parliamentary Library Service 37

Output Group 3: Parliamentary Printing and Systems 37

Output Group 4: Joint Services 38

Capital Investment Program 39

Detailed Budget Statements 40

18 Office of the Director of Public Prosecutions 45

Agency Outline 45

Key Deliverables 46

Output Information 47

Output Group 1: The Office of the Director of Public Prosecutions 47

Detailed Budget Statements 48

19 Office of the Governor 55

Agency Outline 55

Key Deliverables 56

Output Information 57

Output Group 1: The Office of the Governor 58

Detailed Budget Statements 59

20 Office of the Ombudsman 63

Agency Outline 63

Key Deliverables 64

Output Information 66

Output Group 1: The Office of the Ombudsman 67

Detailed Budget Statements 68

21 Tasmanian Audit Office 73

Agency Outline 73

Key Deliverables 74

Output Information 75

Output Group 1: Public Sector Management and Accountability 75

Detailed Budget Statements 77 iv 22 Tourism Tasmania 81

Agency Outline 81

Key Deliverables 82

Output Information 85

Output Group 1: Tourism 86

Detailed Budget Statements 87

PART 3: STATUTORY AUTHORITIES

23 Inland Fisheries Service 93

Authority Outline 93

Key Deliverables 93

Detailed Budget Statements 95

24 Marine and Safety Tasmania 99

Authority Outline 99

Key Deliverables 99

Detailed Budget Statements 102

25 Royal Tasmanian Botanical Gardens 105

Authority Outline 105

Key Deliverables 106

Detailed Budget Statements 107

26 State Fire Commission 111

Authority Outline 111

Key Deliverables 112

Detailed Budget Statements 115

27 TasTAFE 119

Authority Outline 119

Key Deliverables 120

Detailed Budget Statements 122

PART 2: AGENCIES

13 BRAND TASMANIA

AUTHORITY OUTLINE

Brand Tasmania was established under the Brand Tasmania Act 2018. The Authority is responsible for taking a best practice approach to ensure the Tasmanian Brand is strengthened locally, nationally and internationally, and is promoted as a key asset of the Tasmanian community. Brand Tasmania’s broad objectives are to:

• develop, maintain, protect and promote a Tasmanian Brand that is differentiated and enhances our appeal and competitiveness nationally and internationally;

• strengthen Tasmania’s image and reputation locally, nationally and internationally; and

• nurture, enhance and promote the Tasmanian Brand as a shared public asset.

Brand Tasmania operates as a client-service organisation, partnering with stakeholders across business, government and the community, to empower Tasmanians to tell their story in words, in images and, most importantly, through action. The work of Brand Tasmania is overseen by a Board and is led by the Chief Executive Officer. Brand Tasmania supports the Premier, Hon Peter Gutwein MP. This chapter provides financial information about the Output to be delivered by Brand Tasmania in 2020-21 and over the Forward Estimates (2021-22 to 2023-24). Further information about Brand Tasmania is provided at www.brandtasmania.com.au.

Brand Tasmania 3

KEY DELIVERABLES

Table 13.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables being undertaken by Brand Tasmania.

In addition to the important key deliverables identified in the below table, Brand Tasmania is also taking action to support the implementation of the important recommendations included in the Premier’s Economic and Social Recovery Advisory Council’s Interim Report which have been endorsed by the Government. Where specific additional funding is not required, recommendations are being implemented within existing resources.

Table 13.1: Key Deliverables Statement 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000

Tasmanian Showcase 200 200 200 200

Tasmanian Showcase

Funding of $200 000 per annum will be provided from 2020-21 for the Tasmanian Showcase. The Tasmanian Showcase will provide a virtual door to Tasmania and direct people to opportunities across trade, tourism, workforce attraction, investment attraction, and liveability. The funding will deliver content creation and campaigns, and deliver ongoing phases of the Tasmanian Showcase to ensure Tasmania is well positioned post-COVID-19 to support our economic and social recovery from the pandemic.

4 Brand Tasmania

OUTPUT INFORMATION

Brand Tasmania’s individual Output is provided under the following Output Group:

• Output Group 1 - Brand Tasmania.

Table 13.2 provides an Output Group Expense Summary for Brand Tasmania.

Table 13.2: Output Group Expense Summary

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Premier

Output Group 1 - Brand Tasmania 1.1 Brand Tasmania1 1 432 1 896 1 857 1 885 1 906 1 432 1 896 1 857 1 885 1 906

TOTAL 1 432 1 896 1 857 1 885 1 906

Note: 1. The increase in Brand Tasmania reflects funding for the Tasmanian Showcase, and a permanent transfer of funding from the Department of Premier and Cabinet for operating expenses.

Brand Tasmania 5

Output Group 1: Brand Tasmania

1.1 Brand Tasmania

Brand Tasmania’s purpose is to bring more value to everything Tasmanian. This Output delivers on the objectives of Brand Tasmania by ensuring Tasmania has a contemporary, best practice approach to managing, developing, promoting and protecting Tasmania’s Brand, in order to:

• develop, maintain, protect and promote Tasmania’s Brand;

• strengthen Tasmania’s image and reputation locally, nationally and internationally;

• ensure Tasmania’s Brand is nurtured, enhanced and promoted as a key asset of the Tasmanian community;

• enhance the attractiveness of Tasmania as a place in which to live, work, study, visit, invest or trade; and

• maximise the profile, and the competitive position, of Tasmanian goods, services, experiences and products in local, national and international markets.

Brand Tasmania’s second full year of operation will be focussed on the ongoing implementation of its 2019-2024 Strategic Plan and delivering projects and collaborative activities with its partners across government, industry and the community, including the Tasmanian Showcase.

6 Brand Tasmania

DETAILED BUDGET STATEMENTS

Table 13.3: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Appropriation revenue - operating1 1 432 1 824 1 857 1 885 1 906 Other revenue from government .... 72 ...... Total revenue 1 432 1 896 1 857 1 885 1 906 Total income 1 432 1 896 1 857 1 885 1 906

Expenses Employee benefits 612 627 640 648 648 Supplies and consumables1 820 1 069 1 017 1 037 1 058 Grants and subsidies1 .... 200 200 200 200 Total expenses 1 432 1 896 1 857 1 885 1 906

Net result ......

Comprehensive result ......

Note: 1. The increase in Appropriation revenue - operating, Supplies and consumables and Grants and subsidies, reflects funding for the Tasmanian Showcase, and a permanent transfer of funding from the Department of Premier and Cabinet for operating expenses.

Brand Tasmania 7

Table 13.4: Revenue from Appropriation by Output

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Premier

Output Group 1 - Brand Tasmania 1.1 Brand Tasmania1 1 432 1 824 1 857 1 885 1 906 1 432 1 824 1 857 1 885 1 906

Brand Tasmania Total Operating Services Expenditure 1 432 1 824 1 857 1 885 1 906 1 432 1 824 1 857 1 885 1 906

Appropriation Rollover .... 72 ......

Total Revenue from Appropriation 1 432 1 896 1 857 1 885 1 906

Controlled Revenue from Appropriation 1 432 1 896 1 857 1 885 1 906 1 432 1 896 1 857 1 885 1 906

Note: 1. The increase in Brand Tasmania reflects funding for the Tasmanian Showcase, and a permanent transfer of funding from the Department of Premier and Cabinet for operating expenses.

8 Brand Tasmania

Table 13.5: Statement of Financial Position as at 30 June1

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits .... 12 12 12 12 Receivables .... 6 6 6 6 .... 18 18 18 18

Non-financial assets Intangibles .... 41 41 41 41 Other assets .... 17 17 17 17 .... 58 58 58 58

Total assets .... 76 76 76 76

Liabilities Payables .... 29 29 29 29 Employee benefits .... 28 28 28 28 Total liabilities .... 57 57 57 57

Net assets (liabilities) .... 19 19 19 19

Equity Accumulated funds .... 19 19 19 19 Total equity .... 19 19 19 19

Note: 1. The 2019-20 financial year represented the first year of operations for the Authority. The 2019-20 Budget did not include a Statement of Financial Position and as such, there are no Budget comparatives for the 2020 Budget.

Brand Tasmania 9

Table 13.6: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Appropriation receipts - operating1 1 432 1 824 1 857 1 885 1 906 Appropriation receipts - other .... 72 ...... Total cash inflows 1 432 1 896 1 857 1 885 1 906

Cash outflows Employee benefits (552) (567) (580) (588) (588) Superannuation (60) (60) (60) (60) (60) Grants and subsidies1 .... (200) (200) (200) (200) Supplies and consumables1 (820) (1 069) (1 017) (1 037) (1 058) Total cash outflows (1 432) (1 896) (1 857) (1 885) (1 906)

Net increase (decrease) in cash and cash equivalents held ......

Cash and deposits at the beginning of the reporting period .... 12 12 12 12 Cash and deposits at the end of the reporting period .... 12 12 12 12

Note: 1. The increase in Appropriation receipts - operating, Grants and subsidies and Supplies and consumables, reflects funding for the Tasmanian Showcase, and a permanent transfer of funding from the Department of Premier and Cabinet for operating expenses.

10 Brand Tasmania

14 HOUSE OF ASSEMBLY

AGENCY OUTLINE

The Office of the Clerk of the House of Assembly provides services through the provision of advisory, procedural, research and administrative support to the House of Assembly, its committees, the Speaker of the House and Members generally. This chapter provides financial information about the Outputs to be delivered by the House of Assembly in 2020-21 and over the Forward Estimates (2021-22 to 2023-24). Further information about the House of Assembly is provided at www.parliament.tas.gov.au.

KEY DELIVERABLES

The major focus for the House of Assembly in 2020-21 is the continuation of service delivery in an efficient and timely manner to the House and its Committees in their constitutional roles.

House of Assembly 11

OUTPUT INFORMATION

Outputs of the House of Assembly are provided under the following Output Groups:

• Output Group 1 - House of Assembly Support Services; and

• Output Group 2 - Payments Administered by the House of Assembly.

Table 14.1 provides an Output Group Expense Summary for the House of Assembly.

Table 14.1: Output Group Expense Summary

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Speaker of the House of Assembly

Output Group 1 - House of Assembly Support Services 1.1 House of Assembly Support Services 2 631 2 698 2 771 2 829 2 894 1.2 Select Committee Support Services 6 6 6 6 6 1.3 Investigatory Committee Support Services 116 119 121 124 127 2 753 2 823 2 898 2 959 3 027 Output Group 2 - Payments Administered by the House of Assembly 2.1 Payments Administered by the House of Assembly1 7 167 7 440 7 622 7 782 7 955 7 167 7 440 7 622 7 782 7 955

TOTAL 9 920 10 263 10 520 10 741 10 982

Note: 1. The increase in Payments Administered by the House of Assembly reflects additional costs associated with Reserved By Law Members’ Salaries

12 House of Assembly

Output Group 1: House of Assembly Support Services

1.1 House of Assembly Support Services

This Output provides for the effective and lawful operation of the House and its committees, the fulfilment of statutory requirements, the promotion of the role of the Parliament and the provision of written and oral advice. It includes the operation of the House of Assembly Education Office. 1.2 Select Committee Support Services

This Output relates to Select Committees appointed by resolution of the House and provides resources to enable the committees to address the terms of reference specified in their appointment. 1.3 Investigatory Committee Support Services

This Output provides a Committee Secretariat and resources for Investigatory Committees to enable Committees to address the terms of reference of matters referred by the House. Output Group 2: Payments Administered by the House of Assembly

2.1 Payments Administered by the House of Assembly

This Output relates to the payment of salaries and allowances as prescribed by legislation.

House of Assembly 13

DETAILED BUDGET STATEMENTS

Table 14.2: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Appropriation revenue - operating 9 894 10 237 10 494 10 715 10 956 Total revenue 9 894 10 237 10 494 10 715 10 956 Total income 9 894 10 237 10 494 10 715 10 956

Expenses Employee benefits 9 156 9 491 9 725 9 933 10 159 Depreciation and amortisation1 286 37 37 37 37 Supplies and consumables1 478 735 758 771 786 Total expenses 9 920 10 263 10 520 10 741 10 982

Net result (26) (26) (26) (26) (26)

Comprehensive result (26) (26) (26) (26) (26)

Note: 1. The decrease in Depreciation and amortisation, and the increase in Supplies and consumables in 2020-21, reflects a change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1 of this Budget Paper.

14 House of Assembly

Table 14.3: Revenue from Appropriation by Output

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Speaker of the House of Assembly

Output Group 1 - House of Assembly Support Services 1.1 House of Assembly Support Services 2 605 2 672 2 745 2 803 2 868 1.2 Select Committee Support Services 6 6 6 6 6 1.3 Investigatory Committee Support Services 116 119 121 124 127 2 727 2 797 2 872 2 933 3 001 Output Group 2 - Payments Administered by the House of Assembly 2.1 Payments Administered by the House of Assembly 576 581 586 590 595 576 581 586 590 595

House of Assembly Total Operating Services Expenditure 3 303 3 378 3 458 3 523 3 596 3 303 3 378 3 458 3 523 3 596

Reserved by Law Members' Committee Fees and Allowances (Parliamentary Salaries, Superannuation and Allowances Act 2012) 31 31 31 31 31 Parliamentary Salaries and Allowances (Parliamentary Salaries, Superannuation and Allowances Act 2012)1 6 452 6 720 6 897 7 053 7 221 Travelling Allowances (Parliamentary Salaries, Superannuation and Allowances Act 2012) 108 108 108 108 108 6 591 6 859 7 036 7 192 7 360

Total Revenue from Appropriation 9 894 10 237 10 494 10 715 10 956

Controlled Revenue from Appropriation 9 894 10 237 10 494 10 715 10 956 9 894 10 237 10 494 10 715 10 956

Note: 1. The increase in Parliamentary Salaries and Allowances reflects the increase in costs associated with Reserved by Law Members’ Salaries.

House of Assembly 15

Table 14.4: Statement of Financial Position as at 30 June1

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits 4 4 4 4 4 Receivables .... 2 2 2 2 4 6 6 6 6

Non-financial assets Property, plant and equipment 537 472 475 478 481 Heritage and cultural assets 2 045 2 045 2 045 2 045 2 045 Other assets2 630 47 47 47 47 3 212 2 564 2 567 2 570 2 573

Total assets 3 216 2 570 2 573 2 576 2 579

Liabilities Payables 43 50 50 50 50 Interest bearing liabilities2 584 ...... Employee benefits 599 570 599 628 657 Total liabilities 1 226 620 649 678 707

Net assets (liabilities) 1 990 1 950 1 924 1 898 1 872

Equity Reserves 1 112 1 112 1 112 1 112 1 112 Accumulated funds 878 838 812 786 760 Total equity 1 990 1 950 1 924 1 898 1 872

Notes: 1. Some balance estimates for 2021 and later years will be impacted by final closing balances presented in the Agency's 2019-20 Annual Report. Further information on the impact of the timing of the 2020-21 Budget on opening balances is provided in chapter 1 of this Budget Paper. 2. The decrease in Other assets and Interest bearing liabilities primarily reflects a change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1 of this Budget Paper.

16 House of Assembly

Table 14.5: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Appropriation receipts - operating 9 894 10 237 10 494 10 715 10 956 GST receipts 94 94 94 94 94 Total cash inflows 9 988 10 331 10 588 10 809 11 050

Cash outflows Employee benefits1 (8 708) (8 794) (9 006) (9 199) (9 408) Superannuation (645) (668) (690) (705) (722) GST payments (94) (94) (94) (94) (94) Supplies and consumables2 (501) (735) (758) (771) (786) Total cash outflows (9 948) (10 291) (10 548) (10 769) (11 010)

Net cash from (used by) operating activities 40 40 40 40 40

Cash flows from investing activities Payments for acquisition of non-financial assets (40) (40) (40) (40) (40) Net cash from (used by) investing activities (40) (40) (40) (40) (40)

Net increase (decrease) in cash and cash equivalents held ......

Cash and deposits at the beginning of the reporting period 4 4 4 4 4 Cash and deposits at the end of the reporting period 4 4 4 4 4

Notes: 1. The increase in Employee benefits reflects costs associated with Reserved by Law Members’ Salaries. 2. The increase in Supplies and consumables in 2020-21 primarily reflects a change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1of this Budget Paper.

House of Assembly 17

15 INTEGRITY COMMISSION

AGENCY OUTLINE

The Integrity Commission operates under the Integrity Commission Act 2009 and its role is to improve the standard of conduct, propriety and ethics in the public sector by:

• delivering education and training to prevent misconduct and develop resistance to misconduct;

• building the capacity of the public sector to prevent and address misconduct; and

• providing an effective mechanism for misconduct complaints to be addressed.

An important focus for the Integrity Commission is education, advice and prevention of public officer misconduct to strengthen the confidence of Tasmanians in the capacity of State and local government public authorities to operate ethically and with propriety. The Commission also deals with complaints of misconduct which, in some instances, may lead to investigations, either by the Commission or by the relevant public authority. The Commission also conducts own motion investigations, and has the power to monitor and audit internal investigation processes conducted by public authorities, including Tasmania Police. The Commission is overseen by a Board, which includes the Chief Commissioner and three other members with specialist expertise. This chapter provides financial information about the Output to be delivered by the Integrity Commission in 2020-21 and over the Forward Estimates (2021-22 to 2023-24). Further information about the Commission is provided at www.integrity.tas.gov.au.

KEY DELIVERABLES

The key deliverables for the Commission include:

• working with the public and key stakeholders to enhance community trust and confidence in public authorities within Tasmania;

• working cooperatively with public authorities, other integrity entities and the Parliamentary Standards Commissioner to prevent misconduct and enhance capacity-building in dealing with misconduct;

• educating public authorities and raising public awareness about integrity and ethical conduct; and

• dealing with misconduct issues in a timely, effective and fair way, in accordance with the public interest.

Integrity Commission 19

OUTPUT INFORMATION

The individual output of the Integrity Commission is provided under:

• Output Group 1 - Integrity Commission.

Table 15.1 provides an Output Group Expense Summary for the Integrity Commission.

Table 15.1: Output Group Expense Summary

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Attorney-General and Minister for Justice

Output Group 1 - Integrity Commission 1.1 Integrity Commission 2 702 2 861 2 691 2 725 2 779 2 702 2 861 2 691 2 725 2 779

TOTAL 2 702 2 861 2 691 2 725 2 779

Output Group 1: Integrity Commission

1.1 Integrity Commission

This Output provides:

• education and capacity-building for public officers and enhancing public confidence in the integrity and ethical conduct of the public sector;

• preventative and advisory functions to public officers; and

• complaint handling/assessment and the conduct of investigations and inquiries as outlined in the Act.

20 Integrity Commission

DETAILED BUDGET STATEMENTS

Table 15.2: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Appropriation revenue - operating 2 550 2 699 2 658 2 713 2 775 Other revenue from government .... 40 ...... Total revenue 2 550 2 739 2 658 2 713 2 775 Total income 2 550 2 739 2 658 2 713 2 775

Expenses Employee benefits 1 895 1 959 1 981 2 023 2 070 Depreciation and amortisation 286 271 202 201 197 Supplies and consumables 280 356 240 243 264 Borrowing costs 42 74 61 47 33 Other expenses 199 201 207 211 215 Total expenses 2 702 2 861 2 691 2 725 2 779

Net result (152) (122) (33) (12) (4)

Comprehensive result (152) (122) (33) (12) (4)

Integrity Commission 21

Table 15.3: Revenue from Appropriation by Output

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Attorney-General and Minister for Justice

Output Group 1 - Integrity Commission 1.1 Integrity Commission 2 550 2 699 2 658 2 713 2 775 2 550 2 699 2 658 2 713 2 775

Integrity Commission Total Operating Services Expenditure 2 550 2 699 2 658 2 713 2 775 2 550 2 699 2 658 2 713 2 775

Appropriation Rollover .... 40 ......

Total Revenue from Appropriation 2 550 2 739 2 658 2 713 2 775

Controlled Revenue from Appropriation 2 550 2 739 2 658 2 713 2 775 2 550 2 739 2 658 2 713 2 775

22 Integrity Commission

Table 15.4: Statement of Financial Position as at 30 June

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits 41 38 38 38 38 Receivables 9 9 9 9 9 50 47 47 47 47

Non-financial assets Intangibles 31 13 8 4 4 Other assets 1 056 808 620 433 246 1 087 821 628 437 250

Total assets 1 137 868 675 484 297

Liabilities Payables 17 21 22 23 24 Interest bearing liabilities 978 782 590 379 164 Provisions 75 78 78 78 78 Employee benefits1 378 385 416 447 478 Total liabilities 1 448 1 266 1 106 927 744

Net assets (liabilities) (311) (398) (431) (443) (447)

Equity Accumulated funds (311) (398) (431) (443) (447) Total equity (311) (398) (431) (443) (447)

Note: 1. The increase in Employee benefits across the Forward Estimates relates to increases in annual leave and long service leave liabilities.

Integrity Commission 23

Table 15.5: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Appropriation receipts - operating 2 550 2 699 2 658 2 713 2 775 Appropriation receipts - other .... 40 ...... Total cash inflows 2 550 2 739 2 658 2 713 2 775

Cash outflows Employee benefits (1 666) (1 724) (1 741) (1 778) (1 819) Superannuation (198) (204) (209) (214) (220) Borrowing costs (42) (74) (61) (47) (33) Supplies and consumables (280) (356) (240) (243) (264) Other cash payments (199) (201) (207) (211) (215) Total cash outflows (2 385) (2 559) (2 458) (2 493) (2 551)

Net cash from (used by) operating activities 165 180 200 220 224

Cash flows from financing activities Net borrowings (165) (180) (200) (220) (224) Net cash from (used by) financing activities (165) (180) (200) (220) (224)

Net increase (decrease) in cash and cash equivalents held ......

Cash and deposits at the beginning of the reporting period 41 38 38 38 38 Cash and deposits at the end of the reporting period 41 38 38 38 38

24 Integrity Commission

16 LEGISLATIVE COUNCIL

AGENCY OUTLINE

The Governor, the Legislative Council and the House of Assembly together constitute the Parliament of Tasmania. The Legislative Council is the Upper House of Parliament and functions as a House of Review. The role of the Members of the Legislative Council is to:

• authorise the raising of revenue and the expenditure of State monies;

• examine the merits of legislation; and

• provide a parliamentary check on the Government of the day.

The Legislative Council has expanded from being a purely legislative body to a House that involves itself with the examination and analysis of actions, decisions and workings of the Executive Government. The Office of the Clerk of the Legislative Council provides apolitical support services and information to the elected Members of the Legislative Council in the interests of the people of Tasmania. This chapter provides financial information about the Outputs to be delivered by the Legislative Council in 2020-21 and over the Forward Estimates (2021-22 to 2023-24). Further information about the Legislative Council is provided at www.parliament.tas.gov.au.

KEY DELIVERABLES

The key deliverables for the Legislative Council include:

• supporting the Legislative Council in its constitutional role;

• providing particular attention to administrative support, research, policy and procedural support and advice to the President of the Legislative Council and other elected Members;

• accurately and effectively preparing and presenting legislation, once passed through both Houses, to Her Excellency the Governor for Royal Assent; and

• promoting public awareness of the purpose, functions and work of the Legislative Council.

Legislative Council 25

OUTPUT INFORMATION

Outputs of the Legislative Council are provided under the following Output Groups:

• Output Group 1 - Legislative Council Support Services; and

• Output Group 2 - Payments Administered by the Legislative Council.

Table 16.1 provides an Output Group Expense Summary for the Legislative Council.

Table 16.1: Output Group Expense Summary

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

President of the Legislative Council

Output Group 1 - Legislative Council Support Services 1.1 Legislative Council Support Services 3 632 3 808 3 804 3 872 3 951 1.2 Committee Support Services 12 12 12 12 13 3 644 3 820 3 816 3 884 3 964 Output Group 2 - Payments Administered by the Legislative Council 2.1 Payments Administered by the Legislative Council 3 493 3 573 3 679 3 751 3 835 3 493 3 573 3 679 3 751 3 835

TOTAL 7 137 7 393 7 495 7 635 7 799

26 Legislative Council

Output Group 1: Legislative Council Support Services

1.1 Legislative Council Support Services

This Output provides the following functions:

• procedural, administrative and research support and advice to the President and Members;

• support for the overall operations of the Legislative Council;

• assistance to Members to carry out their constitutional duties and responsibilities as elected representatives of the people of Tasmania; and

• equipment and research support allowances to Members. 1.2 Committee Support Services

This Output provides support and advice to Legislative Council Standing and Select Committees, Joint Parliamentary Standing and Select Committees and Joint Statutory Committees. Output Group 2: Payments Administered by the Legislative Council

2.1 Payments Administered by the Legislative Council

This Output Group provides for the Parliamentary salaries and allowances of Members of the Legislative Council as prescribed in legislation.

Legislative Council 27

DETAILED BUDGET STATEMENTS

Table 16.2: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Appropriation revenue - operating 7 122 7 378 7 480 7 620 7 784 Total revenue 7 122 7 378 7 480 7 620 7 784 Total income 7 122 7 378 7 480 7 620 7 784

Expenses Employee benefits 6 326 6 499 6 640 6 767 6 914 Depreciation and amortisation1 32 3 3 3 3 Supplies and consumables1 779 891 852 865 882 Total expenses 7 137 7 393 7 495 7 635 7 799

Net result (15) (15) (15) (15) (15)

Comprehensive result (15) (15) (15) (15) (15)

Note: 1. The decrease in Depreciation and amortisation and part of the increase in Supplies and consumables, in 2020-21, reflects a change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1 of this Budget Paper.

28 Legislative Council

Table 16.3: Revenue from Appropriation by Output

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

President of the Legislative Council

Output Group 1 - Legislative Council Support Services 1.1 Legislative Council Support Services 3 617 3 793 3 789 3 857 3 936 1.2 Committee Support Services 12 12 12 12 13 3 629 3 805 3 801 3 869 3 949 Output Group 2 - Payments Administered by the Legislative Council 2.1 Payments Administered by the Legislative Council 387 386 418 423 431 387 386 418 423 431

Legislative Council Total Operating Services Expenditure 4 016 4 191 4 219 4 292 4 380 4 016 4 191 4 219 4 292 4 380

Reserved by Law Members' Committee Fees and Allowances (Parliamentary Salaries, Superannuation and Allowances Act 2012) 36 40 40 40 41 Parliamentary Salaries and Allowances (Parliamentary Salaries, Superannuation and Allowances Act 2012) 2 917 2 994 3 068 3 135 3 210 Travelling Allowances (Parliamentary Salaries, Superannuation and Allowances Act 2012) 153 153 153 153 153 3 106 3 187 3 261 3 328 3 404

Total Revenue from Appropriation 7 122 7 378 7 480 7 620 7 784

Controlled Revenue from Appropriation 7 122 7 378 7 480 7 620 7 784 7 122 7 378 7 480 7 620 7 784

Legislative Council 29

Table 16.4: Statement of Financial Position as at 30 June

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Receivables 7 7 7 7 7 7 7 7 7 7

Non-financial assets Property, plant and equipment 2 377 2 374 2 371 2 368 2 365 Other assets1 351 ...... 2 728 2 374 2 371 2 368 2 365

Total assets 2 735 2 381 2 378 2 375 2 372

Liabilities Payables 62 62 62 62 62 Interest bearing liabilities1 351 ...... Employee benefits 597 609 621 633 645 Total liabilities 1 010 671 683 695 707

Net assets (liabilities) 1 725 1 710 1 695 1 680 1 665

Equity Reserves 764 764 764 764 764 Accumulated funds 961 946 931 916 901 Total equity 1 725 1 710 1 695 1 680 1 665

Note: 1. The decrease in Other assets and Interest bearing liabilities primarily reflects a change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1 of this Budget Paper.

30 Legislative Council

Table 16.5: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Appropriation receipts - operating 7 122 7 378 7 480 7 620 7 784 GST receipts 70 70 70 70 70 Total cash inflows 7 192 7 448 7 550 7 690 7 854

Cash outflows Employee benefits (5 882) (6 044) (6 174) (6 292) (6 429) Superannuation (432) (443) (454) (463) (473) GST payments (70) (70) (70) (70) (70) Supplies and consumables (808) (891) (852) (865) (882) Total cash outflows (7 192) (7 448) (7 550) (7 690) (7 854)

Net increase (decrease) in cash and cash equivalents held ......

Cash and deposits at the beginning of the reporting period ...... Cash and deposits at the end of the reporting period ......

Legislative Council 31

17 LEGISLATURE-GENERAL

AGENCY OUTLINE

Legislature-General provides support services to both Houses of Parliament and their Members through the Joint House support staff, the Parliamentary Reporting Service, the Parliamentary Library Service and the Parliamentary Printing, Systems and Broadcasting Services. This chapter provides financial information about the Outputs to be delivered by Legislature-General during 2020-21 and over the Forward Estimates (2021-22 to 2023-24). Further information about Legislature-General is provided at www.parliament.tas.gov.au.

KEY DELIVERABLES

Table 17.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables within Legislature-General. In addition, the ongoing key deliverables for Legislature-General include:

• supporting both Houses of Parliament and their Members;

• providing Parliamentary Reporting Services, with particular attention to the accuracy and timeliness of Hansard;

• providing support to Members of Parliament and the public through the Parliamentary Library Service, with particular attention to the provision of research facilities;

• providing Parliamentary Printing, Systems and Broadcasting Services; and

• continuing support for Joint Committees.

Table 17.1: Key Deliverables Statement 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000

COVID-19 Response and Recovery Measures Public Building Maintenance Program 372 …. …. ….

Other Key Deliverables Legislative Council Regional Office Rent 172 172 172 172 Parliament Lighting Façade 80 …. …. ….

Legislature-General 33

COVID-19 Response and Recovery Measures

Public Building Maintenance Program

Funding of $372 000 is provided to Legislature-General for a range of minor maintenance works within Parliament House, including ceiling replacement and works to rectify rising damp. Other Key Deliverables

Legislative Council Regional Office Rent

An increase in funding of $172 000 per annum is provided to address increased rental expenses associated with Legislative Council Members’ regional offices. Parliament Lighting Façade

Funding of $80 000 in 2020-21 is provided to complete the Parliament lighting upgrade in Parliament Gardens.

34 Legislature-General

OUTPUT INFORMATION

Outputs of Legislature-General are provided under the following Output Groups:

• Output Group 1 - Parliamentary Reporting Service;

• Output Group 2 - Parliamentary Library Service;

• Output Group 3 - Parliamentary Printing and Systems;

• Output Group 4 - Joint Services; and

• Output Group 89 - Public Building Maintenance Program.

Table 17.2 provides an Output Group Expense Summary for Legislature-General.

COVID-19 Response and Recovery Measures To enable the presentation of this important information, new Output Groups have been established. Output Group 89 - Public Building Maintenance Program, reflects expenditure under the Government’s Public Building Maintenance Program.

Table 17.2: Output Group Expense Summary

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

President of the Legislative Council and the Speaker of the House of Assembly acting jointly

Output Group 1 - Parliamentary Reporting Service 1.1 Production and Printing of Parliamentary Reports 1 061 1 091 1 117 1 139 1 166 1 061 1 091 1 117 1 139 1 166 Output Group 2 - Parliamentary Library Service 2.1 Parliamentary Library Service1 1 258 1 140 1 167 1 191 1 219 1 258 1 140 1 167 1 191 1 219 Output Group 3 - Parliamentary Printing and Systems 3.1 Parliamentary Printing 513 523 533 544 555 3.2 Parliamentary Systems 854 875 893 912 933 1 367 1 398 1 426 1 456 1 488

Legislature-General 35

Table 17.2: Output Group Expense Summary (continued)

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Output Group 4 - Joint Services 4.1 Buildings and Operations Management2 2 778 3 006 3 056 3 107 3 159 4.2 Joint Management Services 416 424 440 450 460 4.3 Services to Members 931 952 974 995 1 014 4.4 Corporate Services for Parliamentary Agencies 109 109 109 109 109 4 234 4 491 4 579 4 661 4 742 Output Group 89 - Public Building Maintenance Program 89.1 Public Building Maintenance Program3 .... 372 ...... 372 ......

Capital Investment Program 145 ......

TOTAL 8 065 8 492 8 289 8 447 8 615

Notes: 1. The decrease in Parliamentary Library Service reflects the transfer of funding provided for legislative drafting under the 2019-20 Budget initiative Additional Resources for the Parliamentary Library to the Department of Premier and Cabinet. 2. The increase in Buildings and Operations Management from 2020-21 reflects additional funding for rental expenses for Legislative Council regional offices. 3. The Public Building Maintenance Program reflects funding for a range of minor maintenance works within Parliament House. Output Group 1: Parliamentary Reporting Service

1.1 Production and Printing of Parliamentary Reports

This Output provides for the Parliamentary Reporting Service, which produces an accurate and timely official record of debates in both Houses of Parliament and of evidence presented to Parliamentary Committees. Performance Information Comments

Delivery of Hansard The primary focus for the Hansard operation is to produce a daily transcript for Members as quickly as possible - certainly by the following day. Part of the transcript is delivered to Members later the same day. A full week’s transcript is available on the Internet (public access) by the end of the following week. Some of these times will vary when either House sits for extended hours or during an extended period of several weeks of continuous sitting.

36 Legislature-General

Output Group 2: Parliamentary Library Service

2.1 Parliamentary Library Service

This Output represents the Parliamentary Library Service which provides information and research services specifically designed to assist Members of Parliament and Parliamentary Committees in performing their duties. The Parliamentary Library also manages special and historical collections, the Parliamentary Museum and is the repository for all Tasmanian Parliament publications. Performance Information Comments

Parliamentary Library A number of performance measures have been established for the Parliamentary Library Service. These are:

• enquiries: perform 95 per cent of enquiries within the clients’ deadlines;

• newspapers and media releases: upload daily newspaper clippings and press releases to the Intranet by 11 am;

• media-monitoring: television news available on the Intranet by 9 am daily and audio digital capture (ABC Radio) available on request;

• prepare 95 per cent of media transcription requests within the clients’ deadlines;

• databases: input 90 per cent of Questions, Answers and Adjournments to the database within one week of receipt of Hansard; and

• input 95 per cent of tabled parliamentary papers within one week of tabling or receipt.

Parliamentary Research Service The Parliamentary Research Service aims to:

• meet 95 per cent of the clients’ requests within their deadlines;

• update statistics on the Intranet within two days of ABS data arrival; and

• complete 95 per cent of background briefings and submission summaries to Parliamentary Committees prior to the hearing of witnesses. Output Group 3: Parliamentary Printing and Systems

3.1 Parliamentary Printing

This Output involves the provision of services which meet the printing needs of Parliament, including: the production of Parliamentary Papers; Votes and Proceedings; Notice Papers and Bills; and the printing requirements of Members.

Legislature-General 37

3.2 Parliamentary Systems

This Output provides for the maintenance of computerised systems for:

• the computer requirements of the Parliamentary Reporting Service;

• the computer and communication requirements of Members of both Houses of Parliament including Regional Offices;

• the Parliament website, Intranet, Internet and databases;

• the television, broadcasting and archiving of sessions of both Houses of Parliament;

• the security of the precinct including access control and CCTV; and

• the Parliament’s financial management. Output Group 4: Joint Services

4.1 Buildings and Operations Management

This Output provides for the management of buildings and operations management as well as the provision of purchasing and maintenance services for the Parliamentary complex, gardens and other offices (including rentals, security, cleaning and communication services). 4.2 Joint Management Services

This Output provides for services to Legislature-General, including the Joint House Committee and other functional areas not directly under the control of either House of Parliament. 4.3 Services to Members

This Output provides for services not directly related to the Legislative Council or House of Assembly for certain Parliamentary Committees and the Leader of the Opposition. 4.4 Corporate Services for Parliamentary Agencies

This Output provides for administrative services to the Clerks of both Houses, including responsibility for all human resources and financial administration.

38 Legislature-General

CAPITAL INVESTMENT PROGRAM

Table 17.3 provides financial information for the Capital Investment Program for Legislature-General. More information on the Capital Investment Program is provided in chapter 6 of The Budget Budget Paper No 1.

Table 17.3: Capital Investment Program

Estimated 2020-21 2021-22 2022-23 2023-24 Total Forward Forward Forward Cost Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

President of the Legislative Council and the Speaker of the House of Assembly acting jointly

Parliament Lighting Façade 80 80 ......

Total CIP Allocations 80 ......

Legislature-General 39

DETAILED BUDGET STATEMENTS

Table 17.4: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Appropriation revenue - operating 7 200 7 400 7 569 7 727 7 895 Appropriation revenue - capital 171 80 ...... Grants1 .... 372 ...... Sales of goods and services 172 172 172 172 172 Total revenue 7 543 8 024 7 741 7 899 8 067 Total income 7 543 8 024 7 741 7 899 8 067

Expenses Employee benefits 3 696 3 655 3 739 3 820 3 911 Depreciation and amortisation2 914 588 588 588 588 Supplies and consumables3 3 302 4 144 3 857 3 934 4 011 Grants and subsidies 59 59 59 59 59 Borrowing costs2 48 ...... Other expenses 46 46 46 46 46 Total expenses 8 065 8 492 8 289 8 447 8 615

Net result (522) (468) (548) (548) (548)

Comprehensive result (522) (468) (548) (548) (548)

Notes: 1. The increase in Grants reflects one-off funding for a range of minor maintenance works within Parliament House as part of the Public Building Maintenance Program. 2. The decrease in Depreciation and amortisation and Borrowing costs reflects a change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1 of this Budget Paper. 3. Variations in Supplies and consumables reflect the impact of additional funding for rental expenses for Legislative Council Members’ regional offices and one-off funding for a range of minor maintenance works as part of the Public Building Maintenance Program, and the impact of the change in the accounting treatment for the recognition of leases.

40 Legislature-General

Table 17.5: Revenue from Appropriation by Output

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

President of the Legislative Council and the Speaker of the House of Assembly acting jointly

Output Group 1 - Parliamentary Reporting Service 1.1 Production and Printing of Parliamentary Reports 1 058 1 088 1 114 1 136 1 163 1 058 1 088 1 114 1 136 1 163 Output Group 2 - Parliamentary Library Service 2.1 Parliamentary Library Service1 1 256 1 138 1 165 1 189 1 217 1 256 1 138 1 165 1 189 1 217 Output Group 3 - Parliamentary Printing and Systems 3.1 Parliamentary Printing 513 523 533 544 555 3.2 Parliamentary Systems 854 875 893 912 933 1 367 1 398 1 426 1 456 1 488 Output Group 4 - Joint Services 4.1 Buildings and Operations Management2 2 238 2 466 2 516 2 567 2 619 4.2 Joint Management Services 415 423 439 449 459 4.3 Services to Members 757 778 800 821 840 4.4 Corporate Services for Parliamentary Agencies 109 109 109 109 109 3 519 3 776 3 864 3 946 4 027

Capital Investment Program 171 80 ......

Legislature-General Total Operating Services Expenditure 7 200 7 400 7 569 7 727 7 895 Total Capital Services Expenditure 171 80 ...... 7 371 7 480 7 569 7 727 7 895

Total Revenue from Appropriation 7 371 7 480 7 569 7 727 7 895

Controlled Revenue from Appropriation 7 371 7 480 7 569 7 727 7 895 7 371 7 480 7 569 7 727 7 895

Legislature-General 41

Table 17.6: Statement of Financial Position as at 30 June1

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits 106 106 106 106 106 Receivables 120 205 205 205 205 226 311 311 311 311

Non-financial assets Inventories 37 35 35 35 35 Property, plant and equipment 34 692 35 670 35 132 34 594 34 056 Heritage and cultural assets 567 552 552 552 552 Other assets2 4 399 85 85 85 85 39 695 36 342 35 804 35 266 34 728

Total assets 39 921 36 653 36 115 35 577 35 039

Liabilities Payables 100 287 287 287 287 Interest bearing liabilities2 4 304 ...... Employee benefits 1 081 981 991 1 001 1 011 Other liabilities 20 18 18 18 18 Total liabilities 5 505 1 286 1 296 1 306 1 316

Net assets (liabilities) 34 416 35 367 34 819 34 271 33 723

Equity Reserves 27 598 27 597 27 597 27 597 27 597 Accumulated funds 6 818 7 770 7 222 6 674 6 126 Total equity 34 416 35 367 34 819 34 271 33 723

Notes: 1. Some balance estimates for 2021 and later years will be impacted by final closing balances presented in the Agency’s 2019-20 Annual Report. Further information on the impact of the timing of the 2020-21 Budget on opening balances is provided in chapter 1 of this Budget Paper. 2. The decrease in Other assets and Interest bearing liabilities primarily reflects a change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1 of this Budget Paper.

42 Legislature-General

Table 17.7: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Appropriation receipts - operating 7 200 7 400 7 569 7 727 7 895 Appropriation receipts - capital 171 80 ...... Grants .... 372 ...... Sales of goods and services 172 172 172 172 172 GST receipts 364 364 364 364 364 Total cash inflows 7 907 8 388 8 105 8 263 8 431

Cash outflows Employee benefits1 (3 328) (3 294) (3 369) (3 443) (3 524) Superannuation1 (358) (351) (360) (367) (377) GST payments (364) (364) (364) (364) (364) Grants and subsidies (59) (59) (59) (59) (59) Supplies and consumables2 (3 676) (4 144) (3 857) (3 934) (4 011) Other cash payments (46) (46) (46) (46) (46) Total cash outflows (7 831) (8 258) (8 055) (8 213) (8 381)

Net cash from (used by) operating activities 76 130 50 50 50

Cash flows from investing activities Payments for acquisition of non-financial assets (76) (130) (50) (50) (50) Net cash from (used by) investing activities (76) (130) (50) (50) (50)

Net increase (decrease) in cash and cash equivalents held ......

Cash and deposits at the beginning of the reporting period 106 106 106 106 106 Cash and deposits at the end of the reporting period 106 106 106 106 106

Notes: 1. The decrease in this item reflects the transfer of funding provided for legislative drafting under the 2019-20 Budget initiative Additional Resources for the Parliamentary Library to the Department of Premier and Cabinet. 2. The increase in Supplies and consumables in 2020-21 reflects additional funding for rental expenses for Legislative Council Members’ regional offices, and a range of minor maintenance works within Parliament House as part of the Public Building Maintenance Program.

Legislature-General 43

18 OFFICE OF THE DIRECTOR OF PUBLIC PROSECUTIONS

AGENCY OUTLINE

The Office of the Director of Public Prosecutions provides criminal law services to the State of Tasmania. The Director of Public Prosecutions Act 1973 details the role and functions of the Director of Public Prosecutions. Specifically, the DPP undertakes:

• the conduct of all criminal prosecutions on indictment in the Supreme Court;

• the prosecution of serious offences in the Magistrates Court;

• investigations and proceedings for restraint orders, forfeiture orders, pecuniary penalty orders and unexplained wealth declarations pursuant to the Crime (Confiscation of Profits) Act 1993;

• the representation of government agencies in the prosecution of regulatory offences;

• the representation of government agencies in appeals from Magistrates Courts to the Supreme Court;

• the provision of Counsel to assist the Coroner;

• the conduct of all child safety proceedings under the Children, Young Persons and Their Families Act 1997, on behalf of the Secretary of the Department of Communities Tasmania; and

• the representation of the Crown in relation to criminal matters, in appeals to the Full Court, Court of Criminal Appeal and the High Court.

This chapter provides financial information about the Output to be delivered by the Office in 2020-21 and over the Forward Estimates (2021-22 to 2023-24). Further information about the Office of the Director of Public Prosecutions is provided at www.dpp.tas.gov.au.

Office of the Director of Public Prosecutions 45

KEY DELIVERABLES

Table 18.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables within the Office.

Table 18.1: Key Deliverables Statement 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000

DPP Additional Funding 750 750 750 750 Funding to Support Increased Judicial Resourcing 714 714 714 ….

DPP Additional Funding

Funding of $750 000 per annum will be provided over the 2020-21 Budget and Forward Estimates to further support the Office to reduce the backlog of cases and to assist with other workload pressures. Funding to Support Increased Judicial Resourcing

The 2019-20 Budget provided funding of $2.7 million over four years to assist in reducing the backlog of criminal prosecutions matters pending in the Supreme Court.

46 Office of the Director of Public Prosecutions

OUTPUT INFORMATION

The individual output for the Office of the Director of Public Prosecutions is provided under:

• Output Group 1 - The Office of the Director of Public Prosecutions.

Table 18.2 provides an Output Group Expense Summary for the Office.

Table 18.2: Output Group Expense Summary

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Attorney-General and Minister for Justice

Output Group 1 - The Office of the Director of Public Prosecutions 1.1 The Office of the Director of Public Prosecutions1 9 038 11 041 11 298 11 513 11 762 9 038 11 041 11 298 11 513 11 762

TOTAL 9 038 11 041 11 298 11 513 11 762

Note: 1. The increase in The Office of the Director of Public Prosecutions from 2020-21 reflects costs associated with additional funding to support the Office to reduce the backlog of cases and to assist with other workload pressures; and expenses incurred by the Office for the provision of services to other Tasmanian government agencies. Output Group 1: The Office of the Director of Public Prosecutions

1.1 The Office of the Director of Public Prosecutions

This Output provides criminal law services to the State of Tasmania in accordance with the requirements of the Director of Public Prosecutions Act.

Office of the Director of Public Prosecutions 47

DETAILED BUDGET STATEMENTS

Table 18.3: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Appropriation revenue - operating1 8 944 10 130 10 370 10 568 10 800 Sales of goods and services2 .... 837 854 871 888 Total revenue 8 944 10 967 11 224 11 439 11 688 Total income 8 944 10 967 11 224 11 439 11 688

Expenses Employee benefits1,2 7 303 9 094 9 308 9 488 9 699 Depreciation and amortisation3 490 34 34 34 34 Supplies and consumables3 776 1 468 1 500 1 527 1 556 Borrowing costs3 31 ...... Other expenses 438 445 456 464 473 Total expenses 9 038 11 041 11 298 11 513 11 762

Net result (94) (74) (74) (74) (74)

Comprehensive result (94) (74) (74) (74) (74)

Notes: 1. The increase in Appropriation revenue - operating, and Employee benefits reflects an increase in funding to support the Office to reduce the backlog of cases and to assist with other workload pressures. 2. The increase in Sales of goods and services and Employee benefits reflects the recognition of Service Level Agreements between the Office and other Tasmanian government agencies. The Office receives income from agencies in return for the provision of these services. 3. The decrease in Depreciation and amortisation and Borrowing costs, and the increase in Supplies and consumables in 2020-21, primarily reflects a change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1 of this Budget Paper.

48 Office of the Director of Public Prosecutions

Table 18.4: Statement of Comprehensive Income - Administered

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Administered revenue and other income Other revenue1 500 500 500 500 500 Total administered revenue 500 500 500 500 500

Total administered income 500 500 500 500 500

Administered expenses Transfers to the Public Account 500 500 500 500 500 Total administered expenses 500 500 500 500 500

Administered net result ......

Administered comprehensive result ......

Note: 1. Other revenue reflects monies recovered under the Unexplained Wealth initiative that are transferred to the Public Account.

Office of the Director of Public Prosecutions 49

Table 18.5: Revenue from Appropriation by Output

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Attorney-General and Minister for Justice

Output Group 1 - The Office of the Director of Public Prosecutions 1.1 The Office of the Director of Public Prosecutions1 8 409 9 590 9 820 10 008 10 230 8 409 9 590 9 820 10 008 10 230

Office of the Director of Public Prosecutions Total Operating Services Expenditure 8 409 9 590 9 820 10 008 10 230 8 409 9 590 9 820 10 008 10 230

Reserved by Law Salary, Travel and Other Allowances, Director of Public Prosecutions (Director of Public Prosecutions Act 1973) 535 540 550 560 570 535 540 550 560 570

Total Revenue from Appropriation 8 944 10 130 10 370 10 568 10 800

Controlled Revenue from Appropriation 8 944 10 130 10 370 10 568 10 800 8 944 10 130 10 370 10 568 10 800

Note: 1. The increase in The Office of the Director of Public Prosecutions from 2020-21 reflects additional funding to support the Office to reduce the backlog of cases and to assist with other workload pressures.

50 Office of the Director of Public Prosecutions

Table 18.6: Statement of Financial Position as at 30 June1

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits 1 873 644 644 644 644 Receivables 94 92 92 92 92 1 967 736 736 736 736

Non-financial assets Property, plant and equipment .... 1 051 1 051 1 051 1 051 Other assets2 1 509 196 182 148 114 1 509 1 247 1 233 1 199 1 165

Total assets 3 476 1 983 1 969 1 935 1 901

Liabilities Payables 6 225 225 225 225 Interest bearing liabilities2 1 355 51 71 71 71 Employee benefits 1 914 1 925 1 965 2 005 2 045 Total liabilities 3 275 2 201 2 261 2 301 2 341

Net assets (liabilities) 201 (218) (292) (366) (440)

Equity Accumulated funds 201 (218) (292) (366) (440) Total equity 201 (218) (292) (366) (440)

Notes: 1. Some balance estimates for 2021 and later years will be impacted by final closing balances presented in the Agency’s 2019-20 Annual Report. Further information on the impact of the timing of the 2020-21 Budget on opening balances is provided in chapter 1 of this Budget Paper. 2. The variation in Other assets and Interest bearing liabilities primarily reflects a change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1 of this Budget Paper.

Office of the Director of Public Prosecutions 51

Table 18.7: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Appropriation receipts - operating1 8 944 10 130 10 370 10 568 10 800 Sales of goods and services2 .... 837 854 871 888 GST receipts .... 4 4 4 4 Total cash inflows 8 944 10 971 11 228 11 443 11 692

Cash outflows Employee benefits3 (6 514) (8 106) (8 296) (8 458) (8 648) Superannuation (749) (948) (972) (990) (1 011) Borrowing costs (31) ...... GST payments .... (4) (4) (4) (4) Supplies and consumables4 (776) (1 468) (1 500) (1 527) (1 556) Other cash payments (438) (445) (456) (464) (473) Total cash outflows (8 508) (10 971) (11 228) (11 443) (11 692)

Net cash from (used by) operating activities 436 ......

Cash flows from financing activities Net borrowings (436) ...... Net cash from (used by) financing activities (436) ......

Net increase (decrease) in cash and cash equivalents held ......

Cash and deposits at the beginning of the reporting period 1 873 644 644 644 644 Cash and deposits at the end of the reporting period 1 873 644 644 644 644

Notes: 1. The increase in Appropriation receipts - operating primarily reflects additional funding to support the Office to reduce the backlog of cases and to assist with other workload pressures. 2. The increase in Sales of goods and services reflects the recognition of Service Level Agreements between the Office and other Tasmanian government agencies. The Office receives income from agencies in return for the provision of these services. 3. The increase in Employee benefits reflects the expenditure of additional funding received. 4. This increase in Supplies and consumables primarily reflects a change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1 of this Budget Paper.

52 Office of the Director of Public Prosecutions

Table 18.8: Statement of Cash Flows - Administered

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Other cash receipts1 500 500 500 500 500 Total cash inflows 500 500 500 500 500

Cash outflows Transfer to the Public Account1 (500) (500) (500) (500) (500) Total cash outflows (500) (500) (500) (500) (500)

Net increase (decrease) in cash and cash equivalents held ......

Cash and deposits at the beginning of the reporting period ......

Cash and deposits at the end of the reporting period ......

Note: 1. Other cash receipts reflects monies recovered under the Unexplained Wealth initiative that are transferred to the Public Account.

Office of the Director of Public Prosecutions 53

19 OFFICE OF THE GOVERNOR

AGENCY OUTLINE

The Office of the Governor supports the Governor in the performance of her constitutional, administrative, ceremonial and community responsibilities by:

• providing a high standard of policy advice and administrative support, including the organisation of constitutional and ceremonial duties and a program of community engagements;

• facilitating the efficient and effective interaction between the Office of the Governor, the Parliament, the Executive and the State Service; and

• maintaining the Government House estate.

The Office is focused on achieving, or contributing to, the following major outcomes:

• safeguarding the integrity of the State’s democratic system of government;

• promoting community involvement in government and understanding of the democratic process;

• promoting community understanding of the role of the Governor;

• fostering activities in rural areas through speeches, visits, functions and other events;

• encouraging the involvement of young people in the community;

• supporting activities which promote a multicultural, diverse and tolerant society;

• stimulating culture and the arts;

• promoting the State’s exports and its tourism industry; and

• protecting and maintaining the heritage values of Government House and its grounds.

This chapter provides financial information for the Office of the Governor for 2020-21 and the Forward Estimates (2021-22 to 2023-24). Further information on the Office is provided at www.govhouse.tas.gov.au.

Office of the Governor 55

KEY DELIVERABLES

Table 19.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables being undertaken by the Office.

Table 19.1: Key Deliverables Statement 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 COVID-19 Response and Recovery Measures Public Building Maintenance Program 139 ......

COVID-19 Response and Recovery Measures

Public Building Maintenance Program

Funding of $139 000 is provided to the Office of the Governor in 2020-21 for the completion of a fire detection system and the upgrade of the heating in Government House.

56 Office of the Governor

OUTPUT INFORMATION

Outputs of the Office of the Governor are provided under the following Output Groups:

• Output Group 1 - The Office of the Governor; and

• Output Group 89 - Public Building Maintenance Program.

Table 19.2 provides an Output Group Expense Summary for the Office of the Governor.

Table 19.2: Output Group Expense Summary

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Premier

Output Group 1 - The Office of the Governor 1.1 Support for the Governor1 4 611 5 077 5 173 5 260 5 360 4 611 5 077 5 173 5 260 5 360 Output Group 89 - Public Building Maintenance Program 89.1 Public Building Maintenance Program2 .... 139 ...... 139 ......

TOTAL 4 611 5 216 5 173 5 260 5 360

Notes: 1. The increase in Support for the Governor reflects additional funding provided to the Office to support operating costs. 2. The Public Building Maintenance Program reflects funding provided for the completion of a fire detection system and the upgrade of the heating at Government House.

Office of the Governor 57

Output Group 1: The Office of the Governor

1.1 Support for the Governor

This Output facilitates the efficient and effective interaction between the Office of the Governor, the Parliament, the Executive, the State Service, the Tasmanian community and Offices of the Governor in other states. This Output also facilitates cooperation between all arms of government and the community to promote the State of Tasmania to a widening range of international guests and other visitors to the State. Performance Information Comments

The Office will successfully perform this Output by:

• meeting the expectations of the Governor in assisting her to meet her constitutional and legal responsibilities;

• meeting the expectations of the Governor and her spouse in the organisation of their official program and the administration of the household; and

• maintaining the Government House estate to a high standard.

58 Office of the Governor

DETAILED BUDGET STATEMENTS

Table 19.3: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Appropriation revenue - operating1 4 304 4 709 4 821 4 908 5 008 Grants .... 139 ...... Sales of goods and services 55 94 100 100 100 Total revenue 4 359 4 942 4 921 5 008 5 108 Total income 4 359 4 942 4 921 5 008 5 108

Expenses Employee benefits2 3 395 3 674 3 763 3 830 3 906 Depreciation and amortisation 298 298 298 298 298 Supplies and consumables2 887 1 207 1 075 1 095 1 119 Other expenses 31 37 37 37 37 Total expenses 4 611 5 216 5 173 5 260 5 360

Net result (252) (274) (252) (252) (252)

Other comprehensive income Changes in physical asset revaluation reserve 300 300 300 300 300 Total other comprehensive income 300 300 300 300 300

Comprehensive result 48 26 48 48 48

Notes: 1. The increase in Appropriation revenue - operating reflects additional funding provided to support Office operating costs. 2. The increase in Employee benefits and Supplies and consumables in 2020-21, reflects increased operating costs and expenditure of funding provided through the Public Building Maintenance Program.

Office of the Governor 59

Table 19.4: Revenue from Appropriation by Output

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Premier

Output Group 1 - The Office of the Governor 1.1 Support for the Governor1 3 695 4 088 4 188 4 263 4 351 3 695 4 088 4 188 4 263 4 351

Office of the Governor Total Operating Services Expenditure 3 695 4 088 4 188 4 263 4 351 3 695 4 088 4 188 4 263 4 351

Reserved by Law Salary Her Excellency the Governor (Governor of Tasmania Act 1982) 594 606 618 630 642 Salary The Administrator (Governor of Tasmania Act 1982, Section 5(1)) 15 15 15 15 15 609 621 633 645 657

Total Revenue from Appropriation 4 304 4 709 4 821 4 908 5 008

Controlled Revenue from Appropriation 4 304 4 709 4 821 4 908 5 008 4 304 4 709 4 821 4 908 5 008

Note: 1. The increase in Support for the Governor reflects additional funding provided to support Office operating costs.

60 Office of the Governor

Table 19.5: Statement of Financial Position as at 30 June1

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits 262 318 373 428 483 Receivables 3 9 9 9 9 265 327 382 437 492

Non-financial assets Property, plant and equipment 31 555 35 282 35 284 35 286 35 288 Heritage and cultural assets 3 586 3 586 3 586 3 586 3 586 Other assets 7 7 8 9 10 35 148 38 875 38 878 38 881 38 884

Total assets 35 413 39 202 39 260 39 318 39 376

Liabilities Payables 86 61 63 65 67 Employee benefits 518 588 596 604 612 Total liabilities 604 649 659 669 679

Net assets (liabilities) 34 809 38 553 38 601 38 649 38 697

Equity Reserves 24 549 28 542 28 842 29 142 29 442 Accumulated funds 10 260 10 011 9 759 9 507 9 255 Total equity 34 809 38 553 38 601 38 649 38 697

Note: 1. Some balance estimates for 2021 and later years will be impacted by final closing balances presented in the Agency’s 2019-20 Annual Report. Further information on the impact of the timing of the 2020-21 Budget on opening balances is provided in chapter 1 of this Budget Paper.

Office of the Governor 61

Table 19.6: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Appropriation receipts - operating1 4 304 4 709 4 821 4 908 5 008 Grants .... 139 ...... Sales of goods and services 55 94 100 100 100 GST receipts 60 60 60 60 60 Total cash inflows 4 419 5 002 4 981 5 068 5 168

Cash outflows Employee benefits2 (3 123) (3 378) (3 460) (3 522) (3 591) Superannuation (264) (288) (295) (300) (307) GST payments (60) (60) (60) (60) (60) Supplies and consumables2 (886) (1 206) (1 074) (1 094) (1 118) Other cash payments (31) (37) (37) (37) (37) Total cash outflows (4 364) (4 969) (4 926) (5 013) (5 113)

Net cash from (used by) operating activities 55 33 55 55 55

Net increase (decrease) in cash and cash equivalents held 55 33 55 55 55

Cash and deposits at the beginning of the reporting period 207 285 318 373 428 Cash and deposits at the end of the reporting period 262 318 373 428 483

Notes: 1. The increase in Appropriation receipts - operating reflects additional funding provided to support Office operating costs. 2. The increase in Employee benefits and Supplies and consumables in 2020-21, reflects increased operating costs and expenditure of funding provided through the Public Building Maintenance Program.

62 Office of the Governor

20 OFFICE OF THE OMBUDSMAN

AGENCY OUTLINE

The Ombudsman operates under the Ombudsman Act 1978 and is responsible for enquiry and investigation into complaints regarding the administrative actions of Tasmanian government agencies, local councils and a range of other public authorities. The Ombudsman seeks to resolve individual grievances and address systemic issues arising from administrative matters in the public sector. Through independent, objective and impartial investigations, the Ombudsman promotes fairness and equity and aims to bring about improvements in the quality and standard of public administration. The Ombudsman also has a number of other responsibilities including:

• Energy Ombudsman under the Energy Ombudsman Act 1998;

• Coordinator of the Official Visitors Scheme under the Corrections Act 1997;

• Principal Official Visitor under the Mental Health Act 2013;

• providing administrative support for the Mental Health and Prison Official Visitors Programs; and

• implementing the Right to Information Act 2009, the Personal Information Protection Act 2004 and the Public Interest Disclosures Act 2002.

The Health Complaints Commissioner operates under the Health Complaints Act 1995 and is responsible for promoting and protecting health rights, resolving complaints between health care users and providers and seeking improvements in the delivery of health services in Tasmania. The Commissioner achieves this through the conciliation, investigation and assessment of complaints, encouraging parties to resolve complaints between themselves and assisting providers to develop procedures to resolve complaints. The Custodial Inspector is appointed by the Governor of Tasmania under the Custodial Inspector Act 2016. The purpose of the Custodial Inspector is to provide independent, proactive, preventative and systemic oversight of custodial centres. The focus of the Inspector is on systemic issues relating to the management, control and security of the State’s prisons and youth detention centre and the care and welfare of prisoners and detainees. In particular, the Inspector provides external scrutiny through the publication of reports and recommendations. The Inspector reports directly to the Minister responsible for the custodial centre and the responsible Minister is then to table a copy of the Inspector’s report in each House of Parliament.

Office of the Ombudsman 63

This chapter provides financial information about the Outputs to be delivered by the Office in 2020-21 and the Forward Estimates (2021-22 to 2023-24). Further information about the Office of the Ombudsman and Health Complaints Commissioner is provided at:

• www.ombudsman.tas.gov.au;

• www.healthcomplaints.tas.gov.au;

• www.energyombudsman.tas.gov.au;

• www.officialvisitors.tas.gov.au; and

• www.custodialinspector.tas.gov.au.

KEY DELIVERABLES

Table 20.1 provides a summary of the Budget and Forward Estimates allocations for the Office’s key deliverables.

Table 20.1: Key Deliverables Statement 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000

COVID-19 Response and Recovery Measures Public Building Maintenance Program 100 …. …. ….

Other Key Deliverables Right to Information Workload Support 245 245 245 245

COVID-19 Response and Recovery Measures

Public Building Maintenance Program

The Office of the Ombudsman and Health Complaints Commissioner received funding of $100 000 to renovate existing leased office accommodation to more adequately house the Office’s present establishment. The renovation will increase the number of individual offices by three, allowing social distancing requirements to be met and making better use of unused space.

64 Office of the Ombudsman

Other Key Deliverables

Right to Information Workload Support

Funding of $245 000 per annum was provided in the 2019-20 Budget to support the Office’s Right to Information work. This funding has been used to establish a Right to Information team through the recruitment of a new Principal Officer and new Investigation and Review Officer to continue dealing with new Right to Information Act review matters in a timely fashion; finalising the backlog of such matters; working with agencies to provide specialised RTI experience through voluntary placements within the Office; and coordinating RTI training, particularly in smaller public authorities. Other key deliverables for the Office of the Ombudsman include:

• continuing the inspection of custodial centres in Tasmania pursuant to the Custodial Inspector Act;

• continuing to identify suitable areas for own motion investigations, conducting such investigations and publishing quality reports;

• addressing the backlog of Right to Information Act reviews;

• building relationships at agency and provider level to improve processes, as well as making complaint handling information available to assist with timely resolution of complaints;

• continuing to focus on implementing internal processes which enable the more effective and timely resolution of complaints under the Ombudsman Act and the Health Complaints Act;

• building capacity (staffing, training and data-base) to meet new obligations related to the implementation of the National Code of Conduct for Health Care Workers and the United Nations Optional Protocol to the Convention Against Torture;

• coordinating and providing education and advice in relation to both health rights and responsibilities and assisting providers to build capacity to respond to complaints internally in accordance with section 6 (c), (e) and (f) of the Health Complaints Act;

• providing clear outcomes for energy consumers making complaints to the Ombudsman in a changing Tasmanian energy market; and

• continuing to recruit, train and mentor Official Visitors to maintain the efficiency and effectiveness of the Official Visitors Programs.

Office of the Ombudsman 65

OUTPUT INFORMATION

Outputs of the Office of the Ombudsman are provided under the following Output Groups:

• Output Group 1 - The Office of the Ombudsman; and

• Output Group 89 - Public Building Maintenance Program.

Table 20.2 provides an Output Group Expense Summary for the Office of the Ombudsman.

Table 20.2: Output Group Expense Summary

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Attorney-General and Minister for Justice

Output Group 1 - The Office of the Ombudsman 1.1 Decisions on Complaints Referred to the Ombudsman and Health Complaints Commissioner and Right to Information1 3 213 3 366 3 360 3 402 3 463 3 213 3 366 3 360 3 402 3 463 Output Group 89 - Public Building Maintenance Program 89.1 Public Building Maintenance Program .... 100 ...... 100 ......

TOTAL 3 213 3 466 3 360 3 402 3 463

Note: 1. The increase in Decisions on Complaints Referred to the Ombudsman and Health Complaints Commissioner and Right to Information, in 2020-21, reflects the reallocation of expenditure from 2019-20 to meet the cash flow requirements of the Office.

66 Office of the Ombudsman

Output Group 1: The Office of the Ombudsman

1.1 Decisions on Complaints Referred to the Ombudsman and Health Complaints Commissioner and Right to Information

This Output provides for the independent and impartial resolution of complaints and the investigation of systemic issues relating to public administration, health care and energy services.

Table 20.3: Performance Information - Output Group 1 Unit of 2017-18 2018-19 2019-20 2020-21 Performance Measure1 Measure Actual Actual Actual Target

Enquiries Finalised - Ombudsman, Health Complaints and Energy Ombudsman2,3 Number 1 710 1 920 1 685 1 769 Complaints Finalised - Ombudsman, Health Complaints and Energy Ombudsman2,4 Number 1 414 1 458 1 223 1 284 Cases Finalised per FTE5,6 Number 188 196 156 167 Complaints to Ombudsman, Health Complaints and Energy Ombudsman Resolved in Less Than Three Months2,4 % 83 81 80 85 Health Complaints Assessed Within Statutory Period of 45 days7 % 76 79 82 75 Health Complaints Assessed Within the Extended Statutory Period of 90 days7 % 88 87 91 90

Notes: 1. The average time to complete RTI decisions and quality of RTI training measures have been removed. The Office is not able to conduct RTI training due to COVID-19 restrictions and the average time to complete RTI decisions can be misleading as it is dependent on the particular cases closed in any given year. 2. The Office expects the number of enquires and complaints finalised to increase by approximately five per cent in 2020-21. 3. The Enquiries Finalised figure includes out of jurisdiction enquiries received by the Office. 4. Complaints figures exclude Public Interest Disclosure notifications. 5. ‘Case’ includes both enquiries and complaints managed by the Office. 6. FTEs include all investigation staff and corporate administration support. FTEs exclude Official Visitor and Custodial Inspectorate staff who do not manage cases. FTEs in 2019-20 increased in the Right to Information area. 7. This period includes time waiting for responses from health providers and the Australian Health Practitioner Regulation Agency.

Office of the Ombudsman 67

DETAILED BUDGET STATEMENTS

Table 20.4: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Appropriation revenue - operating 2 602 2 678 2 744 2 801 2 865 Other revenue from government .... 56 ...... Grants1 .... 100 ...... Other revenue 551 557 557 557 557 Total revenue 3 153 3 391 3 301 3 358 3 422 Total income 3 153 3 391 3 301 3 358 3 422

Expenses Employee benefits2 2 469 2 596 2 590 2 635 2 687 Depreciation and amortisation 209 187 185 185 185 Supplies and consumables1 437 558 463 465 472 Borrowing costs 7 32 27 21 21 Other expenses 91 93 95 96 98 Total expenses 3 213 3 466 3 360 3 402 3 463

Net result (60) (75) (59) (44) (41)

Comprehensive result (60) (75) (59) (44) (41)

Notes: 1. The increase in Grants and Supplies and consumables in 2020-21 reflects funding provided through the Public Building Maintenance Program to renovate existing office accommodation. 2. The increase in Employee benefits in 2020-21 reflects the reallocation of expenditure from 2019-20 to meet the cash flow requirements of the Office.

68 Office of the Ombudsman

Table 20.5: Revenue from Appropriation by Output

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Attorney-General and Minister for Justice

Output Group 1 - The Office of the Ombudsman 1.1 Decisions on Complaints Referred to the Ombudsman and Health Complaints Commissioner and Right to Information 2 602 2 678 2 744 2 801 2 865 2 602 2 678 2 744 2 801 2 865

Office of the Ombudsman Total Operating Services Expenditure 2 602 2 678 2 744 2 801 2 865 2 602 2 678 2 744 2 801 2 865

Appropriation Rollover .... 56 ......

Total Revenue from Appropriation 2 602 2 734 2 744 2 801 2 865

Controlled Revenue from Appropriation 2 602 2 734 2 744 2 801 2 865 2 602 2 734 2 744 2 801 2 865

Office of the Ombudsman 69

Table 20.6: Statement of Financial Position as at 30 June1

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits 65 84 84 84 84 Receivables 2 2 2 2 2 67 86 86 86 86

Non-financial assets Intangibles 11 4 3 2 1 Other assets 420 1 007 837 659 481 431 1 011 840 661 482

Total assets 498 1 097 926 747 568

Liabilities Payables 11 21 21 21 21 Interest bearing liabilities 43 617 488 336 181 Employee benefits 434 541 558 575 592 Other liabilities 1 1 1 1 1 Total liabilities 489 1 180 1 068 933 795

Net assets (liabilities) 9 (83) (142) (186) (227)

Equity Accumulated funds 9 (83) (142) (186) (227) Total equity 9 (83) (142) (186) (227)

70 Office of the Ombudsman

Table 20.7: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Appropriation receipts - operating 2 602 2 678 2 744 2 801 2 865 Appropriation receipts - other .... 56 ...... Grants1 .... 100 ...... Other cash receipts 551 557 557 557 557 Total cash inflows 3 153 3 391 3 301 3 358 3 422

Cash outflows Employee benefits2 (2 198) (2 314) (2 309) (2 350) (2 398) Superannuation (254) (265) (264) (268) (272) Borrowing costs (7) (32) (27) (21) (21) Supplies and consumables1 (437) (558) (463) (465) (472) Other cash payments (91) (93) (95) (96) (98) Total cash outflows (2 987) (3 262) (3 158) (3 200) (3 261)

Net cash from (used by) operating activities 166 129 143 158 161

Cash flows from financing activities Net borrowings (166) (129) (143) (158) (161) Net cash from (used by) financing activities (166) (129) (143) (158) (161)

Net increase (decrease) in cash and cash equivalents held ......

Cash and deposits at the beginning of the reporting period 65 84 84 84 84 Cash and deposits at the end of the reporting period 65 84 84 84 84

Office of the Ombudsman 71

21 TASMANIAN AUDIT OFFICE

AGENCY OUTLINE

The Tasmanian Audit Office assists the Auditor-General to provide an independent view of the financial and operational performance of State entities. The Audit Act 2008 sets out the Auditor-General’s functions, mandate and powers. The Office’s mandate is explicit in identifying its primary client as the Parliament. The Office will continue to satisfy Parliament’s requirements by engaging with the Public Accounts Committee and individual Members, and by producing relevant reports aimed at providing independent assurance to the Parliament and community on the performance and accountability of the Tasmanian Public Sector. It is the independence of the Auditor-General and the Office, and the quality and objectivity of its work, that underpins its reputation. The Office satisfies its mandate by:

• providing an audit report on the Total State, General Government Sector and Public Account Statements, which form part of the Treasurer’s Annual Financial Report;

• conducting audits of financial statements of State entities and audited subsidiaries and issuing audit reports outlining compliance with relevant accounting standards and legislation;

• issuing audit reports and other formal communications of audit findings to State entities, audited subsidiaries, responsible Ministers and relevant accountable authorities;

• conducting audits of efficiency, effectiveness and economy of a State entity, a number of State entities, a part of a State entity or a subsidiary of a State entity;

• examining or investigating any matter relating to the accounts of the Treasurer, a State entity or a subsidiary of a State entity;

• examining or investigating any matter relating to public money, other money, or to public property or other property;

• conducting compliance audits to examine compliance by a State entity, or a subsidiary of a State entity, with written laws or its own internal policies; and

• managing its own activities efficiently and effectively.

The results of all audits conducted by the Auditor-General are reported to Parliament for its consideration. This chapter provides financial information about the Output to be delivered by the Office during 2020-21 and over the Forward Estimates (2021-22 to 2023-24). Further information about the Office is provided at www.audit.tas.gov.au.

Tasmanian Audit Office 73

KEY DELIVERABLES

The key deliverables for the Office include:

• continuous improvement to financial audit processes and engagement with State entities and audited subsidiaries to ensure financial statements, and audit reports thereon, are issued in a timely manner and in accordance with the requirements of the Audit Act. This will include revisions to the audit methodology and associated tools, such as data analytics, in order to further enhance the audit process;

• ongoing development and improvement of Statutory Reports to Parliament on outcomes of audits through the enhancement of reported information; report style and readability; financial analysis; and more informed commentary;

• ongoing development of a forward program of probity, performance and compliance audits for inclusion in annual plans of work, which will include COVID-19 specific audits;

• completion of probity, performance and compliance audits as documented in the annual plan of work, and the reporting of outcomes to Parliament;

• completion of examinations of, or investigations into, matters relating to public money; other money; or into public property or other property; and the reporting of the outcomes to Parliament (where resourcing permits);

• continued implementation of the Office’s five-year strategic plan 2016-2020;

• development of the Office’s five-year strategic plan 2021-2025;

• responding to new and revised accounting and auditing standards and contributing to their development at the Exposure Draft stages; and

• facilitating the Fiji Twinning arrangement between the Office and the Office of the Auditor-General of Fiji, with funding provided by the Department of Foreign Affairs and Trade.

74 Tasmanian Audit Office

OUTPUT INFORMATION

The Office’s individual Output is provided under:

• Output Group 1 - Public Sector Management and Accountability.

Table 21.1 provides an Output Group Expense Summary for the Office.

Table 21.1: Output Group Expense Summary

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Treasurer

Output Group 1 - Public Sector Management and Accountability 1.1 Public Sector Management and Accountability 8 096 8 241 8 315 8 552 8 689 8 096 8 241 8 315 8 552 8 689

TOTAL 8 096 8 241 8 315 8 552 8 689

Output Group 1: Public Sector Management and Accountability

1.1 Public Sector Management and Accountability

This Output Group enables the Office to provide independent assurance to the Parliament and community on the performance and accountability of the Tasmanian Public Sector. The services the Office must deliver to enable achievement of this Outcome are:

• Audit Assurance - independent assurance of Tasmanian public sector financial reporting, administration, control and accountability; and

• Parliamentary Reports and Services - independent assessment of the performance of selected State entity activities, including scope for improving economy, efficiency, effectiveness and compliance.

Table 21.2 provides details of performance measures to be applied in assessing the Office’s effectiveness and efficiency in achieving its outcomes.

Tasmanian Audit Office 75

Table 21.2: Performance Information - Output Group 1 Unit of 2017-18 2018-19 2019-20 2020-21 Performance Measure Measure Actual Actual Actual Target

Audit Assurance All financial audit opinions to be issued within 45 days of receipt of final signed financial statements1 % 90 88 61 100 Overall client satisfaction survey - Financial Audit2 % nm 77 nm 75

Parliamentary Reports and Services Parliamentarian general satisfaction index2 % nm 100 nm 75 Overall client satisfaction survey - Performance Audit2 % nm 69 nm 75 Number of Performance Audit reports tabled3 Number 4 4 4 10 Number of Statutory Reports on outcomes of financial audits Number 1 1 1 1 Average number of months Performance Audits are completed within4 Average 10.8 17.8 17.5 9.0 Recommendations agreed and acted upon from Performance Audits5 % 64 nm nm 70 Number of ‘employer’ Performance Audits completed Number 1 1 1 0

Office-wide Efficiency Indicators Total audit costs per $’000 of public sector transactions $ 0.4 0.4 0.4 0.4 Total audit costs per $’000 of public sector assets $ 0.2 0.2 0.2 0.2 Percentage of total (whole of office) paid hours charged to audit activities6 % 44 42 43 55

nm = not measured

Notes: 1. Financial statement audits are completed on a cyclical basis. Audits of financial statements at 30 June 2019 were completed in 2019-20. 2. The Satisfaction Indexes are calculated when the biennial Parliamentarian and Client Surveys are conducted. 3. The number of reports tabled includes compliance audits and investigations, where applicable. The increased target number of reports to be tabled in 2020-21 is due to the deferral of tabling reports during the COVID-19 pandemic. 4. The length of time taken to table performance reports increased due to staffing absences and the complexity of reports. 5. Recommendations agreed and acted upon from Performance Audits are determined via follow up audits. No follow-up audits were conducted in 2018-19 or 2019-20. 6. The lower percentages in 2017-18 to 2019-20 reflects the employment of fixed-term staff to replace vacant positions and the need for a larger amount of on the job training for those new staff, with a slight increase in personal and recreational leave taken during the years.

76 Tasmanian Audit Office

DETAILED BUDGET STATEMENTS

Table 21.3: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Appropriation revenue - operating 2 560 2 626 2 686 2 741 2 802 Sales of goods and services 5 568 5 525 5 587 5 834 5 934 Other revenue 30 30 30 30 30 Total revenue 8 158 8 181 8 303 8 605 8 766 Total income 8 158 8 181 8 303 8 605 8 766

Expenses Employee benefits 5 486 5 624 6 028 6 184 6 214 Depreciation and amortisation1 249 64 59 49 49 Supplies and consumables2 1 979 2 195 1 863 1 950 2 057 Borrowing costs1 8 ...... Other expenses 374 358 365 369 369 Total expenses 8 096 8 241 8 315 8 552 8 689

Net result 62 (60) (12) 53 77

Comprehensive result 62 (60) (12) 53 77

Notes: 1. The decrease in Depreciation and amortisation and Borrowing costs primarily reflects a change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1of this Budget Paper. 2. The variation in Supplies and consumables reflects a change in the accounting treatment for the recognition of leases, and reflects an update for expenditure to align with internal budgets.

Tasmanian Audit Office 77

Table 21.4: Revenue from Appropriation by Output

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Treasurer

Output Group 1 - Public Sector Management and Accountability 1.1 Public Sector Management and Accountability 2 054 2 110 2 160 2 205 2 256 2 054 2 110 2 160 2 205 2 256

Tasmanian Audit Office Total Operating Services Expenditure 2 054 2 110 2 160 2 205 2 256 2 054 2 110 2 160 2 205 2 256

Reserved by Law Salary and Travelling Allowance, Auditor-General (Audit Act 2008) 506 516 526 536 546 506 516 526 536 546

Total Revenue from Appropriation 2 560 2 626 2 686 2 741 2 802

Controlled Revenue from Appropriation 2 560 2 626 2 686 2 741 2 802 2 560 2 626 2 686 2 741 2 802

78 Tasmanian Audit Office

Table 21.5: Statement of Financial Position as at 30 June1

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits 3 334 2 079 2 090 2 156 2 246 Receivables 623 618 613 608 603 3 957 2 697 2 703 2 764 2 849

Non-financial assets Property, plant and equipment 192 206 192 178 164 Intangibles 15 13 13 13 13 Other assets2 433 250 231 222 213 640 469 436 413 390

Total assets 4 597 3 166 3 139 3 177 3 239

Liabilities Payables 59 56 53 50 47 Interest bearing liabilities2 113 ...... Employee benefits 1 073 1 106 1 101 1 096 1 091 Superannuation 133 140 140 140 140 Other liabilities 319 312 305 298 291 Total liabilities 1 697 1 614 1 599 1 584 1 569

Net assets (liabilities) 2 900 1 552 1 540 1 593 1 670

Equity Accumulated funds 1 732 384 372 425 502 Other Equity 1 168 1 168 1 168 1 168 1 168 Total equity 2 900 1 552 1 540 1 593 1 670

Tasmanian Audit Office 79

Table 21.6: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Appropriation receipts - operating 2 560 2 626 2 686 2 741 2 802 Sales of goods and services1 5 821 5 741 5 790 6 087 6 187 GST receipts 672 672 672 672 672 Other cash receipts 30 30 30 30 30 Total cash inflows 9 083 9 069 9 178 9 530 9 691

Cash outflows Employee benefits (5 176) (5 285) (5 687) (5 830) (5 854) Superannuation (565) (594) (596) (609) (615) Borrowing costs2 (8) ...... GST payments (672) (672) (672) (672) (672) Supplies and consumables3 (2 282) (2 183) (1 826) (1 963) (2 070) Other cash payments (374) (346) (365) (369) (369) Total cash outflows (9 077) (9 080) (9 146) (9 443) (9 580)

Net cash from (used by) operating activities 6 (11) 32 87 111

Cash flows from investing activities Payments for acquisition of non-financial assets (21) (21) (21) (21) (21) Net cash from (used by) investing activities (21) (21) (21) (21) (21)

Cash flows from financing activities Net borrowings2 (200) ...... Net cash from (used by) financing activities (200) ......

Net increase (decrease) in cash and cash equivalents held (215) (32) 11 66 90

Cash and deposits at the beginning of the reporting period 3 549 2 111 2 079 2 090 2 156 Cash and deposits at the end of the reporting period 3 334 2 079 2 090 2 156 2 246

Notes: 1. The variation in Sales of goods and services reflects an update of receipts to better align with internal budgets. 2. The decrease in Borrowing costs and Net borrowings primarily reflects a change in the accounting treatment for the recognition of leases. Further information on the treatment of leases is provided in chapter 1 of this Budget Paper. 3. The variation in Supplies and consumables reflects a change in the accounting treatment for the recognition of leases, and includes an update of expenditure to align with internal budgets.

80 Tasmanian Audit Office

22 TOURISM TASMANIA

AGENCY OUTLINE

Tourism Tasmania’s purpose is to connect travellers culturally and emotionally with the State to deliver social and economic benefits to be shared with all Tasmanians. A successful and sustainable tourism industry has benefits that are wide reaching, especially for Tasmania’s regional communities. The Agency contributes to the success of the visitor economy by leading Tasmania’s tourism brand and generating demand for visitation to the State. It also has a role in leading and influencing the development of policy, and planning for a future visitor economy through the successful and enduring T21 partnership between government and industry.

Its marketing programs celebrate Tasmania’s uniqueness which entices customers who are aligned to our brand to travel to Tasmania. The Agency works closely with air and sea access partners to ensure adequate air and sea capacity is secured that supports visitation, and enables the Tasmanian community to access affordable options for travel in and out of the State. Tourism Tasmania will continue to work in partnership with the many stakeholders involved in the visitor economy and lead the implementation of the T21 - Visitor Economy Action Plan 2020-22, on behalf of the Government to rebuild the tourism and hospitality industry to again contribute strongly to Tasmania’s economy, growing jobs for Tasmanians and increasing benefits for regional communities. Tourism Tasmania is a State Authority operating under the Tourism Tasmania Act 1996. It supports the Minister for Tourism, Hon Peter Gutwein MP. This chapter details Tourism Tasmania’s financial information for 2020-21 and over the Forward Estimates (2021-22 to 2023-24). Further information on Tourism Tasmania is provided at www.tourismtasmania.com.au.

Tourism Tasmania 81

KEY DELIVERABLES

Table 22.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables being undertaken by Tourism Tasmania.

In addition to the important key deliverables identified in the below table, the agency is also taking action to support the implementation of the important recommendations included in the Premier’s Economic and Social Recovery Advisory Council’s Interim Report which have been endorsed by the Government. Where specific additional funding is not required, recommendations are being implemented within existing agency resources.

Table 22.1: Key Deliverables Statement 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 COVID-19 Response and Recovery Measures Holiday Local Campaign 900 ......

Other Key Deliverables Tourism Marketing - Additional Funding1 3 000 3 000 ...... Tourism Tasmania - Tasmanian Journeys2 200 ......

Notes: 1. The Tasmanian Government announced $3 million each year in additional funding over four years for Tourism Tasmania in the 2018-19 Budget. 2. The Tasmanian Government provided $600 000 over three years for Tourism Tasmania in the 2018-19 Budget to develop an integrated marketing program and self-drive touring strategy and to support the development of a suite of five drive journeys. COVID-19 Response and Recovery Measures

The COVID-19 pandemic has had a significant impact on the Tasmanian tourism and hospitality industry, with border restrictions limiting travel and business operations impacted by the health and safety measures put in place to protect the community. The State’s tourism and hospitality businesses will be an important contributor to rebuilding the economy and supporting jobs and regional areas. Tourism Tasmania’s role in the visitor economy has never been more important as the industry rebuilds from the impact of COVID-19. In response to COVID-19, Tourism Tasmania has evolved its marketing program to respond to changing market conditions and enable flexibility in implementation in response to ongoing monitoring of market conditions.

82 Tourism Tasmania

Holiday Local Campaign (Make Yourself at Home and Welcome Back)

The ‘Make Yourself at Home’ campaign, launched in June 2020, is an intrastate marketing campaign to encourage Tasmanians to holiday at home while interstate and international markets are not available to support the industry. Tourism Tasmania’s investment in a separate ‘Welcome Back’ campaign, to support Tasmania’s hospitality businesses, will encourage Tasmanians to visit their local businesses to reconnect with friends and families. These two programs are funded in part by the rollover of Social and Economic Support funding originally allocated in 2019-20. Other Key Deliverables

Tourism Marketing

Rebuilding demand for visitation to the State from local, national and available international markets will be critical to supporting the industry and State’s recovery.

Tourism Tasmania’s new tourism brand platform, Come Down for Air was launched in October 2019. The Agency’s work to evolve the tourism brand and its representation in destination marketing is designed to set the State apart in a competitive domestic destination market, and communicate to consumers in an ‘anti-ordinary’ way. The Agency’s marketing program holds the brand central to all of its activities and is an effective tool to communicate the destination to customers and potential customers. The marketing strategy targets well defined segments of the travelling public in key domestic markets that are more likely to travel further, stay longer and spend more in local communities. The work Tourism Tasmania undertakes in partnership with the Tasmanian tourism industry, air and sea access, travel trade, media and brand and events is shaped by a number of considerations, including government and industry goals, clearly defined customer segments, an understanding of the domestic and international travel market, and in-depth understanding of the Tasmanian tourism experiences. It is delivered strategically to reach consumers through a number of mechanisms including major brand and marketing campaigns, conversion focused activity, social media, public relations, earned media, event and brand partnerships and travel trade engagement.

Unordinary Adventures Tourism Tasmania is targeting visitors who travel to pursue their passions through the ‘Unordinary Adventures’ program. This initiative showcases Tasmania’s strengths and world-class experiences in the special interest areas of mountain biking, golf, fly fishing, and walking. The program provides greater depth to the marketing program and encourages regional dispersal of visitors across the State, increasing the contribution they make to local communities.

Tourism Tasmania 83

New Zealand In addition to the interstate campaigns targeted at the domestic Australian market, Tourism Tasmania will develop a market strategy and campaign for delivery in New Zealand. The campaign will position Tasmania as a distinct Australian destination and build aspiration to travel to the State when international border restrictions ease. The campaign will also support demand, if direct international flights from New Zealand to Tasmania are secured.

Access Restoring aviation access to Tasmania will be the highest priority for the recovery of the visitor economy. Tourism Tasmania will work closely with airlines and the TT-Line to re-establish the State’s network of core routes with Adelaide, South East Queensland, Melbourne, and Sydney. The Agency will also ensure access to the State is optimised and aligned to the Tasmanian Government’s phased recovery pathway. This will be supported through Tourism Tasmania’s demand generation marketing program, and through coordinated, cooperative marketing activity with access partners to promote conversion and drive visitation.

It will also include marketing support for a trial of direct flights from Hobart to the Bass Strait Islands of King and Flinders to support intrastate leisure visitation. This aims to improve the social, economic and cultural connectivity for islanders, with potential to transition to an ongoing schedule subject to demand. A direct trans-Tasman flight from New Zealand to Tasmania will be a priority focus. The Agency will work in collaboration with airlines, Hobart Airport and both the Tasmanian and Australian Governments to facilitate international border processing.

T21 Leadership This program will work hand in glove with recovery planning for the industry through the T21 - Visitor Economy Action Plan 2020-22, which charts an action plan for government and industry over the next two years. In addition to focusing on rebuilding visitation and restoring access, through the implementation of its T21 Action plan and associated six month action plans, Tourism Tasmania will provide certainty to the industry in its response to the rapidly developing environment. Tasmanian Journeys

The 2018-19 Budget provided $600 000 over three years to Tourism Tasmania to develop an integrated marketing program, self-drive touring strategy, and to support the development of a suite of five drive journeys. Tourism Tasmania is working with the Department of State Growth and the four regional tourism organisations to develop the drive journeys and self-drive touring holiday marketing program, supporting the industry across the State and encouraging visitors to travel further and spend more. Tasmania has always been one of the great drive holiday destinations and, in the current environment, Tourism Tasmania knows that Australian travellers are going to be even more likely to travel by car. The five drive journeys, Northern Forage, Great Eastern Drive, Southern Edge, Western Wilds, and Heartlands, are designed to be a tool for self-guided exploration and a way to find hidden treasures and unexpected detours through the State.

84 Tourism Tasmania

OUTPUT INFORMATION

The Outputs of Tourism Tasmania are provided under:

• Output Group 1 - Tourism; and

• Output Group 90 - COVID-19 Response and Recovery.

Table 22.2 provides an Output Group Expense Summary for Tourism Tasmania.

COVID-19 Response and Recovery Measures To enable the presentation of this important information, a new Output Group has been established. Output Group 90 - COVID-19 Response and Recovery reflects expenditure allocated to specific Government COVID-19 response initiatives. Further information in relation to these outputs is provided in the Key Deliverables section of this chapter.

Table 22.2: Output Group Expense Summary

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Minister for Tourism

Output Group 1 - Tourism 1.1 Tourism1 34 565 39 741 34 676 28 542 28 994 34 565 39 741 34 676 28 542 28 994 Output Group 90 - COVID-19 Response and Recovery 90.1 Holiday Local Campaign2 .... 400 ...... 400 ......

TOTAL 34 565 40 141 34 676 28 542 28 994

Notes: 1. The increase in expenditure in 2020-21 relates to funding for the Aviation Market Development Fund, Australian Tourism Exchange, and Tourism Marketing initiatives that was unable to be spent in 2019-20 due to the impacts of COVID-19. The decrease in expenditure in 2022-23 reflects the completion of fixed-term funding for tourism marketing. 2. Funding of $900 000 is available in 2020-21 for the Holiday Local Campaign, with $400 000 allocated to Output 90.1 and $500 000 allocated to Output 1.1.

Tourism Tasmania 85

Output Group 1: Tourism

1.1 Tourism

Tourism Tasmania’s purpose is to connect travellers culturally and emotionally with the State, delivering social and economic benefits shared with all Tasmanians. This Output primarily undertakes marketing activities that focus on building a strong distinctive tourism brand and delivering marketing campaigns to appeal to target segments. This is achieved through facilitating positive editorial coverage with a program of social media activities to broaden Tourism Tasmania’s marketing messages in key Australian and international markets. The Output includes commercial marketing partnerships with carriers, retail travel networks, online travel retailers, and other distributors of Tasmanian tourism products to stimulate holiday sales and bookings to Tasmania.

This Output supports the development and growth of a strong regional tourism network and ensures that the future development and growth of Tasmania’s economy is matched with access capability.

Table 22.3: Performance Information Unit of 2017-18 2018-19 2019-20 2020-21 Performance Measure Measure Actual Actual Actual3 Target4

Visitors to Tasmania1 '000 1 300 1 316 na TBA Interstate leisure visitation to Tasmania2 '000 782 795 na TBA International leisure visitation to Tasmania '000 279 219 na TBA Local tourism strategies with Regional Tourism Organisations Number 4 4 4 4

Source: Tourism Research Australia for International Visitor Survey and Tourism Tasmania for Tasmanian Visitor Survey. Notes: 1. Visitors to Tasmania travelling on scheduled air and sea services sourced from TVS. 2. Includes holiday and VFR (visiting friends and relatives) only, sourced from TVS. It does not include visitors to Tasmania for business, education or other purposes. 3. Capture of IVS and TVS data ceased in late March 2020 due to COVID-19, therefore actual visitor data for 2019-20 is not reportable. 4. Future targets are being determined through the T21 - Visitor Economy partnership between industry and government.

86 Tourism Tasmania

DETAILED BUDGET STATEMENTS

Table 22.4: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Appropriation revenue - operating1 33 624 38 523 33 952 27 812 28 257 Other revenue from government .... 900 ...... Other revenue 750 696 702 708 715 Total revenue 34 374 40 119 34 654 28 520 28 972 Total income 34 374 40 119 34 654 28 520 28 972

Expenses Employee benefits 7 181 8 118 8 177 8 352 8 534 Depreciation and amortisation2 411 22 22 22 22 Supplies and consumables1,2 25 230 30 102 24 574 18 259 18 524 Grants and subsidies 1 550 1 829 1 833 1 838 1 843 Borrowing costs 123 ...... Other expenses 70 70 70 71 71 Total expenses 34 565 40 141 34 676 28 542 28 994

Net result (191) (22) (22) (22) (22)

Comprehensive result (191) (22) (22) (22) (22)

Notes: 1. The increase in Appropriation revenue - operating in 2020-21 relates to funding for the Aviation Market Development Fund, Australian Tourism Exchange, and Tourism Marketing initiatives that was unable to be spent in 2019-20 due to the impacts of COVID-19. The decrease in 2022-23 reflects the completion of fixed-term funding for tourism marketing. The funding changes for these programs also impacts the expenditure profile of Supplies and consumables. 2. The decrease in Depreciation and amortisation, and the increase in Supplies and consumables in 2020-21, includes the impact of a change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1 of this Budget Paper.

Tourism Tasmania 87

Table 22.5: Revenue from Appropriation by Output

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Minister for Tourism

Output Group 1 - Tourism 1.1 Tourism1 33 624 38 523 33 952 27 812 28 257 33 624 38 523 33 952 27 812 28 257

Tourism Tasmania Total Operating Services Expenditure 33 624 38 523 33 952 27 812 28 257 33 624 38 523 33 952 27 812 28 257

Appropriation Rollover .... 900 ......

Total Revenue from Appropriation 33 624 39 423 33 952 27 812 28 257

Controlled Revenue from Appropriation 33 624 39 423 33 952 27 812 28 257 33 624 39 423 33 952 27 812 28 257

Note: 1. The increase in expenditure in 2020-21 relates to funding for the Aviation Market Development Fund, Australian Tourism Exchange, and Tourism Marketing initiatives that was unable to be spent in 2019-20 due to the impacts of COVID-19. The decrease in expenditure in 2022-23 reflects the completion of fixed-term funding for tourism marketing.

88 Tourism Tasmania

Table 22.6: Statement of Financial Position as at 30 June

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits 1 1 1 1 1 1 1 1 1 1

Non-financial assets Property, plant and equipment 367 358 336 314 292 Other assets1 3 062 702 702 702 702 3 429 1 060 1 038 1 016 994

Total assets 3 430 1 061 1 039 1 017 995

Liabilities Payables 40 85 85 85 85 Interest bearing liabilities1 2 403 ...... Employee benefits 1 495 1 667 1 667 1 667 1 667 Other liabilities 71 11 11 11 11 Total liabilities 4 009 1 763 1 763 1 763 1 763

Net assets (liabilities) (579) (702) (724) (746) (768)

Equity Accumulated funds (579) (702) (724) (746) (768) Total equity (579) (702) (724) (746) (768)

Note: 1. The variation in Other assets and Interest bearing liabilities primarily reflects the change in the accounting treatment for the recognition of leases. Further information on this change is provided in chapter 1 of this Budget Paper.

Tourism Tasmania 89

Table 22.7: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Appropriation receipts - operating1 33 624 38 523 33 952 27 812 28 257 Appropriation receipts - other .... 900 ...... Other cash receipts 750 696 702 708 715 Total cash inflows 34 374 40 119 34 654 28 520 28 972

Cash outflows Employee benefits (6 457) (7 186) (7 233) (7 389) (7 548) Superannuation (724) (932) (944) (963) (986) Grants and subsidies (1 550) (1 829) (1 833) (1 838) (1 843) Supplies and consumables1 (25 147) (30 102) (24 574) (18 259) (18 524) Other cash payments (70) (70) (70) (71) (71) Total cash outflows (33 948) (40 119) (34 654) (28 520) (28 972)

Net cash from (used by) operating activities 426 ......

Net increase (decrease) in cash and cash equivalents held 426 ......

Cash and deposits at the beginning of the reporting period (425) 1 1 1 1 Cash and deposits at the end of the reporting period 1 1 1 1 1

Note: 1. The increase in Appropriation receipts - operating in 2020-21 relates to funding for the Aviation Market Development Fund, Australian Tourism Exchange, and Tourism Marketing initiatives that was unable to be spent in 2019-20 due to the impacts of COVID-19. The decrease in 2022-23 reflects the completion of fixed-term funding for tourism marketing. The funding changes for these programs also impacts the expenditure profile of Supplies and consumables.

90 Tourism Tasmania PART 3: STATUTORY AUTHORITIES

23 INLAND FISHERIES SERVICE

AUTHORITY OUTLINE

The Inland Fisheries Service has wide statutory powers under the Inland Fisheries Act 1995 to regulate, manage and protect freshwater fish and improve fisheries in inland waters. The responsible Minister is the Minister for Primary Industries and Water, Hon Guy Barnett MP, and the supporting agency is the Department of Primary Industries, Parks, Water and Environment.

The IFS manages Tasmania’s inland fisheries for the benefit of anglers and the Tasmanian community. This requires management of:

• Tasmanian inland recreational fisheries;

• inland commercial fisheries and associated aquaculture industries; and

• conservation of native fish and control of pest fish.

This chapter provides the IFS’s financial information for 2020-21 and over the Forward Estimates (2021-22 to 2023-24). Further information on the IFS is provided at www.ifs.tas.gov.au.

KEY DELIVERABLES

Table 23.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables within the Authority.

Table 23.1: Key Deliverables Statement 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 COVID-19 Response and Recovery Measures Public Building Maintenance Program 245 …. …. ….

Other Key Deliverables Anglers Access Program 50 100 …. …. Anglers Alliance Tasmania support 55 60 …. …. Cheaper To Go Trout Fishing 90 120 …. ….

Inland Fisheries Service 93

COVID-19 Response and Recovery Measures

Public Building Maintenance Program

Funding of $245 000 has been provided for the IFS in 2020-21 as part of the Government’s Public Building Maintenance Program. Projects to be delivered include the development of the New Norfolk Business Office, and grounds rehabilitation for the Salmon Ponds Heritage Gardens. Other Key Deliverables

A range of initiatives announced in the 2018-19 Budget are continuing to support participation and growth in Tasmania’s trout fishery. Anglers Access Program

To expand the IFS’s Anglers Access Program across priority lakes and rivers in the North West, North East, and Derwent Catchment, funding totalling $200 000 has been provided for three years from 2019-20. This initiative is in partnership with Anglers Alliance Tasmania and local angling clubs. Anglers Alliance Tasmania support

Funding of $215 000 over four years from 2018-19 has been provided for Anglers Alliance Tasmania, the peak group representing 26 000 trout anglers, to support its work to improve the trout fishery and support anglers. Cheaper To Go Trout Fishing

Funding of $300 000 over four years from 2018-19 has been provided to freeze inland trout fishing licences at 2017-18 prices, until 2023-24. This initiative makes it cheaper to go trout fishing, and the funding will fully offset the revenue the IFS would have otherwise received.

94 Inland Fisheries Service

DETAILED BUDGET STATEMENTS

Table 23.2: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Grants1 1 383 1 563 1 403 1 123 1 123 Sales of goods and services 627 586 744 762 777 Fees and fines 1 654 1 360 1 413 1 465 1 567 Interest2 43 20 21 22 22 Total revenue 3 707 3 529 3 581 3 372 3 489 Total income 3 707 3 529 3 581 3 372 3 489

Expenses Employee benefits 2 274 2 272 2 267 2 259 2 286 Depreciation and amortisation 290 229 229 229 229 Supplies and consumables 1 355 1 276 1 299 1 259 1 278 Total expenses 3 919 3 777 3 795 3 747 3 793

Net result (212) (248) (214) (375) (304)

Other comprehensive income Changes in physical asset revaluation reserve3 150 ...... Total other comprehensive income 150 ......

Comprehensive result (62) (248) (214) (375) (304)

Notes: 1. The decrease in Grants in 2022-23 reflects the completion of additional funding for a range of ‘Growing our world-class inland fisheries’ initiatives. 2. The decrease in Interest from 2020-21 reflects a decline in short term deposit rates and a reduction in cash available for investment. 3. The variation in Changes in physical asset revaluation reserve relates to the revaluation of property in line with the Valuer-General’s revaluation cycle.

Inland Fisheries Service 95

Table 23.3: Statement of Financial Position as at 30 June

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits 1 675 1 497 1 512 1 366 1 291 Receivables1 28 157 147 163 93 1 703 1 654 1 659 1 529 1 384

Non-financial assets Property, plant and equipment 3 792 3 701 3 627 3 428 3 213 Infrastructure2 300 1 017 896 710 741 Investment property 3 495 3 200 3 238 3 276 3 314 7 587 7 918 7 761 7 414 7 268

Total assets 9 290 9 572 9 420 8 943 8 652

Liabilities Payables3 203 23 30 32 35 Employee benefits 664 667 722 618 628 Total liabilities 867 690 752 650 663

Net assets (liabilities) 8 423 8 882 8 668 8 293 7 989

Equity Reserves 2 502 2 904 2 904 2 904 2 904 Accumulated funds 2 721 2 778 2 564 2 189 1 885 Other Equity 3 200 3 200 3 200 3 200 3 200 Total equity 8 423 8 882 8 668 8 293 7 989

Notes: 1. The increase in Receivables from 2021 reflects a budgeted increase in sales of fish and ancillary products. 2. The increase in Infrastructure in 2021 reflects new amenities constructed in the Central Highlands, and a change in classification of fish traps from buildings to infrastructure. 3. The decrease in Payables in 2021 reflects the Government’s initiative to reduce payment terms from 30 days to 14 days.

96 Inland Fisheries Service

Table 23.4: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Grants1 1 383 1 563 1 403 1 123 1 123 Sales of goods and services 627 586 744 762 777 Fees and fines 1 654 1 360 1 413 1 465 1 567 GST receipts 172 58 74 76 77 Interest received2 43 20 21 22 22 Total cash inflows 3 879 3 587 3 655 3 448 3 566

Cash outflows Employee benefits (2 066) (2 065) (2 060) (2 052) (2 077) Superannuation (208) (207) (207) (207) (209) GST payments (101) (110) (105) (108) (112) Supplies and consumables (1 393) (1 224) (1 268) (1 227) (1 243) Total cash outflows (3 768) (3 606) (3 640) (3 594) (3 641)

Net cash from (used by) operating activities 111 (19) 15 (146) (75)

Cash flows from investing activities Payments for acquisition of non-financial assets (100) (200) ...... Net cash from (used by) investing activities (100) (200) ......

Net increase (decrease) in cash and cash equivalents held 11 (219) 15 (146) (75)

Cash and deposits at the beginning of the reporting period 1 664 1 716 1 497 1 512 1 366 Cash and deposits at the end of the reporting period 1 675 1 497 1 512 1 366 1 291

Inland Fisheries Service 97

24 MARINE AND SAFETY TASMANIA

AUTHORITY OUTLINE

Marine and Safety Tasmania seeks to be widely recognised as a proactive, approachable and knowledgeable organisation that performs the functions required under the Marine and Safety Authority Act 1997. These functions are to:

• ensure the safe operation of vessels;

• provide and manage marine facilities;

• manage environmental issues relating to vessels; and

• perform the functions delegated to the Authority by the National Regulator.

The responsible Minister is the Minister for Infrastructure and Transport, Hon Michael Ferguson MP, and the supporting agency is the Department of State Growth. This chapter provides MAST’s financial information for 2020-21 and over the Forward Estimates (2021-22 to 2023-24). Further information on MAST is provided at www.mast.tas.gov.au.

KEY DELIVERABLES

Table 24.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables within the Authority.

Table 24.1: Key Deliverables Statement 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 COVID-19 Response and Recovery Measures Public Building Maintenance Program 439 250 …. ….

Other Key Deliverables Recreational Boating Fund - Facilities and Services 1 600 1 600 1 600 1 600 Taking Recreational Boating and Fishing to the Next Level 1 460 1 520 …. …. Marine Infrastructure Maintenance 929 929 929 929 MAST Additional Support 600 250 250 250

Marine and Safety Tasmania 99

COVID-19 Response and Recovery Measures

Public Building Maintenance Program

MAST will receive funding of $689 000 over two years from 2020-21, with $51 000 provided in 2019-20, as part of the Government’s Public Building Maintenance Program. Projects to be delivered will support critical maintenance on publically owned assets, including an upgrade of MAST signage statewide and repairs to a number of jetties. Other Key Deliverables

Marine Infrastructure Maintenance

Marine infrastructure maintenance is funded through an annual appropriation. A comprehensive preventative maintenance program will continue to be used to keep over 300 navigation aids managed by MAST at international standards, as well as ensure the 63 jetties and 16 boat ramps managed by MAST, are kept safe for ongoing use by the boating public. MAST Additional Support

The replacement of the Cygnet Jetty will be completed in 2020-21. This new facility will be designed to meet the needs of the growing number of recreational vessels in the area. A total of $450 000 is provided for the jetty replacement ($100 000 in 2019-20, $350 000 in 2020-21 representing additional Government funding), with MAST contributing an additional $100 000 from the Recreational Boating Fund. An additional annual appropriation of $250 000 was provided during 2019-20 for the maintenance of navigation and marine facilities. The additional support will continue during 2020-21 and over the Forward Estimates. Recreational Boating Fund - Facilities and Services

The funding of community projects under the Recreational Boating Fund will continue during 2020-21, with $1.6 million allocated in 2020-21 and a further $4.8 million committed over the Forward Estimates. Projects are funded from revenue received for boat registration and licence fees. The funding program was restructured in 2019-20 with $1.3 million allocated each year to a rolling five year infrastructure improvement plan towards the upgrade of community accessible recreational boating facilities. A further $300 000 annual allocation has also been committed for smaller projects and boating education and safety initiatives.

100 Marine and Safety Tasmania

Taking Recreational Boating and Fishing to the Next Level

The 2018-19 Budget provided funding of $4.8 million over four years for the Government’s initiative Taking Recreational Boating and Fishing to the Next Level. These initiatives continue in the 2020-21 Budget.

Develop new online marketing portal - one stop shop Funding of $175 000 over four years from 2018-19 is continuing to develop a one-stop shop to promote and support recreational fishing and boating across Tasmania. A new web portal and social media platform will provide recreational fishers with access to all boat registrations; boat operator licences; specialist fishing licences including nets; and rock lobster, abalone and scallop licences. The information is to include links to MAST, weather information, recreational fishing clubs and organisations and will provide up to date advice on local catches, best fishing spots and shark sightings.

Improve catch opportunities - artificial reefs In the 2018-19 Budget the Government allocated $1 million over two years, concluding in 2021-22, to construct two artificial reef structures in coastal Tasmanian waters. These types of structures are used worldwide to improve catch opportunities. The structures will be located in Bass Strait, off the North West Coast, and in Storm Bay, in the south of the State.

Shore based fishing The Government is committed to providing land-based recreational fishing opportunities to all Tasmanians. The 2018-19 Budget included funding of $700 000 over four years in order to improve access to jetties, as well as an additional provision of $685 000 over three years to replace derelict jetties around the very popular Georges Bay area, and to provide safer access and facilities for children, seniors and Tasmanians with a disability.

Stronger Safety Arrangements The Government is providing funding to Tasmania’s Volunteer Marine Rescue Unit to ensure ongoing volunteer response coverage. The 2020-21 Budget continues the provision of funding of $440 000 over four years to Surf Life Saving Tasmania as the peak body for Volunteer Marine Rescue units. The 2018-19 Budget included a further $350 000 over four years for vessel replacement and $130 000 to expand the St Helens Volunteer Marine Rescue base.

Protecting the Tasmanian way of life In this Budget, the Government continues funding for the construction of safety infrastructure to:

• extend the rock breakwater at Coles Bay to provide protection to boat owners in southerly weather, with $500 000 to be provided in 2020-21 and in 2021-22; and

• provide upgraded facilities on the Scamander River at a cost of $110 000, to be completed in early 2020-21.

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DETAILED BUDGET STATEMENTS

Table 24.2: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Grants1 1 793 3 627 3 185 1 271 1 277 Sales of goods and services2 3 402 5 186 4 848 3 700 5 859 Interest 71 54 74 75 75 Total revenue 5 266 8 867 8 107 5 046 7 211 Net gain/(loss) on non-financial assets3 .... (790) ...... Total income 5 266 8 077 8 107 5 046 7 211

Expenses Employee benefits 1 782 1 908 1 901 1 948 1 994 Depreciation and amortisation 1 189 1 426 1 314 1 222 1 203 Supplies and consumables 4 211 7 387 5 982 4 022 4 148 Total expenses 7 182 10 721 9 197 7 192 7 345

Net result (1 916) (2 644) (1 090) (2 146) (134)

Comprehensive result (1 916) (2 644) (1 090) (2 146) (134)

Notes: 1. The variation in Grants reflects additional grant funding as part of the Government’s commitment, Taking Recreational Boating and Fishing to the Next Level, which is for four years commencing in 2018-19, funding provided by the Government under the Public Building Maintenance Program and additional MAST support commencing in 2020-21. 2. The variation in Sales of goods and services largely reflects the timing of recreational boating licence renewals, which occur every three years. 3. The Net loss on non-financial assets in 2020-21 relates to the transfer of the Binalong Bay Breakwater to the Break O’Day Council on completion of the construction warranty period.

102 Marine and Safety Tasmania

Table 24.3: Statement of Financial Position as at 30 June

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits1 3 072 4 845 5 121 4 232 5 166 Receivables 45 267 183 168 323 3 117 5 112 5 304 4 400 5 489

Non-financial assets Property, plant and equipment2 580 189 79 50 21 Infrastructure3 32 425 31 101 30 023 28 946 27 869 Other assets 38 37 48 52 56 33 043 31 327 30 150 29 048 27 946

Total assets 36 160 36 439 35 454 33 448 33 435

Liabilities Payables4 556 572 706 835 945 Employee benefits 535 611 582 593 604 Total liabilities 1 091 1 183 1 288 1 428 1 549

Net assets (liabilities) 35 069 35 256 34 166 32 020 31 886

Equity Reserves 19 626 20 888 20 888 20 888 20 888 Accumulated funds 5 504 4 429 3 339 1 193 1 059 Other Equity 9 939 9 939 9 939 9 939 9 939 Total equity 35 069 35 256 34 166 32 020 31 886

Notes: 1. The variation in Cash and deposits primarily reflects the impact of the variation in Grant income as well as the receipt of triennial licence renewal income during June 2021. 2. The decrease in Property, plant and equipment is largely due to a decrease in right-of-use assets for various MAST office leases. 3. The decrease in Infrastructure is due to the transfer of Binalong Bay Breakwater to the Break O’Day Council, partially offset by the estimated completion of the Cygnet Jetty in 2021. 4. The increase in Payables from 2021 reflects the estimated timing of creditor payments for budgeted project works.

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Table 24.4: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Grants1 1 793 3 627 3 185 1 271 1 277 Sales of goods and services2 3 402 5 186 4 848 3 700 5 859 GST receipts 383 811 574 378 340 Interest received 71 54 74 75 75 Total cash inflows 5 649 9 678 8 681 5 424 7 551

Cash outflows Employee benefits (1 629) (1 743) (1 748) (1 783) (1 818) Superannuation (153) (165) (153) (165) (176) GST payments (385) (737) (522) (343) (475) Supplies and consumables (4 211) (7 662) (5 982) (4 022) (4 148) Total cash outflows (6 378) (10 307) (8 405) (6 313) (6 617)

Net cash from (used by) operating activities (729) (629) 276 (889) 934

Cash flows from investing activities Payments for acquisition of non-financial assets (790) (624) ...... Net cash from (used by) investing activities (790) (624) ......

Net increase (decrease) in cash and cash equivalents held (1 519) (1 253) 276 (889) 934

Cash and deposits at the beginning of the reporting period 4 591 6 098 4 845 5 121 4 232 Cash and deposits at the end of the reporting period 3 072 4 845 5 121 4 232 5 166

104 Marine and Safety Tasmania

25 ROYAL TASMANIAN BOTANICAL GARDENS

AUTHORITY OUTLINE

The Royal Tasmanian Botanical Gardens is a Statutory Authority, governed by the Royal Tasmanian Botanical Gardens Act 2002. The RTBG Board, comprising seven members, is appointed by the Minister and is responsible for managing, conserving and enhancing the RTBG in accordance with the RTBG Act. The responsible Minister is the Minister for Heritage, Hon Elise Archer MP, and the supporting Agency is the Department of Primary Industries, Parks, Water and Environment. The vision of the RTBG is to create and maintain an exceptional garden that enriches Tasmania’s social and cultural life, showcases and contributes to the conservation of the flora of Tasmania, and educates the community about the importance of plants. The RTBG is Australia’s second oldest botanical gardens. It was established in 1818, and 2018 was therefore its bicentennial year. The gardens are home to the largest collection of mature conifers in the Southern Hemisphere and it also has the only subantarctic plant house in the world. The mission of the RTBG is to sustainably manage the RTBG, conserve and develop the RTBG’s living collections and heritage, and create and deliver an exemplary and enlightening visitor experience and thriving organisational culture. This chapter provides the RTBG’s budgeted financial information for 2020-21 and over the Forward Estimates (2021-22 to 2023-24). Further information on the RTBG is provided at www.rtbg.tas.gov.au.

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KEY DELIVERABLES

Table 25.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables within the Authority.

Table 25.1: Key Deliverables Statement 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 COVID-19 Response and Recovery Measures Public Building Maintenance Program 234 …. …. …. Royal Tasmanian Botanical Gardens Upgrades1 4 000 …. …. ….

Note: 1. This initiative is funded through the Department of Primary Industries, Parks, Water and Environment. COVID-19 Response and Recovery Measures

Public Building Maintenance Program

Funding of $302 000 has been provided for the RTBG over two years, concluding in 2020-21, as part of the Government’s Public Building Maintenance Program. Projects to be delivered include various construction and maintenance works on site, as well as asset record digitisation and project photography. Royal Tasmanian Botanical Gardens Upgrades

An additional $4 million has been provided in 2020-21 for the RTBG to fund its biggest capital works program in 30 years. As one of Tasmania’s most popular attractions, visitation to the Gardens has grown by more than 40 per cent over the past six years, especially by locals, placing pressure on ageing infrastructure and facilities. Other Key Deliverables

Other key deliverables for the RTBG include:

• construction of a $3.6 million new Visitor Centre, at the main gate and associated works, including the redevelopment of the existing café/restaurant and function venue, and increased and improved parking and drop-off area around the main gate entry;

• redevelopment of the Tasmanian Collection precinct following storm damage in 2018, including improved pathways and visitor interpretation signage;

• developing a project plan and timeline for rebuilding the RTBG website; and

• the ongoing operation of the Tasmanian Seed Conservation Centre and its associated research projects in partnership with the Royal Botanic Gardens Kew in London; the Department of Primary Industries, Parks, Water and Environment; the University of Tasmania; the Tasmanian Museum and Art Gallery Herbarium; and the Australian Seed Bank Partnership.

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DETAILED BUDGET STATEMENTS

Table 25.2: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24

Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Grants1 5 494 7 332 3 177 3 273 3 379 Sales of goods and services2 875 356 409 529 815 Interest3 80 35 30 20 20 Other revenue4 237 76 72 78 94 Total revenue 6 686 7 799 3 688 3 900 4 308 Net gain/(loss) on non-financial assets .... (13) (13) (13) (13) Total income 6 686 7 786 3 675 3 887 4 295

Expenses Employee benefits5 3 165 2 871 2 949 3 009 3 070 Depreciation and amortisation 374 461 474 552 570 Supplies and consumables 1 423 1 460 1 138 1 163 1 209 Total expenses 4 962 4 792 4 561 4 725 4 849

Net result 1 724 2 994 (886) (837) (554)

Comprehensive result 1 724 2 994 (886) (837) (554)

Notes: 1. The variation in Grants across the 2020-21 Budget and Forward Estimates primarily reflects funding for the New Visitor Centre project, and the Public Building Maintenance Program. 2. The variation in Sales of goods and services reflects the reduction in visitor numbers due to the impact of the COVID-19 pandemic. 3. The decrease in Interest reflects falling interest rate returns on cash deposits. 4. The variation in Other revenue reflects the reduction in visitor numbers due to the impact of the COVID-19 pandemic. 5. The decrease in Employee benefits is the result of salary efficiency gains.

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Table 25.3: Statement of Financial Position as at 30 June

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits 1 197 2 538 (857) (1 355) (1 650) Receivables 64 10 10 10 10 Other financial assets 48 54 54 54 54 1 309 2 602 (793) (1 291) (1 586)

Non-financial assets Inventories 77 74 74 74 74 Property, plant and equipment1 11 561 15 601 18 359 18 287 18 295 Infrastructure1 3 898 4 515 4 353 4 191 4 029 Other assets 20 28 28 28 28 15 556 20 218 22 814 22 580 22 426

Total assets 16 865 22 820 22 021 21 289 20 840

Liabilities Payables 92 89 89 89 89 Employee benefits2 605 739 826 931 1 036 Other liabilities 10 20 20 20 20 Total liabilities 707 848 935 1 040 1 145

Net assets (liabilities) 16 158 21 972 21 086 20 249 19 695

Equity Reserves 14 378 16 267 16 267 16 267 16 267 Accumulated funds 1 780 5 705 4 819 3 982 3 428 Total equity 16 158 21 972 21 086 20 249 19 695

Notes: 1. The increase in Property, plant and equipment and Infrastructure reflects the construction of the New Visitor Centre. 2. The increase in Employee benefits primarily relates to the movement in discount rates and probability factors in the calculation of leave liabilities.

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Table 25.4: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Grants1 5 494 7 332 3 177 3 273 3 379 Sales of goods and services2 875 356 409 529 815 GST receipts 138 166 347 105 107 Interest received3 80 35 30 20 20 Other cash receipts4 237 76 72 78 94 Total cash inflows 6 824 7 965 4 035 4 005 4 415

Cash outflows Employee benefits (2 822) (2 544) (2 613) (2 666) (2 721) Superannuation (343) (327) (336) (343) (349) GST payments (138) (166) (347) (105) (107) Supplies and consumables5 (1 423) (1 614) (1 293) (1 356) (1 499) Total cash outflows (4 726) (4 651) (4 589) (4 470) (4 676)

Net cash from (used by) operating activities 2 098 3 314 (554) (465) (261)

Cash flows from investing activities Payments for acquisition of non-financial assets (1 121) (4 493) (2 841) (33) (34) Proceeds from the disposal of non-financial assets 13 ...... Net cash from (used by) investing activities (1 108) (4 493) (2 841) (33) (34)

Net increase (decrease) in cash and cash equivalents held 990 (1 179) (3 395) (498) (295)

Cash and deposits at the beginning of the reporting period 207 3 717 2 538 (857) (1 355) Cash and deposits at the end of the reporting period 1 197 2 538 (857) (1 355) (1 650)

Notes: 1. The variation in Grants across the 2020-21 Budget and Forward Estimates primarily reflects funding for the New Visitor Centre project and the Public Building Maintenance Program. 2. The decrease in Sales of goods and services reflects the reduction in visitor numbers due to the impact of the COVID-19 pandemic. 3. The decrease in Interest received reflects falling interest rate returns on cash deposits. 4. The decrease in Other cash receipts reflects the reduction in visitor numbers due to the impact of the COVID-19 pandemic. 5. The variation in Supplies and consumables primarily reflects expenditure under the Public Building Maintenance Program.

Royal Tasmanian Botanical Gardens 109

26 STATE FIRE COMMISSION

AUTHORITY OUTLINE

The State Fire Commission’s primary purpose is to minimise the social, economic and environmental impact of fire and other emergencies on the Tasmanian community. This is achieved through implementing strategies for the Tasmania Fire Service that develop resilience to prevent and prepare for emergencies. The Commission is also responsible for:

• managing incidents involving hazardous materials, including response to terrorist incidents involving chemical, biological and radiological agents;

• road crash rescue (in Hobart, Launceston, Burnie, Devonport and surrounding areas);

• providing an Urban Search and Rescue capability to manage the rescue of people from collapsed buildings and structures;

• a range of community fire safety programs that guard against structural fire and bushfire;

• fire investigations; and

• coordinating Fuel Reduction Program activities on behalf of the Government.

The State Fire Commission reports to the Minister for Police, Fire and Emergency Management, Hon Mark Shelton MP, and the supporting agency is the Department of Police, Fire and Emergency Management. The Commission delivers all of its services through its operational arm, the Tasmania Fire Service. This chapter provides the State Fire Commission’s financial information for 2020-21 and over the Forward Estimates (2021-22 to 2023-24). Further information on the Commission can be found at www.fire.tas.gov.au.

State Fire Commission 111

KEY DELIVERABLES

Table 26.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables being undertaken by the Commission.

Table 26.1: Key Deliverables Statement1 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000

Bushfires - New Act Creation 75 ...... Bushfires Fuel Reduction Activities - Private Landholders 295 ...... Fire Fighting Appliance Replacement Program2 5 700 3 000 4 100 3 000 Fire Station Build Program 1 040 740 900 800 Fuel Reduction Teams 2 325 2 325 2 325 2 325 Regional Emergency Management Planning and Development 387 396 406 .... Remote Area Teams 160 160 ...... SES Community Protection Planning for Flood and Storm Hazard 200 472 488 505 State Fire Commission Support 4 000 4 000 ...... Supporting our Emergency Services Volunteers 500 500 ......

Notes: 1. All initiatives other than the Fire Fighting Appliance Replacement Program and the Fire Station Build Program are funded through the Department of Police, Fire and Emergency Management. 2. Funding includes the Aerial Appliance Replacement Program. Bushfires - New Act Creation

Funding of $75 000 has been provided in 2020-21, to continue the development of bushfire mitigation legislation commenced in 2019-20. The legislation aims to improve bushfire mitigation in Tasmania by streamlining approval processes to reduce fuel and mechanically clear vegetation, and ensuring clear accountability for landholders and occupants. Bushfires Fuel Reduction Activities - Private Landholders

Funding of $295 000 has been provided in 2020-21 (following the provision of similar funding in 2019-20), to help landowners plan and undertake fuel reduction activities. The revised program, known as Red Hot Tips, is designed to educate, engage, and support farmers and rural landholders to actively manage their bushfire risk, while encouraging collaborative, practical vegetation fire management and ecological sustainability. Fire Fighting Appliance Replacement Program

The Commission is committed to providing its fire fighters with safe and operationally effective fire appliances, allocated using a fit-for-purpose rationale. Each appliance category has an established, defined role and functionality, with a specific scope of application, which is considered in the process of allocation to brigades and matched to risk. The Commission has endorsed a sustainable replacement program that will ensure that all fire appliances remain viable for operation in a safe and effective manner.

112 State Fire Commission

The 2020-21 Budget and Forward Estimates allocation of $15.8 million will fund the rolling Fire Fighting Appliance Replacement Program, which will see the purchase or fabrication of medium tankers, and the procurement of heavy pumpers and aerial appliances. Fire Station Build Program

This initiative is part of an ongoing program for capital upgrades to Commission facilities, which includes a combination of refurbishment and replacement of fire stations. One of the key outcomes of the program will be further reducing the exposure to diesel, particularly through better station design. This will include the separation of fire fighters’ personal protective clothing from firefighting appliance diesel exhaust. This separation provides the added benefit of further eliminating any exposure to the possibility of residual contaminants in protective clothing used in firefighting. Fuel Reduction Teams

The Government has allocated an additional $9.3 million over four years from 2020-21 to enable the development of two dedicated Fuel Reduction Teams. This will include 12 additional staff members within the Tasmania Fire Service Bushfire Risk Unit to undertake Fuel Reduction Program bushfire risk reduction activities across the State. Regional Emergency Management Planning and Development

The State Fire Commission will continue the implementation of the four year initiative to enable the SES to employ Regional Emergency Management Planning and Development Officers. These officers are supporting municipal authorities with emergency management planning as well as providing education support. This initiative supports the implementation of the Government’s response to the 2015 Independent Review of Emergency Management Arrangements in Tasmania, conducted by the Department of Justice. This initiative is funded by an allocation provided in 2019-20 of $1.5 million over four years. Remote Area Teams

The State Fire Commission will continue the implementation of the four year initiative to develop, sustain and grow Remote Area Teams capacity from suitable volunteer fire fighters around the State. Selected volunteers will undergo helicopter insertion training and gain firefighting skills in this specialised field. This will provide an exciting career path for those volunteers with good physical fitness levels. This initiative is funded by an allocation provided in 2018-19 of $535 000 over four years. SES Community Protection Planning for Flood and Storm Hazard

Funding of $1.7 million over the 2020-21 Budget and Forward Estimates period has been allocated to support additional work on flood policy. This further supports the ongoing implementation of the Government’s response to the Review of the Tasmanian Floods of June and July 2016.

State Fire Commission 113

State Fire Commission Support

The 2020-21 Budget provides $8 million over two years to support the Commission’s activities. This funding is in recognition of the impact of the Government’s decision to freeze the Fire Service Contribution increase, for 2020, as part of the Government’s COVID-19 pandemic response to minimise the impact of cost increases on the Tasmanian community. The funding will also be used to support Tasmania’s ongoing capacity to respond to bushfire by providing initial support for the development of a dedicated division within the Tasmania Fire Service to manage the planning and response to bushfire at a whole of state level. Supporting our Emergency Services Volunteers

The State Fire Commission will continue the implementation of a four year initiative to enable all Volunteer Units from the Tasmania Fire Service and State Emergency Service to apply for upgrades to equipment. This initiative is funded by an allocation provided in 2018-19 of $2 million over four years.

114 State Fire Commission

DETAILED BUDGET STATEMENTS

Table 26.2: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Grants1 4 901 11 606 11 271 6 715 6 752 Taxation 77 145 79 145 82 152 84 880 87 734 Sales of goods and services 6 191 6 383 6 511 6 641 6 774 Fees and fines 170 173 177 180 184 Interest 250 250 250 250 250 Other revenue2 10 552 8 502 8 527 8 548 8 569 Total revenue 99 209 106 059 108 888 107 214 110 263 Total income 99 209 106 059 108 888 107 214 110 263

Expenses Employee benefits3 50 209 53 514 54 680 55 893 57 127 Depreciation and amortisation 6 390 6 390 6 390 6 390 6 390 Supplies and consumables4 38 672 41 638 46 300 42 809 43 584 Borrowing costs 117 83 ...... Other expenses 3 819 3 664 3 745 3 831 3 918 Total expenses 99 207 105 289 111 115 108 923 111 019

Net result 2 770 (2 227) (1 709) (756)

Comprehensive result 2 770 (2 227) (1 709) (756)

Notes: 1. The variation in Grants reflects funding for the Bushfires Fuel Reduction Activities - Private Landowners, Fuel Reduction Teams, Bushfires - New Act Creation, and State Fire Commission Support initiatives. 2. The decrease in Other revenue in 2020-21 reflects the removal of $2 million of Fuel Reduction funding, which is now allocated directly to Sustainable Timber Tasmania by the Department of Police, Fire and Emergency Management. 3. The increase in Employee benefits primarily reflects additional staffing costs associated with the Fuel Reduction Teams and State Fire Commission Support initiatives. 4. The increase in Supplies and consumables in 2020-21 primarily reflects increased expenditure estimates for Repairs and Maintenance and Workers’ Compensation premium.

State Fire Commission 115

Table 26.3: Statement of Financial Position as at 30 June

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits1 9 350 8 819 5 425 1 770 673 Receivables 2 734 2 734 2 734 2 734 2 734 Other financial assets 2 481 2 481 2 481 2 481 2 481 14 565 14 034 10 640 6 985 5 888

Non-financial assets Inventories 1 905 1 905 1 905 1 905 1 905 Property, plant and equipment2 124 271 131 793 132 160 133 306 133 017 Other assets 1 196 1 196 1 196 1 196 1 196 127 372 134 894 135 261 136 407 136 118

Total assets 141 937 148 928 145 901 143 392 142 006

Liabilities Payables 4 499 4 499 4 699 4 899 5 099 Interest bearing liabilities3 3 830 2 830 1 830 830 .... Employee benefits 14 324 14 324 14 324 14 324 14 324 Superannuation4 (779) (779) (779) (779) (779) Total liabilities 21 874 20 874 20 074 19 274 18 644

Net assets (liabilities) 120 063 128 054 125 827 124 118 123 362

Equity Reserves 45 698 45 698 45 698 45 698 45 698 Accumulated funds 74 365 82 356 80 129 78 420 77 664 Total equity 120 063 128 054 125 827 124 118 123 362

Notes: 1. The variation in Cash and deposits primarily reflects the impact of the Commission’s operating position and the State Fire Commission’s debt reduction strategies. 2. The increase in Property, plant and equipment in 2021 primarily reflects the planned purchase of additional aerial appliances. 3. The decrease in Interest bearing liabilities in 2021 reflects the implementation of debt reduction strategies implemented by the State Fire Commission. 4. The Superannuation liability reflects an actuarial determination that assets exceed the liability owing to members.

116 State Fire Commission

Table 26.4: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Grants1 4 901 11 606 11 271 6 715 6 752 Taxation 74 684 76 679 79 550 82 167 84 905 Sales of goods and services 6 191 6 383 6 511 6 641 6 774 Fees and fines 170 173 177 180 184 GST receipts2 1 852 ...... Interest received 250 250 250 250 250 Other cash receipts3 10 552 8 502 8 527 8 548 8 569 Total cash inflows 98 600 103 593 106 286 104 501 107 434

Cash outflows Employee benefits4 (44 216) (47 866) (48 902) (49 979) (51 074) Superannuation (5 993) (5 648) (5 778) (5 914) (6 053) Borrowing costs (117) (83) ...... GST payments2 (1 852) ...... Supplies and consumables5 (36 260) (39 333) (43 858) (40 256) (40 915) Other cash payments (3 819) (3 664) (3 745) (3 831) (3 918) Total cash outflows (92 257) (96 594) (102 283) (99 980) (101 960)

Net cash from (used by) operating activities 6 343 6 999 4 003 4 521 5 474

Cash flows from investing activities Payments for acquisition of non-financial assets (7 469) (9 998) (6 757) (7 536) (6 101) Proceeds from the disposal of non-financial assets 300 300 360 360 360 Net cash from (used by) investing activities (7 169) (9 698) (6 397) (7 176) (5 741)

Cash flows from financing activities Net borrowings .... (1 000) (1 000) (1 000) (830) Net cash from (used by) financing activities .... (1 000) (1 000) (1 000) (830)

Net increase (decrease) in cash and cash equivalents held (826) (3 699) (3 394) (3 655) (1 097)

Cash and deposits at the beginning of the reporting period 10 176 12 518 8 819 5 425 1 770 Cash and deposits at the end of the reporting period 9 350 8 819 5 425 1 770 673

State Fire Commission 117

Notes: 1. The variation in Grants reflects funding for the Bushfires Fuel Reduction Activities - Private Landowners, Fuel Reduction Teams, Bushfires - New Act Creation, and State Fire Commission Support initiatives. 2. The decrease in GST receipts and GST payments reflects a more accurate estimate based on the 30 June 2019 outcome. 3. The variation in Other cash receipts in 2020-21 reflects for a reduction of $2 million for Fuel Reduction funding, which is now allocated directly to Sustainable Timber Tasmania from the Department of Police, Fire and Emergency Management. 4. The increase in Employee benefits in 2020-21 primarily reflects additional staffing costs associated with the Fuel Reduction Teams and the State Fire Commission Support initiatives. 5. The increase in Supplies and consumables in 2020-21 and 2021-22 primarily reflects increased expenditure on Repairs and Maintenance and Workers’ Compensation.

118 State Fire Commission

27 TASTAFE

AUTHORITY OUTLINE

TasTAFE is a Statutory Authority established by the Training and Workforce Development Act 2013. Governed by a Board of Directors, TasTAFE is the single public sector entity responsible for post compulsory Vocational Education and Training in Tasmania. Through its status as a registered training organisation, its role is to enable Tasmanians to gain skills and qualifications needed for the State’s workforce and to support the community to succeed and prosper. TasTAFE is the largest vocational education and training provider in Tasmania, providing the majority of vocational training for Tasmanian businesses. TasTAFE also operates in the contestable training market in Tasmania and in the commercial international student market. It services the training needs of individual learners as well as providing training and workforce skills development services to Tasmanian employers and their employees. The scope of training provided by TasTAFE aims to support the economic and policy priorities of the Tasmanian Government, business and industry, and covers the major trade, technical and vocational occupations represented in the Tasmanian economy. Training is conducted statewide at TasTAFE facilities in Hobart, Clarence, Claremont, Launceston, Alanvale, Devonport and Burnie; in Trade Training Centres; regional locations; workplaces across the State; and online. The TasTAFE Board is accountable to the Minister for Education and Training, Hon Jeremy Rockliff MP. This chapter provides financial information for TasTAFE for 2020-21 and over the Forward Estimates (2021-22 to 2023-24). Further information on TasTAFE is provided at www.tastafe.tas.edu.au.

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KEY DELIVERABLES

Table 27.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables within the Authority.

In addition to the important key deliverables identified in the below table, TasTAFE is also taking action to support the implementation of the important recommendations included in the Premier’s Economic and Social Recovery Advisory Council’s Interim Report which have been endorsed by the Government. Where specific additional funding is not required, recommendations are being implemented within existing resources.

Table 27.1: Key Deliverables Statement 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 COVID-19 Response and Recovery Measures Energy, Trades and Water Centre of Excellence 5 000 2 000 ...... Priority Industry Skills Funding - More Teachers at TasTAFE 1 000 1 000 ...... Public Building Maintenance Program 1 967 300 ......

Other Key Deliverables IT Network Infrastructure upgrades 1 000 3 000 ...... Skilled Workforce to Meet Industry Demand 1 950 ......

TasTAFE’s key deliverables are driven by the Government’s priorities and TasTAFE’s Corporate Plan. TasTAFE continues to develop contemporary strategies and plans aimed at creating accessible and quality VET delivery across Tasmania, with a strong emphasis on industry partnerships. Strategies will continue to focus on the advanced manufacturing, agricultural, construction, human services, and tourism and hospitality sectors. TasTAFE will continue to re-position itself and be more responsive to the needs of communities that do not have ready access to existing TasTAFE infrastructure. As Tasmania’s public training provider, TasTAFE has a critical role to play in the recovery from the COVID-19 pandemic. TasTAFE’s response to COVID-19 has included the introduction of SKILL UP for your future, a range of low or no cost short courses and skill sets to boost people’s skills and improve their employability as the economy starts to recover. SKILL UP has proven to be extremely popular with job ready skills covered in areas such as health, business, ICT, and tourism and hospitality.

120 TasTAFE

COVID-19 Response and Recovery Measures

Energy, Trades and Water Centre of Excellence

TasTAFE is continuing to invest in contemporary facilities with an additional $7 million allocated in this Budget for the Energy, Trades and Water Centre of Excellence at Clarence. This will ensure students can learn with equipment that reflects modern workplaces, and will provide the additional benefit of a much needed boost for the construction industry and local economy. Priority Industry Skills Funding - More Teachers at TasTAFE

The 2020-21 Budget includes an additional $2 million over two years to extend the Skilled Workforce to Meet Industry Demand initiative. This funding will provide an increase in specialist teaching staff to address high demand areas including aged care, electro technology, plumbing and nursing. Public Building Maintenance Program

TasTAFE will receive funding of $2.3 million over two years from 2020-21 as part of the Government’s Public Building Maintenance Program. Projects to be delivered will support critical maintenance on publically owned assets, including residence upgrades at Clarence and Alanvale sites. Other Key Deliverables

IT Network Infrastructure Upgrades

Funding of $4 million is provided over two years for critical IT network infrastructure upgrades. This investment will help provide a solid platform for the continued delivery of online learning to complement TasTAFE’s on-campus and in-workplace delivery. Skilled Workforce to Meet Industry Demand

The 2019-20 Budget included $2.9 million over two years for this initiative. This funding is providing increased pre-vocational training to support construction industry apprentices, and increase capacity in the Diploma of Nursing to address workforce demands.

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DETAILED BUDGET STATEMENTS

Table 27.2: Statement of Comprehensive Income

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Revenue and other income Grants1 92 344 95 337 91 807 84 934 87 725 Sales of goods and services2 23 703 18 368 22 893 24 881 25 428 Interest3 125 47 24 ...... Total revenue 116 172 113 752 114 724 109 815 113 153 Net gain/(loss) on non-financial assets4 ...... 7 500 ...... Total income 116 172 113 752 122 224 109 815 113 153

Expenses Employee benefits5 73 312 81 829 83 870 84 805 86 756 Depreciation and amortisation 8 655 8 410 8 474 7 866 7 866 Supplies and consumables5 30 754 26 652 29 165 26 688 27 222 Total expenses 112 721 116 891 121 509 119 359 121 844

Net result 3 451 (3 139) 715 (9 544) (8 691)

Comprehensive result 3 451 (3 139) 715 (9 544) (8 691)

Notes: 1. The increase in Grants in 2020-21 and 2021-22 reflects funding for the Energy, Trades and Water Centre of Excellence, Agricultural Centre of Excellence, and Skilled Workforce to Meet Industry Demand initiatives. 2. The decrease in Sales of goods and services reflects the impact of the COVID-19 pandemic on both commercial short courses and international student revenue. 3. The decrease in Interest income reflects lower cash balances and interest rates. 4. The Net gain on non-financial assets in 2021-22 reflects anticipated proceeds from the sale of the Launceston City campus properties. 5. The increase in Employee benefits in 2020-21 reflects additional funding for the Skilled Workforce to Meet Industry Demand initiative and the transfer of facilities staff from the Department of Education to TasTAFE. Facilities staffing costs were previously recorded as Supplies and consumables.

122 TasTAFE

Table 27.3: Statement of Financial Position as at 30 June

2020 2021 2022 2023 2024 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Assets Financial assets Cash and deposits1 7 223 11 874 (3 403) (5 192) (6 863) Receivables 5 064 7 814 7 746 6 573 6 135 12 287 19 688 4 343 1 381 (728)

Non-financial assets Property, plant and equipment 170 991 165 959 177 300 170 388 163 476 Heritage and cultural assets 26 27 27 27 27 Intangibles2 1 719 611 ...... 172 736 166 597 177 327 170 415 163 503

Total assets 185 023 186 285 181 670 171 796 162 775

Liabilities Payables 3 862 2 368 2 268 2 168 2 068 Employee benefits3 16 280 17 473 17 243 17 013 16 783 Other liabilities4 2 750 7 500 2 500 2 500 2 500 Total liabilities 22 892 27 341 22 011 21 681 21 351

Net assets (liabilities) 162 131 158 944 159 659 150 115 141 424

Equity Contributed capital 227 033 227 033 227 033 227 033 227 033 Reserves 14 092 18 452 18 452 18 452 18 452 Accumulated funds (78 994) (86 541) (85 826) (95 370) (104 061) Total equity 162 131 158 944 159 659 150 115 141 424

Notes: 1. Cash and deposits over the Forward Estimates reflects the impact of the COVID-19 pandemic on both commercial short courses and international student revenue. 2. The decrease in Intangibles in 2021 reflects the Student Management System being fully amortised. 3. The increase in Employee benefits in 2021 is due to the transfer of facilities staff and the associated costs from the Department of Education to TasTAFE. 4. The variation in Other liabilities reflects an advance from the Department of Education in 2021, and its repayment in 2022.

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Table 27.4: Statement of Cash Flows

2019-20 2020-21 2021-22 2022-23 2023-24 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows Grants1 92 344 95 337 91 807 84 934 87 725 Sales of goods and services 24 278 17 998 23 893 26 381 25 928 GST receipts 3 640 4 728 4 654 2 953 3 021 Interest received 125 47 24 ...... Total cash inflows 120 387 118 110 120 378 114 268 116 674

Cash outflows Employee benefits2 (65 103) (72 735) (74 554) (75 242) (76 969) Superannuation (8 399) (9 094) (9 485) (9 732) (9 956) GST payments (3 568) (4 874) (4 798) (2 895) (2 948) Supplies and consumables (32 254) (27 552) (30 065) (27 188) (27 472) Total cash outflows (109 324) (114 255) (118 902) (115 057) (117 345)

Net cash from (used by) operating activities 11 063 3 855 1 476 (789) (671)

Cash flows from investing activities Payments for acquisition of non-financial assets (14 145) (15 492) (19 253) (1 000) (1 000) Proceeds from the disposal of non-financial assets3 ...... 7 500 ...... Net cash from (used by) investing activities (14 145) (15 492) (11 753) (1 000) (1 000)

Cash flows from financing activities Net borrowings ...... (5 000) ...... Net cash from (used by) financing activities ...... (5 000) ......

Net increase (decrease) in cash and cash equivalents held (3 082) (11 637) (15 277) (1 789) (1 671)

Cash and deposits at the beginning of the reporting period 10 305 23 511 11 874 (3 403) (5 192) Cash and deposits at the end of the reporting period 7 223 11 874 (3 403) (5 192) (6 863)

Notes: 1. The increase in Grants in 2020-21 reflects funding for the Energy, Trades and Water Centre of Excellence, Agricultural Centre of Excellence, and Skilled Workforce to Meet Industry Demand initiatives. 2. The increase in Employee benefits in 2020-21 reflects additional funding for the Skilled Workforce to Meet Industry Demand initiative and the transfer of facilities staff from the Department of Education to TasTAFE in 2020-21. Facilities staffing costs were previously recorded as Supplies and consumables. 3. Proceeds from the disposal of non-financial assets relates to the anticipated sale of Launceston City campus properties.

124 TasTAFE