Annual Report DPAC 2011Annual–12 Report 2011–12
Department of Premier and Cabinet
© Crown in the Right of the State of Tasmania
For copies and further information regarding this Report please contact:
Department of Premier and Cabinet GPO Box 123 HOBART TAS 7000
Telephone: 6272 7142 Email: [email protected] Website: www.dpac.tas.gov.au
ISSN 1448 9023 (print) ISSN 1448 9031 (online)
Lara Giddings, MP PREMIER
Dear Premier
In accordance with the requirements of Section 36(1) of the State Service Act 2000 and Section 27 of the Financial Management and Audit Act 1990, I enclose for presentation to Parliament the 2011-12 Annual Report of the Department of Premier and Cabinet.
Yours sincerely
Rhys Edwards Secretary 24 October 2012
Department of Premier and Cabinet - Annual Report 2011-12 1 Contents
Secretary’s Report ...... 4 Departmental Overview ...... 7 Output Group 1 Support for Executive Decision-Making ...... 21 Output 1.1 Strategic policy and advice ...... 22 Output 1.2 Climate change ...... 25 Output 1.3 Social Inclusion ...... 28 Output Group 2 Government Processes and Services ...... 31 Output 2.1 Management of Executive Government processes ...... 32 Output 2.2 Principal and subordinate legislation ...... 39 Output 2.3 Tasmanian Government courier ...... 41 Output 2.4 Corporate support to Ministerial and Parliamentary offices and the Office of the Governor...... 42 Output 2.5 Administration of Electricity Supply Industry Review Panel ...... 43 Output Group 3 Electronic Services for Government Agencies and the Community ...... 44 Output 3.1 ICT policy development and implementation ...... 45 Output 3.2 Management and ongoing development of Service Tasmania ...... 47 Output 3.3 Delivery of information technology services ...... 50 Output Group 4 State Service Management ...... 54 Output 4.1 State Service employment and management ...... 55 Output 4.2 Support for the State Service Commissioner ...... 59 Output Group 5 Support for the Tasmania Together Progress Board ...... 60 Output 5.1 Support for the Tasmania Together Progress Board ...... 61 Output Group 6 Community Development...... 65 Output 6.1 Community Development – policy advice and ongoing community development ...... 66 Output Group 7 Development of Local Government ...... 72 Output 7.1 Development of local government, security and emergency management ...... 73 All Output Groups Corporate Services ...... 77 Corporate Services ...... 78 Supporting whole-of-government initiatives ...... 81 Contribution to Tasmania Together benchmarks ...... 82 Carbon Emission Reduction Plan ...... 91 Disability Action Plan ...... 93 Departmental information ...... 95 Right to Information ...... 96 Legislation administered ...... 98 Departmental publications ...... 101 Our people and policies ...... 104
Department of Premier and Cabinet - Annual Report 2011-12 2 Asset Management, Pricing and Risk Management Policies ...... 117 Contributions and Grants ...... 119 Government procurement ...... 150 Financial statements ...... 154 Compliance Index ...... 223 Contacting the Department ...... 226
Department of Premier and Cabinet - Annual Report 2011-12 3 Secretary’s report
The Department of Premier and Cabinet (DPAC) has had a very productive year. I am particularly pleased to see real results from initiatives that we have put in place to achieve a more efficient and collaborative State Service. DPAC has continued to play a key role in helping the Premier to deliver on a number of significant projects and priorities.
The Tasmanian Government ICT Strategy was approved by Cabinet on 19 December 2011. Its priority actions aim to drive improved and transformed service delivery, greater public sector productivity and informed decision making relating to ICT - many of which are already being progressed across Government. The Strategy has been put together by the cross-agency ICT Policy Board, which I chair with support from the Office of eGovernment.
TMD is the vehicle by which the Government develops and maintains cross-government communication and business services. TMD has worked solidly over the past year on a number of projects, in particular the Modern Communications Program and the IT Transformation Program.
The Modern Communications Program is a group of projects designed to fulfil the Government’s Voice Services Strategy, by transitioning Government out of the current traditional copper-based telephony network (Spectrum) and other associated services, to a new-generation integrated voice network and services. Following a substantial tendering process, the Program is now heading into the service establishment phase, which will transform the outputs of the procurement into viable, value-added services. These services will be piloted during late 2012.
The IT Transformation Program is an initiative designed to harness greater strategic value and cost efficiencies from the Government’s technology investments. Stage 1 of the Program, now heading into its third year, is delivering improvements for ICT services in Government. The benefits of the consolidation of email services are now being demonstrated, with greater cost transparency and better inter-departmental connectivity.
On 13 April 2012, the Premier and I attended the 32nd Council of Australian Governments (COAG) meeting. This meeting marked the 20 year anniversary of COAG’s first meeting in December 1992. DPAC worked through COAG on the Vocational Education and Training, National Health and Disabilities reform, advocating effectively on Tasmania’s behalf. I am appreciative of the work of the Policy Division who coordinated input for COAG from a range of business units across DPAC.
In response to climate change impacts, the Tasmanian Climate Change Office (TCCO) coordinated Tasmania’s input into Australian Government legislation and regulations. In addition, the TCCO is working with the Tasmanian Planning Commission, local government, Australian Government and the business community in response to climate change impacts. For example allocating a small amount of project funding to leverage an additional $900 000 to work with local government on climate change adaptation issues.
During the year, A Cost of Living Strategy for Tasmania was tabled in the Tasmanian Parliament by the Premier. The Strategy is the culmination of 15 months of intensive work by the Social Inclusion Unit (SIU) which assisted the Social Inclusion Commissioner, Professor David Adams, to prepare the report. SIU worked with an Expert Advisory Group and State and Australian Government inter-agency working groups to develop the evidence base for the Strategy which was documented in its associated companion reports. As a result of our work, the Tasmanian Government committed to $5 million in new budget initiatives in 2012-13 to assist low-income Tasmanians.
Department of Premier and Cabinet - Annual Report 2011-12 4 The Public Sector Management Office continued to make progress on strategies for State Service Reform. The following strategies were developed and released:
Managing for Performance; Redeployment (Vacancy Control); Review of Governance and Structural Arrangements and Appeals; Targeted Voluntary Redundancy program; and Involuntary Redundancy program.
There has also been a change in legislation in relation to performance management. This was supported by the introduction of Ministerial Direction No. 26: Managing performance in the State Service, which provides guidelines for agency performance management systems. One of my main priorities since taking on the role of Secretary of DPAC has been to create a culture of performance management in this Department and more generally across the State Service. To me this is fundamental to progressive leadership and good governance.
The Community Development Division (CDD) has been involved in a number of significant pieces of work throughout the year, including the continued process of land hand back to the Tasmanian Aboriginal community. The Government agreed to return larapuna and Rebecca Creek to the Tasmanian Aboriginal community on 5 March 2012. This required amending existing legislation and undertaking significant community consultation.
CDD also worked with the Australian Government and the local community in relation to people awaiting determination of their claims for asylum, while accommodated at the Pontville Immigration Detention Centre. Use of the Centre brought social and economic benefits to the community, and many Tasmanians lent their support as volunteers at the Centre. Although the future use of the Pontville site is a matter for the Australian Government, the site is a positive example of how onshore processing of asylum seekers can work in a community setting. The Tasmanian approach was recognised as a model that others could follow.
During early 2012, the Tasmanian Government, through CDD, put forward its case for Tasmania to be a launch site for the Australian Government's National Disability Insurance Scheme (NDIS). The NDIS is a significant development in the provision of services to people living with disability. At the July COAG meeting, the Australian Government decided to base one of the NDIS launch sites in Tasmania.
On 24 July 2011, the Tasmanian and Australian Governments signed the Tasmanian Forest Agreement, Heads of Agreement. The Department has been working with the Department of Infrastructure, Energy and Resources, the Department of Primary Industries, Parks, Water and the Environment and the Office of Parliamentary Counsel to develop the legislation necessary to underpin any agreement reached by the Signatories Group. The Tasmanian Forest Agreement Bill 2012 was tabled in the House of Assembly on 21 June 2012.
Following the devastating Victorian bushfires, the Tasmanian Government announced that it would take steps to ensure that appropriate standards are applied to the construction of houses in bushfire-prone areas. The Office of Security and Emergency Management consulted with industry and relevant State agencies and provided advice on an appropriate definition of ‘bushfire-prone areas’. Following this work, the Government introduced legislation to implement the recommendations of the report including amendments to the Fire Service Act 1979, to accredit bushfire safety assessors, and the Land Use Planning and Approvals Act 1993 that enabled councils to rely on the advice provided by an accredited person.
Department of Premier and Cabinet - Annual Report 2011-12 5 One notable organisational change was amalgamation of Office of Security and Emergency Management and the Local Government Division. There is great synergy between the work of these units and the move has already proved worthwhile, with work undertaken on policies regarding natural hazards risk and mitigating the impact of natural disasters through land use planning.
The Office of Parliamentary Counsel achieved strong results putting together pieces of legislation for the Government this year. The Office has done an amazing job by quickly responding to changing Government priorities and having legislation ready on time.
Tasmania continues to face some real challenges in its Budget, compounded by rising costs and reduced GST revenue. During 2011-12, DPAC continued to look for opportunities for future savings, mindful that we must use the public funds allocated to us in the most effective and efficient way to deliver the best outcomes for the State.
Improving systems is just one way which helped DPAC manage its budget savings. The Corporate Services team has recently finished phase one of the Integrated Establishment Budget and Reporting Project. The objectives of this project are to improve systems and processes within the Finance Branch to manage our overall budget.
I am extremely pleased with DPAC’s performance this year and look forward to the year ahead.
Rhys Edwards Secretary
Department of Premier and Cabinet - Annual Report 2011-12 6 Departmental Overview
Vision A respected and valued Agency that leads an accountable, professional and collaborative public service.
Purpose The Department supports the Premier and Cabinet in achieving the Government’s vision of Tasmania. We do this by providing strategic policy advice; leading whole-of-government initiatives; and supporting the machinery of Government.
Values Professional We aim for excellence and act with integrity and impartiality. Accountable We are focussed on achievement, open to questioning and responsible for our actions. Collaborative We respect and value the expertise of others and seek to work in partnership. Forward looking We plan so we can be responsive to future needs. Connected to the community We seek to understand and engage with the community and communities of interest. Supportive We seek to provide a family-friendly and flexible workplace that fosters mutual respect and open communication.
Goals Goal 1 To lead the development of policy advice, direction and whole-of-government coordination Goal 2 To provide comprehensive, timely and accurate services that support the machinery of Government Goal 3 To deliver ICT services that enhance whole-of-government capability Goal 4 To have efficient and effective processes that underpin a supportive and challenging workplace.
Department of Premier and Cabinet - Annual Report 2011-12 7 Financial and human resource summary
Financial summary In 2011-12, the Outputs of the Department of Premier and Cabinet and Ministerial and Parliamentary Support expended on an accrual basis the following:
Department of Premier and Cabinet $'000 Output Group 1. Support for Executive Decision-Making 11 000 2. Government Processes and Services 11 710 3. Electronic Services for Government Agencies and the Community 41 012 4. State Service Management 5 293 5. Support for the Tasmania Together Progress Board 950 6. Community Development 7 672 7. Development of Local Government 2 637 Other items Capital Investment Program 250 Infrastructure Fund 32 Administered - Tasmanian Community Fund 5 735 Sub-total 86 291
Ministerial and Parliamentary Support Ministerial and Parliamentary support 20 775
Total 107 066
People Summary The number of full time equivalents employed in DPAC and Ministerial and Parliamentary support offices, as at 30 June 2012, is shown in the graph below.
Department of Premier and Cabinet - Annual Report 2011-12 8 Governance
Ministers As at 30 June 2012, the Department of Premier and Cabinet reports to the following: Premier, Lara Giddings MP Minister for Local Government, Bryan Green MP Minister for Climate Change, Minister for Community Development and Minister for Aboriginal Affairs, Cassy O’Connor MP Minister for Veterans’ Affairs, Scott Bacon MP Minister for Children, Michelle O’Byrne MP. The Department also supports the Parliamentary Secretary to the Premier (Small Business and Cost of Living), Rebecca White MP. It also provides direct support to all other members of Government.
The Department The Department’s organisation structure is shown on page 12. The Department is led by the Executive, comprising the Secretary, Deputy Secretaries and Director, Executive Division. The DPAC Leadership Group (DLG) is chaired by the Secretary and is attended by the directors or managers of each division. DLG meetings are held each month, and provide an opportunity to communicate and review agency issues, policies and procedures. The Department currently supports two independent bodies: the Tasmania Together Progress Board and the Office of the State Service Commissioner. The Department also provided support, until May 2012, to the Electricity Industry Review Panel. The Department holds monies in a trustee capacity on behalf of the Jim Bacon Foundation, the Tasmanian Early Years Foundation and the Tasmanian Community Fund. During the year, the Local Government Division merged with Office of Security and Emergency Management, and was renamed the Division of Local Government, Security and Emergency Management (DLGSEM). The DLGSEM provides a greater integration of advice and allows the Department to more effectively engage with local government on security and emergency management-related issues. Consequently, the functions and associated budget for the Office of Security and Emergency Management has moved from Output 2.1 Management of Executive Government Processes to Output 7.1 Local Government, Security and Emergency Management.
Related trusts and boards Any information noted in this report for Output 2.5 Electricity Supply Industry Review Panel, Output 4.2 Support for the State Service Commissioner or Output 5.1 Support for the Tasmania Together Progress Board is for administrative purposes only as all of these bodies report independently to Parliament. Matters pertaining to the Local Government Board are reported by the DLGSEM in the section entitled Activity 2011-12, under Output 7.1. Various sections within this Report covering financial or human resources include information from Ministerial and Parliamentary offices. Unless noted otherwise, all other information pertains only to the Department of Premier and Cabinet. The Tasmanian Community Fund submits its Annual Report to Parliament through the Minister for Community Development in accordance with Section 11 of the Tasmanian Community Fund Act 2005. Appended to this Annual Report is the annual report of the Jim Bacon Foundation pursuant to the provisions of the Jim Bacon Foundation Act 2004. The Tasmanian Early Years Foundation submits its Annual Report through the Minister for Children to Parliament in accordance with Section 24 of the Tasmanian Early Years Foundation Act 2005.
Department of Premier and Cabinet - Annual Report 2011-12 9 Supporting local business DPAC ensures that Tasmanian businesses are given every opportunity to compete for Agency business, and supports Tasmanian businesses whenever they offer best value for money for the Government. The tables on page 150 summarise the level of participation by local businesses for contracts, tenders and/or quotations with a value of $50 000 or over.
Department of Premier and Cabinet - Annual Report 2011-12 10 Output Group structure
Output Group/Output Responsible Minister/s 1. Support for Executive Decision-Making 1.1 Strategic policy and advice Lara Giddings MP, Premier 1.2 Climate change Cassy O’Connor MP, Minister for Climate Change 1.3 Social inclusion Lara Giddings MP, Premier 2. Government Processes and Services 2.1 Management of Executive Government processes 2.2 Principal and subordinate legislation Lara Giddings MP, Premier 2.3 Tasmanian Government courier
2.4 Corporate support to Ministerial and Parliamentary offices and Office of the Governor 2.5 Administration of Electricity Supply Industry Review Panel 3. Electronic Services for Government Agencies and the Community 3.1 Information and Communications Technology (ICT) policy development and implementation Lara Giddings MP, Premier 3.2 Management and ongoing development of Service Tasmania 3.3 Delivery of Information Technology services 4. State Service Management 4.1 State Service employment and management Lara Giddings MP, Premier 4.2 Support for the State Service Commissioner Parliament of Tasmania 5. Tasmania Together Progress Board Parliament of Tasmania 5.1 Support for Tasmania Together Progress Board 6. Community Development Cassy O’Connor MP, Minister 6.1 Community development – policy advice and ongoing for Community Development community development and Minister for Aboriginal Affairs
Scott Bacon MP, Minister for Veterans’ Affairs Michelle O’Byrne MP, Minister for Children 7. Development of Local Government Bryan Green MP, Minister for 7.1 Local Government, Security and Emergency Management Local Government
Department of Premier and Cabinet - Annual Report 2011-12 11 Organisation chart
Department of Premier and Cabinet - Annual Report 2011-12 12 Strategic Plan summary
This Report outlines the progress made against the initiatives and priorities in the DPAC Strategic Plan 2011-14. Overall, substantial progress has been made against most of the priorities.
Goal 1 – To lead the development of policy advice, direction and whole-of-government coordination
Priority Status PRIORITY 1.1 Climate change impacts Respond to the climate change impacts in The Tasmanian Climate Change Office (TCCO) Tasmania by: has developed solid relationships with key Coordinating Tasmania’s input into agencies, the Tasmanian Planning Commission legislation and regulations; and and local and Australian Governments. To Working with agencies, local further Tasmania’s response to climate change government and the business issues, the TCCO has allocated a small amount of community to respond to climate project funding to leverage an additional change impacts. $900 000 of project funds to work with local government on climate change adaptation issues. PRIORITY 1.2 National Clean Energy Future Plan
Respond to the introduction of the Australian The TCCO has worked with key stakeholders to Government’s Clean Energy Future Plan by: ensure that Tasmania’s interests were well Coordinating Tasmania’s input into represented as part of the Australian Australian legislation, regulations and Government’s legislation, policy and program procedures; and design in relation to the Clean Energy Future Plan. Maximising the flow of Australian Government program funding. PRIORITY 1.3 Health and disability reform Leading the implementation of major health The National Health Reform Agreement has reforms within Tasmania in particular: been signed and an Implementation Plan National Disability Insurance Scheme negotiated. The Tasmanian Health Organisation (NDIS); legislation has been completed and other Mental health reform; and National Health Reform obligations are ongoing. Tasmania will be a site for the launch of the NDIS Sustainable Tasmanian Health Funding. in 2013. Negotiation on the implementation of the full scheme is continuing. PRIORITY 1.4 Community engagement Develop a best practice model of community Preliminary work commenced on the engagement and participation, and engage with whole-of-government Community Engagement the community Framework, including drafting an issues paper and preparing a project plan.
Department of Premier and Cabinet - Annual Report 2011-12 13
Priority Status PRIORITY 1.5 Integrated service delivery
Continue to work with agencies to explore new DPAC continued to work in partnership ways of delivering community-focused, principally with the Departments of Education, integrated public services, with a particular and Health and Human Services to progress the emphasis on: Tasmanian Government’s integrated service Child and Family Centres; delivery agenda. The new Break O’ Day, West Coast and George Town Hubs; Clarence Plains, East Devonport, Ravenswood and and West Coast Child and Family Centres Extended services for long-term opened. The West Coast Community Services unemployed and teenage parents Hub also opened and planning continued for a through the Burnie Centrelink. Hub at George Town. PRIORITY 1.6 UTAS partnership agreements Develop a new partnership agreement between The Department and the University of Tasmania the State Government and the University of developed a new three-year partnership Tasmania that is focused on improving agreement which was signed on 26 June 2012. education and training outcomes in Tasmania. The agreement has three priority areas: Educational Attainment; Research Collaboration and International Education. PRIORITY 1.7 Structural reform in the delivery of departmental policy advice Review the structure for the delivery of efficient Structural reform of the Department has been core policy advice to the Premier and Cabinet. underway since 2010-11. The Community Development Division has been re-aligned away from individual support services towards providing an integrated service to the community. Management of the Local Government Division has been combined with the Office of Security and Emergency Management, and the Office of eGovernment has been refocused to provide support to the whole-of-government ICT Policy Board. The Social Inclusion Unit has been co-located with the Policy Division. PRIORITY 1.8 Cost of living
Lead the Government’s response to addressing The Cost of Living Strategy in Tasmania: Interim the cost of living in Tasmania by: Report was released in March 2011 and A Cost of Finalising the Cost of Living Strategy; Living Strategy for Tasmania was released in Implementing the Social Inclusion October 2011. Strategy; Food For All Tasmanians: A food security strategy Finalising the Food Security Strategy. was released in March 2012.
Department of Premier and Cabinet - Annual Report 2011-12 14
Priority Status PRIORITY 1.9 Accessing Government services by phone
Reviewing the delivery and management of Service Tasmania commenced a review of phone services provided by phone across Government. services across Government to drive The initial focus is the development of a improvement and efficiencies. A business case business case. has been substantially completed. PRIORITY 1.10 ICT Strategy for Tasmania
Lead the development of the ICT strategy by: The Office of eGovernment coordinated Supporting and embedding the activities development of the Tasmanian Government ICT of the ICT Policy Board; and Strategy, which was endorsed by Cabinet on Supporting and monitoring the 19 December 2011 and the Strategic implementation of the ICT Strategy for Implementation Plan for the ICT Strategy has Tasmania. been prepared. The ICT Policy Board has met seven times and, through the development of the ICT Strategy, has identified the nature of, and rationale for, the strategic ICT investment priorities for Government. Tools to progress the implementation of the ICT Strategy, including the ICT Investment and Decision-Making Framework and ICT Roadmap, have been developed and implementation work is being progressed. PRIORITY 1.11 Local government rating review
Respond to the findings of the Local The Local Government Valuation and Rating Government Valuation and Rating Review Review is progressing well. All of the analysis has particularly in relation to the rating base and been completed and the final report is being rating arrangements. drafted for consideration by the Steering Committee. A number of presentations have been provided to local government councils outlining the likely outcomes from the review.
Department of Premier and Cabinet - Annual Report 2011-12 15
Priority Status
PRIORITY 1.12 Local government sustainability and efficiency
Develop a robust framework for councils to The review of councillor numbers was initiated by deliver long-term financial and asset the Minister for Local Government in management by: September 2011 in response to requests from Reviewing councillor numbers across all the Kingborough and Glenorchy City Councils. councils; and The Local Government Board circulated a draft Implementing long-term financial and Framework for the Assessment of Councillor asset management planning and Numbers to all councils and provided the seven reporting obligations for councils. councils included in the review with its preliminary recommendations. A review report with recommendations was released in July 2012. The Premier’s Local Government Council has endorsed four sustainability objectives and 17 sustainability indicators which will provide an annual snapshot of local government sustainability. The implementation of long-term financial and asset management plans is progressing well. It is expected that all Tasmanian councils will have plans in place by November 2012.
PRIORITY 1.13 Spatial data
Improve the spatial information capacity of the Funding has been secured for a project to State Government by securing support for the develop a contemporary platform for distribution Spatial Information Foundations Business Case. of spatial information across all tiers of government and the private sector, and to facilitate improved use of spatial information to support key priorities of the Government.
PRIORITY 1.14 Tasmanian State Service Structural Reform
Implement the Tasmanian State Service The Department supported the Government’s Structural Reform and Productivity Strategy, in State Service Structural Reform and Productivity particular: Strategies by implementing the State Service Vacancy management; Vacancy Control process to facilitate matching Performance management; and staff in non-continuing positions to vacant Review of State Service governance and positions and assessing business cases for targeted structural arrangements. and voluntary redundancies. A framework for improved performance management was released through Ministerial Direction No. 26. A review into State Service governance was also substantially progressed with a review report released in March 2012.
Department of Premier and Cabinet - Annual Report 2011-12 16
Priority Status PRIORITY 1.15 Wages Policy
Implement Wages Policy as agreements expire, Salary increases of two per cent from in particular: 1 December 2011 and 2012 have been Tasmanian State Service; negotiated in both the Tasmanian State Service Health and Human Services; and Award and the Health and Human Services Teachers. Award. An agreement has been finalised for a potential additional 0.5 per cent per annum increase based on a productivity offset Purchased Leave Scheme and is awaiting registration in the Tasmanian Industrial Commission. Negotiations for a replacement agreement for teachers has been on and off for many months with the Australian Education Union reluctant to commit to an agreement tying their members to the Government’s Wages Policy. A negotiated outcome consistent with the Wages Policy may now result. An offer has been made to Correctional Officers in line with Wages Policy.
PRIORITY 1.16 Workforce Management
Implement Key Workforce Management Public Sector Management Office developed a Projects: Human Resources Capability promotional Delivering the HR Capability Program; framework package, including the Human and Resources Capability Model, structure and Promoting and supporting Health and supporting Professional Development Guide, Wellbeing. human resources website, newsletter and online learning portal were designed and delivered. Fourteen agencies with a total of 28 878 employees were involved in the Healthy@Work project. The project focused on programs that use preventative strategies to address key health factors like smoking, nutrition, physical activity, sedentary behaviour, alcohol consumption and psychosocial health. This project closed as at 30 June 2012.
Department of Premier and Cabinet - Annual Report 2011-12 17 Goal 2 - To provide comprehensive, timely and accurate services that support the machinery of Government Priority Status PRIORITY 2.1 Governance
Review aspects of the governance framework The Ministerial Code of Conduct and guidelines including: have been completed and has received positive Minister and ministerial staff codes of feedback from key stakeholders. Work on the conduct; Ministerial Staff Code of Conduct has been held Indemnities and legal assistance for public over to the 2012-13 financial year work officers; program. Regulation of lobbyists; and Work progressed on amending Ministerial Statutory offices. Direction No. 8 Indemnity against legal process. Further work on regulation of lobbyists and a review of statutory offices will commence in 2012-13.
PRIORITY 2.2 Parliamentary support
As required, develop legislation to deal with: Following a review of remuneration of Remuneration of MPs; and Members of Parliament in December 2011, Numbers of MPs. legislation was passed in June 2012 to provide a two per cent increase in the basic salary for Members of Parliament in July 2012 and July 2013. Legislation to increase the number of Members of Parliament numbers was not progressed.
PRIORITY 2.3 Administrative processes
Maintain services to the satisfaction of relevant Executive Division supported 46 Cabinet Ministers that support the Cabinet, Executive meetings, 23 Executive meetings and 27 Council, ceremonial and hospitality functions and ceremonial and hospitality functions. It also portfolio liaison. coordinated 3 048 pieces of correspondence Review aspects of the administrative processes for the Premier and 114 Ministerial event that underpin the services that support the packages. machinery of Government with a view to reducing costs including consideration of: Work began on process-mapping the workflow of electronic documents for both Cabinet and Electronic delivery of cabinet papers; and Ministerial correspondence and a number of Electronic workflow of ministerial technical solutions were considered. documentation. PRIORITY 2.4 Printing Bills, Gazette and Parliamentary papers
Implementation of the new contract for A major tender process was undertaken and a printing of Bills, Gazette and new contract has been entered into for printing Parliamentary papers. Bills, Gazettes and Parliamentary papers. As Implementation of an online Gazette part of this process a number of efficiencies were introduced, including publishing the Tasmanian Government Gazette online.
Department of Premier and Cabinet - Annual Report 2011-12 18
Priority Status
PRIORITY 2.5 Whole of Government Communications
Update the Tasmanian Government Work commenced on updating the Tasmanian Communication Policy and implement agreed Government Communication Policy and the changes. Communications and Marketing Unit continues to support a number of agencies on major communications projects.
Goal 3 - To deliver ICT services that enhance whole-of-government capability
Priority Status PRIORITY 3.1 Information Technology transformation Harness the greater strategic value and cost TMD has transitioned six agencies to the single efficiencies from Government’s technology whole-of-government email platform. investment by: Efficiencies from this project have already been Email rollout (six agencies) realised.
PRIORITY 3.2 Service transformation
Continuing to integrate TMD’s customer service Focused and committed TMD staff ensured transformation model by: success with a major change to its business Phase 1: implementation of service processes. Customer feedback on the resultant management centres completed; and changes has been excellent. A more detailed Phase 2: transformation of TMD to a requirements analysis would have assisted in a unified customer-focused business smoother and more timely transition to the completed new business model. In addition, more detailed measurement of prior performance would have assisted in evaluating the outcomes of the transformation by providing a better point of reference to compare service delivery before and after the transition.
PRIORITY 3.3 Voice services
Deliver a voice services project and Spectrum TMD undertook a tender process for a new replacement solution for Government: voice system to replace the Spectrum system Tendering for voice services provider(s) which will be redundant from March 2014. At Rolling out new voice system the time of this report the tender was being Completion. finalised and TMD was working with agencies to prepare for the rollout of the new system.
Department of Premier and Cabinet - Annual Report 2011-12 19 Goal 4 - To have efficient and effective processes that underpin a supportive and challenging workplace
Priority Status
PRIORITY 4.1 Information management
Develop and implement a range of actions to Considerable investment has been made into improve the way information is managed within upgrading the TRIM system, which is the DPAC. Department’s main tool for managing Trial and rollout electronic document tracking for information. Work also began on developing a ministerial documentation. new business classification scheme. A reference group was formed to assist in preparing an information management strategy and related policies. PRIORITY 4.2 Budget management Develop and implement improvements to the The budgeting process has been greatly systems and processes for the management of enhanced with salary information generated in financial information within DPAC. Human Resources now electronically flowing to the finance system. This has improved efficiency and reduced the risk of error. PRIORITY 4.3 Agency saving strategies Implement a range of strategies to realise the The Department identified and implemented a impact of budget reductions. range of budget management strategies which have assisted DPAC to achieve its budget task for 2011-12. PRIORITY 4.4 Performance measures Develop a suite of comprehensive performance Corporate Services is working with all divisions indicators across all areas of DPAC. to develop a comprehensive and standardised set of performance measurement indicators across DPAC. Training in developing key performance indicators was provided. PRIORITY 4.5 Communications Provide effective communications and marketing An internal communications working group has support for the DPAC business units and internal been established to work with the communications, specifically: Communications and Marketing Unit to Evaluate and review the 2010-12 Internal evaluate and review the Department’s internal Communications Strategy. communications. A revised plan is due in early 2013.
Department of Premier and Cabinet - Annual Report 2011-12 20 Output Group 1 Support for Executive Decision- Making
The objective of Output Group 1 is to provide services to assist the Premier and Cabinet to make informed decisions and progress high-priority whole-of-government initiatives. This Output Group is delivered through the Policy Division, the Tasmanian Climate Change Office and the Social Inclusion Unit.
This Group’s Outputs are: 1.1 Strategic policy and advice, 1.2 Climate change, and 1.3 Social inclusion.
Department of Premier and Cabinet - Annual Report 2011-12 21 Output 1.1 Strategic policy and advice
Overview
This Output assists the Government to achieve its vision for Tasmania by providing high-quality policy services to the Premier and Cabinet. It leads and supports the development and implementation of whole-of-government processes and policies. It also manages and coordinates intergovernmental relations, including Tasmania’s response to the agendas of the Council of Australian Governments (COAG) and the Council for the Australian Federation (CAF); Australian Government Parliamentary Committee inquiries; and international treaties.
Key activities
The key activities that are delivered under Output 1.1 include: providing high-quality policy services and support to the Premier and Cabinet; leading and supporting the development and implementation of whole-of-government processes and policies; managing and coordinating intergovernmental relations; managing and resolving urgent and immediate priority issues for the Premier; working cooperatively with agencies to understand and deliver the Premier’s and the Government’s priorities; providing a strategically focused, inclusive and productive working environment; and supporting Departmental priorities.
Summary of the year’s performance
The Policy Division continued to work on a diverse range of matters in 2011-12. During the year the Division led on, or contributed to approximately 85 pieces of advice to Government including legislation. This work was conducted across a broad span of policy areas including integrated service delivery, education and skills, health and human services, housing, land use planning, infrastructure and transport, forestry, environmental regulation, economic development, business regulation and competition reform, and the partnership between the Tasmanian State Government and the University of Tasmania. The Division led on intergovernmental policy priorities, including national health and hospital reform; reforms to vocational education and training and mental health; and the development of a new national competition and regulatory reform agenda. It also continued to lead the implementation of Departmental priorities around collaboration and performance measurement.
Department of Premier and Cabinet - Annual Report 2011-12 22 Major achievements
Priority policy services In collaboration with Government agencies, the Policy Division: provided advice on 92 Cabinet Minutes; worked with State and Australian Government agencies to explore and implement new ways of delivering community-focused, integrated public services with a particular emphasis on Child and Family Centres and Community Hubs; worked with the Departments of Education and Health and Human Services to negotiate Tasmania’s position on national reforms to vocational education and training and mental health; negotiated a new partnership agreement in late June 2012 between the Tasmanian State Government and the University of Tasmania, focused around educational attainment, research collaboration and international education; worked with the Department of Economic Development, Tourism and the Arts to transfer properties to the University of Tasmania to support key development projects in Hobart’s central business district; supported the Department of Health and Human Services to implement Tasmania’s legislative and policy obligations under the National Health Reform Agreement, including establishing Tasmanian Health Organisations; and worked with the Tasmanian Planning Commission to deliver a Capital City Plan for Greater Hobart. Intergovernmental priorities The Policy Division coordinated Tasmania’s position and provided briefings and support for the Premier and Secretary for COAG and Council for the Australian Federation meetings. It also coordinated and provided policy advice to government agencies on National Agreements and National Partnerships arising from the Intergovernmental Agreement on Federal Financial Relations and led the performance reporting process to the COAG Reform Council. The Division represented Tasmania in a range of national forums, including the National Skills Reform Senior Officials Group; the Senior Officials Mental Health Working Group; the Health Reform Implementation Group; the Business Regulation and Competition Working Group; the COAG Competition and Regulatory Reform Taskforce; the National Affordable Housing Agreement Review Working Group; the National Homelessness Partnership Review Working Group; the National Health Agreement Review Working Group; Senior and Treasury Officials Heads of Treasury Review of the COAG Reform Council Recommendations Implementation Steering Group; and the COAG Working Group on Environmental Regulation Reform. The Division considered 178 requests for input into inquiries of the State and Australian Parliaments and coordinated six whole-of-government responses. The Division also considered 56 requests for advice on trade and treaties and provided input into approximately half of these.
Legislation The Policy Division prepared policy advice for Cabinet and consulted stakeholders and instructed the Office of Parliamentary Counsel to draft legislation for the National Broadband Network (Tasmania) Amendment Bill 2011 to exempt parts of the National Broadband Network infrastructure from state planning approvals processes. The Draft Bill was finalised but did not proceed as the Australian Government subsequently made amendments under its legislation to address this matter at a national level.
Department of Premier and Cabinet - Annual Report 2011-12 23 Departmental priorities The Policy Division continued to lead promotion and implementation of the Tasmanian Government’s approach to collaboration across agencies and developed a process to evaluate the effectiveness of the collaboration approach in specific projects and programs. The Policy Division also coordinated the implementation of a new framework to measure the quality of policy services delivered by the Department’s policy units.
Measuring performance
Unit of 2009-10 2010-11 2011-12 2012-13 Performance measure Measure Actual Actual Actual Target
Percentage of Cabinet Advisories that are submitted to the Cabinet Office on time1 % 98 92 92 95 Percentage of selected policy outputs that meet agreed quality standards2 % n/a n/a 87 80
Notes: 1 The decrease in this indicator is due to placing an increased emphasis on the quality of advice going to Cabinet which has affected the timeliness of submitting Advisories to the Cabinet Office. 2 A new performance measure around quality of policy outputs has been introduced following a pilot project to determine a benchmark. It will be reviewed at the end of 2012-13 and it is intended that the benchmark will be raised as a driver of continuous improvement over time.
Department of Premier and Cabinet - Annual Report 2011-12 24 Output 1.2 Climate change
Overview
This Output covers the activities of the Tasmanian Climate Change Office (TCCO), including the Climate Change Adaptation Unit, which coordinates the development and implementation of government policy and initiatives relating to the reduction of Tasmania's greenhouse gas emissions and adaptation to the impacts of climate change. This Output includes the provision of support for the Tasmanian Climate Action Council.
Key activities
The key activities that are delivered under Output 1.2 include: providing strategic leadership on reducing greenhouse gas emissions using an evidence-based approach to policy making; acting to reduce the Tasmanian Government’s greenhouse gas emissions; building relationships across Government to provide a coordinated approach to emissions reduction and adaptation efforts in priority sectors; and assisting the Tasmanian community to make a successful transition to a low carbon future.
Summary of the year’s performance
The TCCO has worked to coordinate activities between all spheres of government and the community to implement the actions outlined in Tasmania’s Action Plan to Reduce Emissions. In addition to its support of the Tasmanian Climate Action Council and the Select Council on Climate Change, the TCCO has provided advice on the Australian Government’s key national climate change policy initiatives. The TCCO has undertaken significant policy and program design and implementation on energy efficiency. The TCCO administered the fourth year of the Greenhouse Gas Emissions Inventory Project for Tasmanian Government agencies and continued to manage the Forest Carbon Study. The TCCO’s Adaptation Unit is playing a key role in communicating and extending the results of the Climate Futures for Tasmania Project. It is also progressing projects in the areas of local government, agriculture, infrastructure and coastal vulnerability. Under the fourth round of ClimateConnect grants, five successful applicants were awarded funding of up to $20 000 each for adaptation projects, while the Earn Your Stars Microgrants program awarded funding of up to $5 000 each for four community-based emissions reduction projects.
Major achievements
Implementation of Tasmania’s Action Plan to Reduce Emissions The TCCO has made significant progress in implementing the projects under the priority action areas of Tasmania’s Action Plan to Reduce Emissions (the Action Plan). The Action Plan sets out the Tasmanian Government’s response to the Tasmanian Wedges Report which analysed Tasmania’s opportunities to reach its legislated greenhouse gas emissions target of at least 60 per cent below 1990 levels by 2050. Progress on specific projects is detailed below.
Department of Premier and Cabinet - Annual Report 2011-12 25 Working with our biggest emitters In conjunction with the Department of Economic Development, Tourism and the Arts, the TCCO held an Industry Carbon Price Roundtable with representatives of Tasmania’s major industries in November 2011. At the Roundtable, the implications of a national carbon price were considered and discussions focused on the challenges, risks and opportunities presented by carbon pricing for Tasmania. A further forum for the small to medium business, and community sectors was held in June 2012. Helping Tasmanians use their energy wisely Power Savings for Tenants is a $900 000 program that provides eligible low income private rental households with a home energy assessment and a range of low cost upgrades including energy efficient light globes, draught proofing of windows and doors, insulation of hot water pipes and tanks, and water and power saving showerheads. In addition, the program offers an education component focusing on reducing household energy consumption. Participating tenants are given a personalised power saving plan to identify specific changes in behaviour that will result in reduced energy consumption. The program is managed by the TCCO and delivered by Sustainable Living Tasmania Inc. Improving the energy efficiency of Government buildings The TCCO administered the fourth year of the Greenhouse Gas Emissions Inventory Project for the Tasmanian Government. The project has extended its reach to establish a broad baseline for reporting emissions, across all Tasmanian Government agencies. Emissions Reduction Plans have been prepared by each agency and actions are now being implemented on an ongoing basis. Tasmanian Government agencies are now required to meet minimum sustainability standards for government office buildings and develop a green lease schedule for leased government buildings. Understanding our forest carbon The $250 000 Forest Carbon Study is modelling the emissions and sequestration value of the State’s current forest estate, including its managed forests and its conserved forest areas. The Study will provide an estimate of carbon sequestration and emissions from the State’s conserved, managed, and plantation forests and consider the economic opportunities carbon sequestration in forests may provide. The Study will also consider any opportunities that may exist to monetise emission reductions and carbon sequestration achieved within the forest estate, through existing or proposed carbon finance mechanisms. CO2 Australia has been appointed to conduct the Study, which is due for release in the latter half of 2012. Tasmanian Coastal Adaptation Decision Pathways project Funded by the Australian Government Department of Climate Change and Energy Efficiency, the Tasmanian Coastal Adaptation Decision Pathways project aims to significantly improve the ability of Tasmanian communities and decision-makers to adapt to climate change. The project is being undertaken by the TCCO Adaptation Unit to explore the types of realistic options available to local government councils and communities when tackling the localised effects of climate change, and to then plan and respond appropriately to likely future scenarios in their area. Working with four councils and using best available science, the project team will follow a flexible planning pathway that will involve participation from a range of stakeholders, including residents and other users of the study areas. The experiences and learning gained from using this method with the four councils as they progress along the planning pathway can then be used by communities and councils across Tasmania and nationally. Local Government Area Climate Profiles Using the information from the Climate Futures for Tasmania project, the TCCO Adaptation Unit, in partnership with the Antarctic Climate and Ecosystems Cooperative Research Centre, has developed climate profiles for all 29 local government areas in Tasmania. The climate profiles aim to help councils, resource managers and businesses to understand the projected impacts of future climate changes to their local area and assist them adapt to these changes. This world-leading, science-based tool will help councils to make informed strategic planning decisions about the future of their local government area. Information is provided on past and current climate, and projected changes in temperature, rainfall and runoff, extreme events and other climatic impacts under scenarios of future climate change.
Department of Premier and Cabinet - Annual Report 2011-12 26 Agricultural information sheets In partnership with the Tasmanian Institute of Agricultural Research, the TCCO has produced a new series of information sheets for Tasmania's agricultural sector to help farmers, growers and graziers to factor climate change into their planning. The regionally specific information provided in this series of information sheets is tailored to industry sectors and will enable land managers to take advantage of opportunities and to make long term plans for the future. The information sheets focus on the wine, grain, cropping and grazing sectors and provide projected impacts for the short, medium and long-term along with management options for farmers to consider. Tasmanian Climate Action Council The TCCO continues to provide executive support, information and research assistance to the work of the Tasmanian Climate Action Council. A review of the Council’s operations was undertaken by John Ramsay and Associates Pty Ltd. The review was completed in March 2012 and provided 16 recommendations to improve the transparency and impact of the Council. Following expiry of the terms of the nine inaugural members, a new nine member Council has been appointed. The first meeting of the new Council will be held in July 2012. The Council has a short-term goal to provide the TCCO with advice on its new Climate Change Action Plan for Tasmania. The Council’s longer term goals are to develop a strategic plan for achieving Tasmania’s 2050 emissions reduction target of 60 per cent below 1990 levels, and to develop a compelling vision of a low carbon future for Tasmania. Building community capacity The TCCO has continued to build capacity on climate change in the Tasmanian community through its grants programs, presentations and communications. Under the fourth round of the ClimateConnect grants program, five action-oriented projects were awarded funding. These projects will assist communities to adapt to the impacts of climate change and were selected for their capacity to provide people with the resources, skills or knowledge they need to respond to the impacts of climate change. Four projects were also awarded funding of up to $5 000 each under the Earn Your Stars 2011-12 micro-grants round. All of the projects have a focus on building community resilience and working collaboratively to achieve its outcomes. The TCCO has conducted over 50 presentations on climate change and supported a wide range of events throughout the State. The Earn Your Stars website continues to grow and now hosts separate sites with more detailed information on energy efficiency, emissions reduction and adaptation policy.
Measuring performance
Unit of 2009-10 2010-11 2011-12 2012-13 Performance measure Measure Actual Actual Actual Target
Percentage of components of the Tasmanian Action Plan to Reduce Emissions delivered on time % 95 95 95 95 Percentage of strategic policy initiatives completed on time % 95 95 95 95 Percentage of selected policy outputs that meet agreed quality standards1 % n/a n/a n/a 80
Notes: 1 A new performance measure around quality of policy outputs has been introduced following a pilot project to determine a benchmark. It will be reviewed at the end of 2012-13 and it is intended that the benchmark will be raised as a driver of continuous improvement over time.
Department of Premier and Cabinet - Annual Report 2011-12 27 Output 1.3 Social Inclusion
Overview
This Output progresses the Government’s social inclusion agenda, including social inclusion and cost of living strategies. This Output provides high quality policy services to the Premier and Cabinet. It also provides data analysis and facilitates cross-agency and cross-sectoral cooperation and community engagement for whole-of-community responses to complex social issues.
Key activities
The key activities that are delivered under Output 1.3 include: quality policy advice and support to the Premier, Cabinet, Parliamentary Secretary for the Cost of Living and the Social Inclusion Commissioner for Tasmania; facilitate implementation of A Social Inclusion Strategy for Tasmania, A Cost of Living Strategy for Tasmania, and Food For All Tasmanians – A food security strategy; research and data analysis to inform development of evidence-based policy including consultation on key factors that affect social inclusion, cost of living and food security; inter-agency collaboration and engagement about the delivery of programs and services impacting on social inclusion, cost of living and food security; and administration of programs that provide funding to the community sector.
Summary of the year’s performance
Over the past year the Social Inclusion Unit (SIU) supported the Social Inclusion Commissioner, Professor David Adams, to produce The Cost of Living in Tasmania: Interim Report which was released in March 2011, followed by A Cost of Living Strategy for Tasmania which was released in October 2011. SIU has also supported the Tasmanian Food Security Council to produce Food For All Tasmanians: A Food Security Strategy which was released in March 2012. In addition to this policy work, SIU progressed funding to the community for matters that support the Government’s social inclusion agenda. It has administered: $1.5 million to 18 emergency relief organisations statewide; $150 000 to emergency food relief organisations SecondBite and Foodbank to build capacity and expand to the North of the State, and to Produce to the People to continue its work in the North- West; $60 000 to three Food Vans: Gran’s Van in the North-West, Loui’s Van in the South and Mission Beat in the North; $180 000 partnership with No Interest Loans Scheme (NILS) Network of Tasmania for an energy efficient whitegoods and heating initiative this winter, $120 000 to NILS to continue the extension of its loan purposes for essential items outside the household such as car registration and dental work;
Department of Premier and Cabinet - Annual Report 2011-12 28 $20 000 to the Tasmanian Association of Community Houses for emergency micro-finance assistance for people experiencing hardship; $260 000 to Volunteering Tasmania Inc for the Supporting Tasmanian Volunteers Program; and $350 000 to welfare organisations for the Family Assistance Program.
Major achievements
Cost of living On 25 October 2011, A Cost of Living Strategy for Tasmania was tabled in Parliament. It was the first Government report in Australia to comprehensively look at the range of cost of living issues affecting the most vulnerable and disadvantaged in the Tasmanian community. Tasmania’s cost of living strategy contained recommendations in three areas: 1. Better immediate responses to people in crisis; 2. Increasing the resourcefulness of individuals, families and communities; and 3. Leadership and new forms of planning and service delivery. Across the recommendations there has been progress made in a number of areas. Specifically the Government: allocated $2 million in the 2011-12 Tasmanian Budget for early action on emergency relief, building the capacity and services of emergency food distributors, support for an energy efficient appliance program and micro-finance assistance; and established a Parliamentary Select Committee on the Cost of Living. In addition, the Government forwarded a copy of the Strategy to the Federal Treasurer, Wayne Swan MP, and other relevant ministers in the Australian Government, highlighting the cost of living pressures for Tasmanian recipients of income support payments. Food security In March 2012 the Premier launched Food for All Tasmanians: A Food Security Strategy. The food security strategy identifies people most likely to be food insecure, and outlines why this is the case. The Strategy focuses on local solutions to increase access to affordable and nutritious food for all Tasmanians, but in particular those most at risk including: people living on low incomes, especially households dependent on Government benefits and allowances; children, especially children of low income single parent families; older people, especially those who are isolated or living alone; and isolated or poorly-serviced places where healthy food is difficult to obtain, expensive or unavailable. Food for All Tasmanians outlines 12 priority actions across four key strategies and advises that the following actions be prioritised: immediately increase food access and affordability; build on existing community food solutions in the short term; and support food social enterprises and food-sensitive planning strategies in the medium to longer term.
Department of Premier and Cabinet - Annual Report 2011-12 29 Measuring performance
Unit of 2009-10 2010-11 2011-12 2012-13 Performance measure Measure Actual Actual Actual Target
Percentage of selected policy outputs that meet agreed quality standards1 % n/a n/a 95 80
Notes: 1 A new performance measure around quality of policy outputs has been introduced following a pilot project to determine a benchmark. It will be reviewed at the end of 2012-13 and it is intended that the benchmark will be raised as a driver of continuous improvement over time.
Department of Premier and Cabinet - Annual Report 2011-12 30 Output Group 2 Government Processes and Services
Output Group 2 supports Government processes and services. It includes four outputs: 2.1 Management of Executive Government processes 2.2 Principal and subordinate legislation 2.3 Tasmanian Government courier 2.4 Corporate support to Ministerial and Parliamentary offices and the Office of the Governor 2.5 Administration of Electricity Supply Industry Review Panel
Department of Premier and Cabinet - Annual Report 2011-12 31 Output 2.1 Management of Executive Government processes
Overview
This Output provides administrative support and advice related to Executive Government bodies such as Cabinet and the Executive Council, management of machinery of Government matters and Executive Government processes, coordination of State protocol, and management of communications policy and advice.
Key activities
The key activities delivered under Output 2.1 include: preparation, scrutiny and processing of documents for Executive Government bodies such as Cabinet and the Executive Council; advice to Ministers and departments on machinery of Government procedures and administration (including whole-of-government communications) policy; management of official visits, State receptions and functions, coordination of the honours and award nomination processes; management of critical or highly sensitive administration issues or projects; communications and marketing support to all departmental offices; and coordination of the Government show exhibit and Australia Day program.
Summary of the year’s performance
During the year, the following activities were undertaken as part of Output 2.1: Services that support the machinery of Government processes including over 23 meetings of the Executive Council, over 46 meetings of Cabinet, 17 Official visits and 10 Official functions and the selection and appointment processes for two vacant heads of agency positions. Implementation of new contracts arising from a tender process for printing Bills, the Tasmanian Government Gazette and Parliamentary papers, and the development of an online Tasmanian Government Gazette. Development of options and legislation to avoid unintended increases in the salary of Tasmanian Members of Parliament that would flow from the recent Australian Government decision regarding increases to the basic salaries of Members of the Parliament of Australia. Assistance to the Tasmanian Government to develop a new Code of Conduct for Ministers based on the report by the Integrity Commission. A review of the scope and application of Ministerial Direction No. 8 Indemnity against legal process (of State Servants) to take account of general changes in handling and nature of misconduct claims; the establishment of the Integrity Commission; code of conduct complaints and complaints made to non-court bodies; and the desirability of widening the scope to include all Crown servants. Administration of the Tasmanian Lobbying Code of Conduct and Register of Lobbyists. Delivery of whole-of-government communications training to meet needs of agency communications staff and development of tools to support departments to implement the Tasmanian Government Communications Policy.
Department of Premier and Cabinet - Annual Report 2011-12 32 Trial use of social media as part of departmental projects such as the Frank MacDonald Memorial Prize, National Youth Week and the Tasmanian Honour Roll of Women. Commencement of work on communications priorities for the State Emergency Management Advisory Group. Management of the whole-of-government exhibit at the three major agricultural shows. Delivery of Tasmania’s Australia Day program with a trial of Australia Day in the Office.
Major achievements
Cabinet The Cabinet Office provided support for a total of 46 meetings, 400 submissions were processed and 426 decisions recorded. Five meetings were conducted outside Hobart including one each in Huonville, Longford, Oatlands, Smithton and Sorell. The Office processed 85 Questions on Notice for the House of Assembly and 81 for the Legislative Council. It also processed 27 requests for Government responses to petitions tabled in the House of Assembly, 6 for petitions tabled in the Legislative Council. The Cabinet Office dealt with 105 Explanatory Notes concerning future Executive Council business. Executive Council The Executive Council met on 23 occasions dealing with 202 matters. The Executive Council Secretariat undertook administrative action for the following events: The Lieutenant-Governor, Mr Justice Crawford, assumed the Vice-Regal Office on four occasions Acting Premier and Acting Attorney-General appointments were made on two and three times respectively. Official visits The State hosted 17 official visits. In chronological order, the visits were: His Excellency Mr Vinh Thanh Hoang, Ambassador of the Socialist Republic of Vietnam, accompanied by Mr Nguyen Anh Tuan, Minister-Counsellor, Embassy of Vietnam. Her Excellency Mrs Beatriz Lopez Gargallo, Ambassador of Mexico, accompanied by her husband Mr Alberto Nuñez Mendoza. His Excellency Dr Hynek Kmonicek, Ambassador of the Czech Republic, accompanied by his wife Ms Indira Gumarova, and Mrs Milena Mills, Honorary Consul. His Excellency Mr Omar Metwally Mohamed Tawfic Metwally, Ambassador of Egypt, accompanied by his wife Mrs Ghada Salah Elhindawy. His Excellency Alberto Leopoldo Fajardo Klappenbach, Ambassador of Uruguay. His Excellency Mr Gian Ludovico De Martino Di Montegiordano, Ambassador of Italy, accompanied by his wife Mrs Camilla Martino Di Montegiordano, and Mr Luigi Bini, Honorary Consul. His Excellency Major General (Rtd) Martyn John Dunne, High Commissioner for New Zealand, accompanied by his wife Mrs Jennifer Dunne, and Mr Daniel Taylor, Consul-General. His Excellency Mr Chen Yuming, Ambassador of China, accompanied by his wife Madam Bai Xiaomei, Mr Zhao Jian, Counsellor and Ms Wu Ting, First Secretary/interpreter. His Excellency Mr Alexios G Christopoulos, Ambassador of Greece, accompanied by his wife Mrs Matenia Christopoulou, and Dr Alexios Pittas, Honorary Consul. Mr Hidenobu Sobashima, Consul-General of Japan, accompanied by his wife Mrs Chikako Sobashima, Mr Hiroaki Sato, Vice-Consul, and Mr Peter Shelley, Honorary Consul. Her Excellency Ms Neda Maletic, Ambassador of Serbia.
Department of Premier and Cabinet - Annual Report 2011-12 33 Mr Frank C Urbancic, USA Consul-General, accompanied by Ms Sue Shultz, Public Affairs Officer, and Mr Gearoid O’Leary, Political/Economic Assistant. His Excellency Dr Christoph Mueller, Ambassador of Germany, accompanied by his wife Mrs Christine Mueller, his daughter Miss Eva Mueller, and Mrs Dianne Bye, Honorary Consul. His Excellency Mr Michael Small, High Commissioner for Canada, accompanied by his wife Ms Denise Jacques. His Excellency Brigadier General Pilot (Rtd) Ali Al Nuaimi, Ambassador of the United Arab Emirates accompanied by Mr Faisel AL Mazrouei, Third Secretary. Mr Irmawan Emir Wisnandar, Consul-General of Indonesia accompanied by his wife Mrs Irma Wisnandar, Mrs Sri Dewi Kuntarti, Consul for Economy Affairs, Mr Maradona Runtukahu, Vice- Consul for Economy Affairs, and Mr Wirawan Kartono, Vice-Consul for Protocol and Consular Affairs. His Excellency Mr Paul Madden, High Commissioner of the United Kingdom accompanied by his wife Mrs Sarah Madden. Official Functions Official functions arranged during the year included: Afternoon Tea and closing ceremony of the Tasmanian Youth Parliament; Children’s Week Light Luncheon; Volunteer Recognition Receptions in Hobart, Launceston and Burnie; Long Service Awards Receptions in Hobart, Launceston and Burnie; Hobart Cup Cocktail Reception; and Afternoon Tea to mark the occasion of International Refugee Day. Head of Agency recruitment Recruitment processes for the following Heads of Agency were started and/or completed during the year: Secretary, Department of Justice; and Secretary, Department of Health and Human Services. External recruitment consultants were used to assist with the recruitment processes. The consultants were selected following request-for-quote processes. The consultants used were Amrop Cordiner King (Health and Human Services) and Jo Fisher Executive (Justice). Portfolio Services Portfolio Services provides administrative support to ensure the high quality and effective flow of information and material between the Department and the various Ministerial offices. In addition to the Premier, the following Ministerial portfolios are supported by the Department: Minister for Aboriginal Affairs Minister for Children Minister for Climate Change Minister for Community Development Minister for Local Government Minister for Veterans’ Affairs. The Department also provides support to the Parliamentary Secretary for the Cost of Living. Other Portfolio Services activities included: Coordinating Ministerial correspondence (including 3 048 items for the Premier), information for Parliamentary sittings (Question Time Briefs, Notices of Motion, Questions on Notice), 114 Ministerial event packages and 35 other specific Ministerial requests.
Department of Premier and Cabinet - Annual Report 2011-12 34 Preparing general Departmental Briefing Notes for five community forums held around the State as well as 14 specific Appointment Briefs. Commencing a review of the Templates Manual to support the templates available to the Department’s employees on its intranet and also updating supporting documentation (such as contact lists) as resource tools for Departmental officers when using the templates. Preparing new templates and updating existing templates to assist with reducing printing costs, paper usage and the Department’s carbon footprint. Commencing a review of the Department’s Style Manual. Assisting the Cabinet Office in co-ordinating whole-of-government responses to Parliamentary reports. With an increase in the number of legislative packages being prepared, Portfolio Services assisted Divisions in finalising documentation and preparing folders for the relevant Minister and advisers. Communications and Marketing Unit The Communications and Marketing Unit began work on public information priority projects for the State Emergency Management Advisory Group, including developing an emergency website, reviewing the use of social media in emergencies and preparing a public information strategy for adaptation in emergencies. An online version of the Tasmanian Government Gazette was developed and new websites were delivered for The Training Consortium and the Office of the State Service Commissioner. Social media was successfully trialled as part of communications for the Frank MacDonald Memorial Prize, National Youth Week and the Tasmanian Honour Roll of Women. The delivery of the Australia Day Program was expanded with the trial of Australia Day in the Office, which saw more than 70 workplaces host Australia Day events for staff; and planning for a conference for Local Government Australia Day event managers for August 2012. Other initiatives delivered as part of the program included the Australian of the Year Awards, Aussie of the Month primary school awards, Ambassadors Program, Australia Day Grants Program and Australia Day Cocktail Party. A whole-of-government exhibit was staged at three of the State’s major agricultural shows, focusing on three main areas of Tasmania’s Infrastructure Strategy - transport, water and energy. More than 22 000 Tasmanians passed through the exhibit, including a large number of families and students. The Communications and Marketing Unit continued to support agencies in their implementation of the Tasmanian Government Communications Policy. Assistance was provided for the procurement and management of agency communications projects, including the Department of Education’s adult literacy communications strategy tender and the Department of Health and Human Services’ Gambling Support Service campaigns. Professional development sessions delivered for agency communications staff across Government included a guided tour of the Communications Website and Toolkit, a social media showcase and strategy workshop, and presentations on online advertising and online consultation platforms. Printing tender and online Gazette During the year, the Office of the Secretary completed a tender process and contract negotiations for printing services for Parliament and the Government in relation to: Legislation - authorised versions of bills, Acts of Parliament, statutory rules, and annual volumes of legislation; Parliamentary materials - various forms of Parliamentary papers including annual volumes; and Tasmanian Government Gazettes including the production of a six-monthly index. The Office provided specialist project management and procurement skills to assist the Office of Parliamentary Counsel, which has responsibility for the administration of contracts for printing the Tasmanian Government Gazette and production of Legislation; and the Clerks of both Houses of Parliament who jointly administer the contract for printing Parliamentary material. The contracts and new service delivery arrangements commenced on 1 October 2011. The term of each of the contracts is for five years with an opportunity to extend for another two years.
Department of Premier and Cabinet - Annual Report 2011-12 35 One of the major opportunities included in the tender was to publish the Tasmanian Government Gazette online, including State Service Notices and the six-monthly Index of Gazettes. Editions of the Tasmanian Government Gazette published since 2008 have been available online for free since January 2012 at http://www.gazette.tas.gov.au/ Work is underway across Government to reduce and rationalise the numbers of hard copies of the Gazette required by Government agencies. This is being managed through the Office in negotiation with Print Applied Technology. There have been other efficiencies made with the new contacts including rationalising the number of hard copies of bound volumes of legislation produced and reducing the number of Parliamentary papers required. This has presented opportunities for cost saving, waste reduction and minimizing environmental impacts. Salaries for Members of Parliament The Executive Division managed the process to enact the Parliamentary Salaries, Superannuation and Allowances Act 2012 which repealed and replaced the 1973 Act of the same name. The 1973 Act established the process for setting salaries, allowances and benefits for members of the Tasmanian Parliament. Following a determination by the Tasmanian Industrial Commission made in May 1997, the basic salary of Members of the Tasmanian Parliament was set to be 85.19 per cent of the basic salary of Members of the Australian Parliament. In 2011, given concerns about the potential flow-on to Members of the Tasmanian Parliament of increases in the salary in excess of the current Tasmanian public sector wages policy, the Tasmanian Parliament passed the Parliamentary Salaries, Superannuation and Allowances Amendment Act 2011 which set the basic salary of Tasmanian Members of Parliament for 2011-12 at 102 per cent of the previous year’s salary. This was a one-off determination. Without further legislative intervention, the basic salary of a Tasmanian Member of Parliament from 1 July 2012 would revert to 85.19 per cent of the base salary of a Member of the Australian Parliament. In December 2011, the Australian Government’s Remuneration Tribunal issued its Review of the remuneration of Members of Parliament - Initial Report. In the Report, the Remuneration Tribunal stated its intention to determine the base salary for an Australian Parliamentarian to be $185 000 per annum. This determination was confirmed in March 2012. Following the Remuneration Tribunal’s initial report, a paper was developed that canvassed various options for making future determinations of the basic salary of Members of the Tasmanian Parliament. The Government’s preferred position was to link the salary and future increases of Members of the Tasmanian Parliament salaries to a defined level of a State Service salary. The Parliamentary Salaries, Superannuation and Allowances Act 2012 was designed to break the current nexus between the basic salaries of Members of the Tasmanian Parliament and Members of the Australian Parliament. In preparing a new Act, the opportunity was taken to remove redundant provisions from the 1973 Act and those that enabled determinations to be made since 1996 by the Tasmanian Industrial Commission, an Allowances Tribunal and two Committees of Review established by order-in-council. A Bill was developed and introduced to this effect. However, following intense Parliamentary negotiations, the final Act provided for a two per cent increase in the basic salary for July 2012 and July 2013, with a referral of the future determination of this salary to the Tasmanian Industrial Commission or a separate body established for this purpose. The reference is to be made by 1 July 2013 and the Commission or other body is to report by May 2014. Code of Conduct for Ministers As part of the Government’s 2008 ‘Trust in Government’ package, the Integrity Commission was requested to review the codes of conduct for Government Members of Parliament (including Ministers), and Ministerial and electorate staff. A Code of Conduct for Ministers and Government Members has existed for a number of years, and was last reviewed in 2006. Currently Ministerial and electorate staff, who are appointed on Crown prerogative instruments of appointment, are subject to a Code of Conduct that is incorporated into their instruments of appointment. However, a new draft code for Ministerial staff had been prepared.
Department of Premier and Cabinet - Annual Report 2011-12 36 These documents were referred to the Integrity Commission for review and its report was tabled in Parliament in September 2011. There was a series of recommendations, including developing a separate code for Ministers with the Commission providing a draft model code. The Commission also reviewed the Guidelines on the Receipt and Giving of Gifts and proposed a new guideline on gifts that is specific to Ministers. A new Code of Conduct for Ministers and other members of Cabinet and a new Policy on the Receipt and Giving of Gifts was approved by Government in February 2012. The Code clearly articulates the conduct and behaviour that is expected of Cabinet members. The Code is will be reviewed every four years. The new Code and Policy are available at www.dpac.tas.gov.au Legal Indemnity Ministerial Direction No. 8 Indemnity against legal progress (issued under the State Service Act 2000) specifies the processes and circumstances in which indemnity will be provided for State Service officers and employees who are threatened with, or subject to, legal proceedings arising from performance of their duties. Ministerial Direction No. 8 also includes special reference to, and guidelines for, medical practitioners. The Ministerial Direction also purports to extend to conjoint staff (University of Tasmania staff working on behalf of the State), employees of the University who have been assigned public duties by the State, and persons employed under pre-1998 practice contracts where the contract does not specify a requirement for insurance and volunteers.
Department of Premier and Cabinet - Annual Report 2011-12 37 Ministerial Direction No. 8 has been in place for nearly 10 years. Over time there have been a number of issues that have arisen with its operation and these have been the subject of a comprehensive review undertaken during the year. A discussion paper was prepared following the review and is currently out for consultation with all agencies and other stakeholders. The primary purpose of the review is to examine issues raised by the Inter-Agency Committee which makes decisions about the application of Ministerial Direction No. 8 and address concerns raised by the Department of Health and Human Services regarding the application of an indemnity policy to medical practitioners. Following consideration by the Government, the outcome of the review is likely to include: revocation of the Ministerial Direction No. 8; and issue of a new more comprehensive policy and guidelines to indemnities and legal assistance to public officers.
Measuring performance
Unit of 2009-10 2010-11 2011-12 2012-13 Performance measure Measure Actual Actual Actual Target
Number of meetings of Cabinet supported Number 381 46 46 44 Number of meetings of Executive Council supported Number 251 27 23 29 Number of official visits to Tasmania managed Number 9 12 17 13 Number of official functions organised Number 11 112 10 8 Cost of service Comparison to average3 1.04 0.85 0.8 <1.10 Quality of service – average percentage of services delivered to specified quality standards % 95 94 95 >95 Percentage of fixed period projects delivered on time or meeting defined project timeframes % 94 93 83 >85 Client satisfaction Client feedback Satisfactory Satisfactory Satisfactory Satisfactory
Notes: 1 There were fewer meetings of Cabinet and the Executive Council than in previous years as a result of the caretaker period which preceded the March 2010 State Election. 2 Includes two State funerals. 3 Comparison of quantum of employee costs per service in year to average of employee costs per service for previous six years.
Department of Premier and Cabinet - Annual Report 2011-12 38 Output 2.2 Principal and subordinate legislation
Overview
This output provides a drafting service for new legislation and amendments to existing legislation, advice on legislative matters, an up-to-date electronic database of Tasmanian legislation and oversight of printing gazettes and legislation. This Output is provided by the Office of Parliamentary Counsel.
Key activities
Key activities delivered under Output 2.2 include: a service to the Government for drafting new legislation and amendments to existing legislation and advice in relation to legislative matters; maintenance of an up-to-date electronic database of Tasmanian legislation; and management of contracts for printing legislation and the Tasmanian Government Gazette.
Summary of the year’s performance
During the year, 62 Acts were passed and 136 Statutory Rules were notified in the Tasmanian Government Gazette. The Tasmanian Legislation Website was updated in a timely manner.
Major achievements
Motor Vehicle Traders Act 2011 Disability Services Act 2011 Asbestos-Related Diseases (Occupational Exposure) Compensation Act 2011 Primary Produce Safety Act 2011 Tasmanian Health Organisations Act 2011 Passenger Transport Services Act 2011 Taxi and Luxury Hire Car Industries Amendment Act 2011 Workers Rehabilitation and Compensation Regulations 2011 Fisheries (Rock Lobster) Rules 2011 Health Service Establishments Regulations 2011 Traffic (Compliance and Enforcement) Regulations 2011 Work Health and Safety Act 2012 Explosives Act 2012 National Energy Retail Law (Tasmania) Act 2012 National Health Funding Administration Act 2012 Burial and Cremation (Cremation) Regulations 2012 Petroleum (Submerged Lands) (Management of Environment) Regulations 2012 Cat Management Regulations 2012 Electricity Supply Industry (Price Control and Related Matters) Regulations 2012
Department of Premier and Cabinet - Annual Report 2011-12 39 Measuring performance
Unit of 2009-10 2010-11 2011-12 2012-13 Performance measure measure Actual Actual Actual Target
Number of hits per year on the Tasmanian Number 12 12 12 12 legislation website (EnAct) (million)
Department of Premier and Cabinet - Annual Report 2011-12 40 Output 2.3 Tasmanian Government courier
Overview
Output 2.3 includes a courier service providing incoming and outgoing mail facilities to Government and departmental offices within the central business districts of Hobart and Launceston, and facilitates a service to regional cities and towns that have a significant Government presence.
Key activities
Services provided by the Tasmanian Government couriers include: transportation of all mail and small parcels between government departmental offices; sorting of incoming and outgoing mail; liaison with Australia Post and third-party mail houses; and management of contracts for North and North-West mail delivery.
Summary of the year’s performance
The courier service continues to deliver an efficient and effective mail distribution and collection service within the central business districts of Hobart and Launceston as well as facilitating a service to regional centres in the North-West. The courier service entered into a partnership agreement with Service Tasmania to provide a more effective delivery point in Burnie.
Measuring performance
Unit of 2009-10 2010-11 2011-12 2012-13 Performance measure measure Actual Actual Actual Target
Number of regular delivery/collection points Number 325 325 325 325
Department of Premier and Cabinet - Annual Report 2011-12 41 Output 2.4 Corporate support to Ministerial and Parliamentary offices and the Office of the Governor
Overview
This Output facilitates the financial, human resources, information systems, records and asset management services provided to support the Ministerial and Parliamentary offices, and the Office of the Governor.
Key activities
Key activities delivered under Output 2.4 include: financial management human resources management information systems management information management property and procurement management.
Summary of the year’s performance
The Corporate Services Division continued to work in close consultation with the Premier’s Office and Opposition offices to ensure a high level of service was provided and information was made available as required. The key areas of activity included: coordinating accommodation requirements for Ministers and Members’ electorate offices, including termination of leased office space and relocation to other vacant leased office space held by the Department; assisting with recruitment of Ministerial and Parliamentary support staff; deploying Ministerial and Parliamentary support computers to Government staff and supporting the Ministerial computer networks; and assisting the budget management function of Ministerial and Parliamentary support.
Major achievements
Corporate Services Division undertook a review of expenditure and establishment of budgets for individual Ministerial and electorate offices. The Ministerial Drivers’ accommodation was relocated into alternative leased office accommodation to achieve budget savings. Other major achievements are covered in Corporate Services on page 78.
Department of Premier and Cabinet - Annual Report 2011-12 42 Output 2.5 Administration of Electricity Supply Industry Review Panel
Overview
Output 2.5 provides support to the independent panel, established under the Electricity Supply Industry Expert Panel Act 2010, to conduct an investigation into, and provide guidance to Parliament on the current position and future development of Tasmania’s electricity supply industry.
Summary of the year’s performance
On 29 March 2012, the Expert Panel submitted An independent review of the Tasmanian electricity supply industry: Final Report to the Treasurer and to the Minister for Energy and Resources. The Final Report provides the Expert Panel’s findings against its Terms of Reference and its recommendations on actions to inform the development of a new Tasmanian Energy Strategy. The Final Report is available at http://www.electricity.dpac.tas.gov.au/final_report
Department of Premier and Cabinet - Annual Report 2011-12 43 Output Group 3 Electronic Services for Government Agencies and the Community
Output Group 3 provides electronic services for Government agencies and the community. It includes three Outputs: 3.1 ICT policy development and implementation 3.2 Management and ongoing development of Service Tasmania 3.3 Delivery of Information Technology Services
Department of Premier and Cabinet - Annual Report 2011-12 44 Output 3.1 ICT policy development and implementation
Overview
This Output provides for the coordination, development and implementation of whole-of-government information systems, telecommunications, information management policies and strategies aimed at improving and modernising the operations of Government in Tasmania. The Output is provided by the Office of eGovernment.
Key activities
The key activities delivered under this output include: supporting the implementation of the Tasmanian Government ICT Strategy; developing standards, guidelines and policies to support the use of ICT; advising and assisting key ICT projects and those major ICT service provision activities across Government; and advising and providing input across Government on the cross-jurisdictional use of ICT.
Summary of the year’s performance
The primary focus of the Office of eGovernment for the year was supporting the ICT Policy Board in its role of advising the Premier on strategic directions for ICT within Government, through the Tasmanian Government ICT Strategy, which was approved by Cabinet in December 2011. The Office of eGovernment provided support for a number of key ICT initiatives, including the development of the ICT Investment and Decision-Making Framework and analysis of the options for the provision of data centres and managed ICT services.
Major achievements
Support for the ICT Policy Board The ICT Policy Board met three times during the year and was supported in addressing a number of significant strategic ICT issues, including: development and implementation of the Tasmanian Government ICT Strategy; advice to Cabinet on telephony and voice communication; and direction for provision of data centres and managed ICT services. ICT Investment and Decision-Making Framework The ICT Investment and Decision-Making Framework guides alignment of agency ICT investment plans to directly support the ICT Strategy and Government policy. The Framework was developed and endorsed by the ICT Policy Board. As part of implementation of the Framework, advice and support was provided to agencies to develop their Agency ICT Strategic Plans and Agency ICT Asset Management Plans.
Department of Premier and Cabinet - Annual Report 2011-12 45 ICT Roadmap The ICT Roadmap assists and guides agency ICT planning and implementations, in particular for those ICT services that are common to two or more agencies. The model for the ICT Roadmap was developed and endorsed by the ICT Policy Board. ICT Benchmarking An annual ICT Benchmarking Program for the Tasmanian Government was established to provide a base line against which strategic ICT investment priorities can be validated and measured. A pilot data collection was completed for the Department of Premier and Cabinet and the Department of Education, with the first iteration of the annual data collection to be completed for all agencies by the end of 2012. Data centres and managed services A priority action of the Tasmanian Government ICT Strategy has been examination of data centre services and the future model for managed ICT services within such data centres. An analysis of the options and potential models for the provision of such services was undertaken. Other achievements Other achievements include: release of the Tasmanian Government Project Management Guidelines (version 7); release of the Tasmanian Government Information Security Policy Manual, together with support for the implementation of the revised policy; consideration of Government 2.0 opportunities through development of a discussion paper; establishing the Information Management Group to influence the strategic direction of information management at a whole-of-government level; provision of policy advice on a range of telecommunications matters, in particular in relation to the development of the National Broadband Network; participation in the Tasmanian Spatial Information Council, and Chair of the Tasmanian Government Spatial Committee, and associated supporting activities; ongoing support for development of identified priority ICT business cases, policies, standards and guidelines; participation in a range of cross-jurisdictional activities related to the improved use of ICT to support the business of Government; and providing support and direction for the whole-of-government governance of ICT, including supporting groups such as the Agency ICT Reference Group and the IT Managers Group.
Measuring performance
Unit of 2009-10 2010-11 2011-12 2012-13 Performance measure Measure Actual Actual Actual Target
Number of unique visits to eGovernment website Number 50 775 42 585 35 425 40 000 Average number of attendees per information seminar 1 Number 99 34 42 40
Note: 1. The reduction of this target in 2010-11 was reflective of a change in focus of the Office of eGovernment and the requirement to undertake smaller, targeted information sessions for senior executives focussing on the strategic issues associated with ICT.
Department of Premier and Cabinet - Annual Report 2011-12 46 Output 3.2 Management and ongoing development of Service Tasmania
Overview
This Output develops services to be delivered by three lead agencies responsible for Service Tasmania shops, telephone services and Service Tasmania Online, and support for the Service Tasmania Board. This Output is provided by the Service Tasmania Unit.
Key activities
Key activities delivered under Output 3.2 include: Providing the Tasmanian community with convenient one-stop access to Government services through Service Tasmania shops, over the telephone and over the internet. The types of services available from Service Tasmania include: - paying Government bills - purchasing Government information - finding Government information - applying for Government licences, permits, grants and assistance - making bookings and appointments - notifying changes in circumstance (eg change of address) - providing feedback and comments - seeking help from Government. Managing the provision of consistent, high-quality customer service; identifying and implementing new service delivery opportunities; undertaking marketing activities; and ensuring appropriate budgetary control. Working closely with State Government agencies to identify and develop new services, and forming partnerships with Australian and local government organisations to deliver services.
Summary of the year’s performance
Service Tasmania continued to deliver services to the Tasmanian community on behalf of a wide range of Tasmanian, Australian and local government agencies. Services were delivered through three service delivery channels – over the telephone (via the one number for Government and electronic bill payment facilities), over the counter (via a statewide network of 27 shops) and over the internet (via Service Tasmania Online). During 2011-12, customers were able to access 570 services over-the-counter in Service Tasmania shops, and a range of 40 different bills were payable online (via Service Tasmania Online) or over-the-telephone. Customers continue to be able to contact Government services through one telephone number to obtain assistance, information and resources, or to obtain contact details for relevant Tasmanian Government staff or departments.
Department of Premier and Cabinet - Annual Report 2011-12 47 Major achievements
Government Community Services Hubs The Service Tasmania shop at Queenstown was relocated to new premises to be part of the Government Community Services Hub. Planning is currently underway to move the George Town shop into a similar facility. Service Tasmania and LINCs The Bridgewater Service Tasmania shop is now co-located with the new Bridgewater Learning and Information Network Centre (LINC). Another colocation with LINC Tasmania is planned for Scottsdale during the first half of 2013. Service Provision Review The Service Provision Review is a project initiated to better understand how Service Tasmania shops resources align to meet customer demand. The Review included: analysis of transaction statistics and trends; community needs and expectations; staffing profiles and rostering; and current and future budget constraints. The recommendations from the Review will be implemented by January 2013. Integrated Tasmanian Government Contact Centre project The Integrated Tasmanian Government Contact Centre project establishes where savings could be achieved, services improved and efficiencies increased, through consolidation of existing contact centres across Government. The project is being undertaken through the Structured Infrastructure Investment Review Process managed by the Department of Treasury and Finance. Stage One Investment Concept Outline, and Stage Two Strategic Assessment and Options Analysis, were completed in 2011-12. The project will continue in 2012-13, with Stage Three Development of a Business Case due for completion in August 2012. Partnerships A number of Government Business Enterprises, local and Australian Government partnerships were reviewed and extended. These included provision of services on behalf of Centrelink, University of Tasmania, Meander Valley Council, the Water Corporations and Marine and Safety Tasmania. Procedural Information Management System The development of the Procedural Information Management System commenced during 2011-12. It will ensure that the online source of detailed operational and transactional information is more efficient, user-friendly and reliable for frontline staff dealing with customers. Measurement of customer satisfaction A program of continuous customer satisfaction measurement was introduced, replacing the previous biennial surveys. The survey seeks customer feedback immediately following a transaction which offers a more accurate recall of the customer’s satisfaction and service. The survey was run through May and June 2012 and will be run again in late 2012 and mid-2013. Client Update service and Personal Information Cards During 2011-12, 12 672 customers notified Government of a change of details through the Client Update service. In the same period, 3 733 Personal Information Cards were issued. Request for information During the year, more than 1.3 million requests for information were logged by Service Tasmania Online and the Service Tasmania Help desk responded to approximately 1 500 online customer enquiries.
Department of Premier and Cabinet - Annual Report 2011-12 48 Measuring performance
Unit of 2009-10 2010-11 2011-12 2012-13 Performance measure 1 Measure Actual Actual Actual Target
Number of services provided over the counter by Service Tasmania Number 551 546 570 575 Number of bill payment services provided over the phone by Service Tasmania Number 44 40 40 50 Number of bill payment services provided over the Internet by Service Tasmania Number 44 40 40 50
Note: 1. With a new series of customer surveys now in place, it is planned to review and consider changes to all performance measures for Service Tasmania during 2012-13.
Department of Premier and Cabinet - Annual Report 2011-12 49 Output 3.3 Delivery of information technology services
Overview
This Output facilitates the delivery of IT services across the public sector, including: wide area data networking; internet; whole-of-government directory services; fixed and mobile telephony; mobile data; IT system hosting and support; email and unified communications; human resources systems; and the Government Contact Centre.
Key activities
The key activities delivered under Output 3.3 include: provision of integrated fixed and mobile telephone services to all agencies, including: - supplier contract management - voice mail - help desk - switchboard services, including the Service Tasmania “one number for Government” telephone service to the public - directory services through the Government Directory Service - comprehensive billing and reporting information - new installations, moves and changes. contract management of the outsourced Networking Tasmania II Agreements, including: - quality assurance - benchmarking - strategic management - consultancy. facilities management of departmental computing systems, including shared services provision of human resources IT services, including payroll, to most departments applications support for some computer systems consultancy services including performance monitoring and operations reviews services and infrastructure to support reduction in physical servers through replacement with virtualisation software business continuity services integration and project management of new installations.
Department of Premier and Cabinet - Annual Report 2011-12 50 Summary of the year’s performance
The major areas of focus this year have been: the Voice Services Strategy project, initiated in 2010 to deliver a new Government-wide strategy for delivery of a more modern voice solution, voice over Internet Protocol (VoIP), to replace the redundant Spectrum technology; the delivery and management of fixed and mobile telephony related services; continued rollout and development of a whole-of-government email service; and the continued integration of TMD’s revised customer service model.
Major achievements
Voice Services Strategy project New services, technologies and delivery models for voice services are increasingly available in the market place, including internet protocol telephony and advanced mobile services. At the same time, the Government’s main voice services platform, Spectrum, is becoming obsolete. A three-year Voice Services Strategy Project commenced in May 2010. The initial stage has been completed and the procurement phase commenced in 2011-12 with the release of several major tender requests in the second half of 2011. The final Transition Planning Phase was conducted from October 2011 to June 2012. In the second half of 2012, TMD will commence a commercial trial of the new voice solution prior to an anticipated rollout of the solution commencing in the first half of 2013. IT Transformation Project The IT Transformation Project is an initiative designed to harness greater strategic value and cost efficiencies from Government’s technology investments.
Stage 1 of the project, now heading into its third year, is delivering three foundation stones for this important strategy for improving ICT services in Government: consolidation of the 12 separate email services in use across the nine Government Agencies into one single email service for Government; establishment of a central identity management platform to enable the secure and cost-efficient delivery of further common commodity ICT services to Government in the future, so agencies do not need to duplicate investments; and restructure and refocus of Government’s central IT service provider, TMD, to support the delivery of these and future new services.
Although not yet completed, the benefits of email consolidation are already showing. These benefits include: an improved capacity for Government to deliver secure services that involve more than one agency; an improved capacity for Ministers to stay connected to portfolio offices in different agencies; reduced and avoided costs - more efficient use of funds through decreased expenditure on duplicate infrastructure, and fewer change impacts when Government reorganises; productivity gains resulting from more effective use of common technologies and streamlined back- end management practices; increased financial transparency of IT costs to Government; streamlined and common business processes across Government departments; and
Department of Premier and Cabinet - Annual Report 2011-12 51 a positive contribution to climate change abatement strategies through reduced infrastructure emissions and power consumption. Service Transformation The Service Transformation project aims to transform the quality and efficiency of TMD’s services, ensuring the long-term viability of TMD to provide services that uniquely support the interests of the Tasmanian Government. The Service Transformation project has been undertaken in two phases: Phase 1 involved the implementation of a Service Management Centre as the one point of contact for our customers; and Phase 2 aimed to transform TMD to a unified customer-focused business. Highlights and achievements of the project include: The Business Services Agreement is a new process for management of TMD customers and provides a mechanism by which customers and TMD can clearly define, clarify and understand TMD’s service offering and report to agreed service deliverables. Implementing a “one TMD approach” to managing and delivering services via the implementation of TMD’s service management centre. The implementation of LANDesk as a service management tool to enable TMD’s new approach to service management, including measuring performance against defined Business Services Agreement metrics and improving service level capability over time.
Department of Premier and Cabinet - Annual Report 2011-12 52 Measuring performance
Unit of 2009-10 2010-11 2011-12 2012-13 Performance measure measure Actual Actual Actual Target
Percentage of calls from the public answered by the Government Contact Centre within % 82 83 80 80 20 seconds Number of fixed telephone services Number – 28 342 24 086 24 000 Number of mobile telephone and data services Number – 11 519 11 465 11 500 Number Number of pays produced – 1 109 000 978 722 980 000 (‘000) Number of broadband connection services1 Number – 1 057 1 038 1 100 Number of remote access connection services2 Number – 5 694 5 898 6 000 Number of calls answered by the Government Number – 285 338 259 066 260 000 Contact Centre Take-up of consolidated email services. Total All Govt number of agencies transitioned to TMD 3 – – 6 Number departments consolidated service Total percentage of customer calls resolved within % of calls 4 n/a n/a 95 95 agreed service level agreements resolved Notes: 1. This includes a range of broadband connection services from very high bandwidth optic-fibre based services down to ADSL services. 2. Services allowing on-demand secure access to the Government network, for example over mobile networks or the public Internet. Primarily used for remote control or monitoring (e.g. fire alarms, school crossing traffic signs), as well as for very small Government sites and out-of-office staff access to corporate networks. 3. TMD is working in 2011-12 to transition across the Department of Health and Human Services and the Department of Education to TMD’s consolidated email service. Upon successful completion this will see the total number of email accounts within the Tasmanian Government who are utilising the consolidated email service rise from the current 3 500 to 28 500. 4. The Service Management Centre has only been established since June 2010 and as such there is only initial data available to report on service performance. An initial review however is that 95 per cent of all customer calls are being resolved within agreed service levels.
Department of Premier and Cabinet - Annual Report 2011-12 53 Output Group 4 State Service Management
Output Group 4 supports agencies in managing employment and industrial relations in the State Service and supports the State Service Commissioner.
It includes two Outputs: 4.1 State Service employment and management 4.2 Support for the State Service Commissioner.
Department of Premier and Cabinet - Annual Report 2011-12 54 Output 4.1 State Service employment and management
Overview
The Public Sector Management Office (PSMO) supports the Minister administering the State Service Act 2000 by leading the development, implementation, administration, and evaluation of contemporary people management and employee relations policies, programs and practices that sustain and enhance State Service workforce performance. PSMO also administers the employer functions of the State Service Commissioner (Part 5 of the State Service Act 2000), which were delegated by the Commissioner to the Secretary, Department of Premier and Cabinet. The Training Consortium (TTC), which operates within PSMO, provides a coordinated approach to training, education and development needs for the Tasmanian State Service, the Australian public service in Tasmania and local government, private sector business members, the University of Tasmania and Government Business Enterprises.
Key activities
Activities undertaken by PSMO include the following:
employment policy and programs; industrial relations; strategic people management practices; Healthy@Work program; and The Training Consortium.
Summary of the year’s performance
A summary of the key activities in 2011-12 includes:
development and implementation of the State Service Wages Policy, including negotiating expired agreements and advocacy of disputes; development and implementation of a suite of State Service reforms including the implementation of Ministerial Direction No. 25 State Service Vacancy Control Process and the associated Targeted Voluntary Redundancy Arrangements; development and implementation of the State Service Amendment (Performance) Act 2011; coordination of the evaluation of State Service people management practices; completion of the State Service Workforce Profile and facilitation of the Workforce Planning Network; facilitation of work placement programs for youth and people with disability; implementation of a graduate program for people with disabilities; management and coordination of the jobs website (www.jobs.tas.gov.au); further implementation of the HR Capability Framework;
Department of Premier and Cabinet - Annual Report 2011-12 55 facilitation of the development of effective workplace health and wellbeing programs across the State Service; implementation of the full range of TTC programs with a focus on leadership development and people management.
Major achievements
Review of State Service Governance An independent review by Mr George O’Farrell to examine governance arrangements, roles and responsibilities for the employer, State Service Commissioner and the Tasmanian Industrial Commission and dispute and appeal mechanisms for the Tasmanian State Service was finalised in March 2012. The subsequent Report has been distributed to key stakeholders for comment on each of the recommendations. Subject to feedback and Government endorsement, implementation is expected to occur in 2013 after legislative amendments to the State Service Act 2000. State Service reform PSMO has continued to implement a suite of State Service reforms including procedures to facilitate budget management by agencies, including: Ministerial Direction No. 25 State Service Vacancy Control Process, which was released in 2011, establishing central agency management of State Service vacancies, defining the procedures for managing and matching surplus employees to vacancies and the associated Targeted Voluntary Redundancy Arrangements providing the framework for approving business cases for voluntary redundancies. The Central Vacancy Control Group continued to examine opportunities for matching surplus employees to available vacancies prior to approving the vacancies for advertising. The Central Vacancy Control Group processed over 180 business cases for Targeted Voluntary Redundancies across the State Service. Performance Management The State Service Amendment (Performance) Act 2011 was proclaimed on 17 August 2011 and Ministerial Direction No. 26 Managing Performance in the State Service was signed by the Premier on 23 December 2011. This established the legal framework for effective performance management within the State Service and a culture of accountability and continuous improvement for performance. A supporting package is available from the PSMO website. Industrial relations A number of wage agreements were negotiated during 2011-12. These included: Tasmanian State Service Agreement; Health and Human Services Agreement; Radiation Therapists Agreement; Correctional Officers; Education Facilities Attendants Agreement; and Australian Workers Union Service Agreement. Post Year 10 Teachers negotiations on a replacement Agreement are likely to be finalised in August 2012. Negotiations are proceeding for a replacement agreement for Allied Health Professionals. Negotiations continue for a Medical Practitioners Replacement agreement for a range of medical practitioners.
Department of Premier and Cabinet - Annual Report 2011-12 56 Assistance for groups facing employment disadvantage Youth A number of arrangements are in place to assist departments in recruiting young people. These include traineeships, apprenticeships, cadetships and graduate programs. In addition, the Government has a partnership arrangement with the University of Tasmania, which delivers an annual internship program. In further support of the partnership, PSMO participated in the University’s Career Week activities including a Careers Fair for the purpose of promoting State Service careers to the student population. People with disabilities Since 2005, there has been a State Service employment program for people with disabilities. The program is targeted at providing people with disabilities with improved access to employment opportunities within the State Service. During 2011-12, the Department continued its Willing and Able Mentoring partnership with the University of Tasmania which facilitates mentoring students with disability. The program matches students with mentors for the purpose of providing advice on career planning and professional and personal development. Graduate program for people with disabilities In consultation with agencies and community groups, PSMO continued a graduate program for people with disabilities. The focus is to develop a program that is sustainable, that promotes employment in the Tasmanian State Service and provides opportunities to people with disabilities. Two appointments were made under the program during 2011-12, including one in DPAC. HR Capability Framework The Capability Framework for human resources and people managers was designed to map capability against a common framework of reference, including to the Australian Human Resources Institute professional recognition pathway. The complete series of six workshops was delivered by the TTC in 2011 with an average number of 17 participants in each workshop. Health and wellbeing Healthy@Work was a four year project that ran from 2008 to 2012 to support implementation of workplace health and wellbeing programs in the State Service. The project had a strong focus on programs that use preventative strategies to address key health factors, for example, smoking, nutrition, physical activity, sedentary behaviour, alcohol consumption and psychosocial health. This project received State and national recognition including a high commendation at the 2011 WorkSafe Tasmania Awards and was named a finalist in the 2011 National Australian Human Resource Institute Awards. During 2011-12 Healthy@Work achievements included: On-selling Tasmania’s professional development program and graduation of the first participants to undertake the program in November 2011. Providing funding to support all nine State Government departments to implement specific workplace health and wellbeing activities. Subsidising participation of State Service employees in workplace pedometer challenges (10 000 Steps and Global Corporate Challenge). Supporting the University of Tasmania’s Exertime project to develop a computer-based application that is designed to prompt employees in desk-based work to decrease their occupational sitting times by engaging in incidental physical activity at work – Exertime – for use by up to 25 000 State Service employees. In partnership with the Menzies Research Institute and University of Tasmania, providing ongoing support to three PhD positions to undertake research associated with the Healthy@Work project. Leadership Development Scholarship PSMO co-ordinated nominations for participants in the annual Leadership Development Scholarship program. Twelve scholarship recipients participated in the program during 2011-12.
Department of Premier and Cabinet - Annual Report 2011-12 57 The Training Consortium (TTC) The Training Consortium (TTC) is a unit within PSMO that brokers training and development services to provide a wide range of professional development programs and events for its member organisations, which includes all State Service departments. During 2011-12, TTC provided a diverse range of training programs state-wide covering the areas of leadership development, management development, general knowledge and skills development, together with a range of information seminars and forums using local, national and international speakers presenting on topical or specialist management subjects. TTC also manages the Public Sector Management Program in Tasmania and Victoria. For the 12 month period to 30 June 2012, TTC organised 414 training events and processed 2 201 registrations for its calendar events that received sufficient interest to proceed. In addition, TTC coordinated a wide range of in-house events for member organisations. TTC has established strong relationships and networks with learning and development professionals in Australian and local government organisations across Tasmania and the Australia and New Zealand School of Government (ANZSOG). TTC worked closely with the Institute of Public Administration Australia Tasmania Division by providing secretariat services and facilitating a range of quality leadership events in 2011-12.
Measuring performance
Unit 2009-10 2010-11 2011-12 2012-13 Performance measure of Measure Actual Actual Actual Target TTC events Number – 300 410 306 200 annual Participants in TTC programs Number – 3 800 3 990 2 201 2 500 annual Participants successfully completing whole of Number 40 40 31 30 service l leadership programs (eg ANZSOG, % 85 85 87 90 PSMP) Finalised Agreement negotiations Number 6 6 6 14 Workforce Projects Number n/a n/a n/a 5 Workforce Development Projects Number n/a n/a n/a 2 Healthy@Work initiatives1 Number 6 6 10 n/a Approved Healthy@Work Projects – Number 6 6 6 n/a Grants/Funded1 Agencies with Health and Wellbeing Number 12 14 14 14 Programs % 75 88 100 100
Note: 1. No target is set for the Healthy@ Work initiatives and grants for 2012-13 as the funding for this program ceased at the end of 2011-12. A comprehensive Workforce Health and Safety Strategy is being developed which will incorporate Healthy@Work.
Department of Premier and Cabinet - Annual Report 2011-12 58 Output 4.2 Support for the State Service Commissioner
Overview
Output 4.2 provides support to the State Service Commissioner who functions as an independent statutory officer include: reviewing employment decisions; evaluating employment practices and procedures of State Service agencies; establishing procedures for investigation and determination of breaches of the Code of Conduct; issuing directions which relate to any of the Commissioner’s functions under the State Service Act 2000; and statutory functions under the State Service Act 2000. Activities within this Output assist the State Service Commissioner to perform his/her statutory obligations and functions as specified in the State Service Act 2000. Consistent with the Commissioner’s statutory obligations, further evaluation of employment practices within State Service agencies was conducted during 2011-12. Details on each activity will be available in the State Service Commissioner’s Annual Report at www.ossc.tas.gov.au
Department of Premier and Cabinet - Annual Report 2011-12 59 Output Group 5 Support for the Tasmania Together Progress Board
Output Group 5 encapsulates the executive support provided by DPAC to the Tasmania Together Progress Board.
The Output for this group is: 5.1 Support for the Tasmania Together Progress Board.
Department of Premier and Cabinet - Annual Report 2011-12 60 Output 5.1 Support for the Tasmania Together Progress Board
Overview
Output 5.1 provides support to enable the Tasmania Together Progress Board to fulfil its legislative responsibilities and requirements to: monitor and report publicly on progress towards achieving the Tasmania Together goals and benchmarks; carry out research and collect data relating to the goals and benchmarks; coordinate the development, refinement and revision of the goals and benchmarks; promote the goals and benchmarks in the broader community; and develop coalitions of interest within and between various sectors of the community with respect to Tasmania Together. The Progress Board maintains an online benchmark reporting system to provide up-to-date information on Tasmania Together benchmarks. The Board publishes biennial progress reports to Parliament and has an ongoing program to refine existing benchmarks and develop new benchmarks. The Board also enters into partnerships with community and business organisations that agree to work towards achieving the goals and benchmarks.
Key activities
The key activities that are delivered under Output 5.1 include: providing support to enable the Tasmania Together Progress Board to fulfil its legislative roles and responsibilities; promoting community engagement through the development of partnership agreements with business and community organisations and promotion of coalitions of interest; developing the Tasmania Together benchmark database, including the regular updating of the online benchmark reporting system; and raising public awareness of Tasmania Together through promotional activities including a schools-based competition and media opportunities.
Summary of the year’s performance
The major activities carried out by the Progress Board in 2011-12 were associated with the completion of the 10 Year Review of Tasmania Together. Under its legislation, the Progress Board consults with the community every five years to determine if community priorities have changed. The reviews ensure Tasmania Together remains contemporary and reflective of the community’s wishes. Highlights during 2011-12 include: release of a report titled: What the Community Said which summarised the key themes arising from the public feedback from the 10 Year Review; tabling the Tasmania Together 10 Year Review Report to Parliament recommending changes to the Tasmania Together plan; updating the Board’s online benchmark reporting system to reflect all changes approved by Parliament;
Department of Premier and Cabinet - Annual Report 2011-12 61 release of a new Tasmania Together (Revised 2011); developing the online benchmark reporting system to incorporate improved graphing capabilities and information provision for end-users; conducting the 2011 Tasmania Together Youth Challenge and commencing planning for the 2012 Youth Challenge; and initiating a social media campaign to profile positive community actions that link to the Tasmania Together benchmarks.
Major achievements
Reviews of Tasmania Together are carried out every five years and are major undertakings which involve: consultation with the community; consolidation and assessment of community priorities; development and refinement of benchmarks; and recommendations to Parliament on changes to the Tasmania Together plan. The primary focus for the Tasmania Together Progress Board during 2011-12 involved extensive work on reviewing existing benchmarks and developing new benchmarks following the 10 Year Review of Tasmania Together. Informed by extensive community consultations, the Progress Board developed the recommendations for changes to the Tasmania Together Plan which were approved by Parliament at the end of 2011. As a result of this work the Progress Board released three major publications in 2011-12: What the Community Said Tasmania Together 10 Year Review Report to Parliament Tasmania Together (Revised 2011). Community engagement Raising community awareness and engagement with Tasmania Together is a major priority for the Board. The Tasmania Together Progress Board Act 2001 requires the Board to promote Tasmania Together as widely as possible. A key promotional activity was engaging with young people through the fourth annual Tasmania Together Youth Challenge. The Challenge, a competition for all school-aged Tasmanian youths, is a great opportunity for young people to think about what they want for their future and how they can get involved in making that vision a reality. To encourage greater community participation, the Progress Board also initiated a social media campaign through Facebook and Twitter and produced three theme-based e-newsletters. The Facebook initiative was designed to encourage active conversations amongst Tasmanians through posting photographs inspired by community priorities in Tasmania Together. In addition, the Board expanded its Acknowledgement Program to recognise and promote community members whose work contributes to the achievement of Tasmania Together benchmarks. The Board maintained its partnerships with 29 key community and business organisations whose work aligns with the Tasmania Together goals and benchmarks. Tasmania Together has concentrated over the last decade on getting the right measures to best reflect community priorities and has recently received recognition at the national and international level on the strength of its grass-roots participative approach; independence and comprehensive public reporting. Tasmania Together was considered “exemplary for other visioning projects at the regional and local level” by Dr Stefan Bergheim, an economist and founder of the Centre for Societal Progress (Frankfurt) writing in a series on “Positive Futures”.
Department of Premier and Cabinet - Annual Report 2011-12 62 Measuring for change The development and refinement of benchmarks is a legislative responsibility of the Progress Board and ensures Tasmania Together’s reporting on community priorities is built on quality data. During 2011-12, 109 new or revised benchmarks were developed as part of the 10 year Review. The following issues have been included in the plan for the first time:
Issue Benchmark Gap between rich and poor 1.2.1 Intergenerational disadvantage 1.2.4 Social disorder 2.2.3 Social competence (children) 2.2.4 Low birth weight 4.1.1 Breastfeeding 4.1.2 Teenage Pregnancy 4.1.3 Homelessness 5.1.4 Children’s wellbeing 5.1.5 Bus usage 5.4.4 Cycling for transport 5.4.5 Renewable electricity generation 12.4.1 Residential electricity use 12.4.2 Petrol use 12.4.3
The online benchmark system is the engine room of progress measurement for Tasmania Together. Continual upgrading and improvements to the reporting system, including improved graphing and report generating software, has provided a richer information experience for users. The Progress Board engaged marketing and research firm EMRS to conduct a survey each February and August on a range of qualitative issues such as quality of life, feeling part of the community, acceptance of diversity and government accountability. This survey provided baseline data for five Tasmania Together benchmarks: 5.1.3; 5.1.4; 5.1.5; 5.6.4; and 8.3.3.
Department of Premier and Cabinet - Annual Report 2011-12 63 Measuring performance
Unit of 2009-10 2010-11 2011-12 2012-13 Performance measure measure Actual Actual Actual Target
Level of community awareness of Tasmania Together as a percentage % 56 58 55 60 Number of partnerships between the Progress Board and non-government organisations Number 28 29 29 31 Number of new and revised benchmarks 1 developed Number 14 9 109 10
Note: 1. The decline in the number of new benchmarks in 2010-11 is attributable to the focus on the 10 Year Review.
Department of Premier and Cabinet - Annual Report 2011-12 64 Output Group 6 Community Development
The Community Development Output Group encompasses the activities undertaken by the Department to deliver effective and efficient community development policy advice and ongoing community development.
The Output for this group is: 6.1 Community development – policy advice and ongoing community development.
Department of Premier and Cabinet - Annual Report 2011-12 65 Output 6.1 Community Development – policy advice and ongoing community development
Overview
Output 6.1 focuses on working across Government and with communities to support the development of Tasmanian communities by building on individual and community capacity, addressing social disadvantage and increasing social inclusion and community connection. The Output supports: Aboriginal people; children and young people; migrants and refugees; people with disabilities; seniors; veterans; women; and the gay, lesbian, bisexual, transgender and intersex community. It aims to build the capacity of Tasmanians to work together in addressing common interests.
Key activities
The key activities that were delivered under this Output include: review of the whole-of-government approach to the Disability Framework for Action; review of the whole-of-government approach to seniors’ policy, including the Tasmanian Plan for Positive Ageing; provision of policy advice and support to COAG committees, working groups and select councils; delivery of the Companion Card and Seniors Card Programs; coordination of the Work Placement Program to provide work experience in State Government agencies and local councils for humanitarian entrants; provision of support to the Tasmanian Women’s Council; Premier’s Disability Advisory Council; Tasmanian Early Years Foundation; the Tasmanian Youth Forum; the Tasmanian Veterans’ Advisory Council; the whole-of-government Reference Group for Tasmania’s Lesbian, Gay, Bisexual, Transgender and Intersex Community; the Tasmanian Community Fund; and the Jim Bacon Foundation provision of support for peak groups: Youth Network of Tasmania (YNOT); Council on the Ageing (Tasmania) (COTA); and Multicultural Council of Tasmania coordination of National Youth Week; administration of the Tasmanian Honour Roll of Women; maintenance of the Tasmanian Women’s Register for appointment to Government boards and committees; provision of support to the Aboriginal Affairs Committee of Cabinet; maintain partnerships and networks in the regions; and administration of a range of grant programs, including the Lesbian, Gay, Bisexual, Transgender and Intersex Community Grants Program; National Youth Week Grant Program; and the War Memorial Repair and Maintenance Grants Program.
Department of Premier and Cabinet - Annual Report 2011-12 66 Summary of the year’s performance
In 2011-12, the Community Development Division (CDD) changed its structure to improve the way it does business by strengthening community connections, leading policy development and increasing cross-agency collaboration. The restructure realigned the services and staff of the division from population cohort-focused business units into three areas focused on: policy; programs and services; and grants and community engagement. The Office of Aboriginal Affairs remained a distinct unit. The Division is responsible to three Ministers and the Premier, and focuses on improving the quality of life of all Tasmanians by building community capacity, addressing social disadvantage and facilitating active citizenship.
Major Achievements
Policy National Disability Insurance Scheme In the 2012-13 Australian Government Budget released on 8 May 2012, the Australian Government announced that a National Disability Insurance Scheme (NDIS) will start in Australia from July 2013 in up to four locations across the country. At that time, approximately 10 000 people across Australia with significant and permanent disabilities will start to receive support, and by July 2014, that figure will rise to 20 000 people. The initial launch locations were to be determined in consultation with the states and territories. The NDIS is a significant development in the provision of services to people living with disability. It has the potential to make long-lasting and far-reaching positive impacts on people with disability, their families and carers by enabling person-centred services. CDD has been working in collaboration with other Tasmanian Government departments to put forward an application to the Australian Government for Tasmania to be an initial launch site. Better Access to Government Services CDD led the work in developing the Better Access to Government Services for Former Humanitarian Entrants Report. In February 2011, Cabinet approved development and implementation of the Better Access to Government Services Report recommendations. The Report provides five whole-of-government and 31 agency specific recommendations that either adjust existing programs or are initiatives that will assist Government departments to meet the needs of former humanitarian entrants. Disability Framework for Action Review CDD commenced the review of the Tasmanian Government’s Disability Framework for Action 2005-2010. Tasmania’s new whole-of-government disability policy will reflect the significant developments in the area of disability policy since the landmark Disability Framework for Action was launched in 2005, including Australia’s ratification of the United Nations Convention on the Rights of Persons with Disabilities and the development of the National Disability Strategy 2010-2020. Inclusive Ageing: Tasmania 2012-14 Strategy CDD led the review of the Tasmanian Plan for Positive Ageing Second Five-Year Plan. The three year Inclusive Ageing: Tasmania 2012-2014 Strategy has been developed, and contains six inter-related projects designed to provide maximum benefits for older people. The Strategy will continue to enhance and support positive ageing and will also work to increase the capacity for all older Tasmanians to be fully included in community life. Lesbian, Gay, Bisexual, Transgender and Intersex Whole-of-Government Framework The Whole-of-Government Reference Group reviewed and updated the Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Framework to ensure that it remains relevant to the needs and
Department of Premier and Cabinet - Annual Report 2011-12 67 experiences of LGBTI Tasmanians, reflects contemporary Government policies and incorporates the revised Tasmania Together benchmarks for LGBTI Tasmanians. Programs and Services Seniors Card Program During the year, CDD continued to promote the Seniors Card Program and encourage older Tasmanians to remain actively involved in their community. A total of 7 098 new cards were issued, with the program attracting 109 new businesses to offer discounts to card holders. CDD also commenced development of the 2013-2014 Seniors Card Directory. Tasmanian Women’s Register CDD continued to promote involvement of women in Government decision-making through participation on boards and committees. Women currently make up 36 per cent of membership on Tasmanian Government boards and committees. CDD maintains the Tasmanian Women’s Register, which is a database of women who would like to be appointed to Government boards and committees. The register currently has 429 members. Companion Card Program There were 201 new Companion Cards issued during the year, bringing the total number of current card holders in Tasmania to 1 538. The program has 195 business affiliates across the State with six joining in 2011-12. Due to reciprocal arrangements with every jurisdiction in Australia, Tasmanian cardholders can use their cards at over 4 200 participating businesses throughout Australia. Grants Writing Workshops Over 130 people representing 77 organisations participated in Grants Writing Workshops delivered by the Northern and North-West offices in March and April 2012. Over 90 per cent of participants reported that the workshops were relevant and informative. The Workshops continue to be a valuable resource for community organisations. Tasmanian Government Concessions Guide CDD prepared the content for the Tasmanian Government Concessions Guide 2011-12 in consultation with a number of Tasmanian Government agencies that offer concessions on their services and products. Over 70 000 guides were distributed throughout the year. Grants and Community Engagement National Youth Week CDD coordinated National Youth Week 2012 ‘Image, Create, Inspire’ and secured funding for organisations across Tasmania to run events for young people. The Tasmanian Government provided $37 682 towards 27 projects, through the National Youth Week 2012 Community Grants Program. The Australian Government contributed $19 320 to assist with National Youth Week and beyondblue the national depression initiative contributed $30 000. In total more than 57 organisations and schools held more than 75 events. War Memorial Repair and Maintenance Grant Programs The War Memorial Repair and Maintenance Grant Program continued to be successfully run by CDD. Across Tasmania, there are more than 110 memorials serving as important reminders of the sacrifice and contribution made by men and women who serve our country. This year 14 organisations from across the State shared in $50 000 for the repair or maintenance of memorials. Lesbian, Gay, Bisexual, Transgender and Intersex Community Grants Program CDD administered the Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Grants Program, which was allocated $150 000 over three years to provide funds to community organisations and tertiary institutions to progress achievement against Tasmania Together benchmarks for their community. During the year, two projects were allocated a total of $40 271 funding through this program.
Department of Premier and Cabinet - Annual Report 2011-12 68 Tasmanian Community Fund The Tasmanian Community Fund (the Fund) was established through the Trust Bank Sale Act 1999 and is regulated by the Tasmanian Community Fund Act 2005. The Fund provides grants to not-for-profit organisations. The Tasmanian Community Fund Act 2005 governs the Fund's operations. Information on the Tasmanian Community Fund, its achievements and the projects that have been approved by the Board can be found at www.tascomfund.org Tasmanian Early Years Foundation The Tasmanian Early Years Foundation (the Foundation) provided $1.8 million to 150 grant projects to support the wellbeing, learning and development of children aged 0-6 years across Tasmania. The Foundation has also assisted a range of programs which support early years’ professionals and communities in assisting young children, carers and families. The Foundation’s website is at www.earlyyears.org.au Aboriginal Affairs Aboriginal Healing Project Recognising that members of the Tasmanian Aboriginal community have considered healing to be a largely unmet need in Tasmania, CDD received funding from the Australian Government Department of Families, Housing, Community Services and Indigenous Affairs for the Aboriginal Healing project in 2009. The third phase, conducted in 2011-12, encompassed an evaluation of the project by an external consultant and progressing the Aboriginal Healing Circle, auspiced through the Women’s Karadi Aboriginal Corporation. The expected broad outcome for the project is a culturally appropriate generic healing program that can be used and further developed by the Tasmanian Aboriginal community. National indigenous initiatives and forums The Office of Aboriginal Affairs (OAA) supported a range of national indigenous initiatives and forums including COAG’s Working Group on Indigenous Reform, and representation on various working groups and the provision of advice to Tasmania’s representative on the Steering Committee for the Review of Government Service Provision. This advice aimed to assist in development and monitoring of agreements and strategies to ‘Close the Gap’ in indigenous disadvantage taken forward since 2009-10. Support was also provided for implementing the Overarching Bilateral Indigenous Plan for the State, agreed between the Australian and Tasmanian Governments. The plan underpins Tasmania’s commitment to the National Indigenous Reform Agreement. OAA also coordinated and/or participated in Tasmania’s contribution to the review of this agreement and the Overcoming Indigenous Disadvantage Key Indicators 2011 Report; the Indigenous Expenditure Report; COAG Senior Officials Meeting papers and the Aboriginal Affairs Ministers Roundtable. Land return In line with previous Government commitments to continue the process of land hand back to the Tasmanian Aboriginal community, the Government has agreed to return larapuna (Eddystone Point) and Rebecca Creek to the Aboriginal community by amending the Aboriginal Lands Act 1995. The historic site status of larapuna and its continued inclusion in the Tasmanian Heritage Register will not be affected by the hand back. The Aboriginal Land Council of Tasmania already manages this site under a lease arrangement with the Government. Rebecca Creek is an area of significant cultural importance to the Aboriginal community and its return will allow the Aboriginal community to undertake long-term planning for the site to ensure its cultural preservation. Legislation was introduced into Parliament on 19 June 2012 and was unanimously passed in the House of Assembly on 21 June 2012. The Bill was subsequently referred to the Legislative Council, however, debate was adjourned until Parliament sits later in 2012. OAA is currently working with the Aboriginal Land Council of Tasmania and the Department of Primary Industries, Parks, Water and Environment to progress the land transfers.
Department of Premier and Cabinet - Annual Report 2011-12 69 Dual naming Tasmania is currently the only jurisdiction without an Aboriginal and Dual Naming Policy. The Tasmanian Aboriginal Centre requested that the Government adopt a dual naming policy for landmarks and geographic locations in Tasmania. The Department of Primary Industries, Parks, Water and Environment is the lead agency for this project, working in conjunction with the Tasmanian Aboriginal Centre and the OAA. A draft policy and supporting project and communications plans have been developed and circulated to key stakeholders including the Nomenclature Board and the Tasmanian Aboriginal Centre for comment. Consultation with other key stakeholders will follow prior to a final draft being submitted to Cabinet for approval. Aboriginal Affairs Committee of Cabinet The Government is working on a number of issues and projects that are of mutual importance to the Tasmanian Aboriginal community. To ensure a holistic approach, whether matters are related to infrastructure, heritage, policy or service delivery, Cabinet established an Aboriginal Affairs Sub-Committee which had its inaugural meeting in March 2011. OAA provides Secretariat support to the Sub-Committee. Eligibility for Aboriginal and Torres Strait Islander Specific Programs and Services OAA continued to manage administration of the whole-of-government Policy on Eligibility for Aboriginal and Torres Strait Islander Specific Programs and Services delivered by the Tasmanian Government up to 31 January 2012. From 1 February 2012 administration of the Policy was transferred to agencies that provide relevant programs and services, with the exception of eligibility determinations for employment with the State Government. This is an interim arrangement pending clarification of a new long-term approach.
Measuring performance
Unit of 2009-10 2010-11 2011-12 2012-13 Performance measure Measure Actual Actual Actual Target
Representation of women on government boards and committees % 38 34 35 40 Number of new businesses registered with the Seniors Card program Number 84 59 109 100 Number of new Seniors Cards issued1 Number 6 242 6 869 7 098 8 500 Number of new Companion Cards issued Number 182 184 201 160
Number of new business, venues, events affiliated with the Companion Card program2 Number 22 39 6 10 Number of Aboriginal people issued licenses to practise Aboriginal cultural activities including Number 36 15 89 110 hunting, fishing and gathering cultural activities3 Number of Aboriginal-identified positions in the State Service that are filled by Aboriginal people or Number 66 56 56 65 Torres Strait Islanders (TT Goal 7.2.1)
Notes: 1. The higher target in 2012-13 is in anticipation of an increase in the number of Seniors Cards as a result of a promotional campaign during 2012-13.
Department of Premier and Cabinet - Annual Report 2011-12 70 2. The lower result than the target number of new businesses, venues and events joining the Companion Card program is due to a perceived softening of the Tasmanian economy in 2011-12, and the relative steady number of potential business affiliates. 3. The increase in the actual number of licences issued in 2011-12 compared with the target number is due to the Fort Direction muttonbird rookery’s closure in 2010-11 and re-opening in 2011-12. The higher target in 2012-13 is to account for this rookery being open for the entire financial year.
Department of Premier and Cabinet - Annual Report 2011-12 71 Output Group 7 Development of Local Government
Output Group 7 coordinates the activities of the Division of Local Government, Security and Emergency Management (DLGSEM). DLGSEM’s role is to build a robust local government sector and a strong partnership between the State Government and local government. DLGSEM develops and maintains a policy and legislative framework for matters relevant to local government. It provides executive support to the Premier’s Local Government Council and the Local Government Board. DLGSEM also provides advice to the State and supports Local Government on the policies and issues associated with avoiding and mitigating the impacts of natural hazards and security-related threats.
This Output Group comprises one Output: 7.1 Development of local government, security and emergency management
Department of Premier and Cabinet - Annual Report 2011-12 72 Output 7.1 Development of local government, security and emergency management
Overview
Output 7.1 coordinates the activities of the Division of Local Government, Security and Emergency Management (DLGSEM). DLGSEM contributes to the wellbeing of local communities through promoting a sustainable and vibrant local government sector and supporting the strong collaborative relationships between the State Government and local government. It does this by developing and maintaining a policy and legislative framework for matters relevant to local government, contributing to the effectiveness of the Premier's Local Government Council (PLGC), providing executive support to the Local Government Board, and ensuring regular contact between the State Government and local government at the local, regional and statewide level to explore opportunities and resolve issues. DLGSEM also provides advice to the State and supports local government on the policies and issues associated with avoiding and mitigating the impacts of natural hazards and security-related threats.
Key activities
The key activities that were delivered under Output 7.1 include: providing policy advice to the Premier and the Minister for Local Government on local government matters, including best practice within the sector and State Government and local government relations; developing and implementing a clear policy and legislative framework for local government in Tasmania; managing the State Government’s Framework for Collaboration with Local Government including implementing the partnership agreements program and facilitating relationships between councils and agencies at the local, regional and statewide levels; providing policy advice and executive support to the PLGC and the Local Government Board; investigating and providing recommendations against complaints; contributing to national policy on local government and working with local government to develop policy for prevention, preparation, response and recovery in relation to natural and security-related hazards; supporting State participation in the National Counter Terrorism Committee and the National Emergency Management Committee; and working with the Department of Police and Emergency Management and other relevant agencies to support and coordinate the development of State policy relating to security and emergency management, and contribute to the development of national policies.
Summary of the year’s performance
DLGSEM was successful in progressing a number of key initiatives for the Tasmanian Government and local government during the year. DLGSEM made substantial progress towards finalising the Valuation and Local Government Rating Review, supported the Local Government Board Review of Councilor Numbers and secured agreement to the sustainability objectives and indicators for local government. In terms of ongoing relationship management, DLGSEM developed the State Government’s framework for collaboration with local government, provided executive support for three PLGC meetings, oversaw
Department of Premier and Cabinet - Annual Report 2011-12 73 the implementation of 11 partnership agreements and conducted 45 council site visits. From the council visits there were 118 actions generated, of which 97 have been completed. In terms of legislation, the Division amended the rating provisions of the Local Government Act 1993; introduced compulsory dog microchipping on 1 July 2011 under the Dog Control Act 2009; investigated 13 complaints and progressed one prosecution through the Magistrates Court under the Local Government Act 1993; and remade the Burial and Cremations (Cremations) Regulations. The Office of Security and Emergency Management was also successful in coordinating support for local government to recover from the 2011 floods and substantially progressed the development of the Tasmanian Government guide to mitigating the impacts of natural hazards through land-use planning.
Major achievements
Valuation and Local Government Rating Review The Valuation and Local Government Rating Review was established to evaluate the rating tools available to, and used by, Tasmania’s councils. The Review will provide recommendations to improve the capacity of councils to deal with volatility in property values, increase council flexibility in setting rates, and provide clarity on some elements of the rating provisions within the Local Government Act 1993. DLGSEM has nearly completed its analysis and has a number of achievements associated with the review. DLGSEM: has established a new Rates and Charges Policy Guidance Paper to improve transparency in councils’ rating decision making; made urgent amendments to the Local Government Act 1993 to assist councils to better manage rating fluctuations expected as a result of the 2011 revaluation cycle and associated property valuation adjustments; and made further amendments in November 2011 to clarify the rating provisions of the Local Government Act 1993. Local Government Board In September 2011 the Minister for Local Government made new appointments to the Local Government Board. In November 2011 the Board commenced a review into the number of councillors elected to seven councils: Break O’Day, Central Coast, Devonport City, Glamorgan-Spring Bay, Glenorchy City, Kingborough, and Tasman Councils. The review was nearing completion at the end of June 2012. State of the Sector Presentations In May 2012, DLGSEM offered local government elected members and employees an in-depth review and analysis of facts and trends in local government in the ten years to 2010 at the State of the Sector presentations. Analysis was based on data collected from local governments and data provided by the Australian Bureau of Statistics. Some of the key points were: local government rates have increased at an average of 3.57 per cent above Consumer Price Index; rate growth has been highest among small rural councils; the majority of councils’ capital and recurrent expenditure has gone towards roads and bridges, followed by waste management and the environment, followed by general administration; the majority of councils’ operational expenditure has gone towards roads and bridges, followed by general administration; there appears to have been an increase in capital and operational expenditure on waste management since 2008; and the financial position of councils has significantly improved over the last decade.
Department of Premier and Cabinet - Annual Report 2011-12 74 Presentations were made in the North and South of the State. It is anticipated that State of the Sector presentations will be delivered on an annual basis. Sustainability objectives and indicators project At its December 2011 meeting, the PLGC endorsed four sustainability objectives and 17 associated sustainability indicators that will be used to provide a snapshot of local government sustainability in an annual sustainability objectives and indicators report. The objectives and indicators relate to financial management, asset management, planning and development, and community satisfaction with local government performance in a range of areas. The final objectives and indicators were established through a two-staged consultation process with local government and other stakeholders. The aim of the project is to: 1. improve performance management at the local council level; 2. develop a culture of continuous improvement in the local government sector; and 3. provide a tool to build a sustainable local government sector. Annual sustainability objectives and indicators reports will present data and analyse performance trends to assist councils to identify opportunities for performance improvement. The indicators measure performance in four key areas: 1. financial management; 2. asset management; 3. planning and development; and 4. community satisfaction. The inaugural report on local government performance against the sustainability objectives and indicators will be prepared for approval by the PLGC in August 2011and will then be made publicly available on the Department’s website. Review of Council Recreational Vehicle Overnight Camping Services DLGSEM prepared a statewide directions paper Review of Council Recreational Vehicle Overnight Camping Services which was released by the Minister for Local Government on 10 May 2012. The paper aimed to assist councils in understanding how to apply competitive neutrality principles under the National Competition Policy when providing overnight camping sites for self-contained recreational vehicles. The paper suggests finding a balance between competitive neutrality obligations and the needs of local businesses and the tourism industry. The paper addressed issues raised by the Tasmanian Economic Regulator and councils regarding the competitive neutrality implications of providing free overnight camping services and has provided councils with practical tools to help meet their obligations. Input into the development of the paper was sought from representatives of local government, the Caravan Industry Association of Tasmania, the Caravan and Motorhome Club of Australia, and the Tourism Industry Council. The Tasmanian Economic Regulator also assisted in the development of the decision-making guide and full cost attribution checklist. Security and emergency management The Office of Security and Emergency Management worked with other Tasmanian Government departments, local government and private sector stakeholders to develop principles that clarify the basis upon which State and local government may intervene in land use planning to mitigate the impact of natural disasters. The Office is currently translating these principles into recommendations for consistent state-wide land use planning and development controls in areas considered to be at risk from natural hazards. The Office coordinated distribution of over $10 million to local government to support the recovery of communities impacted by the 2011 floods.
Department of Premier and Cabinet - Annual Report 2011-12 75 The Office substantially completed development of a State Special Recovery Plan and, in consultation with the Department of Health and Human Services, developed the State Special Plan for Influenza Pandemic.
Measuring performance
Unit of 2009-10 2010-11 2011-12 2012-13 Performance measure Measure Actual Actual Actual Target
New bilateral, regional and statewide partnership agreements signed1 Number 5 5 0 1 Partnership agreements being implemented1 Number 19 18 11 3 Formal face-to-face visits with councils to discuss current issues2 Number n/a n/a 45 29 Local Government Board reviews completed Number 1 n/a n/a 1
Notes: 1. The Government is currently working with local government to refocus the partnership agreement program towards statewide and regional issues of importance. This will result in a reduction in the total number of partnership agreements signed and maintained by the Division. 2. The Division has committed to meet regularly with councils and to assist with progressing any issues that arise.
Department of Premier and Cabinet - Annual Report 2011-12 76 All Output Groups Corporate Services
Corporate Services provides corporate support and services to all Output Groups of the Department.
Department of Premier and Cabinet - Annual Report 2011-12 77 Corporate Services
Overview
The Corporate Services Division provides services to support the Department, specifically in the areas of finance, human resources, information management, information technology, properties, procurement and planning. The Division also provides this full range of services to Ministerial and Parliamentary offices and the Office of the Governor. These services are reported under Output 2.4 of this Report.
Key activities
The key activities that are delivered under this output include: financial management; human resources management; information systems management; records and information management; property management; provision of procurement services and advice; strategic planning and organisational development; executive support to the Audit Committee; and provision of advice to the Secretary on corporate matters.
Summary of the year’s performance
Corporate Services continued to make significant progress to review and upgrade systems and processes to provide improved levels of service to the Department and to support more efficient and effective processes, particularly around budgeting and information management. The Department’s financial management information system was substantially upgraded to incorporate budgeting processes and a new module to facilitate the transfer of payroll information from the human resources management system to allow for preparation of summary management reports including projected costs. Preliminary analysis and planning for an upgrade and consolidation of the Department’s records and information management systems into a new TRIM environment has been undertaken. Other key activities during the year included: redevelopment of the Premier’s website including integration of the site with the Government Media site; information systems Help Desk expanded to include provision of support to all TMD staff; identification and implementation of business continuity initiatives to improve the reliability of the IT infrastructure;
Department of Premier and Cabinet - Annual Report 2011-12 78 coordination of vacancy control processes and State Services Reform initiatives within the Department; assistance to Community Development Division in the finalisation of its realignment project; and implementation of the Department’s Health and Wellbeing Program.
Major achievements
Financial information The provision of financial information to the Department’s executive and leadership groups was enhanced through the Human Resources and Finance project, which focussed on linking information on the staffing establishment from the human resources system with financial and budgeting information in the financial system. Budgeting processes were improved through the implementation of a new budget module in the financial system. Information management DPAC’s information management system has been developed in a fragmented fashion over a number of years and operates on an out-of-date version of the software. The system is not integrated and information is managed across a variety of databases, each with their own configuration, which does not support workflow or sharing of information across DPAC. During the year, preliminary analysis and planning for an update to a new version of the software, amalgamation of databases and the re- configuration of file structures was completed. An Information Management Reference Group was also established to identify key initiatives to improve the information management practises, and to assist in the development of an information management strategy. Office accommodation Corporate Services worked with TMD in their relocation from Salamanca Square to Elizabeth Street and Macquarie Street. The new offices substantially reduced the accommodation footprint, and are examples of innovative office design. The annual savings to DPAC from the relocation is $470 000. Planning and budgeting DPAC continued implementation of its integrated planning and budgeting process. This year, divisions were provided with early indicative budgets to assist with preparing their business plans and to assist in early identification of any resource issues for the coming year. The revised DPAC Strategic Plan for 2011-15 was launched in early 2011-12 and built upon the previous year’s plan. Implementation of the previous Strategic Plan was successful with 91 per cent of priorities either having been implemented or on track to be implemented, within the agreed timeframes. Work also continued on promoting the DPAC Values, including ”Value of the Month” promotion for each value and a Connected to the Community morning tea. The Values Tweet Bird was launched on the Department’s intranet during the year to recognise and promote examples of the values in action across the Agency. Organisational development The Leadership Development Program was implemented in DPAC in 2009 to: build leadership capability and related skills development in a changing environment; address issues of retention, development and knowledge transfer; and to improve DPAC’s competitive position in the public sector labour market. The Program for 2011-12 incorporated the planning process and comprised the following components: strategic planning sessions senior management forums around demography and technology leaderships styles surveys and coaching for a fourth round of senior managers
Department of Premier and Cabinet - Annual Report 2011-12 79 leadership styles revisited for the Departmental Leadership Group information session on the future human resources issues facing Australia Launch of the Back to School series of events with sessions on carbon tax and humanitarian entrants in Tasmania. DPAC continued to focus on building a culture of performance management. Training was provided to Departmental Leadership Group and supervisors in performance management, and a series of tips has been released on how managers can recognise and reward high performance. Work commenced on developing a suite of performance indicators across the full range of the Department’s business units. Performance indicator training was delivered to all divisions, and a program is in place to complete the suite of performance indicators by January 2013. DPAC continued to run the annual Pulse Check Survey to gauge its organisational health. This year there was over 80 per cent staff participation in the survey. The results overall indicated an improvement in all surveyed areas.
Measuring performance
Performance Unit of Measure 2010 2011 2012 Measure Staff participation Average attendance of 20 staff members 16.5 in Back to School per session series
Half-day sessions Sessions record an average or better of 4 are informative 3.5/5 and valuable
DLG are more Improved response to Pulse Check 81% Agree 81% Agree n/a skilled at statement “staff feel that their direct 12% Neutral 11% Neutral managing change supervisor engages with them, and keeps 7% Disagree 7% Disagree them informed about all decisions that affect them”
Department of Premier and Cabinet - Annual Report 2011-12 80 Supporting whole-of-government initiatives
DPAC proactively develops and implements a range of initiatives and plans to support whole-of- government priorities. The following pages detail the Department’s activities to support: Tasmania Together; Disability Action Plan; and Carbon Emission Reduction Plan.
Department of Premier and Cabinet - Annual Report 2011-12 81 Contribution to Tasmania Together benchmarks
As of June 2012, the Department of Premier and Cabinet had the lead-agency responsibility for those Tasmania Together benchmarks listed below and is an active contributor to a range of other benchmarks. The Department’s activity to further advance Tasmania towards achieving these benchmarks is detailed below.
Supporting benchmark Initiative What has been achieved this year Activities 1.1.1 A Cost of Living Strategy for A Cost of Living Strategy for Tasmania was prepared by the Social Inclusion Commissioner and tabled in the The cost of food, Tasmania Tasmanian Parliament by the Premier on 25 October 2011. The Strategy suggests that action is required in three areas: better immediate responses to people in crisis; increasing the resourcefulness of individuals, families and electricity, housing, Emergency Relief communities; and leadership and new forms of planning and service delivery. transport and health as a and Emergency percentage of income for Food relief In 2011-12 the Social Inclusion Unit administered: low-income earners programs - $1.5 million to 18 emergency relief organisations statewide; 1.1.2 Family Assistance - $150 000 to emergency food relief organisations SecondBite and Foodbank to build capacity and expand Program to the North of the State, and to Produce to the People to continue its work in the North-West; Proportion of persons Food vans - $60 000 to three food vans: Gran’s Van in the North-West; Loui’s Van in the South; and Mission Beat in living in households that the North; could not obtain $2 000 NILS Tasmania - a $180 000 partnership with No Interest Loans Scheme (NILS) Network of Tasmania for an energy within a week for Tasmanian efficient whitegoods and heating initiative this winter and $120 000 to NILS to continue the extension of something important Concessions Guide its loan purposes for essential items outside the household, such as car registration and dental work; 2011-12 1.2.1 - $20 000 to the Tasmanian Association of Community Houses for emergency micro-finance assistance for people experiencing hardship; and The gap between the - $350 000 to welfare organisations for the Family Assistance Program. proportion of Tasmanian households in the lowest The Tasmanian Government Concessions Guide, which outlines State concessions available to Tasmanians, was and highest income issued. The guide assists those on low incomes to identify and access concessions for which they are eligible. groups Contribution towards benchmark
A Cost of Living Strategy for Tasmania is the first government report in Australia to comprehensively look at the range of cost of living issues affecting the most vulnerable and disadvantaged in the Tasmanian community. There has been progress made in a number of areas across the recommendations. The Government has allocated $2 million in the
Department of Premier and Cabinet - Annual Report 2011-12 82 Supporting benchmark Initiative What has been achieved this year 2011-12 Tasmanian Budget for early action on emergency relief, building the capacity and services of emergency food distributors, support for an energy efficient appliance program and micro-finance assistance; established a Parliamentary Select Committee on the Cost of Living; and provided $5 million over two years in the 2012-13 Budget for cost of living initiatives. The Tasmanian Government offers a wide range of concessions to the broader community and those members of our community with the greatest need: people on low or fixed incomes; those with a disability and their carers; seniors; veterans; widows; sole parents; and students. These concessions are promoted through the Tasmanian Government Concessions Guide. Activities 5.3.1 Supporting Tasmanian The Supporting Tasmanian Volunteers Program was continued in 2011-12. Per capita voluntary Volunteers Program Twenty-four women were inducted onto the Tasmanian Honour Roll of Women in 2011. participation in Contribution towards benchmark community and service activities in a 12-month Tasmanian Honour The Social Inclusion Unit worked with Volunteering Tasmania to develop the Supporting Tasmanian Volunteers Roll of Women period Program. The program aims to increase participation in volunteering by those at risk of social exclusion, including geographic exclusion, and focuses on providing meaningful volunteering experiences for young people in low socio-economic areas. The program is funded at $260 000 per annum. The Tasmanian Honour Roll of Women recognises and promotes women’s voluntary participation in community and service activities. The register currently has 429 members.
5.5.3 National Youth Activities Week The Tasmanian Government provided $37 682 towards 27 projects, through the National Youth Week 2012 Participation of young Community Grants Program. people in community Government continued to fund and support the Youth Network of Tasmania and the Tasmanian Youth Forum. groups Youth Network of Tasmania and Contribution towards benchmark Tasmanian Youth Forum National Youth Week gives young people (12 to 25 years) an opportunity to express their ideas and views, raise issues of concern to them, act on issues that affect their lives, showcase their talents, express their individuality and diversity and celebrate their contribution to the community. The Youth Network of Tasmania is the peak body for the non-government youth sector in Tasmania. It also operates the Tasmanian Youth Forum, a forum for young people to advise Government on issues that are of concern to them. The forum provides Government agencies with access to a representative group of young people in Tasmania for the purposes of: obtaining input to Government projects and consultations; and providing a mechanism to harness young
Department of Premier and Cabinet - Annual Report 2011-12 83 Supporting benchmark Initiative What has been achieved this year people’s enthusiasm and ideas relating to policy development; and improved service delivery for young people.
5.6..1 Grant to Activities Multicultural Number of multicultural Council of Multicultural Council of Tasmania Inc received $90 000 as the peak organisation representing culturally and events in Tasmania Tasmania Inc linguistically diverse communities in Tasmania. Glenorchy City Council received a $20 000 grant towards the Moonah Taste of the World Festival, the Migrant Other Multicultural Resource Centre (Southern) received a grant of $53 000 towards its Community Outreach Program and the grants Migrant Resource Centre (Northern) received $47 000 towards its Employment Enterprise Project, and the National Ethnic and Multicultural Broadcasters Council received $ 000 towards National Ethnic and Multicultural Broadcasters Councils National Conference 2011. Contribution towards benchmark The Community Development Division funded the Multicultural Council of Tasmania Inc for an operational grant to support projects that improve Tasmanians’ participation in the social, economic, political and cultural life of their community by building individual and community capacity.
7.2.1 Monitoring role Activities through the Office Number of Aboriginal of Aboriginal Affairs, The Community Development Division’s Office of Aboriginal Affairs maintains the Aboriginal Employment Register in accordance with Ministerial Direction. No 12 Aboriginal and Torres Strait Employment in the Tasmanian identified positions in the in consultation with State Service. State Service that are filled the Public Sector Management The State Service currently has 62 Aboriginal-identified positions that can only be filled by Aboriginal people or by Aboriginal people or Office and the Torres Strait Islanders. As at 16 June 2012, 56 of those positions are filled. Torres Strait Islanders State Service Contribution towards benchmark Commissioner.
The Tasmania Together target for 2010 was a 20 per cent increase from 2005 and by the 2009-10 financial year, this
target had been achieved. In 2010-11, there was a decrease in the number of available positions and the number of positions filled. In addition to maintaining the register, the Office of Aboriginal Affairs also works with the Office of the State Service Commissioner and the Public Sector Management Office, providing advice as to whether positions within the State Service should be identified.
7.3.1 Secretariat support Activities and advice to Hectares of land owned Cabinet, through its The Tasmanian Aboriginal community currently has ownership or management rights of approximately 55 617 hectares of land.
Department of Premier and Cabinet - Annual Report 2011-12 84 Supporting benchmark Initiative What has been achieved this year or managed by the Aboriginal Affairs The Community Development Division provides secretariat support to the Aboriginal Affairs Committee of Aboriginal community sub-committee, on Cabinet, established in February 2011, which will consider a range of matters of significance to Government and identifying and the Aboriginal community. returning land to the Aboriginal Contribution towards benchmark community. In 2011-12, larapuna (Eddystone Point) and Rebecca Creek were returned to the Aboriginal community by amending the Aboriginal Lands Act 1995. The Office of Aboriginal Affairs is currently working with the Aboriginal Land Council of Tasmania and the Department of Primary Industries, Parks, Water and Environment to progress the land transfers. The Government is working on a number of issues and projects that are of mutual importance to the Tasmanian Aboriginal community. To ensure a holistic approach, whether matters are related to infrastructure, heritage, policy or service delivery, Cabinet established an Aboriginal Affairs Sub-Committee. The Office of Aboriginal Affairs provides Secretariat support to the Sub-Committee.
7.4.1 N/A Activities
Proportion of Tasmanian The Australian Government’s Policy on the Management of Overseas Repatriation of Indigenous Human Remains Aboriginal cultural (adopted in 2005) assists Aboriginal communities to repatriate human remains and other cultural collections. property collections The Tasmanian Aboriginal Centre is recognised as the appropriate organisation for handling all repatriation matters repatriated for Tasmania. To date, the Office of Aboriginal Affairs is aware that three of the 37 known collections of Tasmanian Aboriginal cultural property held in overseas collections have been repatriated. Contribution towards benchmark The Tasmania Together target for this benchmark for 2010 was the return of 50 per cent of known overseas collections. Activities 8.1.1 Reviewing Tasmania Together The primary focus for the Tasmania Together Progress Board during 2011-12 involved extensive work on Proportion of people who benchmarks reviewing existing benchmarks and developing new benchmarks following the 10-Year Review of Tasmania Together. think there are opportunities to have a The Board also introduced opportunities for Tasmanians to comment on its work through social media channels real say on important including Facebook and Twitter.
Department of Premier and Cabinet - Annual Report 2011-12 85 Supporting benchmark Initiative What has been achieved this year issues Contribution towards benchmark Informed by extensive community consultations, the Progress Board developed the recommendations for changes to the Tasmania Together Plan which were approved by Parliament at the end of 2011. As a result of this work the Progress Board released three major publications in 2011-12: What the Community Said Tasmania Together 10 Year Review Report to Parliament Tasmania Together (Revised 2011).
8.1.2 Support to Activities community and Proportion of people advisory groups Support continued to be provided to a range of consultative committees and peak community bodies including: the Positive Ageing Advisory Committee; the Premier’s Disability Advisory Council; the Youth Network of participating in a Tasmania; the Tasmanian Youth Forum; the Council of the Ageing (Tasmania); the Tasmanian Veterans’ Advisory decision-making process Council; the Tasmanian Women’s Council; the Multicultural Council of Tasmania; and Multicultural Resource Tasmanian Centres (North and South). Women’s Register The Tasmanian Women’s Register continued to be promoted. Contribution to benchmark Ongoing support to the above committees and bodies gives a voice to community groups and provides a mechanism to provide feedback to Government. The Tasmanian Women’s Register provides a mechanism for women to be able to nominate for selection to Government boards and committees and therefore participate in decision making that impacts Government policy, programs and services. The register currently has 429 members.
8.1.4 Tasmanian Youth Activities Parliament Involvement in community The State Government provides a grant of $12 000 annually to fund the Youth Parliament. action to improve or The State Government established the non-profit Tasmanian Early Years Foundation as part of its commitment to protect local services or giving every Tasmanian child the best possible start in life. The Foundation’s roles and functions are provided in the Tasmanian Early Years Foundation Act 2005: activities Tasmanian Early - to provide grants for evidence-based early childhood projects and initiatives; Years Foundation
Department of Premier and Cabinet - Annual Report 2011-12 86 Supporting benchmark Initiative What has been achieved this year - to promote awareness of the importance of early years of childhood; - to promote research in relation to the wellbeing, development and learning of Tasmanian children up to the age of six years; and - other such functions as may be prescribed. Contribution to Benchmark The Tasmanian Youth Parliament (Youth Parliament) is part of a National Youth Development program that provides young people aged between 15 and 24 years with a forum for expressing ideas, concerns and expectations regarding the future of their State. The Tasmanian Government provides a grant of $12 000 annually to fund the Youth Parliament. The theme for the 2011 Youth Parliament was social inclusion which was the first time the Youth Parliament has been structured around a theme. In 2011, a bicameral Youth Parliament was set up, with participants rotating between the House of Assembly and the Legislative Council. A number of youth motions and bills relating to issues as diverse as voluntary euthanasia, local council amalgamation and Indigenous rights and support were debated. The Tasmanian Early Years Foundation provided $1.8 million to 150 grant projects to support the wellbeing, learning and development of children aged 0 to six years across Tasmania. The Foundation has also assisted a range of programs which support early years’ professionals and communities in assisting young children, carers and families.
8.2.1 The Tasmanian Activities Youth Forum Percentage of councils Government continued to fund and support the Tasmanian Youth Forum. with young advisory committees Contribution to Benchmark The Tasmanian Youth Forum continue to promote awareness and a shared understanding of the important contribution young people can make to their communities. These forums also give young people the skills and confidence to actively participate in local youth groups and committees.
8.3.1 Activities This indicator is about Parliamentary processes. Information on the indicator is provided by the Department of Ministerial and agency Premier and Cabinet on the basis of data supplied from Parliament. The only activity managed by the Department is review through the the seeking of this information. Parliamentary process The activity itself (eg scrutiny of Ministers and relevant agencies) is managed by the Members of Parliament.
Department of Premier and Cabinet - Annual Report 2011-12 87 Supporting benchmark Initiative What has been achieved this year The activity is measured by: the hours of sitting time per week of the House of Assembly that are set aside for non-government business; the percentage of Questions Without Notice in the House of Assembly that are asked by non-government members; the hours of sitting time the House of Assembly devoted to the scrutiny of agency and GBE budgets by estimates and GBE Scrutiny Committees; and the hours of sitting time the Legislative Council was devoted to the scrutiny of agency and GBE budgets by estimates and GBE Scrutiny Committees.
8.4.1 Customer survey Activities report Level of satisfaction with Service Tasmania undertook a Customer Service survey through May and June 2012 which will be run again in late 2012 and mid-2013. Government services provided through Service Contribution towards benchmark Tasmania Service Tasmania has a customer-focused approach to delivering Government services over the counter, online and over the phone. It aims to make it easier for Tasmanians, especially in rural and regional areas, to do their everyday business with Government.
8.4.2 Provision of Activities Government Proportion of people who services through Service Tasmania continues to provide a comprehensive range of Government services to the Tasmanian community, and to respond to agency and partner requests to implement new services for delivery through have difficulty in accessing Service Tasmania Service Tasmania. Government services Service Tasmania has continued to develop the Client Update Service in readiness for deployment. This service will enable customers to notify Government of a change of personal information online, over the telephone or in person at Service Tasmania shops. Contribution towards benchmark During 2011-12, customers were able to access 570 services over-the-counter in Service Tasmania shops, and a range
Department of Premier and Cabinet - Annual Report 2011-12 88 Supporting benchmark Initiative What has been achieved this year of 40 different bills were payable online (via Service Tasmania Online) or over the telephone. Customers continue to be able to contact Government services through one telephone number to obtain assistance, information and resources, or to obtain contact details for relevant Tasmanian Government staff or agencies.
8.4.3 Service Tasmania Activities shops, by phone or People who feel online Customers continue to have an increasing level of choice about the way they ‘do business’ with Government via Service Tasmania – over the counter, over the telephone or online. comfortable contacting someone in Government Contribution towards benchmark for information The community is the primary beneficiary of Government services and therefore services needs to be structured to ensure that members of the community are comfortable accessing them, and can be informed about services and support to which they are entitled.
8.4.4 Activities
Right to information – The Department make information available to the public through routine and assessed disclosure proportion of applications Contribution towards benchmark for assessed disclosures of Proactive disclosure is made through publications including fact sheets, discussion papers, annual reports and through information refused or the publicly-available website. Some information is not released in this way, either because it is not in the public exempt in full interest, it is not significant, it is exempt from release, or is otherwise unlawful to release.
Activities 9.1.2 The Community Development Division commenced the review of the Tasmanian Government’s Disability Participation rate for Framework for Action 2005-2010. persons with a disability Contribution towards benchmark Tasmania’s new whole-of-government disability policy will reflect the significant developments in the area of disability policy since the landmark Disability Framework for Action was launched in 2005. These developments include Australia’s ratification of the United Nations Convention on the Rights of Persons with Disabilities and the development of the National Disability Strategy 2010-2020.
Department of Premier and Cabinet - Annual Report 2011-12 89 Supporting benchmark Initiative What has been achieved this year
12.4.4 Tasmanian Activities Wedges Project Levels of greenhouse gas and the Tasmanian Wedges Project and the Tasmanian Action Plan to Reduce Emissions (2011). emissions (megatonnes) Government’s Contribution towards benchmark for 2010 (8.6 Mt CO2-e) response The release of the State and Territory Greenhouse Gas Inventories in April 2011 revised Tasmania’s emissions figures to 8.4 megatonnes of carbon-dioxide equivalent (Mt CO2-e) for 2009. As a result, this indicator, 12.4.4 Levels of greenhouse gas emissions (megatonnes) for 2010 (8.6 Mt CO2-e), has been achieved ahead of time.
Department of Premier and Cabinet - Annual Report 2011-12 90 Carbon Emission Reduction Plan
The Online System for Comprehensive Activity Reporting is used to measure Tasmanian Government greenhouse gas emissions. The table below shows the Department’s energy usage and distances travelled over the past 12 months.
Building Actual Actual Decrease 2010-11 2011-12 1 Energy Executive Building 656 906 576 303 80 603 144 Macquarie Street Building 159 284 136 032 23 252 Henty House 85 247 84 347 900 10 Murray St 302 942 271 148 31 794 St Johns Street 156 456 125 581 30 875 Salamanca (TMD) 806 638 752 995 53 643 Total for all sites 2 167 473 1 946 406 221 067 Travel km travelled by air2 143 252 km 204 578 km +61 327 km kL of fuel used in g-plated cars (unleaded, 196.4 kL 194.7 kL 1.7 kL diesel and LPG)
Notes: 1. Data does not include energy use for air conditioning. 2. Departmental information only, it excludes Ministerial offices. Overall the Department’s energy usage decreased during the year, except for air travel which recorded an increase in the distance travelled. Contributing factors to the decrease in energy use include the installation of energy efficient lighting and office equipment, more efficient computer and server equipment, as well as rationalisation and consolidation of servers at TMD, and increased employee awareness of energy saving practices such as turning off lights and computers overnight. DPAC facilitates its actions to reduce its carbon emissions through agency-wide and building-based Star Teams. These teams develop and promote a number of initiatives to reduce carbon emissions, including: participating in Earth Hour, and promoting the message of reducing energy use through an Earth Hour Morning Tea; running a Mobile Phone Muster competition to recycle dis-used mobile phones; investigating the content of recycled and carbon neutral paper use; promoting home recycling options; and running an experiment on electricity usage for 144 Macquarie Street. As an initiative of the Star Teams taken up by the Portfolio Services Unit, the templates used for DPAC internal and external correspondence were revised so that more information can be provided on each page, reducing the overall number of pages to be printed. The Department and Ministerial offices also approved double-sided printing for all internal correspondence and briefing notes. For the first time, the Department reduced the number of annual reports printed, with the majority of reports provided to Parliament for tabling in electronic format. DPAC has also: Relocated TMD and the Government Contact Centre from Salamanca Square to Elizabeth Street and 134 Macquarie Street respectively. These relocations have resulted in a significantly reduced accommodation footprint. The office fit-out at Elizabeth Street included the installation of T5 lighting. This initiative should result in a corresponding reduction in energy consumption. DPAC continues to work with the building owner to oversee the building services upgrade at 144 Macquarie Street. This will result in more efficient lift and mechanical services as well as the introduction of T5 lighting throughout DPAC’s tenancies.
Department of Premier and Cabinet - Annual Report 2011-12 91 Co-ordinated the installation of T5 lighting in consultation with the building owner in DPAC’s tenancy at NAB House. Continues to explore options and identify opportunities to introduce more energy efficient cars within its vehicle fleet. More rigorous scrutiny and analysis of data from fleet management reporting is helping to identify these opportunities as well as achieving reductions in CO2 emissions. DPAC is meeting the Tasmanian Climate Change Office’s requirements for entry of data into the Tasmanian Government Greenhouse Inventory for ongoing data monitoring and reporting, and incorporating Climate Change Impact Statements in Cabinet Minutes.
Department of Premier and Cabinet - Annual Report 2011-12 92 Disability Action Plan
The Disability Framework for Action 2005-2010 (DFA) sets out the Government’s vision of Tasmania as an inclusive and caring community. It provides a whole-of-government approach to addressing the needs of people with disability in the design and delivery of all Government policies, programs, services and facilities. The DFA complements Tasmania Together, the community’s 20 year social, environmental and economic plan. Consistent with the objective to ensure that action to implement the DFA is taken by all Government agencies, DPAC prepared its first disability action plan which was launched on the International Day of Disabled Persons on 3 December 2008. This plan included measures to remove barriers to the participation of, and improve access for, people with a disability. The following outcomes resulting from the implementation of the access and inclusion plan have been identified within the reporting process as the most significant changes. Access to employment opportunities, career development, recruitment and retention DPAC has actively participated in the whole-of-government graduate disability program, filling one position in 2011-12. The placement has been particularly successful and provided the applicant as well as business units exposure to the benefits of the program. DPAC also continued to support work placements for people with disability, and used the disability register to fill two short-term vacant positions. DPAC’s Disability Action Plan Working Group also met with one of these employees, and also the parent of a person with a disability to gain a better understanding of the challenges people with disability face gaining employment. The Willing and Able Mentoring program is a partnership between DPAC and the University of Tasmania. The program matches third and fourth year university students with a disability with a staff member, where possible in a manager/supervisor level role, in a State Government agency in the student’s area of career interest. Students have been matched to State Service mentors since 2009, and the program continues to be well supported, producing encouraging results. Access to buildings, facilities, venues, off-premises events DPAC continues to ensure that access to buildings, facilities and venues are accessible. The Department participates in a number of offsite events such as the agricultural show, and care is taken to ensure the sites are accessible for all members of the community. There was one major accommodation project during the year with the relocation of the TMD from Salamanca to two sites: Macquarie Street and Elizabeth Street. The new office fit-out and design met all accessibility requirements including installation of a new toilet for people with disability. In addition DPAC is working with the Hobart City Council to install footpath cross overs at the rear of the Elizabeth Street tenancy to improve wheelchair accessibility. Access to information (printed materials, websites, audio and video) DPAC continued to support whole-of-government improvements in web accessibility and provided advice to government agencies as needed. A review of the DPAC internet site commenced during the year and key criteria in the site’s redevelopment is ensuring that accessibility standards are met. The new site will be launched during 2012-13. Access to services and programs During the year, Service Tasmania introduced two new questions in the Service Tasmania Client Survey to gain a better understanding of the needs of their clients with disability. The information gained from the survey will assist in the review of services to assist in reducing barriers to people using Service Tasmania. The Companion Card is a service for people with a disability who require assistance from a companion to participate at community venues and activities. During the year the Companion Card program continued to grow, with 201 new cardholders and six new business affiliates. As at the end of June 2012 the total number of cardholders was 1 538 and the total number of Tasmanian businesses, venues and events affiliated with the Companion Card Program was 195. CDD also continues to support the development of the National Companion Card Program, which aims to deliver a consistent approach to the administration of Companion Card programs across Australia.
Department of Premier and Cabinet - Annual Report 2011-12 93 DPAC continued to support the Premier’s Disability Advisory Council (PDAC). PDAC works with Government and the broader community to: promote the inclusion and participation in community life of people with disability; reduce barriers for people with disability; and promote good quality programs and services.
Department of Premier and Cabinet - Annual Report 2011-12 94 Departmental information
Information about the legislation we administer, Right to Information requests and publications.
Department of Premier and Cabinet - Annual Report 2011-12 95 Right to Information
Number of applications
1. Number of applications for assessed disclosure received 47
2. Number of applications for assessed disclosure accepted 47
Number of applications for assessed disclosure transferred or part transferred to 3. 6 another public authority
4. Number of applications withdrawn by the applicant 1
5. Number of applications for assessed disclosure determined 65
Outcome of applications 1. Number of determinations where the information applied for was provided in full 35
2. Number of determinations where the information applied for was provided in 5 part with the balance refused or claimed as exempt 3. Number of determinations where all the information applied for was refused or 6 claimed as exempt 4. Number of applications where the information applied for was not in the 19 possession of the public authority or Minister Reasons for refusal Number of times where the following sections were invoked as reasons for refusing an application for assessed disclosure s.5, s.11, Refusal where information requested was not within the scope of the Act (s.5 – Not 0 s.17 official business; s.11 – available at Archives Office and s.17 – Deferred) s.9, s.12 Refusal where information is otherwise available or will become otherwise available 0 in the next 12 months s.10, s.19 Refusal where resources of public authority unreasonably diverted 0 s.20 Refusal where application repeated; or 0 Vexatious; or 0 Lacking in definition after negotiation 0 Exemptions Number of times where the following sections were invoked as reasons for exempting information from disclosure s.25 Executive Council information 0 s.26 Cabinet information 4 s.27 Internal briefing information of a Minister 1 s.28 Information not relating to official business 0 s.29 Information affecting national or State security, defence or international relations 1 s.30 Information relating to the enforcement of the law 0 s.31 Legal professional privilege 4
Department of Premier and Cabinet - Annual Report 2011-12 96 s.32 Information relating to closed meetings of council 0 s.34 Information communicated by other jurisdictions 2 s.35 Internal deliberative information 5 s.36 Personal information of a person other than the applicant 2 s.37 Information relating to the business affairs of a third party 3 s.38 Information relating to the business affairs of a public authority 0 s.39 Information obtained in confidence 3 s.40 Information on procedures and criteria used in certain negotiations of public authority 0 s.41 Information likely to affect the State economy 0 s.42 Information likely to affect cultural, heritage and natural resources of the State 0 Time to make decisions 1. Number of requests determined within the following timeframes (should also total the number of applications determined as in question A5) 1 – 20 working days of the application being accepted 27 More than 20 working days of the application being accepted 38 2. Number of requests which took more than 20 working days to decide that involved 2 an extension negotiated under s.15(4)(a) 3. Number of requests which took more than 20 working days to decide that involved 0 an extension gained through an application to the Ombudsman under s.15(4)(b) 4. Number of requests which took more than 20 working days to decide that involved 0 consultation with a third party under s.15(5) Reviews Internal reviews Number of internal reviews requested in this financial year 2
Number of internal reviews determined in this financial year 2
Number where the original decision upheld in full 2
Number where the original decision upheld in part 0
Number where the original decision reversed in full 0 External reviews (reviews by the Ombudsman) Number of external reviews requested in this financial year 0
Number of external reviews determined in this financial year 0
Number where the original decision upheld in full 0
Number where the original decision upheld in part 0
Number where the original decision reversed in full 0
Department of Premier and Cabinet - Annual Report 2011-12 97 Legislation administered
Legislation administered by the Department of Premier and Cabinet is listed below. All legislation, including any amending Acts, is available at the Tasmanian legislation website www.thelaw.tas.gov.au. Premier Administrative Arrangements Act 1990 Administrative Arrangements (Miscellaneous Amendments) Act 1990 Anglican Church of Australia (All Saints Church) Act 1989 Anglican Church of Australia Constitution Act 1973 Anglican Church of Australia (Stanley Parsonage) Act 1984 Australia Acts (Request) Act 1985 Australia Acts (Request) Act 1999 Baptist Union Incorporation Act 1902 Churches of Christ, Scientist, Incorporation Act 1980 Churches of Christ Tasmania Act 1978 Church of England (Rectory of St. James the Apostle) Act 1980 Coastal and Other Waters (Application of State Laws) Act 1982 Constitution Act 1934 Constitutional Powers (Coastal Waters) Act 1979 Constitution (Doubts Removal) Act 2009 Constitution (State Employees) Act 1944 Constitution (Validation of Taxing Acts) Act 1991 Crown Servants' Reinstatement Act 1970 Daylight Saving Act 2007 Glebe Lands Act 1865 Governor of Tasmania Act 1982 except in so far as it relates to the superannuation entitlements of the Governor (see Department of Treasury and Finance under the Treasurer) Hobart Hebrew Congregation Act 1958 Jim Bacon Foundation Act 2004 Legislation Publication Act 1996 Legislative Council Elections Act 1999 National Broadband Network (Tasmania) Act 2010 Parliamentary (Disclosure of Interests) Act 1996 Parliamentary Privilege Acts 1858, 1885, 1898 and 1957 Parliamentary Salaries, Superannuation and Allowances Act 2012 except in so far as it relates to the superannuation entitlements of members of Parliament (see Department of Treasury and Finance under the Treasurer). Parliament House Act 1962 Police Service Act 2003 in so far as it relates to the office of Commissioner of Police (otherwise see Department of Police and Emergency Management under the Minister for Police and Emergency Management). Presbyterian Church Acts 1896 and 1908 Presbyterian Church of Australia Acts 1901 and 1971 Public Accounts Committee Act 1970
Department of Premier and Cabinet - Annual Report 2011-12 98 Public Works Committee Act 1914 except in so far as it relates to the conditions precedent to commencing public works (see Department of Treasury and Finance under the Treasurer). Roman Catholic Church Property Act 1932 Standard Time Act 1895 State Coastal Policy Validation Act 2003 State Policies and Projects Act 1993 except Part 4 and section 46 in so far as that section relates to Part 4 (see Department of Justice under the Minister for Planning and Workplace Relations). State Policies and Projects (Validation of Actions) Act 2001 State Service Act 2000 State Service (Savings and Transitional Provisions) Act 2000 Statutory Authorities Act 1962 Subordinate Legislation Committee Act 1969 Tasmania Together Progress Board Act 2001 Tsuneichi Fujii Fellowship Trust (Winding-Up) Act 2008 Uniting Church in Australia Act 1977 Year 2000 Information Disclosure Act 1999
Minister for Aboriginal Land Council Elections Act 2004 Aboriginal Aboriginal Lands Act 1995 Affairs Native Title (Tasmania) Act 1994 Stolen Generations of Aboriginal Children Act 2006
Minister for Tasmanian Early Years Foundation Act 2005 Children Minister for Climate Change (State Action) Act 2008 Climate Change
Minister for Tasmanian Community Fund Act 2005 Community Development Minister for Burial and Cremation Act 2002 Local Dog Control Act 2000 Government Launceston Flood Protection Act 1977 Local Government Act 1993 Local Government (Highways) Act 1982 Local Government (Savings and Transitional) Act 1993 Ockerby Gardens Helipad Act 1999
Minister for ANZAC Day Observance Act 1929 Veterans’ Ex-Servicemen's Badges Act 1967 Affairs
Department of Premier and Cabinet - Annual Report 2011-12 99 New and Aboriginal Lands Amendment Bill 2012 amended legislation The Aboriginal Lands Amendment Bill 2012 amends Section 27 and Schedule 3 of the Aboriginal Lands Act to allow for the transfer of two further parcels of land at larapuna and Rebecca Creek, to the Aboriginal Community and, more specifically, to the Aboriginal Land Council of Tasmania. Local Government Amendment Act (No. 2) 2011 Changes were made to the Act to clarify that rates are considered to be a tax rather than a fee-for-service; to increase rating tools available to councils; and to improve the transparency of council rating practices. The Bill received Royal Assent on 22 December 2011. Parliamentary Salaries, Superannuation and Allowances Act 2012 This Act repeals and replaces the Parliamentary Salaries, Superannuation and Allowances Act 1973. The Act establishes the process for setting salaries, allowances and benefits for Members of the Tasmanian Parliament. In particular following a determination by the Tasmanian Industrial Commission made in May 1997, the basic salary of Members of the Tasmanian Parliament was set to be 85.19 per cent of Members of the Australian Parliament. The Bill received Royal Assent on 3 July 2012. Tasmanian Forests Agreement Bill 2012 The purpose of the Tasmanian Forests Agreement Bill 2012 is to: provide wood resource security for the Tasmanian forest industry; to establish a process for making formal reserves for the purposes of the Tasmanian Forests Intergovernmental Agreement; and to create reserves for the purposes of benefitting economically from the carbon in Tasmania’s forests. Fire Service Amendment (Bushfire-Prone Areas) Act 2011 This authorises the Tasmania Fire Service to accredit individuals to certify bushfire hazard management plans and allows planning authorities to rely on the certified plans for planning purposes. The amendments form part of the Tasmanian Government’s commitment to implement the recommendations of the Review of construction and development control in bushfire prone areas (August 2010) which was undertaken as a result of the 2009 Victorian bushfires. The Division of Local Government, Security and Emergency Management prepared this Bill for Bryan Green, MP in his capacity as Minister for Planning not as Minister for Local Government. The Bill received Royal Assent on 25 October 2011. Repealed The Parliamentary Salaries, Superannuation and Allowances Act 1973 was legislation repealed. Other During the year the responsibility for the ANZAC Day Observance Act 1929 changes was transferred from the Department of Treasury and Finance to the Department of Premier and Cabinet.
Department of Premier and Cabinet - Annual Report 2011-12 100 Departmental publications
The following publications were produced by the various operating units of the Department of Premier and Cabinet during 2011-12 and are available from: the noted STORS website address (URL) appropriate divisional DPAC websites linked from www.dpac.tas.gov.au or by contacting: Corporate Services Division Level 6, 15 Murray Street Hobart Tasmania 7000 Telephone: (03) 6270 5482 Email: [email protected]
Title Division Date Agenda for Children and Young People Community Consultation CDD Jul 2011 Report Consultation Draft - Statewide directions paper: review council DLGSEM Oct 2011 recreational vehicle overnight camping services Department of Premier and Cabinet Annual Report 2010-2011 CSD Oct 2011 Expanding the rating toolkit: councillor workshops on the Local DLGSEM May 2011 Government amendment bill 2011 Final Review- Time to be Living Well- Tasmanian Plan for Positive CDD May 2012 Ageing: Second Five Year Plan Food for all Tasmanians: A food security strategy SIU Feb 2012 Gift Catalogue - State Service Awards 2012 SPO May 2012 Governments in Partnership, Annual Report to Parliament, DLGSEM Jul 2011 30 June 2010 Inclusive Ageing: Tasmania 2012-2014 Strategy CDD Feb 2012 Independent Review of Structures for Local Governance and Service DLGSEM Oct 2011 Delivery in Southern Tasmania: final report of the independent panel to the Southern Tasmanian Councils Authority The Local Government Children and Youth Services Survey Report CDD Nov 2011 2008-10 Managing Performance Guidelines for the Tasmanian State Service PSMO Feb 2012 Own It: National Youth Week 2011 Tasmanian Report CDD Jul 2011 Rates and Charges Policy Guidance Paper DLGSEM Apr 2012 Report Better Access to Government Services Report STU May 2012 Review of Tasmania's Disability Framework for Action 2005-2010 CDD Nov 2012 Discussion Paper Service Tasmania Board Annual report 2010-2011 STU Nov 2011 State Service Commissioner Tasmania Annual Report 2010-11 OSSC Nov 2011 Tasmania Together Annual Report 2010-11 TTPB Oct 2011 Tasmania Together eNewsletter TTPB Nov 2011
Department of Premier and Cabinet - Annual Report 2011-12 101 Title Division Date Tasmania Together Revised 2011 TTPB Mar 2012 Tasmanian Government concessions guide 11-12 CDD Aug 2011 Tasmanian Government ICT Strategy OeG Dec 2011 Tasmanian Government information security policy manual - OeG Apr 2011 Version 1.0 Tasmanian Government Project Management Guidelines Version 7.0 OeG Jul 2011 Tasmanian Local Government Asset Management Policy DLGSEM Feb 2012
Department of Premier and Cabinet - Annual Report 2011-12 102 Websites
The code-base and underlying infrastructure of the sites listed below are maintained by Corporate Services. eGovernment www.egovernment.tas.gov.au Tasmania Together www.tasmaniatogether.tas.gov.au Tasmanian Government Communications www.communications.tas.gov.au Human Influenza Pandemic www.pandemic.tas.gov.au DPAC public site www.dpac.tas.gov.au Linkzone www.linkzone.tas.gov.au Tasmanian Early Years Foundation www.earlyyears.org.au Earn Your Stars www.earnyourstars.tas.gov.au Premier’s site www.premier.tas.gov.au Jim Bacon Foundation www.jimbaconfoundation.tas.gov.au People Directions www.people.tas.gov.au Tasmanian Concessions Guide www.concessions.tas.gov.au Tasmania’s Biggest Job www.tashelpinghands.org.au Jobs site www.jobs.tas.gov.au Tasmania Day www.tasmaniaday.tas.gov.au Public Information site www.publicinfo.tas.gov.au Tasmanian Together Online Benchmark Reports www.ttbenchmarks.com.au TMD public site www.tmd.tas.gov.au State Security site www.statesecurity.tas.gov.au Tasmanian Government Legislation www.thelaw.gov.au PSM Program www.psmprogram.tas.gov.au Tasmanian Community Fund www.tascomfund.org Electricity Supply Industry Expert Panel www.electricity.dpac.tas.gov.au Office of the State Service Commissioner www.ossc.tas.gov.au lobbyists.dpac.tas.gov.au Register of Lobbyists Tasmania’s Biggest Job www.tashelpinghands.org.au companioncard.dpac.tas.gov.au Tasmanian Companion Card Imagelibrary.communications.tas.gov.au Tasmanian Government Image Library
Department of Premier and Cabinet - Annual Report 2011-12 103 Our people and policies
The following pages provide an overview of the Department’s staffing profile and employment policies including: staffing information; employee statistics for the Department of Premier and Cabinet and Ministerial and Parliamentary support offices; human resource-related activities; and superannuation certificate.
Department of Premier and Cabinet - Annual Report 2011-12 104 Staffing information
As at 30 June 2012, the Department employed 311 (291.6 FTEs) employees and 158 (143.9 FTEs) employees in Ministerial and Parliamentary support offices. This includes Tasmanian State Servants (TSS) and non-Tasmanian State Servants (non-TSS) and excludes casual employees. The figures are presented below in two groups: departmental; and Ministerial and Parliamentary support offices. Department of Premier and Cabinet Divisions Headcounts FTEs Non- Non- TSS Total TSS Total TSS TSS Community Development Division 41 0 41 40.0 0.0 40.0 Corporate Services Division 46 0 46 43.5 0.0 43.5 Executive Division 24 0 24 22.0 0.0 22.0 Government Courier Services 7 0 7 6.0 0.0 6.0 Division of Local Government, Security and 14 0 14 12.8 0.0 12.8 Emergency Management Office of eGovernment 6 0 6 6.0 0.0 6.0 Office of Parliamentary Counsel 15 0 15 13.1 0.0 13.1 Office of the State Service Commissioner 4 1 5 3.8 1.0 4.8 Policy Division 15 0 15 13.4 0.0 13.4 Public Sector Management Office 19 0 19 18.8 0.0 18.8 Service Tasmania Unit 8 0 8 7.5 0.0 7.5 Social Inclusion Unit 6 0 6 4.8 0.0 4.8 Tasmania Together Progress Board 4 0 4 3.4 0.0 3.4 Tasmanian Climate Change Office 8 0 8 7.6 0.0 7.6 TMD 87 0 87 83.3 0.0 83.3 Leave Without Pay (LWOP) 6 0 6 4.6 0.0 4.6 Total 310 1 311 290.6 1.0 291.6
Staff on leave without pay are included in the FTE and head count.
The number of employees has decreased by 14.6 FTEs during the year, from 306.2 FTEs in 2011 to 291.6 FTEs in 2012. This has been achieved through effective vacancy management strategies.
When the Electricity Industry Expert Panel ceased operation in May 2012 its staff of five returned to their original agencies. There were five redundancies across the Department and one Workforce Renewal Incentive Payment.
Department of Premier and Cabinet - Annual Report 2011-12 105 Employee statistics - Department of Premier and Cabinet
DPAC employees by gender and employment status
DPAC has a relatively even gender profile with 10 per cent more women employed than men, with the majority employed on a permanent basis.
DPAC employees by full-time/part-time employment
Nineteen per cent of the DPAC workforce is employed on a part-time basis, with the majority of these employees being women.
DPAC employee profile by age
The age profile of DPAC staff mirrors the national trend, with a significant number of employees between 50 and 54 years.
Department of Premier and Cabinet - Annual Report 2011-12 106 DPAC employees by salary range
The average (full-time) salary is $84 281. The average salary for men is $94 654 and the average salary for women is $77 025.
DPAC average sick leave (excluding carers leave)
The average amount of sick leave taken has remained relatively consistent in the last year.
DPAC leave liability Recreation and Long Service Leave (as at 30 2010 2011 2012 Leave liability per June) employee has increased Average no. of days rec leave 16.3 16.7 19.0 marginally during 2011-12. per employee Employees with > 20 days 87 90 102 rec leave Average no. of days LSL per 25.3 25.6 29.2 employee Employees with >100 days 0 1 1 LSL
Department of Premier and Cabinet - Annual Report 2011-12 107
DPAC staff Staff movements 2011-12 movements Number of employees on fixed-term transfers to DPAC 6 as at 30 June Number of employees on fixed-term transfers/ 5 secondment out of DPAC as at 30 June Number of new appointments – permanent 11 Number of new appointments – fixed-term 13 Number of resignations 15 Number of retirements 1 Number of end of contracts 8 Number of voluntary redundancies 5 Number of transfers/promotions to other agencies 9 Number of employees deceased 1
Employee statistics - Ministerial and Parliamentary offices
Offices Headcounts FTEs Non- Non- TSS Total TSS Total TSS TSS Government Offices 0 13 13 0.0 10.5 10.5 Legislative Council Offices 0 2 2 0.0 2.0 2.0 Liberal Opposition Offices 0 21 21 0.0 18.0 18.0 Ministerial Drivers 18 0 18 18.0 0.0 18.0 Ministerial Offices 0 86 86 0 81.1 81.1 Tasmanian Greens Offices 0 15 15 0.0 11.3 11.3 Leave Without Pay (LWOP) 0 3 3 0.0 3.0 3.0 Total 18 140 158 18.0 125.9 143.9
Department of Premier and Cabinet - Annual Report 2011-12 108 Ministerial and Parliamentary support - employees as at 30 June 2012 by FTEs and headcounts
Ministerial and Parliamentary support - employees by gender and employment status Ministerial Offices have a high proportion of fixed-term employees as many are employed for the term of government.
Ministerial and Parliamentary support – employees by full-time/part-time employment
Department of Premier and Cabinet - Annual Report 2011-12 109 Ministerial and Parliamentary support - employee profile by age
Ministerial and Parliamentary support staff have a lower age profile than the Department generally.
Ministerial and Parliamentary support - employees by salary range
The average (full-time) salary is $75 786. The average salary for men is $80 401 and the average salary for women is $73 322. (Salary excludes Ministerial driver and other allowances.)
Ministerial and Parliamentary support - average sick leave (excluding carers leave)
The average amount of sick leave taken has increased in the last year.
Department of Premier and Cabinet - Annual Report 2011-12 110
Ministerial and Parliamentary Recreation and Long Service 2010 2011 2012 support - leave liability Leave (As at 30 June) Average no. of days rec leave 17.8 19.2 20.3 per employee Employees with > 20 days rec 67 60 67 leave Average no. of days LSL per 18.4 19.1 17.7 employee Employees with >100 days LSL 0 0 0
Ministerial and Parliamentary Staff movements 2011-12 support - staff movements Number of employees on secondment to M&PS as at 30 25 June Number of new appointments (including secondments) 25 Number of resignations 17 Number of retirements 0 Number of end of contracts 4 Number of terminations (redundancy) 8 Number of terminations (non-redundancy) 2 Number of employees deceased 0
Department of Premier and Cabinet - Annual Report 2011-12 111 Human Resources activities
Recruitment policies and programs The Department aims to be an ‘employer of choice’ by offering current and prospective employees challenging and rewarding employment opportunities, and by implementing contemporary employment practices. Recruitment practices and procedures are conducted in accordance with the State Service Act 2000, including the State Service Commissioner's Directions. The Department has in place an Establishment Management Policy which strengthens the Department’s vacancy control processes. The Department has also continued to provide family-friendly employment options through a variety of flexible working arrangements including part-time employment, flexible working hours, working from home, leave without pay, flexible work agreements and access to the State Service Accumulated Leave Scheme (SSALS) and the new Purchased Leave Scheme. Performance management The Department is committed to being a challenging and supportive place to work and a place that develops and fosters its people. The Performance Management and Development (PMD) program continues to provide a mechanism to assess employee performance; identify tasks that employees need to undertake over the coming year; develop plans to further develop skills and potential; and reward performance.
The intent of the PMD program is to: integrate corporate, division and individual planning and performance management; identify the standards of performance expected from employees; improve communication at all levels; provide regular documented feedback on performance to all employees; identify and address under performance; and recognise and reward effective and high performance.
The PMD process is fundamental to ensuring staff in the Department are given every opportunity to develop their skills and potential to deliver on the Department’s goals. During the year the Department provided a further round of development training to managers and supervisors, focusing on managing people and performance. This round, 15 employees completed the training. The initial training was provided to the departments’ leadership group, with 18 participating. In addition to the training as outlined above, the Department participated in the People Directions Evaluations Survey, with approximately 132 employees participating in the survey. Questions throughout the survey were focused around performance management and development. Workplace diversity The Department has had in place over a number of years a Workplace Diversity Plan which aims to achieving a harmonious and productive workplace. The plan’s features are now currently under review particularly in relation to: occupational health and safety strategies due to legislative changes with Workplace Health and Safety legislation harmonisation; expanding the provision of the counselling service; employment of people with a disability; health and wellbeing options at work; and promotion of People Directions, a strategy through which agencies can support their people in their work. Internal grievance procedures The Department’s grievance policy and procedure incorporates the principles of natural justice and is designed to address grievances at the earliest possible stage to avoid an escalation to a formal grievance process. It is expected that through consultation, cooperation and discussion, amicable resolutions will be achieved.
Department of Premier and Cabinet - Annual Report 2011-12 112 Occupational health and safety strategies The Department is committed to providing a workplace that is safe and healthy and promotes health and wellbeing for all employees, contractors and consultants. The objective is to minimise the risk of death or injury to departmental employees, consultants and contractors through: safe workplaces; safe and healthy work systems; staff being aware of, understanding, supporting and being committed to the health and safety of themselves and other employees; and complying with legislative requirements relating to health and safety of staff in the workplace.
Performance measures
The following measures are indicators of the Department‘s success in actively providing a safe and healthy work environment: DPAC June 2011 June 2012 Number of incidents reported 28 37 Number of workers’ compensation claims 7 3 Number of employees participating in OHS health and wellbeing 104 336 activities Number of First Aid Officers 24 20 Number of employees participating in flu vaccine program 235 159 Number of employees participating in pedometer challenge 97 0
MPS June 2011 June 2012 Number of incidents reported 15 13 Number of workers’ compensation claims 1 1 Number of employees participating in OHS health and wellbeing 5 16 activities Number of First Aid Officers 4 6 Number of employees participating in flu vaccine program 25 31 Number of employees participating in pedometer challenge 15 0
Workers compensation claim statistics Number of claims by year of 2008-09 2009-10 2010-11 2011-12 injury DPAC 6 5 6 3 MPS 3 3 1 1 Total 9 8 7 4
Department of Premier and Cabinet - Annual Report 2011-12 113 Superannuation Certificate
I, Rhys David Michael Edwards, Secretary, Department of Premier and Cabinet, hereby certify that the Department of Premier and Cabinet has met its obligations under the Commonwealth Superannuation Guarantee (Administration) Act 1992 in respect of those employees of the Department who are members of the following complying superannuation schemes to which this Department contributes: AMP Retirement Savings Account Asgard (The Super Server) Australian Ethical Retail Superannuation Fund Australian Government Employees Superannuation Trust Fund AXA Australia Staff Superannuation Plan Bendzulla Family Superannuation Fund Bretos Project Management Superannuation Fund BT Super for Life - Savings Cbus Super Colonial First State FirstChoice Super Commonwealth Life Superannuation Mastertrust Energy Super First State Superannuation Fund First Super Flourishing Super Fund (self-managed) Hesta Super Fund Host - Plus Superannuation Fund ING Life Limited MLC MasterKey Super MLC Navigator Super Nulis Nominess (Australia) Ltd Our Super Fund Paul Smith Self Managed Super Fund (self-managed) Summit Master Trust – Personal Superannuation Plan Perpetual Select Superannuation Plan Quadrant Superannuation Scheme REI Super REST Personal Super AustralianSuper Tabe Family Super Fund (self-managed) Tasplan Super Telstra Superannuation Scheme Spectrum Super Underwood Superannuation Fund (self-managed) UniSuper VicSuper Scheme Vision Super Saver
Department of Premier and Cabinet - Annual Report 2011-12 114 These are the only complying superannuation schemes (other than those established under the provisions of the Retirement Benefits Act 1993 and the Public Sector Superannuation Reform Act 1999) to which this Department makes employer superannuation contributions.
Rhys Edwards Secretary Department of Premier and Cabinet 30 June 2012
Department of Premier and Cabinet - Annual Report 2011-12 115 Public access to agency decision-making
Members of the public are able to seek input into the Department's decision-making process either by invitation to comment on Government policy development or by direct contact with the Minister and/or the Secretary. The Department website details the functions and purpose of each unit of the Department and the contact details and addresses for sub-branches. The Department maintains the Tasmanian Government Directory, an online telephone and email address listing for most Government employees and organisations enabling easy access to employees within the Department and the wider State Service. A variety of mechanisms are available to members of the public to inquire into decisions of the Department. These include: the Secretary, Department of Premier and Cabinet (for matters relating to all decisions of the Department) the State Service Commissioner (for matters relating to State Service employment) Ombudsman Tasmania (for administrative matters including Right to Information and personal information ) the Tasmanian Integrity Commission (for matters relating to conduct of public officials) the Tasmanian Auditor-General (for matters relating to the financial and operational performance of the Department). Employee participation in industrial relations matters Employees are kept informed of all matters relating to their employment through a variety of mediums including interaction with their managers, general advice and information on iPac (the Department’s intranet site), and staff information sessions. Active staff consultation is undertaken when there is likely to be changes to the workplace which impact on individuals and/or their employment conditions. The Public Interest Disclosure Act 2002 provides for all officers and employees of the Department to report improper conduct to a Departmental Public Interest Disclosure officer. No public interest disclosures were received during the reporting period.
Department of Premier and Cabinet - Annual Report 2011-12 116 Asset Management, Pricing and Risk Management Policies
Major capital projects
Two major capital works project commenced during 2011-12. One project was completed during this period and the other will be finalised early in 2012-13. The works involved new office fit-outs on Level 9, 22 Elizabeth Street and part of the Ground Floor at 134 Macquarie Street for TMD. This was necessary as a result of its relocation from larger premises at 2 Salamanca Square, Hobart. The costs of these works were funded by an incentive provided by the Landlord of 22 Elizabeth Street.
Asset management policies
The Department, excluding TMD, records heritage items and purchases of equipment, furniture and fittings with a value greater than $10 000 as assets. Purchases of these items valued at less than $10 000 are recorded as expenses. For business purposes, TMD maintains an asset recognition threshold of $1 000. The financial statements for 2011-12 are reported on an accrual basis, and contain full details of our asset management policies as notes to the statements.
Assets are recognised and valued on an individual basis, as follows: Non-current physical assets are valued in accordance with AASB 116, Property, Plant and Equipment, and Treasurer's Instructions. Minor equipment and other non-current assets are valued at cost. Heritage assets are valued on a fair value basis. The written-down book value of assets is determined by depreciating assets over the period of their expected useful economic life, using the straight-line method. The useful economic life is three to five years, depending on the asset and depreciated in the year of acquisition or from the time the asset is ready for use. Heritage assets are not depreciated. Leasehold improvements are amortised over the lease period of the property.
Pricing policies for goods and services
The Department’s pricing policy is based on full-cost recovery. Full cost includes direct salaries, employer superannuation contributions, payroll tax, all operating expenditure, rental, fringe benefits tax, provision for annual and long-service leave entitlements and in some cases provision for capital reinvestment. TMD charges for telecommunications and computing services. The Office of the Parliamentary Counsel charges for drafting services as follows: off budget or statutory authorities; legislation that is part of a major project which will result in a direct financial return to the State; where external funding is available; when there is a major review of legislation or subordinate legislation; when there is inadequate lead time for the drafting task; where an otherwise chargeable job is discontinued; and when a job changes from being non-chargeable to chargeable.
The Training Consortium (TTC), incorporated within the Public Sector Management Office, charges on a full-cost-recovery basis for training services.
Department of Premier and Cabinet - Annual Report 2011-12 117 Service Tasmania receives funding from Government departments, Government Business Enterprises, other external organisations such as Marine and Safety Tasmania, local government, Australian Government agencies and the private sector for services delivered through Service Tasmania shops.
Risk management policies
As part of the Department’s risk management strategy the following activities were undertaken during 2011-12: purchase of insurance through the Tasmanian Risk Management Fund to mitigate against financial risk; requiring all landlords and building managers of Departmental-leased premises to minimise risk to buildings from the elements and intrusion; maintenance of budgetary control by using regular monitoring and reporting, and devolving financial management responsibility to managers; holding Audit Committee meetings to discuss risk mitigation strategies; continuing the internal audit program focussing on medium and high-risk areas; and updating the Risk Management Framework for the Department, re-assessing Departmental risks, and, where appropriate, implementing mitigating strategies.
Department of Premier and Cabinet - Annual Report 2011-12 118 Contributions and Grants
The Department received requests for financial assistance from a variety of organisations within the community. The Premier and Ministers often receive requests for financial assistance from a variety of organisations within the community. Allocation of funding is made from funds appropriated to the Department for specific grant programs or to fund grants of a miscellaneous nature that do not readily fall within the responsibility of other Government agencies. The amounts noted are GST exclusive where applicable. Summary $ Premier’s Discretionary Fund 248 054 Government Donations and Appeals Fund 232 314 Community Development Division – other recipients 224 000 Aboriginal Affairs 684 122 Youth 199 817 Multicultural 90 000 Seniors 196 932 Lesbian, Gay, Bisexual and Transgender and Intersex Community 40 271 Veterans’ Affairs 10 000 War Memorial Repair and Maintenance Grants Program 50 005 Climate Change Grants 143 153 Social Inclusion Grants 390 000 Family Assistance Program 350 000 Food Vans Program 60 000 Emergency Relief 1 849 270 Main Street Makeover Program 32 000 Urban Renewal and Heritage Fund 10 000 University Scholarships 130 000 Australia Day Grants 9 516 Other Contributions 1 040 000
TOTAL 5 989 454
Department of Premier and Cabinet - Annual Report 2011-12 119 Premier's Discretionary Fund
The Premier’s Discretionary Fund, along with the Government Donations and Appeals Fund, replaced the Premier’s Sundry Grants Program after it was reviewed by the Auditor-General in 2011. This discretionary program is maintained to allow the Premier to meet requests of under $10 000 to provide limited financial assistance to groups or individuals. The funding is designed to support valued community and cultural activities with national, statewide or local significance.
Premier’s Discretionary Fund - recipients Organisation $ Purpose Aboriginal Elders Council of Tasmania 2 670 towards the Aboriginal Elders Council of Tasmania community garden Atkins, Barry 500 towards producing a country music CD for the community Australian Croatian Club 3 000 towards repairs to roof club rooms Australian Red Cross – Bridgewater 300 towards Bridgewater Young People In Action hosting the Unsung Heroes lunch Baseball Tasmania 500 towards upgrading equipment Bhutanese Community of Southern 1 500 towards community activities Tasmania Bhutanese Community Of Southern 500 towards the Dashain festival in October 2011 Tasmania Bothwell International Highland Spin-in and 2 500 towards preparation for the 35th Anniversary Fibre Festival event Bowls Past Presidents Association 1 000 towards cost of hiring transport to 2012 North vs South game Bridgewater and Friends Country Music Club 750 towards a replacement fridge Bridport RSL and Community Club 5 000 towards replacement of the club's roof Brumby, Matthew 500 towards the costs of a replacement hand cycle Bushy Park Show Society of Tasmania 500 towards improving financial sustainability Cancer Council of Tasmania 500 towards the 2011 gala ball function Carrick Park Pacing Club 4 000 towards the costs of renovations and increased stabling capacity Carver, Miranda 250 towards participating in the 2011 national conference of the National Council of Single Mothers and Their Children Central Coast Council 4 000 towards extending the Central Coast Men’s Shed to improve health and safety Central Highlands Community Men’s Shed 350 towards purchasing building materials Cheersport Tasmania 1 000 towards participation 2011 World Cup Cheer and Dance Asia Pacific grand finals
Department of Premier and Cabinet - Annual Report 2011-12 120 Premier’s Discretionary Fund - recipients Organisation $ Purpose Christian Homes Tasmania 5 000 towards equipment for the Wellington Vista Retirement Village Community Centre City Central Hobart Rotary Club 800 towards the costs of Tasmanian State Finalists to participate in 2011 National Finals of Storm the Stage Theatre Program City of Devonport Lions Club 3 000 towards the East Devonport Skate Park City of Launceston RSL Band 2 000 towards purchasing new instruments to encourage junior members Clarence High School 1 350 towards the cost of three students attending National Leadership Camp in Sydney in July 2011 Clarendon Vale Neighbourhood Centre 1 000 towards sports registration costs for local children and families in need Common Ground Tasmania 2 500 towards fundraising and third anniversary celebrations Crean, Samuel 225 toward participating in the Gymnastics Team at the 2012 National Championships Crime Stoppers Tasmania 200 towards cost of the 2011 gala dinner and fundraiser Cygnet Community Online Centre 2 000 towards fundraising efforts Derwent Valley Community House Inc 1 500 towards initial costs of Public Liability Insurance as the Men’s Shed is established Derwent Valley Concert Band 2 000 towards transport costs of members of Nadarzyn Orchestra from Poland during its visit in November 2011 Derwent Valley Tidy Towns Committee 3 950 towards costs of revitalising New Norfolk Library Garden Design Forum Tasmania Ltd 5 000 towards the Design Island Project Dodges Ferry Senior Citizens Club 250 towards one-off financial assistance for 2012 Dunalley School Association Inc 1 000 towards the purchase of a fridge and to encourage growth in junior hockey Emergency Services Charity Ball Committee 130 Towards the Emergency Services 2011 Charity Ball Ethiopian Association of Tasmania 300 towards the 2011 Enkutatash festival Events South 2 000 towards Launceston Athletic Club hosting the 2012 National 10 Kilometre Championships Far South Community Association 500 towards the 2011 Dover and Far South Community Christmas Party Geeveston Community Centre 500 towards the re-inventing Geeveston project
Department of Premier and Cabinet - Annual Report 2011-12 121 Premier’s Discretionary Fund - recipients Organisation $ Purpose Geeveston Community Centre 1 000 towards assisting with the cost of printing a guide to assist low-income earners in the Channel area George Town RSL and Sub Branch including 2 000 towards purchase of a mower to help War Memorial maintain War Memorial Reserves Give Me Five for Kids Campaign 2011 500 towards equipment for children's ward at Royal Hobart Hospital Goodwood Primary School 1 380 towards a mobile oven for the school's breakfast club Highland Dance Tasmania 500 towards the 2012 Australian Highland Dancing Championships Hobart Men’s Barbershop Harmony Club 500 towards the Acappellago Quartet participating in an international contest in the USA in January 2012 Hobart United Football Club 1 000 towards the cost of competition fees for the 2011 season Hockey Tasmania Inc 100 towards fundraising for the 2011 season Hockey Tasmania Inc 1 000 towards Junior Hockey starter packs to encourage growth in junior hockey Huon FM 2 000 towards replacement of the Doody’s Hill Transmission Mast Huon LINC 500 towards more furniture for Children's Story Time and other activities Huon Valley Concert Band 250 towards the Cygnet Musical Revue 2012 Huonville Primary School 500 towards the 2012 Southern Student Leaders conference Island Magazine 1 500 towards the cost of a digital reader initiative for 2011 Johns, Annette 1 000 towards costs of equipment and plants to upgrade and maintain the Fingal General Cemetery Kettering Volunteer Coast Guard 5 500 towards replacement engines for the Bendigo I vessel Kingborough Bowls Club 10 000 towards construction of indoor bowls facilities Kingborough Men’s Shed 5 000 towards installing solar panels Kingborough Netball Association 500 towards the 2011 State Junior Netball Carnival Kingston Community Garden 2 000 towards a shelter for garden workers and paving to improve access by people with disabilities
Department of Premier and Cabinet - Annual Report 2011-12 122 Premier’s Discretionary Fund - recipients Organisation $ Purpose Launceston College 500 towards encouraging engineering students through the Formula One in Schools Challenge National Finals Launceston Legacy Assist 2 000 to assist with its increased administrative costs Leven Country Music Group Inc 4 000 towards replacement sound equipment at Leven Country Music Group Lions Club of New Norfolk 1 000 towards new kitchen equipment for clubrooms Lions Club of Spring Bay 1 000 towards costs of hosting the 2011 Lions District Convention at Triabunna Maranoa Heights Community Centre 800 towards a new TV and DVD player for training programs Mick Callinan Fund 2 500 towards fundraising for cancer research and junior sport Multicultural Women’s Council of Tasmania 500 towards the 2012 International Women’s Day event North Hobart Football Club 1 500 towards hosting the 2012 Melbourne Storm NRL Club Camp North Hobart Football Club 1 000 towards new equipment for the women’s team Northern Midlands Council 3 000 towards tree planting to revitalise commercial activity in Longford Northern Midlands Sporting Clays 7 000 towards purchase of equipment to host the National Championships in October 2011 Ogilvie High School 1 000 towards costs of two teams to participate in July 2011 Robo Cup Orford Bowls Club 1 000 towards transport costs of members participating in matches Penguin Bowls Club 7 500 towards costs of the 30th anniversary Penguin Classic Lawn Bowls Pairs Event in January 2012 Pennicott Foundation 500 towards fundraising for Rotary’s End Polio Now campaign Penwright, Sheridan 100 towards competing in the Tasmanian Under 13 Soccer Team at the National Championships Perkunas Sports Club 300 towards the club’s 55th Anniversary Celebrations in 2012 Philippines Australia Community of Tasmania 500 towards celebration of Philippines Independence Day 2012
Department of Premier and Cabinet - Annual Report 2011-12 123 Premier’s Discretionary Fund - recipients Organisation $ Purpose Probus Club of Moonah 100 towards the 2012 Probus Clubs of Southern Tasmania lawn bowls tournament prizes Prospect Knights 2 000 towards equipment for Junior Coaching Clinics Queenstown Men’s Shed 2 000 towards the purchase of tools and equipment Railton Bowls Club 1 000 towards installation of solar panels Reserve Forces Day Council 2 000 towards the 2012 event to honour Tasmanian Military Reserves and mark the 110th anniversary of the Boer War Riding for the Disabled Australia (Tasmania) 1 000 towards competing in the 2012 Riding for the Disabled National Championships Risdon Vale Neighbourhood Centre 2 000 towards purchase of new stove and kitchen equipment Risdon Vale Neighbourhood Centre 1 200 towards assisting elderly people in the community to access social, health and wellbeing activities Risdon Vale Neighbourhood Centre 900 towards a community vegetable garden
Risdon Vale Neighbourhood Centre Inc 500 towards replacement fridge for the Breakfast Club Risdon Vale Primary School 400 towards the purchase of a new stove for the Risdon Vale Primary School Risdon Vale Primary School 1 000 towards the 2012 Fair and Community Fireworks Risdon Vale Volunteer Fire Brigade 800 towards cost of new laptop computer Rivers Run Tourism Association 2 000 towards a short print run of maps for the tourism season Robotic Tasmania 500 towards participating in the 2012 First Robotics Competition Globe Tournament Rokeby Child Care Centre 5 000 towards equipment and furnishings Rokeby Neighbourhood Centre Inc 1 500 towards equipment and materials for the Men's Program Rokeby Neighbourhood Centre Inc 3 500 towards cost of new stove and kitchen modifications Rokeby Neighbourhood Centre Inc 500 towards the Centre's seniors program
Rotary Club of Claremont 5 000 towards World Party 2012 to promote diversity and commemorate Zhang Tina Yu RSPCA Tasmania (Southern Division) 2 000 towards purchase of screens for multimedia presentations for training and to promote adoption services Sands Australia National Council Inc 10 000 towards the Tasmania Branch of SANDS
Department of Premier and Cabinet - Annual Report 2011-12 124 Premier’s Discretionary Fund - recipients Organisation $ Purpose Schofield, Jane 100 towards costs of representing Tasmania in National Water Polo team Scottsdale Volunteer Ambulance Unit 500 towards the coast of an equipment defibrillator Scouts Association of Australia 2 000 towards the 1st Derwent Sea Scouts pontoon Sing Elon City of Launceston International 2 000 towards costs of a tour to Europe in late 2011 Choir Smith, Maddison Claire 200 towards competing in the Under 18 Youth Girls National AFL Championships 2012 Sorell Men’s Shed and Heritage Museum 500 towards costs of sending two delegates to 2011 National Men’s Shed Association Conference Sorell Tennis Club Inc 1 000 towards renovations to the club’s rest rooms South Channel Ratepayers Association 250 towards the 21st Middleton Country Fair South Hobart Football Club 500 towards hosting the Victorian Premier League Team in February 2012 Southern City BMX Club 1 000 towards electrical repairs Southern Huon One Community 400 800 towards drink bottles for a lunch event Futures Southport Community Centre 2 000 towards a new kitchen Sports Shear Australia (Tasmania) Inc 500 towards the Tasmanian team participating in the 2011 National Shearing and Wool Championships St Andrew Society Hobart 500 towards the costs of running the 2012 Richmond Highland gathering St Helens-St Marys RSL Sub-Branch Inc 2 000 towards the East Coast Veterans Information and Support Centre at St Helens Sudanese Community Association of 500 towards cost of a celebration to mark South Tasmania Sudan Independence Day Tamar FM Inc 1 000 towards a one-off contribution to fundraising for the station Tasmanian Bus and Coach Society Inc 400 towards hosting a tour of the Clipper Club of Australia Tasmanian Collective of Gynaecological 1 650 towards a three-day residential program for Cancer and Breast Care Nurses Tasmanian women with cancer Tasmanian Craft Fair 5 000 towards development of a new strategic direction to ensure sustainability and growth Tasmanian Indoor Bias Bowls Council 1 000 towards costs of the Tasmanian team’s participation in the Nationals in NSW during August 2011
Department of Premier and Cabinet - Annual Report 2011-12 125 Premier’s Discretionary Fund - recipients Organisation $ Purpose Tasmanian Indoor Bias Bowls Council 3 000 towards hosting the 2012 National Championships Tasmanian Mountain Cattlemen's 1 000 towards the 25th annual get-together in 2012 Association Tasmanian Symphony Orchestra Pty Ltd 5 000 towards an initiative to encourage young Tasmanians’ participation in classical orchestral music Tasmanian Theatre Company 9 999 towards professional theatre production costs Taste of the Huon Festival 1 000 towards extra marquees for shade Templar, Greg 2 000 towards transport costs to participate in the Tasmanian Street Car Team in Darwin Thapa, Ganga 1 000 towards purchase of a laptop computer to assist with studies at the University of Tasmania Triabunna Roosters Cricket Club 2 000 towards costs of installing a new cricket pitch at Triabunna recreation ground Ulverstone Golf Club 5 000 towards the costs of printing the Club's history to mark its 100th year Upper Derwent Valley Hall Committee 5 000 towards repairs to the Bushy Park Hall roof UTAS School of Agricultural Science 300 towards the First Prize for Science Investigation Awards 2011 Vikings Futsal Association 500 towards Leroy Hart's participation in the Australian Under 15 Futsal squad tour of the United Kingdom Vikings Futsal Association Inc 500 towards costs of three Dakin boys’ participation in National Futsal Championships in September 2011 Warrane Mornington Neighbourhood 750 towards the cost of new laptop computer Centre Inc Warrane Primary School 250 towards an additional flagpole to fly the Aboriginal Flag West Moonah Community House 3 000 towards establishing a Men's Shed at the community garden site West Tamar Chamber Of Commerce 500 towards establishing a Tamar Valley Regional website Westbury Pistol Club 3 000 towards the costs of improvements to facilities to host national events
TOTAL 248 054
Department of Premier and Cabinet - Annual Report 2011-12 126 Government Donations and Appeals Fund
The Government Donations and Appeals Fund, along with the Premier’s Discretionary Fund replaced the Premier’s Sundry Grants Program after it was reviewed by the Auditor-General in 2011. This is a fund for recurring grants or donations to allow the Premier to make ongoing financial assistance to groups or individuals. These grants are designed to support valued community and cultural activities with national, statewide or local significance.
Government Donations and Appeals Fund - recipients Organisation $ Purpose Australian Academy of Science 5 000 towards the Hooked on Science tour by Professor Elizabeth Blackburn Australian Computer Society – Tasmanian 3 000 towards the 2011 Tasmanian Pearcey Award Branch Australian Institute of Architects 15 000 towards running the 2012 Tasmanian Architecture Awards Australian Red Cross 7 000 towards the 2012 Red Cross Calling fundraiser Australian Tenpin Bowling Seniors 1 000 towards the team’s participation in the 2012 Organisation National Seniors Championships Benchmarking Birch’s Bay Sculpture Trail 500 towards the 2012 Premier’s Artist Award Bushy Park Show Society Inc 275 towards the 2012 Bushy Park Show Emergency Relief Funding 2011-2013 CanTeen Tasmania 500 towards the 2011 Bandanna Day fundraiser Carols for Claremont Committee 1 000 towards the 2011 Claremont Family Festival and Community Carols Circular Head Agricultural Society Inc 275 towards the 2011 Circular Head Show Colony 47 2 500 towards the 2011 Community Christmas Lunch Festia Italia Committee 5 000 towards Festa Italia 2012 Glamorgan /Spring Bay Council 10 000 towards the 2011 Seafest Festival Greek Community of Tasmania 10 000 towards Estia Festival 2012 Jordan River Service Inc 1 000 towards Christmas hampers for the community Kalang Riding For The Disabled 2 000 towards the costs to feed and care for horses Kingston Beach Regatta Association 500 towards the 2012 A Day on the Beach event Lions Club of Hobart Town Inc 1 500 towards the costs of the 2011 Circus Quirkus fundraising event Lions Club of Hobart Town Inc 1 500 towards the 2012 Circus Quirkus fundraising event MyState Student Film Festival 2 000 towards the Premier’s Award 2011
Department of Premier and Cabinet - Annual Report 2011-12 127 Government Donations and Appeals Fund - recipients Organisation $ Purpose National Heart Foundation of Australia 50 000 towards the 2011 fundraising appeal Rotary Club of Deloraine 10 000 towards Premier’s Award for 2011 at the Tasmanian Craft Fair Rotary Club of Hobart 1 500 towards the 2011 Magic Show For Disadvantaged Tasmanian Children Rotary Tasmania 4 000 towards the Tasmanian team for the Rotary Tasmania Exchange Program Royal Hobart Regatta Association Inc 12 000 towards the 2012 Royal Hobart Regatta Royal Humane Society of Australasia 500 towards continued support of the Society’s Bravery Awards program The Salvation Army Tasmania Division 30 000 towards the 2011 Red Shield Appeal The Salvation Army Tasmania Division 30 000 towards the 2012 Red Shield Appeal San Carlo Association 2 000 towards the San Carlo Association 27th anniversary celebrations in 2012 Southern Cross Young Achievers Awards 1 000 towards the 2012 Premier’s Young Achiever of the Year Award Southern Tasmanian Axemen’s Association 1 600 towards the 2012 Jim Bacon Memorial Jigger Board Chop Special Olympics Australia 10 000 towards assisting ten Tasmanian athletes to participate in Special Olympics World Summer Games in Athens in June-July 2011 Tasmanian Association of Community 300 towards the inaugural Neighbourhood House Houses Week Awards Tasmanian Pacing Club 1 364 towards running Premier’s Breeders Plate Tasmanian Pensioners Association – 6 000 towards administration costs Glenorchy Branch Timber Communities of Australia - Bruny 2 500 towards the costs of 2012 Easter Carnival Island Primary Industry Branch
TOTAL 232 314
Department of Premier and Cabinet - Annual Report 2011-12 128 Community Development Division Grants
Aboriginal Home Buyers Assistance Scheme (Tasmanian Aboriginal Centre Inc) The Aboriginal Home Buyers Assistance Scheme provides ongoing annual funding to the Tasmanian Aboriginal Centre Inc to provide stamp duty exemption and legal aid assistance for Aboriginal home buyers and Aboriginal charitable organisations Aboriginal Home Buyers Assistance Scheme - recipients Organisation $ Purpose Tasmanian Aboriginal Centre 30 000 towards Aboriginal Home Buyers Assistance Scheme 2011-12
TOTAL 30 000
Aboriginal Lands Council of Tasmania Fund The Aboriginal Land Council of Tasmania Fund was established under Section 21 of the Aboriginal Lands Act 1995, with funding provided to the Aboriginal Land Council of Tasmania (ALCT) through this grant program. This grant enables the Council to fulfil its statutory obligations outlined in Section 22 of the Act, by assisting with operating costs, co-ordination and land management activities associated with returned land. The Council is a statutory body, established under the Act, set up to hold the titles of ‘returned’ land on behalf of the Tasmanian Aboriginal community. The Act promotes reconciliation with the Tasmanian Aboriginal community by granting Aboriginal people parcels of land that are of cultural significance. In 1995 the Council was provided with funding at a level of $85 000 for 4 020 hectares of land. This was increased in 2002-03 by $68 000 and again in 2005-06 by a further $71 000 for specific to land management responsibilities arising from the hand-back of Cape Barren Island and Clarke Island, bringing the total to $224 000 per annum for management of total land holdings of approximately 55 617 hectares. A hand-back in 2006 of 9.2 hectares of Bruny Island is included in this amount, although it was not accompanied by an adjustment in funding. In 2011-12 the Departments of Premier and Cabinet and Primary Industry, Parks, Water and Environment jointly funded a one-off payment of $45 000 to assist ALCT with meeting its land management responsibilities. The Act confers responsibilities for the ALCT to sustainably manage the returned lands on behalf of, and for the benefit of, the Tasmanian Aboriginal community. Aboriginal Lands Council of Tasmania Fund -recipients Organisation $ Purpose Aboriginal Land Council of Tasmania 40 909 towards the project shortfall for 2011-12 Aboriginal Land Council of Tasmania 224 000 towards the Annual Budget for 2011-12 TOTAL 264 909
Department of Premier and Cabinet - Annual Report 2011-12 129 Six Rivers Aboriginal Corporation Six Rivers Aboriginal Corporation (SRAC), formerly known as the Mersey Leven Aboriginal Corporation, endeavours to provide a range of services to Aboriginal and Torres Strait Islander people in the Mersey Leven area. In 2010, the Tasmanian Government gave a commitment to SRAC to relocate its premises and to re-develop the Tiagarra Cultural Museum located on Mersey Bluff. A total of $523 597 was committed to SRAC in 2010-11. In 2011-12 all fund releases were completed. Six Rivers Aboriginal Corporation grants - recipients Organisation $ Purpose Six Rivers Aboriginal Corporation 14 999 towards funding for office relocation and refurbishment Six Rivers Aboriginal Corporation 17 259 towards supply and installation of carpets and vinyls at 26 Gilbert Street, Latrobe Six Rivers Aboriginal Corporation 18 832 towards relocation and refurbishment of 26 Gilbert Street. Latrobe Six Rivers Aboriginal Corporation 33 872 towards refurbishment of 26 Gilbert Street, Latrobe Six Rivers Aboriginal Corporation 38 182 towards relocation and refurbishment of 26 Gilbert Street, Latrobe Six Rivers Aboriginal Corporation 39 464 towards relocation and refurbishment of 26 Gilbert Street, Latrobe Six Rivers Aboriginal Corporation 40 323 towards relocation and refurbishment of 26 Gilbert Street, Latrobe Six Rivers Aboriginal Corporation 45 482 towards relocation and refurbishment of 26 Gilbert Street, Latrobe Six Rivers Aboriginal Corporation 140 000 Tiagarra Revitalisation Grant 2nd payment TOTAL 388 413 Office of Aboriginal Affairs – other recipients Organisation $ Purpose Tasmanian Aboriginal Child Care 800 towards mentor’s attendance at the Artful Association Dodgers Studios Project of the Year Melbourne
TOTAL 800
Department of Premier and Cabinet - Annual Report 2011-12 130 Youth Youth Network of Tasmania The Tasmanian Government provides the Youth Network of Tasmania (YNOT) with recurrent annual funding of $240 165 to provide salary and operation costs to achieve the agreed objectives of a peak body for Tasmania’s youth sector and for the facilitation of the Tasmanian Youth Forum, the State’s primary youth participation mechanism. In early 2011, the Government evaluated the funding arrangement and renegotiated new key performance indicators for the soon-to–be renewed triennial agreement. In July 2011, YNOT received its triennial Grant Deed for the years 2011-14. The objectives of the YNOT grant are to: involve young people and service providers in identifying and responding to youth issues; facilitate and support coordination in the youth sector; provide information, support and/or advice to the Department of Premier and Cabinet, and all levels of government and the wider community on youth issues; working with the Tasmanian Government on policies, programs and services for young people with a particular focus on social inclusion, connectedness and participation; and maintain financial viability as an organisation and implement suitable best practice corporate governance arrangements. Youth Network of Tasmania - recipients Organisation $ Purpose Youth Network of Tasmania (YNOT) 2 000 towards Homelessness Matters Day
Youth Network of Tasmania (YNOT) 197 817 towards YNOT and TYF Grant Funding 2011- 2012 TOTAL 199 817
National Youth Week Grants National Youth Week (NYW) is an Australian, Tasmanian and local government initiative. The aims of NYW are to: provide an opportunity for young people aged 12 to 25 years to express their ideas and views, raise issues of concern to them, act on issues which affect their lives and create and enjoy entertainment; provide an opportunity for the wider community to listen to young people, and to acknowledge and celebrate the positive contributions made by their efforts and achievements; and promote a community focus on issues relevant to young people. For NYW 2012, the Tasmanian Government provided $35 682 towards 27 projects, through the NYW 2012 Community Grants Program. The Tasmanian Government also coordinated NYW 2012 in Tasmania including membership of the National Planning Group, sponsorship from beyondblue the national depression initiative ($30 000) and assisting with the Tasmanian launch event. NYW is coordinated at the national level by the Australian Government’s Department of Education, Employment and Workplace Relations (DEEWR). This year DEEWR provided Tasmania with $19 320 to assist with NYW, through which the NYW 2012 Schools Grant Program was run with remaining funding allocated to the NYW 2012 Community Grants Program. Almost 14 000 young people attended NYW 2012 events from across the State, with approximately 1 200 young people involved in the planning and delivery of events.
Department of Premier and Cabinet - Annual Report 2011-12 131
National Youth Week beyondblue Grants Program - recipients Organisation $ Purpose Awards Australia 2 000 towards Southern Cross Young Achiever Awards Brighton Council 1 000 towards Tattoo Health Not Tattoo Harm Devonport City Council 7 000 towards North-West Youth Expo Dooloomai Youth Project 2 000 towards Get Up, Get Out, Get Active Dorset Council 1 000 towards Face the FEWCHA Glenorchy City Council 1 000 towards Alive on the Green Hobart City Council 5 000 towards the Youth Short Film Festival
Kentish Council 1 000 towards Image. Create. Inspire. Kentish Migrant Resource Centre (Southern) 2 000 towards YouthART Connect Rosebery Community House Inc 3 300 towards Youth Rocks the West Coast St Giles Society Inc 700 towards All Start Siblings St Giles Society Inc 2 000 towards Talking about Now, Thinking about our Futures Waratah-Wynyard Council 1 000 towards Sk8 and create West Tamar Council 1 000 towards Epic Rave Time TOTAL 30 000
National Youth Week Grants Program - recipients Organisation $ Purpose Tasmanian Councils and Other Organisations Break O’Day Health Resource Association 1 900 towards Imagine.Create.Inspire.Youth Extravaganza Bridgewater Police and Citizens Youth Club 1 000 towards NYW 2012 Event
Brighton Council 850 towards Tattoo Health not Tattoo Harm
Burnie City Council 2 000 towards Artburn 2012
Burnie Police and Citizens Youth Club 1 985 towards One World = My life
Central Highlands Council 2 000 towards Highlands Film Festival
Circular Head Council 2 000 towards Youth Fest
Clarence City Council 2 000 towards Bellerive Boardwalk Youth Festival
Derwent Valley Council 2 000 towards NYW 2012 activities
Department of Premier and Cabinet - Annual Report 2011-12 132 National Youth Week beyondblue Grants Program - recipients Organisation $ Purpose Devonport City Council 5 000 towards North-West Youth Expo
Devonport City Council 2 000 towards Reclaim the Lane
Dorset Council 1 000 towards Face the FEWCHA
Flinders Island Aboriginal Assoc Inc 2 000 towards Light up my life / The Can Can
Glamorgan / Spring Bay Council 1 390 towards Youth Activities Day
Glenorchy City Council 2 000 towards Alive on the Green
Hobart City Council 5 000 towards Youth Short Film Festival Huon Valley Council 2 000 towards Get Loud Music Festival
Kentish Council 1 000 towards Imagine.Create.Inspire.Kentish
Kingborough Council 1 940 towards InterACT: Be Your Best
Latrobe Council 1 000 towards Urban Art Port Sorell
Launceston City Council 2 000 towards Open Mic
Meander Valley Council 1 000 towards Who Are We
Northern Midlands Council 1 800 towards Youth Café of Music Food and Thought Waratah-Wynyard Council 1 000 towards Sk8 and Create
West Tamar Council 480 towards Epic Rave Time
West Tamar Council 520 towards Epic Rave Time
Whitelion Inc 2 000 towards Let’s Get it Together
TOTAL 48 865
Tasmanian Senior Schools and Colleges Claremont College 300 towards National Youth Week 2012 Schools Grant - Claremont College Clarence High School 300 towards National Youth Week 2012 Schools Grant – Clarence High School Deloraine High 300 towards National Youth Week 2012 Schools Grant – Deloraine High Dover District High School 300 towards National Youth Week 2012 Schools Grant – Dover District High School Elizabeth College 300 towards National Youth Week 2012 Schools Grant – Elizabeth College
Department of Premier and Cabinet - Annual Report 2011-12 133 National Youth Week beyondblue Grants Program - recipients Organisation $ Purpose Geilston Bay High School 300 towards National Youth Week 2012 Schools Grant –Geilston Bay High School Geilston Bay High School 300 towards National Youth Week 2012 Schools Grant - Geilston Bay High School Kingston High School 300 towards National Youth Week 2012 Schools Grant – Kingston High School Launceston College 300 towards National Youth Week 2012 Schools Grant – Launceston College Migrant Resource Centre (Southern) 300 towards National Youth Week 2012 Schools Grant – UTAS Student Services and MRC South North-West Christian School 300 towards National Youth Week 2012 Schools Grant – North-West Christian School Oatlands District High School 300 towards National Youth Week 2012 Schools Grant – Oatlands District High School Penguin High School 300 towards National Youth Week 2012 Schools Grant – Penguin High School Prospect High School 300 towards National Youth Week 2012 Schools Grant – Prospect high School Queechy High School 300 towards National Youth Week 2012 Schools Grant – Queechy High School Rokeby High School 300 towards National Youth Week 2012 Schools Grant – Rokeby High School Rose Bay High School 300 towards National Youth Week 2012 Schools Grant – Rose Bay High School Rosebery District High School 300 towards National Youth Week 2012 Schools Grant – Rosebery High School Sorell School 300 towards National Youth Week 2012 Schools Grant – Sorell School Taroona High School 300 towards National Youth Week 2012 Schools Grant – Taroona High School Tasmanian Academy (Don College) 300 towards National Youth Week 2012 Schools Grant – Don College Tasmanian Academy (Don College) 300 towards National Youth Week 2012 Schools Grant - Don College Tasmanian Academy (Newstead College) 300 towards National Youth Week 2012 Schools Grant – Newstead College Tasmanian Polytechnic 600 towards National Youth Week 2012 Schools Grant – Tasmanian Polytechnic Grants x 2 – AltED Program and START Program
Department of Premier and Cabinet - Annual Report 2011-12 134 National Youth Week beyondblue Grants Program - recipients Organisation $ Purpose Wynyard High School 300 towards National Youth Week 2012 Schools Grant – Wynyard High School TOTAL 7 800
Tasmanian Youth Parliament The Tasmanian Youth Parliament (Youth Parliament) is part of a national youth development program that provides young people aged between 15 and 24 years with a forum for expressing ideas, concerns and expectations regarding the future of their State. The Tasmanian Government provides a grant of $12 000 annually to fund the Youth Parliament. The Youth Parliament has been held annually, usually in September, since 1990 and is delivered by a Taskforce of young volunteers appointed by the Tasmanian Youth Government Association in partnership with YMCA Australia. In 2011, 42 young people from 14 schools participated in the Youth Parliament. The Youth Parliament program consists of training activities leading up to a six-night residential camp. During the camp, the Youth Parliament sits at Parliament House. The theme for the 2011 Youth Parliament was social inclusion which was the first time the Youth Parliament has been structured around a theme. In 2011, a bicameral Youth Parliament was set up, with participants rotating between the House of Assembly and the Legislative Council. A number of youth motions and bills relating to issues as diverse as voluntary euthanasia, local council amalgamation and Indigenous rights and support were debated. The Youth Parliament program continues to play an important role in providing young Tasmanians with an insight into the workings of the Tasmanian Parliament and political processes. The objectives of the Tasmanian Youth Parliament Program are to: provide a Youth Parliament to involve young people to identify and respond to issues in the broader Tasmanian community; develop the skills, confidence and awareness of young people; promote social inclusion; and maintain financial accountability for the grant by implementing suitable best practice governance arrangements. Assessment of the project’s 2011 Final Report indicates that results are being achieved against the objectives of the grant deed. Preparations of the 2012 Youth Parliament have commenced. Tasmanian Youth Parliament - recipients Organisation $ Purpose YMCA Australia 13 000 towards Tasmanian Youth Parliament Program 2012 TOTAL 13 000
Department of Premier and Cabinet - Annual Report 2011-12 135 Multicultural Council of Tasmania The Multicultural Council of Tasmania (MCOT) received $90 000 to strengthen the capacity of the organisation as the peak advocacy body for Tasmania’s culturally and linguistically diverse communities and to ensure its membership is fully inclusive of new and emerging migrant communities around Tasmania. Funding provides for operational and salary costs associated in meeting the agreed objectives outlined in the Grant Deed. Funding for MCOT is recurrent for four years, 2011-15.
Multicultural Council of Tasmania grant - recipients Organisation $ Purpose Multicultural Council of Tasmania Inc 90 000 towards the Operational Grant for 2011 – 2012 TOTAL 90 000 Council on the Ageing (Tasmania) grant The Council on the Ageing (Tasmania) (COTA Tas) grant of $91 532 provided salary and operational costs for the positions of Executive Director and Administration Assistant to meet the agreed objectives outlined in the Grant Deed for the purpose of meeting the requirements of a peak body for all older people in Tasmania and the Tasmanian non-government aged sector. Progress meetings with the COTA (Tas) are held regularly. COTA (Tas) provides DPAC with quarterly performance reports, national and state Policy Council reports, newsletters, media releases, and the COTA (Tas) Annual Report. This grant is provided under a triennial grant deed arrangement, which was renewed in 2011 for the period up to 30 June 2014. Council on the Ageing (Tasmania) grant - recipients Organisation $ Purpose Council On The Ageing (Tasmania) Inc 22 883 towards Core Funding 2011-12, first instalment July-Sept 2011 Council On The Ageing (Tasmania) Inc 22 883 towards Core Funding 2011-12, second instalment October to December 2011 Council On The Ageing (Tasmania) Inc 22 883 towards Core Funding for 2011-12, third instalment January to March 2012 Council On The Ageing (Tasmania) Inc 22 883 towards Core Funding 2011-12, fourth instalment April to June 2012 Council On The Ageing (Tasmania) Inc 105 400 towards Seniors Week Funding 1 January 2012 TOTAL 196 932
Department of Premier and Cabinet - Annual Report 2011-12 136 Council on the Ageing – Seniors Week The Seniors Week grant of $105 400 provides COTA (Tas) with a 0.5FTE project officer salary and funds for the costs associated with the production and statewide distribution of the annual Seniors Week Program. This grant is provided under a triennial grant deed arrangement, which was signed in December 2010, for the period up to 31 December 2013. In April 2012, COTA (Tas) sought a variation to the Triennial Grant Deed, in relation to the distribution of the Program of Events for Seniors Week in 2012. DPAC approved the variation to the Deed in May 2012. The Seniors Week program of events will no longer be distributed through the three regional newspapers. COTA (Tas) plan to distribute the 2012 program of events via an external distributor to 500 venues across the State, rather than in newspapers. It is expected that this will provide a more targeted distribution. Any savings made by COTA (Tas) through this distribution mechanism will be used to further enhance the Seniors Week. Lesbian, Gay, Bisexual, Transgender and Intersex Grants In the 2010-11 Budget, $150 000 was allocated over three years 2010-13 to provide funds to community organisations and tertiary institutions to progress achievement against Tasmania Together benchmarks that relate to the lesbian, gay, bisexual, transgender and intersex (LGBTI) community. In 2011-12, two projects totalling 40 271 were funded through this program. All projects are due to be completed by June 2013. Lesbian, Gay, Bisexual, Transgender and Intersex Community Grants - recipients Organisation $ Purpose Rainbow Communities Tasmania Inc 13 000 towards the Cradle Coast LGBTI Services Directory Working it Out 27 271 towards assistance with Champions for Change Project TOTAL 40 271
Veterans’ Affairs Grants DPAC funds two Lieutenant Colonel Harry Murray VC Scholarships of $5 000 each, which are administered by the University of Tasmania. The Scholarships are available to students who are studying an aspect of Tasmania’s involvement in a war. Veterans Affairs - recipients Organisation $ Purpose University of Tasmania 10 000 towards Lieutenant Colonel Harry Murray VC Scholarships for 2012 TOTAL 10 000
Department of Premier and Cabinet - Annual Report 2011-12 137 War Memorial Repair and Maintenance Grants Program In 2010-11, the Tasmanian Government committed $50 000 in recurrent funding to recognise the contribution of serving and ex-service men and women. The War Memorial and Maintenance Grants Program was established in 2010-11 to allocate these funds to RSLs, local government and other community organisations as a contribution towards the cost of repairing and maintaining memorials in Tasmania. In 2011-12, 14 projects were funded through this program. All projects are due to be completed by June 2013. Organisation $ Purpose Avoca Museum and Information Centre 2 600 towards the cleaning the Avoca Cenotaph and Memorial Gates Circular Head Council 1 944 towards restoration of War Memorial at Marrawah Collinsvale Community Association 5 000 towards Collinsvale War Memorial Restoration Program Devonport City Council 5 000 towards Vietnam Veterans Memorial Wall George Town RSL 4 575 towards Remember Them program Huon Valley Council 5 000 towards restoration of World War 11 Memorial Gates Huon Valley Council 4 886 towards the reinstatement of Ladysmith Boer War statue King Island RSL Sub-Branch Inc 700 towards restoration of Currie Cenotaph phase 1 Ledgerwood Hall and Reserves 5 000 towards the Legerwood Memorial Carvings Committee Inc and Park Queenstown RSL Sub-Branch Inc 2 500 towards the Lone Pine Memorial Project Scottsdale RSL Sub Branch Inc 1 327 towards the Honouring their Service program Spring Bay RSL Sub Branch Inc 4 553 towards the Memorial field gun restoration Tasman Council 4 070 towards the Tasman Cenotaph upgrade Zeehan RSL Sub Branch Inc 2 850 towards upgrade of the Zeehan Memorial TOTAL 50 005
Other Community Development Grants – recipients Organisation $ Purpose Glenorchy City Council 20 000 towards the Moonah Taste of the World Festival Migrant Resource Centre (Southern) 57 000 towards the Community Outreach Program Tasmania Inc Migrant Resource Centre (Northern) 43 000 towards the Employment Enterprise Project Tasmania Inc National Ethnic and Multicultural 4 000 towards National Ethnic and Multicultural Broadcasters Council Broadcasters Councils National Conference 2011
Department of Premier and Cabinet - Annual Report 2011-12 138 Organisation $ Purpose Returned and Services League of Australia 100 000 towards Returned and Services League of (Tasmania Branch) Australia Tasmania Branch 2011-12 instalment TOTAL 224 000 TOTAL COMMUNITY DEVELOPMENT 1 594 012 DIVISION
Department of Premier and Cabinet - Annual Report 2011-12 139 Social Inclusion Grants
2011-12 Emergency Relief and Lower Cost of Living Program The Emergency Relief and Lower Cost of Living Program supports emergency relief and preventative assistance for people in financial crisis. In 2011-12 it included: $750 000 to support emergency relief providers to assist more Tasmanians meet increases in the costs of essential goods and services such as electricity and other utilities, food, rent, and transport; $150 000 to SecondBite, Foodbank and Produce to the People to expand the provision of food relief; $120 000 to the NILS Network of Tasmania for operational funding to deliver zero interest micro- finance loans to low income Tasmanians; $90 000 to the Energy Efficient Appliances program to provide assistance to Tasmanians on low incomes to purchase energy efficient appliances; and $10 000 to the Tasmanian Association of Community Houses to support community hardship. Two initiatives from the program are being delivered during the 2012 winter: $60 000 partnership with Foodbank and the Tasmanian Association of Neighbourhood Houses for 4 000 emergency food boxes to be delivered to Tasmanians in need over the winter months. One box will feed a family of four for one week and 1 000 boxes will be distributed per month from June 2012 to September 2012. The Energy Efficient Appliances Program aims to make expensive energy efficient appliances, such as heat pumps and three star rated white goods, more affordable to low income households. This has been achieved by combining a 30 per cent subsidy with the zero-interest micro-finance loans provided by the NILS Network of Tasmania. Eligibility is limited to Health Care and Pension Concession Card holders who are seniors, living with disability or have neuro-muscular conditions requiring medical temperature regulation needs in the home. Emergency Relief Food - recipients Organisation $ Purpose Foodbank Tasmania Inc 30 000 towards 2011-2013 Emergency Relief and Lower Cost of Living Initiative First Installment North-West Environment Centre 30 000 towards 2011-2013 Emergency Relief and Lower Cost of Living Initiative First Installment – Produce to the People Second Bite 90 000 towards 2011-2013 Emergency Relief and Lower Cost of Living Initiative First Installment TOTAL 150 000
Emergency Relief - recipients Organisation $ Purpose Anglicare Tasmania Inc – Hobart 63 010 towards Emergency Relief Payment – First Installment Anglicare Tasmania Inc – Hobart 63 010 towards Emergency Relief Payment – Second Installment Campbell Town Health and Community 2 320 towards Emergency Relief Payment – First Services Installment Colony 47 6 185 towards Emergency Relief Payment – First Installment Colony 47 6 185 towards Emergency Relief Payment – Second Installment
Department of Premier and Cabinet - Annual Report 2011-12 140 Organisation $ Purpose Deloraine House Inc 10 025 towards Emergency Relief Payment – First Installment Deloraine House Inc 10 025 towards Emergency Relief Payment – Second Installment District Nurses 8 190 towards Emergency Relief Payment – First Installment District Nurses 8 190 towards Emergency Relief Payment – Second Installment Flinders Island Aboriginal Assoc Inc 7 180 towards Emergency Relief Payment – First Installment George Town Neighbourhood House Inc 5 190 towards Emergency Relief Payment – First Installment George Town Neighbourhood House Inc 5 190 towards Emergency Relief Payment – Second Installment Hobart Benevolent Society 29 830 towards Emergency Relief Payment – First Installment Hobart Benevolent Society 29 830 towards Emergency Relief Payment – Second Installment Hobart City Mission 95 750 towards Emergency Relief Payment – First Installment Hobart City Mission 95 750 towards Emergency Relief Payment – Second Installment Launceston Benevolent Society Inc 28 050 towards Emergency Relief Payment – First Installment Launceston Benevolent Society Inc 28 050 towards Emergency Relief Payment – Second Installment Launceston City Mission 72 150 towards Emergency Relief Payment – First Installment Launceston City Mission 72 150 towards Emergency Relief Payment – Second Installment St Vincent De Paul Society – Launceston 126 510 towards Emergency Relief Payment – First Installment St Vincent De Paul Society – Launceston 126 510 towards Emergency Relief Payment – Second Installment The Caring Network Inc 9 140 towards Emergency Relief Payment – First Installment The Helping Hand Association Inc 9 140 towards Emergency Relief Payment – Second Installment The Salvation Army – Australian Southern 174 590 towards Emergency Relief Payment – First Installment The Salvation Army – Australian Southern 174 590 towards Emergency Relief Payment – Second Installment
Department of Premier and Cabinet - Annual Report 2011-12 141 Organisation $ Purpose Uniting Care Tasmania 88 660 towards Emergency Relief Payment – First Installment Uniting Care Tasmania 88 660 towards Emergency Relief Payment – Second Installment Wyndarra Centre Inc 27 605 towards Emergency Relief Payment – First Installment Wyndarra Centre Inc 27 605 towards Emergency Relief Payment – Second Installment Tasmanian Association of Community 20 000 towards Emergency Relief Payment – First and Houses Second Installments NILS Network Tasmania Inc 180 000 towards Energy efficiency appliances for Low Income Tasmanians TOTAL 1 699 270 Family Assistance Program The objectives of the Family Assistance Program are to: provide direct emergency relief to Tasmanian families suffering financial hardship; provide preventative support programs that are ancillary to the provision of emergency relief; and provide for practical social policy research in agreed areas associated with emergency relief. As part of the annual review held in 2011-12, SIU conducted consultations with all recipient organisations. This review indicated that the grant funding outputs meet the objectives of the program. SIU assessed the program’s compliance with Treasurer’s Instruction 709 and it is recommended that it be further reviewed during 2012-13. Family Assistance Program - recipients Organisation $ Purpose Anglicare Tasmania Inc 100 000 towards Family Assistance Program 2011-12 Hobart City Mission 25 000 towards Family Assistance Program 2011-12 Launceston City Mission 25 000 towards Family Assistance Program 2011-12 St Vincent De Paul Society 100 000 towards Family Assistance Program 2011-12 The Salvation Army 100 000 towards Family Assistance Program 2011-12 TOTAL 350 000 Food Vans program The objective of these grants is to assist with provision of food and beverage services and outreach to other services, information and social contact to disadvantaged Tasmanians. As part of the annual review held in 2011-12, SIU conducted consultations with all recipient organisations. This review indicated that the grant funding outputs meet the objectives of the program. SIU assessed the program’s compliance with Treasurer’s Instruction 709 and it is recommended that it be further reviewed during 2012-13.
Food Vans - recipients Organisation $ Purpose Grans Van Association Inc 20 000 towards Gran’s Van Food Van grant
Department of Premier and Cabinet - Annual Report 2011-12 142 Organisation $ Purpose Launceston City Mission 20 000 towards Mission Outreach Trailer and Mission Beat Food Van grant St Vincent De Paul Society 20 000 towards Loui’s Van grant TOTAL 60 000 Tasmanian Community Transport Trust - Cars for Communities Program The objectives of the Cars for Communities Program was to: provide transport to connect people together and enable opportunities for Tasmanians to participate in the social and economic life of the state; empower communities to meet their own transport needs run by local communities, in the interests of local communities; and support non-government organisations who help out others in the community with their transport needs. An evaluation of the program was undertaken in January 2010 following the first grant round. The evaluation made a number of recommendations which resulted in changes to the program guidelines and application form. These changes were made to assist community groups to better understand the program requirements and the information they need to include in their application. Grant recipients are required to provide a report against the key performance indicators specified in the Grant Deed within two months of the anniversary of the signing of the Grant Deed. Reports are required annually for a maximum of three years. A review of reports received to date and evaluation of the program is currently being undertaken. An initial assessment of the reports from grant recipients indicates that the funding outputs are meeting the program’s objectives. No funding is available for the program in 2012-13. Volunteering Tasmania The Tasmanian Government provides recurrent funding of $260 000 for four years commencing with the 2009-10 Budget to Volunteering Tasmania Inc (VT Inc) to coordinate and reinvigorate volunteering across the State as part of the Supporting Tasmanian Volunteers Program (STVP). The grant is provided to the VT Inc to implement the Supporting Tasmanian Volunteers Program (the Program). The objective of the grant is to: increase participation of young people engaged in volunteering to counter the effects of demographic change on Tasmanian volunteer numbers; increase numbers of older volunteers engaged in volunteering in Tasmania, particularly amongst socially excluded and geographically isolated groups; and enhance the capacity of VT to respond to demographic change and support organisations to maintain their volunteer base. Other Social Inclusion grants - recipients Organisation $ Purpose NILS Network Tasmania Inc 120 000 towards Community Development Finance Fund Administration Payment Volunteering Tasmania Inc 260 000 towards Supporting Tasmanian Volunteers program University of New South Wales 10 000 towards Industry Partner Cont Social Disadvantage and Economic Recession TOTAL 390 000 TOTAL SOCIAL INCLUSION 2 649 270
Department of Premier and Cabinet - Annual Report 2011-12 143 Climate Change Grants
The Tasmanian Climate Change Office (TCCO) managed the fourth round of the ClimateConnect community grants program. This program assists industry organisations, natural resource management bodies and local government entities to undertake innovative and targeted projects to help local communities adapt to the impacts of climate change. Five action-based community projects were selected for funding and will be completed over the next 12 months. Another round of the Earn Your Stars micro-grants program was also run in 2011-12. This program supports projects that provide the resources, skills and knowledge to help communities reduce their carbon footprint. Four projects were awarded funding under the micro-grants program. Both programs were reviewed in October 2011, in accordance with the Treasurers Instruction and a number of changes were made to the eligibility criteria, program guidelines and application forms, including increasing the maximum micro-grant amount to $5 000. ClimateConnect Grants Program The objective of ClimateConnect is to assist Tasmanian communities and industries adapt to the opportunities and risks from climate change. Communities and industries can adapt to climate change by adopting strategies to moderate, cope with, or take advantage of climate change impacts. Climate change impacts include changes in rainfall and temperature, changes in the frequency and severity of extreme events and sea level rise. The projects selected for funding demonstrated their ability to fulfil the objectives set for the grants program. As projects are ongoing, final outcomes are yet to be determined. Climate Change Grants - recipients Organisation $ Purpose Business East 2 500 towards final payment for Managing Energy in Local Business Project CAST 3 000 towards final payment for the Art Bike Sharing Project Cradle Coast Authority 18 000 towards Round 4 – Cradle Coast regional and local adaptation project Greening Australia 2 500 towards final payment for Low Carbon Communities project Greening Australia 18 000 towards Round 4 – Practical adaptation to a climate future Huon Valley Kingborough Tourism 2 700 towards final payment for Green Tourism Association project Keener Inc. Climate Connect Grant 2 020 towards final payment for Kentish Gets Energy Efficient Hot Water Project Local Government Association Tasmania 18 000 towards Round 4 – Monitoring and interpreting changes to the coastline Monash University 2 600 towards final payment for Green Steps Skills for Sustainability project Snug Primary School Association 1 350 towards final payment for Take it Home Project Southern Midlands Council 2 326 towards final payment for Empowerment Initiatives for Community Carbon Cuts project
Department of Premier and Cabinet - Annual Report 2011-12 144 Organisation $ Purpose Tasmanian Centre for Global Learning 1 947 towards final payment for Sustainable Schools Support Service project University of Tasmania 17 988 towards Round 4 – Vector borne disease in Tasmania under climate change University of Tasmania – IMAS 5 455 towards Round 4 – Detecting shifting marine species University of Tasmania – IMAS 12 545 towards Round 4 – Detecting shifting marine species West Winds Community Centre Inc 2 904 towards final payment for Local Food for Local People project TOTAL 113 835
Earn Your Stars Micro-grants Program The Earn Your Stars Micro-grants program aims to assist local communities, households and individuals to work together to find climate change solutions. The key objectives for the initial phase of the Earn Your Stars Micro-grants program are to help communities to work together successfully to reduce their carbon footprint by: giving people in communities the resources, skills or knowledge they need to reduce their carbon emissions and conserve energy; adopting practices that conserve energy and reduce greenhouse gas emissions, including businesses, product and service providers, and community organisations; and promoting new ideas to reduce emissions and conserve energy that will also reduce costs to communities over time. Climate Change – Earn Your Stars Micro-grants - recipients Organisation $ Purpose Greening Australia 5 000 towards ‘Reach for the Stars’ Building Sustainability Kingborough Council 4 970 towards Green Wares and Green Ways Life without Barriers 4 997 towards Caring for People Caring for Place project Okines Community House Inc 4 350 towards 10 Steps towards a Carbon Neutral Community TOTAL 19 317
Climate Change Office – other recipients Organisation $ Purpose Pitt and Sherry (Operations) Pty Ltd 10 000 towards website development – ClimateAsyst Tool TOTAL 10 000 TOTAL CLIMATE CHANGE 143 153
Department of Premier and Cabinet - Annual Report 2011-12 145 Local Government Grants
Main Street Makeover Program The Main Street Makeover program is about building proud and vibrant communities by helping councils give over 30 towns across Tasmania a facelift through: beautification programs infrastructure upgrades access improvements installation of traffic calming features pedestrian safety improvements. The makeovers create vibrant community hubs, stimulate community activity and enliven central business districts. Communities reported stronger community pride as well as stronger economic growth following main street makeovers. Access and safety were high priorities in most makeovers. A number of projects included kerb upgrades to assist people with disability and parents with prams to move around towns. Pedestrian outstands and crossings were installed on some streets to assist safe pedestrian movement across roads. The Program has concluded and will not release further grant rounds. Main Street Makeover Program – Recipients Organisation $ Purpose Northern Midlands Council 32 000 towards Longford Main Street Makeover TOTAL 32 000 Urban Renewal and Heritage Fund The Urban Renewal and Heritage Fund supports conservation and restoration of heritage assets as well as urban renewal projects. This program has now concluded. Urban Renewal and Heritage Fund – recipients Organisation $ Purpose West Coast Council 10 000 towards Queenstown Renewal Project TOTAL 10 000 TOTAL LOCAL GOVERNMENT 42 000 DIVISION
Department of Premier and Cabinet - Annual Report 2011-12 146 Premier of Tasmania University Scholarships and Premier of Tasmania Timor Leste Scholarship Grant Program
The purpose of the Premier of Tasmania University Scholarships is to retain top Tasmanian students in the State and to attract top interstate and international scholars to Tasmania. The Premier of Tasmania Timor-Leste Scholarship funding is available to Timor-Leste citizens to undertake courses at undergraduate or postgraduate level at the University of Tasmania that support the sustainable future of the Democratic Republic of Timor-Leste. Funding for both the Premier of Tasmania Scholarships Program and the Premier of Tasmania Timor-Leste Scholarship: is recurrent in the DPAC budget; is provided on the basis the University contributes a similar amount. University Scholarships Organisation $ Purpose University of Tasmania 130 000 towards Undergraduate, Timor Leste And Judith Liauw Scholarship 2012
TOTAL 130 000
Department of Premier and Cabinet - Annual Report 2011-12 147 Australia Day Grants Program
On Australia Day we come together as a nation to celebrate what's great about Australia and being Australian. It is the day to reflect on what we have achieved and what we can be proud of in our great nation. It is the day for us to re-commit to making Australia an even better place for the future. At its core, Australia Day is a day driven by communities, and the celebrations held in each town, suburb or city are the foundation of its ongoing success. The Australian Government provides funding for the Australia Day Great Ideas Grants Program, which provides seed funding for local councils to grow a great idea in its first year. Grants are only available for a new activity that compliments and builds on existing Australia Day celebrations and are about inspiring new and imaginative ways for a community to celebrate. Australia Day Grants Organisation $ Purpose Central Highlands Council 1 000 towards funding to support a new element of the councils Australia Day Celebrations Flinders Council 376 towards funding to support a new element of the councils Australia Day celebrations George Town Council 1 909 towards funding to support a new element of the councils Australia Day celebrations Kentish Council 1 596 towards funding to support a new element of the councils Australia Day celebrations King Island Council 818 towards funding to support a new element of the councils Australia Day celebrations Sorell Council 1 318 towards funding to support a new element of the councils Australia Day celebrations West Tamar Council 2 500 towards funding to support a new element of the councils Australia Day celebrations
TOTAL 9 516
Department of Premier and Cabinet - Annual Report 2011-12 148 Other Contributions
Other contributions - recipients Organisation $ Purpose Jim Bacon Foundation 50 000 towards a contribution to the fund Tasmanian Early Years Foundation 500 000 towards a contribution to the fund Tasmanian Electronic Commerce Centre 350 000 towards State Government Shareholder Contribution Tasmanian Electronic Commerce Centre 2011-2012 Unions Tasmania 100 000 towards Union Education Training Grant 2011- 12 University of Tasmania 40 000 towards the first instalment of the grant deed
TOTAL 1 040 000
Department of Premier and Cabinet - Annual Report 2011-12 149 Government procurement
In 2011-12, the Department awarded 32 contracts (23 contractors and 9 consultancies) with a value over $50 000 (excluding GST). The following table summarises the level of participation by local businesses with regard to contracts, tenders and/or quotation processes with a value of $50 000 or over (excluding GST). Summary of participation by local business (for contracts, tenders and/or quotation processes of 2011-12 $50 000 or over, ex GST) Total number of contracts awarded 32 Total number of contracts awarded to Tasmanian suppliers 25 Total value of contracts awarded $64 815 127 Total value of contracts awarded to Tasmanian suppliers $63 475 027 Total number of tenders called and written quotation processes 23 undertaken Total number of bids and/or written quotations received 121 Total number of bids and/or written quotations received from 58 Tasmanian businesses Seven contracts to the value of $1.3 million were awarded to interstate contractors due to the specialised nature of the tender briefs. Two exemptions were granted under Treasurers Instruction 1107, and three contracts were extended. No contracts were awarded as a result of direct/limited resourcing or contract extensions pursuant to Treasurer’s Instructions 1114 or 1115(3). A panel for service transformation support was appointed from November 2011 to December 2013 for TMD, Department of Premier and Cabinet. The panel includes the following suppliers: Freelance Global Ltd The Pitt Crew Pty Ltd Virtual CIO Pty Ltd (trading as Gartlands) Croger Associates Pty Ltd The Quill Consultancy Pty Ltd A S Consulting Pty Ltd Touchpaper Australia Pty Ltd.
Department of Premier and Cabinet - Annual Report 2011-12 150
Contracts awarded in 2011-12 with a value of $50 000 or over Contractor Location Description Period Total value ($)
Alphawest Services Hobart TRIM Environment Upgrade Oct 2011 to 85 320 Pty Ltd and Consolidation January 2012 Anittel Hobart Exchange 2010 Hardware October 2011 169 088 Aurora Energy Pty Hobart Networking Tasmania II April 2012 to 2 000 000 Ltd Agreement May 2015 Business Objects Hobart Crystal Enterprise Maintenance Dec 2011 to 50 000 and Support Licence Dec 2012 Agreement CDC Development Blackmans Office fit-out March 2012 to 104 200 (Tas) Pty Ltd Bay June 2012 CO2 Australian South Forest Carbon Study Nov 2011 to 249 900 Limited Melbourne May 2012 Corporate Express Hobart Desktops, Laptops and Screens May 2012 to 127 628 - supply of desktops and Dec 2012 laptops Directory Concepts Hobart Agency controlled January 2012 75 980 management extension to March 2012
(ACME) for forefront identity Extension 21 120 management (FIM) March 2012 to June 2012 Fairbrother Joinery Hobart Supply and Install Workstations March 2012 to 132 827 June 2012 August 2011 Help Desk Hobart Supply and Implementation of 150 000 to Solutions & Service Management software June 2012 Touchpaper by LANDesk iiNet Limited Hobart Networking Tasmania II March 2012 to 400 000 Agreement May 2015 Logica Hobart Exchange 2010 Upgrade Nov 2011to 115 000 Services January 2012 Logica Hobart Supply of SUN Oracle T3-1 June 2011 to 71 011 Server Pair June 2014 Dec 2011 to Logica Australia Pty Hobart Upgrade Of Connect Email 113 160 January 2012 Ltd Service Infrastructure From Exchange 2007 To Exchange 2010
Department of Premier and Cabinet - Annual Report 2011-12 151 Contracts awarded in 2011-12 with a value of $50 000 or over Contractor Location Description Period Total value ($)
Print Applied Dowsing Publishing and distribution of Oct 2011 to 10 000 000 Technology Pty Ltd Point, Tas Legislation, Parliamentary Sep 2016 materials and the Tasmanian Extension Government Gazette 4 000 000 Oct 2016 to
Sep 2018 Jan 2012 to Quinntessential Sydney Provision of Online Evaluation, 208 500 Dec 2014 Marketing Pty Ltd Onboarding and Exit Extension Interviews for the Tasmanian Jan 2015 to State Service 152 900 Dec 2016 Red Jelly Hobart Concessions Guide 2011-12 July 2011 to 66 736 August 2011 Sustainable Living Hobart Power Saving for Tenants Jan 2012 to 820 000 Tasmania Nov 2013 Tascon Hobart Office fit-out for TMD March 2012 to 381 435 Constructions Pty September 2012 Ltd Hobart March 2012 to Telstra Corporation Networking Tasmania II 24 000 000 May 2015 Pty Ltd Agreement Telstra Corporation Hobart Voice Services – Carriage and June 2012 to 4 000 000 Pty Ltd Calls Agreement with Telstra June 2014
Extension June 2014 to 16 000 000 June 2022 South May 2012 to Umow Lai Vic Pty Data Centre Assessment 60 000 Yarra, Vic Dec 2012 Ltd UXC Eclipse Hobart Development of Service Jan 2012 to 276 923 Tasmania's Procedural Oct 2012 Information Management System (PIMS)
Department of Premier and Cabinet - Annual Report 2011-12 152 Consultancy contracts awarded in 2011-12 with a value of $50 000 or over Consultant Location Description Period Total value ($)
Cherub Consulting Melbourne ICT Benchmarking Services April 2012 to 75 800 Dec 2012 Dr Michael Hobart Provision of technical advice in July 2011 to 70 000 Connarty relation to Hydro Tasmania Dec 2011 system April 2012 to Freelance Global Hobart For billing and expense 64 350 March 2013 Ltd management support Freelance Global Hobart Independent advisors for TMD June 2012 to 80 000 Ltd Technology Service Dec 2012 Transformation Frontier Economics Melbourne Economic Advisor for June 2011 to 338 000 Electricity Supply Industry October 2011 Expert Panel George O'Farrell Pomona, The review into the October 2011 70 000 QLD governance and structural to Dec 2011
arrangement of the Tasmanian Extension State Service and Dec 2011 to 20 000 appeal/review mechanisms and March 2012 jurisdiction as they relate to State Service employment Surefoot Consulting Melbourne Assistance with preparation of July 2011 to 165 000 requests for tender associated April 2012 with Voice Strategy Project Virtual CIO Pty Ltd Hobart Independent advisors for TMD June 2012 to 80 000 Technology Service Dec 2012 Transformation Xsquared Hobart Architectural services for fit-out March 2012 to 80 788 Architects works at 22 Elizabeth Street Sep2012
Department of Premier and Cabinet - Annual Report 2011-12 153 Financial statements
The Department of Premier and Cabinet’s financial statements for 2011-12 including: Statement of Comprehensive Income Statement of Financial Position Statement of Cash Flows Statement of Changes in Equity Notes to and forming part of the financial statements Certification of financial statements Independent audit report.
Department of Premier and Cabinet - Annual Report 2011-12 154
DEPARTMENT OF PREMIER AND CABINET
FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2012
Department of Premier and Cabinet - Annual Report 2011-12 155 Table of contents
Statement of Comprehensive Income 157
Statement of Financial Position 158
Statement of Cash Flows 159
Statement of Changes in Equity 160
Notes to and forming part of the Financial Statements 161
Department of Premier and Cabinet - Annual Report 2011-12 156 Department of Premier and Cabinet Statement of Comprehensive Income for the year ended 30 June 2012
2012 2012 2011 Budget Actual Actual Notes $’000 $’000 $’000 Continuing Operations Revenue and other income from transactions Revenue from Government Appropriation revenue – recurrent 2.8(a), 7.1 70,398 70,904 77,157 Appropriation revenue – works and services 2.8(a), 7.1, 250 250 250 14.3 Appropriation Carried Forward under section 8A(2) - 674 561 of the Public Account Act 1986 2.8(a), 7.1 Revenue from Special Capital Investment Funds 7.2,14.3 - 32 724 Grants 2.8(b), 7.3 - 218 176 Sales of goods and services 2.8(c), 7.4 33,603 29,538 30,333 Other revenue 2.8(d), 7.5 - 2,655 996 Total revenue and other income from transactions 104,251 104,271 110,197 Expenses from transactions Employee benefits 2.9(a), 8.1 39,815 40,462 40,542 Superannuation 8.1 4,305 4,271 4,345 Depreciation and amortisation 2.9(b), 8.2 1,174 1,244 956 Supplies and consumables 8.3 43,618 33,258 36,173 Grants, subsidies, donations and contributions 2.9(c), 8.4 3,369 5,540 8,896 Borrowing costs 2.9(d), 8.5 - 15 31 Transfers to Service Tasmania lead agencies 2.9(f) 11,442 11,450 11,202 Other transfer payments 2.9(f), 8.6 - 2,370 1,254 Transfers to the Consolidated Fund - 147 26 Contributions provided 2.9(e), 8.7 - - 215 Other expenses 2.9(f), 8.8 2,762 2,208 2,820 Total expenses from transactions 106,485 100,965 106,460
Net result from transactions (net operating balance) (2,234) 3,306 3,737
Other economic flows included in net result Net gain/(loss) on non-financial assets 2.10(a)(c), 9.1 - (1,042) - Total other economic flows included in net result - (1,042) - Net result (2,234) 2,264 3,737 Other economic flows - Other non-owner changes in equity Changes in asset revaluation reserve 13.1 - (5) - Comprehensive result (2,234) 2,259 3,737
This Statement of Comprehensive Income should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in Note 5.1 of the accompanying notes.
Department of Premier and Cabinet - Annual Report 2011-12 157 Department of Premier and Cabinet Statement of Financial Position as at 30 June 2012 2012 2012 2011 Budget Actual Actual Notes $’000 $’000 $’000 Assets Financial assets Cash and deposits 2.11(a), 14.1 3,666 15,171 10,278 Receivables 2.11(b), 10.1 4,824 4,419 4,770 Non-financial assets Inventories 2.11(c), 10.2 7 1 3 Plant, equipment and leasehold improvements 2.11(d), 10.3 2,565 2,240 2,435 Infrastructure 2.11(d), 10.4 622 631 822 Intangibles 2.11(e), 10.5 54 512 571 Other non-financial assets 2.11(f), 10.6 2,758 2,669 2,813 Total assets 14,496 25,643 21,692 Liabilities Financial liabilities Payables 2.12(a), 11.1 2,576 2,878 2,522 Interest bearing liabilities 2.12(b), 11.2 - - 227 Non-financial liabilities Provisions 2.12(c), 11.3 - 647 - Employee benefits 2.12(d), 11.4 9,441 10,933 10,416 Other non-financial liabilities 2.12(f), 11.5 2,049 2,891 2,492 Total liabilities 14,066 17,349 15,657 Net assets 430 8,294 6,035
Equity Reserves 13.1 - 5 10 Accumulated funds 430 8,289 6,025 Total Equity 430 8,294 6,035
This Statement of Financial Position should be read in conjunction with the accompanying notes.
Budget information refers to original estimates and has not been subject to audit.
Explanations of material variances between budget and actual outcomes are provided in Note 5.2 of the accompanying notes.
Department of Premier and Cabinet - Annual Report 2011-12 158 Department of Premier and Cabinet Statement of Cash Flows for the year ended 30 June 2012 2012 2012 2011 Budget Actual Actual Notes $’000 $’000 $’000 Inflows Inflows Inflows Cash flows from operating activities (Outflows) (Outflows) (Outflows) Cash inflows Appropriation receipts – recurrent 70,398 72,037 77,958 Appropriation receipts – capital 250 250 250 Receipts from non-operational capital funding - SCIF - 32 724 Grants - 218 176 Sales of goods and services 33,664 29,409 30,506 GST receipts 4,772 6,924 6,668 Other cash receipts - 3,695 1,016 Total cash inflows 109,084 112,565 117,298 Cash outflows Employee benefits (44,040) (44,212) (43,440) GST payments (4,772) (6,783) (6,727) Borrowing costs - (3) (55) Supplies and consumables (43,627) (32,402) (36,628) Grants and subsidies (3,369) (5,540) (8,897) Transfers to Service Tasmania lead agencies (11,442) (11,450) (11,202) Other transfer payments - (2,449) (1,332) Transfers to the Consolidated Fund - (147) (26) Other cash payments (2,762) (2,757) (2,341) Total cash outflows (110,012) (105,743) (110,648) Net cash from operating activities 14.2 (928) 6,822 6,650
Cash outflows Payments for acquisition of non-financial assets (133) (1,702) (1,586) Total cash outflows (133) (1,702) (1,586) Net cash used by investing activities (133) (1,702) (1,586)
Cash flows from financing activities Cash outflows Repayment of borrowings - (227) (688) Total cash outflows - (227) (688) Net cash from (used by) financing activities - (227) (688)
Net increase (decrease) in cash held and cash equivalents (1,061) 4,893 4,376 Cash and cash deposits at the beginning of the reporting period 4,727 10,278 5,902 Cash and cash deposits at the end of the reporting 14.1 3,666 15,171 10,278 period This Statement of Cash Flows should be read in conjunction with the accompanying notes.
Budget information refers to original estimates and has not been subject to audit.
Explanations of material variances between budget and actual outcomes are provided in Note 5.3 of the accompanying notes.
Department of Premier and Cabinet - Annual Report 2011-12 159 Department of Premier and Cabinet Statement of Changes in Equity for the year ended 30 June 2012
Reserves Accumulated Total funds equity 2012 $’000 $’000 $’000 Balance as at 1 July 2011 10 6,025 6,035 Total comprehensive result (5) 2,264 2,264
Balance as at 30 June 2012 5 8,289 8,294
Reserves Accumulated Total funds equity 2011 $’000 $’000 $’000 Balance as at 1 July 2010 180 2,118 2,298 Total comprehensive result - 3,737 3,737
180 5,855 6,035
Transfer of Heritage assets (170) 170 -
Balance as at 30 June 2011 10 6,025 6,035
This Statement of Changes in Equity should be read in conjunction with the accompanying notes.
Department of Premier and Cabinet - Annual Report 2011-12 160 Notes to and forming part of the Financial Statements for the year ended 30 June 2012
Contents NOTE 1 ... Administered Financial Statements ...... 163 1.1 ... Schedule of Administered Income and Expenses ...... 163 1.2 ... Schedule of Administered Cash Flows ...... 163 NOTE 2 ... Significant Accounting Policies ...... 164 2.1 ... Objectives and Funding ...... 164 2.2 ... Basis of Accounting ...... 165 2.3 ... Reporting Entity...... 165 2.4 ... Functional and Presentation Currency ...... 165 2.5 ... Changes in Accounting Policies ...... 165 2.6 ... Administered Transactions and Balances...... 167 2.7 ... Activities Undertaken Under a Trustee or Agency Relationship ...... 167 2.8 ... Income from transactions ...... 167 2.9 ... Expenses from transactions ...... 168 2.10 . Other economic flows included in net result ...... 169 2.11 . Assets ...... 170 2.12 . Liabilities ...... 171 2.13 . Leases ...... 172 2.15 . Judgements and Assumptions ...... 172 2.16 . Foreign Currency ...... 173 2.17 . Budget Information ...... 173 2.18 . Rounding ...... 173 2.19 . Departmental Taxation ...... 173 2.20 . Goods and Services Tax ...... 173 NOTE 3 ... Departmental Output Schedules ...... 174 3.1 ... Output Group Information ...... 174 3.2 ... Reconciliation of Total Output Groups Net Result to Statement of Comprehensive Income .. 183 3.3 ... Reconciliation of Total Output Groups Net Assets to Statement of Financial Position ...... 183 3.4 ... Administered Output Schedule ...... 183 3.5 ... Reconciliation of Total Administered Output Groups Comprehensive Result to Administered Changes in Equity ...... 184 NOTE 4 ... Expenditure under Australian Government Funding Arrangements ...... 184 NOTE 5 ... Explanations of Material Variances between Budget and Actual Outcomes ...... 185 5.1 ... Statement of Comprehensive Income ...... 185 5.2 ... Statement of Financial Position ...... 186 5.3 ... Statement of Cash Flows ...... 186 NOTE 6 ... Events Occurring After Balance Date ...... 187 NOTE 7 ... Income from transactions ...... 187 7.1 ... Revenue from Government ...... 187 7.2 ... Revenue from Special Capital Investment Funds ...... 188 7.3 ... Grants ...... 188 7.4 ... Sales of goods and services ...... 189 7.5 ... Other revenue ...... 189
Department of Premier and Cabinet - Annual Report 2011-12 161 NOTE 8 ... Expenses from transactions ...... 189 8.1 ... Employee benefits ...... 189 8.2 ... Depreciation and amortisation ...... 190 8.3 ... Supplies and consumables ...... 190 8.4 ... Grants, subsidies, donations and contributions ...... 191 8.5 ... Borrowing Costs ...... 193 8.6 ... Other transfer payments ...... 194 8.7 ... Contributions provided ...... 194 8.8 ... Other expenses ...... 194 NOTE 9 ... Other economic flows included in net result ...... 194 9.1 ... Net gain/(loss) on non-financial assets ...... 194 NOTE 10 . Assets ...... 195 10.1 . Receivables ...... 195 10.3 . Plant, equipment and leasehold improvements ...... 196 10.4 . Infrastructure ...... 197 10.5 . Intangibles ...... 197 10.6 . Other non-financial assets ...... 198 NOTE 11 . Liabilities ...... 198 11.1 . Payables ...... 198 11.2 . Interest bearing liabilities ...... 199 11.3 . Provisions ...... 199 11.4 . Employee benefits ...... 200 11.5 . Other liabilities ...... 200 NOTE 12 . Commitments and Contingencies ...... 201 12.1 . Schedule of Commitments...... 201 12.2 . Contingent Assets and Liabilities ...... 202 NOTE 13 . Reserves ...... 203 13.1 . Reserves ...... 203 NOTE 14 . Cash Flow Reconciliation...... 204 14.1 . Cash and deposits ...... 204 14.2 . Reconciliation of Net Result to Net Cash from Operating Activities ...... 204 14.3 . Acquittal of Capital Investment and Special Capital Investment Funds ...... 205 14.4 . Financing Facilities ...... 206 NOTE 15 . Financial Instruments ...... 206 15.1 . Risk Exposures ...... 206 15.2 . Categories of Financial Assets and Liabilities ...... 208 15.3 . Comparison between Carrying Amount and Net Fair Value of Financial Assets and Liabilities . 208 NOTE 16 . Notes to Administered Statements ...... 209 16.1 . Explanations of Material Variances between Budget and Actual Outcomes ...... 209 16.2 . Administered Revenue from Government...... 209 16.3 . Transfer to Tasmanian Community Fund ...... 209 NOTE 17 . Transactions and Balances Relating to a Trustee or Agency Arrangement ...... 209
Department of Premier and Cabinet - Annual Report 2011-12 162 NOTE 1 Administered Financial Statements
1.1 Schedule of Administered Income and Expenses 2012 2012 2011 Budget Actual Actual Notes $’000 $’000 $’000 Administered revenue and other income from transactions Revenue from Government Appropriation revenue – recurrent 2.8(a), 16.2 5,792 5,735 5,617 Total administered revenue and other income from transactions 5,792 5,735 5,617
Administered expenses from transactions Transfer to Tasmanian Community Fund 2.9(f), 16.3 5,792 5,735 5,617 Total administered expenses from transactions 5,792 5,735 5,617
Administered net result from transactions attributable to - - - the State Administered Comprehensive Result - - -
This Schedule of Administered Income and Expenses should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in Note 16.1 of the accompanying notes. The Department does not have any Administered Assets or Liabilities.
1.2 Schedule of Administered Cash Flows 2012 2012 2011 Budget Actual Actual Notes $’000 $’000 $’000 Inflows Inflows Inflows Administered cash flows from operating activities (Outflows) (Outflows) (Outflows) Administered cash inflows Appropriation receipts – Reserved by Law 16.2 5,792 5,735 5,617 Total administered cash inflows 5,792 5,735 5,617 Administered cash outflows Tasmanian Community Fund 16.3 (5,792) (5,735) (5,617) Total administered cash outflows (5,792) (5,735) (5,617) Administered net cash from (used by) operating activities - - -
This Schedule of Administered Cash Flows should be read in conjunction with the accompanying notes. Budget information refers to original estimates and has not been subject to audit. Explanations of material variances between budget and actual outcomes are provided in Note 16.1 of the accompanying notes.
Department of Premier and Cabinet - Annual Report 2011-12 163 NOTE 2 Significant Accounting Policies
2.1 Objectives and Funding The Department of Premier and Cabinet (the Department) provides a broad range of services to Cabinet, other members of Parliament, Government agencies and the community. The Department works closely with the public sector, the community, local government, the Australian Government and other state and territory governments. The Department is a central agency of the Tasmanian Government. The Ministers whom the Department supports as of 30 June 2012 are the Premier, the Minister for Local Government, the Minister for Veterans’ Affairs, the Minister for Children, the Minister for Aboriginal Affairs, the Minister for Community Development and the Minister for Climate Change. The Department also provided administrative support to the State Service Commissioner, the Electricity Supply Industry Expert Panel, Tasmania Together Progress Board and the Local Government Board. The Department has an important role in whole-of-government policy co-ordination, issues management, inter-governmental relations, information technology and telecommunications, public sector management, and coordination of government services through Service Tasmania. The Department delivers a range of outputs to support the activities of other public sector organisations. These services encompass project management, information resource management, inter-agency human resource management issues and across government telecommunication and computing services. Department activities contributing toward these outcomes are classified as either controlled or administered. Controlled activities involve the use of assets, liabilities, revenues and expenses controlled or incurred by the Department in its own right. Administered activities involve the management or oversight by the Department on behalf of the Government of items controlled or incurred by the Government. The Department is funded by a mixture of Parliamentary appropriations and retained revenues. It provides the following services on a fee-for-service basis: training services; legislation drafting; and telecommunications and computing services. The Financial Statements encompasses all funds through which the Department controls resources to carry out its functions. In the process of preparing accrual based reports for the Department as a single entity, all material intra-entity transactions and balances have been eliminated. 2.2 Basis of Accounting The Financial Statements are a general purpose financial report and have been prepared in accordance with: Australian Accounting Standards and interpretations issued by the Australian Accounting Standards Board; and The Treasurer’s Instructions issued under the provisions of the Financial Management and Audit Act 1990. The Financial Statements were signed by the Secretary on 15 August 2012.
Department of Premier and Cabinet - Annual Report 2011-12 164 Compliance with the Australian Accounting Standards (AAS) may not result in compliance with International Financial Reporting Standards (IFRS), as the AAS includes requirements and options available to not-for-profit organisations that are inconsistent with IFRS. The Department is considered to be not-for-profit and has adopted some accounting policies under AAS that do not comply with IFRS. The Financial Statements have been prepared on an accrual basis and, except where stated, are in accordance with the historical cost convention. The accounting policies are generally consistent with the previous year except for those changes outlined in Note 2.5. The Financial Statements have been prepared as a going concern. The continued existence of the Department in its present form, undertaking its current activities, is dependent on Government policy and on continuing appropriations by Parliament for the Department’s administration and activities. 2.3 Reporting Entity The Financial Statements include all the controlled activities of the Department. The Financial Statements consolidate material transactions and balances of the Department and entities included in its output groups. Material transactions and balances between the Department and such entities have been eliminated. 2.4 Functional and Presentation Currency These Financial Statements are presented in Australian dollars, which is the Department’s functional currency. 2.5 Changes in Accounting Policies a) Impact of new and revised Accounting Standards In the current year, the Department has adopted all of the new and revised AAS and interpretations issued by the Australian Accounting Standards Board (AASB) that are relevant to its operations and effective for the current annual reporting period. These include: AASB 1054 Australian Additional Disclosures – This Standard in conjunction with AASB 2011-1 Amendments to Australian Accounting Standards arising from the Trans-Tasman Convergence Project, removes disclosure requirements from other Standards and incorporates them in a single Standard to achieve convergence between Australian and New Zealand Accounting Standards. There is no financial impact. AASB 2009-12 Amendments to Australian Accounting Standards [AASBs 5, 8, 108, 110, 112, 119, 133, 137, 139, 1023 & 1031 and Interpretations 2, 4, 16, 1039 & 1052] – This Standard makes editorial amendments to a range of Australian Accounting Standards and Interpretations. There is no financial impact. AASB 2010-4 Further Amendments to Australian Accounting Standards arising from the Annual Improvements Project [AASBs 1, 7, 101, & 134 and Interpretation 13] – This Standard amends a range of Australian Accounting Standards and Interpretation as a consequence of the annual improvements project. The amendments to AASB 7 clarify financial instrument disclosures in relation to credit risk. The carrying amount of financial assets that would otherwise be past due or impaired, whose terms have been renegotiated, is no longer required to be disclosed. There is no financial impact. The amendments to AASB 101 clarify the presentation of the Statements of Changes in Equity. The disaggregation of other comprehensive income reconciling the carrying amount at the beginning and the end of the period for each component of equity is no longer required. There is no financial impact.
Department of Premier and Cabinet - Annual Report 2011-12 165 AASB 2010-5 Amendments to Australian Accounting Standards [AASBs 1, 3, 4, 5, 101, 107, 112, 118, 119, 121, 132, 133, 134, 137, 139, 140, 1023 & 1038 and Interpretations 112, 115, 127, 132 & 1042] – This Standard makes editorial amendments to a range of Australian Accounting Standards. There is no financial impact. AASB 2010-6 Amendments to Australian Accounting Standards – Disclosures on Transfers of Financial Assets [AASBs 1 & 7] – This Standard introduces additional disclosure relating to transfers of financial assets in AASB 7. An entity shall disclose all transferred financial assets that are not derecognised and any continuing involvement in a transferred asset, existing at the reporting date, irrespective of when the related transfer transaction occurred. There is no financial impact. AASB 2011-1 Amendments to Australian Accounting Standards arising from the Trans-Tasman Convergence Project [AASBs 1, 5, 101, 107,108, 121, 128, 132 & 134 and Interpretations 2, 112 & 113] – this Standard, in conjunction with AASB 1054, removes disclosure requirements from other Standards and incorporates them in a single Standards to achieve convergence between Australian and New Zealand Accounting Standards. There is no financial impact. b) Impact of new and revised Accounting Standards yet to be applied The following new standards have been issued by the AASB and are yet to be applied: AASB 9 Financial Instruments – This Standard supersedes AASB 139 Financial Instruments: recognition and Measurement, introducing a number of changes to accounting treatments. The Standard was reissued in December 2010. The Department has not yet determined the potential financial impact of the standard. AASB 13 Fair Value Measurement – This Standard defines fair value, sets out a framework for measuring fair value and requires disclosures about fair value measurements. There is no financial impact. AASB 119 Employee Benefits – This Standard supersedes AASB 119 Employee Benefits, introducing a number of changes to accounting treatments. The Standard was issued in September 2011. The Department has not yet determined the application or the potential impact of the Standard. AASB 1053 Application of Tiers of Australian Accounting Standards – This Standard establishes a differential financial reporting framework consisting of two tiers of reporting requirements for preparing general purpose financial statements. The Standard does not have any financial impact on the Department. However, it may affect disclosures if reduced disclosure requirements apply. AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010) [AASBs 1, 3, 4, 5, 7, 101, 102, 108,112, 118, 120, 121, 127, 128, 131, 132, 136, 137, 139, 1023 & 1038 and Interpretations 2, 5, 10, 12, 19, & 127] – This Standard makes consequential amendments to other Australian Accounting Standards and Interpretations as a result of issuing AASB in December 2010. It is not anticipated that there will be any financial impact. AASB 2011-7 Amendments to Australian Accounting Standards arising from the Consolidation and Joint Arrangements Standards [AASBs 1, 2, 3, 5, 7, 9, 2009-11, 101, 107, 112, 118, 121, 124, 132, 133, 136, 138, 139, 1023 & 1038 and Interpretations 5, 9, 16 and 17] – This Standard replaces the existing definition and fair value guidance in other Australian Accounting Standards and Interpretations as the result of issuing AASB 13 in September 2011. It is not expected to have a financial impact. AASB 2011-8 Amendments to Australian Accounting Standards arising from AASB 13 [AASBs 1, 2, 3, 4, 5, 7, 9, 2009-11, 2010-7,101, 102, 108, 110, 116, 117, 118, 119, 120, 121, 128, 131, 132, 133, 134, 136, 138, 139, 140, 141, 1004, 1023 &1038 and Interpretations 2, 4, 12, 13, 14, 17, 19, 131 & 132] – This Standard replaces the existing definition of fair value guidance in other Australian Accounting Standards and Interpretations as the result of issuing AASB 13 in September 2011. There is no expected financial impact.
Department of Premier and Cabinet - Annual Report 2011-12 166 AASB 2011-9 Amendments to Australian Accounting Standards – Presentation of Items of Other Comprehensive Income [AASBs 1, 5, 7, 101, 112, 120, 121, 132, 133, 134, 1039 & 1049] – This Standard requires to group items presented in other comprehensive income on the basis of whether they are potentially reclassifiable to profit or loss subsequently (reclassification adjustments). It is not expected to have a financial impact. AASB 2011-10 Amendments to Australian Accounting Standards arising from AASB 119 (September 2011) [AASBs 1, 8, 101, 124, 134, 1049 & 2011-8 and Interpretations 14] – This Standard makes amendments to other Australian Accounting Standards and Interpretation as a result of issuing AASB 119 Employee Benefits in September 2011. It is not expected to have a financial impact. 2.6 Administered Transactions and Balances The Department administers, but does not control, certain resources on behalf of the Government as a whole. It is accountable for the transactions involving such administered resources, but does not have the discretion to deploy resources for the achievement of the Department’s objectives. Administered assets, liabilities, expenses and revenues are disclosed in Note 1 to the Financial Statements. 2.7 Activities Undertaken Under a Trustee or Agency Relationship Transactions relating to activities undertaken by the Department in a trust or fiduciary (agency) capacity do not form part of the Department’s activities. Trustee and agency arrangements, and transactions/balances relating to those activities, are neither controlled nor administered. Fees, commissions earned and expenses incurred in the course of rendering services as a trustee or through an agency arrangement are recognised as controlled transactions. The Department holds monies in a trustee capacity on behalf of the Jim Bacon Foundation, the Tasmanian Early Years Foundation and the Tasmanian Community Fund. As the Department performs only a custodial role in respect of these monies, and because the monies cannot be used for achievement of the Department’s objectives, transactions and balances relating to a trustee arrangement are not recognised as departmental revenues, expenses, assets or liabilities in these Financial Statements. A summary of transactions is provided in Note 17. 2.8 Income from transactions Income is recognised in the Statement of Comprehensive Income when an increase in future economic benefits related to an increase in an asset or a decrease of a liability has arisen that can be measured reliably. All income is operating related. a) Revenue from Government Appropriations, whether recurrent or capital, are recognised as revenues in the period in which the Department gains control of the appropriated funds. Except for any amounts identified as carried forward in Note 7.1 and 16.2, control arises in the period of appropriation. b) Grants Grants payable by the Australian Government are recognised as revenue when the Department gains control of the underlying assets. Where grants are reciprocal, revenue is recognised as performance occurs under the grant. Non-reciprocal grants are recognised as revenue when the grant is received or receivable. Conditional grants may be reciprocal or non-reciprocal depending on the terms of the grant.
Department of Premier and Cabinet - Annual Report 2011-12 167 c) Sales of goods and services Amounts earned in exchange for the provision of goods are recognised when the significant risks and rewards of ownership have been transferred to the buyer. Revenue from the provision of services is recognised in proportion to the stage of completion of the transaction at the reporting date. The stage of completion is assessed by reference to surveys of work performed. d) Other revenue Revenue from charges for services provided and other recoveries and transfers is recognised when an increase in future economic benefit relating to an increase in an asset or a decrease in a liability has arisen and can be reliably measured. 2.9 Expenses from transactions Expenses are recognised in the Statement of Comprehensive Income when a decrease in future economic benefits related to a decrease in an asset or an increase of a liability has arisen that can be measured reliably. a) Employee benefits Employee benefits include, where applicable, entitlements to wages and salaries, recreation leave, personal leave, long service leave, superannuation and other post-employment benefits. b) Depreciation and amortisation All applicable non-financial assets having a limited useful life are systematically depreciated over their useful lives in a manner that reflects the consumption of their service potential. Depreciation is provided for on a straight line basis, using rates which are reviewed annually. Major depreciation periods are: Minor computing equipment 3 years Major computing equipment 5 years Office plant and equipment 5 years Leasehold improvements 10 years Infrastructure 10 years Heritage assets are not depreciated. All intangible assets having a limited useful life are systematically amortised over their useful lives reflecting the pattern in which the asset’s future economic benefits are expected to be consumed by the Department. Intangibles (software) are amortised over 3 years. c) Grants, subsidies, donations and contributions Grants and subsidies expenditure is recognised to the extent that: the services required to be performed by the grantee have been performed; or the grant eligibility criteria have been satisfied. Donations and contributions are assessed individually to provide support to communities nationally, statewide and locally. A liability is recorded when the Department has a binding agreement to make the grant but services have not been performed or criteria satisfied. Where grant monies are paid in advance of performance or eligibility, a prepayment is recognised.
Department of Premier and Cabinet - Annual Report 2011-12 168 d) Borrowing costs All borrowing costs are expensed as incurred using the effective interest method. Borrowing costs include: interest on bank overdrafts and short term and long term borrowings; unwinding of discounted provisions; amortisation of discounts or premiums related to borrowings; amortisation of ancillary costs incurred in connection with the arrangement of borrowings; and finance lease charges. e) Contributions provided Contributions provided free of charge by the Department to another entity are recognised as an expense when fair value can be reliably determined. f) Other expenses Expenses from acquisition of supplies and services are recognised when the obligation to pay can be reliably measured, usually at the time of supply of such supplies and services. Transfers to Service Tasmania lead agencies relate to recoveries by lead agencies (Department of Education and Department of Primary Industries, Parks, Water and Environment) for delivery of services to Service Tasmania. Other transfer payments relate to transfers of funding to other agencies, foundations and other Government entities. 2.10 Other economic flows included in net result a) Gain (Loss) from the Sale of Non-financial Assets Gains or losses from the sale of non-financial assets are recognised when control of the asset has passed to the buyer. b) Impairment – Financial Assets Financial assets are assessed at each reporting date to determine whether there is any objective evidence that there are any financial assets that are impaired. A financial asset is considered to be impaired if objective evidence indicates that one or more events have had a negative effect on the estimated future cash flows of that asset. An impairment loss, in respect of a financial asset measured at amortised cost, is calculated as the difference between its carrying amount, and the present value of the estimated future cash flows discounted at the original effective interest rate. All impairment losses are recognised in the Statement of Comprehensive Income. An impairment loss is reversed if the reversal can be related objectively to an event occurring after the impairment loss was recognised. For financial assets measured at amortised cost, the reversal is recognised in profit or loss. c) Impairment – Non Financial Assets All non-financial assets are assessed to determine whether any impairment exists. Impairment exists when the recoverable amount of an asset is less than its carrying amount. Recoverable amount is the higher of fair value less costs to sell and value in use. The Department’s assets are not used for the purpose of generating cash flows; therefore value in use is based on depreciated replacement cost where the asset would be replaced if deprived of it. All impairment losses are recognised in the Statement of Comprehensive Income. Impairment losses recognised in prior periods are assessed at each reporting date for any indications that the loss has decreased or no longer exists. An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been determined, net of depreciation or amortisation, if no impairment loss had been recognised.
Department of Premier and Cabinet - Annual Report 2011-12 169 d) Other gains/(losses) from other economic flows Other gains/(losses) from other economic flows include gains or losses from reclassifications of amounts from reserves and/or accumulated surplus to net result, and from the revaluation of the present values of the long service leave liability due to changes in the bond interest rate. 2.11 Assets Assets are recognised in the Statement of Financial Position when it is probable that the future economic benefits will flow to the Department and the asset has a cost or value that can be measured reliably. a) Cash and deposits Cash means notes, coins, any deposits held at call with a bank or financial institution, as well as funds held in the Special Deposits and Trust Fund. Deposits are recognised at amortised cost, being their face value. b) Receivables Receivables are recognised at amortised cost, less any impairment losses. However, due to the short settlement period, receivables are not discounted back to their present value. c) Inventories Inventories held for distribution are valued at cost adjusted, when applicable, for any loss of service potential. Inventories acquired for no cost or nominal consideration are valued at current replacement cost. Inventories are measured at the lower of cost and current replacement cost. d) Plant, equipment, leasehold improvements and infrastructure (i) Valuation basis Heritage assets are recorded at fair value. All other non-current physical assets, including work in progress, are recorded at historical cost less accumulated depreciation and accumulated impairment losses. Cost includes expenditure that is directly attributable to the acquisition of the asset. The costs of self- constructed assets includes the cost of materials and direct labour, any other costs directly attributable to bringing the asset to a working condition for its intended use, and the costs of dismantling and removing the items and restoring the site on which they are located. Purchased software that is integral to the functionality of the related equipment is capitalised as part of that equipment. When parts of an item of plant, equipment and leasehold improvements have different useful lives, they are accounted for as separate items (major components) of plant and equipment. (ii) Subsequent costs The cost of replacing part of an item of plant, equipment and any leasehold improvement is recognised in the carrying amount of the item if it is probable that the future economic benefits embodied within the part will flow to the Department and its costs can be measured reliably. The carrying amount of the replaced part is derecognised. The costs of day-to-day servicing of plant, equipment and leasehold improvements are recognised in profit or loss as incurred. (iii) Asset recognition threshold The asset capitalisation threshold adopted by the Department for all classes of assets is $10,000, with the exception of assets held by TMD. For business purposes TMD has adopted a recognition threshold of $1,000. Items purchased that are valued at less than the asset capitalisation threshold of their class of asset are charged to the Statement of Comprehensive Income in the year of purchase (other than where they form part of a group of similar items which are material in total). (iv) Revaluations The Department’s heritage assets (furniture) are revalued on a three yearly basis. They were revalued by Gowans Auctions (Auctioneers and Valuers) in June 2012. Heritage assets are reported at fair value. Details of the revaluation are in Note 10.3.
Department of Premier and Cabinet - Annual Report 2011-12 170 e) Intangibles An intangible asset is recognised where: it is probable that an expected future benefit attributable to the asset will flow to the Department; and the cost of the asset can be reliably measured. Intangible assets held by the Department are valued at fair value less any subsequent accumulated amortisation and any subsequent accumulated impairment losses where an active market exists. Where no active market exists, intangibles are valued at cost less any accumulated amortisation and any accumulated impairment losses. Intangible assets for the Department are not revalued due to software having a limited useful life. f) Other non-financial assets Prepayments are recognised when they occur and are measured at the nominal amount. 2.12 Liabilities Liabilities are recognised in the Statement of Financial Position when it is probable that an outflow of resources embodying economic benefits will result from the settlement of a present obligation and the amount at which the settlement will take place can be measured reliably. a) Payables Payables, including goods received and services incurred but not yet invoiced, are recognised at amortised cost, which due to the short settlement period, equates to face value, when the Department becomes obliged to make future payments as a result of a purchase of assets or services. b) Interest bearing liabilities Bank loans and other loans are initially measured at fair value, net of transaction costs. Bank loans and other loans are subsequently measured at amortised cost using the effective interest rate method, with interest expense recognised on an effective yield basis. The effective interest rate method is a method of calculating the amortised cost of a financial liability and allocating interest expense over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash payments through the expected life of the financial liability, or where appropriate, a shorter period. c) Provisions A provision arises if, as a result of a past event, the Department has a present legal or constructive obligation that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation. Provisions are determined by discounting the expected future cash flows at a rate that reflects current market assessments of the time value of money and the risks specific to the liability. Any right to reimbursement relating to some or all of the provision is recognised as an asset when it is virtually certain that the reimbursement will be received. d) Employee benefits Liabilities for wages and salaries and recreation leave are recognised when the employee becomes entitled to receive a benefit. Those liabilities expected to be realised within 12 months are measured as the amount expected to be paid. Other employee entitlements are measured as the present value of the benefit at 30 June 2012, where the impact of discounting is material, and at the amount expected to be paid if discounting is not material. A liability for long service leave is recognised, and is measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date. e) Superannuation (i) Defined contributions plans A defined contribution plan is a post-employment benefit plan under which an entity pays fixed contributions into a separate entity and will have no legal or constructive obligation to pay further
Department of Premier and Cabinet - Annual Report 2011-12 171 amounts. Obligations for contributions to defined contribution plans are recognised as an expense when they fall due. (ii) Defined benefit plans A defined benefit plan is a post-employment benefit plan other than a defined contribution plan. The Department does not recognise a superannuation liability for the accruing superannuation benefits of employees. This liability is held centrally and is recognised within the Finance-General Division of the Department of Treasury and Finance. f) Other financial liabilities Other liabilities are recognised in the Statement of Financial Position when it is probable that the outflow of resources embodying economic benefits will result from the settlement of a present obligation and the amount at which the settlement will take place can be measured reliably. Other liabilities consist of employee benefits on costs, revenue received in advance, appropriation carried forward from current year under Section 8A(2) carry forward in the Public Account Act 1986 and a lease incentive liability. 2.13 Leases The Department has entered into a number of operating lease agreements for buildings and office equipment, where the lessors effectively retain all the risks and benefits incidental to ownership of the items leased. Equal instalments of lease payments are charged to the Statement of Comprehensive Income over the lease term, as this is representative of the pattern of benefits to be derived from the leased property. The Department is prohibited by Treasurer’s Instruction 502 Leases from holding finance leases. 2.15 Judgements and Assumptions In the application of Australian Accounting Standards, the Department is required to make judgements, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimates are revised if the revisions affect only that period, or in the period of the revisions and future periods if the revisions affect both current and future periods. Judgements made by the Department that have significant effects on the Financial Statements are disclosed in the relevant notes to the Financial Statements. These judgements include: Asset revaluations refer note 2.11(d); Provision for impairment refer note 2.10 (b); and Provisions for Employee benefits refer note 2.12(d). The Department has made no assumptions concerning the future that may cause a material adjustment to the carrying amounts of assets and liabilities within the next reporting period. 2.16 Foreign Currency Transactions denominated in a foreign currency are converted at the exchange rate at the date of the transaction. Foreign currency receivables and payables are translated at the exchange rates current as at balance date. 2.17 Budget Information Budget information refers to original estimates as disclosed in the 2011-12 Budget Papers and is not subject to audit.
Department of Premier and Cabinet - Annual Report 2011-12 172 2.18 Rounding All amounts in the Financial Statements have been rounded to the nearest thousand dollars unless otherwise stated. Where the result of expressing amounts to the nearest thousand dollars would result in an amount of zero, the financial statement will contain a note expressing the amount to the nearest whole dollar. 2.19 Departmental Taxation The Department is exempt from all forms of taxation except Fringe Benefits Tax, Payroll Tax and the Goods and Services Tax (GST). 2.20 Goods and Services Tax Revenue, expenses and assets are recognised net of the amount of Goods and Services Tax, except where the GST incurred is not recoverable from the Australian Taxation Office (ATO). Receivables and payables are stated inclusive of GST. The net amount recoverable or payable to the ATO is recognised as an asset or liability within the Statement of Financial Position. In the Statement of Cash Flows, the GST component of cash flows arising from operating, investing or financing activities which is recoverable from, or payable to, the ATO is, in accordance with the AAS, classified as operating cash flows.
Department of Premier and Cabinet - Annual Report 2011-12 173 NOTE 3 Departmental Output Schedules
3.1 Output Group Information Comparative information has not been restated for external administrative restructures. Budget information refers to original estimates and has not been subject to audit.
(I) MINISTERIAL AND PARLIAMENTARY SUPPORT OUTPUT GROUP Output Group 1 – Support For Members of Parliament 2012 2012 2011 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 19,045 19,762 21,459 Sales of goods and services - 1 3 Other revenue - 1,012 160 Total revenue and other income from transactions 19,045 20,775 21,622 Expenses from transactions Employee benefits Salaries and wages 11,163 13,188 14,524 Other employee related expenses 344 49 90 Superannuation 1,263 1,208 1,348 Depreciation and amortisation 17 59 - Grants, subsidies, donations and contributions - - 1 Borrowing costs - 5 - Supplies and consumables Advertising and promotion - 14 43 Communications 428 430 432 Consultants 22 27 71 Information technology 288 148 182 Maintenance 273 25 66 Operating lease costs - 475 552 Property services 2,253 2,759 2,668 Travel and transport 1,502 485 1,015 Other supplies and consumables 641 796 501 Other transfer payments - 8 4 Contributions provided - - 215 Other expenses 852 733 973 Total expenses from transactions 19,046 20,409 22,685 Net result from transactions (net operating balance) (1) 366 (1,063) Net Result (1) 366 (1,063) Other economic flows – Other non-owner changes in equity Changes in asset revaluation reserve - (5) - Comprehensive result (1) 361 (1,063)
Expense by output 1.1 Support for Ministers 15,349 15,684 17,900 1.2 Support for other Members of Parliament 3,697 4,725 4,785 Total 19,046 20,409 22,685 Net assets Total assets deployed for Output Group 1 569 335 Total liabilities incurred for Output Group 1 (3,400) (3,562) Net assets deployed for Output Group 1 (2,831) (3,227)
Department of Premier and Cabinet - Annual Report 2011-12 174 (II) DEPARTMENTAL OUTPUT GROUPS Output Group 1 – Support for Executive Decision Making 2012 2012 2011 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 10,015 10,020 9,773 Section 8A(2) carry forward revenue - 285 471 Sales of goods and services 92 663 184 Total revenue and other income from transactions 10,107 10,968 10,428 Expenses from transactions Employee benefits Salaries and wages 4,673 4,538 4,422 Other employee related expenses 147 83 94 Superannuation 562 536 511 Depreciation and amortisation 193 55 10 Grants, subsidies, donations and contributions 1,168 2,792 2,403 Borrowing costs - 2 - Supplies and consumables Advertising and promotion 41 24 128 Board members’ fees - 75 114 Communications 69 127 142 Consultants 78 351 97 Information technology 129 174 99 Maintenance - 14 13 Operating lease costs - 83 110 Property services 578 595 628 Travel and transport 254 122 165 Other supplies and consumables 2,047 712 1,159 Other transfer payments - 427 217 Transfers to the Consolidated Fund - 17 18 Other expenses 323 273 320 Total expenses from transactions 10,262 11,000 10,650 Net result from transactions (net operating balance) (155) (32) (222) Net Result (155) (32) (222) Comprehensive result (155) (32) (222)
Expense by output 1.1 Strategic Policy and Advice 4,777 4,265 4,697 1.2 Climate Change 1,831 3,003 1,771 1.3 Social Inclusion 3,654 3,732 4,182 Total 10,262 11,000 10,650
Net assets Total assets deployed for Output Group 1 448 574 Total liabilities incurred for Output Group 1 (1,400) (1,381) Net assets deployed for Output Group 1 (952) (807)
Department of Premier and Cabinet - Annual Report 2011-12 175 Output Group 2 – Government Processes and Services 2012 2012 2011 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 13,210 12,158 15,369 Grants - 121 121 Sales of goods and services 508 546 362 Other revenue - 750 120 Total revenue and other income from transactions 13,718 13,575 15,972 Expenses from transactions Employee benefits Salaries and wages 6,640 5,338 6,459 Other employee related expenses 440 87 119 Superannuation 731 636 813 Depreciation and amortisation 50 48 23 Grants, subsidies, donations and contributions 810 721 2,768 Borrowing costs - 4 31 Supplies and consumables Advertising and promotion 160 104 102 Board members’ fees - 229 237 Communications 143 147 135 Consultants (20) 993 331 Information technology 686 539 383 Maintenance - 11 30 Operating lease costs - 95 132 Property services 670 685 989 Travel and transport 396 122 275 Other supplies and consumables 3,217 1,046 2,127 Other transfer payments - 521 96 Transfers to the Consolidated Fund - 123 1 Other expenses 472 261 475 Total expenses from transactions 14,395 11,710 15,526 Net result from transactions (net operating balance) (677) 1,865 446 Net Result (677) 1,865 446 Comprehensive result (677) 1,865 446
Expense by output 2.1 Management of Executive Government Processes 6,721 5,684 8,972 2.2 Principal and Subordinate Legislation 3,400 2,902 3,003 2.3 Tasmanian Government Courier 655 628 608 2.4 Corporate Support to Parliamentary Offices 1,573 694 1,709 2.5 Electricity Industry Review Panel 2,046 1,802 1,234 Total 14,395 11,710 15,526
Net assets Total assets deployed for Output Group 2 5,707 3,904 Total liabilities incurred for Output Group 2 (2,749) (3,045) Net assets deployed for Output Group 2 2,958 859
Department of Premier and Cabinet - Annual Report 2011-12 176 Output Group 3 – Electronic Services for Government Agencies and the Community 2012 2012 2011 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 14,813 14,572 17,066 Sales of goods and services 31,632 27,947 28,835 Other revenue - 181 98 Total revenue and other income from transactions 46,445 42,700 45,999 Expenses from transactions Employee benefits Salaries and wages 8,108 8,380 7,778 Other employee related expenses 615 84 131 Superannuation 858 875 815 Depreciation and amortisation 902 1,028 916 Grants, subsidies, donations and contributions 345 350 350 Borrowing costs - 2 - Supplies and consumables Advertising and promotion 60 28 33 Board members’ fees - 7 7 Communications 16,709 13,957 15,418 Consultants 532 667 257 Information technology 2,163 1,712 1,455 Maintenance - 22 44 Operating lease costs - 84 77 Property services 1,667 1,319 1,259 Travel and transport 159 96 76 Other supplies and consumables 3,490 710 603 Transfers to Service Tasmania lead agencies 11,442 11,200 10,952 Other transfer payments - 32 - Other expenses 608 459 547 Total expenses from transactions 47,658 41,012 40,718 Net result from transactions (net operating balance) (1,213) 1,688 5,281
Other economic flows included in net result Net gain/loss on non-financial assets - (1,042) - Total other economic flows included in net result - (1,042) - Net Result (1,213) 646 5,281 Comprehensive result (1,213) 646 5,281
Expense by output 3.1 ICT Policy Development and Implementation 1,923 1,667 2,244 3.2 Management and Ongoing Development of Service Tasmania 12,770 12,647 12,076 3.3 Delivery of ICT Services 32,965 26,698 26,398 Total 47,658 41,012 40,718 Net assets Total assets deployed for Output Group 3 16,865 14,779 Total liabilities incurred for Output Group 3 (6,514) (5,075) Net assets deployed for Output Group 3 10,351 9,704
Department of Premier and Cabinet - Annual Report 2011-12 177 Output Group 4 – State Service Management 2012 2012 2011 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 3,822 3,984 3,782 Sales of goods and services 1,369 1,044 1,122 Other revenue - 20 58 Total revenue and other income from transactions 5,191 5,048 4,962 Expenses from transactions Employee benefits Salaries and wages 2,513 3,040 2,446 Other employee related expenses 71 112 26 Superannuation 283 360 300 Depreciation and amortisation 10 16 4 Grants, subsidies, donations and contributions - 40 - Borrowing costs - 1 - Supplies and consumables Advertising and promotion (65) 16 49 Communications 51 37 36 Consultants 4 67 - Information technology 96 104 89 Maintenance - 5 6 Operating lease costs - 34 33 Property services 374 242 282 Travel and transport 54 35 33 Other supplies and consumables 1,492 712 1,084 Other transfer payments 170 316 415 Other expenses 167 156 175 Total expenses from transactions 5,220 5,293 4,978 Net result from transactions (net operating balance) (29) (245) (16) Net Result (29) (245) (16) Comprehensive result (29) (245) (16)
Expense by output 4.1 State Service Employment and Management 4,216 4,249 3,850 4.2 Support for the State Service Commissioner 1,004 1,044 1,128 Total 5,220 5,293 4,978
Net assets Total assets deployed for Output Group 4 1,362 814 Total liabilities incurred for Output Group 4 (1,743) (909) Net assets deployed for Output Group 4 (381) (95)
Department of Premier and Cabinet - Annual Report 2011-12 178 Output Group 5 – Tasmania Together Progress Board 2012 2012 2011 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 1,135 973 1,151 Other revenue - - 48 Total revenue and other income from transactions 1,135 973 1,199 Expenses from transactions Employee benefits Salaries and wages 568 447 561 Other employee related expenses 16 6 1 Superannuation 69 64 90 Depreciation and amortisation - 4 - Supplies and consumables Advertising and promotion 12 58 177 Board members’ fees - 154 158 Communications 14 12 12 Consultants 23 25 22 Information technology 16 21 10 Maintenance - 1 1 Operating lease costs - 11 12 Property services 80 61 50 Travel and transport 19 10 13 Other supplies and consumables 279 37 70 Other transfer payments - 3 - Transfers to the Consolidated Fund - - 1 Other expenses 38 36 52 Total expenses from transactions 1,134 950 1,230 Net result from transactions (net operating balance) 1 23 (31) Net Result 1 23 (31) Comprehensive result 1 23 (31)
Expense by output 5.1 Support for Tasmania Together Progress Board 1,134 950 1,230 Total 1,134 950 1,230
Net assets Total assets deployed for Output Group 5 40 39 Total liabilities incurred for Output Group 5 (159) (168) Net assets deployed for Output Group 5 (119) (129)
Department of Premier and Cabinet - Annual Report 2011-12 179 Output Group 6 – Community Development 2012 2012 2011 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 6,406 6,821 6,253 Section 8A(2) carry forward revenue - 388 - Grants - 97 55 Sales of goods and services 2 - 11 Other revenue - 30 328 Total revenue and other income from transactions 6,408 7,336 6,647 Expenses from transactions Employee benefits Salaries and wages 3,125 3,603 2,821 Other employee related expenses 29 51 22 Superannuation 384 435 346 Depreciation and amortisation 2 26 2 Grants, subsidies, donations and contributions 940 1,595 2,054 Borrowing costs - 1 - Supplies and consumables Advertising and promotion 122 86 345 Board members’ fees - 12 7 Communications 92 96 134 Consultants 122 29 53 Information technology 100 132 48 Maintenance - 10 9 Operating lease costs - 46 62 Property services 452 469 349 Travel and transport 124 178 65 Other supplies and consumables 865 293 340 Other transfer payments - 395 484 Transfers to the Consolidated Fund - 7 6 Other expenses 214 208 204 Total expenses from transactions 6,571 7,672 7,351 Net result from transactions (net operating balance) (163) (336) (704) Net Result (163) (336) (704) Comprehensive result (163) (336) (704)
Expense by output 6.1 Community Development – policy advice and ongoing community development 6,571 7,672 7,351 Total 6,571 7,672 7,351
Net Assets Total assets deployed for Output Group 6 606 1,217 Total liabilities incurred for Output Group 6 (1,084) (1,276) Net assets deployed for Output Group 6 (478) (59)
Department of Premier and Cabinet - Annual Report 2011-12 180 Output Group 7 – Development of Local Government 2012 2012 2011 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from appropriation 1,952 2,614 2,304 Section 8A(2) carry forward revenue - - 90 Total revenue and other income from transactions 1,952 2,614 2,394 Expenses from transactions Employee benefits Salaries and wages 1,336 1,448 1,027 Other employee related expenses 28 9 21 Superannuation 155 155 122 Depreciation and amortisation - 7 2 Grants, subsidies, donations and contributions (314) 10 596 Supplies and consumables Advertising and Promotion 11 13 6 Board members’ fees - 9 2 Communications 24 14 18 Consultants 31 36 109 Information technology 43 50 27 Maintenance - 3 2 Operating lease costs - 18 23 Property services 151 32 179 Travel and transport 105 31 27 Other supplies and consumables 291 52 75 Other transfer payments - 668 38 Other expenses 88 82 74 Total expenses from transactions 1,949 2,637 2,348 Net result from transactions (net operating balance) 3 (23) 46 Net Result 3 (23) 46 Comprehensive result 3 (23) 46
Expense by output 7.1 Development of Local Government 1,949 2,637 2,348 Total 1,949 2,637 2,348
Net assets Total assets deployed for Output Group 7 46 30 Total liabilities incurred for Output Group 7 (300) (241) Net assets deployed for Output Group 7 (254) (211)
Department of Premier and Cabinet - Annual Report 2011-12 181 Capital Investment Program 2012 2012 2011 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Appropriation revenue – works and services 250 250 250 Total revenue and other income from transactions 250 250 250 Expenses from transactions Transfers to Service Tasmania lead agencies 250 250 250 Total expenses from transactions 250 250 250 Net result from transactions (net operating balance) - - - Net Result - - - Comprehensive result - - - Expense by project Service Tasmania Shops Capital Investment 250 250 250 Total 250 250 250
Infrastructure Fund 2012 2012 2011 Budget Actual Actual $'000 $'000 $'000 Continuing Operations Revenue and other income from transactions Revenue from Special Capital Investment Funds - 32 724 Total revenue and other income from transactions - 32 724 Expenses from transactions Grants, subsidies, donations and contributions - 32 724 Total expenses from transactions - 32 724 Net result from transactions (net operating balance) - - - Net Result - - - Comprehensive result - - - Expense by project Main Street Makeover Program - 32 724 Total - 32 724
Net assets Total assets deployed for Infrastructure Fund - - Total liabilities incurred for Infrastructure Fund - - Net assets deployed for Infrastructure Fund - -
Department of Premier and Cabinet - Annual Report 2011-12 182 3.2 Reconciliation of Total Output Groups Net Result to Statement of Comprehensive Income 2012 2012 2011 Budget Actual Actual $'000 $'000 $'000 Total comprehensive result of Output Groups (2,234) 2,259 3,737
Reconciliation to comprehensive result - - -
Comprehensive result (2,234) 2,259 3,737
3.3 Reconciliation of Total Output Groups Net Assets to Statement of Financial Position 2012 2011 Actual Actual $'000 $'000 Total net assets deployed for Output Groups 8,294 6,035
Reconciliation to net assets Assets unallocated to Output Groups - - Liabilities unallocated to Output Groups - - Net assets 8,294 6,035
3.4 Administered Output Schedule Budget information refers to original estimates and has not been subject to audit. Output Group – Administered Items 2012 2012 2011 Budget Actual Actual $'000 $'000 $'000 Administered revenue and other income from transactions Revenue from appropriation 5,792 5,735 5,617 Total administered revenue and other income from transactions 5,792 5,735 5,617
Administered expenses from transactions Tasmanian Community Fund 5,792 5,735 5,617 Total administered expenses from transactions 5,792 5,735 5,617 Administered net result from transactions (net operating balance) - - - Total administered comprehensive result - - - Administered expenses by project Tasmanian Community Fund 5,792 5,735 5,617 Total 5,792 5,735 5,617
Department of Premier and Cabinet - Annual Report 2011-12 183
3.5 Reconciliation of Total Administered Output Groups Comprehensive Result to Administered Changes in Equity 2012 2012 2011 Budget Actual Actual $'000 $'000 $'000 Total administered net result of Administered Items - - -
Reconciliation to administered net surplus/(deficit) - - - Net surplus (deficit) - - -
NOTE 4 Expenditure under Australian Government Funding Arrangements
State Australian State Australian Funds Govt Funds Funds Govt Funds 2012 2012 2011 2011 Actual Actual Actual Actual $’000 $’000 $’000 $’000 National Partnership Payments Via appropriation Local Government Reform - 922 - 356 Total - 922 - 356
Department of Premier and Cabinet - Annual Report 2011-12 184 NOTE 5 Explanations of Material Variances between Budget and Actual Outcomes
The following are brief explanations of material variances between Budget estimates and actual outcomes. Variances are considered material where the variance exceeds the greater of 10 per cent of Budget estimate and $500,000. 5.1 Statement of Comprehensive Income Note Budget Actual Variance Variance $’000 $’000 $’000 % Appropriation Carried Forward under section 8A(2) of the Public Account Act 1986 (a) - 674 674 100 Sales of goods and services (b) 33,603 29,538 (4,065) (12) Other revenue (c) - 2,655 2,655 100 Employee benefits (d) 39,815 40,462 647 2 Supplies and consumables (e) 43,618 33,258 (10,360) (24) Grants, subsidies, donations and contributions (f) 3,369 5,540 2,171 64 Other transfer payments (g) - 2,370 2,370 100 Other expenses (h) 2,762 2,208 (554) (20)
Notes to Statement of Comprehensive Income variances Variations are primarily due to: (a) Reflects funding carried forward into 2011-12 for the Forest Carbon Study project and the Six Rivers Aboriginal Corporation Tiagarra redevelopment. (b) Reflects lower than estimated revenue from telecommunications charges due to Whole of Government reductions in staffing levels and maximisation of mobile plans. Also on-boarding of agencies to consolidated email services that were budgeted to commence during 2011 deferred until mid - late 2012. The budget figure does not include eliminations between the Department and its commercial entities. (c) Reflects funding received for salary reimbursements from other agencies for staff seconded to Ministerial offices. Also transfers of funding for Voluntary Targeted Employment Separation Arrangements (VTESA) payment, State Emergency Services Mitigation of Natural Hazards funding, Power Savings for Tenants program funding and carbon emission offsets revenue. (d) Reflects the impact of the State Service Wage increase during 2011-12 and unbudgeted termination payments partly funded by the VTESA payment. (e) Reflects a reduction in telecommunications costs in direct proportion to reduction in telecommunications revenue as well as the IT Transformation Project expenditure that was deferred until 2012-13 financial year. Also recasting of expenses against budget between Supplies and Consumables and Grants and Subsidies, and Other Expenses in the Financial Statements. The budget figure does not include eliminations between the Department and its commercial entities. (f) Reflects recasting of expenses against budget between Grants and Subsidies, Supplies and Consumables, and Other Expenses in the Financial Statements. (g) Reflects unbudgeted payments made for the Local Government reform, VTESA, Diamond Jubilee Trust, National Accreditation Authority for Translators and Interpreters (NAATI), Cities Strategic Planning and recasting of expenses against budget between Other Expenses, Supplies and Consumables, and Grants and Subsidies in the Financial Statements. (h) Reflects payroll tax reduction on accrued long service and recreational leave due to the decision to not charge agencies with payroll tax from 1 October 2012. Also recasting of expenses against budget between Supplies and Consumables and Grants and Subsidies, and Other Expenses in the Financial Statements.
Department of Premier and Cabinet - Annual Report 2011-12 185 5.2 Statement of Financial Position
Note Budget Actual Variance Variance $’000 $’000 $’000 % Cash and deposits (a) 3,666 15,171 11,505 314 Provisions (b) - 647 647 100 Employee benefits (c) 9,441 10,933 1,492 16 Other non-financial liabilities (d) 2,049 2,891 842 41
Notes to Statement of Financial Position variances (a) Original budget figure based on opening cash for 2010-11. Also see Note 14.1. (b) Initial year for the Provision for Lease make-good for three properties 15 Murray Street, 144 Macquarie Street and 86 Collins Street. (c) Reflects the impact of State Service Wage increases during 2011-12 and actuarial assessment. Original budget based on opening balances for 2010-11. (d) Reflects funding carry forward under Section 8A(2) carry forwards for the State Services Vacancy Reform Process and Job Website, Climate change Legislation and funding for termination payments, decreased payroll tax liability, and the initial year for the lease incentive liability for the relocation of TMD from Salamanca to the ANZ building. 5.3 Statement of Cash Flows Note Budget Actual Variance Variance $’000 $’000 $’000 % Appropriation revenue - recurrent (a) 70,398 72,037 1,639 2 Sales of goods and services (b) 33,664 29,409 (4,255) (13) GST receipts (c) 4,772 6,924 2,152 45 Other cash receipts (d) - 3,695 3,695 100 GST payments (e) (4,772) (6,783) (2,011) 42 Supplies and consumables (f) (43,627) (32,402) 11,225 (26) Grants, subsidies, donations and contributions (g) (3,369) (5,540) (2,171) 64 Other transfer payments (h) - (2,449) (2,449) 100 Payments for acquisitions of non-financial assets (i) (133) (1,702) (1,569) 1,180
Notes to Statement of Cash Flows variances Variations are primarily due to: (a) Mainly due to the Local Government reform Australian Government funding, RAF for ministerial rent and the Section 8A(2) carry forward from 2010-11 for the Forest Carbon Study project and the Six Rivers Aboriginal Corporation Tiagarra redevelopment. (b) Reflects lower than estimated revenue from telecommunications charges due to Whole of Government reductions in staffing levels and maximisation of mobile plans. Also on-boarding of agencies to consolidated email services that were budgeted to commence during 2011 deferred until mid - late 2012. The budget figure does not include eliminations between the Department and its commercial entities. (c) Reflects the actual level of input tax credits received and GST received on services provided. (d) Reflects funding received salary reimbursements from other agencies for staff seconded to Ministerial offices. Also transfers of funding for Voluntary Targeted Employment Separation Arrangements (VTESA) payment, State Emergency Services Mitigation of Natural Hazards funding, Power Savings for Tenants program funding and carbon emission offsets revenue. (e) Reflects actual level of GST paid on purchases of goods and services and payment of GST to the ATO.
Department of Premier and Cabinet - Annual Report 2011-12 186 (f) Reflects a reduction in telecommunications costs in direct proportion to reduction in telecommunications revenue as well as the IT Transformation Project expenditure was deferred until 2012-13 financial year. Also recasting of expenses against budget between Supplies and Consumables and Grants and Subsidies, and Other Expenses in the Financial Statements. The budget figure does not include eliminations between the Department and its commercial entities. (g) Reflects recasting of expenses against budget between Grants and Subsidies, Supplies and Consumables, and Other Expenses in the Financial Statements. (h) Reflects unbudgeted payments made for the Local Government reform, VTESA, Diamond Jubilee Trust, NAATI, Cities Strategic Planning and recasting of expenses against budget between Other Expenses, Supplies and Consumables, and Grants and Subsidies in the Financial Statements. (i) Leasehold improvements due to relocation to 22 Elizabeth Street and 134 Macquarie Street not included in original budget and asset purchases for IT Transformation project originally budgeted for in 2010-11 financial year.
NOTE 6 Events Occurring After Balance Date
No events have occurred after the reporting date for which a financial effect has not been recognised.
NOTE 7 Income from transactions
7.1 Revenue from Government Revenue from Appropriation includes revenue from appropriations, including appropriations carried forward under section 8A(2) of the Public Account Act 1986, and Items Reserved by Law.
The Budget information is based on original estimates and has not been subject to audit.
2012 2012 2011 Budget Actual Actual $’000 $’000 $’000 Continuing operations Appropriation revenue - recurrent Current year 69,616 70,182 76,395 Item Reserved by Law: Parliamentary Salaries, Superannuation and Allowances Act 1973 782 722 762 Total 70,398 70,904 77,157 Appropriation revenue – works and services 250 250 250 Revenue from Government - other Appropriation carried forward under section 8A(2) of the Public Account Act 1986 taken up as revenue in the current year - 674 561 Total 250 924 811 Total Revenue from Government 70,648 71,828 77,968
Section 8A(2) of the Public Account Act 1986 allows for an unexpended balance of an appropriation to be transferred to an account in the Special Deposits and Trust Fund for such purposes and conditions as approved by the Treasurer. In the initial year, the carry forward is recognised as a liability, Revenue Received in Advance. The carry forward from the initial year is recognised as revenue in the reporting year, assuming the conditions of the carry forward are met and the funds are expended.
Department of Premier and Cabinet - Annual Report 2011-12 187 7.2 Revenue from Special Capital Investment Funds Funding for major infrastructure projects is provided through Special Capital Investment Funds. The Department is allocated funding for specific projects from the Special Capital Investment Funds as part of the Budget process.
2012 2011 Actual Actual $’000 $’000 Continuing operations Economic and Social Infrastructure Fund 32 724 Total Revenue from Special Capital Investment Funds 32 724
Details of total Special Capital Investment Funds revenues and expenses are provided as part of Note 3 Departmental Output Schedules. Details for each project are at Note 14.3. 7.3 Grants 2012 2011 $’000 $’000 Grants from Australian Government Specific grants 187 140 Total 187 140 Other Grants Grant for National Youth Week activities 31 36 Total 31 36
Total 218 176
Grants received from the National Australia Day Council of $120,318 are provided on the condition that they are used for Australia Day celebrations. An amount of $20,015 will be expended in the 2012-13 financial year to run a conference for local government Australia Day event managers in August 2012 and other ongoing expenditure. This action is endorsed by the National Australia Day Council. A grant received from the Commonwealth Department of Education, Employment and Workplace Relations of $19,320 was provided on the condition that the funds were used for National Youth Week activities. The funding was fully expended. A grant received from the Australian Institute of Health and Wellbeing of $46,511 was provided to fund expenditure associated with Indigenous Identification in Hospital data set study. The funding was fully expended. A grant received from Beyond Blue of $31,000 was provided on the condition that the funds were used for National Youth Week activities. The funding was fully expended.
Department of Premier and Cabinet - Annual Report 2011-12 188 7.4 Sales of goods and services 2012 2011 $’000 $’000 Computing services 2,784 2,634 Human resource systems 1,602 1,632 Information technology policy - 64 Legislation drafting 542 317 Network Tasmania (NT) contract management 2,115 2,012 Oracle licensing 693 629 Service Tasmania transaction fees and contributions 2,710 2,746 TASINET charges 17,575 18,851 Training services 1,033 1,107 Other 484 341 Total 29,538 30,333
7.5 Other revenue 2012 2011 $’000 $’000 Carbon emissions offsets revenue 59 95 Paid parental leave 41 - Transfers from other agencies 1,631 426 Other 924 475 Total 2,655 996
NOTE 8 Expenses from transactions
8.1 Employee benefits 2012 2011 $’000 $’000 Wages and salaries (including fringe benefits and non-monetary components) 34,350 34,477 Recreation leave 2,857 2,998 Long service leave 1,116 1,468 Personal leave 1,037 937 Other post-employment benefits 621 158 Recruitment 57 133 Training and conferences 350 293 Other employee expenses 74 78 Sub Total 40,462 40,542
Superannuation 4,271 4,345 Total 44,733 44,887
Superannuation expenses relating to the defined benefits scheme relate to payments into the Superannuation Provision Account (SPA) held centrally and recognised within the Finance General Division of the Department of Treasury and Finance. The amount of the payment is based on an employer contribution rate determined by the Treasurer, on the advice of the State Actuary. The current employer contribution is 12.3 per cent of salary. Superannuation expenses relating to contribution schemes are paid directly to superannuation funds at a rate of nine per cent of salary. In addition, departments are also required to pay into the SPA a “gap” payment equivalent to 3.3 per cent of salary in respect of employees who are members of contribution schemes.
Department of Premier and Cabinet - Annual Report 2011-12 189 8.2 Depreciation and amortisation a) Depreciation 2012 2011 $’000 $’000 Plant and equipment 7 5 Computer hardware 394 321 Leasehold improvements 235 197 Infrastructure assets 191 190 Total 827 713 b) Amortisation 2012 2011 $’000 $’000 Intangibles - software 274 243 Lease make-good1 143 - Total 417 243
Total depreciation and amortisation 1,244 956
Note: 1. See Note 12.2 8.3 Supplies and consumables 2012 2011 $’000 $’000 Advertising and promotion 343 883 Audit fees – financial audit 91 78 Audit fees – internal audit 40 44 Building and infrastructure maintenance 92 172 Communications 14,820 16,327 Consultants 2,195 890 Contractors, training fees, and expenses 1,703 2,190 Entertainment 78 97 Information technology 2,879 2,293 Materials and supplies 208 203 Meetings/committee expenses 248 331 Minor equipment purchases and maintenance 275 933 Operating lease costs 847 1,001 Other property services 879 817 Printing and information 1,005 1,360 Rent 5,282 5,589 Sitting fees 485 532 Travel and transport 1,389 1,669 Other supplies and consumables 399 764 Total 33,258 36,173
Department of Premier and Cabinet - Annual Report 2011-12 190 8.4 Grants, subsidies, donations and contributions 2012 2011 $’000 $’000 Community Capacity Building - 700 Community Development Grants 1,206 1,183 Family Assistance Program 350 350 Government Donations and Appeal Fund 231 225 Main Street Makeover Program 32 724 Premier’s Discretionary Fund 251 2,090 Six Rivers Aboriginal Corporation Grant 388 524 Social Inclusion Grant Programs 2,289 1,055 Tasmanian Climate Change Office Grants 133 528 University Scholarships 130 130 Urban Renewal and Heritage Fund - 78 Other grants, subsidies, donations and contributions 530 1,309 Total 5,540 8,896
Community Capacity Building Grants The Community Capacity Building Grants Program was delivered in the 2009-10 and 2010-11 financial years. Due to financial constraints, the Program did not open in 2011-12. This grants program was funded jointly under Output 1.3 – Social Inclusion and Output 6.1 – Community Development Division.
Community Development Grants The Office of Aboriginal Affairs provides grants to: the Tasmanian Aboriginal Centre Inc, to assist Aboriginal first home buyers and Aboriginal charitable institutions with the payment of stamp duty costs; and the Aboriginal Land Council of Tasmania, to assist with the management of land returned to the Aboriginal community. The peak bodies funded by grants through the Community Development Division are: The Youth Network of Tasmania (YNOT), including the Tasmanian Youth Forum, who received $197,817 in 2011-12. The Multicultural Council of Tasmania (MCOT) who received $90,000 in 2011-12. The Council on the Ageing (COTA Tas) who received $91,532 in 2011-12. Organisations funded by the Community Development Division to provide services to specific communities: The Migrant Resource Centre (North) was allocated funding of $43,000 for four economic development projects in Northern Tasmania, including two farming projects, one ‘work ready’ program and a program aimed at analysing emerging labour needs within the dairy, vegetable and cropping sectors, and establishing linkages to create pathways for employment of new migrants. The Migrant Resource Centre (South) was allocated funding of $57,000 to develop a media strategy to combat racism; training sessions to service providers to improve cross-cultural awareness; and one-on-one support to improve the job readiness of new migrants. COTA Tas received $105,400 to deliver Seniors Week in Tasmania. YMCA received $12,000 to deliver the Tasmanian Youth Parliament. Returned and Services League of Australia (RSLA) received $100,000 to meet the objectives of the RSLA and to initiate social inclusion programs to veterans and their families. The Glenorchy City Council received $20,000 towards the Moonah Taste of the World Festival. The Anzac Day Trust received $21,000 to provide small grants to service organisations through a competitive grant process. This funding was transferred from the Department of Treasury and Finance in 2011. The National Ethnic and Multicultural Broadcasters’ Council (NEMBC) received a one-off $4,000 grant towards the NEMBC’s 2011 National Conference in Launceston. Grant Programs administered by the Community Development Division in 2011-12 were:
Department of Premier and Cabinet - Annual Report 2011-12 191 The Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Grants Program was allocated $50,000 per annum over three years to assist community organisations in progressing achievement against Tasmania Together benchmarks that relate to the LGBTI community. The second round of grants was delivered in 2011-2012. The War Memorial Repair and Maintenance Grants Program received $50,000 per annum. The National Youth Week Community Grants Program received $40,545 to fund 27 organisations to run events, projects and activities. In addition, National Youth Week received: $19,320 from the Australian Government Department of Education, Employment and Workplace Relations of which $10,320 went to the Community Grants Program and $9,000 went to the annual School Grants Program; and $30,000 from beyondblue: the national depression initiative for a targeted grants program. These grants are all funded under Output 6.1 Community Development Division – Policy Advice and Community Services.
Family Assistance Program This item provides special funding for five welfare organisations undertaking programs to support Tasmanian families. The funding is available for emergency relief, as well as preventative support programs designed to reduce the need for emergency relief and social policy research associated with emergency relief. This program was funded under Output 1.3 – Social Inclusion.
Government Donation and Appeals Fund This is a discretionary program for donations to allow the Premier to make ongoing financial assistance to groups or individuals. These donations are designed to support valued community and cultural activities with national, statewide or local significance. This program is funded under Output 2.1 - Management of Executive Government Processes.
Main Street Makeover Program Funding was provided from the Special Capital Investment Fund, through the Economic and Social Infrastructure Fund, for the Main Street Makeover program which enables councils to increase the number of towns in Tasmania with improved streetscapes that will encourage visitors to spend more time in the vicinity and to enhance local communities. This funding program has now finished.
Premier’s Discretionary Fund This is a discretionary program maintained to allow the Premier to meet funding requests of under $10,000, to provide limited financial assistance to groups or individuals. These payments are designed to support valued community and cultural activities with national, statewide or local significance. This program is funded under Output 2.1 - Management of Executive Government Processes.
Six Rivers Aboriginal Corporation Grant Six Rivers Aboriginal Corporation (SRAC) (formerly known as the Mersey Leven Aboriginal Corporation) endeavours to provide a range of services to Aboriginal and Torres Strait Islander people in the Mersey Leven area. In 2010, the Government gave a commitment to the SRAC to relocate its premises and to re-develop the Tiagarra Cultural Museum located on Mersey Bluff. A total of $523,597 was released to SRAC in 2010-11. In 2011-12, of the $516,000 carried forward under Section 8A(2) of the Public Account Act 1986 $388,413 was released to complete the project and $127,587 was returned to the Department of Treasury and Finance.
Social Inclusion Grant Programs The Tasmanian Government invested $1,500,000 to 18 community organisations across the State to provide emergency relief for Tasmanians. It also provided $150,000 to emergency food relief organisations SecondBite, Foodbank and Produce to the People Tasmania. The Tasmanian Association of Community Houses received $20,000 for emergency micro-finance assistance for people in hardship. Volunteering Tasmania received $260,000 for the Supporting Tasmanian Volunteers Program to reinvigorate and coordinate volunteering in Tasmania. Three food vans across the State received $20,000 each to assist with the provision of food and beverage services and outreach to other services, information and social contact to disadvantaged Tasmanians.
Department of Premier and Cabinet - Annual Report 2011-12 192 The No Interest Loans Scheme (NILS) Network of Tasmania received $120,000 for operational costs associated with the expansion of eligible products and services available to clients for its loan program and $180 000 for a winter energy efficient white goods and heating initiative for low income seniors, people with a disability or people with medical temperature regulation needs in the home. These grants were funded under Output 1.3 – Social Inclusion.
Tasmanian Climate Change Office Grants Programs The Climate Change Office funds two programs to help local communities, households and individuals to reduce their carbon footprint. Both programs are funded under Output 1.2 – Climate Change. The Climate Connect community grants program was developed to assist not-for-profit community groups and local government entities to undertake innovative and targeted projects that help communities respond to the impacts of climate change. The Earn Your Stars Micro-grants program is designed to give communities the resources, skills and knowledge to respond to climate change issues.
Urban Renewal and Heritage Fund Grants The Urban Renewal and Heritage Fund supports conservation and restoration of heritage assets as well as urban renewal projects. The Dorset Council received a grant for the Bridport Cultural and Recreation Revitalisation Project.
University Scholarships The Tasmania Scholarships Program offers financial assistance on the basis of merit to qualified people wishing to study at the University of Tasmania. The Program is a key element in activities by the University to capitalize on the potential of Tasmania to become a national and international higher education destination. The Tasmania Scholarships Program is designed to encourage local students to stay in the State and to attract top national and international students to the University of Tasmania. This item provides for a contribution by the State Government to the Tasmania Scholarships Program. The Program is funded under Output 2.1 – Management of Executive Government Processes.
Other grants, subsidies donations and contributions Australia Day ‘Great Idea’ Grants: $9,517 Pitt & Sherry: $10,000 Tasmanian Electronic Commerce Centre Ltd: $350,000 Unions Tasmania: $100,000 University of New South Wales and Economic Recession Industry Partner: $10,000 University of Tasmania: $40,000 West Coast Council: $10,000 8.5 Borrowing Costs 2012 2011 $’000 $’000 Interest expense Interest on advance from the State Government 3 31 Interest (unwinding of lease make-good discount)1 12 - Total 15 31
Note: 1. See Note 12.2
Department of Premier and Cabinet - Annual Report 2011-12 193 8.6 Other transfer payments 2012 2011 $’000 $’000 Transfers to Tasmanian state government agencies 375 360 Transfers to Australian government agencies 245 90 Transfers to local government 963 - Transfers to interstate government agencies 27 22 Transfers to Government Business Enterprises and State Owned Companies 5 23 Transfer to Jim Bacon Foundation 50 50 Transfer to Tasmanian Early Years Foundation 500 500 Other transfers 205 209 Total 2,370 1,254
8.7 Contributions provided 2012 2011 $’000 $’000 Voluntary transfer of activities between departments Assets transferred at no cost – Department of Treasury and Finance - 15 Assets transferred at no cost – Office of the Governor - 200 Total - 215
8.8 Other expenses 2012 2011 $’000 $’000 Payroll Tax 2,064 2,687 Workers’ compensation premiums 144 133 Total 2,208 2,820
NOTE 9 Other economic flows included in net result
9.1 Net gain/(loss) on non-financial assets 2012 2011 $’000 $’000 Net gain/(loss) on disposal of physical assets (1,042) - Total net gain/(loss) on non-financial assets (1,042) -
The net loss on disposal of physical assets is primarily related to leasehold improvements, see Note 10.3(b).
Department of Premier and Cabinet - Annual Report 2011-12 194 NOTE 10 Assets
10.1 Receivables 2012 2011 $’000 $’000 Receivables 4,419 4,770 Total 4,419 4,770 Sales of goods and services receivables (inclusive of GST) 1,727 1,763 Accrued revenue 2,319 2,440 Tax assets 314 443 Other receivables 59 124 Total 4,419 4,770
Settled within 12 months 4,419 4,770 Settled in more than 12 months - - Total 4,419 4,770
10.2 Inventories 2012 2011 $’000 $’000 Communications equipment 1 3 Total 1 3
Utilised within 12 months 1 3 Utilised in more than 12 months - - Total 1 3
Department of Premier and Cabinet - Annual Report 2011-12 195 10.3 Plant, equipment and leasehold improvements a) Carrying amount 2012 2011 $’000 $’000 Heritage furniture assets At fair value 25 30 Total 25 30
Plant and equipment At cost 102 83 Less: accumulated depreciation (81) (79) Total 21 4
Computer hardware At cost 3,092 2,579 Less: accumulated depreciation (2,209) (1,979) Total 883 600
Leasehold improvements At cost 1,365 1,986 Less: accumulated depreciation (54) (765) 1,311 1,221 Work in progress (at cost) - 580 Total 1,311 1,801
Total plant, equipment and leasehold improvements 2,240 2,435
The latest revaluations of the Heritage furniture assets as at 28 June 2012 were performed independently. The valuer was Gowans Auctions (Auctioneers and Valuers with 30 years of experience). The valuations were based on fair market value. b) Reconciliation of movements Reconciliations of the carrying amounts of each class of plant, equipment and leasehold improvements at the beginning and end of the current and previous financial year are set out below. Carrying value means the net amount after deducting accumulated depreciation and accumulated impairment losses. Heritage Plant and Computer Leasehold furniture equipment hardware improvements Total 2012 $’000 $’000 $’000 $’000 $’000
Carrying value at 1 July 30 4 600 1,801 2,435
Additions - 25 677 786 1,488 Disposals - (1) - (1,041) (1,042) Revaluation (5) - - - (5) Depreciation - (7) (394) (235) (636) Carrying value at 30 June 25 21 883 1,311 2,240
Department of Premier and Cabinet - Annual Report 2011-12 196 Heritage Plant and Computer Leasehold furniture equipment hardware improvements Total 2011 $’000 $’000 $’000 $’000 $’000
Carrying value at 1 July 245 9 433 1,395 2,082
Additions - - 488 603 1,091 Disposals (215) - - - (215) Revaluation - - - - - Depreciation - (5) (321) (197) (523) Carrying value at 30 June 30 4 600 1,801 2,435
10.4 Infrastructure a) Carrying amount 2012 2011 $’000 $’000 Infrastructure TMD Data Centre at cost 1,790 1,790 Less: accumulated depreciation (1,159) (968) Total 631 822 b) Reconciliation of movements 2012 2011 $’000 $’000 Carrying amount at start of year 822 1,012 Additions - - Disposals/transfers - - Depreciation expense (191) (190) Carrying amount at end of year 631 822
10.5 Intangibles a) Carrying amount 2012 2011 $’000 $’000 Software at cost 2,785 2,570 less accumulated amortisation (2,273) (1,999) Total 512 571
Intangible assets for the Department are not revalued due to software having a limited useful life. Note 2.11(e).
Department of Premier and Cabinet - Annual Report 2011-12 197 b) Reconciliation of movements 2012 2011 $’000 $’000 Carrying amount at start of year 571 318 Additions 215 496 Amortisation expense (274) (243) Carrying amount at end of year 512 571
10.6 Other non-financial assets 2012 2011 $’000 $’000 Prepayments 2,178 2,813 Total 2,178 2,813
Utilised within 12 months 2,178 2,813 Utilised in more than 12 months - - Total 2,178 2,813
Lease make-good1 634 - Less: Accumulated amortisation1 (143) - Total 491 -
Total Other non-financial assets 2,669 2,813
Note: 1. See Note 12.2
NOTE 11 Liabilities
11.1 Payables 2012 2011 $’000 $’000 Creditors 2,333 1,990 Accrued expenses 545 532 Total 2,878 2,522
Settled within 12 months 2,878 2,522 Settled in more than 12 months - - Total 2,878 2,522
Settlement is usually made within 28 days.
Department of Premier and Cabinet - Annual Report 2011-12 198 11.2 Interest bearing liabilities 2012 2011 $’000 $’000 Loans from the State Government1 - 227 Total - 227
Settled within 12 months - 227 Settled in more than 12 months - - Total - 227
Note: 1. Interest bearing liability reflects a State Government advance for Voluntary Targeted Employment Separation Arrangements (VTESA) payments. 11.3 Provisions (a) Carrying amount 2012 2011 $’000 $’000 Operating lease make-good provisions1 647 - Total 647 -
Utilised within 12 months - - Utilised in more than 12 months 647 - Total 647 -
Note: 1. See Note 12.2 b) Reconciliation of movements in provisions 2012 2011 $’000 $’000 Carrying value at 1 July - - Increases 647 - Carrying value at 30 June 647 -
Department of Premier and Cabinet - Annual Report 2011-12 199 11.4 Employee benefits 2012 2011 $’000 $’000 Accrued salaries 1,090 970 Recreational leave 3,316 3,228 Long service leave 6,482 6,153 Provision for SSALS1 45 65 Total 10,933 10,416
Utilised within 12 months 5,318 5,180 Utilised in more than 12 months 5,615 5,236 Total 10,933 10,416
Note: 1. State Service Accumulated Leave Scheme (SSALS)
11.5 Other liabilities 2012 2011 $’000 $’000 Revenue received in advance: Appropriation carried forward from current year under Section 8A(2) carry 1,133 801 forward of the Public Account Act 1986 Other revenue received in advance 751 1,085 1,884 1,886 Other liabilities Payroll tax liability 65 606 Lease incentive liability 942 - 1,007 606 Total 2,891 2,492
Utilised within 12 months 2,044 2,201 Utilised in more than 12 months 847 291 Total 2,891 2,492
Department of Premier and Cabinet - Annual Report 2011-12 200 NOTE 12 Commitments and Contingencies
12.1 Schedule of Commitments 2012 2011 $’000 $’000 By Type Operating lease commitments Operating leases 14,402 18,613 Total operating lease commitments 14,402 18,613 Rental commitments Rent for Crown owned properties 2,582 2,626 Rent for Crown leased properties 7,719 9,224 Total other commitments 10,301 11,850 By maturity Operating lease commitments One year or less 3,265 3,595 From one to five years 6,693 9,971 More than five years 4,444 5,047 Total operating lease commitments 14,402 18,613 Rental commitments One year or less 2,887 2,687 From one to five years 6,863 8,611 More than five years 551 552 Total other commitments 10,301 11,850
Operating Lease Commitments Photocopiers Lease payments are determined at time of lease agreement and are paid quarterly. Lease terms are for four or five years with no change to the lease rate. Motor Vehicles The Government Motor Vehicle fleet is managed by Lease Plan. Lease payments vary according to the type of vehicle. All lease terms are for a period of three years or 60,000 kilometres, whichever occurs first. Properties Property lease payments are generally payable monthly in advance. Rental payments are outlined in the lease documents. All lease terms vary and in most instances will contain a provision for an extension of lease for a further term/s. Leases contain provision for rent reviews and the rate is adjusted in accordance with the terms and conditions outlined in the lease document. Generally, rent is reviewed to market, CPI or fixed increase. Lease agreements do not contain provision for purchase on cessation. Lease agreements have been reviewed for make good provisions. (note 12.2) Water Coolers Lease payments are determined at time of lease agreement and are paid yearly. Lease terms are for one year with no change to the lease rate.
Department of Premier and Cabinet - Annual Report 2011-12 201 Other Rental Commitments Rental assessments for Crown Owned properties and subsequent rental payments were previously set by the Valuer-General but in more recent years have been the subject of CPI movement. Rental payments for Crown leased properties administered by the Department of Treasury and Finance are made annually. 12.2 Contingent Assets and Liabilities Contingent assets and liabilities are not recognised in the Statement of Financial Position due to uncertainty regarding the amount or timing of the underlying claim or obligation. a) Quantifiable contingencies A quantifiable contingent asset is a possible asset that arises from past events and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the entity. A quantifiable contingent liability is a possible obligation that arises from past events and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the entity; or a present obligation that arises from past events but is not recognised because it is not probable that an outflow of resources embodying economic benefits will be required to settle the obligation. The Department has recognised a value in expenses, assets and liabilities for the potential make-good on leases for three properties commencing from the 2011-12 financial year. These three leases each have a make-good estimated value of $50,000 and over and have previously been reported as a contingent liability. See notes 8.2, 8.5, 10.6 and 11.3.
2012 2011 $’000 $’000 Quantifiable contingent liabilities Potential make good on lease 87 810 Litigation claim 360 410 Total quantifiable contingent liabilities 447 1,220
Quantifiable contingent assets Lease hold improvement – make good 44 306 Total quantifiable contingent assets 44 306
At 30 June 2012, the Department had six legal claims currently within Crown Law. At the reporting date the estimated amount of any eventual payments that may be required in relation to these claims was $360,000.
Department of Premier and Cabinet - Annual Report 2011-12 202 NOTE 13 Reserves
13.1 Reserves Heritage and cultural assets Total 2012 $’000 $’000 Asset revaluation reserve Balance at the beginning of financial year 10 10 Revaluation increments/ (decrements) (5) (5) Balance at end of financial year 5 5
Heritage and cultural assets Total 2011 $’000 $’000 Asset revaluation reserve Balance at the beginning of financial year 180 180 Transfer of Heritage assets to other agencies (170) (170) Balance at end of financial year 10 10 a) Nature and purpose of reserves
Asset Revaluation Reserve The Asset Revaluation Reserve is used to record increments and decrements on the revaluation of the Heritage assets (furniture), as described in Note 2.11(d).
Department of Premier and Cabinet - Annual Report 2011-12 203 NOTE 14 Cash Flow Reconciliation
14.1 Cash and deposits Cash and deposits includes the balance of the Special Deposits and Trust Fund Accounts held by the Department, and other cash held, excluding those accounts which are administered or held in a trustee capacity or agency arrangement. 2012 2011 $’000 $’000 Special Deposits and Trust Fund balance T520 Department of Premier and Cabinet Operating Account 7,191 4,981 T631 TMD Operating Account 7,045 4,513 T816 Department of Premier and Cabinet Service Tasmania Account 932 781 Total 15,168 10,275 Other cash held Petty cash 3 3 Total 3 3 Total cash and deposits 15,171 10,278
The funds held in T520 as at 30 June 2012 are primarily for projects yet to commence or commenced but not completed for which specific Commonwealth or State funds were allocated. For projects yet to commence ($1,133k) under Section 8A(2) of the Public Account Act 1986 is being carried forward for the redevelopment of the jobs website, to assist with the implementation of changes as a result of the review of the State service and the review of the Climate Change (State Action) Act 2008. The funding held in the trust fund for Australian and State government funded projects commenced but not completed totals ($3,728k). The funds held in T631 as at 30 June 2012 include Commonwealth or State funds allocated to projects yet to commence or commenced but not completed. These projects include the IT Transformation Project ($2,500k), a contract payment to a supplier of software ($700k), Lease incentive payment ($942k) together with funding currently held towards the upgrade of infrastructure and facilities at Bathurst Street Data Centre. It also includes initial funding for the new voice services for Whole of Government (WOG). The funds held in T816 as at 30 June 2012 is operating cash carried forward to 2012-13 and related to timing of operating activities. 14.2 Reconciliation of Net Result to Net Cash from Operating Activities 2012 2011 $’000 $’000 Net result 2,264 3,737 Depreciation and amortisation 1,244 956 Interest on unwinding of lease make-good discount 12 - Contributions provided - 215 (Gain)/loss from sale of non-financial assets 1,042 - Decrease (increase) in Receivables 101 1,770 Decrease (Increase) in Tax assets 129 (88) Decrease (Increase) in Accrued revenue 121 (1,544) Decrease (Increase) in Prepayments 635 (160) Decrease (Increase) in Inventories 2 4 Increase (decrease) in Employee Benefits 517 1,409 Increase (decrease) in Creditors 343 415 Increase (decrease) in Accrued Expenses 13 (381) Increase (decrease) in Other Liabilities 399 317 Net cash provided (used) by operating activities 6,822 6,650
Department of Premier and Cabinet - Annual Report 2011-12 204 14.3 Acquittal of Capital Investment and Special Capital Investment Funds The Department received Works and Services Appropriation funding and revenues from the Economic and Social Infrastructure Fund to fund specific projects. Cash outflows relating to these projects are listed below by category. Budget information refers to original estimates and has not been subject to audit. a) Project expenditure
2012 2012 2011 Budget Actual Actual $’000 $’000 $’000 Capital Investment Program Service Tasmania Shop funding 250 250 250 Total 250 250 250
Special Capital Investment Funds Economic and Social Infrastructure Fund Main Street Makeover Program - 32 724 - 32 724
Total Project Expenditure 250 282 974 b) Classification of cash flows The project expenditure above is reflected in the Statement of Cash Flows as follows. 2012 2011 Actual Actual $’000 $’000 Cash Outflows Grants 32 724 Transfers to Service Tasmania lead agencies 250 250 Total Cash Outflows 282 974
14.4 Financing Facilities TMD has a Westpac operating bank account with an overdraft facility limit of ($500,000). 2012 2011 Actual Actual $’000 $’000 Westpac TMD Operating account Amount unused 500 500 Amount used - - Total 500 500
Total Financing Facilities 500 500
Department of Premier and Cabinet - Annual Report 2011-12 205 NOTE 15 Financial Instruments
15.1 Risk Exposures a) Risk management policies The Department has exposure to the following risks from its use of financial instruments: 1) credit risk; 2) liquidity risk; and 3) market risk. The Head of Agency has overall responsibility for the establishment and oversight of the Department’s risk management framework. Risk management policies are established to identify and analyse risks faced by the Department, to set appropriate risk limits and controls, and to monitor risks and adherence to limits. b) Credit risk exposures Credit risk is the risk of financial loss to the Department if a customer or counterparty to a financial instrument fails to meet their contractual obligations. The credit risk on financial assets of the Department, which have been recognised in the Statement of Financial Position, is generally the carrying amount net of any provision for impairment. The Department has a debt management policy with processes surrounding the raising of debts payable to the Department and the management of outstanding debts. The Department does not have a significant exposure to credit risk as departmental receivables are mainly from other government entities. The Department does not consider a need to have a provision for impairment. The Department’s maximum exposures to credit risk at reporting date in relation to each class of recognised financial assets is the carrying amount of those assets as indicated in the Statement of Financial Position. The Department does not have any significant exposure to credit risk. The following tables analyse financial assets that are past due but not impaired.
Analysis of financial assets that are past due at 30 June 2012 but not impaired
Past due 30 Past due 60 Past due 90 Total days days days $’000 $’000 $’000 Receivables 533 11 6 550
Analysis of financial assets that are past due at 30 June 2011 but not impaired
Past due 30 Past due 60 Past due 90 Total days days days $’000 $’000 $’000 Receivables 215 65 19 299
c) Liquidity risk Liquidity risk is the risk that the Department will not be able to meet its financial obligations as they fall due. The Department’s approach to managing liquidity is to ensure that it will always have sufficient liquidity to meet its liabilities when they fall due. The Department does not have any significant exposure to liquidity risk. The Department has policies in place to manage liabilities as they fall due. The Department’s budget policy enables the identification of issues and initiatives that have a budgetary impact and where appropriate to seek adequate funding to meet commitments as they arise.
Department of Premier and Cabinet - Annual Report 2011-12 206 The following tables detail the undiscounted cash flows payable by the Department by remaining contractual maturity for its financial liabilities. It should be noted that as these are undiscounted, totals may not reconcile to the carrying amounts presented in the Statement of Financial Position:
2012 Maturity analysis for financial liabilities Undiscounted Carrying 1 Year 2 Years 3 Years 4 Years 5 Years > 5 Years Total Amount $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Financial liabilities Payables 2,878 - - - - - 2,878 2,878 Interest bearing liabilities ------Total 2,878 - - - - - 2,878 2,878
2011 Maturity analysis for financial liabilities Undiscounted Carrying 1 Year 2 Years 3 Years 4 Years 5 Years > 5 Years Total Amount $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Financial liabilities Payables 2,522 - - - - - 2,522 2,522 Interest bearing liabilities 227 - - - - - 227 227 Total 2,749 - - - - - 2,749 2,749
d) Market risk Market risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in market prices. The primary market risk that the Department is exposed to is interest rate risk. The Department manages a number of accounts under the Public Account Act 1986 and in accordance with the Financial Management and Audit Act 1990, including the Treasurer’s Instructions. The Department does not have any significant exposure to interest rate risk.
Sensitivity Analysis of Department’s Exposure to possible Changes in Interest Rates The Department has performed a sensitivity analysis relating to its exposure to interest rate risk as at balance date. The Department operates a collection account and an expenditure account. No interest is applied to these accounts. Receivables are mainly from other government entities with credit terms of 30 days. Interest is not applied to other agencies on overdue amounts. The Department’s accounts payable policy and procedures is to pay accounts within 30 days unless other trading terms have been agreed. This is deemed to provide no interest rate risk to the Department. The Department does not have financial leases or financial guarantees. As at 30 June 2012 the Department did not have interest bearing financial instruments and no significant exposure to changes in interest rates. A change in the variable rate of 100 basis points would not have an effect on the Department’s profit and loss or equity.
Department of Premier and Cabinet - Annual Report 2011-12 207
15.2 Categories of Financial Assets and Liabilities 2012 2011 $'000 $'000 Financial assets Financial assets measured at amortised cost Petty cash 3 3 Cash in Special Deposits and Trust Fund 15,168 10,275 Loans and receivables 4,419 4,770 Total 19,590 15,048
Financial liabilities Financial liabilities measured at amortised cost Payables 2,878 2,522 Interest bearing liabilities - 227 Total 2,878 2,749
15.3 Comparison between Carrying Amount and Net Fair Value of Financial Assets and Liabilities
Carrying Net Fair Carrying Net fair Amount Value Amount Value 2012 2012 2011 2011 $’000 $’000 $’000 $’000 Financial assets Petty cash 3 3 3 3 Cash in Special Deposits and Trust Fund 15,168 15,168 10,275 10,275 Loans and receivables 4,419 4,419 4,770 4,770 Total financial assets 19,590 19,590 15,048 15,048
Financial liabilities Payables 2,878 2,878 2,522 2,522 Interest bearing liabilities - - 227 227 Total financial liabilities 2,878 2,878 2,749 2,749
Department of Premier and Cabinet - Annual Report 2011-12 208 NOTE 16 Notes to Administered Statements
16.1 Explanations of Material Variances between Budget and Actual Outcomes The variances between Budget estimates and actual outcomes were not material. The variance was less than both 10 per cent of Budget estimate and $500,000. 16.2 Administered Revenue from Government Administered revenue from Government includes revenue from appropriations, including appropriations carried forward under section 8A(2) of the Public Account Act 1986, and from Items Reserved by Law. The Budget information is based on original estimates and has not been subject to audit. 2012 2012 2011 Budget Actual Actual $’000 $’000 $’000 Appropriation revenue - recurrent Reserved by law – Tasmanian Community Fund 5,792 5,735 5,617 Total revenue from Government 5,792 5,735 5,617
16.3 Transfer to Tasmanian Community Fund 2012 2011 Actual Actual $’000 $’000 Transfer to Tasmanian Community Fund 5,735 5,617 Total 5,735 5,617
NOTE 17 Transactions and Balances Relating to a Trustee or Agency Arrangement
Account/Activity Opening balance Net transactions Closing balance during 2011-12 $’000 $’000 $’000
T471 Jim Bacon Foundation Account 465 (26) 439 T472 Tasmanian Early Years Foundation Account 1,338 (226) 1,112 T423 Tasmanian Community Fund Board 7,307 (549) 6,758
This represents the balance of accounts held in the Special Deposit and Trust Fund in a Trustee Capacity or under an agency arrangement. These funds do not form part of the Department’s assets. See Note 2.7.
Department of Premier and Cabinet - Annual Report 2011-12 209
CERTIFICATION OF FINANCIAL STATEMENTS:
The accompanying Financial Statements of the Department of Premier and Cabinet are in agreement with the relevant accounts and records and have been prepared in compliance with Treasurer’s Instructions issued under the provisions of the Financial Management and Audit Act 1990 to present fairly the transactions for the year ending 30 June 2012 and the financial position as at end of the year.
At the date of signing, I am not aware of any circumstances which would render the particulars included in the Financial Statements misleading or inaccurate.
Rhys Edwards Secretary
15 August 2012
Department of Premier and Cabinet - Annual Report 2011-12 210
Department of Premier and Cabinet - Annual Report 2011-12 211
Department of Premier and Cabinet - Annual Report 2011-12 212 Appendix
Additional information forming part of this Annual Report:
Jim Bacon Foundation
Abbreviations
Compliance Index
Contact details.
Department of Premier and Cabinet - Annual Report 2011-12 213 Jim Bacon Foundation
The Jim Bacon Foundation was established in 2004 under the provision of the Jim Bacon Foundation Act 2004.
The Foundation’s members are: Mr Michael Kent, AM (Chair); Mrs Honey Bacon; Mr Nick Evans (representing the Secretary of the Department of Premier and Cabinet); Ms Wendy Sawford (representing the Secretary of the Department of Treasury and Finance); and An Executive Officer. The Foundation provides funding to non-government organisations that provide direct and practical support to people undergoing treatment for cancer and their families. It has also established a Scholarship Program in conjunction with the University of Tasmania for students studying the care and treatment of cancer, political science and visual arts. Scholarships to the value of $30 000 were awarded to four people under the Jim Bacon Foundation Scholarship Program. The scholarships, which are administered through the University of Tasmania, were awarded to: Jillian Farmer (Visual Arts); Nicholas Sageman (Political Science); and Camille Plant and Arabella Young (Care and Treatment of Cancer).
Department of Premier and Cabinet - Annual Report 2011-12 214
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Department of Premier and Cabinet - Annual Report 2011-12 220 List of Abbreviations AASB Australian Accounting Standards Board ALCT Aboriginal Land Council of Tasmania AM Members in the Order of Australia ANZSOG Australia and New Zealand School of Government AO Officer in the Order of Australia CAF Council for the Australian Federation CDD Community Development Division COAG Council of Australian Governments COTA Council on the Ageing CSD Corporate Services Division DEEWR Department of Education, Employment and Workplace Relations DFA Disability Framework for Action DHHS Department of Health and Human Services DLG Departmental Leadership Group DPAC Department of Premier and Cabinet DLGSEM Division of Local Government, Security and Emergency Management DPIPWE Department of Primary Industries, Water and Environment EnAct Tasmanian Legislation website ESS Employee Self Service FTE Full-time Equivalent GBE Government Business Enterprise GST Goods and Services Tax HaHSA Health and Human Service Award HR Human Resources ICT Information and Communications Technology IDC Inter departmental committee ISBN International Standard Book Number ISSN International Standard Serial Number IT Information Technology LGAT Local Government Association of Tasmania LGBTI Lesbian, gay, bisexual, transgender and intersex LINC Learning and Information Network Centre LWOP Leave Without Pay MCOT Multicultural Council of Tasmania MP Member of Parliament NAB National Australia Bank NDIS National Disability Insurance Scheme NEMBC National Ethnic and Multicultural Broadcasters’ Council NILS No Interest Loan Scheme Network of Tasmania Non-TSS Non Tasmanian State Servants NT Networking Tasmania NYW National Youth Week OAA Office of Aboriginal Affairs OeG Office of eGovernment OSSC Office of the State Service Commissioner PDAC Premier’s Disability Advisory Council
Department of Premier and Cabinet - Annual Report 2011-12 221 PIMS Procedural Information Management System PLGC Premier’s Local Government Council PMD Performance Management and Development PSMO Public Sector Management Office RSLA Returned and Services League of Australia RTI Right to Information SIU Social Inclusion Unit SPO State Protocol Office SRAC Six Rivers Aboriginal Corporation SSALS State Service Accumulated Leave System STU Service Tasmania Unit STVP Supporting Tasmanian Volunteers Program TCCO Tasmanian Climate Change Office TMD Telecommunications Management Division TRIM DPAC’s records information management system TSS Tasmanian State Service TSSA Tasmanian State Service Award TTC The Training Consortium TVAC Tasmanian Veterans’ Advisory Council VoIP Voice over Internet Protocol YMCA Young Men’s Christian Association YNOT Youth Network of Tasmania
Department of Premier and Cabinet - Annual Report 2011-12 222 Compliance Index
This index identifies compliance with the statutory disclosure requirements for annual reporting of the: Financial Management and Audit Act 1990 State Service Act 2000 Right to Information Act 2009 Public Interest Disclosures Act 2002 State Service Regulations 2011 various Treasurer's Instructions and whole-of-government directions. Requirement Section Page
Aids to Access Table of contents 2-3 Compliance index Appendix 223-225 List of abbreviations Appendix 221-222 Strategic Planning An overview of agency's strategic plan including its aims, The department/ 7-20 functions and related programs Strategic planning Head of Agency Performance A report on the performance of the functions and Annual Report 7-222 powers of the Head of Agency under any written law Statutory Offices A report by any statutory office holder employed in or Not applicable - attached to the department except where required to report under any other Act Statutory/ Non Statutory Bodies and Companies A list of names of companies Not applicable - Major Initiatives Details of major initiatives taken by the department to The department/ 13-20 develop and give effect to government policy Strategic planning Major Changes Details of any major changes which have taken place in The department/ 9 relation to the programs, aims, functions or organisational Overview structure of the agency Organisational Structure Organisational chart as at the end of the reporting year Organisational Chart 12 showing administrative structure A description of the relationship between the organisational The department/ 9-12 structure and the program management structure of the Output structure agency
Performance Information A narrative summary together with quantitative measures Activity 2011-12 21-90 where relevant, of the functions and targets of programs or operating units projects
Department of Premier and Cabinet - Annual Report 2011-12 223 Requirement Section Page
Economic and other factors that have affected the The department/ 7, 13-20 achievement of operational objectives Strategic planning
Legislation Administered A list of legislation administered by the department Departmental information/ 98-100 Legislation administered Key Contacts List of contact officers and points of public access in relation The department/ 226-227 to services proved by the department Departmental contact Community Awareness Details of activities to develop community awareness of the Activity 2011-12 7-90 department and the services it provides Operating units Agency Publications A list of major documents or publications produced by the Departmental information/ 101-102 department departmental publications Whole–of-government policies Supporting whole-of- - Carbon Emission Reduction Plan government corporate 91-92 - Disability Action Plan initiatives 93-94 Right to Information Right to Information details Right to Information 96-97 Public Interest Disclosures The location of procedures for public interest disclosures Public access to agency 116 decision-making Asset Management Statement of pricing policies of goods and services Financial information/ 117 Information on major capital projects Asset Management and Risk 117 Statement of risk management policies, activities or initiatives Management Policies 118 Statement of asset management policies, strategies and 117 initiatives Human Resources Management Details of recruitment policies and programs, including Human Resources 105-111 statistical information Information/ activities Information relating to employee training and development 112 activities Description of department workplace diversity programs, 112 including statistical information Summary of internal grievance procedures 112 Outline of occupational health and safety strategies 113 Outline of processes available against decisions made by the 116 agency Certification by the relevant agency manager relating to 114-115 contributions to non-RBF superannuation funds Government Procurement A narrative statement in the introduction by the Secretary Secretary's Report 10 regarding the department's support for local business
Department of Premier and Cabinet - Annual Report 2011-12 224 Requirement Section Page
Table summarising department support for local business, Financial information/ 150 including the number of procurement contracts awarded, Government procurement the number of tenders called and the number of bids received and the extent of local participation in procurement activities Detailed information on all contracts awarded, including 151-153 consultancy contracts, including a description of the contract, the total value of the contract and the name and locality of contractors Any other matters deemed relevant by the Head of Agency Contributions and grants 119-149 Financial Statements Financial statements of the department including statements DPAC financial statements 154-212 of any public body not required to report under any other Jim Bacon Foundation 214-220 Act, together with the audit opinion on those statements Financial statement
Department of Premier and Cabinet - Annual Report 2011-12 225 Contacting the Department
Phone (03) 6270 5633 Office of the Secretary
Facsimile (03) 6223 8609
Mailing address Department of Premier and Cabinet GPO Box 123 HOBART Tasmania 7001
Email [email protected] Website www.dpac.tas.gov.au
Office Address Telephone Facsimile
Cabinet Office Level 4, Executive Building 6270 5659 6233 2201 Executive Council Secretariat 15 Murray Street 6270 5669 Hobart Tasmania 7000
Corporate Services Level 6, Executive Building 6270 5482 6233 2769 Division 15 Murray Street Hobart Tasmania 7000
Courier Service Basement, Franklin Square 6233 6179 6233 5685 Hobart Tasmania 7000
Level 1, 1 Civic Square 0457 704 829 Launceston Tasmania 7250 0417 299 548
Community Development Level 8, 144 Macquarie Street 6232 7089 6233 9421 Division Hobart Tasmania 7000
Division of Local Government, Level 5, Executive Building 6232 7022 6233 5602 Security and Emergency 15 Murray Street Management Hobart Tasmania 7000
Executive Division Level 7, Executive Building 6270 5633 6223 8609 15 Murray Street Hobart Tasmania 7000
Office of eGovernment Level 6, Executive Building 6232 7722 15 Murray Street Hobart Tasmania 7000
Office of Parliamentary Level 11, NAB Building 6233 3422 6233 3335 Counsel 86 Collins Street Hobart Tasmania 7000
Department of Premier and Cabinet - Annual Report 2011-12 226 Office Address Telephone Facsimile
Office of the Secretary Level 7, Executive Building 6270 5633 6223 8609 15 Murray Street Hobart Tasmania 7000
Office of the State Service Level 2, 144 Macquarie Street 6232 7007 6233 2693 Commissioner Hobart Tasmania 7000
Policy Division Level 7, Executive Building 6233 6541 6233 2242 15 Murray Street Hobart Tasmania 7000
Public Sector Management Level 9, 144 Macquarie Street 6232 7040 6233 2412 Office Hobart Tasmania 7000
Service Tasmania Unit Level 7, 144 Macquarie Street 6232 7148 6233 6534 Hobart Tasmania 7000
Social Inclusion Unit Level 7, Executive Building 6232 7139 6233 2242 15 Murray Street Hobart Tasmania 7000
State Protocol Office Level 6, Executive Building 6270 5667 6233 3345 15 Murray Street Hobart Tasmania 7000
Tasmanian Climate Change Level 5, Executive Building 6270 5485 6233 9676 Office 15 Murray Street Tasmania 7000
Tasmania Together Level 7, 144 Macquarie Street 6232 7010 6233 5952 Progress Board Hobart Tasmania 7000
The Training Consortium Level 9, 144 Macquarie Street 6232 7511 6233 6600 Hobart Tasmania 7000
TMD Level 9, 22 Elizabeth Street 6233 7633 6233 7222 Hobart Tasmania 7000 1800 255 505
Department of Premier and Cabinet - Annual Report 2011-12 227