2013-14 Tasmanian State Budget

PARLIAMENT OF TASMANIA

Budget Paper No 2 Government Services Volume 2

Presented by Lara Giddings MP, Treasurer, for the information of Honourable Members, on the occasion of the Budget, 2013-14

Useful 2013-14 Budget and Government Websites www.budget.tas.gov.au Contains the 2013-14 Budget Paper documents and related information including Budget Fact Sheets and Government Media Releases. www.treasury.tas.gov.au Contains the 2013-14 Budget Papers and Budget Paper archives. www.tas.gov.au Provides links to the Websites of a wide range of Tasmanian public and private sector organisations. www.service.tas.gov.au Provides a comprehensive entry point to Government services in Tasmania.

CONTENTS

VOLUME 1 PART 1: DEPARTMENTS 1 Introduction 2 Department of Economic Development, Tourism and the Arts 3 Department of Education 4 Finance-General 5 Department of Health and Human Services 6 Department of Infrastructure, Energy and Resources 7 Department of Justice

VOLUME 2 PART 1: DEPARTMENTS (CONTINUED) 8 Ministerial and Parliamentary Support 9 Department of Police and Emergency Management 10 Department of Premier and Cabinet 11 Department of Primary Industries, Parks, Water and Environment 12 Department of Treasury and Finance PART 2: AGENCIES 13 House of Assembly 14 Integrity Commission 15 Legislative Council 16 Legislature-General 17 Office of the Director of Public Prosecutions 18 Office of the Governor 19 Office of the Ombudsman 20 Tasmanian Audit Office

i PART 3: TASMANIAN HEALTH ORGANISATIONS 21 Tasmanian Health Organisation – North 22 Tasmanian Health Organisation – North West 23 Tasmanian Health Organisation – South PART 4: STATUTORY AUTHORITIES 24 Inland Fisheries Service 25 Marine and Safety Tasmania 26 Royal Tasmanian Botanical Gardens 27 State Fire Commission 28 TasTAFE

ii INDEX

VOLUME 2 PART 1: DEPARTMENTS (CONTINUED)

8 Ministerial and Parliamentary Support 8.1

Agency Outline 8.1

Output Information 8.1

Output Group 1: Support for Members of Parliament 8.2

Detailed Budget Statements 8.3

9 Department of Police and Emergency Management 9.1

Agency Outline 9.1

Major Initiatives 9.2

Other Initiatives 9.3

Output Information 9.3

Output Group 1: Public Safety 9.5

Output Group 2: Crime 9.6

Output Group 3: Traffic Policing 9.8

Output Group 4: Emergency Management 9.9

Capital Investment Program 9.11

Detailed Budget Statements 9.12

10 Department of Premier and Cabinet 10.1

Agency Outline 10.1

Major Initiatives 10.2

Other Initiatives 10.5

Output Restructure 10.5

Output Information 10.6

Output Group 1: Support for Executive Decision Making 10.10

Output Group 2: Government Processes and Services 10.11

Output Group 3: Electronic Services for Government Agencies and the Community 10.13

Output Group 4: State Service Management 10.14

iii Output Group 5: Tasmania Together Progress Board 10.15

Output Group 6: Community Development 10.15

Output Group 7: Development of Local Government, Security and Emergency 10.17 Management

Capital Investment Program 10.19

Detailed Budget Statements 10.20

11 Department of Primary Industries, Parks, Water and Environment 11.1

Agency Outline 11.1

Major Initiatives 11.2

Output Information 11.5

Output Group 1: Information and Land Services 11.8

Output Group 2: Primary Industries 11.9

Output Group 3: Resource Management and Conservation 11.11

Output Group 4: Water Resources 11.14

Output Group 5: Policy 11.16

Output Group 6: Biosecurity and Product Integrity 11.17

Output Group 7: Environment Protection and Analytical Services 11.19

Output Group 8: Parks and Wildlife Management 11.21

Output Group 9: Heritage 11.23

Special Capital Investment Funds 11.25

Infrastructure Tasmania Fund 11.25

Water Infrastructure Fund 11.26

Capital Investment Program 11.27

Detailed Budget Statements 11.28

12 Department of Treasury and Finance 12.1

Agency Outline 12.1

Major Initiatives 12.1

Output Information 12.2

Output Group 1: Financial and Resource Management Services 12.5

Output Group 2: Economic and Fiscal Policy Advice 12.7

Output Group 3: Revenue and Regulatory Management Services 12.8

Output Group 4: Community Assistance 12.10

iv Output Group 5: Electricity Reform 12.10

Detailed Budget Statements 12.11

PART 2: AGENCIES

13 House of Assembly 13.1

Agency Outline 13.1

Major Initiatives 13.1

Output Information 13.2

Output Group 1: House of Assembly Support Services 13.3

Output Group 2: Payments Administered by the House of Assembly 13.3

Detailed Budget Statements 13.4

14 Integrity Commission 14.1

Agency Outline 14.1

Major Initiatives 14.1

Output Information 14.2

Output Group 1: Integrity Commission 14.2

Detailed Budget Statements 14.3

15 Legislative Council 15.1

Agency Outline 15.1

Major Initiatives 15.1

Output Information 15.2

Output Group 1: Legislative Council Support Services 15.3

Output Group 2: Payments Administered by the Legislative Council 15.3

Detailed Budget Statements 15.4

16 Legislature-General 16.1

Agency Outline 16.1

Major Initiatives 16.1

Output Information 16.2

Output Group 1: Parliamentary Reporting Service 16.3

Output Group 2: Parliamentary Library Service 16.3

Output Group 3: Parliamentary Printing and Systems 16.4

Output Group 4: Joint Services 16.5

v Detailed Budget Statements 16.6

17 Office of the Director of Public Prosecutions 17.1

Agency Outline 17.1

Major Initiatives 17.1

Output Information 17.2

Output Group 1: The Office of the Director of Public Prosecutions 17.2

Detailed Budget Statements 17.3

18 Office of the Governor 18.1

Agency Outline 18.1

Major Initiatives 18.2

Output Information 18.2

Output Group 1: The Office of the Governor 18.3

Detailed Budget Statements 18.4

19 Office of the Ombudsman 19.1

Agency Outline 19.1

Major Initiatives 19.1

Output Information 19.2

Output Group 1: The Office of the Ombudsman 19.2

Detailed Budget Statements 19.4

20 Tasmanian Audit Office 20.1

Agency Outline 20.1

Major Initiatives 20.2

Output Information 20.3

Output Group 1: Public Sector Management and Accountability 20.3

Detailed Budget Statements 20.5

vi PART 3: TASMANIAN HEALTH ORGANISATIONS

21 Tasmanian Health Organisation – North 21.1

Authority Outline 21.1

Output Information 21.2

Output Group 1: Tasmanian Health Organisation – North 21.3

Detailed Budget Statements 21.7

National Health Reform Agreement 21.9

22 Tasmanian Health Organisation – North West 22.1

Authority Outline 22.1

Output Information 22.2

Output Group 1: Tasmanian Health Organisation – North West 22.3

Detailed Budget Statements 22.7

National Health Reform Agreement 22.8

23 Tasmanian Health Organisation – South 23.1

Authority Outline 23.1

Output Information 23.2

Output Group 1: Tasmanian Health Organisation – South 23.3

Detailed Budget Statements 23.8

National Health Reform Agreement 23.10

PART 4: STATUTORY AUTHORITIES

24 Inland Fisheries 24.1

Authority Outline 24.1

Major Initiatives 24.1

Detailed Budget Statements 24.2

25 Marine and Safety Tasmania 25.1

Authority Outline 25.1

Major Initiatives 25.1

Detailed Budget Statements 25.2

26 Royal Tasmania Botanical Gardens 26.1

Authority Outline 26.1

Major Initiatives 26.2

vii Detailed Budget Statements 26.3

27 State Fire Commission 27.1

Authority Outline 27.1

Major Initiatives 27.2

Detailed Budget Statements 27.4

28 TasTAFE 28.1

Authority Outline 28.1

Major Initiatives 28.1

Detailed Budget Statements 28.2

viii CONVENTIONS

Figures in tables and in the text have been rounded. Discrepancies in tables between totals and sums of component items reflect rounding. Percentage changes in all tables are based on the underlying unrounded amounts.

The notation used in the Budget Papers is as follows: na not available, or not applicable

…. zero, or rounded to zero

$'000 $thousand

$m $million

PART 1: DEPARTMENTS (CONTINUED)

8 MINISTERIAL AND PARLIAMENTARY SUPPORT

AGENCY OUTLINE

Ministerial and Parliamentary Support provides funding to support Ministers and certain Parliamentary Office Holders and all members of the House of Assembly. The funding provided covers Ministerial allowances, staffing support and office facilities for Ministers; and staffing support and office facilities for all members of the House of Assembly. Certain office facilities and staffing are also provided to some Members of the Legislative Council.

This chapter provides financial information for Ministerial and Parliamentary Support for 2013-14 and over the Forward Estimates period (2014-15 to 2016-17).

OUTPUT INFORMATION

The Outputs of Ministerial and Parliamentary Support are provided under:

• Output Group 1 – Support for Members of Parliament.

Table 8.1 provides an Output Group Expense Summary for Ministerial and Parliamentary Support.

Table 8.1: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Premier

Output Group 1 - Support for Members of Parliament 1.1 Support for Ministers and certain Parliamentary Office Holders 15 379) 14 873) 14 983) 15 264) 15 504) 1.2 Support for Members of the House of Assembly 4 277) 4 222) 4 317) 4 408) 4 491) 19 656) 19 095) 19 300) 19 672) 19 995)

TOTAL 19 656) 19 095) 19 300) 19 672) 19 995)

Note: 1. Expenditure estimates include the impact of the cessation of the payment of payroll tax by agencies. This reduces both agency revenues and expenditure. Further information on this policy change and its impact on agencies is included in the Introduction to Budget Paper No 2, Government Services.

Ministerial and Parliamentary Support 8.1 Output Group 1: Support for Members of Parliament

1.1 Support for Ministers and certain Parliamentary Office Holders

This Output provides funding to support the functions of the following offices:

• Premier;

• Ministers;

• Speaker of the House of Assembly; and

• Leader of the Government in the Legislative Council.

This Output also provides funding for Ministerial allowances payable in accordance with the provisions of the Parliamentary Salaries, Superannuation and Allowances Act 2012.

This Output also provides funding for a transport service that is available to the Premier, Ministers and other office holders including the Speaker of the House of Assembly, the President of the Legislative Council and the Leader(s) of non-government parties in the House of Assembly.

1.2 Support for Members of the House of Assembly

This Output provides funding to all elected members of the House of Assembly to support them in their electorates. The support covers applicable allowances, staffing costs, travel and office facilities that include accommodation, supplies, fit-out, communications and other equipment.

This Output also provides funding to support the functions of offices for the Leader(s) of non-government parties in the House of Assembly.

8.2 Ministerial and Parliamentary Support DETAILED BUDGET STATEMENTS

Table: 8.2: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue – recurrent2 19 655) 19 094) 19 299) 20 016) 19 994) Total revenue and other income from transactions 19 655) 19 094) 19 299) 20 016) 19 994)

Expenses from transactions Employee benefits 12 798) 12 967) 13 167) 13 401) 13 575) Depreciation and amortisation 17) 17) 17) 17) 17) Supplies and consumables 6 004) 6 003) 6 008) 6 146) 6 295) Other expenses 837) 108) 108) 108) 108) Total expenses from transactions 19 656) 19 095) 19 300) 19 672) 19 995)

Net result from transactions (net operating balance) (1) (1) (1) 344) (1)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result (1) (1) (1) 344) (1)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result (1) (1) (1) 344) (1)

Ministerial and Parliamentary Support 8.3 Table 8.3: Revenue from Appropriation by Output 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Premier

Output Group 1 - Support for Members of Parliament 1.1 Support for Ministers and certain Parliamentary Office Holders1 14 569) 14 053) 14 163) 14 712) 14 684) 1.2 Support for Members of the House of Assembly 4 277) 4 222) 4 317) 4 485) 4 491) 18 846) 18 275) 18 480) 19 197) 19 175)

Ministerial and Parliamentary Support Total Recurrent Services 18 846) 18 275) 18 480) 19 197) 19 175) Total Works and Services ....) ....) ....) ....) ....) 18 846) 18 275) 18 480) 19 197) 19 175)

Reserved by Law Allowances of Ministers (Parliamentary Salaries, Superannuation and Allowances Act 2012) 809) 819) 819) 819) 819) 809) 819) 819) 819) 819)

Total Revenue from Appropriation 19 655) 19 094) 19 299) 20 016) 19 994)

Controlled Revenue from Appropriation1 19 655) 19 094) 19 299) 20 016) 19 994) Administered Revenue from Appropriation ....) ....) ....) ....) ....) 19 655) 19 094) 19 299) 20 016) 19 994)

Note: 1. The increase in Support for Ministers and certain Parliamentary Office Holders and Controlled Revenue from Appropriation in 2015-16 reflects additional funding for the 27th pay in that year.

8.4 Ministerial and Parliamentary Support Table 8.4: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits 111) 73) 73) 73) 73) Receivables 43) 81) 81) 81) 81) 154) 154) 154) 154) 154) Non-financial assets Property, plant and equipment 30) 25) 25) 25) 25) Other assets1 190) 374) 379) 384) 389) 220) 399) 404) 409) 414)

Total assets 374) 553) 558) 563) 568)

Liabilities Payables 429) 172) 177) 182) 187) Provisions1 ....) 240) 240) 240) 240) Employee benefits2 3 145) 2 953) 2 954) 2 610) 2 611) Other liabilities1 ....) 21) 21) 21) 21) Total liabilities 3 574) 3 386) 3 392) 3 053) 3 059)

Net assets (liabilities) (3 200) (2 833) (2 834) (2 490) (2 491)

Equity Reserves 10) 5) 5) 5) 5) Accumulated funds (3 210) (2 838) (2 839) (2 495) (2 496) Total equity (3 200) (2 833) (2 834) (2 490) (2 491)

Notes: 1. The increases in Other assets, Provisions and Other liabilities in 2013-14 reflect the recording of the provision for leasehold "make-good", as reported in the audited Balance Sheet. 2. The decrease in Employee benefits in 2016 reflects the 27th pay in that year.

Ministerial and Parliamentary Support 8.5 Table 8.5: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts – recurrent1 19 655) 19 094) 19 299) 20 016) 19 994) GST receipts 330) 330) 330) 330) 330) Total cash inflows 19 985) 19 424) 19 629) 20 346) 20 324)

Cash outflows Employee benefits1 (11 628) (11 779) (11 959) (12 468) (12 323) Superannuation1 (1 169) (1 187) (1 207) (1 277) (1 251) GST payments (330) (330) (330) (330) (330) Supplies and consumables (6 004) (6 003) (6 008) (6 146) (6 295) Other cash payments (837) (108) (108) (108) (108) Total cash outflows (19 968) (19 407) (19 612) (20 329) (20 307)

Net cash from (used by) operating activities 17) 17) 17) 17) 17)

Cash flows from investing activities Payments for acquisition of non-financial assets (17) (17) (17) (17) (17) Net cash from (used by) investing activities (17) (17) (17) (17) (17)

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

Cash and deposits at the beginning of the reporting period 111) 73) 73) 73) 73) Cash and deposits at the end of the reporting period 111) 73) 73) 73) 73)

Note: 1. The increase in these items in 2015-16 reflects the 27th pay in that year.

8.6 Ministerial and Parliamentary Support 9 DEPARTMENT OF POLICE AND EMERGENCY MANAGEMENT

AGENCY OUTLINE

The Department of Police and Emergency Management is responsible for the delivery of quality policing and emergency management services and endeavours to provide a safe, secure and resilient Tasmania. Reporting to the Minister for Police and Emergency Management, Hon David O'Byrne MP, the Department is comprised of Tasmania Police, the State Emergency Service and Forensic Science Service Tasmania. The Tasmania Fire Service, which forms part of the Department for administrative purposes, reports separately to the State Fire Commission.

The Department is committed to building individual and organisational capacity in order to provide high quality services to the Tasmanian community. This capacity will be built by delivery of strong leadership at all levels of the organisation and a focus on people, innovation and business. To this extent, the values of integrity, equity and accountability are considered core to the Department's organisational behaviours.

The Department aims to:

• provide a highly visible frontline service;

• ensure the community feels safe and is safe in public places and at home;

• reduce the impact of crime;

• influence driver behaviour through traffic law enforcement; and

• contribute towards community resilience through effective security and emergency management.

This chapter provides the Department's financial information for 2013-14 and over the Forward Estimates period (2014-15 to 2016-17) and the performance targets the Department will strive to achieve. Further information on the Department is provided at www.police.tas.gov.au.

Police and Emergency Management 9.1 MAJOR INITIATIVES

Table 9.1 provides a summary of the Budget and Forward Estimate allocations for major initiatives.

Table 9.1: Major Initiatives Statement 2013-14 2014-15 2015-16 2016-17 Forward Forward Forward Budget Estimate Estimate Estimate ) $'000 $'000 $'000 $'000

Additional Funding for Frontline Services 4 536 6 500 10 558 10 266

Additional Funding for Frontline Services

Despite a difficult fiscal environment, additional funding has been provided to resume recruitment and employ additional police, as part of the Government's commitment to meeting the cost of maintaining Tasmania Police at 1 120 police officers, which will sustain a highly visible police presence that can continue to provide an effective, timely and flexible 24-hour response to incidents, emergencies and public events. The additional funding ensures a recruit course, comprising some 25 trainees, will commence training in the first quarter of the 2013-14 financial year and help Tasmania to maintain some of the lowest crime rates in Australia.

Co-location and Amalgamation of DPEM Fleet Services

This project aims to either co-locate or amalgamate police garages with Tasmanian Fire Service statewide facilities. This project is part of the Emergency Services Support Review and is in support of strategic documents of the State Fire Commission and Department of Police and Emergency Management. The first stage of this project has been completed with the amalgamation of garage facilities in Burnie and planning is now well progressed for similar arrangements in Launceston and Hobart. The initiative will be self-funding with capital savings to be realised to enable the co-locations to occur.

Divisional Headquarters Refurbishment Program

Commencing in 2008-09, funding has been provided for the redevelopment and refurbishment of the Department's Divisional Police Headquarters at Devonport, Bellerive and Glenorchy. The Bellerive Divisional Headquarters was completed in 2011-12 and a new Devonport station is due for completion by June 2013. At the time of publishing this paper, negotiations for the acquisition of a property for the Glenorchy Police Station were being finalised and it is anticipated this project will be completed in 2013-14.

Emergency Services Computer Aided Dispatch (CAD) Project

This project will address the replacement of the three computer aided dispatch systems currently in operation within Tasmanian Police, the Tasmanian Fire Service and Ambulance Tasmania with an emergency services computer aided dispatch system. This will provide for more efficient inter-agency operations and realisation of fiscal efficiencies through economies of scale. The project is part of the

9.2 Police and Emergency Management Emergency Services Support Review and is in support of the Tasmanian Government ICT strategy. A business case is currently being prepared to advance this project.

Support to the Frontline Strategy

This strategy aims to structure the Department and identify tangible actions that will directly support frontline policing to deliver on community expectations. As well as changed work practices, a more flexible approach to the use of technology should increase mobility in the workforce and reduce administrative processes.

This strategy will be funded from within the Department's recurrent allocation.

OTHER INITIATIVES Emergency Services Support Review

The Department of Police and Emergency Management and the Department of Health and Human Services play an important role in an across agency review of emergency services support functions. This review, which involves Tasmania Police, Tasmania Fire Service, Ambulance Tasmania and the State Emergency Service, aims to identify:

• areas of duplication in relation to support or other functions across the emergency services sector within the Tasmanian Government;

• opportunities that may be pursued to minimise or eliminate duplication, while maintaining or increasing operational effectiveness;

• initiatives for increasing efficiency in the delivery of support services in the Tasmanian emergency management sector, including:

− fleet and facilities management;

− information technology infrastructure and systems;

− corporate administration and support; and

− volunteer support.

OUTPUT INFORMATION

Outputs of the Department of Police and Emergency Management are provided under the following Output Groups:

• Output Group 1 – Public Safety;

• Output Group 2 – Crime;

• Output Group 3 – Traffic Policing; and

• Output Group 4 – Emergency Management.

Table 9.2 provides an Output Group Expense Summary for the Department of Police and Emergency Management.

Police and Emergency Management 9.3 Table 9.2: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Minister for Police and Emergency Management

Output Group 1 - Public Safety 1.1 Support to the Community2 111 878) 110 163) 114 400) 120 437) 121 792) 111 878) 110 163) 114 400) 120 437) 121 792) Output Group 2 - Crime 2.1 Investigation of Crime 44 574) 42 332) 43 080) 43 699) 44 337) 2.2 Poppy Security 1 159) 1 139) 1 161) 1 178) 1 196) 2.3 Fisheries Security3 6 062) 5 561) 5 668) 5 760) 5 853) 2.4 Support to Judicial Services4 10 971) 9 989) 10 192) 10 367) 10 545) 62 766) 59 021) 60 101) 61 004) 61 931) Output Group 3 – Traffic Policing 3.1 Traffic Policing 20 929) 20 279) 20 730) 21 009) 21 290) 20 929) 20 279) 20 730) 21 009) 21 290) Output Group 4 - Emergency Management 4.1 State Emergency Service5 3 556) 3 450) 3 298) 2 779) 2 938) 4.2 State Security and Rescue Operations 4 635) 4 412) 4 510) 4 714) 4 695) 8 191) 7 862) 7 808) 7 493) 7 633)

TOTAL 203 764) 197 325) 203 039) 209 943) 212 646)

9.4 Police and Emergency Management Output Group 1: Public Safety

1.1 Support to the Community

This Output relates to personal safety in the community, maintaining public order and the provision of safety initiatives that assist in developing safe, secure and resilient communities. Through the provision of high-visibility targeted patrols and the establishment of partnerships with community organisations, the Department aims to ensure that the public has confidence and satisfaction in the services provided.

Table 9.3: Performance Information – Output Group 1 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure1 Measure Actual Actual Target Target

Satisfaction with police services % 76 77 ≥ nat av ≥ nat av Satisfaction with police in dealing with public order problems % 67 66 ≥ nat av ≥ nat av Assaults in public places2 Number 977 953 ≤ prev yr ≤ prev yr Public Order incidents Number 31 829 28 389 ≤ prev yr ≤ prev yr Cost of policing per capita3 Dollars 406 384 ≤ nat av ≤ nat av Perceptions of safety in public places – during the day % 92 93 ≥ nat av ≥ nat av Perceptions of safety in public places – after dark % 54 56 ≥ nat av ≥ nat av Perceptions of safety at home – alone during the day % 96 96 ≥ nat av ≥ nat av Perceptions of safety at home – alone after dark % 89 90 ≥ nat av ≥ nat av

Notes: 1. The performance measures 'Confidence in police', 'Community perception of police integrity' and 'Number of complaints against police' have been removed to ensure the Department's measures continue to align with objectives, give a genuine sense of performance and reflect effectiveness, efficiency and equity as per the Auditor-General Special Report No. 72: Public Sector Performance Information. 2. Data for 2010-11 have been adjusted to reflect final reported figures in the Department's Annual Report. 3. Figures for 2010-11 to 2011-12 have been adjusted to reflect 2011-12 dollars.

Performance Information Comments

Performance indicators have been reviewed in order to ensure that the Department reports the most effective, efficient and equitable indicators in line with the recommendations of the Auditor-General Special Report No. 72: Public Sector Performance Information.

The performance information is designed to capture the prevalence of public safety issues (ie Assaults in public places and Public Order incidents), together with public perceptions of the delivery of police services and public safety as a whole.

In addition to the performance measures reported in this chapter, the Department retains a range of performance indicators which are reported monthly and available to the public through the Department's website www.police.tas.gov.au.

The performance targets reflect a desire for continuous improvement. Where national comparisons are relevant, the Department seeks to perform at or above the national average. For measures of activity

Police and Emergency Management 9.5 (eg Assaults in Public Places) the Department seeks to influence a reduction in the level of these incidents through proactive policing strategies.

Previously the Department has set targets which provide for a measure against the previous year's activity. Evidence has suggested that basing performance improvement on assessment against an average of the preceding three years is more likely to provide greater evidence of continuous improvement. References to previous year will actually be measured against the previous three year average.

Output Group 2: Crime

2.1 Investigation of Crime

This Output relates to the detection and apprehension of offenders, including investigation of serious and organised crime. Through crime detection strategies and legislative reform, the Department aims to reduce the number of offences committed against both people and property.

2.2 Poppy Security

This Output focuses on the protection and security of poppy crops, the prevention of poppy crop interferences and the targeting of offenders through investigative techniques. The involvement of industry groups in the protection and security of poppies contributes to the reduction in the number of poppy diversions onto the illicit market.

2.3 Fisheries Security

This Output relates to the protection of State and Australian Government marine resources, through the provision of marine compliance and enforcement activities. By using a combination of overt and covert sea patrols, in-port, at sea and fish processor inspections, the Department is able to target offenders and facilitate the protection and security of marine resources in both the recreational and commercial fishing sectors.

2.4 Support to Judicial Services

This Output relates to policing services that support the judicial system such as the prosecution of offenders, provision of diversionary programs, bail/warrant processing, victim support services and investigation, and clerical and investigation services on behalf of the coroner. In addition, the Department plays a lead role in the reduction and management of family violence in Tasmania.

9.6 Police and Emergency Management Table 9.4: Performance Information – Output Group 2 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Investigation of Crime Total Offences1 Number 27 487 24 395 ≤ prev yr ≤ prev yr Total Offences clearance rate1 % 46 48 ≥ prev yr ≥ prev yr Total Serious Crime1 Number 529 447 ≤ prev yr ≤ prev yr Serious Crime clearance rate1 % 75 80 ≥ prev yr ≥ prev yr Number of recorded offences against the person1 Number 4 179 4 197 ≤ prev yr ≤ prev yr Offences against the person clearance rate1 % 93 94 ≥ prev yr ≥ prev yr Number of recorded offences against property1 Number 22 255 19 524 ≤ prev yr ≤ prev yr Offences against property clearance rate % 37 37 ≥ prev yr ≥ prev yr Serious drug offenders charged Number 436 403 380 390

Poppy Security Number of poppy crop interferences per 1 000 hectares sown Number 0.44 0.47 ≤ prev yr ≤ prev yr

Fisheries Security Total marine offenders detected Number 982 1 290 1 000 1 000

Support to Judicial Services Family violence incident reports1 Number 2 693 2 509 ≤ prev yr ≤ prev yr State charges prosecuted1 Number 54 929 50 125 ≤ prev yr ≤ prev yr

Note: 1. Data for 2010-11 have been adjusted to reflect final reported figures in the Department's Annual Report.

Performance Information Comments

Table 9.4 reports on measures relating to crime detection and investigation. The performance measure 'Total Offences', includes all offences which generate an offence report, whilst 'Total Serious Crime' includes the most severe offences against the person and financially damaging offences against property. The performance measure 'State charges prosecuted' is a measure of the number of charges that were prosecuted across the whole state.

An offence is considered 'cleared' if an offender has been identified and proceeded against by police; or cannot be proceeded against and further investigation cannot be established; or if the offence is withdrawn by the victim.

Police and Emergency Management 9.7 Output Group 3: Traffic Policing

3.1 Traffic Policing

This Output relates to the improvement of driver behaviour, traffic law compliance and minimising road trauma. Through the provision of high visibility patrols on highways and arterial roads, targeting high risk driver behaviour and attendance/investigation of vehicle crashes, the Department aims to improve road safety, reduce the incidence of inattentive driving and diminish the use of alcohol/drugs whilst driving.

Table 9.5: Performance Information – Output Group 3 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure1 Measure Actual Actual Target Target

Number of high risk driver behaviour detections 2 Number 26 635 24 358 ≤ prev yr ≤ prev yr Speeding Offences: Police Issued Infringements2 Number 47 739 43 913 42 823 40 000 Random Breath Tests conducted Number 606 991 559 854 578 431 580 000 Number of persons who self-reported driving whilst over the alcohol limit in the previous six months3 % 11.4 10.6 ≤ prev yr ≤ prev yr Random Drug Tests conducted Number 1 427 1 678 1 289 1 300 Number of persons who self-reported driving whilst impaired by medication or other drugs in the previous six months4 % 6.3 4.8 ≤ prev yr ≤ prev yr Speed Camera operating hours Hours 17 628 15 934 17 411 17 500 Road Deaths per 100 000 registered vehicles Number 8 4 ≤ prev yr ≤ prev yr Fatal and Serious injury crashes2 Number 224 211 ≤ prev yr ≤ prev yr Proportion of people who felt that speeding cars or dangerous, noisy driving was a 'major problem' or 'somewhat of a problem' in the neighbourhood % 73 72 ≤ nat av ≤ nat av

Notes: 1. The performance measures 'Number of traffic infringement notices issued' and 'Seatbelt and child restraint offences detected' have been removed to ensure the Department's measures continue to align with objectives, give a genuine sense of performance and reflect effectiveness, efficiency and equity as per the Auditor-General Special Report No. 72: Public Sector Performance Information. 2. Data for 2010-11 have been adjusted to reflect final reported figures in the Department's Annual Report. 3. The measure 'Proportion of drivers tested who complied with the prescribed alcohol limit' has been replaced by 'Number of persons who self-reported driving whilst over the alcohol limit in the previous six months' as this is considered a more objective assessment of the prevalence of this issue. 4. The measure 'Proportion of drivers tested who returned negative tests for prohibited drugs' has been replaced by 'Number of persons who self-reported driving whilst impaired by medication or other drugs in the previous six months' as this is considered a more objective assessment of the prevalence of this issue.

Performance Information Comments

Table 9.5 reports on measures relating to Traffic Policing, in particular traffic law compliance and the prevention of driving under the influence of alcohol and/or drugs.

The performance measure 'Speeding Offences: Police Issued Infringements' are traffic infringement notices specifically related to speeding that are not associated with Road Safety Cameras.

9.8 Police and Emergency Management The performance measure 'Number of high risk driver behaviour detections' is comprised of dangerous and reckless driving, infringements for exceeding the speed limit by 15 km/h or more, seatbelt compliance traffic infringement notices, exceeding the prescribed alcohol limit, driving with an illicit drug in blood and refusing to provide a breath or blood sample for analysis.

The performance measures 'Random Drug Tests conducted' and 'Number of persons who self-reported driving whilst impaired by medication or other drugs in the previous six months ' represent the Department's focus on drug testing of drivers, in addition to the standard practice of breath testing for alcohol.

The Department continues to focus on the testing of drivers for the prevalence of alcohol beyond the prescribed limit or the presence of illicit drugs. However, in order to better measure the effectiveness of these strategies, the Department monitors performance against the National Survey of Community Satisfaction with Policing (NSCSP) which identifies self-reporting rather than observations gained from testing only. The Department will continue to report the number of drivers who do not comply and will test the effectiveness of the strategies implemented by comparing these results against the results of the NSCSP.

Output Group 4: Emergency Management

4.1 State Emergency Service

This Output involves the provision of emergency services in accordance with the Emergency Management Act 2006 and the Tasmanian Emergency Management Plan. Activities undertaken as part of this Output include emergency risk management and disaster mitigation, preparedness and responsiveness to emergency events, and the development and training of volunteers. Public safety demonstrations and Driver Reviver activities assist in the community becoming more aware of their safety.

4.2 State Security and Rescue Operations

This Output relates to the provision of whole-of-government policies relating to counter terrorism and terrorist threats and the provision of search and rescue operations. Activities included under the Output consist of involvement in multi-jurisdictional exercises, representation at national counter terrorism meetings and the provision of a combination of land, sea and air search and rescue operations.

Police and Emergency Management 9.9 Table 9.6: Performance Information – Output Group 4 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure1 Measure Actual Actual Target Target

State Emergency Service2 Total Volunteer training hours Hours 23 410 26 371 ≥ prev yr ≥ prev yr Number of active Registered Volunteers Number 615 559 ≥ prev yr ≥ prev yr Number of SES call outs3 Number 1 051 619 na na

State Security and Rescue Operations Number of Search and Rescue Operations Number 196 323 ≥ prev yr ≥ prev yr Number of exercises managed Number 22 30 ≥ prev yr ≥ prev yr

Notes: 1. The performance measures 'Volunteer training hours per SES trainer', 'Number of competency certificates issued', 'Number of counter terrorism projects/forums supported' and 'Total number of helicopter hours' have been removed to ensure the Department's measures continue to align with objectives, give a genuine sense of performance and reflect effectiveness, efficiency and equity as per the Auditor-General Special Report No. 72: Public Sector Performance Information. 2. The title of this group of performance measures was previously named 'State Emergency Management Services'. 3. The target in 2012-13 for 'Number of SES call outs' has been adjusted to reflect that this is a demand driven response rather than a targeted activity level.

Performance Information Comments

Table 9.6 reports performance information relating to State Emergency Management and State Security and Rescue Operations.

A significant part of the Department's focus is on Volunteer Capability Support, which includes support to State Emergency Service (SES) volunteers through ongoing provision of training and assessment. The aim is to develop volunteers who possess rescue capability skills and maintain currency of competency across the nationally accredited qualifications.

The performance measures relating to State Security and Rescue Operations aim to reflect the Department's focus on ensuring search and rescue capability and that Tasmanians have confidence in the ability of personnel to deploy in an effective manner should terrorist activities occur.

The use of the Westpac Search and Rescue Helicopter is included in the measure 'Number of Search and Rescue Operations'. The cessation of this as an individual performance measure is due to the number of hours being demand driven rather than a targeted activity level. Further information on actual usage is available to the public through the Department's website www.police.tas.gov.au.

9.10 Police and Emergency Management CAPITAL INVESTMENT PROGRAM

This section provides financial information for the Department's Capital Investment Program. Further information on the Capital Investment Program is provided at Chapter 7 in Budget Paper No 1 The Budget.

Divisional Headquarters Refurbishment Program

A total of $18.9 million was provided for the redevelopment and refurbishment of Bellerive, Devonport and Glenorchy, Divisional Headquarters.

At the time of developing the 2013-14 Budget, the Bellerive Divisional Headquarters had been completed; Devonport is anticipated to be completed in June 2013; and the Department was awaiting the outcome of planning processes for the acquisition of a new building for the Glenorchy Divisional Headquarters. In the event this acquisition is not able to be completed in 2012-13, approval will be sought for funding to be carried forward to the 2013-14 year to meet these requirements.

Police and Emergency Management 9.11 DETAILED BUDGET STATEMENTS

Table 9.7: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue – recurrent 2 188 371) 182 241) 187 646) 199 044) 197 295) Appropriation revenue - works & services3 8 557) ....) ....) ....) ....) Other revenue from Government4 1 742) ....) ....) ....) ....) Grants 3 544) 3 464) 3 394) 2 954) 2 954) Other revenue5 5 022) 4 080) 4 200) 4 220) 4 220) Total revenue and other income from transactions 207 236) 189 785) 195 240) 206 218) 204 469)

Expenses from transactions Employee benefits 147 815) 150 012) 153 735) 160 010) 162 078) Depreciation and amortisation6 6 740) 7 190) 7 590) 8 090) 8 090) Supplies and consumables 34 171) 36 202) 38 123) 38 773) 39 435) Grants and subsidies7 2 420) 1 483) 1 283) 833) 833) Borrowing costs8 ....) 263) 122) 39) ....) Other expenses7 12 618) 2 175) 2 186) 2 198) 2 210) Total expenses from transactions 203 764) 197 325) 203 039) 209 943) 212 646)

Net result from transactions (net operating balance) 3 472) (7 540) (7 799) (3 725) (8 177)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result 3 472) (7 540) (7 799) (3 725) (8 177)

Other economic flows - other non-owner changes in equity Changes in physical asset revaluation reserve9 18 371) 22 471) 26 571) 26 571) 26 571) Total other economic flows - other non-owner changes in equity 18 371) 22 471) 26 571) 26 571) 26 571)

Comprehensive result 21 843) 14 931) 18 772) 22 846) 18 394)

Notes: 1. Revenue and expenditures estimates include the impact of the cessation of the payment of payroll tax by agencies. This reduces both agency revenues and expenditure. Further information on this policy change and its impact on agencies is included in the Introduction to the Budget Paper No 2, Government Services.

9.12 Police and Emergency Management 2. Increases in Appropriation revenue – recurrent reflects additional funding provided for frontline services, including police recruit courses in order to maintain police numbers at 1 120 FTEs (Full Time Equivalents). 3. The decrease in Appropriation revenue – works & services reflects the finalisation of the funding for the Capital Investment Program (Divisional Headquarters Refurbishment Program). 4. The decrease in Other revenue from Government reflects the utilisation of funding carried forward from 2011-12 to 2012-13 for the Divisional Headquarters Refurbishment Program under section 8A(2) of the Public Account Act 1986. 5. The decrease in Other revenue reflects the cessation of programs such as the Australian Fisheries Management Authority. This is offset by an associated reduction in expenditure. 6. The increase in Depreciation and amortisation reflects the corresponding increase in the value of Property, plant and equipment due to completed capital projects and anticipated asset revaluations. 7. The decrease in Grants and subsidies and Other expenses is due to a reallocation of expenditure by the Department to more closely reflect actual expenditure. 8. The increase in Borrowing costs in 2013-14 reflects the expected interest expense payable for the loan associated with Voluntary Targeted Employment Separation Arrangements. 9. The increase in Changes in physical asset revaluation reserve reflects changes that have been made in Reserves (Asset Revaluation Reserve).

Table 9.8: Statement of Comprehensive Income – Administered 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Sales of goods and services 217) 225) 232) 237) 242) Fees and fines1 1 000) 1 000) 500) 500) 500) Total revenue and other income from transactions 1 217) 1 225) 732) 737) 742)

Expenses from transactions Transfers to the Consolidated Fund1 1 217) 1 225) 732) 737) 742) Total expenses from transactions 1 217) 1 225) 732) 737) 742)

Net result from transactions (net operating balance) ....) ....) ....) ....) ....)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result ....) ....) ....) ....) ....)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result ....) ....) ....) ....) ....)

Note: 1. The movement in Fees and fines and Transfers to the Consolidated Fund reflects the firearms licence renewal cycle, which occurs every three and five years.

Police and Emergency Management 9.13 Table 9.9: Revenue from Appropriation by Output 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Minister for Police and Emergency Management

Output Group 1 - Public Safety 1.1 Support to the Community1,2 102 511) 100 820) 104 668) 113 219) 111 652) 102 511) 100 820) 104 668) 113 219) 111 652) Output Group 2 - Crime 2.1 Investigation of Crime1 43 072) 40 857) 41 605) 43 300) 42 862) 2.2 Poppy Security 1 159) 1 139) 1 161) 1 178) 1 196) 2.3 Fisheries Security3 5 527) 5 201) 5 308) 5 400) 5 493) 2.4 Support to Judicial Services4 10 971) 9 989) 10 192) 10 367) 10 545) 60 729) 57 186) 58 266) 60 245) 60 096) Output Group 3 – Traffic Policing 3.1 Traffic Policing1 18 188) 17 523) 17 854) 18 474) 18 414) 18 188) 17 523) 17 854) 18 474) 18 414) Output Group 4 - Emergency Management 4.1 State Emergency Service 2 452) 2 446) 2 494) 2 538) 2 584) 4.2 State Security and Rescue Operations1 4 491) 4 266) 4 364) 4 568) 4 549) 6 943) 6 712) 6 858) 7 106) 7 133)

Capital Investment Program5 8 557) ....) ....) ....) ....)

Department of Police and Emergency Management Total Recurrent Services 188 371) 182 241) 187 646) 199 044) 197 295) Total Works and Services 8 557) ....) ....) ....) ....) 196 928) 182 241) 187 646) 199 044) 197 295)

Appropriation Carried Forward6 1 742) ....) ....) ....) ....)

Total Revenue from Appropriation 198 670) 182 241) 187 646) 199 044) 197 295)

Controlled Revenue from Appropriation 198 670) 182 241) 187 646) 199 044) 197 295) Administered Revenue from Appropriation ....) ....) ....) ....) ....) 198 670) 182 241) 187 646) 199 044) 197 295)

Notes: 1. The increases in Support to the Community, Investigation of Crime, Traffic Policing, and State Security and Rescue Operations in 2015-16 are due to the provision of additional funding to meet the cost of the 27th pay that occurs every 11 years. 2. Increases in Support to the Community also reflects additional funding provided for frontline services, including police recruit courses in order to maintain police numbers at 1 120 FTEs (Full Time Equivalents).

9.14 Police and Emergency Management 3. The decrease in Fisheries Security in 2013-14 is due to the cessation of the Trailerable Vessel Replacement Program initiative. This is offset by an associated reduction in expenditure. 4. The decrease in Support to Judicial Services in 2013-14 reflects the cessation of funding for Project U-Turn and the transfer of funding to Department of Justice for prisoner escorts. 5. The decrease in the Capital Investment Program reflects the completion of funding for the Divisional Headquarters Refurbishment Program. 6. The decrease in Appropriation Carried Forward reflects the utilisation of funding carried forward from 2011-12 for the Divisional Headquarters Refurbishment Program under section 8A(2) of the Public Account Act 1986.

Table 9.10: Administered Revenue 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue Collected on Behalf of the Consolidated Fund Academy trainees - board payments 60) 65) 69) 71) 73) Fines1 1 000) 1 000) 500) 500) 500) Other sales of services 157) 160) 163) 166) 169)

Total Administered Revenue 1 217) 1 225) 732) 737) 742)

Note: 1. The reduction in Fines in 2014-15 reflects the firearms licence renewal cycle, which occurs every three and five years.

Table 9.11: Administered Expenses 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Transfer to the Consolidated Fund1 1 217) 1 225) 732) 737) 742)

Total Administered Expenses 1 217) 1 225) 732) 737) 742)

Note: 1. The reduction in Transfer to the Consolidated Fund in 2014-15 reflects the firearms licence renewal cycle, which occurs every three and five years.

Police and Emergency Management 9.15 Table 9.12: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits1 5 474) 5 902) 3 702) 1 759) 1 759) Receivables 1 038) 1 455) 1 455) 1 455) 1 455) Other financial assets2 942) 386) 386) 386) 386) 7 454) 7 743) 5 543) 3 600) 3 600) Non-financial assets Inventories3 669) 863) 863) 863) 863) Property, plant and equipment4 243 395) 236 060) 255 041) 273 522) 292 003) Other assets5 795) 1 097) 1 097) 1 097) 1 097) 244 859) 238 020) 257 001) 275 482) 293 963)

Total assets 252 313) 245 763) 262 544) 279 082) 297 563)

Liabilities Payables 3 389) 3 224) 3 224) 3 224) 3 224) Interest bearing liabilities6 ....) 3 982) 1 904) ....) ....) Employee benefits7 48 080) 50 436) 50 523) 46 119) 46 206) Other liabilities8 2 916) 749) 749) 749) 749) Total liabilities 54 385) 58 391) 56 400) 50 092) 50 179)

Net assets (liabilities) 197 928) 187 372) 206 144) 228 990) 247 384)

Equity Reserves4 157 004) 153 683) 180 254) 206 825) 233 396) Accumulated Funds 40 924) 33 207) 25 408) 21 683) 13 506) Other Equity9 ....) 482) 482) 482) 482) Total equity 197 928) 187 372) 206 144) 228 990) 247 384)

Notes: 1. The decrease in Cash and deposits in 2015 and 2016 represents the repayment of a loan for Voluntary Targeted Employment Separation Arrangements over a three year period. 2. The decrease in Other financial assets reflects a more accurate estimate based on the 2012 closing balances, which primarily relates to a decrease in accrued revenue. 3. The increase in Inventories reflects a more accurate estimate based on the 2012 closing balances, which primarily relates to increases in the value of inventory held at the uniform store and forensic laboratories. 4. The decrease in Property, plant and equipment and Reserves in 2014 reflects the completion of the Divisional Headquarters Refurbishment Project. The increase in 2015 reflects anticipated increases due to asset revaluations. 5. The increase in Other assets reflects a more accurate estimate based on the 2012 closing balances, which primarily relates to an increase in prepayments. 6. The amounts for Interest bearing liabilities reflect the balance of the loan for Voluntary Targeted Employment Separation Arrangements after repaying the principle and interest each year.

9.16 Police and Emergency Management 7. The decrease in Employee benefits in 2016 reflects an adjustment for the 27th pay due in that year. 8. The decrease in Other liabilities reflects a more accurate estimate based on the 2012 closing balances, which primarily relates to oncost adjustments to leave liabilities. 9. The increase in Other equity reflects the sale proceeds of police residences that were surplus to requirements.

Police and Emergency Management 9.17 Table 9.13: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts – recurrent1 188 371) 182 241) 187 646) 199 044) 197 295) Appropriation receipts – capital2 8 557) ....) ....) ....) ....) Grants 3 544) 3 464) 3 394) 2 954) 2 954) GST receipts 5 900) 6 000) 6 100) 6 200) 6 200) Other cash receipts3 5 022) 4 080) 4 200) 4 220) 4 220) Total cash inflows 211 394) 195 785) 201 340) 212 418) 210 669)

Cash outflows Employee benefits1 (133 759) (135 385) (138 744) (148 311) (146 214) Superannuation1 (13 969) (14 540) (14 904) (16 103) (15 777) Borrowing costs4 ....) (263) (122) (39) ....) GST payments (5 900) (6 000) (6 100) (6 200) (6 200) Grants and subsidies5 (2 420) (1 483) (1 283) (833) (833) Supplies and consumables (34 171) (36 202) (38 123) (38 773) (39 435) Other cash payments5 (12 618) (2 175) (2 186) (2 198) (2 210) Total cash outflows (202 837) (196 048) (201 462) (212 457) (210 669)

Net cash from (used by) operating activities 8 557) (263) (122) (39) ....)

Cash flows from investing activities Payments for acquisition of non-financial assets6 (10 299) ....) ....) ....) ....) Net cash from (used by) investing activities (10 299) ....) ....) ....) ....)

Cash flows from financing activities Net borrowings7 ....) (2 251) (2 078) (1 904) ....) Net cash from (used by) financing activities ....) (2 251) (2 078) (1 904) ....)

Net increase (decrease) in cash and cash equivalents held (1 742) (2 514) (2 200) (1 943) ....)

Cash and deposits at the beginning of the reporting period 7 216) 8 416) 5 902) 3 702) 1 759) Cash and deposits at the end of the reporting period 5 474) 5 902) 3 702) 1 759) 1 759)

9.18 Police and Emergency Management Notes: 1. Increases in Appropriation receipts – recurrent, Employee benefits and Superannuation reflect additional funding provided for frontline services, including police recruit courses in order to maintain police numbers at 1 120 FTEs (Full Time Equivalents). 2. The decrease in Appropriation receipts – capital reflects the completion of funding for the Capital Investment Program (Divisional Headquarters Refurbishment Program). 3. The decrease in Other cash receipts reflects the cessation of programs such as the Australian Fisheries Management Authority. The cessation of this program is offset by a reduction in associated revenue from the Australian Government. 4. The increase in Borrowing costs in 2013-14 reflects the anticipated interest expense payable for the loan associated with the Voluntary Targeted Employment Separation Arrangements. 5. The decrease in Grants and subsidies and Other cash payments is due to a reallocation of expenditure by the Department to more closely reflect actual expenditure. 6. The decrease in Payments for acquisition of non-financial assets reflects the completion of the Divisional Headquarters Refurbishment Project. 7. The increase in Net borrowings in 2013-14 reflects the repayment of the principle over three years for the loan associated with Voluntary Targeted Employment Separation Arrangements.

Table 9.14: Statement of Cash Flows – Administered 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward)

Budget) Budget) Estimate) Estimate) Estimate)

$'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Sales of goods and services 217) 225) 232) 237) 242) Fees and fines1 1 000) 1 000) 500) 500) 500) Total cash inflows 1 217) 1 225) 732) 737) 742)

Cash outflows Transfers to the Consolidated Fund1 (1 217) (1 225) (732) (737) (742) Total cash outflows (1 217) (1 225) (732) (737) (742)

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

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

Note: 1. The reduction in Fees and fines in 2014-15 reflects the firearms licence renewal cycle, which occurs every three and five years. The decrease is also reflected in the Transfer to the Consolidated Fund.

Police and Emergency Management 9.19

10 DEPARTMENT OF PREMIER AND CABINET

AGENCY OUTLINE

The Department of Premier and Cabinet is a central agency of the Tasmanian State Government. The Ministers to whom the Department is responsible are the Premier, Hon Lara Giddings MP; the Minister for Local Government, Hon Bryan Green MP; the Minister for Climate Change, the Minister for Community Development and the Minister for Aboriginal Affairs, Hon Cassy O'Connor MP; the Minister for Veterans' Affairs, Hon Scott Bacon MP; and the Minister for Children, Hon Michelle O'Byrne MP. The Department also supports the Parliamentary Secretary to the Premier (Small Business and Cost of Living), Rebecca White MP.

The Department provides a broad range of services to Cabinet, other members of Parliament, Government agencies and the community. The Department works closely with the public sector, the community, local government, the Australian Government and other state and territory governments.

The Department also provides administrative support to the Tasmanian Community Fund which is separately accountable and reports directly to Parliament.

This chapter provides the Department's financial information for 2013-14 and over the Forward Estimates period (2014-15 to 2016-17). Further information on the Department is provided at www.dpac.tas.gov.au.

Premier and Cabinet 10.1 MAJOR INITIATIVES

Table 10.1 provides a summary of the Budget and Forward Estimate allocations for the major initiatives.

Table 10.1: Major Initiatives Statement 2013-14) 2014-15) 2015-16) 2016-17) ) Forward) Forward) Forward) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000)

Asia Institute 200) 200) 200) 200) Coastal, Regional and Sector-based Climate Change Adaptation Activities 200) 200) ….) ….) Community Engagement Strategy for the Government's Agenda 70) ….) ….) ….) Community Resilience and Recovery – No Interest Loan Scheme 320) 320) 320) 320) Darrel Baldock Memorial 50) ….) ….) ….) Integrated Tasmanian Government Contact Centre Project 1 218) 1 074) 1 127) 1 014) Lesbian, Gay, Bisexual, Transgender and Intersex Grants 50) 50) 50) 50) Tasmanian Carers Council 50) 50) 50) 50)

Asia Institute

Funding of $200 000 per annum has been allocated to partner with the University of Tasmania to establish a new 'Asia Institute' at the University. The Asia Institute is a pathway supported in Tasmania's Asian Century White Paper and will help address Tasmania's relatively low cultural and economic awareness of Asia. The Asia Institute will bring together and augment the University's existing expertise in the Asian region and undertake research, education and development activities. The Tasmanian Government's commitment will include providing support for the Institute's establishment and ensuring an improved understanding of Asia within the public service that will contribute to more meaningful, ongoing Tasmanian engagement in the region and with its businesses, societies and cultures.

Coastal, Regional and Sector-based Climate Change Adaptation Activities

Funding of $200 000 per annum for the next two years is being provided for coastal, regional and sector-based climate change adaptation activities. An integrated approach to vulnerability assessment and adaptation planning in coastal areas will be developed to consider the impact of future coastal hazards, including sea level rise, on areas around the State. This initiative will identify and prioritise risks to built assets and natural values in vulnerable coastal areas and conduct adaptation planning for the future management of these areas.

Adaptation activities will also be progressed at a regional and local level and across various sectors, in partnership with relevant organisations. Local and regional adaptation plans will be developed to guide responses to climate change impacts on infrastructure, planning functions, service delivery and community activity. This will build on other adaptation activities that have recently been undertaken across the State. The Tasmanian Climate Change Office will work closely with industry peak bodies and stakeholders to progress adaptation in key sectors, such as agriculture and aquaculture.

10.2 Premier and Cabinet Community Engagement Strategy for the Government's Agenda

In December 2012, the Premier launched the new agenda for the Tasmanian Government, which sets out three priorities: modernising the economy, reducing inequality and investing in the next generation. A communications and community engagement strategy is being undertaken across the State, with the objective of encouraging Tasmanians to directly participate in the application of the agenda in their communities. Funding of $70 000 is provided in the 2013-14 budget to meet expenditure related to this strategy.

Community Resilience and Recovery - No Interest Loans Scheme (NILS)

Funding of $1.3 million is committed over four years from 2013-14 to support low income households to access no-interest micro-finance loans for essential and energy efficient products and services. Micro-finance programs can help reduce the need for high-cost credit and build financial literacy, budget skills and credit history which is important to increasing the capacity of low income Tasmanian households and individuals.

The funding also supports the delivery of micro-business loans, supporting people on low incomes to establish micro-businesses or social enterprises and increase job opportunities.

Darrel Baldock Memorial

The Government will provide $50 000 towards a memorial for one of Tasmania's sporting legends and a former Member of Parliament, Darrel 'Doc' Baldock. The 'Doc' played 119 games for St. Kilda in the Victorian Football League (the precursor to the AFL) from 1962-68, captaining the club to its only premiership in 1966. The 'Doc' returned to Tasmania and captain-coached Latrobe to four consecutive North-West Football Union premierships from 1969 to 1972. He was inducted into the AFL Hall of Fame in 1996 and has since been upgraded to legend status.

Darrel Baldock was a member of the Tasmanian House of Assembly from 1972-1987 and during that time was a Minister with various portfolios for over seven years.

The memorial will be at the entrance of the Latrobe Recreation ground and will include a life-size statue, memorial gates and interpretative panels of the life of this extraordinary Tasmanian. The funding will be provided to the Darrel Baldock Memorial Committee, which is administered by the Latrobe Council and is raising funds for this project.

Integrated Tasmanian Government Contact Centre Project

The Government has provided $4.4 million over four years for this initiative to implement a best practice integrated contact centre operation for Government.

The aims of the project are to improve customer service delivery, making it easier for Tasmanians to conduct their business with Government over the phone and to ensure that Government contact centre services are cost effective and sustainable for the future.

Presently, Government operates a number of disparate contact centres. This has led to duplication, inconsistent use of technologies, high operating costs for government and variable experiences for customers.

Premier and Cabinet 10.3 The project will focus on the consolidation of contact centres within Government, with the establishment of an innovative model to enhance customer service over the telephone. This will be supported by investment in contemporary technologies and telephony.

When customers ring Government, they will be answered by a customer service officer (CSO) located in Tasmania. The new technology will provide opportunities to improve customer service and maximise productivity for the Public Sector. The technology will provide the capability for customers to be informed of the estimated wait time when they first ring the Integrated Contact Centre. The customer can then either choose to stay on line to be answered or reserve their place in the queue to receive a call back from a CSO.

This project builds on the very successful Service Tasmania initiative and will be focussed on providing a quality customer service experience for Tasmanians.

Lesbian, Gay, Bisexual, Transgender and Intersex Grants

Funding of $50 000 per annum has been allocated for the Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Grants Program project to assist community organisations and tertiary institutions to:

• research issues affecting the LGBTI community in Tasmania, including incidence of discrimination, abuse, harassment and family violence;

• develop resources or strategies to:

− increase community awareness about the issues and needs of the LGBTI community in Tasmania; and

− reduce or prevent discrimination, vilification and harassment of the LGBTI community in Tasmania;

• increase resilience, skills development, capacity and confidence in the LGBTI community;

• identify gaps in the current service system that prevent LGBTI people from being resilient, or from being able to respond effectively to issues associated with their sexuality or gender identity as they arise;

• raise awareness of LGBTI issues and needs within workplaces in Tasmania; and

• undertake celebrations of diversity and promotion of inclusion of the LGBTI community within the wider community, particularly in rural and regional communities in Tasmania.

Tasmanian Carers Council

Funding of $50 000 per annum has been provided to build the capacity of Carers Tasmania to effectively respond to the needs of the rapidly growing community of Tasmanian carers. Carers provide unpaid support to family members or friends who have a disability, illness or who are frail and aged. The funding will allow Carers Tasmania to act as a key referral point for assisting carers to reach appropriate services and to undertake effective consultation with carers to identify gaps in existing service provision.

10.4 Premier and Cabinet OTHER INITIATIVES Bushfire Recovery Unit

In response to the bushfires that devastated communities in Tasmania, the Government established the Bushfire Recovery Unit within the Department in January 2013 to coordinate the recovery process. The Unit supports the operations of the Bushfire Recovery Taskforce at the state level and the Affected Area Recovery Committees at the local level. The Unit resides within the Office of Security and Emergency Management and is funded under Output 7.2 Security and Emergency Management. The Department has provided internal funding to support the Unit. Additional funding to assist in meeting the cost of the Bushfire Emergency in 2012-13 will be provided through Finance-General as a result of the Consolidated Fund Appropriation (Supplementary Appropriation for 2012-13) Bill 2013 and the provision of additional funding in this Budget.

OUTPUT RESTRUCTURE

In 2012-13, Output Group 7 was renamed Local Government, Security and Emergency Management and combined the functions of the Local Government Division and the Office of Security and Emergency Management. In 2013-14, the Output Group has been split based on Ministerial responsibilities for the functions within the Output Group. Output 7.1 Local Government represents the functions of the Local Government Division and Output 7.2 represents the functions of the Office of Security and Emergency Management. Since January 2012 Output 7.2 has also reflected the allocation for the Bushfire Recovery Unit's functions.

With the proclamation of the State Service Amendment Act 2012, the former roles and responsibilities of the State Service Commissioner are now primarily the responsibility of the State Service Management Office under Output 4.1 State Service Employment and Management, with evaluation functions resting with the Auditor-General and the employee review function with the Tasmanian Industrial Commission. Accordingly, Output 4.2 Support for the State Service Commissioner, has been abolished.

Output Group 5 Tasmania Together Progress Board and its associated Output 5.1 Support for Tasmania Together Progress Board have been abolished. While the Board has been abolished, the statistical management capability remains with the Department to augment Output 3.1 Information and Communications Technology (ICT) Policy Development and Implementation.

The number of Outputs within Output Group 6 Community Development has been increased to align with the Ministerial responsibilities within this Output Group. Two new Output Groups have been created, Output 6.2 Office of Aboriginal Affairs and Output 6.3 Office of Veterans' Affairs.

Premier and Cabinet 10.5 OUTPUT INFORMATION

Outputs of the Department of Premier and Cabinet are provided under the following Output Groups:

• Output Group 1 – Support for Executive Decision Making;

• Output Group 2 – Government Processes and Services;

• Output Group 3 – Electronic Services for Government Agencies and the Community;

• Output Group 4 – State Service Management;

• Output Group 5 – Tasmania Together Progress Board (abolished from 2013-14);

• Output Group 6 – Community Development; and

• Output Group 7 – Local Government, Security and Emergency Management.

Table 10.2 provides an Output Group Expense Summary for the Department.

10.6 Premier and Cabinet Table 10.2: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Premier

Output Group 1 - Support for Executive Decision Making 1.1 Strategic Policy and Advice2 4 583) 5 014) 4 829) 4 897) 5 053) 1.3 Social Inclusion3 6 149) 4 367) 2 359) 2 349) 2 395) 10 732) 9 381) 7 188) 7 246) 7 448) Output Group 2 - Government Processes and Services 2.1 Management of Executive Government Processes4 5 412) 5 136) 5 392) 5 455) 5 674) 2.2 Principal and Subordinate Legislation 3 063) 3 095) 3 010) 3 051) 3 201) 2.3 Tasmanian Government Courier 620) 578) 580) 588) 605) 2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor 1 182) 1 648) 1 610) 1 621) 1 672) 10 277) 10 457) 10 592) 10 715) 11 152) Output Group 3 - Electronic Services for Government Agencies and the Community 3.1 Information and Communications Technology (ICT) Policy Development and Implementation 1 254) 1 300) 1 469) 1 480) 1 514) 3.2 Management and Ongoing Development of Service Tasmania5 13 384) 14 226) 14 188) 14 547) 14 816) 3.3 Delivery of IT Services6 29 266) 29 468) 27 282) 26 945) 27 607) 43 904) 44 994) 42 939) 42 972) 43 937) Output Group 4 - State Service Management 4.1 State Service Employment and Management7 4 544) 4 271) 4 100) 4 201) 4 297) 4.2 Support for the State Service Commissioner8 961) ....) ....) ....) ....) 5 505) 4 271) 4 100) 4 201) 4 297)

Output Group 5 - Tasmania Together Progress Board 5.1 Support for Tasmania Together Progress Board9 922) ....) ....) ....) ....) 922) ....) ....) ....) ....)

Premier and Cabinet 10.7 Table 10.2: Output Group Expense Summary1 (continued) 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 7 - Local Government, Security and Emergency Management 7.2 Security and Emergency Management10 ....) 1 036) 513) 557) 515) ....) 1 036) 513) 557) 515)

Capital Investment Program 250) 250) 250) 250) 250)

Minister for Local Government

Output Group 7 - Local Government, Security and Emergency Management 7.1 Local Government11 2 004) 1 665) 1 639) 1 566) 1 641) 2 004) 1 665) 1 639) 1 566) 1 641)

Minister for Climate Change

Output Group 1 - Support for Executive Decision Making 1.2 Climate Change12 1 631) 1 747) 1 763) 1 581) 1 642) 1 631) 1 747) 1 763) 1 581) 1 642)

Minister for Community Development

Output Group 6 - Community Development 6.1 Community Development - Policy Advice and Ongoing Community Development13 7 479) 5 900) 5 870) 5 870) 6 028) 7 479) 5 900) 5 870) 5 870) 6 028)

Grants and Subsidies 5 960) 5 972) 6 032) 6 092) 6 153)

10.8 Premier and Cabinet Table 10.2: Output Group Expense Summary1 (continued) 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Minister for Aboriginal Affairs

Output Group 6 - Community Development 6.2 Office of Aboriginal Affairs14 ....) 935) 935) 935) 935) ....) 935) 935) 935) 935)

Minister for Veterans' Affairs

Output Group 6 - Community Development 6.3 Office of Veterans' Affairs15 ....) 331) 331) 331) 331) ....) 331) 331) 331) 331)

TOTAL 88 664) 86 939) 82 152) 82 316) 84 329)

Notes: 1. Expenditure estimates include the impact of the cessation of the payment of payroll tax by agencies. This reduces both agency revenues and expenditure. Further information on this policy change and its impact on agencies is included in the Introduction to Budget Paper No 2, Government Services. 2. The increase in Strategic Policy and Advice in 2013-14 primarily reflects the funding for the Asia Institute. 3. The decrease in Social Inclusion in 2013-14 reflects the cessation of funding for the Emergency Relief and Lower Cost of Living initiatives; and a reduction in the level of funding for the Cost of Living initiative. This is partly offset in 2013-14 by funding for the Community Resilience and Recovery – NILS initiative. The decrease in 2014-15 reflects the completion of Cost of Living initiative funding. 4. The decrease in Management of Executive Government Processes in 2013-14 reflects the transfer of funds to Output 7.2 to support the Bushfire Recovery Unit. This is partly offset by funding allocated to the Department for the Community Engagement Strategy. 5. The increase in Management and Ongoing Development of Service Tasmania from 2013-14 reflects the funding for the Integrated Tasmanian Government Contact Centre Project. 6. The decrease in Delivery of IT Services reflects a reduction in Information Communications Technology expenses from 2014-15. 7. The decrease in State Service Employment and Management from 2013-14 reflects a decrease in revenue for The Training Consortium (TTC) resulting in decreased expenditure. 8. The decrease in Support for the State Service Commissioner in 2013-14 reflects the cessation of funding for this Output to reflect the requirements of the State Service Amendment Act 2012. 9. The decrease in Support for Tasmania Together Progress Board in 2013-14 reflects the cessation of funding for this Output. 10. DPAC has undertaken an Output restructure to align Ministerial responsibilities within Output Group 7. As such, funding has been transferred from Output 7.1 – Local Government to Output 7.2 – Security and Emergency Management. Since January 2013, the Bushfire Recovery Unit has resided within the Office of Security and Emergency Management and internal funding has been provided in 2013-14 to support its operations. 11. The decrease in Local Government in 2013-14 reflects the transfer of funding for the Office of Security and Emergency Management. This is partly offset in 2013-14 by funding for the Darrel Baldock Memorial initiative. 12. The increase in Climate Change in 2013-14 reflects the funding for Coastal, Regional and Sector-based Climate Change Adaptation Activities initiative. 13. The decrease in Community Development – Policy Advice and Ongoing Community Development reflects the reallocation of funding to two new Outputs for the Office of Aboriginal Affairs and the Office of Veterans' Affairs. The decrease is partly offset by additional funding for the Tasmanian Carers Council and Lesbian, Gay, Bisexual, Transgender and Intersex initiatives. 14. A new Output 6.2 – Office of Aboriginal Affairs has been created, with funding transferred from Community Development – Policy Advice and Ongoing Community Development Outputs.

Premier and Cabinet 10.9 15. A new Output 6.3 - Office of Veterans' Affairs has been created, with funding transferred from Community Development – Policy Advice and Ongoing Community Development outputs.

Output Group 1: Support for Executive Decision Making

1.1 Strategic Policy and Advice

This Output assists the Government to achieve its vision for Tasmania by providing high quality policy services to the Premier and Cabinet. It leads and supports the development and implementation of whole-of-government processes and policies and manages and co-ordinates intergovernmental relations, including Tasmania's response to: the agendas of the Council of Australian Governments and the Council for the Australian Federation; Australian Government Parliamentary Committee inquiries; and international treaties.

1.2 Climate Change

This Output facilitates the activities of the Tasmanian Climate Change Office, including the Climate Change Adaptation Unit, which are to coordinate the development and implementation of government policy and initiatives relating to the reduction of Tasmania's greenhouse gas emissions and adaptation to the impacts of climate change. This Output includes the provision of support for the Tasmanian Climate Action Council.

1.3 Social Inclusion

This Output progresses the Government's social inclusion agenda, including social inclusion, cost of living strategies and food security 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.

10.10 Premier and Cabinet Table 10.3: Performance Information - Output Group 1 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Output 1.1: Strategic Policy and Advice Percentage of Cabinet Advisories that are submitted to the Cabinet Office on time % 92 92 95 95 Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards1 % na 87 80 80 Satisfaction of key clients with delivery of policy services as measured by survey2 % na na na 80

Output 1.2: Climate Change Percentage of components of Tasmania's Action Plan to Reduce Emissions (2011) delivered on time % na 95 95 95 Percentage of strategic policy initiatives completed on time % 95 95 95 95 Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards1 % na na 80 80 Satisfaction of key clients with delivery of policy services as measured by survey2 % na na na 80

Output 1.3: Social Inclusion Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards1 % na 95 80 80 Satisfaction of key clients with delivery of policy services as measured by survey2 % na na na 80

Notes: 1. This performance measure was previously named 'Percentage of selected policy outputs that meet agreed quality standards'. 2. New performance measure for 2013-14.

Output Group 2: Government Processes and Services

2.1 Management of Executive Government Processes

This Output provides administrative support for Executive Government bodies such as Cabinet and the Executive Council, management of machinery of government matters, co-ordination of State protocol, management of communications policy and advice, and other Executive Government processes.

Premier and Cabinet 10.11 2.2 Principal and Subordinate Legislation

This Output provides a legislative drafting service for new legislation and amendments to existing legislation, advice on legislative matters, an up-to-date electronic database of Tasmanian legislation and is responsible for printing Gazettes and legislation. This Output is provided by the Office of Parliamentary Counsel.

2.3 Tasmanian Government Courier

This Output includes a courier service providing incoming and outgoing mail facilities to government and regional offices.

2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor

This Output facilitates the financial, human resources, information systems, records and property management services provided to support ministerial and parliamentary offices and the Office of the Governor and other Outputs of the Department.

Table 10.4: Performance Information - Output Group 2 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Output 2.1: Management of Executive Government Processes Number of meetings of Cabinet supported Number 46 46 44 40 Number of meetings of Executive Council supported Number 27 23 29 27 Number of official visits to Tasmania managed Number 12 17 13 13 Number of official functions organised Number 11 10 8 8 Average percentage of services delivered to specified quality standards % 94 95 >95 >95

Output 2.2: Principal and Subordinate Legislation Number of hits per year on the Tasmanian Legislation Number website (EnAct)1 (million) 12 12 12 14

Output 2.3: Tasmanian Government Courier Number of daily deliveries/collections2 Number 325 325 325 358 Percentage change of delivery costs3,4 % na na na ≤ GOE Percentage of mail received within Tasmania at the intended destination within a 24 hour period4 % na na na >95

Notes: 1. Activity is expected to increase when additional content and features are added to the Tasmanian Legislation Website. 2. Frequency of deliveries/collections to some collections points have significantly increased. 3. The percentage change of the cost per delivery/collection point is ≤ indexation of general operating expenses (GOE). 4. New performance measure for 2013-14.

10.12 Premier and Cabinet Output Group 3: Electronic Services for Government Agencies and the Community

3.1 Information and Communications Technology Policy Development and Implementation

This Output provides for the coordination, development and implementation of whole-of-government information systems, telecommunications, information management strategies and policies. This is aimed at improving and modernising the operations and statistical capability of government in Tasmania. This Output is primarily provided by the Office of eGovernment.

3.2 Management and Ongoing Development of Service Tasmania

This Output develops services to be delivered by three lead agencies responsible for Service Tasmania shops, phone services and Service Tasmania Online, and support for the Service Tasmania Board. This Output is provided by the Service Tasmania Unit.

3.3 Delivery of IT Services

This Output facilitates the delivery of IT services across the State Service 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 resource systems and the Government Contact Centre.

Table 10.5: Performance Information - Output Group 3 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Output 3.1: Information and Communications Technology (ICT) Policy Development and Implementation Number of unique visits to eGovernment website Number 42 585 35 425 40 000 40 000 Selected ICT policy outputs must meet the minimum benchmark as measured against agreed quality standards1 % na na na 80 Satisfaction of key clients with delivery of ICT policy services as measured by survey1 % na na na 80

Output 3.2: Management and Ongoing Development of Service Tasmania Number of services provided over the counter by Service Tasmania Number 546 570 575 575

Premier and Cabinet 10.13 Table 10.5: Performance Information - Output Group 3 (continued) Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Number of bill payment services provided over the phone by Service Tasmania Number 40 40 50 50 Number of bill payment services provided over the Internet by Service Tasmania Number 40 40 50 50 Percentage of customers satisfied or very satisfied with their most recent contact with Service Tasmania1 % na na na 95 Satisfaction of key clients with delivery of policy services as measured by survey1 % na na na 80

Output 3.3: Delivery of ICT Services Percentage of calls from the public answered by the Government Contact Centre within 20 seconds % 83 80 80 80 Number of fixed telephone services2 Number 28 342 24 086 24 000 24 500 Number of mobile telephone and data services Number 11 519 11 465 11 500 11 500 Number of broadband connection services Number 1 057 1 038 1 100 1 000 Number of remote access connection services Number 5 694 5 898 6 000 6 000 Number of calls answered by the Government Contact Centre Number 285 338 259 066 260 000 290 000 Take up of consolidated email services. Total number of agencies transitioned to TMD consolidated service3 Number 4 6 8 .... Total percentage of customer calls resolved within agreed service level agreements % 95 95 95 95

Notes: 1. New performance measure for 2013-14. 2. TMD is replacing the current redundant fixed line telephony system with new technology Voice Over Internet Protocol (VOIP). The target is expected to reduce as customers take up more contemporary technology solutions. 3. The IT Transformation project will be finalised during the 2012-13 financial year.

Output Group 4: State Service Management

4.1 State Service Employment and Management

This Output supports the Employer and head of the State Service administering the State Service Act 2000 by leading:

• workforce reform - performance culture and governance arrangements;

• workforce management and relations - employment policy and programs and industrial relations; work health, safety and wellbeing and central vacancy management; and

• workforce development - training, education and development delivered and/or managed through The Training Consortium (TTC); development of leadership and management programs and co-ordination of the scholarship program.

10.14 Premier and Cabinet Table 10.6: Performance Information - Output Group 4 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Output 4.1 State Service Employment and Management TTC Events Number 410 306 200 200 Participants in TTC Programs Number 3 990 2 201 2 500 2 500 Participants successfully completing whole of service Number 40 31 20 20 external leadership programs (e.g. ANZSOG, PSMP, % APSC) successful 85 87 75 75 Finalise Agreement negotiations Number 6 6 14 16 Workforce Projects1 Number ...... 5 5 Workforce Development Projects1 Number ...... 2 2 Agencies with Health and Well Being Programs Number 14 14 14 14 % 88 100 100 100 Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards2 % na na na 80 Satisfaction of key clients with delivery of policy services as measured by survey2 % na na na 80

Notes: 1. Workforce Development Projects relate to the Key Priority areas as described in the State Service Management Office Business Plan 2012-13. This work includes improving management and leadership capability and improving HR/IR proficiency in agencies. 2. New performance measure for 2013-14.

Output Group 5: Tasmania Together Progress Board

5.1 Support for Tasmania Together Progress Board

The Tasmania Together Progress Board was abolished in December 2012 with the proclamation of Tasmania Together Progress Board Repeal Act 2012.

From 2013-14 the Output no longer exists.

Output Group 6: Community Development

6.1 Community Development – Policy Advice and Ongoing Community Development

This Output focuses on building individual and community capacity, addressing social disadvantage and increasing social inclusion and community connection.

The Output supports: women; people with disabilities; seniors; migrants and refugees; the lesbian, gay, bisexual, transgender and intersex community; children and young people; and aims to build the capacity of Tasmanians to work together in addressing common interests.

Premier and Cabinet 10.15 6.2 Office of Aboriginal Affairs

The Office is responsible for administering the Aboriginal Land Act 1995, including supporting the Aboriginal Land Council of Tasmania and its management of land returned to the Tasmanian Aboriginal community. The Office is also responsible for high-level consultation with Tasmania's Aboriginal and Torres Strait Islander population.

The Office seeks to assist Tasmania's Aboriginal and Torres Strait Islander population to improve social, cultural and economic outcomes and promote greater understanding and acceptance of Aboriginal culture.

The Office of Aboriginal Affairs advances Aboriginal affairs across the State Sector. The Office undertakes its role by:

• providing advice to the Government on policies and practices affecting Tasmania's Aboriginal and Torres Strait Islander population;

• assisting with information about programs, services and issues; and

• administering and coordinating policy development affecting Tasmania's Aboriginal and Torres Strait Islander population.

6.3 Office of Veterans' Affairs

Veterans' Affairs supports and promotes the role of Tasmanian veterans and ex-service personnel through a number of programs and activities including:

• policy advice and support to the Minister for Veterans' Affairs;

• delivery of the War Memorial Repair and Maintenance Grants Program, the Lieutenant Colonel Harry Murray VC Scholarships, the annual State Government reception for current serving personnel, the Frank MacDonald MM Memorial Prize; and

• executive support for the Tasmanian Veterans' Advisory and the ANZAC Day Trust.

There is also ongoing liaison with ex-service organisations including administration of a grant deed with the Returned and Services League, Tasmanian State Branch.

Table 10.7: Performance Information - Output Group 6 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Representation of women on Government boards and committees % 34 35 40 40 Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards1 % na na na 90 Satisfaction of key clients with delivery of policy services as measured by survey1 % na na na 80

10.16 Premier and Cabinet Table 10.7: Performance Information - Output Group 6 (continued) Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Total number of new Seniors Cards and new Companion Cards issued New Seniors Cards issued Number 6 869 7 098 8 500 8 500 New Companion Cards issued Number 184 201 160 165

Total number of new businesses registered with the Seniors Card program and number of new Companion Card affiliates registered Number of new businesses and venues affiliated with the Seniors Card Number 59 109 100 107 Number of new business, venues, events affiliated with the Companion Card program Number 39 6 10 10

Number of Aboriginal people issued licenses to practise cultural activities including hunting, fishing and gathering cultural activities Number 15 89 110 110 Number of Aboriginal identified positions in the State Service that are filled by Aboriginal people or Torres Strait Islanders (TT Goal 7.2.1) Number 56 56 65 65

Percentage of applicants satisfied with public grants program administration1 % na na na 90

Note: 1. New performance measure for 2013-14.

Output Group 7: Development of Local Government, Security and Emergency Management

7.1 Development of Local Government

This Output coordinates the activities of the Local Government Division. The Division contributes to the wellbeing of local communities through promoting a sustainable and vibrant local government sector and supporting the strong collaborative relationships between the 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, providing executive support to the Local Government Board, managing the Framework for State Government and Local Government Collaboration, and the Partnership Agreements Program.

Premier and Cabinet 10.17 7.2 Security and Emergency Management

The Office of Security and Emergency Management provides advice to the State and supports local government on policies and issues associated with mitigating the impacts of natural hazards and security-related threats. The Bushfire Recovery Unit resides within this Output.

Table 10.8: Performance Information - Output Group 7 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Output 7.1: Local Government Number of new bilateral, regional and state-wide partnership agreements signed1 Number 5 0 1 .... Number of partnership agreements being implemented1 Number 18 11 3 .... Number of formal face-to-face visits with Councils to discuss current issues Number na 45 29 40 Number of Local Government Board reviews completed2 Number na na 1 .... Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards3 % na na na 85 Satisfaction of key clients with delivery of policy services as measured by survey3 % na na na 85

Output 7.2: Security and Emergency Management Selected policy outputs must meet the minimum benchmark as measured against agreed quality standards3 % na na na 80 Satisfaction of key clients with delivery of policy services as measured by survey3 % na na na 80

Notes: 1. Partnership agreement performance measures have been phased out due to increased focus on collaboration including visits to councils. 2. Local Government Board review performance measure has been phased out due to the re-focus of its role to deal with issues across the sector rather than reviewing each council every eight years. 3. New performance measure for 2013-14.

10.18 Premier and Cabinet CAPITAL INVESTMENT PROGRAM

Table 10.9 provides financial information for the Department's Capital Investment Program. For more information on the Capital Investment Program, see Chapter 7 in Budget Paper No 1, The Budget.

Table 10.9: Capital Investment Program Estimated) 2013-14) 2014-15) 2015-16) 2016-17) Total) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Premier Service Tasmania Shops Capital Investment na 250) 250) 250) 250)

Total CIP Allocations ....) 250) 250) 250) 250)

Service Tasmania Shops Capital Investment

The Capital Investment Program allocation provides for a refurbishment and upgrades program for Service Tasmania shops and for the regular replacement and/or upgrade of essential Service Tasmania related technology and infrastructure.

Premier and Cabinet 10.19 DETAILED BUDGET STATEMENTS

Table 10.10: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue – recurrent2 48 450) 44 983) 42 889) 43 960) 43 913) Appropriation revenue - works & services 250) 250) 250) 250) 250) Other revenue from government 673) ....) ....) ....) ....) Sales of goods and services3 32 053) 33 705) 32 710) 33 799) 34 684) Total revenue and other income from transactions 81 426) 78 938) 75 849) 78 009) 78 847)

Expenses from transactions Employee benefits 31 033) 31 223) 31 601) 31 361) 32 245) Depreciation and amortisation4 1 405) 794) 753) 487) 404) Supplies and consumables5 28 710) 31 824) 28 463) 29 007) 29 979) Grants and subsidies6 16 837) 14 285) 12 458) 12 525) 12 699) Other expenses 4 719) 2 841) 2 845) 2 844) 2 849) Total expenses from transactions 82 704) 80 967) 76 120) 76 224) 78 176)

Net result from transactions (net operating balance) (1 278) (2 029) (271) 1 785) 671)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result (1 278) (2 029) (271) 1 785) 671)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result (1 278) (2 029) (271) 1 785) 671)

Notes: 1. Revenue and expenditure estimates include the impact of the cessation of the payment of payroll tax by agencies. This reduces both agency revenues and expenditure. Further information on this policy change and its impact on agencies is included in the Introduction to Budget Paper No 2, Government Services. 2. The decrease in Appropriation revenue – recurrent in 2013-14 reflects the completion of the Emergency Relief, Lower Cost of Living and Food for All Tasmanians initiatives. The decrease is partially offset by additional funding for new initiatives. 3. The increase in Sales of goods and services in 2013-14 reflects increased revenue from the Telecommunications Management Division (TMD). 4. The decrease in Depreciation and amortisation reflects the declining value of non-current assets held by the Department. 5. The increase in Supplies and consumables reflects costs associated with new initiatives funded in this Budget.

10.20 Premier and Cabinet 6. The decrease in Grants and subsidies reflects the completion of Emergency Relief, Lower Cost of Living and Food for All Tasmanians initiatives.

Table 10.11: Statement of Comprehensive Income – Administered 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue - recurrent 5 960) 5 972) 6 032 6 092 6 153 Total revenue and other income from transactions 5 960) 5 972) 6 032 6 092 6 153

Expenses from transactions Grants and subsidies 5 960) 5 972) 6 032 6 092 6 153 Total expenses from transactions 5 960) 5 972) 6 032 6 092 6 153

Net result from transactions (net operating balance) ....) ....) ....) ....) ....)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result ....) ....) ....) ....) ....)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result ....) ....) ....) ....) ....)

Premier and Cabinet 10.21 Table 10.12: Revenue from Appropriation by Output 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Premier

Output Group 1 - Support for Executive Decision Making 1.1 Strategic Policy and Advice1 4 590) 4 781) 4 836) 4 981) 4 995) 1.3 Social Inclusion2 6 149) 4 367) 2 359) 2 366) 2 378) 10 739) 9 148) 7 195) 7 347) 7 373) Output Group 2 - Government Processes and Services 2.1 Management of Executive Government Processes 4 964) 4 476) 4 728) 4 894) 4 915) 2.2 Principal and Subordinate Legislation 2 981) 2 913) 2 928) 3 062) 3 026) 2.3 Tasmanian Government Courier 622) 580) 582) 598) 599) 2.4 Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor 1 184) 1 124) 1 086) 1 132) 1 113) 9 751) 9 093) 9 324) 9 686) 9 653) Output Group 3 - Electronic Services for Government Agencies and the Community 3.1 Information and Communications Technology (ICT) Policy Development and Implementation3 1 216) 1 303) 1 472) 1 500) 1 500) 3.2 Management and Ongoing Development of Service Tasmania4 10 182) 11 142) 11 330) 11 705) 11 944) 3.3 Delivery of IT Services5 1 501) ....) ....) ....) ....) 12 899) 12 445) 12 802) 13 205) 13 444) Output Group 4 - State Service Management 4.1 State Service Employment and Management6 2 565) 2 841) 2 633) 2 718) 2 714) 4.2 Support for the State Service Commissioner7 960) ....) ....) ....) ....) 3 525) 2 841) 2 633) 2 718) 2 714)

10.22 Premier and Cabinet Table 10.12: Revenue from Appropriation by Output (continued) 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 5 - Tasmania Together Progress Board 5.1 Support for Tasmania Together Progress Board8 923) ....) ....) ....) ....) 923) ....) ....) ....) ....) Output Group 7 – Local Government, Security and Emergency Management 7.2 Security and Emergency Management9 ....) 1 037) 514) 558) 491) ....) 1 037) 514) 558) 491)

Capital Investment Program 250) 250) 250) 250) 250)

Recurrent Services 37 837) 34 564) 32 468) 33 514) 33 675) Works and Services 250) 250) 250) 250) 250) 38 087) 34 814) 32 718) 33 764) 33 925)

Minister for Local Government

Output Group 7 – Local Government, Security and Emergency Management 7.1 Local Government10 2 007) 1 668) 1 642) 1 610) 1 603) 2 007) 1 668) 1 642) 1 610) 1 603)

Recurrent Services 2 007) 1 668) 1 642) 1 610) 1 603) Works and Services ....) ....) ....) ....) ....) 2 007) 1 668) 1 642) 1 610) 1 603)

Minister for Climate Change

Output Group 1 - Support for Executive Decision Making 1.2 Climate Change11 1 581) 1 750) 1 766) 1 622) 1 607) 1 581) 1 750) 1 766) 1 622) 1 607)

Premier and Cabinet 10.23 Table 10.12: Revenue from Appropriation by Output (continued) 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Recurrent Services 1 581) 1 750) 1 766) 1 622) 1 607) Works and Services ....) ....) ....) ....) ....) 1 581) 1 750) 1 766) 1 622) 1 607)

Minister for Community Development

Output Group 6 - Community Development 6.1 Community Development - Policy Advice and Ongoing Community Development12 7 025) 5 734) 5 746) 5 947) 5 761) 7 025) 5 734) 5 746) 5 947) 5 761)

Recurrent Services 7 025) 5 734) 5 746) 5 947) 5 761) Works and Services ....) ....) ....) ....) ....) 7 025) 5 734) 5 746) 5 947) 5 761) Minister for Aboriginal Affairs

Output Group 6 - Community Development 6.2 Office of Aboriginal Affairs13 ....) 936) 936) 936) 936) ....) 936) 936) 936) 936)

Recurrent Services ....) 936) 936) 936) 936) Works and Services ....) ....) ....) ....) ....) ....) 936) 936) 936) 936)

Minister for Veterans' Affairs Output Group 6 - Community Development 6.3 Office of Veteran's Affairs14 ....) 331) 331) 331) 331) ....) 331) 331) 331) 331)

Recurrent Services ....) 331) 331) 331) 331) Works and Services ....) ....) ....) ....) ....) ....) 331) 331) 331) 331)

10.24 Premier and Cabinet Table 10.12: Revenue from Appropriation by Output (continued) 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Department of Premier and Cabinet Total Recurrent Services 48 450) 44 983) 42 889) 43 960) 43 913) Total Works and Services 250) 250) 250) 250) 250) 48 700) 45 233) 43 139) 44 210) 44 163)

Reserved by Law Tasmanian Community Fund (Tasmanian Community Fund Act 2005) 5 960) 5 972) 6 032) 6 092) 6 153) 5 960) 5 972) 6 032) 6 092) 6 153)

Appropriation Carried Forward 673) ....) ....) ....) ....)

Total Revenue from Appropriation 55 333) 51 205) 49 171) 50 302) 50 316)

Controlled Revenue from Appropriation 49 373) 45 233) 43 139) 44 210) 44 163) Administered Revenue from Appropriation 5 960) 5 972) 6 032) 6 092) 6 153) 55 333) 51 205) 49 171) 50 302) 50 316)

Notes: 1. The increase in Strategic Policy and Advice in 2013-14 reflects funding for the Asia Institute. 2. The decrease in Social Inclusion in 2013-14 reflects the cessation of funding for the Emergency Relief and Lower Cost of Living initiatives and a reduction in the level of funding for the Cost of Living initiative. This is partly offset in 2013-14 by funding for the Community Resilience and Recovery – NILS initiative. The decrease in 2014-15 reflects the completion of Cost of Living initiative funding. 3. The increase in Information and Communications Technology (ICT) Policy Development and Implementation reflects the transfer of funding for employment costs associated with the transfer of staff from the Tasmania Together Unit. 4. The increase in Management and Ongoing Development of Service Tasmania in 2013-14 reflects additional funding for the Integrated Tasmanian Government Contact Centre Project. 5. The decrease in Delivery of IT Services reflects the completion of the IT Transformation: Creating Government's Technology Future program in 2012-13. 6. The increase in State Service Employment and Management in 2013-14 reflects the transfer of funding from Support for the State Service Commissioner to undertake functions transferred as a result of abolishing the Office of the State Service Commissioner. In 2013-14 additional funding has been provided to undertake a review of the Tasmanian State Service jobs website's ageing platform and infrastructure. 7. The decrease in Support for the State Service Commissioner reflects the cessation of funding for the Office of the State Service Commissioner to reflect the requirements of the State Service Amendment Act 2012. Under new governance arrangements funding has been provided to the State Service Management Office, the Auditor-General and the Tasmanian Industrial Commission to undertake transferred functions. 8. The decrease in Support for Tasmania Together Progress Board reflects the cessation of funding for the Board on the proclamation of the Tasmania Together Progress Board Repeal Act 2012. Funding has been transferred to Information and Communications Technology (ICT) Policy Development to support the transfer of staff from the Tasmania Together Unit. 9. DPAC has undertaken an Output restructure to align Ministerial responsibilities within Output Group 7. As such, funding has been transferred from Output 7.1 – Local Government to Output 7.2 – Security and Emergency Management. Since January 2013, the Bushfire Recovery Unit has resided within the Office of Security and Emergency Management and internal funding has been provided in 2013-14 to support its operations. 10. The decrease in Local Government in 2013-14 reflects the transfer of funding for the Office of Security and Emergency Management. This is partly offset in 2013-14 by funding for the Darrel Baldock Memorial initiative.

Premier and Cabinet 10.25 11. The increase in Climate Change in 2013-14 reflects additional funding for the Coastal, Regional and Sector-based Climate Change Adaptation Activities initiative. 12. The decrease in Community Development – Policy Advice and Ongoing Community Development reflects the reallocation of funding to two new Outputs for the Office of Aboriginal Affairs and the Office of Veterans' Affairs. The decrease is partly offset by additional funding for the Tasmanian Carers Council and Lesbian, Gay, Bisexual, Transgender and Intersex initiatives. 13. A new Output 6.2 - Office of Aboriginal Affairs has been created, with funding transferred from Community Development – Policy Advice and Ongoing Community Development outputs. 14. A new Output 6.3 - Office of Veterans' Affairs has been created, with funding transferred from Community Development – Policy Advice and Ongoing Community Development outputs.

Table 10.13: Administered Revenue 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue from Appropriation Reserved by Law 5 960) 5 972) 6 032) 6 092) 6 153)

Total Administered Revenue 5 960) 5 972) 6 032) 6 092) 6 153)

Table 10.14: Administered Expenses 2012-13] 2013-14] 2014-15] 2015-16] 2016-17] ) ) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Grants and Subsidies Tasmanian Community Fund 5 960) 5 972) 6 032) 6 092) 6 153)

Total Administered Expenses 5 960) 5 972) 6 032) 6 092) 6 153)

10.26 Premier and Cabinet Table 10.15: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits1 6 768) 9 952) 10 169) 11 549) 13 011) Receivables2 2 117) 1 847) 1 762) 1 677) 1 592) Other financial assets 2 534) 2 414) 2 461) 2 508) 2 555) 11 419) 14 213) 14 392) 15 734) 17 158) Non-financial assets Inventories 3) 1) 1) 1) 1) Property, plant and equipment3 1 853) 1 086) 728) 636) 533) Infrastructure 714) 631) 631) 631) 631) Intangibles4 1 174) 581) 274) 90) ....) Other assets 2 733) 2 697) 3 054) 3 288) 3 522) 6 477) 4 996) 4 688) 4 646) 4 687)

Total assets 17 896) 19 209) 19 080) 20 380) 21 845)

Liabilities Payables 2 185) 2 797) 2 838) 2 879) 2 920) Provisions5 ....) 407) 407) 407) 407) Employee benefits6,7 8 037) 8 139) 8 217) 7 668) 8 398) Other liabilities8 1 358) 1 784) 1 807) 1 830) 1 853) Total liabilities 11 580) 13 127) 13 269) 12 784) 13 578)

Net assets (liabilities) 6 316) 6 082) 5 811) 7 596) 8 267)

Equity Accumulated funds 6 316) 6 082) 5 811) 7 596) 8 267) Total equity 6 316) 6 082) 5 811) 7 596) 8 267)

Notes: 1. The increase in Cash and deposits in 2013-14 reflects a more accurate estimate based on the Department's 2011-12 audited financial statements. 2. The decrease in Receivables reflects more effective management of Departmental debtors. 3. The decrease in Property, plant and equipment in 2013-14 reflects the depreciation of assets. 4. The decrease in Intangibles in 2013-14 reflects the amortisation of leasehold improvements in future years. 5. The increase in Provisions in 2013-14 reflects the recording of a provision for leasehold 'make good' based on the Department's 2011-12 audited financial statements. 6. The increase in Employee benefits more accurately reflects the actual closing balance in the Department's 2011-12 audited financial statements. 7. The decrease in Employee benefits in 2015-16 reflects the impact of 27th pay in that year. 8. The increase in Other liabilities more accurately reflects the actual closing balance in the Department's 2011-12 audited financial statements.

Premier and Cabinet 10.27 Table 10.16: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts – recurrent1 48 450) 44 983) 42 889) 43 960) 43 913) Appropriation receipts - capital 250) 250) 250) 250) 250) Sales of goods and services2 32 114) 33 766) 32 771) 33 860) 34 745) GST receipts 4 442) 4 442) 4 442) 4 442) 4 442) Total cash inflows 85 256) 83 441) 80 352) 82 512) 83 350)

Cash outflows Employee benefits (27 878) (28 051) (28 381) (28 701) (28 603) Superannuation (3 076) (3 094) (3 142) (3 209) (2 912) GST payments (4 442) (4 442) (4 442) (4 442) (4 442) Grants and subsidies3 (16 837) (14 285) (12 458) (12 525) (12 699) Supplies and consumables4 (28 719) (31 833) (28 472) (29 016) (29 988) Other cash payments (4 719) (2 841) (2 845) (2 844) (2 849) Total cash outflows (85 671) (84 546) (79 740) (80 737) (81 493)

Net cash from (used by) operating activities (415) (1 105) 612) 1 775) 1 857)

Cash flows from investing activities Payments for acquisition of non-financial assets5 (428) (225) (395) (395) (395) Net cash from (used by) investing activities (428) (225) (395) (395) (395)

Net increase (decrease) in cash and cash equivalents held (843) (1 330) 217) 1 380) 1 462)

Cash and deposits at the beginning of the reporting period 7 611) 11 282) 9 952) 10 169) 11 549) Cash and deposits at the end of the reporting period 6 768) 9 952) 10 169) 11 549) 13 011)

Notes: 1. The decrease in Appropriation receipts – recurrent in 2013-14 reflects the completion of the Emergency Relief, Lower Cost of Living and Food for All Tasmanians initiatives. The decrease is partially offset by additional funding for new initiatives in this Budget. 2. The increase in Sales of goods and services in 2013-14 reflects increased revenue from TMD. 3. The decrease in Grants and subsidies reflects the completion of the Emergency Relief, Lower Cost of Living and Food for All Tasmanians initiatives. 4. The increase in Supplies and consumables reflects additional funding for new initiatives. 5. The decrease in the Payments for acquisition of non-financial assets in 2013-14 reflects planned ICT expenditure.

10.28 Premier and Cabinet Table 10.17: Statement of Cash Flows – Administered 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts - recurrent 5 960) 5 972) 6 032) 6 092) 6 153) Total cash inflows 5 960) 5 972) 6 032) 6 092) 6 153)

Cash outflows Grants and subsidies (5 960) (5 972) (6 032) (6 092) (6 153) Total cash outflows (5 960) (5 972) (6 032) (6 092) (6 153)

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

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

Premier and Cabinet 10.29

11 DEPARTMENT OF PRIMARY INDUSTRIES, PARKS, WATER AND ENVIRONMENT

AGENCY OUTLINE

The Department of Primary Industries, Parks, Water and Environment is responsible for the sustainable management, use and protection of the State's natural resources and cultural heritage for the benefit of the Tasmanian community.

The Department's objectives are to:

 maintain and, where appropriate, improve the condition of Tasmania's natural resources;

 facilitate the sustainable development of Tasmania's natural resources;

 help to grow Tasmania's primary industries and food sectors;

 ensure a healthy environment for all Tasmanians;

 sustainably manage Tasmania's national parks and reserve system;

 support the recognition, protection and management of Tasmania's Aboriginal heritage;

 support the recognition, protection and management of Tasmania's historic heritage;

 build on and protect the Tasmanian brand credentials;

 maintain the security of land tenure in Tasmania;

 provide ready access to accurate and meaningful land and resource information; and

 efficiently deliver government services state-wide via the Service Tasmania shop network.

The Department reports to the Minister for Primary Industries and Water, Hon Bryan Green MP and the Minister for Environment, Parks and Heritage, Hon Brian Wightman MP.

This chapter provides the Department's financial information for 2013-14 and the Forward Estimates period (2014-15 to 2016-17). Further information on the Department is provided at: www.dpipwe.tas.gov.au.

Primary Industries, Parks, Water and Environment 11.1 MAJOR INITIATIVES

Table 11.1 provides a summary of the Budget and Forward Estimate allocations for major initiatives.

Table 11.1: Major Initiatives Statement 2013-14 2014-15 2015-16 2016-17 ) Forward Forward Forward Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000

Aboriginal Heritage Legislation 600 600 600 600 Intensive Animal Farming Industry Development 2 750 ...... Mine Remediation and Innovation Centre of Excellence Study 100 ...... Plastic Bag Ban – Implementation 440 40 ...... Port Arthur – Penitentiary Conservation Works 3 000 ...... Royal Tasmanian Botanical Gardens – Ongoing Sustainability and Tasmanian Seed Conservation Centre 175 175 175 175 Spatial Information Foundations Project 800 ...... State Container Deposit Study 50 ...... Three Capes Track 6 700 11 280 1 150 .... Water Infrastructure 38 839 9 500 17 511 ....

Aboriginal Heritage Legislation

The project to develop and introduce new Aboriginal heritage legislation continues to be a major focus of the Department in 2013-14. This initiative aims to improve the protection and management of Aboriginal heritage, while providing clarity for landowners and developers. It also aims to provide an integral role for the Aboriginal community in the management of their heritage. The Forward Estimates reflect indicative additional resource requirements for ongoing management and implementation of the new legislation. The draft Aboriginal Heritage Bill proposes to establish a statutory Aboriginal Heritage Register, similar to registers in other States, as a key implementation tool. Development of the Register is already well under way. The legislation will also require additional assessment and advisory capacity, and provision of support for a statutory Aboriginal Heritage Council. Intensive Animal Farming Industry Development

This initiative, which commenced in 2012-13, aims to increase the ability of Tasmanian egg and pork producers to respond to market trends that indicate consumers are increasingly sensitive to animal welfare. Accordingly, $2.0 million in grant funds was allocated to assist egg producers to reduce the number of hens in caged production systems and to increase the number in non-cage systems. In addition, $500 000 in grant funds were allocated to assist pork producers to change their pig management systems so sows spend a maximum of ten days in gestation stalls per oestrus cycle. In 2013-14, the Government is providing an additional $1.0 million to this industry development and animal welfare initiative.

11.2 Primary Industries, Parks, Water and Environment Mine Remediation and Innovation Centre of Excellence Study

The Government is providing $100 000 to investigate the feasibility of establishing a regionally-based Centre of Excellence and Innovation in mine remediation. The Centre would focus on the development of innovative solutions for dealing with historical and contemporary acid mine drainage, the recovery of minerals in tailings or other previously disturbed mining sites, as well as a range of other rehabilitation techniques.

Plastic Bag Ban – Implementation

In 2012-13, the Government provided $780 000 of additional funding to implement the tripartite agreement to ban the use of non-biodegradable plastic shopping bags. The funding for 2013-14 is to complete the ban's implementation, including the provision of education and information materials for retail traders, the general public, local government and other stakeholders. It also includes resourcing for compliance and enforcement activities. Port Arthur – Penitentiary Conservation Works

The Government has provided $3.0 million to the Port Arthur Historic Site Management Authority to be applied to the structural stabilisation works for the Penitentiary Precinct building. This work relies on the installation of a series of steel cantilevered columns, which are themselves stabilised in sub-surface concrete footings. In forward years additional work will incorporate the reinstatement of the front muster yard, which is an integral part of the engineering solution and will mitigate future storm impacts. Royal Tasmanian Botanical Gardens – Ongoing Sustainability and Tasmanian Seed Conservation Centre

The Government is providing additional funding of $175 000 per annum for the ongoing sustainability of Royal Tasmanian Botanical Gardens’ recurrent operations including the ongoing operation of the Tasmanian Seed Conservation Centre. Spatial Information Foundations Project

The Government has provided $3.0 million for this initiative to develop a contemporary, web-based platform for the distribution of spatial information across Government and the private sector. The key objective of the project is to facilitate the improved use of spatial information to support the delivery of more cost-effective and targeted Government services and strategic planning processes. The project is building on and enhancing the core infrastructure of the LIST (Land Information System Tasmania), which has been widely used since it was developed in the 1990s. Project outputs include a new mapping interface that will be integrated into the LIST and the new emergency management Common Operating Picture (COP) which is on schedule for release in June 2013. The remaining inter-dependent components of the project will be progressively implemented from June 2013 into the first half of the 2013-14 financial year. State Container Deposit Study

The Government is providing $50 000 to carry out a Cost Benefit Study on a state-based Container Deposit System for Tasmania. The study will build on existing work done by the Government on feasible Container Deposit Systems and provide information on the public and private investment requirements for a model scheme.

Primary Industries, Parks, Water and Environment 11.3 Three Capes Track

Work on the Government's $12.8 million initiative to establish the Three Capes Track will continue to be progressed in 2013-14. The State Government's funding will be matched by Australian Government funding of $12.5 million. The walk will take in dramatic vistas of three capes in the Tasman National Park. The walk will increase Tasmania's profile as an iconic walking destination and support the growth of tourism on the Tasman Peninsula. During 2013-14 and 2014-15, on ground works will focus on the upgrading of the existing track and the construction of new track sections on the eastern peninsula. Overnight hut nodes will be progressed. It is expected that by the end of 2015, a three night and four day hut-based walking experience on the eastern peninsula will be available to the community.

Water Infrastructure

In 2013-14, $38.8 million will be provided from the Water Infrastructure Fund to Tasmanian Irrigation Pty Ltd, to continue the development of the State's irrigation infrastructure network. This includes funding contributions provided through the Australian Government's Water for the Future Fund under a National Partnership Agreement. During 2013-14, there will be major irrigation works to deliver the Midlands Water Scheme, the Lower South Esk Irrigation Scheme, the Kindred North Motton Irrigation Scheme, the South East Irrigation Scheme and the Upper Ringarooma Irrigation Scheme. Work has commenced and will continue to develop a further six business cases for proposed irrigation schemes. Approval and construction of these schemes is subject to funding availability.

The current program is due to finish in 2015-16 having expended $220 million of public funds under the National Partnership Agreement in addition to approximately $100 million in direct private sector investment, delivering approximately 90 000 ML of water through 10 new irrigation schemes.

11.4 Primary Industries, Parks, Water and Environment OUTPUT INFORMATION

Outputs of the Department of Primary Industries, Parks, Water and Environment are provided under the following Output Groups:

Output Group 1 – Information and Land Services;

Output Group 2 – Primary Industries;

Output Group 3 – Resource Management and Conservation;

Output Group 4 – Water Resources;

Output Group 5 – Policy;

Output Group 6 – Biosecurity and Product Integrity;

Output Group 7 – Environment Protection and Analytical Services;

Output Group 8 – Parks and Wildlife Management; and

Output Group 9 – Heritage.

Table 11.2 provides an Output Group Expense Summary for the Department of Primary Industries, Parks, Water and Environment.

Table 11.2: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Minister for Primary Industries and Water

Output Group 1 - Information and Land Services 1.1 Land Titles, Survey and Mapping Services2 14 380) 12 139) 12 148) 12 445) 12 701) 1.2 Valuation Services 7 657) 7 160) 7 123) 7 231) 7 176) 1.3 Service Tasmania 12 604) 12 571) 12 875) 13 183) 13 483) 34 641) 31 870) 32 146) 32 859) 33 360) Output Group 2 - Primary Industries 2.1 Agriculture Industry Development Services 5 537) 5 489) 5 424) 5 399) 5 481) 2.2 Marine Resources 10 464) 10 784) 10 614) 10 749) 10 922) 16 001) 16 273) 16 038) 16 148) 16 403)

Primary Industries, Parks, Water and Environment 11.5 Table 11.2: Output Group Expense Summary1 (continued) 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 4 - Water Resources 4.1 Water Resource Management3 8 055) 8 082) 6 698) 6 341) 5 965) 4.2 Water Resource Assessment 2 637) 2 858) 2 630) 2 673) 2 714) 10 692) 10 940) 9 328) 9 014) 8 679) Output Group 5 - Policy 5.1 Policy Advice 2 801) 2 664) 2 585) 2 626) 2 668) 2 801) 2 664) 2 585) 2 626) 2 668) Output Group 6 - Biosecurity and Product Integrity 6.1 Biosecurity4 18 594) 18 704) 16 004) 16 223) 16 425) 6.2 Product Integrity5 2 750) 2 156) 2 175) 2 215) 2 251) 21 344) 20 860) 18 179) 18 438) 18 676)

Grants and Subsidies 6 234) 6 122) 6 118) 6 116) 6 116)

Special Capital Investment Funds6 7 787) 3 333) ....) ....) ....)

Minister for Environment, Parks and Heritage

Output Group 3 - Resource Management and Conservation 3.1 Land Management Services7 1 247) 1 084) 1 112) 1 078) 1 092) 3.2 Conservation of Tasmania's Flora and Fauna8 23 506) 16 446) 16 457) 16 786) 17 197) 24 753) 17 530) 17 569) 17 864) 18 289) Output Group 7 - Environment Protection and Analytical Services 7.1 Environmental Management and Pollution Control9 15 223) 13 982) 13 671) 13 721) 14 094) 7.2 Analytical Services 4 725) 4 523) 4 583) 4 651) 4 781) 19 948) 18 505) 18 254) 18 372) 18 875) Output Group 8 - Parks and Wildlife Management 8.1 Parks and Wildlife Management 47 710) 46 382) 46 357) 47 088) 47 054) 8.2 Crown Land Services10 11 387) 12 132) 10 703) 10 660) 10 703) 59 097) 58 514) 57 060) 57 748) 57 757)

11.6 Primary Industries, Parks, Water and Environment Table 11.2: Output Group Expense Summary1 (continued) 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 9 - Heritage 9.1 Historic Heritage Services 2 936) 2 848) 2 824) 2 751) 2 781) 9.2 Aboriginal Heritage 1 642) 1 710) 1 625) 1 615) 1 566) 9.3 Royal Tasmanian Botanical Gardens 2 467) 2 595) 2 634) 2 687) 2 758) 7 045) 7 153) 7 083) 7 053) 7 105)

Grants and Subsidies11 3 239) 6 284) 3 395) 3 496) 3 600)

Capital Investment Program 556) 556) 556) 556) 556)

TOTAL 214 138) 200 604) 188 311) 190 290) 192 084)

Notes: 1. Expenditure estimates include the impact of the cessation of the payment of payroll tax by agencies. This reduces both agency revenues and expenditure. Further information on this policy change and its impact on agencies is included in the Introduction to Budget Paper No 2, Government Services. 2. The decrease in Land Titles, Survey and Mapping Services in 2013-14 reflects the removal of the council certificate transfer. The revenue collected from LIST in relation to council certificates and the resulting expense from forwarding to the relevant councils is no longer reported in this Output. 3. The decrease in Water Resource Management in 2014-15 reflects the completion of the four-year funding program for the Water Initiative 2010 Election commitment. 4. The decrease in Biosecurity in 2014-15 is due to the completion of the Intensive Animal Farming Industry Development initiative. 5. The decrease in Product Integrity in 2013-14 is due to the cessation of the current Australian Government funding agreement for the Save the Tasmanian Devil program. The Department has applied for further funding under the relevant Australian Government programs. 6. The decrease in Special Capital Investment Funds reflects funding changes for the Water Infrastructure Fund operational grant and the completion of the Spatial Information Foundations Project. 7. The decrease in Land Management Services in 2013-14 reflects the cessation of one-off Australian Government funding under the Caring for our Country program. 8. The decrease in Conservation of Tasmania's Flora and Fauna in 2013-14 reflects the cessation of current Australian Government funding agreements for the Tasmanian Fox Eradication program and the Save the Tasmanian Devil program. The Department has applied for further funding under the relevant Australian Government programs. 9. The decrease in Environmental Management and Pollution Control in 2013-14 reflects the cessation of one-off Australian Government funding and reduction in funding for the Plastic Bag Ban initiative. 10. The movements in the Crown Land Services in 2013-14 and 2014-15 reflect changes in the transfers from the Crown Lands Administration Fund to the Consolidated Fund. 11. The increase in Grants and Subsidies in 2013-14 is due to one-off funding to the Port Arthur Historic Site Management Authority for Penitentiary Conservation Works.

Primary Industries, Parks, Water and Environment 11.7 Output Group 1: Information and Land Services

1.1 Land Titles, Survey and Mapping Services

This Output provides a secure land title system; an effective policy and legislative framework for land administration; and services that underpin land management and support the development of Tasmania's spatial data infrastructure. This Output also produces, maintains and integrates a wide range of land information data sets, which are easily accessible through the Land Information System Tasmania (LIST) web interface and TASMAP products. 1.2 Valuation Services

This Output provides an authoritative valuation service for Government on acquisition, purchase, sale and rental of property, including quality control of statutory property valuations. Supplementary valuation services for municipal areas in Tasmania are also undertaken by the Office of the Valuer-General.

This Output also administers and delivers a uniform and consistent valuation system to support rating and taxing in Tasmania. 1.3 Service Tasmania

This Output delivers whole-of-government services and products through the management and operation of Service Tasmania shops.

Table 11.3: Performance Information - Output Group 1 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Quality of Tasmania's land survey and valuation services Audited surveys complying with standards1 % 77 76 80 na Objections resulting in an amended valuation2 % 1.41 0.20 <2.00 <2.00

Efficiency of land registration processes Registration of sealed plans lodged under the Early Issue Scheme within 10 working days of lodgement of the original plan % 66 72 70 70

Accessibility and quality of Service Tasmania Shop services Over the counter government services provided to local communities3 Number 546 570 575 575 Customer satisfaction – transactions resulting in a formal complaint % 0.004 0.002 0.003 0.003

11.8 Primary Industries, Parks, Water and Environment Table 11.3: Performance Information - Output Group 1 (continued) Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Accessibility of quality land information to support decision making Number of Availability of land related data sets via the LIST4 themes 740 772 730 685 Accuracy of key LIST framework data sets – features Number that meet design objectives5 '000 550 603 620 665 Level of government, industry and public use of the Millions of LIST pages 16.1 17.1 16.5 16.1

Notes: 1. There is no target for 2013-14 as the survey audit program has been deferred to make resources available for the review of the Surveyors Act 2002. 2. This performance measure represents the percentage of total valuation notices issued that have an amended valuation following the lodgement of an objection. It reflects the quality and consistency of valuations completed. Municipal revaluations for one third of the state occur every two years and supplementary valuations occur every year. The 2011-12 result reflects the fact that only supplementary valuations were undertaken during the year. There were no new revaluations. The figure previously reported for the 2011-12 year was 0.17 per cent and this has now been revised to 0.20 per cent following the finalisation of a further objection to supplementary valuations. 3. The 2012-13 target was amended upwards to reflect the increased number of services delivered by Service Tasmania shops. 4. LIST refers to the Land Information System Tasmania. 5. Due to data structure changes from the proposed implementation of a Numerical Cadastral Database, this performance measure will be reviewed and redefined for 2014-15. Performance Information Comments

During 2012-13, the level of usage through LIST has shown a reduced demand in relation to individual property and sales information. The outlook for the next financial year is similar and, as a result, the target for 2013-14 has been set at a lower figure than previously projected. The level of use of the LIST in 2013-14 is now expected to be 16.1 million pages. Output Group 2: Primary Industries

2.1 Agriculture Industry Development Services

This Output provides leadership in agricultural policy development, focussed on maximising the potential of agriculture as a key growth sector and contributor to the Tasmanian economy. The majority of the agricultural research, development and extension services delivered via the Tasmanian Institute of Agriculture (TIA) are reflected in this Output. 2.2 Marine Resources

This Output supports the orderly and sustainable development of the Tasmanian marine farming industry and develops and implements management policies and plans for Tasmania's wild fisheries to ensure that both commercial and recreational fishing are sustainable. This Output also includes advice and direction for the Institute of Marine and Antarctic Studies (IMAS) to assist aquaculture and fisheries research.

Primary Industries, Parks, Water and Environment 11.9 Table 11.4: Performance Information - Output Group 2 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Value of primary industries sector1 Gross value of agricultural and fish production Wild fisheries2 $ million 161.3 171.6 175.0 162.0 Aquaculture3,4 $ million 448.7 536.7 550.0 595.0 Agriculture3,5 $ million 1 151.6 na 1 200 1 275 Food production value added6 $ million 2 842.8 na 2 989 3 160 Exports of food, agriculture and fisheries Overseas exports7 $ million 526.8 519.7 520.0 525.0 Interstate food trade8 $ million 1 551.4 na 1 722.0 1 845.0

Efficiency of fishers' licensing processes Fishers' licensing transaction times9 % completed 95 95 95 95

External funds leveraged from Government investment in primary industries research10 External funds received by TIA11 $ million 9.3 9.6 9.6 9.0 External funds received by IMAS-SMRA (formerly TAFI)12 $ million 6.0 7.7 8.0 10

Accessibility of information to support farmers to run their businesses13 Links to external websites provided via the FarmPoint website Number 750 780 780 760 Level of public use of FarmPoint Pages '000 460 439 470 480

Notes: 1. This series provides information about the value of the primary industries sector to the Tasmanian economy. Except for fish production and overseas exports data, the 2011-12 data are not yet available. 2. The target for 2013-14 reflects lower total allowable commercial catch levels for the rock lobster fishery and the abalone fishery. A high level of uncertainty continues regarding future beach prices and the potential for uncertain market conditions for rock lobster and abalone to be ongoing due to the high Australian dollar and market variability. 3. The figure for 2010-11 was updated following the collation of all available information at the end of the reporting period. 4. The increasing targets reflect continued growth across all aquaculture sectors, in particular the salmonid industry. The 2010-11 actual increased from 419 due to the late processing of returns. 5. The 2012-13 target is largely based on a decline of five per cent in milk production due to dry seasonal conditions and weakness in processing vegetables. Export prospects remain constrained by the high Australian dollar and soft international commodity prices. 6. This measure is calculated by the Department based on the quantity of agricultural and seafood produce data, sourced from the Australian Bureau of Statistics (ABS) and DPIPWE and in consultation with major food producers such as brewery and dairy manufacturers. The value of production is based on wholesale price estimates and export data. 7. This measure is derived from ABS overseas export data and incorporates meat, dairy, fish, and fruit and vegetables. Overseas food exports were slightly higher than anticipated in 2010-11 due to strong beef and abalone demand. Exports declined by $7.1 million in 2011-12 due to weak international demand and the high value of the Australian dollar.

11.10 Primary Industries, Parks, Water and Environment 8. The Department produces the Tasmanian Food and Beverage Industry Scorecard which calculates the net value of interstate trade. It includes the four categories of overseas food exports reported by the ABS together with beverages and confectionary. ABS and industry data are used as the basis for the calculations. ABS data are adjusted to reflect further information gained from the Australian Quarantine and Inspection Service. 9. This measure reflects the percentage of transactions completed within three days. 10. The funds received by the Tasmanian Institute of Agriculture (TIA) and the Institute of Marine and Antarctic Studies, Sustainable Marine Research Collaboration Agreement (IMAS-SMRA) are calculated on a calendar year, for example 2010-11 refers to the total amount of funds received during the 2010 calendar year. These measures exclude the contribution by the University of Tasmania. 11. Leverage is only one measure of the success of the Joint Venture Agreement with TIA. The TIA Strategic Plan 2012-16 identifies the priorities for the Institution, including supporting the Government's Economic Development Plan. The slight reduction in the leverage predicted for 2013-14 will still see the funds invested in TIA leveraged at approximately 50 per cent, a substantial return on investment. 12. The actual external funds required by IMAS for 2011-12 was lower than the target figure of $10.5 million due to some projects not coming to fruition under the external funding process. 13. The FarmPoint website provides easy access to information required by farmers to run their business. Performance Information Comments

There continues to be steady growth in the value of the seafood industry principally due to the growth of the salmon industry. The next two largest fisheries, abalone and rock lobster, have had their total allowable catches reduced due to concerns about fishing stocks on the East Coast. Both fisheries continue to be affected by the high Australian dollar and a tightening of the market in China. A number of fisheries in the State have been affected by the algal bloom outbreak on the East Coast over the past summer. This bloom produced a paralytic shellfish toxin that impacted on the mussel, scallop and rock lobster sectors. Output Group 3: Resource Management and Conservation

3.1 Land Management Services

This Output provides for the sustainable management of Tasmania's land resources, including geoheritage, soils, salinity and rivers, and supports the administration of Tasmania's Natural Resource Management (NRM) Framework. This Output also delivers cooperative weed management programs and undertakes regulatory activities to ensure compliance with legislative frameworks for weed management.

3.2 Conservation of Tasmania's Flora and Fauna

This Output develops policy and regulatory frameworks and manages conservation assessment processes to support the sustainable development and conservation of the State's biodiversity. This Output also provides advice on the management, protection and rehabilitation of natural values on public and private land, including voluntary private land conservation programs. In addition, this Output manages the State's wildlife, including game species, and delivers programs to reduce the impact of browsing damage on primary industries and the impact of pests and diseases on Tasmania's natural diversity.

Primary Industries, Parks, Water and Environment 11.11 Table 11.5: Performance Information - Output Group 3 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Proportion of Tasmanian land reserved Land protected either by legislation or by contract in conservation reserves, under covenant or heritage regimes1 % 45.0 45.4 47.1 47.3 Extent of integration of conservation of natural diversity into private land management Private land covered by voluntary binding Hectares conservation agreements2 '000 86.7 88.0 108.0 120.0 Private land covered by property-based game wildlife management plans3 Properties 3 707 3 715 3 715 3 720

Accessibility of information to support natural resource management and development decisions Level of use of the Natural Values Atlas4 Pages '000 607 1 718 1 500 1 500 Percentage of threatened species covered by a listing statement5 % 41.0 42.5 42.5 42.5

Changes in status of threatened species Threatened species showing a decline in status6 Number 2 5 3 10 Threatened species showing an improved status7 Number 4 4 6 10

Progress in the eradication of foxes Evidence of foxes established behind the precautionary baiting control front8 Number ......

Genetic diversity of the Tasmanian devil Extent of genetic diversity of the Tasmanian devil insurance population9 % 99 99 >95 >95

Extent of monitoring of the status of Tasmanian devils in the wild10 Traps deployed to catch Tasmanian devils and monitor their health11 Number 1 054 2 880 1 000 1 800 Long term monitoring sites maintained12 Number 3 5 5 5

Effectiveness of cooperative compliance weed management programs Inspections resulting in weed requirements and/or infringement notices13 % < 5.0 1.5 <5.0 <5.0

11.12 Primary Industries, Parks, Water and Environment Table 11.5: Performance Information - Output Group 3 (continued) Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Introduction of new pests14 Number of new weeds established Number 1 ......

Notes: 1. The total land area of Tasmania used is 6.8 million hectares, based on the mean high-water mark. This includes Macquarie Island and other Tasmanian offshore islands. Only the terrestrial portion of reserves is reported on. The use of the preliminary Tasmanian Reserve Estate layer may result in slight variances in the annual figures quoted as they are subject to revision based on the final reserve data. The 2012-13 target is attributable to increases in the hectares protected under the Tasmanian Forest Agreement. 2. Voluntary binding conservation agreements include both conservation covenants and management agreements. The measure represents the cumulative total for reservation. The 2013-14 target is related to increased participation in voluntary covenants, notably large properties purchased by Tasmanian Land Conservancy and higher than expected performance of the Protected Areas on Private Land program. 3. This measure includes individual forestry coupes. The figure for 2011-12 records a slight increase over the target reflecting the additional plans negotiated during the period. The target for 2013-14 has been revised to include an increase of five new plans with eleven plans being revised. 4. The Natural Values Atlas (NVA) provides a web interface allowing access to authoritative and comprehensive natural values information (Data Sets). The measure refers to the number of requests for pages from the NVA website. Due to the increase in new Data Sets and improved system functionality the 2011-12 period recorded an increase over the target while the 2012-13 target of 1 200 has been revised upwards to reflect the figures available to date and the continued upward trend in usage in recent years. 5. This measure indicates the availability of information to support decisions about threatened species management and recovery. From 2010-11, this measure includes approved Listing Statements and draft Listing Statements that await comment from the threatened species Scientific Advisory Committee and the threatened species Community Review Committee. 6. In 2013-14, a review of the Schedules in the Threatened Species Protection Act 1995 is expected to result in a number of species having their status changed. 7. The number of changes in status varies annually depending on the number of Orders being processed. The 2012-13 target of ten was proposed as the Schedules for the Threatened Species Protection Act 1995 are due for review but this was not finalised resulting in a revision of the target. 8. This measure was introduced in the 2011-12 Budget Papers and is aimed at assessing the impact of the precautionary baiting control front established by the Fox Eradication Program in 2010. The baiting control front is determined on the basis of geography and habitat modelling and baiting occurs within that front. A new front is then established with new baits immediately beyond the first front and the previous baits removed. Over time, this rolling front will cover all areas where foxes are expected to be able to be established. Monitoring and surveillance then occurs behind the fronts to detect and destroy any surviving foxes or those that seek to re-establish. Evidence for the measure includes scats confirmed through DNA analysis and repeated credible sightings in an area. There has been no evidence that foxes have been behind the precautionary baiting fronts. 9. This measure is aimed at assessing the extent of genetic variation within the devil insurance population. Maintaining 95 per cent genetic diversity is considered desirable to minimise the likelihood of inbreeding within the population and to ensure that it remains fit for release at a later date as and if required. The assessment is undertaken on an annual basis following the breeding season. It examines the genetic characteristics of the insurance population compared with the founder insurance animals. Further information can be found on the Program's website www.tassiedevil.com.au. 10. This suite of measures provides information about the level of monitoring of the status of the Tasmanian devil. These activities are important in helping to understand the impacts and progress of the Devil Facial Tumour Disease (DFTD) and to provide information for the future planning of responses to the DFTD. 11. Traps are deployed overnight for the purpose of safely holding Tasmanian devils to enable them to be examined for disease by trained staff. The measure refers to the number of traps deployed on an overnight basis in a year. The targets are based on the monitoring effort required to provide the necessary information to assess the impacts and progress of the DFTD. The figure for 2011-12 is inflated following a one month project on the Forestier Peninsula that involved a large number of trap nights. The reduction in the target for 2012-13 is because of the decisive move towards a greater use of cameras in the surveying techniques and a move away from trapping. The increase for 2013-14 is due to additional traps being set to monitor the front along the north-west.

Primary Industries, Parks, Water and Environment 11.13 12. These are sites that are regularly visited over a long period of time, years to decades, to detect long term changes in the devil population and ecological impacts resulting from those changes. The 2011-12 long term monitoring sites target have been increased from three to five sites, as the disease continues to spread across the State. In addition to the long-term monitoring sites reported, the program has a permanent deployment of 30 sentinel cameras across the landscape to detect the arrival of DFTD in populations. The program also conducted surveys of devil population in the south west to ascertain the status of devils in remote areas. These activities are not reported in the long term monitoring performance measures. 13. During 2012-13, the Department's Weed Management Officers undertook some 306 compliance activities requiring landholders to control declared weeds. This resulted in three issued infringement notices (one of which was withdrawn) to landholders requiring that they undertake specific control actions. 14. Information about these pests is reported as part of Output Group 6: Biosecurity and Product Integrity. During 2011-12, Daphne laureola-spurge laurel was detected in southern Tasmania.

Performance Information Comments

Of the five threatened species showing a decline in status for 2011-12, two were listed as a result of work to better align the State and National threatened species lists and three were uplisted as a result of the reassessment of the conservation status undertaken during the preparation of Listing Statements.

Of the four threatened species showing an improvement in status for 2011-12, one was downlisted as a result of the reassessment of the conservation status undertaken during the preparation of Listing Statements and three were delisted as they were no longer considered to be valid species following taxonomic review.

The threatened species covered by a listing statement target for 2012-13 was over estimated. New information arising from the preparation of Listing Statements and ongoing review of conservation status has identified species in decline. New listings for the period are largely due to taxonomic review or discovery of new species for Tasmania. The ongoing reassessment of the conservation status of species including new information will result in a number of species being uplisted, downlisted or delisted. Output Group 4: Water Resources

4.1 Water Resource Management

This Output develops and implements a range of legislation and policies for water management to ensure the equitable, efficient and sustainable allocation and use of surface and ground water resources and the safety of dams. It also supports the development and coordination of policies relating to the regulation of the urban water and sewerage industry. 4.2 Water Resource Assessment

This Output provides services to assess, monitor, report and provide advice on the health, condition and state of Tasmania's water resources for the community, industry and government.

11.14 Primary Industries, Parks, Water and Environment Table 11.6: Performance Information - Output Group 4 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Health of waterways Proportion of sampling sites in each AusRivAS band1,2 X Band % na 3 na 6 A Band % na 58 na 80 B Band % na 32 na 14 C Band % na 7 na 0 D Band % na 0 na 0 Extent to which formal water management arrangements are in place for catchments Catchments with Water Management Plans/Frameworks in place Number 7 9 12 15

Amount of water available for irrigation Mega litres Total volume of water licensed for irrigation3 (ML) '000 543 628 580 630

Level of farm water development New dam works permits approved per annum4 Number 75 45 50 30 Increased water storage capacity approved per annum ML 12 133 19 159 16 000 10 000

Efficiency of dam permit processing Average time for processing applications for dam works permit approvals5 Days 84 78 84 84

Accessibility of information to support water development and management decisions Surface and ground water monitoring sites on the Water Information System of Tasmania (WIST)6 Number 133 134 192 192 Level of public use of WIST7 Pages '000 690 383 750 800

Notes: 1. AusRivAS provides an assessment of river health based on the composition of the macro invertebrate community found at a site. Further information about the AusRivAS assessment bands can be found in the Water section of the Department's website. 2. River health sampling is now undertaken every two years, rather than on an annual basis. Sampling is next being conducted in 2013-14, hence no targets for 2012-13 have been provided. 3. This measure refers to the total volume of water licensed and should be read as a cumulative total. The target for 2012-13 has been reduced due to dormant or underutilised licences being surrendered or cancelled. It is anticipated that with irrigation development the total for 2013-14 will increase. 4. The targets for dam approvals are reducing as the rate of new development applications is declining and future trends are hard to predict.

Primary Industries, Parks, Water and Environment 11.15 5. The statutory timeframe for processing dam applications under the Water Management Act 1999 is 84 days. Interpretation of this measure needs to take account of the introduction of an integrated process for dealing with environmental issues at proposed dam sites. Dam proponents are no longer required to obtain additional authorisations for their dam works after gaining a dam permit. In addition, the trend towards larger and more complex dams has impacted on the level of complexity of applications to be assessed. 6. A further 58 groundwater sites will be added in 2012-13. This provides complete reporting for groundwater and surface water monitoring undertaken by the Department and no further targets will be set. 7. In a wetter than average summer the use of WIST in 2011-12 declined because farmers did not need the information to make decisions about water availability. Performance Information Comments

During 2012-13, three water management plans have been approved and commenced and two draft water management plans have been released for public comment. One further draft plan has been reviewed by the Tasmanian Planning Commission and is expected to be approved in 2013-14.

Whilst there has been a decline in the number of farm dams approved there has been an increase in access to irrigation water through the irrigation schemes built by Tasmanian Irrigation Pty Ltd. The construction of the Midlands Water Scheme in particular will result in an increase in the construction of on farm dams to allow the winter water entitlements to be delivered and stored. Output Group 5: Policy

5.1 Policy Advice

This Output provides strategic policy advice, leads and supports projects of strategic importance to the Department and leads departmental input into the assessment process for major projects. It also coordinates a number of department-wide programs, including the Department's Right to Information, Legislative and Internal Audit programs.

Table 11.7: Performance Information - Output Group 5 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Progress with projects of strategic importance1 Strategic projects with significant milestones achieved Number 15 23 13 13

Stakeholder satisfaction Stakeholder satisfaction with quality of service2 % 85 85 85 85

Notes: 1. These are projects designated as projects of strategic importance to the Department and the Government over the longer term. This workload measure identifies the number of projects where significant milestones, including completion, were achieved in accordance with Output Group objectives during the year. 2. An annual survey of key stakeholder satisfaction is undertaken, focusing on the delivery of strategic projects and services relevant to this Output Group, as a measure of the quality of policy information provided.

11.16 Primary Industries, Parks, Water and Environment Performance Information Comments

In 2011-12, there were 23 strategic projects with significant milestones achieved. They included assessments for 15 major development projects (including 10 relating to irrigation), seven legislative and policy reform initiatives and one other project relating to the achievement of Department and Government objectives over the longer term. Examples of these projects include the Arthurs Pipeline Irrigation Scheme Construction and Environmental Management Plan, Aboriginal Heritage Legislation, the Cat Management Regulations and the Crown Land Assessment and Classification Project. The actual number reported for 2011-12 was significantly above the original target of 13, primarily as a result of the number of individual irrigation projects assessed during the year. Output Group 6: Biosecurity and Product Integrity

6.1 Biosecurity

This Output supports the Tasmanian Biosecurity Strategy, providing scientific risk-based systems to exclude, eradicate or effectively manage exotic pests and diseases that jeopardise the relative pest and disease free status of Tasmania. The Output delivers diagnostic services to support sustainable pest and disease control measures and to validate the State's relative pest and disease free status with scientific evidence. This Output also ensures animal welfare practices are consistent with legislative requirements and community expectations.

6.2 Product Integrity

This Output provides a framework to regulate and manage food safety in the primary production and processing sector and to identify and trace the movement of livestock. This Output also includes services aimed at ensuring that agricultural chemical use is consistent with legislative requirements and community expectations.

Table 11.8: Performance Information - Output Group 6 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Effectiveness of plant health measures1 Import requirements for plants and plant products reviewed for currency2,3 Number 12 21 2 3 Import requirements for plants and plant products fit for purpose % 100 100 100 100

Effectiveness of Diagnostic Services Compliance with International Standard ISO 17025 as applied to veterinary testing laboratories4 Yes/No Yes Yes Yes Yes

Primary Industries, Parks, Water and Environment 11.17 Table 11.8: Performance Information - Output Group 6 (continued) Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Maintenance of Tasmania's quarantine barrier Quarantine interceptions of pests, diseases and weeds3 Number 1 056 363 400 400 Post-barrier detections of significant pests, diseases and weeds3 Via DPIPWE surveillance systems Number 1 ...... Other detections3 Number 4 ...... Identification of private quarantine material – private confiscations3,5 Kilos 2 093 1 605 1 600 1 600

Introduction of new pests6 New invertebrate pests Number ...... New plant pathogens Number ...... Compliance with food safety standards by primary producers and processors Food safety quality assurance plans/programs approved annually by DPIPWE for eligible producers/processors3 Number 104 112 112 107 Audits of high risk food safety areas without significant findings7 % 100 100 100 100

Maintenance of animal health and welfare standards Inspection of intensive farming activities3,8 Percentage subject to animal welfare inspections % 47 71 50 50 Inspections without significant non-compliance issues identified % 100 100 100 100

Support for GMO Moratorium Former GM canola sites remediated (cumulative) Number 4 5 7 8 Former GM canola sites with substantial progress towards remediation (cumulative) Number 6 6 7 10

Compliance with chemical usage legislation Audits of agricultural and veterinary chemical usage without significant findings9 % 100 100 100 100

Notes: 1. This suite of measures assesses the currency of import requirements used to exclude exotic pests and diseases that may jeopardise Tasmania's relative pest and disease free status. It refers to import requirements for plants and plant products that have been reviewed. 2. In 2011-12, the proposed target of 13 was exceeded primarily due to a major review of fruit fly host produce import requirements. The reduced number of import requirements scheduled for review in 2012-13 reflects the completion of a large number of reviews over the previous three years and adjustment to pest declaration processes that has resulted in the revocation of several import requirements.

11.18 Primary Industries, Parks, Water and Environment 3. The figure for 2010-11 was updated following the collation of all available information at the end of the reporting period. 4. This measure provides independent verification of the quality of the Department's diagnostic services. Every 18 months the Department's veterinary testing laboratory's compliance with relevant segments of ISO 17025 is independently assessed by the National Association of Testing Authorities (NATA). ISO 17025 accreditation is an international standard against which laboratories demonstrate their technical competence to perform and report on a specified range of tests. It applies to any laboratory required to assure its customers of the precision, accuracy and repeatability of its results. 5. The measure refers to the number of kilograms of restricted produce confiscated by Quarantine Tasmania at Tasmanian ports during a selected month of the year. Therefore, this figure is sensitive to external variations such as changes to flight schedules, origin and seasonal influences. Restricted produce is any plant material defined as restricted under the Plant Quarantine Act 1997. 6. New pest introduction is based on reporting of established populations, not barrier interceptions or other detections not leading to establishment. This measure also includes weeds. Information about weeds is reported as part of Output Group 3: Resource Management and Conservation. 7. High risk areas relate to aspects of primary food production that, if not controlled adequately by the operator, are likely to present a food safety risk to consumers. 8. This measure reports on the effects of an inspection regime of intensive farming activities, including piggeries and poultry farms. Intensive poultry farming activities include all commercial egg and chicken meat farms. From the commencement of 2011-12, intensive pig farms were farms with 50 or more breeding sows. 9. This measure assesses the level of compliance with chemical usage legislation. Performance Information Comments

The performance figures for the identification of private quarantine material – private confiscations, represent intercepts of all pests and diseases during inspection and surveillance activities at the border including those not of quarantine significance. The high number of detections in 2010-11 largely related to two male Queensland fruit flies which were detected in Hobart fruit fly traps monitored by Quarantine Tasmania. This was the first detection in many years. Immediate action was required to determine whether it was an isolated detection or a more serious outbreak. A number of remedial actions were taken, including further trapping and inspections over a two month period. No further flies had been found by the end of the trapping period. The 2012-13 and 2013-14 targets have been lowered accordingly. This figure is a one month (April) snapshot and is therefore sensitive to external variables such as changes to flight schedules, origin, seasonal influences and when the Easter break falls, which results in a higher number of travellers.

Performance targets for animal welfare inspections of intensive farming activities were exceeded by 40 per cent. At the commencement of 2011-12, the definition of intensive pig farms for the purpose of this indicator was changed from farms with 50 or more pigs to farms with 50 or more sows. Based on data collected from inspections conducted since 2009, the definition was changed to align more closely with community views regarding what constitutes an intensive farming activity. Output Group 7: Environment Protection and Analytical Services

7.1 Environmental and Pollution Control

This Output undertakes activities to: develop high quality, contemporary policies and strategies for the protection of the environment; ensure development proposals meet appropriate guidelines and standards; regulate environmental impacts of large industrial and municipal activities; monitor environmental performance; and facilitate sustainable business practices and lifestyles.

Primary Industries, Parks, Water and Environment 11.19 7.2 Analytical Services

This Output focuses on providing a range of scientific and analytical services in order to support the delivery of best practice environmental management and the management of environmental incidents.

Table 11.9: Performance Information - Output Group 7 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Air quality1 Exceeds

PM10 Hobart Standards 1 .... <5 <5 Exceeds

PM10 Launceston Standards ...... <5 <5

Assessment and Regulation of Level 2 Activities Number of Environmental Management Plan (EMP) reviews completed (including annual and triennial EMPs)2 Number 50 60 50 50 Number of S44(1)(d) Environment Protection Notices (EPNs) issued3 Number 46 … … … Number of Environment Protection Notices and Contaminated Sites Notices issued4 Number 83 74 … … Percentage of assessments undertaken within statutory timeframes % 100 93 100 100

Analytical Services Tasmania Number of analyses performed '000 210.4 245.9 255.0 250.0 Jobs reported on time % 37.9 42.8 60.0 75.0

Notes: 1. These measures refer to performance against the National Environment Protection Measure (NEPM) PM10 measure that counts the number of days per year that exceed the national standard of 50 micrograms per cubic metre of air. The NEPM goal set for this measure is no more than five exceedences of the standard per year. Consistent with the reporting requirements for the NEPM, the data is calculated on a calendar year basis, for example 2011-12 refers to performance against the standard during the 2011 calendar year. 2. The number of Environmental Management Plans reviewed each year is subject to variability depending on when industries provide these plans for review. More of the larger industries are moving towards annual reporting against permit conditions, with major reviews being undertaken every five years. 3. This discontinued measure identified the number of section 44(1)(d) Environment Protection Notices (EPNs) issued under the Environmental Management and Pollution Control Act 1994, for the environmental conditions relating only to land use permits. 4. This measure identifies the number of Environmental Management and Pollution Control Act 1994, Environment Protection Notices (EPNs) issued for the purpose of an environmentally relevant activity. Given the nature of EPNs, it is not possible to set an annual target for the issuance of EPNs.

11.20 Primary Industries, Parks, Water and Environment Performance Information Comments

Analytical Services Tasmania had an increase in the percentage of jobs reported on time for the 2011-12 financial year due to the employment of additional technical staff and efficiency gains made in current laboratory processes. Output Group 8: Parks and Wildlife Management

8.1 Parks and Wildlife Management

This Output aims to maintain a representative and world-renowned parks and reserve system. Reserved land and water protects significant natural and cultural heritage while providing for its sustainable use with strong economic opportunities. This Output provides maintenance, improved infrastructure, high quality visitor experiences and ensures increased visitor safety. It also develops and implements enhanced biosecurity measures and significant biodiversity restoration programs.

8.2 Crown Land Services

This Output manages Crown land, ensuring its suitable use and development. It also provides specialist Crown property-related advice to government and the private sector. This Output was previously listed as Output 1.4 in 2011-12 but transferred from Output Group 1 Information and Land Services following an internal change in management reporting.

Table 11.10: Performance Information - Output Group 8 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Management Plans Reserves covered by management plans1 Number 59 58 60 60 Protected land covered by approved management plans 2 % 69 67 69 69

Strategic fire management3 Fuel reduction burns Number 47 27 36 36 Area covered by fuel reduction burns Hectares 30 970 1 927 10 000 10 000

Level of volunteer support4 Registered volunteer partner organisations Number 83 82 100 100 WILDCARE Inc. registered members Number 5 000 5 000 6 000 6 000

Visitor numbers5,6 Mt Field '000 105 102 105 105 Freycinet '000 200 186 190 190 Cradle Mountain '000 162 150 155 155 Lake St Clair '000 75 72 75 75 Gordon River '000 91 72 75 75 Mole Creek Caves '000 41 43 45 45

Primary Industries, Parks, Water and Environment 11.21 Table 11.10: Performance Information - Output Group 8 (continued) Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Implementation of decisions related to Crown land assessment and classification7 Value of sales completed per year8 $ million 0.2 0.3 0.4 0.1

Notes: 1. This measure refers to public land reserves managed by PWS. It does not include private sanctuaries or private nature reserves. Protected land includes both reserved inland and marine waters. As at March 2013, there were approximately 602 reserves (an increase of 72 new reserves over the past year) with batches of new reserves, or additions to existing reserves, from the Crown Land Assessment and Classification (CLAC) process being regularly proclaimed. The target for 2012-13 has been revised downwards to reflect the management plans being finalised under different classifications. 2. The targets may be impacted by any new reserves proclaimed. 3. These measures provide information about the strategic Fire Management Program, which includes a series of fuel reduction burns. Planned burning is undertaken in support of three objectives, asset protection, strategic fuel management and ecological burning. The targets for these measures reflect the objectives of the Program. The level of activity can be impacted by weather and the extent of multi-agency activities. 4. These measures provide information on volunteer activity. Volunteers and volunteer organisations contribute around 200 000 hours of time annually to the PWS, with an estimated value of approximately $5.0 million. This includes support provided through WILDCARE Inc. the PWS volunteer management partner. Volunteerism supports the development of a high level of community engagement with, and the sustainable use of, Tasmania's parks and reserve system. 5. Visitor numbers are collated by ongoing monitoring at selected sites as follows: 1. Mt Field, estimated from vehicle counts and bus passengers; 2. Freycinet, estimated from vehicle counts and bus passengers; 3. Cradle Mountain, estimated from vehicle counts, shuttle bus and bus passengers; 4. Lake St Clair, estimated from vehicle counts and bus passengers; 5. Gordon River, visitors to Tasmania only (does not include Tasmanians). Source: Tasmanian Visitor Survey (Tourism Tasmania); and 6. Mole Creek Karst, estimated from cave ticket sales. 6. Visitor number targets have been revised reflecting the decline in visitor numbers. 7. Decisions relating to the Crown Land Assessment Classification (CLAC) Project have been progressively implemented since 2006-07. 8. Sales revenue fluctuates depending on market conditions. Properties prepared for sale may be held back due to oversupply or lack of demand in particular areas or properties placed on the market may fail to sell. Performance Information Comments In 2010-11 and 2011-12, visitor numbers declined in light of the domestic visitor market that was experiencing the impact of the high Australian dollar. The dollar has continued to have an effect throughout 2012-13 although there have been some reports in late 2012 that some visitor and tourist numbers were improving, or at least stabilising in some areas.

Factors that influenced the performance result for fuel reduction burns in 2011-12 compared to 2010-11 were:

 the focus during 2011-12 was on ‘asset protection burns' close to towns and settlements. These are usually quite small blocks (often under 20 hectares) and very labour intensive, but produce an important strategic result in terms of protecting communities;

 in 2010-11, nine large buttongrass areas were burnt in western Tasmania during the autumn. While these burns were significant in breaking up large remote landscapes and reducing the risk of large bushfires, they do not directly protect communities. Included here are several large buttongrass burns that were primarily aimed at providing habitat for Orange-bellied Parrots. No such burns were done in autumn 2012; and

11.22 Primary Industries, Parks, Water and Environment  due to the weather during autumn 2012 fewer burning days were available than the autumn before. During 2010-11, the summer was very mild and six burns were done during December to February – not typically months when fuel reduction burning is undertaken.

The Parks and Wildlife Service is a strong supporter of fuel reduction burning and endeavours, every year, to do as many burns as possible given the resources available and the limited opportunity affected by the weather. The Service aims to be as strategic as possible in understanding its work and more hectares burnt does not always provide a better result.

The very long and difficult bushfire season of 2012-13 caused a delay to the usual commencement time of autumn fuel reduction burning. For this reason it is possible that the fuel reduction burning target for 2012-13 will not be achieved. Output Group 9: Heritage

9.1 Historic Heritage Services

This Output's objective is to protect and manage Tasmania's historic environment for current and future generations to enjoy. It provides regulatory advice on the identification, protection, conservation and promotion of historic heritage, supports the statutory roles of the Tasmanian Heritage Council and works to ensure the historic environment is both valued and respected. It works to increase knowledge and understanding of the importance of historic heritage places to local communities by working collaboratively with heritage owners, site managers and developers, local planning authorities, community groups, the heritage sector and the wider community. It provides free expert advice, facilitates community education and development activities, and works to foster good owner, heritage and community outcomes. 9.2 Aboriginal Heritage

This Output aims to protect, conserve and promote Tasmanian's unique Aboriginal heritage. It seeks to increase community understanding and valuing of that heritage by providing clear and concise regulatory advice and supporting organisations and individuals in fulfilling their responsibilities, both culturally and environmentally.

9.3 Royal Tasmanian Botanical Gardens

This payment represents the Government's contribution towards the operation of the Gardens and supports the management, conservation and enhancement of the Gardens in accordance with the Royal Tasmanian Botanical Gardens Act 2002. The Gardens aim to increase community understanding of the importance of plants and to enrich Tasmania's social and cultural environment by providing relevant programs in plant collections and displays, tourism and recreation, cultural heritage and research and learning, for Tasmania and the broader community. Further information on the Royal Tasmanian Botanical Gardens is provided in Chapter 26 of Budget Paper No 2 Government Services.

Primary Industries, Parks, Water and Environment 11.23 Table 11.11: Performance Information – Output Group 9 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Historic Heritage Services Number of places on the Tasmanian Heritage Register1 Number 5 514 5 549 5 570 5 600 Recorded historic heritage sites actively managed2,3 % 7.9 7.1 9.0 6.0

Aboriginal Heritage Permit recommendations provided to the Director of National Parks and Wildlife within 20 working days4 % 75 100 100 100 Permit recommendations provided to the Director of National Parks and Wildlife that include evidence of community engagement % 100 100 100 100 Requests for Tasmanian Aboriginal Site Index (TASI) searches responded to within 10 working days5 % 90 90 100 100

Royal Tasmanian Botanical Gardens (RTBG) Number RTBG total visitors '000 397 358 400 400 Tasmanian Seed Conservation Centre, number of collections held in seed store Number 1 158 1 230 1 300 1 350

Notes: 1. Permanent entry in the Tasmanian Heritage Register ensures the statutory management of heritage properties as required by the Historic Cultural Heritage Act 1995. The data reflect the number of places permanently entered in the Register and excludes all provisional entries. 2. The percentage of recorded historic heritage sites actively managed relates to those places on the Heritage Register that were subject to a works application, a recorded exclusion or that received a conservation grant. 3. The reduction in active management reflects a reduction in the number of works applications being received by the Heritage Council at this time and changes in work practices, including the adoption of self-assessed exemptions. 4. The Department provides permit advice directly to the Director of National Parks and Wildlife for consideration by the Minister in accordance with the Aboriginal Relics Act 1975. The timeframe for permit recommendations to the Director of National Parks and Wildlife has been changed from 15 to 20 days. This was reflected in the 2012 DPIPWE Annual Report. 5. TASI is a permanent record of identified Aboriginal heritage places used for management, research public interest and accountability purposes.

Performance Information Comments

The Royal Tasmanian Botanical Gardens achieved 358 000 visitors in 2011-12 against its target of 390 000, due to inclement weather (especially through the peak high visitation months of October - November 2011) and decline in tourism numbers to Tasmania for the period.

11.24 Primary Industries, Parks, Water and Environment SPECIAL CAPITAL INVESTMENT FUNDS

Table 11.12 identifies expenditure by the Department from the Government's Special Capital Investment Funds.

Table 11.12: Special Capital Investment Fund (SCIF) Allocations Estimated) 2013-14) 2014-15) 2015-16) 2016-17) Total) ) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Minister for Primary Industries and Water

Infrastructure Tasmania Fund Spatial Information Foundations Project 2 986) 800) ....) ....) ....) Total 800) ....) ....) ....)

Total SCIF Allocations 800) ....) ....) ....)

Infrastructure Tasmania Fund

Spatial Information Foundations Project

The Project is building on and enhancing the core infrastructure of the LIST (Land Information System Tasmania), which has been widely used since it was developed in the 1990s. Project outputs include a new mapping interface that will be integrated into the LIST and the new emergency management Common Operating Picture (COP) which is on schedule for release in June 2013. The remaining, inter-dependent components of the Project will be progressively implemented from June 2013 into the first half of the 2013-14 financial year.

Primary Industries, Parks, Water and Environment 11.25 Water Infrastructure Fund

Table 11.13 identifies expenditure by the Department from the Government's Water Infrastructure Fund.

Table 11.13: Water Infrastructure Fund 2013-14) 2014-15) 2015-16) 2016-17) ) Forward) Forward) Forward) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000)

Balance Brought Forward 2 533) ....( ....( ....(

INFLOWS Department of Primary Industries, Parks, Water and Environment Australian Government Funding - Water for the Future 36 306) 9 500 17 511 ....( TOTAL SOURCE OF FUNDS 36 306) 9 500 17 511 ....)

OUTFLOWS Department of Primary Industries, Parks, Water and Environment Water Infrastructure Initiative1 38 839 9 500 17 511 ....) TOTAL OUTFLOWS 38 839 9 500 17 511 ....)

Closing Balance ....() ....( ....( ....(

Note: 1. The Water Infrastructure Fund was initially established by the State Government with an $80.0 million funding contribution. The WIF is now also supplemented with Australian Government funding of $140.0 million.

The Water Infrastructure Fund (WIF) was established in 2007-08 with the transfer of $80.0 million from the Infrastructure Tasmania Fund to enable major investment in Tasmania's water infrastructure. This investment includes the development of a number of irrigation projects with the potential to provide the State with significant additional and highly reliable irrigation water.

In 2013-14, $38.8 million will be provided from the Water Infrastructure Fund to Tasmanian Irrigation Pty Ltd to continue the development of the State's irrigation infrastructure network. This includes funding contributions provided through the Australian Government's Water for the Future Fund under a National Partnership Agreement. During 2013-14, there will be new major irrigation works commenced for stage three of the South East Irrigation Scheme and the Upper Ringarooma Irrigation Scheme. Work will continue to deliver the Midlands Water Scheme. The Lower South Esk Irrigation Scheme and the Kindred North Motton Irrigation Scheme will be completed and commissioned during 2013-14. The development of business cases for six other schemes will continue during 2013-14, including: the Dial Blythe Irrigation Scheme; the Circular Head Irrigation Scheme; the Scottsdale Irrigation Scheme; the Southern Highlands Irrigation Scheme; the Swan River Irrigation Scheme and the North Esk Irrigation Scheme.

11.26 Primary Industries, Parks, Water and Environment The current program is due to finish in 2015-16 having expended $220 million of public funds under the National Partnership Agreement in addition to approximately $100 million in direct private sector investment, delivering approximately 90 000 ML of water through 10 new irrigation schemes.

CAPITAL INVESTMENT PROGRAM

Table 11.14 provides financial information for the Department's Capital Investment Program. For more information on the Capital Investment Program, see Chapter 7 in Budget Paper No 1 The Budget.

Table 11.14: Capital Investment Program Estimated) 2013-14) 2014-15) 2015-16) 2016-17) Total) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Minister for Environment, Parks and Heritage

Crown Land Services - Structural Asset Upgrades Ongoing 556) 556) 556) 556) Three Capes Track1 25 300) 6 700) 11 280) 1 150) ....)

Total CIP Allocations 7 256) 11 836) 1 706) 556)

Note: 1. Funding for this project includes $12.5 million provided by the Australian Government.

Crown Land Services – Structural Asset Upgrades

Ongoing funding is provided for the removal or remediation of physical structures and land that present public liability risks, statutory maintenance and essential and preventive maintenance to buildings.

Three Capes Track

Primary Industries, Parks, Water and Environment 11.27 DETAILED BUDGET STATEMENTS

Table 11.15: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue – recurrent2 129 476) 119 681) 114 847) 119 363) 118 396) Appropriation revenue - works & services3 3 606) 1 156) 10 036) 1 706) 556) Revenue from Special Capital Investment Funds4 2 687) 800) ....) ....) ....) Grants5 62 918) 50 741) 20 047) 25 543) 7 773) Sales of goods and services 18 035) 18 373) 18 755) 19 160) 19 536) Fees and fines6 7 496) 8 278) 8 371) 8 415) 8 460) Interest 1 031) 1 037) 1 037) 1 023) 1 028) Other revenue7 25 065) 14 180) 14 492) 14 794) 15 111) Total revenue and other income from transactions 250 314) 214 246) 187 585) 190 004) 170 860)

Expenses from transactions Employee benefits8 111 786) 106 747) 106 554) 107 675) 109 047) Depreciation and amortisation 9 689) 9 920) 10 158) 10 395) 9 895) Supplies and consumables9 51 171) 45 143) 43 432) 43 974) 44 672) Grants and subsidies10 22 045) 21 692) 14 013) 13 956) 14 027) Other expenses 9 974) 4 696) 4 641) 4 678) 4 727) Total expenses from transactions 204 665) 188 198) 178 798) 180 678) 182 368)

Net result from transactions (net operating balance) 45 649) 26 048) 8 787) 9 326) (11 508)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result 45 649) 26 048) 8 787) 9 326) (11 508)

Other economic flows - other non-owner changes in equity Changes in physical asset revaluation reserve 2 513) 2 143) 2 377) 2 517) 2 517) Other movements taken directly to equity11 (46 661) (36 306) (9 500) (17 511) ....) Total other economic flows - other non-owner changes in equity (44 148) (34 163) (7 123) (14 994) 2 517)

Comprehensive result 1 501) (8 115) 1 664) (5 668) (8 991)

11.28 Primary Industries, Parks, Water and Environment Notes: 1. Revenue and expenditure estimates include the impact of the cessation of the payment of payroll tax by agencies. This reduces both agency revenues and expenditure. Further information on this policy change and its impact on agencies is included in the Introduction to Budget Paper No 2, Government Services. 2. The decrease in Appropriation revenue – recurrent in 2013-14 reflects the removal of remaining Australian Government funding, consistent with changes to administration arrangements implemented in the 2012-13 Budget. The decrease in 2014-15 primarily reflects the completion of the Intensive Animal Farming Industry Development initiative. 3. The movement in Appropriation revenue - works & services reflects cash flow changes for the State Government contribution to the Three Capes Track project. 4. The decrease in Revenue from Special Capital Investment Funds reflects the completion of the Spatial Information Foundations project. 5. The decrease in Grants reflects the changes in funding from Australian Government National Partnership Payments in relation to the Water Infrastructure Fund and the Three Capes Track project. 6. The increase in Fees and fines in 2013-14 reflects additional funding from the commercial fishing industry to support specific Fisheries Research and Development Corporation (FRDC) projects. 7. The decrease in Other revenue in 2013-14 reflects a decrease in the major asset sales receipted into the Crown Lands Administration Fund and the removal of council certificate revenue collected via LIST and transferred to Councils. 8. The decrease in Employee benefits in 2013-14 reflects the cessation of current Australian Government funding agreements for projects including the Save the Tasmanian Devil program and the Tasmanian Fox Eradication program. 9. The decrease in Supplies and consumables in 2013-14 reflects the cessation of current Australian Government funding agreements for projects including the Save the Tasmanian Devil program and the Tasmanian Fox Eradication program, a decrease in the Spatial Information Foundations project and the removal of the council certificate transfer. 10. The decrease in Grants and subsidies in 2014-15 reflects a decrease in the operating grant paid from the Water Infrastructure Fund to Tasmanian Irrigation Pty Ltd and completion of the Intensive Animal Farming Industry Development initiative. 11. The movement in Other movements taken directly to equity reflects the transfer of funds from the Water Infrastructure Fund held by the Department for water infrastructure projects to Tasmanian Irrigation Pty Ltd (refer Table 11.13).

Primary Industries, Parks, Water and Environment 11.29 Table 11.16: Statement of Comprehensive Income – Administered 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward)

Budget) Budget) Estimate) Estimate) Estimate)

$'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue - recurrent1 9 473) 12 406) 9 513) 9 612) 9 716) Grants2 2 937) ....) ....) ....) ....) Sales of goods and services 15 899) 15 189) 15 484) 15 774) 16 007) Fees and fines 18 107) 18 382) 18 842) 19 240) 19 642) Other revenue3 7 717) 8 809) 7 313) 7 318) 7 322) Total revenue and other income from transactions 54 133) 54 786) 51 152) 51 944) 52 687)

Expenses from transactions Grants and subsidies1 9 473) 12 406) 9 513) 9 612) 9 716) Transfers to the Consolidated Fund 44 660) 42 380) 41 639) 42 332) 42 971) Total expenses from transactions 54 133) 54 786) 51 152) 51 944) 52 687)

Net result from transactions (net operating balance) ....) ....) ....) ....) ....)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result ....) ....) ....) ....) ....)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result ....) ....) ....) ....) ....)

Notes: 1. The increase in Appropriation revenue - recurrent and Grants and subsidies in 2013-14 reflects a one-off funding allocation of $3 million to the Port Arthur Historic Site Management Authority for Penitentiary Conservation Works 2. The decrease in Grants in 2013-14 reflects Australian Government grants that are directly received by the Department that are no longer receipted in the Consolidated Fund. This grant funding is receipted in the Special Deposits and Trust Fund Account. 3. The movements in Other revenue reflect movements in the transfer of funds from the Crown Land Administration Fund.

11.30 Primary Industries, Parks, Water and Environment Table 11.17: Revenue from Appropriation by Output 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Minister for Primary Industries and Water

Output Group 1 - Information and Land Services 1.1 Land Titles, Survey and Mapping Services 10 869) 10 263) 10 357) 10 999) 10 930) 1.2 Valuation Services 5 859) 5 597) 5 536) 5 700) 5 540) 1.3 Service Tasmania 1 440) 1 374) 1 371) 1 406) 1 383) 18 168) 17 234) 17 264) 18 105) 17 853) Output Group 2 - Primary Industries 2.1 Agriculture Industry Development Services 4 824) 4 730) 4 770) 4 981) 4 937) 2.2 Marine Resources 5 043) 4 650) 4 689) 4 876) 4 846) 9 867) 9 380) 9 459) 9 857) 9 783) Output Group 4 - Water Resources 4.1 Water Resource Management1 7 057) 6 241) 5 290) 5 493) 5 460) 4.2 Water Resource Assessment 2 398) 2 356) 2 377) 2 475) 2 459) 9 455) 8 597) 7 667) 7 968) 7 919) Output Group 5 - Policy 5.1 Policy Advice 2 669) 2 529) 2 550) 2 659) 2 636) 2 669) 2 529) 2 550) 2 659) 2 636) Output Group 6 - Biosecurity and Product Integrity 6.1 Biosecurity2 17 054) 15 300) 12 600) 13 158) 13 021) 6.2 Product Integrity 2 099) 2 005) 2 024) 2 116) 2 100) 19 153) 17 305) 14 624) 15 274) 15 121)

Grants and Subsidies 6 234) 6 122) 6 118) 6 116) 6 116)

Recurrent Services 65 546) 61 167) 57 682) 59 979) 59 428) Works and Services ....) ....) ....) ....) ....) 65 546) 61 167) 57 682) 59 979) 59 428)

Primary Industries, Parks, Water and Environment 11.31 Table 11.17: Revenue from Appropriation by Output (continued) 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Minister for Environment, Parks and Heritage

Output Group 3 - Resource Management and Conservation 3.1 Land Management Services 1 198) 1 010) 1 013) 1 044) 1 043) 3.2 Conservation of Tasmania's Flora and Fauna3 16 192) 14 181) 14 283) 14 834) 14 796) 17 390) 15 191) 15 296) 15 878) 15 839) Output Group 7 - Environment Protection and Analytical Services 7.1 Environmental Management and Pollution Control 13 648) 12 809) 12 448) 12 922) 12 821) 7.2 Analytical Services4 2 277) 1 690) 1 601) 1 680) 1 652) 15 925) 14 499) 14 049) 14 602) 14 473) Output Group 8 - Parks and Wildlife Management 8.1 Parks and Wildlife Management 27 543) 25 956) 24 847) 25 751) 25 491) 8.2 Crown Land Services5 2 557) 2 192) 2 253) 2 248) 2 233) 30 100) 28 148) 27 100) 27 999) 27 724) Output Group 9 - Heritage 9.1 Historic Heritage Services 2 734) 2 626) 2 644) 2 740) 2 729) 9.2 Aboriginal Heritage 1 548) 1 577) 1 560) 1 594) 1 561) 9.3 Royal Tasmanian Botanical Gardens 2 467) 2 595) 2 634) 2 687) 2 758) 6 749) 6 798) 6 838) 7 021) 7 048)

Grants and Subsidies6 3 239) 6 284) 3 395) 3 496) 3 600)

Capital Investment Program7 3 606) 1 156) 10 036) 1 706) 556)

Recurrent Services 73 403) 70 920) 66 678) 68 996) 68 684) Works and Services7 3 606) 1 156) 10 036) 1 706) 556) 77 009) 72 076) 76 714) 70 702) 69 240)

11.32 Primary Industries, Parks, Water and Environment Table 11.17: Revenue from Appropriation by Output (continued) 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Department of Primary Industries, Parks, Water and Environment Total Recurrent Services8 138 949) 132 087) 124 360) 128 975) 128 112) Total Works and Services7 3 606) 1 156) 10 036) 1 706) 556) 142 555) 133 243) 134 396) 130 681) 128 668)

Total Revenue from Appropriation 142 555) 133 243) 134 396) 130 681) 128 668)

Controlled Revenue from Appropriation 133 082) 120 837) 124 883) 121 069) 118 952) Administered Revenue from Appropriation 9 473) 12 406) 9 513) 9 612) 9 716) 142 555) 133 243) 134 396) 130 681) 128 668)

Notes: 1. The decrease in Water Resource Management in 2013-14 reflects the removal of remaining Australian Government funding, consistent with changes to administration arrangements implemented in the 2012-13 Budget. The decrease in 2014-15 reflects the completion of the four-year funding program for the Water Initiative from the 2010 Election. 2. The decrease in Biosecurity in 2013-14 reflects new Australian Government funding arrangements. The decrease in 2014-15 reflects the completion of the Intensive Animal Farming Industry Development initiative. 3. The decrease in Conservation of Tasmania's Flora and Fauna in 2013-14 reflects a decrease in Australian Government funding. 4. The decrease in Analytical Services in 2013-14 reflects a decrease in Australian Government funding. 5. The decrease in Crown Land Services in 2013-14 reflects the transfer of the Coastal Protection Framework initiative to the Department of Premier and Cabinet. 6. The increase in Grants and Subsidies in 2013-14 is due to one-off funding to the Port Arthur Historic Site Management Authority for Penitentiary Conservation Works. 7. The movements in the Capital Investment Program and Works and Services reflect the cash flow changes in State Government funding for the Three Capes Track project. 8. The decrease in Total Recurrent Services in 2013-14 reflects new Australian Government funding arrangements. The decrease in 2014-15 reflects the completion of the Intensive Animal Farming Industry Development initiative.

Primary Industries, Parks, Water and Environment 11.33 Table 11.18: Administered Revenue 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue Collected on Behalf of the Consolidated Fund Abalone licences 6 031) 6 128) 6 323) 6 504) 6 667) Commonwealth recurrent grants1 2 937) ....) ....) ....) ....) Environment fees 3 775) 3 850) 3 930) 4 013) 4 113) Land information charges 100) 98) 96) 90) 92) Lands Titles Office dealings2 14 715) 13 989) 14 269) 14 554) 14 758) Marine farms fees and recoveries 1 056) 1 071) 1 088) 1 099) 1 126) Other revenue3 5 400) 6 500) 5 000) 5 000) 5 000) Other sales of services 28) 31) 31) 31) 31) Quarantine fees 1 774) 1 797) 1 822) 1 834) 1 849) Regulatory fees 4 649) 4 772) 4 897) 4 988) 5 089) Royalty income 2 317) 2 309) 2 313) 2 318) 2 322) Water licence fees 1 878) 1 835) 1 870) 1 901) 1 924) 44 660) 42 380) 41 639) 42 332) 42 971)

Revenue from Appropriation Annual appropriation4 9 473) 12 406) 9 513) 9 612) 9 716)

Total Administered Revenue 54 133) 54 786) 51 152) 51 944) 52 687)

Notes: 1. The decrease in Commonwealth recurrent grants in 2013-14 reflects the removal of remaining Australian Government funding, consistent with changes to administration arrangements implemented in the 2012-13 Budget. 2. The decrease in Lands Titles Office dealings in 2013-14 reflects a revised estimate due to a downturn in the property market. 3. The movement in Other revenue reflects movements in the transfer of funds from the Crown Land Administration Fund. 4. The increase in Annual appropriation in 2013-14 reflects a one-off funding allocation of $3 million to the Port Arthur Historic Site Management Authority for Penitentiary Conservation Works.

11.34 Primary Industries, Parks, Water and Environment Table 11.19: Administered Expenses 2012-13] 2013-14] 2014-15] 2015-16] 2016-17] ) ) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Grants and Subsidies Contribution to Commonwealth, state and industry organisations 470) 470) 470) 470) 470) Grant to Institute of Marine and Antarctic Studies 2 605) 2 605) 2 605) 2 605) 2 605) Grant to Tasmanian Institute of Agriculture 1 958) 1 958) 1 958) 1 958) 1 958) Inland Fisheries Service - Government contribution 1 201) 1 089) 1 085) 1 083) 1 083) Port Arthur Historic Site Management Authority1 3 129) 6 174) 3 285) 3 386) 3 490) Wellington Park contribution 110) 110) 110) 110) 110) 9 473) 12 406) 9 513) 9 612) 9 716)

Transfer to the Consolidated Fund 44 660) 42 380) 41 639) 42 332) 42 971)

Total Administered Expenses 54 133) 54 786) 51 152) 51 944) 52 687)

Note: 1. The increase in Port Arthur Historic Site Management Authority in 2013-14 reflects a one-off funding allocation of $3 million for Penitentiary Conservation Works. Contribution to Commonwealth, State and Industry Organisations

This funding is the State contribution to cost sharing arrangements as agreed at meetings of the Natural Resource Management Ministerial Council and the Primary Industries Ministerial Council. The funding contributes to activities under Output Group 2 – Primary Industries, Output Group 3 – Resource Management and Conservation, and Output Group 6 – Biosecurity and Product Integrity.

Grant to the Institute of Marine and Antarctic Studies

In 2010, the Department entered into the Sustainable Marine Research Collaboration Agreement with the University of Tasmania's Institute of Marine and Antarctic Studies (IMAS), formerly the Tasmanian Aquaculture and Fisheries Institute (TAFI), to assist aquaculture and fisheries research. This replaces the previous TAFI Joint Venture Agreement with the University of Tasmania. The Government provides its contribution to the joint venture by way of an annual grant. Activities of IMAS contribute to Output Group 2 – Primary Industries. Grant to the Tasmanian Institute of Agriculture

The Department and the University of Tasmania have an agreement in place for the Tasmanian Institute of Agriculture (TIA) to undertake agricultural research, development and extension. The activities of TIA contribute to Output Group 2 - Primary Industries and the majority of Government funding is reflected in that Output. The remaining funding is provided by way of an administered grant.

Primary Industries, Parks, Water and Environment 11.35 Inland Fisheries Service – Government Contribution

This contribution is linked to Output Group 3 – Resource Management and Conservation. It represents the community service functions of the Inland Fisheries Service (IFS) in relation to the conservation, protection and management of Tasmania's native freshwater fauna and the carp management program.

Port Arthur Historic Site Management Authority

This funding represents the Government's contribution to the Port Arthur Historic Site Management Authority to support the agreed conservation funding program for the Port Arthur, Coal Mines and Cascade Female Factory Historic Sites. The Government has provided an additional $3 million in 2013-14 to the Port Arthur Historic Site Management Authority to be applied to the structural stabilisation works for the Penitentiary Precinct building. This work relies on the installation of a series of steel cantilevered columns, which are themselves stabilised in sub-surface concrete footings. In forward years additional work will incorporate the reinstatement of the front muster yard, which is an integral part of the engineering solution and will mitigate future storm impacts. Wellington Park Contribution

The allocation represents the Government's contribution to the cost of administering the Wellington Park Management Authority.

11.36 Primary Industries, Parks, Water and Environment Table 11.20: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits 69 859) 72 125) 67 944) 64 386) 60 955) Investments 8 636) 8 212) 7 862) 7 862) 7 862) Receivables 4 084) 3 786) 3 872) 3 958) 4 044) Other financial assets1 1 763) 1 329) 1 337) 1 337) 1 337) 84 342) 85 452) 81 015) 77 543) 74 198) Non-financial assets Inventories 784) 731) 766) 801) 836) Property, plant and equipment2 815 035) 836 965) 835 555) 833 983) 834 411) Infrastructure3 80 232) 157 801) 165 245) 162 547) 157 199) Heritage and cultural assets 2 448) 2 563) 2 856) 3 081) 3 306) Intangibles4 1 175) 1 536) 1 531) 1 291) 1 051) Other assets 1 825) 1 982) 2 072) 2 022) 1 972) 901 499) 1 001 578) 1 008 025) 1 003 725) 998 775)

Total assets 985 841) 1 087 030) 1 089 040) 1 081 268) 1 072 973)

Liabilities Payables5 2 548) 2 211) 2 349) 2 487) 2 625) Provisions 8 508) 8 778) 8 428) 8 428) 8 428) Employee benefits6 26 245) 30 139) 30 696) 28 453) 29 010) Other liabilities 5 633) 4 033) 4 034) 4 035) 4 036) Total liabilities 42 934) 45 161) 45 507) 43 403) 44 099)

Net assets (liabilities) 942 907) 1 041 869) 1 043 533) 1 037 865) 1 028 874)

Equity Reserves7 185 103) 282 227) 284 604) 287 121) 289 638) Accumulated Funds 92 869) 107 358) 106 645) 98 460) 86 952) Other Equity 664 935) 652 284) 652 284) 652 284) 652 284) Total equity 942 907) 1 041 869) 1 043 533) 1 037 865) 1 028 874)

Notes: 1. The movement in Other financial assets in 2014 reflects a revised estimate of accrued revenue based on the actual 30 June 2012 balance. 2. The movement in Property, plant and equipment in 2014 reflects land revaluation increments and the fair value of National Parks and Reserves land recognised during 2011-12 where previously unrecognised Crown Land had its status changed to Conservation Areas.

Primary Industries, Parks, Water and Environment 11.37 3. The increase in Infrastructure in 2014 reflects the asset class being revalued to fair value as at 30 June 2012. The significant increase resulted from a change in methodology and improved data which affected the value of existing assets as well the inclusion of assets not previously recognised. The increase in 2015 reflects capitalisation of works on the Three Capes Track. 4. The increase in Intangibles in 2014 reflects a revised estimate based on business system developments capitalised during 2011-12. 5. The decrease in Payables in 2014 reflects a revised estimate based on the actual 30 June 2012 balance. 6. The increase in Employee benefits in 2014 reflects an increase in the long service leave provision due to changes in discount rates and probability factors. 7. The movement in Reserves in 2014 reflects revaluation movements in Land and Infrastructure.

Table 11.21: Statement of Financial Position as at 30 June – Administered 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward)

Budget) Budget) Estimate) Estimate) Estimate)

$'000) $'000) $'000) $'000) $'000)

Assets Financial assets Receivables1 4 248) 4 970) 5 029) 5 088) 5 147) Other financial assets 66) ....) ....) ....) ....) Total Assets 4 314) 4 970) 5 029) 5 088) 5 147)

Liabilities Payables1 3 974) 4 534) 4 534) 4 534) 4 534) Other liabilities 340) 436) 495) 554) 613) Total Liabilities 4 314) 4 970) 5 029) 5 088) 5 147)

Net Assets (liabilities) ....) ....) ....) ....) ....)

Equity Total Equity ....) ....) ....) ....) ....)

Note: 1. The increase in Receivables in 2014 reflects a revised estimate based on the 30 June 2012 balance. This change has a corresponding impact on actual revenue transferred to the Consolidated Fund as reflected by an increase in Payables in 2014.

11.38 Primary Industries, Parks, Water and Environment Table 11.22: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts - recurrent1 129 476) 119 681) 114 847) 119 363) 118 396) Appropriation receipts – capital2 3 606) 1 156) 10 036) 1 706) 556) Receipts from Special Capital Investment Funds3 2 687) 800) ....) ....) ....) Grants4 62 918) 50 741) 20 047) 25 543) 7 773) Sales of goods and services 18 015) 18 373) 18 755) 19 160) 19 536) Fees and fines5 7 496) 8 278) 8 371) 8 415) 8 460) GST receipts 9 070) 9 070) 9 070) 9 070) 9 070) Interest received 1 023) 1 029) 1 029) 1 023) 1 028) Other cash receipts6 24 996) 14 111) 14 423) 14 725) 15 042) Total cash inflows 259 287) 223 239) 196 578) 199 005) 179 861)

Cash outflows Employee benefits7 (100 738) (94 775) (94 616) (98 098) (96 880) Superannuation (10 737) (11 611) (11 577) (12 016) (11 806) GST payments (9 070) (9 070) (9 070) (9 070) (9 070) Grants and subsidies8 (22 045) (21 692) (14 013) (13 956) (14 027) Supplies and consumables9 (51 239) (45 338) (43 627) (44 169) (44 867) Other cash payments (9 924) (4 646) (4 591) (4 628) (4 677) Total cash outflows (203 753) (187 132) (177 494) (181 937) (181 327)

Net cash from (used by) operating activities 55 534) 36 107) 19 084) 17 068) (1 466)

Cash flows from investing activities Payments for acquisition of non-financial assets10 (14 685) (7 745) (13 765) (3 115) (1 965) Equity injections and cashflows from restructuring11 (46 661) (36 306) (9 500) (17 511) ....) Net cash from (used by) investing activities (61 346) (44 051) (23 265) (20 626) (1 965)

Net increase (decrease) in cash and cash equivalents held (5 812) (7 944) (4 181) (3 558) (3 431)

Cash and deposits at the beginning of the reporting period 75 671) 80 069) 72 125) 67 944) 64 386) Cash and deposits at the end of the reporting period 69 859) 72 125) 67 944) 64 386) 60 955)

Primary Industries, Parks, Water and Environment 11.39 Notes: 1. The decrease in Appropriation receipts – recurrent in 2013-14 reflects the removal of remaining Australian Government funding, consistent with changes to administration arrangements implemented in the 2012-13 Budget. The decrease in 2014-15 primarily reflects the completion of the Intensive Animal Farming Industry Development initiative. 2. The movement in Appropriation receipts - capital reflects cash flow changes for the State Government contribution to the Three Capes Track project. 3. The decrease in Receipts from Special Capital Investment Funds reflects the completion of the Spatial Information Foundations project. 4. The decrease in Grants reflects the changes in funding from Australian Government National Partnership Payments in relation to the Water Infrastructure Fund and the Three Capes Track project. 5. The increase in Fees and Fines in 2013-14 reflects additional funding from the commercial fishing industry to support specific Fisheries Research and Development Corporation (FRDC) projects. 6. The decrease in Other cash receipts in 2013-14 reflects a decrease in the major asset sales receipted into the Crown Lands Administration Fund and the removal of council certificate revenue collected via LIST and transferred to Councils. 7. The decrease in Employee benefits in 2013-14 primarily reflects the cessation of current Australian Government funding agreements for projects including the Save the Tasmanian Devil program and the Tasmanian Fox Eradication program. 8. The decrease in Grants and subsidies in 2014-15 reflects a decrease in the operating grant paid from the Water Infrastructure Fund to the Tasmanian Irrigation Pty Ltd and completion of the Intensive Animal Farming Industry Development initiative. 9. The decrease in Supplies and consumables in 2013-14 reflects the cessation of current Australian Government funding agreements for projects including the Save the Tasmanian Devil program and the Tasmanian Fox Eradication program, a decrease in the Spatial Information Foundations project and the removal of the council certificate revenue collected via LIST and transferred to Councils 10. The movement in Payments for acquisition of Non-financial assets reflects the capitalisation of the Three Capes Track. 11. The movement in Equity injections and cashflows from restructuring reflects the transfer of funds from the Water Infrastructure Fund held by the Department for water infrastructure projects to Tasmanian Irrigation Pty Ltd (refer Table 11.13).

11.40 Primary Industries, Parks, Water and Environment Table 11.23: Statement of Cash Flows – Administered 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward)

Budget) Budget) Estimate) Estimate) Estimate)

$'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts - recurrent1 9 473) 12 406) 9 513) 9 612) 9 716) Grants2 2 937) ....) ....) ....) ....) Sales of goods and services3 15 899) 15 189) 15 484) 15 774) 16 007) Fees and fines 18 107) 18 382) 18 842) 19 240) 19 642) Other cash receipts4 7 717) 8 809) 7 313) 7 318) 7 322) Total cash inflows 54 133) 54 786) 51 152) 51 944) 52 687)

Cash outflows Grants and subsidies1 (9 473) (12 406) (9 513) (9 612) (9 716) Transfers to the Consolidated Fund (44 660) (42 380) (41 639) (42 332) (42 971) Total cash outflows (54 133) (54 786) (51 152) (51 944) (52 687)

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

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

Notes: 1. The increase in Appropriation receipts - recurrent and Grants and subsidies in 2013-14 reflects a one-off funding allocation of $3 million to the Port Arthur Historic Site Management Authority for Penitentiary Conservation Works. 2. The decrease in Grants in 2013-14 reflects Australian Government grants that are directly received by the Department are no longer receipted in the Consolidated Fund. This grant funding is receipted in the Special Deposits and Trust Fund Account. 3. The decrease in Sales of Goods and Services in 2013-14 reflects reduced Lands Titles Office Dealings. 4. The movements in Other cash receipts reflect movements in the transfer of funds from the Crown Land Administration Fund.

Primary Industries, Parks, Water and Environment 11.41

12 DEPARTMENT OF TREASURY AND FINANCE

AGENCY OUTLINE

The Department of Treasury and Finance is responsible to the Treasurer, Hon Lara Giddings MP and the Minister for Finance, Hon Scott Bacon MP. The Department is responsible for implementing the Government's economic and financial policies and is the central agency responsible for the management of Government financial resources.

It also provides the Government with objective advice on the economic and financial management of the State; performs financial analysis, monitoring and reporting functions; and undertakes tax collection and a number of service, regulatory and compliance activities.

MAJOR INITIATIVES

Electricity Reform

The Government is undertaking significant reform of Tasmania’s electricity supply industry in order to deliver the lowest sustainable electricity bills to customers; ensure long term safe, secure and reliable supplies of electricity; maximise the value of Tasmania’s low carbon advantage and the brand benefits of clean Tasmanian electricity; and ensure Tasmania’s state-owned electricity businesses are run efficiently and effectively, are financially viable, and maximise the overall economic benefit to Tasmania.

Treasury will continue to provide expert advice and support the implementation of the Government's electricity reforms in 2013-14. A major milestone during the year will be the transition to full retail competition from 1 January 2014, which will be facilitated by the sale of Aurora Energy's customer base during the second quarter of the financial year. Other activities being undertaken include a customer engagement and education program to prepare electricity customers for the competitive market, as well as the merger of Aurora Energy’s distribution business with the transmission business of Transend Networks to form a new integrated network business.

Consultation on the reforms with key stakeholders from the community and welfare sector, the business sector, the electricity industry, unions and others will continue throughout the year.

Further information on electricity reform is provided at www.electricity.tas.gov.au.

Treasury and Finance 12.1 Parliament Square

The redevelopment of parliament square will revitalise the cultural, business and heritage aspects of Hobart's cityscape, providing a strong link from the city centre to the waterfront. Progress to date has included a three stage tender process to divest the site, with a preferred tenderer, the Citta Property Group Pty Ltd, announced on 28 August 2009.

A sales contract with Citta has been negotiated that includes conditions to ensure the Government's long-term interest in the site is protected. Early removal of hazardous materials is underway on site, with construction scheduled to commence in late 2013.

Further information on the project is provided at www.treasury.tas.gov.au/parliamentsquare.

Information Management Program

The Department developed a rolling five-year Information Management Program to upgrade core information technology systems in 2011-12. This Program will advance the Department's information management capabilities, decrease the corporate risk from ageing systems and assist in improving the quality and timeliness of advice and services provided by the Department. Three key projects will continue to be progressed during 2013-14: the business case for a new State Budget Information Management System; development of a new Land Tax System, being the first phase of a broader initiative to replace the State's ageing revenue collection systems; and a suite of essential IT Infrastructure upgrades and replacements.

OUTPUT INFORMATION

Outputs of the Department of Treasury and Finance are provided under the following Output Groups:

 Output Group 1 – Financial and Resource Management Services;

 Output Group 2 – Economic and Fiscal Policy Advice;

 Output Group 3 – Revenue and Regulatory Management Services;

 Output Group 4 – Community Assistance; and

 Output Group 5 – Electricity Reform.

Table 12.1 provides an Output Group Expense Summary for the Department.

12.2 Treasury and Finance Table 12.1: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Treasurer

Output Group 1 - Financial and Resource Management Services 1.1 Budget Development and Management 2 689) 2 614) 2 602) 2 611) 2 689) 1.2 Financial Management and Accounting Services 3 826) 3 479) 3 457) 3 478) 3 585) 1.3 Shareholder Advice on Government Businesses 2 771) 2 586) 2 583) 2 620) 2 685) 9 286) 8 679) 8 642) 8 709) 8 959) Output Group 2 - Economic and Fiscal Policy Advice 2.1 Economic Policy Advice2 2 496) 1 272) 1 267) 1 279) 1 312) 2.3 Intergovernmental Financial Matters2 ....) 1 284) 1 273) 1 288) 1 311) 2 496) 2 556) 2 540) 2 567) 2 623) Output Group 4 - Community Assistance 4.1 Bass Strait Islands Community Service Obligation3 8 676) 8 600) 10 900) 11 400) 11 900) 4.2 Public Trustee Community Service Obligation 1 360) 1 470) 1 556) 1 642) 1 642) 4.3 Community Support Levy 4 700) 4 580) 4 680) 4 804) 4 904) 4.4 Payment to the Royal Society of Tasmania4 3) ....) ....) ....) ....) 14 739) 14 650) 17 136) 17 846) 18 446) Output Group 5 - Electricity Reform 5.1 Electricity Reform5 ....) 731) ....) ....) ....) ....) 731) ....) ....) ....)

Treasury and Finance 12.3 Table 12.1: Output Group Expense Summary1 (continued) 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Minister for Finance

Output Group 1 - Financial and Resource Management Services 1.4 Government Property and Accommodation Services 1 166) 1 061) 1 063) 1 067) 1 101) 1.5 Government Procurement Services 2 063) 2 021) 2 077) 2 196) 2 172) 3 229) 3 082) 3 140) 3 263) 3 273) Output Group 2 - Economic and Fiscal Policy Advice 2.2 Regulatory Policy2 3 261) 2 821) 2 792) 2 800) 2 854) 3 261) 2 821) 2 792) 2 800) 2 854) Output Group 3 - Revenue and Regulatory Management Services 3.1 Tax Administration and Revenue Collection6 9 079) 8 371) 8 182) 8 414) 8 526) 3.2 Regulation and Administration of Liquor and Gaming6 7 222) 6 786) 6 838) 6 845) 7 050) 3.3 Economic Regulation7 1 922) 1 717) 2 043) 1 835) 1 818) 18 223) 16 874) 17 063) 17 094) 17 394)

TOTAL 51 234) 49 393) 51 313) 52 279) 53 549)

12.4 Treasury and Finance Output Group 1: Financial and Resource Management Services

1.1 Budget Development and Management

This Output includes management of the State Budget process, the provision of advice on budgetary issues and monitoring of the State's financial performance against the Government's Fiscal Strategy.

1.2 Financial Management and Accounting Services

This Output includes whole-of-government financial management activities and the provision of advice on financial management and reform. It supports a range of services relating to the management of financial assets and liabilities, associated risk mitigation strategies and the preparation of whole-of-government financial and statistical reports. 1.3 Shareholder Advice on Government Businesses

This Output includes monitoring and provision of advice on the performance of and governance arrangements for, Government Businesses. It supports the provision of advice on reforms and policies relating to the Government's ownership of businesses. Submissions and presentations to the credit rating agencies are included in this Output.

1.4 Government Property and Accommodation Services

This Output covers the administration of Government property and accommodation services, including the management of government-owned and leased office buildings and the disposal of surplus Crown property. 1.5 Government Procurement Services

This Output includes the provision of advice in relation to Government procurement activities and the administration of whole-of-government contracts and the Tasmanian Risk Management Fund.

Treasury and Finance 12.5 Table 12.2: Performance Information - Output Group 1 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Stakeholder satisfaction rating (expressed as a percentage)1 % na 89 na >90 Proportion of financial reports receiving an unqualified audit opinion2 % 100 100 100 100 Treasury-managed property vacancy rate3 % 0.5 5.2 <1.5 <1.5 State Service workers' compensation contributions as a percentage of the average premium charged by private insurers4 % 102 87 <80 <80 Proportion of financial reports published by the required date5 % 100 100 100 100 Variance between Budget estimate and actual GBE/SOC returns6 % 14.3 3.9 <5.0 <5.0

Notes: 1. The satisfaction rating is obtained from the results of the Department's Stakeholder Survey, which measures stakeholders expectations in the areas of the quality and accuracy of information provided; timeliness and responsiveness of the Department; and the quality of the stakeholder's relationship with the Department. The survey is undertaken every second year and was last conducted in October 2012 for the 2011-12 period. Due to changes in methodology, questions and the calculation of the rating in 2012, an overall Department-wide measure is provided rather than by Output Group. Previous performance measures are therefore not comparable with the 2011-12 result. 2. An unqualified audit opinion from the Auditor-General indicates that the financial reports are a true and accurate reflection of the Government's finances. 3. The vacancy rate is the proportion of all owned and leased office space managed by the Department that is currently vacant and available for occupation. The increased vacancy rate in 2011-12 represents property being held vacant in preparation for sub-leasing. 4. The Tasmanian Risk Management Fund, which is managed by the Department, includes a self-insurance scheme for the workers' compensation liabilities of participating agencies. An indication of the Government's management of workers' compensation claims can be obtained by comparing the workers' compensation contributions paid by agencies to the Fund with the workers' compensation premiums charged by private insurers. The measure is calculated by comparing average agency workers' compensation contributions, as a proportion of salaries, with the premium rate of private insurers. 5. The whole-of-government financial reports published include the Mid-Year Financial Report, Revised Estimates Report, the Preliminary Outcomes Report and the Treasurer's Annual Financial Report. 6. Returns from Government Businesses and State-owned Companies comprise dividends, tax equivalent payments, rate equivalent payments and guarantee fees.

12.6 Treasury and Finance Output Group 2: Economic and Fiscal Policy Advice

2.1 Economic Policy Advice

This Output relates to the provision of advice to the Treasurer, the Government and the Tasmanian community on international, national and Tasmanian economic conditions and the economic outlook for Tasmania. It also includes the provision of advice on economic policy and reform issues, including COAG and other national policy initiatives, issues relating to water and sewerage reform and some areas of the energy market in Tasmania.

2.2 Regulatory Policy

This Output includes the provision of advice relating to the regulation and taxation of gaming activities and licensing of liquor sales; advice on public sector superannuation; state revenue policy; the subordinate legislation program and the legislative review program; water and sewerage and some areas of energy pricing.

2.3 Intergovernmental Financial Matters

This Output relates to provision of advice on all intergovernmental financial matters, including support to the State Grants Commission.

Table 12.3: Performance Information - Output Group 2 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Stakeholder satisfaction rating (expressed as a percentage)1 % na 89 na >90 Variance between Budget estimate and actual taxation receipts2 % 1.8 2.0 <5.0 <5.0 Variance between Budget estimate and actual Australian Government payments3 % 9.6 5.6 <5.0 <5.0 Ranking of the accuracy of Tasmanian tax forecasts Ranking 4th or 4th or compared with other states and territories4 (out of 8) 4th 3rd better better Number of annual Budget economic forecasts more Forecasts accurate than industry benchmark forecasts5 Prepared 5 5 5 5 No. more 3 or 3 or accurate 4 3 more more

Treasury and Finance 12.7 3. The greater than targeted variance in 2011-12 is due to additional Australian Government funding provided under various national partnership payments, including the Tasmanian Forests Agreement and other grants and subsidies, despite lower than expected Goods and Services Tax receipts. 4. This measure compares the accuracy of the Department's Budget estimates to the actual end of year outcomes with the accuracy of estimates developed by other state and territory treasuries. The target is for Tasmania to be ranked in the top half of all jurisdictions. 5. The quality of the economic forecasts can be determined by comparing the accuracy of the Department's estimates with the accuracy of available industry benchmark forecasts developed by independent economic forecasters at a similar point in time. The target is for over half of the Department's estimates to be more accurate than industry benchmark forecasts.

Output Group 3: Revenue and Regulatory Management Services

3.1 Tax Administration and Revenue Collection

This Output comprises the administration of taxation legislation and the collection of State revenue, including monitoring the compliance of taxpayers with State revenue legislation. It also includes the administration of various grants, subsidies and concessions to the Tasmanian community. 3.2 Regulation and Administration of Liquor and Gaming

This Output provides for the regulation and control of casino gaming, gaming machines, internet gaming, Keno, minor gaming, betting exchanges and totalizators and support to the Tasmanian Gaming Commission in the discharge of its statutory functions under the Gaming Control Act 1993. It also includes the regulation and administration of liquor licensing and the provision of support to the Commissioner for Licensing and the Licensing Board of Tasmania in their statutory functions under the Liquor Licensing Act 1990.

3.3 Economic Regulation

This Output comprises provision of support to the Tasmanian Economic Regulator in the exercise of its statutory functions, which include the regulation of the electricity and gas supply industries, the economic regulation of the water and sewerage sector and the undertaking of independent pricing reviews on behalf of the Government.

12.8 Treasury and Finance Table 12.4: Performance Information - Output Group 3 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Stakeholder satisfaction rating (expressed as a percentage)1 % na 89 na >90 Total overdue taxation debt as a percentage of total taxation revenue2 % 1.5 1.3 <0.8 <0.8 Percentage of formal recommendations accepted by the Tasmanian Gaming Commission3 % 92 94 >80 >80

Percentage of objections in which the Commissioner of State Revenue's assessment or decision was confirmed4 % 78 70 >80 >80 Revenue Branch operating expenses as a percentage of taxation revenue5 % 1.2 1.0 <1.5 <1.5 Percentage of liquor applications submitted to a hearing before the Licensing Board within 40 days of receipt6 % 89 98 >80 >80

Notes: 1. The satisfaction rating is obtained from the results of the Department's Stakeholder Survey, which measures stakeholders expectations in the areas of the quality and accuracy of information provided; timeliness and responsiveness of the Department; and the quality of the stakeholder's relationship with the Department. The survey is undertaken every second year and was last conducted in October 2012 for the 2011-12 period. Due to a change in methodology, questions and the calculation of the rating in 2012, an overall Department-wide measure is provided rather than by Output Group. Previous performance measures are therefore not comparable with the 2011-12 result. 2. In providing revenue management services to the Commissioner of State Revenue, the Department seeks to ensure that taxpayers are well informed of their obligations and that tax debt stress and overdue taxation debts are minimised. Accordingly, the target is for overdue taxation debt to be a very small percentage of total taxation revenue. 3. While recognising that the Tasmanian Gaming Commission (TGC) is an independent statutory body, a measure of the quality of the services provided is the proportion of all formal recommendations contained in decision papers that are accepted by the TGC. 4. Objections may be lodged against assessments issued to clients or decisions of the Commissioner, Deputy Commissioner or a delegate of the Commissioner. The Department seeks to ensure that the original assessments and decisions are accurate and that the number of successful objections to these are minimised. Accordingly, the target is for over 80 per cent of objections to result in the original assessment being confirmed as accurate. The lower result for 2011-12 was influenced by a number of complex cases and also matters where further information was provided by the taxpayer that supported their objection. 5. An indication of the efficiency of the revenue management services provided by the Department can be gained by comparing total taxation revenue collected with the operating costs required to administer and collect that revenue. 6. The Department assists the Licensing Board of Tasmania by receiving applications for licences, undertaking investigations on behalf of the Commissioner for Licensing and providing recommendations to the Board on whether the applicant is fit and proper in accordance with the requirements of the Liquor Licensing Act 1990. The measure relates to the time taken by the Department to undertake its investigations and prepare submissions for the monthly Board meetings.

Treasury and Finance 12.9 Output Group 4: Community Assistance

4.1 Bass Strait Islands Community Service Obligation

This Output comprises the payment of the Bass Strait Islands Community Service Obligation relating to the subsidised supply of electricity and pensioner concessions for Bass Strait Island electricity customers. 4.2 Public Trustee Community Service Obligation

This Output comprises payment of the Community Service Obligation to The Public Trustee.

4.3 Community Support Levy

This Output comprises the collection and disbursement of funds through the Department's Revenue, Gaming and Licensing Division for the Community Support Levy. Output Group 5: Electricity Reform

5.1 Electricity Reform

This Output relates to the implementation of the Government's electricity reforms. It includes the provision of advice to the Treasurer and the Minister for Energy and Resources on policy issues on the market and regulatory framework to facilitate the introduction of full retail competition in the electricity market, as well as policy advice on the restructuring of the electricity supply industry in Tasmania.

12.10 Treasury and Finance DETAILED BUDGET STATEMENTS

Table 12.5: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue - recurrent 40 700) 38 030) 40 456) 42 249) 42 494) Grants2 ....) 332) ....) ....) ....) Fees and fines3 8 437) 8 565) 9 538) 8 504) 8 793) Other revenue4 824) 1 433) 763) 811) 806) Total revenue and other income from transactions 49 961) 48 360) 50 757) 51 564) 52 093)

Expenses from transactions Employee benefits 27 358) 27 830) 27 893) 28 450) 28 970) Depreciation and amortisation 256) 263) 228) 185) 152) Supplies and consumables 7 122) 6 515) 5 920) 5 661) 5 838) Grants and subsidies 14 739) 14 653) 17 139) 17 845) 18 445) Other expenses 1 759) 132) 133) 138) 144) Total expenses from transactions 51 234) 49 393) 51 313) 52 279) 53 549)

Net result from transactions (net operating balance) (1 273) (1 033) (556) (715) (1 456)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result (1 273) (1 033) (556) (715) (1 456)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result (1 273) (1 033) (556) (715) (1 456)

Treasury and Finance 12.11 Table 12.6: Statement of Comprehensive Income – Administered 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Fees and fines 1 148) 1 168) 1 189) 1 210) 1 230) Total revenue and other income from transactions 1 148) 1 168) 1 189) 1 210) 1 230)

Expenses from transactions Transfers to the Consolidated Fund 1 148) 1 168) 1 189) 1 210) 1 230) Total expenses from transactions 1 148) 1 168) 1 189) 1 210) 1 230)

Net result from transactions (net operating balance) ....) ....) ....) ....) ....)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result ....) ....) ....) ....) ....)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result ....) ....) ....) ....) ....)

12.12 Treasury and Finance Table 12.7: Revenue from Appropriation by Output 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Treasurer

Output Group 1 - Financial and Resource Management Services 1.1 Budget Development and Management 2 636) 2 492) 2 489) 2 560) 2 576) 1.2 Financial Management and Accounting Services 3 652) 3 274) 3 289) 3 388) 3 415) 1.3 Shareholder Advice on Government Businesses 2 454) 2 339) 2 357) 2 452) 2 459) 8 742) 8 105) 8 135) 8 400) 8 450) Output Group 2 - Economic and Fiscal Policy Advice 2.1 Economic Policy Advice1 2 374) 1 230) 1 226) 1 256) 1 258) 2.3 Intergovernmental Financial Matters1 ....) 1 216) 1 228) 1 257) 1 249) 2 374) 2 446) 2 454) 2 513) 2 507) Output Group 4 - Community Assistance 4.1 Bass Strait Islands Community Service Obligation2 8 676) 8 600) 10 900) 11 400) 11 900) 4.2 Public Trustee Community Service Obligation 1 360) 1 470) 1 556) 1 642) 1 642) 4.4 Payment to the Royal Society of Tasmania3 3) ....) ....) ....) ....) 10 039) 10 070) 12 456) 13 042) 13 542) Output Group 5 - Electricity Reform 5.1 Electricity Reform4 ....) 37) ....) ....) ....) ....) 37) ....) ....) ....)

Recurrent Services 21 155) 20 658) 23 045) 23 955) 24 499) Works and Services ....) ....) ....) ....) ....) 21 155) 20 658) 23 045) 23 955) 24 499)

Treasury and Finance 12.13 Table 12.7: Revenue from Appropriation by Output (continued) 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Minister for Finance

Output Group 1 - Financial and Resource Management Services 1.4 Government Property and Accommodation Services 851) 746) 748) 744) 765) 851) 746) 748) 744) 765) Output Group 2 - Economic and Fiscal Policy Advice 2.2 Regulatory Policy1 3 172) 2 656) 2 607) 2 722) 2 709) 3 172) 2 656) 2 607) 2 722) 2 709) Output Group 3 - Revenue and Regulatory Management Services 3.1 Tax Administration and Revenue Collection 8 773) 7 833) 7 866) 8 500) 8 049) 3.2 Regulation and Administration of Liquor and Gaming 6 722) 6 109) 6 162) 6 300) 6 444) 15 495) 13 942) 14 028) 14 800) 14 493)

Recurrent Services 19 518) 17 344) 17 383) 18 266) 17 967) Works and Services ....) ....) ....) ....) ....) 19 518) 17 344) 17 383) 18 266) 17 967)

Department of Treasury and Finance Total Recurrent Services 40 673) 38 002) 40 428) 42 221) 42 466) Total Works and Services ....) ....) ....) ....) ....) 40 673) 38 002) 40 428) 42 221) 42 466)

Reserved by Law Contribution to the Community Support Levy Account from Betting Exchange Revenues (Gaming Control Act 1993, Section 151) 27) 28) 28) 28) 28) 27) 28) 28) 28) 28)

Total Revenue from Appropriation 40 700) 38 030) 40 456) 42 249) 42 494)

Revenue from Appropriation 40 700) 38 030) 40 456) 42 249) 42 494) Administered Revenue from Appropriation ....) ....) ....) ....) ....) 40 700) 38 030) 40 456) 42 249) 42 494)

12.14 Treasury and Finance Notes: 1. On 18 July 2012, the Premier announced the establishment of the Minister for Finance portfolio, to assist the Treasurer in managing the financial operations of Government. This resulted in the establishment of a new Output, Intergovernmental Financial Matters (Output 2.3), and the transfer of some budget funding from Economic Policy Advice (Output 2.1) and Regulatory Policy (Output 2.2) to this new Output. 2. The increase in the Bass Strait Islands Community Service Obligation (Output 4.1) from 2014-15 is related to the recoupment of capital costs associated with the Huxley Hill Wind Farm, which will occur over a 10 year period. 3. The annual grant payment to the Royal Society of Tasmania (Output 4.4) will continue to be made, with the budget being incorporated into other existing outputs. 4. The new Output Electricity Reform (Output 5.1) in 2013-14 reflects the role of Treasury in managing the Government's commitment to reforming the State electricity industry.

Treasury and Finance 12.15 Table 12.8: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits 2 152) 2 287) 2 343) 1 333) 627) Receivables 272) 361) 364) 367) 370) Other financial assets 103) 350) 357) 364) 371) 2 527) 2 998) 3 064) 2 064) 1 368) Non-financial assets Property, plant and equipment1 732) 484) 422) 375) 342) Heritage and cultural assets 84) 84) 84) 84) 84) Intangibles 412) 430) 340) 278) 235) Other assets1 388) 426) 432) 438) 444) 1 616) 1 424) 1 278) 1 175) 1 105)

Total assets 4 143) 4 422) 4 342) 3 239) 2 473)

Liabilities Payables 1 280) 1 299) 1 381) 1 463) 1 545) Employee benefits 7 273) 7 927) 8 292) 7 793) 8 372) Other liabilities2 497) 179) 208) 237) 266) Total liabilities 9 050) 9 405) 9 881) 9 493) 10 183)

Net assets (liabilities) (4 907) (4 983) (5 539) (6 254) (7 710)

Equity Accumulated funds (4 907) (4 983) (5 539) (6 254) (7 710) Total equity (4 907) (4 983) (5 539) (6 254) (7 710)

Notes: 1. The change in Property, plant and equipment and Other assets from 2014 reflects the actual balances of these assets at 30 June 2012. 2. The decrease in Other liabilities from 2014 is due to the Government policy that agencies are not liable to pay payroll tax.

12.16 Treasury and Finance Table 12.9: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts - recurrent 40 700) 38 030) 40 456) 42 249) 42 494) Grants1 ....) 332) ....) ....) ....) Fees and fines2 8 436) 8 564) 9 537) 8 503) 8 792) GST receipts 1 600) 1 600) 1 600) 1 600) 1 600) Other cash receipts3 839) 1 433) 763) 811) 806) Total cash inflows 51 575) 49 959) 52 356) 53 163) 53 692)

Cash outflows Employee benefits (24 145) (24 322) (24 342) (25 510) (24 899) Superannuation (2 888) (3 070) (3 113) (3 367) (3 423) GST payments (1 600) (1 600) (1 600) (1 600) (1 600) Grants and subsidies (14 739) (14 653) (17 139) (17 845) (18 445) Supplies and consumables (7 111) (6 508) (5 915) (5 656) (5 833) Other cash payments (1 747) (126) (117) (121) (124) Total cash outflows (52 230) (50 279) (52 226) (54 099) (54 324)

Net cash from (used by) operating activities (655) (320) 130) (936) (632)

Cash flows from investing activities Payments for acquisition of non-financial assets (78) (114) (74) (74) (74) Net cash from (used by) investing activities (78) (114) (74) (74) (74)

Net increase (decrease) in cash and cash equivalents held (733) (434) 56) (1 010) (706)

Cash and deposits at the beginning of the reporting period 2 885) 2 721) 2 287) 2 343) 1 333) Cash and deposits at the end of the reporting period 2 152) 2 287) 2 343) 1 333) 627)

Notes: 1. The increase in Grants in 2013-14 reflects Australian Government funding for the Seamless National Economy E-Conveyancing Project. 2. The increase in Fees and fines in 2014-15 reflects recoveries from the water and sewerage pricing investigation to be undertaken by the Tasmanian Economic Regulator. 3. The increase in Other cash receipts in 2013-14 reflects the funding contribution from Finance-General towards the costs associated with the reform of the State electricity industry.

Treasury and Finance 12.17 Table 12.10: Statement of Cash Flows – Administered 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Fees and fines 1 148) 1 168) 1 189) 1 210) 1 230) Total cash inflows 1 148) 1 168) 1 189) 1 210) 1 230)

Cash outflows Transfers to the Consolidated Fund (1 148) (1 168) (1 189) (1 210) (1 230) Total cash outflows (1 148) (1 168) (1 189) (1 210) (1 230)

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

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

12.18 Treasury and Finance PART 2: AGENCIES

13 HOUSE OF ASSEMBLY

AGENCY OUTLINE

The Office of the Clerk of the House of Assembly provides services through the provision of advisory, procedural, research and administrative support to the House of Assembly, its committees, the Speaker of the House and Members generally.

This chapter provides financial information about the Outputs (goods and services) to be delivered by the House of Assembly in 2013-14 and over the Forward Estimates period (2014-15 to 2016-17). Further information about the Agency is provided at www.parliament.tas.gov.au.

MAJOR INITIATIVES

The major focus for the House of Assembly in 2013-14 is the continuation of service delivery, in an efficient and timely manner and within the limits of the available resources, to the House and its Committees in their constitutional roles.

House of Assembly 13.1 OUTPUT INFORMATION

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

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

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

Table 13.1 provides an Output Group Expense Summary for the House of Assembly.

Table 13.1: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 1 - House of Assembly Support Services 1.1 House of Assembly Support Services 2 273) 2 198) 2 215) 2 236) 2 291) 1.2 Select Committee Support Services 6) 6) 6) 6) 6) 1.3 Investigatory Committee Support Services 106) 106) 108) 110) 112) 2 385) 2 310) 2 329) 2 352) 2 409) Output Group 2 - Payments Administered by the House of Assembly 2.1 Payments Administered by the House of Assembly 5 283) 5 353) 5 441) 5 513) 5 586) 5 283) 5 353) 5 441) 5 513) 5 586)

TOTAL 7 668) 7 663) 7 770) 7 865) 7 995)

13.2 House of Assembly Output Group 1: House of Assembly Support Services

1.1 House of Assembly Support Services

This Output provides for the effective and lawful operation of the House and its committees, the fulfilment of statutory requirements, and the promotion of the role of the Parliament, as well as the provision of both written and oral advice.

1.2 Select Committee Support Services

This Output relates to Select Committees appointed by resolution of the House and provides resources to enable the Committee to address the terms of reference specified in its appointment.

1.3 Investigatory Committee Support Services

This Output provides a Committee Secretariat and resources for Investigatory Committees to enable the Committees to address the terms of reference of matters referred to it by the House.

Output Group 2: Payments Administered by the House of Assembly

2.1 Payments Administered by the House of Assembly

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

House of Assembly 13.3 DETAILED BUDGET STATEMENTS

Table 13.2: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue – recurrent 7 613) 7 608) 7 716) 7 883) 7 940) Total revenue and other income from transactions 7 613) 7 608) 7 716) 7 883) 7 940)

Expenses from transactions Employee benefits 7 041) 7 137) 7 247) 7 329) 7 447) Depreciation and amortisation 46) 37) 37) 37) 37) Supplies and consumables 491) 489) 486) 499) 511) Other expenses 90) ....) ....) ....) ....) Total expenses from transactions 7 668) 7 663) 7 770) 7 865) 7 995)

Net result from transactions (net operating balance) (55) (55) (54) 18) (55)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result (55) (55) (54) 18) (55)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result (55) (55) (54) 18) (55)

Note: 1. Revenue and expenditure estimates include the impact of the cessation of the payment of payroll tax by agencies. This reduces both agency revenues and expenditure. Further information on this policy change and its impact on agencies is included in the Introduction to Budget Paper No 2, Government Services.

13.4 House of Assembly Table 13.3: Revenue from Appropriation by Output 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 1 - House of Assembly Support Services 1.1 House of Assembly Support Services 2 218) 2 143) 2 161) 2 254) 2 236) 1.2 Select Committee Support Services 6) 6) 6) 6) 6) 1.3 Investigatory Committee Support Services 106) 106) 108) 110) 112) 2 330) 2 255) 2 275) 2 370) 2 354)

House of Assembly Total Recurrent Services 2 330) 2 255) 2 275) 2 370) 2 354) Total Works and Services ....) ....) ....) ....) ....) 2 330) 2 255) 2 275) 2 370) 2 354)

Reserved by Law Members' Committee Fees and Allowances (Parliamentary Salaries, Superannuation and Allowances Act 2012) 31) 31) 31) 31) 31) Parliamentary Salaries and Allowances (Parliamentary Salaries, Superannuation and Allowances Act 2012) 4 563) 4 633) 4 721) 4 793) 4 866) Travelling Allowances (Parliamentary Salaries, Superannuation and Allowances Act 2012) 689) 689) 689) 689) 689) 5 283) 5 353) 5 441) 5 513) 5 586)

Total Revenue from Appropriation 7 613) 7 608) 7 716) 7 883) 7 940)

Revenue from Appropriation 7 613) 7 608) 7 716) 7 883) 7 940) Administered Revenue from Appropriation ....) ....) ....) ....) ....) 7 613) 7 608) 7 716) 7 883) 7 940)

House of Assembly 13.5 Table 13.4: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits 4) 4) 4) 4) 4) Receivables 5) 9) 9) 9) 9) 9) 13) 13) 13) 13) Non-financial assets Property, plant and equipment 114) 83) 66) 49) 32) Heritage and cultural assets 1 727) 1 750) 1 750) 1 750) 1 750) Other assets 6) 25) 25) 25) 25) 1 847) 1 858) 1 841) 1 824) 1 807)

Total assets 1 856) 1 871) 1 854) 1 837) 1 820)

Liabilities Payables 137) 179) 179) 179) 179) Employee benefits1 849) 785) 822) 787) 825) Total liabilities 986) 964) 1 001) 966) 1 004)

Net assets (liabilities) 870) 907) 853) 871) 816)

Equity Reserves 885) 885) 885) 885) 885) Accumulated Funds (15) 22) (32) (14) (69) Total equity 870) 907) 853) 871) 816)

Note: 1. The decrease in Employee benefits in 2014 reflects a more accurate estimate of the liability. The decrease in 2016 reflects the payment of the 27th pay, which occurs every 11 or 12 years.

13.6 House of Assembly Table 13.5: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts – recurrent 7 613) 7 608) 7 716) 7 883) 7 940) GST receipts 94) 94) 94) 94) 94) Total cash inflows 7 707) 7 702) 7 810) 7 977) 8 034)

Cash outflows Employee benefits (6 563) (6 644) (6 748) (6 887) (6 935) Superannuation (449) (455) (462) (477) (474) GST payments (94) (94) (94) (94) (94) Supplies and consumables (491) (489) (486) (499) (511) Other cash payments (90) ....) ....) ....) ....) Total cash outflows (7 687) (7 682) (7 790) (7 957) (8 014)

Net cash from (used by) operating activities 20) 20) 20) 20) 20)

Cash flows from investing activities Payments for acquisition of non-financial assets (20) (20) (20) (20) (20) Net cash from (used by) investing activities (20) (20) (20) (20) (20)

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

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

House of Assembly 13.7

14 INTEGRITY COMMISSION

AGENCY OUTLINE

The Integrity Commission was established by the Integrity Commission Act 2009 and started operation on 1 October 2010. The Integrity Commission's role is to improve the standard of conduct, propriety and ethics in the public sector through:

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

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

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

The Integrity Commission's primary focus, under its legislation, is on education, advice and prevention of public officer misconduct to strengthen the confidence of Tasmanians in the capacity of the State's public authorities to operate ethically and with propriety.

The Commission also deals with complaints of misconduct which, in some instances, may lead to investigations. The Commission has the power to monitor and audit internal investigation processes conducted by public authorities.

The Commission is overseen by a Board that includes the Chief Commissioner, the Ombudsman, the Auditor-General and three other members with specialist expertise.

This chapter provides financial information about the Outputs (goods and services) to be delivered by the Integrity Commission in 2013-14 and over the Forward Estimates period (2014-15 to 2016-17). Further information about the Commission is provided at www.integrity.tas.gov.au.

MAJOR INITIATIVES

The major initiatives for the Commission include:

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

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

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

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

Integrity Commission 14.1 OUTPUT INFORMATION

The individual Output of the Integrity Commission is provided under:

• Output Group 1 – Integrity Commission.

Table 14.1 provides an Output Group Expense Summary for the Integrity Commission.

Table 14.1: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 1 - Integrity Commission 1.1 Integrity Commission 3 125) 3 018) 3 039) 3 091) 3 144) 3 125) 3 018) 3 039) 3 091) 3 144)

TOTAL 3 125) 3 018) 3 039) 3 091) 3 144)

Output Group 1: Integrity Commission

1.1 Integrity Commission

This Output provides:

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

• preventative and advisory functions to public officers; and

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

14.2 Integrity Commission DETAILED BUDGET STATEMENTS

Table 14.2: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue – recurrent 3 026) 2 934) 2 955) 3 070) 3 060) Total revenue and other income from transactions 3 026) 2 934) 2 955) 3 070) 3 060)

Expenses from transactions Employee benefits 2 022) 2 068) 2 105) 2 152) 2 179) Depreciation and amortisation2 68) 53) 53) 53) 53) Supplies and consumables 736) 718) 696) 700) 714) Other expenses 299) 179) 185) 186) 198) Total expenses from transactions 3 125) 3 018) 3 039) 3 091) 3 144)

Net result from transactions (net operating balance) (99) (84) (84) (21) (84)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result (99) (84) (84) (21) (84)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result (99) (84) (84) (21) (84)

Integrity Commission 14.3 Table 14.3: Revenue from Appropriation by Output 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Attorney-General and Minister for Justice

Output Group 1 - Integrity Commission 1.1 Integrity Commission 3 026) 2 934) 2 955) 3 070) 3 060) 3 026) 2 934) 2 955) 3 070) 3 060)

Integrity Commission Total Recurrent Services 3 026) 2 934) 2 955) 3 070) 3 060) Total Works and Services ....) ....) ....) ....) ....) 3 026) 2 934) 2 955) 3 070) 3 060)

Total Revenue from Appropriation 3 026) 2 934) 2 955) 3 070) 3 060)

Revenue from Appropriation 3 026) 2 934) 2 955) 3 070) 3 060) Administered Revenue from Appropriation ....) ....) ....) ....) ....) 3 026) 2 934) 2 955) 3 070) 3 060)

14.4 Integrity Commission Table 14.4: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits1 (6) 2) 2) 2) 2) Receivables1 15) 28) 28) 28) 28) 9) 30) 30) 30) 30) Non-financial assets Property, plant and equipment1 14) 24) 17) 10) 3) Intangibles1 140) 211) 198) 185) 172) Other assets 513) 463) 430) 397) 364) 667) 698) 645) 592) 539)

Total assets 676) 728) 675) 622) 569)

Liabilities Payables1 96) 24) 24) 24) 24) Employee benefits 249) 287) 318) 286) 317) Other liabilities1 11) 3) 3) 3) 3) Total liabilities 356) 314) 345) 313) 344)

Net assets (liabilities) 320) 414) 330) 309) 225)

Equity Accumulated funds 320) 414) 330) 309) 225) Total equity 320) 414) 330) 309) 225)

Note: 1. The increase in Cash and deposits, Receivables, Property, plant and equipment and Intangibles and the decrease in Payables and Other liabilities in 2014 reflect the actual closing balances of these items in the Integrity Commission's 2011-12 financial statements.

Integrity Commission 14.5 Table 14.5: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts – recurrent 3 026) 2 934) 2 955) 3 070) 3 060) Total cash inflows 3 026) 2 934) 2 955) 3 070) 3 060)

Cash outflows Employee benefits (1 825) (1 836) (1 868) (1 952) (1 934) Superannuation (166) (201) (206) (232) (214) Supplies and consumables (736) (718) (696) (700) (714) Other cash payments (299) (179) (185) (186) (198) Total cash outflows (3 026) (2 934) (2 955) (3 070) (3 060)

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

Cash and deposits at the beginning of the reporting period (6) 2) 2) 2) 2) Cash and deposits at the end of the reporting period (6) 2) 2) 2) 2)

14.6 Integrity Commission 15 LEGISLATIVE COUNCIL

AGENCY OUTLINE

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

• to examine the merits of legislation and authorise expenditure of State monies; and

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

In modern times, the Legislative Council has expanded from being a purely legislative body to a House that involves itself with the examination and analysis of actions, decisions and workings of the Executive Government.

The Office of the Clerk of the Legislative Council provides apolitical, innovative and integrated support services and information to the elected Members of the Legislative Council in the interests of the people of Tasmania.

This chapter provides financial information about the Outputs (goods and services) to be delivered by the Legislative Council in 2013-14 and over the Forward Estimates period (2014-15 to 2016-17). Further information about the Legislative Council is provided at www.parliament.tas.gov.au.

MAJOR INITIATIVES

The major initiatives for the Legislative Council include:

• supporting the Legislative Council in its constitutional role;

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

• ensuring legislation is prepared and presented accurately and efficiently once passed through both Houses; and

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

Legislative Council 15.1 OUTPUT INFORMATION

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

• Output Group 1 - Legislative Council Support Services; and

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

Table 15.1 provides an Output Group Expense Summary for the Legislative Council.

Table 15.1: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 1 - Legislative Council Support Services 1.1 Legislative Council Support Services2 3 303) 3 331) 3 348) 3 396) 3 447) 1.2 Committee Support Services2 97) 12) 12) 12) 12) 3 400) 3 343) 3 360) 3 408) 3 459) Output Group 2 - Payments Administered by the Legislative Council 2.1 Payments Administered by the Legislative Council 2 982) 3 023) 3 076) 3 119) 3 163) 2 982) 3 023) 3 076) 3 119) 3 163)

TOTAL 6 382) 6 366) 6 436) 6 527) 6 622)

15.2 Legislative Council Output Group 1: Legislative Council Support Services

1.1 Legislative Council Support Services

This Output provides:

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

• support for the overall operations of the Legislative Council;

• assistance to Members in order that they are able to carry out their constitutional duties and responsibilities as elected representatives of the people of Tasmania; and

• equipment and research support allowances to Members.

1.2 Committee Support Services

This Output provides support and advice to Legislative Council Standing and Select Committees, Joint Parliamentary Standing and Select Committees and Joint Statutory Committees.

Output Group 2: Payments Administered by the Legislative Council

2.1 Payments Administered by the Legislative Council

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

Legislative Council 15.3 DETAILED BUDGET STATEMENTS

Table 15.2: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue – recurrent 6 370) 6 354) 6 424) 6 601) 6 610) Total revenue and other income from transactions 6 370) 6 354) 6 424) 6 601) 6 610)

Expenses from transactions Employee benefits 5 611) 5 771) 5 873) 5 956) 6 040) Supplies and consumables 614) 595) 563) 571) 582) Other expenses 157) ....) ....) ....) ....) Total expenses from transactions 6 382) 6 366) 6 436) 6 527) 6 622)

Net result from transactions (net operating balance) (12) (12) (12) 74) (12)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result (12) (12) (12) 74) (12)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result (12) (12) (12) 74) (12)

15.4 Legislative Council Table 15.3: Revenue from Appropriation by Output 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 1 - Legislative Council Support Services 1.1 Legislative Council Support Services1,2 3 291) 3 319) 3 336) 3 470) 3 435) 1.2 Committee Support Services1 97) 12) 12) 12) 12) 3 388) 3 331) 3 348) 3 482) 3 447)

Legislative Council Total Recurrent Services 3 388) 3 331) 3 348) 3 482) 3 447) Total Works and Services ....) ....) ....) ....) ....) 3 388) 3 331) 3 348) 3 482) 3 447)

Reserved by Law Members' Committee Fees and Allowances (Parliamentary Salaries, Superannuation and Allowances Act 2012) 40) 40) 40) 40) 40) Parliamentary Salaries and Allowances (Parliamentary Salaries, Superannuation and Allowances Act 2012) 2 661) 2 702) 2 755) 2 798) 2 842) Travelling Allowances (Parliamentary Salaries, Superannuation and Allowances Act 2012) 281) 281) 281) 281) 281) 2 982) 3 023) 3 076) 3 119) 3 163)

Total Revenue from Appropriation 6 370) 6 354) 6 424) 6 601) 6 610)

Revenue from Appropriation 6 370) 6 354) 6 424) 6 601) 6 610) Administered Revenue from Appropriation ....) ....) ....) ....) ....) 6 370) 6 354) 6 424) 6 601) 6 610)

Notes: 1. The increase in Appropriation for the Legislative Council Support Services Output and the decrease for the Committee Support Services Output in 2013-14 reflects the transfer of a Research Assistant position between these Outputs. 2. The increase in Appropriation for the Legislative Council Support Services Output in 2015-16 reflects the payment of the 27th pay, which occurs every 11 or 12 years.

Legislative Council 15.5 Table 15.4: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Receivables 8) 8) 8) 8) 8) 8) 8) 8) 8) 8) Non-financial assets Property, plant and equipment1 4) 37) 37) 37) 37) Heritage and cultural assets 1 545) 1 545) 1 545) 1 545) 1 545) 1 549) 1 582) 1 582) 1 582) 1 582)

Total assets 1 557) 1 590) 1 590) 1 590) 1 590)

Liabilities Payables1 122) 109) 109) 109) 109) Employee benefits2 768) 775) 787) 713) 725) Total liabilities 890) 884) 896) 822) 834)

Net assets (liabilities) 667) 706) 694) 768) 756)

Equity Reserves 690) 690) 690) 690) 690) Accumulated funds (23) 16) 4) 78) 66) Total equity 667) 706) 694) 768) 756)

Notes: 1. The increase in Property, plant and equipment and the decrease in Payables in 2014 reflect the closing balances of these items in the Legislative Council's 2011-12 financial statements. 2. The decrease in Employee benefits for 2016 reflects the payment of the 27th pay, which occurs every 11 or 12 years.

15.6 Legislative Council Table 15.5: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts – recurrent 6 370) 6 354) 6 424) 6 601) 6 610) GST receipts 70) 70) 70) 70) 70) Total cash inflows 6 440) 6 424) 6 494) 6 671) 6 680)

Cash outflows Employee benefits (5 208) (5 357) (5 453) (5 605) (5 610) Superannuation (391) (402) (408) (425) (418) GST payments (70) (70) (70) (70) (70) Supplies and consumables (614) (595) (563) (571) (582) Other cash payments (157) ....) ....) ....) ....) Total cash outflows (6 440) (6 424) (6 494) (6 671) (6 680)

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

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

Legislative Council 15.7

16 LEGISLATURE-GENERAL

AGENCY OUTLINE

Legislature-General provides support services to both Houses of Parliament and their Members through the Joint House support staff, the Parliamentary Reporting Service, the Parliamentary Library Service and the Parliamentary Printing and Systems Services.

This chapter provides financial information about the Outputs (goods and services) to be delivered by the Legislature-General during 2013-14 and over the Forward Estimates period (2014-15 to 2016-17). Further information about the Legislature-General is provided at www.parliament.tas.gov.au.

MAJOR INITIATIVES

The major initiatives for the Legislature-General include:

• supporting both Houses of Parliament and their Members;

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

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

• providing Parliamentary Printing, Systems and Broadcasting Services; and

• continuing support for Joint Committees.

Legislature-General 16.1 OUTPUT INFORMATION

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

• Output Group 1 – Parliamentary Reporting Service;

• Output Group 2 – Parliamentary Library Service;

• Output Group 3 – Parliamentary Printing and Systems; and

• Output Group 4 – Joint Services.

Table 16.1 provides an Output Group Expense Summary for the Legislature-General.

Table 16.1: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 1 - Parliamentary Reporting Service 1.1 Production and Printing of Parliamentary Reports 1 021) 992) 1 002) 1 017) 1 033) 1 021) 992) 1 002) 1 017) 1 033) Output Group 2 - Parliamentary Library Service 2.1 Parliamentary Library Service 1 065) 1 025) 1 042) 1 056) 1 072) 1 065) 1 025) 1 042) 1 056) 1 072) Output Group 3 - Parliamentary Printing and Systems 3.1 Parliamentary Printing 444) 450) 456) 465) 477) 3.2 Parliamentary Systems 759) 751) 754) 769) 785) 1 203) 1 201) 1 210) 1 234) 1 262) Output Group 4 - Joint Services 4.1 Buildings and Operations Management 2 022) 2 028) 2 043) 2 077) 2 111) 4.2 Joint Management Services 294) 291) 294) 297) 300) 4.3 Services to Members 813) 850) 850) 864) 878) 4.4 Corporate Services for Parliamentary Agencies 112) 109) 109) 109) 109) 3 241) 3 278) 3 296) 3 347) 3 398)

TOTAL 6 530) 6 496) 6 550) 6 654) 6 765)

16.2 Legislature-General Output Group 1: Parliamentary Reporting Service

1.1 Production and Printing of Parliamentary Reports

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

Performance Information Comments

Delivery of Hansard

The primary focus for the Hansard operation is to produce a daily transcript for Members as quickly as possible - certainly by the following day. Part of the transcript is delivered to Members later the same day.

Methods of production of the records are constantly under investigation and reviewed in light of new technology. This may produce significant changes and savings in the future.

On a normal sitting day, with the House of Assembly sitting from 10.00 am to 6.00 pm, a transcript of the morning sitting (10.00 am to 1.00 pm) is available:

• on the Intranet (internal Parliamentary network) by 3.00 pm; and

• to Members as a hard copy by 3.00 pm.

The full day's transcript is available to Members in hard copy by 9.00 pm the same day, assuming the House rises at 6.00 pm.

A full week's transcript is available on the Internet (public access) by the end of the following week.

Delivery of Hansard transcripts for the Legislative Council meets a similar range of deadlines, depending on sitting hours.

Some of these times will vary when either House sits for extended hours or during an extended period of several weeks of continuous sitting.

Output Group 2: Parliamentary Library Service

2.1 Parliamentary Library Service

This Output represents the Parliamentary Library Service which provides for the maintenance of the Parliamentary Library and research services specifically designed to assist Members of Parliament and Parliamentary Committees in performing their duties.

Performance Information Comments

Parliamentary Library

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

• enquiries: perform 80 per cent of enquiries within the clients' deadlines;

Legislature-General 16.3 • newspapers and media releases: prepare and file daily newspaper clippings and press releases by 5.00 pm. Action to date has shown that this indicator has been 90 per cent achieved;

• media-monitoring: 85 per cent completion of videotape indexing of weeknight television broadcasts by 10.15 am;

• prepare 80 per cent of media transcription requests within the clients' deadlines;

• databases: input 75 per cent of Questions, Answers and Adjournments within one week of receipt of Hansard; and

• input 85 per cent of tabled parliamentary papers within one week of tabling or receipt.

Parliamentary Research Service

The performance of the Service allows it to:

• meet 90 per cent of the clients' requests within their deadlines;

• update statistics on the Intranet within five days of Australian Bureau of Statistics data arrival; and

• complete 95 per cent of background briefings and submission summaries to Parliamentary Committees prior to the hearing of witnesses.

Output Group 3: Parliamentary Printing and Systems

3.1 Parliamentary Printing

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

3.2 Parliamentary Systems

This Output provides for the maintenance of computerised systems for:

• the computer requirements of the Parliamentary Reporting Service;

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

• the Parliament website intranet, internet and databases;

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

• access control and CCTV; and

• the Parliament's finances.

16.4 Legislature-General Output Group 4: Joint Services

4.1 Buildings and Operations Management

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

4.2 Joint Management Services

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

4.3 Services to Members

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

4.4 Corporate Services for Parliamentary Agencies

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

Legislature-General 16.5 DETAILED BUDGET STATEMENTS

Table 16.2: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue – recurrent 5 810) 5 776) 5 830) 6 030) 6 045) Sales of goods and services 172) 172) 172) 172) 172) Total revenue and other income from transactions 5 982) 5 948) 6 002) 6 202) 6 217)

Expenses from transactions Employee benefits 3 116) 3 164) 3 227) 3 278) 3 330) Depreciation and amortisation 588) 588) 588) 588) 588) Supplies and consumables 2 601) 2 639) 2 630) 2 683) 2 742) Grants and subsidies 59) 59) 59) 59) 59) Other expenses 166) 46) 46) 46) 46) Total expenses from transactions 6 530) 6 496) 6 550) 6 654) 6 765)

Net result from transactions (net operating balance) (548) (548) (548) (452) (548)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result (548) (548) (548) (452) (548)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result (548) (548) (548) (452) (548)

16.6 Legislature-General Table 16.3: Revenue from Appropriation by Output 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 1 - Parliamentary Reporting Service 1.1 Production and Printing of Parliamentary Reports 1 018) 989) 999) 1 110) 1 030) 1 018) 989) 999) 1 110) 1 030) Output Group 2 - Parliamentary Library Service 2.1 Parliamentary Library Service 1 063) 1 023) 1 040) 1 054) 1 070) 1 063) 1 023) 1 040) 1 054) 1 070) Output Group 3 - Parliamentary Printing and Systems 3.1 Parliamentary Printing 444) 450) 456) 465) 477) 3.2 Parliamentary Systems 759) 751) 754) 769) 785) 1 203) 1 201) 1 210) 1 234) 1 262) Output Group 4 - Joint Services 4.1 Buildings and Operations Management 1 482) 1 488) 1 503) 1 537) 1 571) 4.2 Joint Management Services 293) 290) 293) 296) 299) 4.3 Services to Members 639) 676) 676) 690) 704) 4.4 Corporate Services for Parliamentary Agencies 112) 109) 109) 109) 109) 2 526) 2 563) 2 581) 2 632) 2 683)

Legislature-General Total Recurrent Services 5 810) 5 776) 5 830) 6 030) 6 045) Total Works and Services ....) ....) ....) ....) ....) 5 810) 5 776) 5 830) 6 030) 6 045)

Revenue from Appropriation 5 810) 5 776) 5 830) 6 030) 6 045) Administered Revenue from Appropriation ....) ....) ....) ....) ....) 5 810) 5 776) 5 830) 6 030) 6 045)

Legislature-General 16.7 Table 16.4: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits 57) 61) 61) 61) 61) Receivables 83) 94) 94) 94) 94) 140) 155) 155) 155) 155) Non-financial assets Inventories 42) 26) 26) 26) 26) Property, plant and equipment 29 538) 28 959) 28 421) 27 883) 27 345) Heritage and cultural assets 508) 508) 508) 508) 508) Other assets 2) 16) 16) 16) 16) 30 090) 29 509) 28 971) 28 433) 27 895)

Total assets 30 230) 29 664) 29 126) 28 588) 28 050)

Liabilities Payables1 294) 196) 196) 196) 196) Employee benefits 854) 871) 881) 795) 805) Other liabilities 19) 36) 36) 36) 36) Total liabilities 1 167) 1 103) 1 113) 1 027) 1 037)

Net assets (liabilities) 29 063) 28 561) 28 013) 27 561) 27 013)

Equity Reserves 19 705) 19 705) 19 705) 19 705) 19 705) Accumulated funds 9 358) 8 856) 8 308) 7 856) 7 308) Total equity 29 063) 28 561) 28 013) 27 561) 27 013)

Note: 1. The decrease in Payables in 2014 reflects revised estimates based on the actual 30 June 2012 balance.

16.8 Legislature-General Table 16.5: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts - recurrent 5 810) 5 776) 5 830) 6 030) 6 045) Sales of goods and services 172) 172) 172) 172) 172) GST receipts 364) 364) 364) 364) 364) Total cash inflows 6 346) 6 312) 6 366) 6 566) 6 581)

Cash outflows Employee benefits (2 823) (2 867) (2 924) (3 056) (3 019) Superannuation (283) (287) (293) (308) (301) GST payments (364) (364) (364) (364) (364) Grants and subsidies (59) (59) (59) (59) (59) Supplies and consumables (2 601) (2 639) (2 630) (2 683) (2 742) Other cash payments (166) (46) (46) (46) (46) Total cash outflows (6 296) (6 262) (6 316) (6 516) (6 531)

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

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

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

Cash and deposits at the beginning of the reporting period 57) 61) 61) 61) 61) Cash and deposits at the end of the reporting period 57) 61) 61) 61) 61)

Legislature-General 16.9

17 OFFICE OF THE DIRECTOR OF PUBLIC PROSECUTIONS

AGENCY OUTLINE

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

• the conduct of all criminal prosecutions on indictment in the Supreme Court and, where qualified Counsel is available, in Magistrates Courts where required;

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

• the representation of government agencies in appeals from Magistrates Courts to the Supreme Court, and in Tribunal or Board hearings involving government agencies;

• the conduct of all civil litigation on behalf of the State and its government agencies;

• the conduct of all child protection proceedings under the Children, Young Persons and Their Families Act 1997 on behalf of the Secretary of the Department of Health and Human Services; and

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

This chapter provides financial information about the Outputs (goods and services) to be delivered by the Office of the Director of Public Prosecutions in 2013-14 and over the Forward Estimates period (2014-15 to 2016-17). Further information about the Office of the Director of Public Prosecutions is provided at www.crownlaw.tas.gov.au/dpp.

MAJOR INITIATIVES

The major initiatives for the Office of the Director of Public Prosecutions include:

• delivery of continuing professional development as required by the National Legal Profession Reform Project and the Legal Profession Act 2007 and associated Rules; and

• replacement of Open Practice as practice management software.

Office of the Director of Public Prosecutions 17.1 OUTPUT INFORMATION

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

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

Table 17.1 provides an Output Group Expense Summary for the Office of the Director of Public Prosecutions.

Table 17.1: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward)

Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 1 - The Office of the Director of Public Prosecutions 1.1 The Office of the Director of Public Prosecutions 8 460) 8 280) 8 408) 8 621) 8 756) 8 460) 8 280) 8 408) 8 621) 8 756)

TOTAL 8 460) 8 280) 8 408) 8 621) 8 756)

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

1.1 The Office of the Director of Public Prosecutions

This Output provides criminal and civil law services to the State of Tasmania in accordance with the requirements of the Director of Public Prosecutions Act 1973.

The Director of Public Prosecutions does not provide legal assistance to members of the public, and does not represent victims of crime. The Director of Public Prosecutions represents the State of Tasmania.

17.2 Office of the Director of Public Prosecutions DETAILED BUDGET STATEMENTS

Table 17.2: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue – recurrent 7 543) 7 366) 7 494) 7 876) 7 842) Sales of goods and services 722) 722) 722) 722) 722) Other revenue 78) 78) 78) 78) 78) Total revenue and other income from transactions 8 343) 8 166) 8 294) 8 676) 8 642)

Expenses from transactions Employee benefits 6 461) 6 547) 6 638) 6 778) 6 877) Depreciation and amortisation 34) 34) 34) 34) 34) Supplies and consumables 1 269) 1 295) 1 322) 1 349) 1 375) Grants and subsidies 3) 3) 3) 3) 3) Other expenses 693) 401) 411) 457) 467) Total expenses from transactions 8 460) 8 280) 8 408) 8 621) 8 756)

Net result from transactions (net operating balance) (117) (114) (114) 55) (114)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result (117) (114) (114) 55) (114)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result (117) (114) (114) 55) (114)

Office of the Director of Public Prosecutions 17.3 Table 17.3: Revenue from Appropriation by Output 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward)

Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Attorney-General and Minister for Justice

Output Group 1 - The Office of the Director of Public Prosecutions 1.1 The Office of the Director of Public Prosecutions 7 010) 6 803) 6 913) 7 275) 7 222) 7 010) 6 803) 6 913) 7 275) 7 222)

Office of the Director of Public Prosecutions Total Recurrent Services 7 010) 6 803) 6 913) 7 275) 7 222) Total Works and Services ....) ....) ....) ....) ....) 7 010) 6 803) 6 913) 7 275) 7 222)

Reserved by Law Salary, Travel and Other Allowances, Director of Public Prosecutions (Director of Public Prosecutions Act 1973) 533) 563) 581) 601) 620) 533) 563) 581) 601) 620)

Total Revenue from Appropriation 7 543) 7 366) 7 494) 7 876) 7 842)

Controlled Revenue from Appropriation 7 543) 7 366) 7 494) 7 876) 7 842) Administered Revenue from Appropriation ....) ....) ....) ....) ....) 7 543) 7 366) 7 494) 7 876) 7 842)

17.4 Office of the Director of Public Prosecutions Table 17.4: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits1 ....) 1 392) 1 392) 1 392) 1 392) Receivables 9) 10) 10) 10) 10) 9) 1 402) 1 402) 1 402) 1 402) Non-financial assets Property, plant and equipment2 ....) 100) 100) 100) 100) Intangibles2 ....) 39) 39) 39) 39) Other assets 322) 395) 361) 327) 293) 322) 534) 500) 466) 432)

Total assets 331) 1 936) 1 902) 1 868) 1 834)

Liabilities Payables 19) 65) 65) 65) 65) Employee benefits 1 471) 1 744) 1 824) 1 735) 1 815) Other liabilities 34) 11) 11) 11) 11) Total liabilities 1 524) 1 820) 1 900) 1 811) 1 891)

Net assets (liabilities) (1 193) 116) 2) 57) (57)

Equity Accumulated funds2 (1 193) 116) 2) 57) (57) Total equity (1 193) 116) 2) 57) (57)

Notes: 1. The increase in Cash and deposits in 2013-14 reflects a timing difference whereby funds previously allocated to be spent in 2012-13 have not been spent. The agency has indicated that the cash balance will decrease significantly over the forward estimates, with an anticipated purchase of a new case management system. This purchase has not been reflected in the Budget at this time, as the timing and cost of the asset purchase remains unknown. 2. The increase in Property, plant and equipment, Intangibles and Accumulated funds in 2014 reflects the closing balances of these items in the Office of the Director of Public Prosecution's 2011-12 financial statements.

Office of the Director of Public Prosecutions 17.5 Table 17.5: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts - recurrent 7 543) 7 366) 7 494) 7 876) 7 842) Sales of goods and services 700) 700) 700) 700) 700) Other cash receipts 100) 100) 100) 100) 100) Total cash inflows 8 343) 8 166) 8 294) 8 676) 8 642)

Cash outflows Employee benefits (5 747) (5 813) (5 893) (6 167) (6 108) Superannuation (634) (654) (665) (700) (689) Grants and subsidies (3) (3) (3) (3) (3) Supplies and consumables (1 269) (1 295) (1 322) (1 349) (1 375) Other cash payments (690) (401) (411) (457) (467) Total cash outflows (8 343) (8 166) (8 294) (8 676) (8 642)

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

Cash and deposits at the beginning of the reporting period ....) 1 392) 1 392) 1 392) 1 392) Cash and deposits at the end of the reporting period ....) 1 392) 1 392) 1 392) 1 392)

17.6 Office of the Director of Public Prosecutions 18 OFFICE OF THE GOVERNOR

AGENCY OUTLINE

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

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

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

• maintaining the Government House estate.

The Office is focused on achieving, or assisting to achieve, the following major Government outcomes:

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

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

• promoting community understanding of the role of the Governor;

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

• encouraging the involvement of young people in the community;

• supporting activities which promote a multi-cultural, diverse and tolerant society;

• stimulating culture and the arts;

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

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

This chapter provides financial information for the Office of the Governor for 2013-14 and the Forward Estimates period (2014-15 to 2016-17). Further information on the Office is provided at www.govhouse.tas.gov.au.

Office of the Governor 18.1 MAJOR INITIATIVES

The major initiatives for the Office of the Governor include:

• continuing support of the Governor's program of activities, with particular attention to the promotion of the State of Tasmania;

• reviewing asset management, maintenance and restoration plans for the Government House estate;

• preparing programs that bring a wide range of people to events at Government House; and

• preparing programs that promote a wide understanding of the activities and role of the Governor and the Office of the Governor.

OUTPUT INFORMATION

The individual Output of the Office of the Governor is provided under:

• Output Group 1 - The Office of the Governor.

Table 18.1 provides an Output Group Expense Summary for the Office of the Governor.

Table 18.1: Output Group Expense Summary

2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward)

Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 1 - The Office of the Governor 1.1 Support for the Governor 3 667) 3 714) 3 770) 3 840) 3 940) 3 667) 3 714) 3 770) 3 840) 3 940)

TOTAL 3 667) 3 714) 3 770) 3 840) 3 940)

18.2 Office of the Governor Output Group 1: The Office of the Governor

1.1 Support for the Governor

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

Performance Information Comments

The Office will successfully perform this Output by:

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

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

• maintaining the Government House estate to a high standard.

Office of the Governor 18.3 DETAILED BUDGET STATEMENTS

Table 18.2: Statement of Comprehensive Income 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue - recurrent 3 353) 3 400) 3 455) 3 609) 3 633) Total revenue and other income from transactions 3 353) 3 400) 3 455) 3 609) 3 633)

Expenses from transactions Employee benefits 2 461) 2 487) 2 521) 2 569) 2 646) Depreciation and amortisation 297) 297) 298) 298) 298) Supplies and consumables 878) 899) 920) 942) 965) Other expenses 31) 31) 31) 31) 31) Total expenses from transactions 3 667) 3 714) 3 770) 3 840) 3 940)

Net result from transactions (net operating balance) (314) (314) (315) (231) (307)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result (314) (314) (315) (231) (307)

Other economic flows - other non-owner changes in equity Changes in physical asset revaluation reserve 300) 300) 300) 300) 300) Total other economic flows - other non-owner changes in equity 300) 300) 300) 300) 300)

Comprehensive result (14) (14) (15) 69) (7)

18.4 Office of the Governor Table 18.3: Revenue from Appropriation by Output 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward)

Budget) Budget) Estimate) Estimate) Estimate)

$'000) $'000) $'000) $'000) $'000)

Premier

Output Group 1 - The Office of the Governor 1.1 Support for the Governor 2 827) 2 847) 2 875) 2 988) 2 978) 2 827) 2 847) 2 875) 2 988) 2 978)

Office of the Governor Total Recurrent Services 2 827) 2 847) 2 875) 2 988) 2 978) Total Works and Services ....) ....) ....) ....) ....) 2 827) 2 847) 2 875) 2 988) 2 978)

Reserved by Law Salary, His Excellency the Governor (Governor of Tasmania Act 1982) 517) 544) 570) 611) 640) Salary, The Administrator (Governor of Tasmania Act 1982, Section 5(1)) 9) 9) 10) 10) 15) 526) 553) 580) 621) 655)

Total Revenue from Appropriation 3 353) 3 400) 3 455) 3 609) 3 633)

Controlled Revenue from Appropriation 3 353) 3 400) 3 455) 3 609) 3 633) Administered Revenue from Appropriation ....) ....) ....) ....) ....) 3 353) 3 400) 3 455) 3 609) 3 633)

Office of the Governor 18.5 Table 18.4: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits1 (27) (19) (19) (19) (19) Receivables 25) 18) 18) 18) 18) (2) (1) (1) (1) (1) Non-financial assets Property, plant and equipment2 32 084) 34 559) 34 561) 34 563) 34 565) Heritage and cultural assets 3 562) 3 563) 3 563) 3 563) 3 563) Other assets 3) 3) 4) 5) 6) 35 649) 38 125) 38 128) 38 131) 38 134)

Total assets 35 647) 38 124) 38 127) 38 130) 38 133)

Liabilities Payables 65) 88) 90) 92) 94) Employee benefits3 555) 518) 534) 466) 474) Total liabilities 620) 606) 624) 558) 568)

Net assets (liabilities) 35 027) 37 518) 37 503) 37 572) 37 565)

Equity Reserves2 23 180) 25 967) 26 267) 26 567) 26 867) Accumulated Funds 11 847) 11 551) 11 236) 11 005) 10 698) Total equity 35 027) 37 518) 37 503) 37 572) 37 565)

Notes: 1. The Cash and Deposits negative balance reflects the timing of GST payments and receipts. 2. The increase in Property, Plant and Equipment and Reserves in 2013-14 reflects the revaluation of assets. 3. The decrease in Employee Benefits in 2013-14 reflects an adjustment to opening balances following the finalisation of the Office of the Governor's 2011-12 financial statements.

18.6 Office of the Governor Table 18.5: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts - recurrent 3 353) 3 400) 3 455) 3 609) 3 633) GST receipts 60) 60) 60) 60) 60) Total cash inflows 3 413) 3 460) 3 515) 3 669) 3 693)

Cash outflows Employee benefits (2 193) (2 214) (2 241) (2 359) (2 365) Superannuation (252) (257) (264) (278) (273) GST payments (60) (60) (60) (60) (60) Supplies and consumables (877) (898) (919) (941) (964) Other cash payments (31) (31) (31) (31) (31) Total cash outflows (3 413) (3 460) (3 515) (3 669) (3 693)

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

Cash and deposits at the beginning of the reporting period (27) (19) (19) (19) (19) Cash and deposits at the end of the reporting period1 (27) (19) (19) (19) (19)

Note: 1. The negative Cash at the End of the Year reflects the timing of GST payments and receipts.

Office of the Governor 18.7

19 OFFICE OF THE OMBUDSMAN

AGENCY OUTLINE

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

The Ombudsman also has a number of other responsibilities including being the Health Complaints Commissioner under the Health Complaints Act 1995, the Energy Ombudsman under the Energy Ombudsman Act 1998, and providing administrative support for the Mental Health and Prison Official Visitor Schemes.

The Ombudsman also undertakes additional responsibilities implementing the Right to Information Act 2009, Public Interest Disclosures Act 2002 and investigating complaints, as well as holding an ex officio position on the Board of the Integrity Commission under the Integrity Commission Act 2009.

This chapter provides financial information about the Outputs (goods and services) to be delivered by the Office of the Ombudsman in 2013-14 and the Forward Estimates period (2014-15 to 2016-17). Further information about the Office of the Ombudsman is provided at www.healthcomplaints.tas.gov.au, www.energyombudsman.tas.gov.au, and www.officialvisitors.tas.gov.au.

MAJOR INITIATIVES

The major initiatives for the Office of the Ombudsman include:

• continuing to work to minimise the number of cases in the Office which are older than one year;

• continuing to work at maximising the percentage of health complaints assessed within 45 and 90 days of receipt;

• developing protocols for the appropriate assessment and classification of complaints;

• developing systems and processes for the more effective and timely resolution of complaints under the Ombudsman Act 1978 and requests under the Right to Information Act 2009;

• refining and streamlining business processes, now that the document management system and case management system are implemented;

• considering new ways to raise public awareness of the services provided by the Office; and

Office of the Ombudsman 19.1 • continuing to provide high quality training in relation to the administration of the Right to Information Act 2009.

OUTPUT INFORMATION

The individual Output of the Office of the Ombudsman is provided under:

• Output Group 1 – Office of the Ombudsman.

Table 19.1 provides an Output Group Expense Summary for the Office of the Ombudsman.

Table 19.1: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward)

Budget) Budget) Estimate) Estimate) Estimate)

$'000) $'000) $'000) $'000) $'000)

Output Group 1 - The Office of the Ombudsman 1.1 Decisions on Complaints Referred to the Ombudsman and Health Complaints Commissioner and Freedom of Information 2 682) 2 806) 2 812) 2 834) 2 865) 2 682) 2 806) 2 812) 2 834) 2 865)

TOTAL 2 682) 2 806) 2 812) 2 834) 2 865)

Output Group 1: The Office of the Ombudsman

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

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

19.2 Office of the Ombudsman Table 19.2: Performance Information - Output Group 1 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure Measure Actual Actual Target Target

Enquiries Finalised - Ombudsman, Health Complaints and Energy Ombudsman1 Number 1 094 1 511 1 100 1 000 Complaints Finalised – Ombudsman, Health Complaints and Energy Ombudsman Number 1 393 1 725 1 600 1 400 Average Cost per Resolved Case – Ombudsman, Health Complaints and Energy Ombudsman2,3 $ 1 016 796 1 002 1 138 Cases Finalised per FTE4 Number 146 182 158 164 Complaints to Ombudsman, Health Complaints and Energy Ombudsman Resolved in Less Than Three Months % 82 80 75 70 Health Complaints Assessed Within Statutory Period of 45 days5 % 41 51 45 40 Health Complaints Assessed Within the Extended Statutory Period of 90 days % 99 98 95 90 Health Complaints – Early Resolution under s25A of the Health Complaints Act 19956 % ...... 10

Notes: 1. The number of 2011-12 enquiries finalised excludes 946 Arunta (Prison Telephone System) enquiries. 2. 'Case' includes both enquiries and complaints managed by the Office. 3. The expected increase in Average Cost per Resolved Case in 2013-14 reflects a decrease in the target number of cases that can be resolved (due to a reduced staff establishment). 4. Despite reduced 2013-14 targets of cases finalised, cases finalised per FTE has slightly increased due to decreases in staff numbers. 5. This period includes time waiting for responses from health providers and the Australian Health Practitioner Regulation Agency. 6. This new measure reflects an increased focus on early resolution powers.

Office of the Ombudsman 19.3 DETAILED BUDGET STATEMENTS

Table 19.3: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue – recurrent2 2 080) 2 076) 2 085) 2 164) 2 145) Other revenue from government 19) ....) ....) ....) ....) Other revenue3 523) 639) 654) 671) 671) Total revenue and other income from transactions 2 622) 2 715) 2 739) 2 835) 2 816)

Expenses from transactions Employee benefits 1 934) 2 124) 2 137) 2 162) 2 187) Depreciation and amortisation4 44) 27) 19) 10) 10) Supplies and consumables 520) 587) 575) 579) 583) Other expenses 184) 68) 81) 83) 85) Total expenses from transactions 2 682) 2 806) 2 812) 2 834) 2 865)

Net result from transactions (net operating balance) (60) (91) (73) 1) (49)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result (60) (91) (73) 1) (49)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result (60) (91) (73) 1) (49)

19.4 Office of the Ombudsman Table 19.4: Revenue from Appropriation by Output 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward)

Budget) Budget) Estimate) Estimate) Estimate)

$'000) $'000) $'000) $'000) $'000)

Attorney-General and Minister for Justice

Output Group 1 - The Office of the Ombudsman 1.1 Decisions on Complaints Referred to the Ombudsman and Health Complaints Commissioner and Freedom of Information 2 080) 2 076) 2 085) 2 164) 2 145) 2 080) 2 076) 2 085) 2 164) 2 145)

Office of the Ombudsman Total Recurrent Services 2 080) 2 076) 2 085) 2 164) 2 145) Total Works and Services ....) ....) ....) ....) ....) 2 080) 2 076) 2 085) 2 164) 2 145)

Appropriation Carried Forward 19) ....) ....) ....) ....)

Total Revenue from Appropriation 2 099) 2 076) 2 085) 2 164) 2 145)

Controlled Revenue from Appropriation 2 099) 2 076) 2 085) 2 164) 2 145) Administered Revenue from Appropriation ....) ....) ....) ....) ....) 2 099) 2 076) 2 085) 2 164) 2 145)

Office of the Ombudsman 19.5 Table 19.5: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits 201) 157) 120) 99) 77) Receivables 69) 68) 68) 68) 68) 270) 225) 188) 167) 145) Non-financial assets Inventories 7) ....) ....) ....) ....) Property, plant and equipment 67) 46) 39) 32) 25) Intangibles1 59) 18) 6) 3) ....) 133) 64) 45) 35) 25)

Total assets 403) 289) 233) 202) 170)

Liabilities Payables 36) 24) 24) 24) 24) Employee benefits 350) 431) 448) 416) 433) Other liabilities 19) 4) 4) 4) 4) Total liabilities 405) 459) 476) 444) 461)

Net assets (liabilities) (2) (170) (243) (242) (291)

Equity Accumulated funds (2) (170) (243) (242) (291) Total equity (2) (170) (243) (242) (291)

Note: 1. The decrease in Intangibles in 2014 reflects the amortisation of the case management system purchased by the Office of the Ombudsman.

19.6 Office of the Ombudsman Table 19.6: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts - recurrent 2 080) 2 076) 2 085) 2 164) 2 145) Other cash receipts 523) 639) 654) 671) 671) Total cash inflows 2 603) 2 715) 2 739) 2 835) 2 816)

Cash outflows Employee benefits (1 728) (1 897) (1 904) (1 971) (1 950) Superannuation (189) (210) (216) (223) (220) Supplies and consumables (519) (587) (575) (579) (583) Other cash payments (184) (68) (81) (83) (85) Total cash outflows (2 620) (2 762) (2 776) (2 856) (2 838)

Net cash from (used by) operating activities (17) (47) (37) (21) (22)

Net increase (decrease) in cash and cash equivalents held (17) (47) (37) (21) (22)

Cash and deposits at the beginning of the reporting period 218) 204) 157) 120) 99) Cash and deposits at the end of the reporting period 201) 157) 120) 99) 77)

Office of the Ombudsman 19.7

20 TASMANIAN AUDIT OFFICE

AGENCY OUTLINE

The Tasmanian Audit Office assists the Auditor-General to provide an independent view of the financial and operational performance of State entities. The Audit Act 2008 sets out the Auditor-General's functions, mandate and powers.

The Office's mandate is explicit in identifying its primary client as the Parliament. The Office will continue to satisfy the Parliament's requirements by engaging with the Public Accounts Committee and individual Members, and by producing relevant reports aimed at providing independent assurance to the Parliament and community on the performance and accountability of the Tasmanian Public Sector.

It is the independence of the Auditor-General and the Office, and the quality and objectivity of their work that underpins its reputation.

The Office satisfies the mandate by:

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

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

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

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

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

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

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

• managing its own activities efficiently and effectively.

The results of all audits conducted by the Auditor-General are reported to Parliament for its consideration.

This chapter provides financial information about the Outputs to be delivered by the Office during 2013-14 and over the Forward Estimates period (2014-15 to 2016-17). Further information about the Office is provided at www.audit.tas.gov.au.

Tasmanian Audit Office 20.1 MAJOR INITIATIVES

The major initiatives for the Tasmanian Audit Office include:

• undertaking additional functions around the State Service Act 2000 as follows:

− conducting an annual review or audit of the State Service Employer report prepared under the provisions of the State Service Act 2000;

− investigations referred by the Employer under the State Service Act 2000 which the Auditor-General agrees to conduct; and

− own-motion investigations, audits or reviews initiated by the Auditor-General;

• successfully transitioning some back office corporate functions to another agency for improved efficiencies;

• ongoing implementation of the Office's strategic plan 2012-2015;

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

• continuous improvement to financial audit processes and engagement with State entities to ensure financial statements, and audit reports thereon, are issued in a timely manner and in accordance with the requirements of the Audit Act 2008;

• ongoing development of a forward program of performance and compliance audits for inclusion in annual plans of work;

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

• continuing to establish systems facilitating measurement of the Office's carbon emissions and then taking action to reduce the Office's impact.

20.2 Tasmanian Audit Office OUTPUT INFORMATION

The individual Output of the Tasmanian Audit Office is provided under:

• Output Group 1 – Public Sector Management and Accountability.

Table 20.1 provides an Output Group Expense Summary for the Tasmanian Audit Office.

Table 20.1: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Output Group 1 - Public Sector Management and Accountability 1.1 Public Sector Management and Accountability 7 415) 7 449) 7 632) 8 001) 8 104)

TOTAL 7 415) 7 449) 7 632) 8 001) 8 104)

Output Group 1: Public Sector Management and Accountability

1.1 Public Sector Management and Accountability

This Output Group enables the Office to fulfil its Outcome Statement of ensuring that it provides independent assurance to the Parliament and community on the performance and accountability of the Tasmanian Public Sector. The Outputs the Office must deliver to enable achievement of this outcome are:

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

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

Tasmanian Audit Office 20.3 Table 20.2 provides details of the performance measures to be applied in assessing the Office's effectiveness in achieving these outcomes. During 2011-12, the Office developed a new four-year strategic plan and, as part of this process, the Office's performance measures were reviewed. The review did not result in any changes to the Office's key performance measures.

Table 20.2: Performance Information - Output Group 1 Unit of 2010-11) 2011-12) 2012-13) 2013-14 Performance Measure Measure Actual) Actual) Target) Target

Audit Assurance All financial audit opinions to be issued within 45 days of receipt of final signed financial statements1 % 98) 96) 100) 100 Client General Satisfaction Index2 % 75) nm) 70) nm

Parliamentary Reports and Services Parliamentarian General Satisfaction Index2,3 % 83) nm) 75) nm Number of Performance Audit Reports tabled Number 10) 7) 7) 7 Number of Statutory Reports on Outcomes of Financial Audits4 Number 1) 1) 1) 1 Performance and compliance audits are completed on Average average within eight months5 months nm) 12.9) 8.0) 8.0 Recommendations agreed and acted upon from performance audits % 74) 82) 70) 70

Office-wide Efficiency Indicators6 Total audit costs per $'000 of public sector transactions $ 0.42) 0.41) 0.40) 0.40 Total audit costs per $'000 of public sector assets $ 0.20) 0.20) 0.20) 0.20 Percentage of total (whole of office) paid hours charged to audit activities % 50) 56) 55) 55

nm = not measured

Notes: 1. In 2011-12, 96 per cent of financial audits were completed within 45 days of receipt of financial statements from State entities. The 2011-12 financial year was the first financial reporting cycle when every State entity was required to meet the Audit Act's earlier financial reporting timeframe. In that circumstance, the 96 per cent achievement was a most satisfactory outcome. 2. The Satisfaction Indexes are calculated when the biennial Parliamentarian and Client Surveys are conducted. 3. The 2012-13 Target represents the Australasian benchmark as used by Audit Offices in other jurisdictions. 4. From 2010-11, the Office has produced one report which will comprise five or six volumes. 5. This measure previously reported the percentage of performance audits completed within eight months. The completion of performance and compliance audits on average within eight months target was not achieved in 2011-12 predominantly because of the audit on the financial and economic performance of Forestry Tasmania which commenced in April 2008 with the report finalised in July 2011. The audit proved more difficult than initially anticipated and because of ongoing changes with Forestry Tasmania's finances. Removing the effects of this audit results in an average completion period of 10 months. 6. The Office-wide Efficiency Indicators are included in the Office's performance information for the first time.

20.4 Tasmanian Audit Office DETAILED BUDGET STATEMENTS

Table 20.3: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Appropriation revenue - recurrent 2 614) 2 305) 2 329) 2 441) 2 401) Sales of goods and services 4 805) 4 904) 5 169) 5 428) 5 538) Other revenue2 ....) 185) 185) 185) 185) Total revenue and other income from transactions 7 419) 7 394) 7 683) 8 054) 8 124)

Expenses from transactions Employee benefits 4 912) 5 040) 5 233) 5 519) 5 612) Depreciation and amortisation3 145) 94) 53) 55) 55) Supplies and consumables2 2 078) 2 282) 2 321) 2 401) 2 411) Other expenses 280) 33) 25) 26) 26) Total expenses from transactions 7 415) 7 449) 7 632) 8 001) 8 104)

Net result from transactions (net operating balance) 4) (55) 51) 53) 20)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result 4) (55) 51) 53) 20)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result 4) (55) 51) 53) 20)

Tasmanian Audit Office 20.5 Table 20.4: Revenue from Appropriation by Output 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Treasurer

Output Group 1 - Public Sector Management and Accountability 1.1 Public Sector Management and Accountability1 2 102) 1 778) 1 785) 1 873) 1 842) 2 102) 1 778) 1 785) 1 873) 1 842)

Tasmanian Audit Office Total Recurrent Services 2 102) 1 778) 1 785) 1 873) 1 842) Total Works and Services ....) ....) ....) ....) ....) 2 102) 1 778) 1 785) 1 873) 1 842)

Reserved by Law Salary and Travelling Allowance, Auditor General (Audit Act 2008)1 512) 527) 544) 568) 559) 512) 527) 544) 568) 559)

Total Revenue from Appropriation 2 614) 2 305) 2 329) 2 441) 2 401)

Controlled Revenue from Appropriation 2 614) 2 305) 2 329) 2 441) 2 401) Administered Revenue from Appropriation ....) ....) ....) ....) ....) 2 614) 2 305) 2 329) 2 441) 2 401)

Note: 1. The increase in Appropriation for the Public Sector Management and Accountability Output and Reserved by Law Appropriation in 2015-16 reflects the payment of the 27th pay which occurs every 11 or 12 years.

20.6 Tasmanian Audit Office Table 20.5: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits 943) 852) 894) 841) 772) Receivables 368) 307) 277) 267) 262) Other financial assets 372) 365) 345) 335) 330) 1 683) 1 524) 1 516) 1 443) 1 364) Non-financial assets Property, plant and equipment1 132) 492) 520) 546) 572) Intangibles2 258) ....) ....) ....) ....) Other assets 58) 35) 35) 35) 35) 448) 527) 555) 581) 607)

Total assets 2 131) 2 051) 2 071) 2 024) 1 971)

Liabilities Payables3 275) 129) 106) 83) 60) Employee benefits 1 115) 1 052) 1 044) 967) 917) Other liabilities 256) 237) 237) 237) 237) Total liabilities 1 646) 1 418) 1 387) 1 287) 1 214)

Net assets (liabilities) 485) 633) 684) 737) 757)

Equity Accumulated funds (683) (535) (484) (431) (411) Other Equity 1 168) 1 168) 1 168) 1 168) 1 168) Total equity 485) 633) 684) 737) 757)

Notes: 1. The increase in Property, plant and equipment in 2014 is primarily due to the capitalisation of IT hardware during 2012-13 and a reclassification of Intangibles. 2. The decrease in Intangibles in 2014 reflects a reclassification to Property, plant and equipment. 3. The decrease in Payables in 2014 reflects a more accurate estimate of the average payables liability for the Office at year end.

Tasmanian Audit Office 20.7 Table 20.6: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Appropriation receipts – recurrent 2 614) 2 305) 2 329) 2 441) 2 401) Sales of goods and services 4 805) 4 964) 5 219) 5 448) 5 548) GST receipts 637) 766) 637) 637) 637) Other cash receipts1 ....) 185) 185) 185) 185) Total cash inflows 8 056) 8 220) 8 370) 8 711) 8 771)

Cash outflows Employee benefits (4 387) (4 597) (4 752) (5 028) (5 036) Superannuation (453) (473) (489) (568) (626) GST payments (637) (766) (637) (637) (637) Supplies and consumables1 (2 101) (2 305) (2 344) (2 424) (2 434) Other cash payments (280) (33) (25) (26) (26) Total cash outflows (7 858) (8 174) (8 247) (8 683) (8 759)

Net cash from (used by) operating activities 198) 46) 123) 28) 12)

Cash flows from investing activities Payments for acquisition of non-financial assets (81) (81) (81) (81) (81) Net cash from (used by) investing activities (81) (81) (81) (81) (81)

Net increase (decrease) in cash and cash equivalents held 117) (35) 42) (53) (69)

Cash and deposits at the beginning of the reporting period 826) 887) 852) 894) 841) Cash and deposits at the end of the reporting period 943) 852) 894) 841) 772)

Note: 1. The increase in Other cash receipts and Supplies and consumables in 2013-14 reflects additional responsibilities transferred to the Auditor-General to undertake an annual audit or review of the State Service Employer Report and to undertake any other special investigation(s) annually.

20.8 Tasmanian Audit Office PART 3: TASMANIAN HEALTH ORGANISATIONS

21 TASMANIAN HEALTH ORGANISATION – NORTH

AUTHORITY OUTLINE

The Tasmanian Health Organisation – North (THO – North) is a statutory authority, governed by the Tasmanian Health Organisations Act 2011, which commenced operation on 1 July 2012. Three THOs were established in Tasmania, each organisation being responsible for delivering integrated services that maintain and improve the health and wellbeing of Tasmanians. The functions of the THO - North include:

• improving, promoting, protecting and maintaining the health of Tasmanians as required by its service agreement;

• managing public hospitals, health institutions, health services and health support services;

• achieving and maintaining standards of patient care and delivery of services;

• providing training and education relevant to the provision of health services;

• undertaking research and development relevant to the provision of health services; and

• collecting and providing health data for reporting and research purposes.

Funding for the THO – North is provided by both the State and Australian Governments. From 1 July 2012, all Australian Government and State Activity Based Funding flowed through the National Health Funding Pool, overseen by an independent statutory office holder known as the Administrator. Block funded activities are paid to THOs via a state managed fund.

This chapter provides financial information for 2013-14 and over the Forward Estimates period (2014-15 to 2016-17) for the THO – North. Further information about the Tasmanian Health Organisations is provided at www.dhhs.tas.gov.au.

Tasmanian Health Organisation – North 21.1 OUTPUT INFORMATION

Outputs of THO – North are provided under:

• Output Group 1 - Tasmanian Health Organisation - North

Table 21.1 provides an Output Group Expense Summary for THO – North.

Table 21.1: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Minister for Health

Output Group 1 - Tasmanian Health Organisation - North 1.1 Admitted Services2,3 233 468) 208 863) 206 243) 220 778) 221 688) 1.2 Non-admitted Services2 23 344) 48 082) 50 623) 52 158) 53 232) 1.3 Emergency Department Services2 17 753) 35 516) 36 467) 37 581) 38 156) 1.4 Community and Aged Care Services2 54 348) 59 686) 62 026) 62 991) 62 124) 1.5 Statewide and Mental Health Services4 ....) 13 564) 13 639) 13 894) 14 157)

TOTAL 328 913) 365 711) 368 998) 387 402) 389 357)

21.2 Tasmanian Health Organisation – North Output Group 1: Tasmanian Health Organisation - North

1.1 Admitted Services

This Output provides admitted acute, sub-acute and non-acute inpatient services (elective and non-elective) provided by Tasmania's major public hospitals either admitted to a ward or in an out-of-hospital setting. It excludes designated mental health wards in major public hospitals.

1.2 Non-admitted Services

This Output provides non-admitted services, including ambulatory acute and sub-acute services provided by Tasmania's major public hospitals either on site or in an out-of-hospital setting.

1.3 Emergency Department Services

This Output provides services relating to emergency presentations at Tasmania's major public hospital emergency departments.

1.4. Community and Aged Care Services

This Output comprises rural hospitals, residential aged care, and community health based services including:

• rehabilitation, allied health assessments and case management; and

• community nursing, continence, orthotics and prosthetics services, and equipment schemes.

In addition, community palliative care services provide interdisciplinary care, support and counselling to people living with life limiting illnesses and their families. These services are provided in a community health centre or home based environment.

1.5 Statewide and Mental Health Services

This Output provides services to clients and their families to treat, support and manage mental health disorders. The service also provides:

• crisis assessment and treatment, intensive support, community care and rehabilitation services;

• Correctional Primary Health, which provides primary health care services to correctional facilities;

• Forensic Mental Health services, which provides care and treatment for people with mental illnesses who have come into contact with the criminal justice system; and

• Alcohol and Drug Services, which provides a range of specialist alcohol and other drug interventions and treatments at both the individual and population levels.

Tasmanian Health Organisation – North 21.3 Table 21.2: Performance Information – THO – North1 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure2 measure Actual Actual Target Target

Admitted Services Admitted patients – weighted separations3 Number na na 33 805 34 106 Elective surgery patients seen on time4 Category 1 (admitted within 30 days) % na na 88.0 92.0 Category 2 (admitted within 90 days) % na na 71.5 76.0 Category 3 (admitted within 365 days) % na na 83.5 86.0 Elective surgery patients – average overdue wait time for those waiting beyond recommended time4 Category 1 Days na na 35 0 Category 2 Days na na 250 214 Category 3 Days na na 308 264 Elective surgery admissions5 Number na na 5 432 4 424 Hand hygiene compliance6 % na na 70.0 70.0 Healthcare associated staphylococcus aureus (including MRSA) bacteraemia (rate per 10 000 bed days)7 Rate na na 2.0 2.0 Healthcare associated clostridium difficile infection (rate per 10 000 bed days)8 Rate na na 4.0 4.0 Cost per weighted separation9 $ na na 5 421 4 970

Non-admitted Services Outpatient attendances10 Number na na 122 685 143 930

Emergency Department Services Department of Emergency Medicine presentations11 Number na na 44 892 45 204 Emergency Department (ED) patients who are admitted, referred for treatment or discharged within four hours12 % na na 75.0 78.0 Percentage of all ED patients seen within the recommended triage time13 % na na 80.0 80.0

Community and Aged Care Rural hospitals – separations14 Number na na 2 660 2 660 Rural hospitals – occupancy rate14 % na na 67.0 67.0 Community nursing – occasions of service14 Number na na 61 000 61 000 Residential aged care – occupancy rate14 % na na 92.0 92.0 Aged Care Assessment Program – completed assessments Number na na 1 560 1 500

21.4 Tasmanian Health Organisation – North Table 21.2: Performance Information – THO – North1 (continued) Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure2 measure Actual Actual Target Target Mental Health Services15 Inpatient separations Number na na na 492 Community and Residential – active clients Number na na na 800 28-day readmission rate % na na na 14 Proportion of persons with a mental illness whose needs are met by the Tasmanian Mental Health Service % na na na 22 Average length of acute inpatient stay Days na na na 11

Notes: 1. THO – North commenced on 1 July 2012. Therefore, no performance information is presented for 2010-11 and 2011-12. Comparative performance information for these years was presented for all hospitals in Budget Paper No 2, Government Services in previous years. 2. As the 2013-14 Service Agreement between the Minister for Health and the THO Governing Council is not finalised, the final performance measures and targets included in the 2013-14 Service Agreement may differ from the information presented in this table. 3. The 2013-14 target is based on 2012-13 year to date activity estimates provided by THO North in March 2013. The 2013-14 target allows for continued levels of present services but does not allow for additional service expansion or reduction. This estimate pre-empts finalisation of 2013-14 Service Agreement negotiations. The final target that is agreed for inclusion in the 2013-14 Service Agreement may therefore differ from the information presented in this table. 4. The 2013-14 targets reflect the state-wide National Elective Surgery Target (NEST) as established in the NPA on Improving Public Hospital Services to which Tasmania is a signatory. The targets in the NPA are established on a calendar year basis. The targets above are 2013 calendar year targets. 5. The 2012-13 target represents the THO – North contribution towards the 2010 calendar year baseline target as established on a state-wide basis in the NPA on Improving Public Hospital Services to which Tasmania is a signatory. The 2010 calendar year baseline target of 5 432 admissions is substantially higher than actual admissions predicted in 2012-13 (4 424 admissions). The 2013-14 target assumes that the predicted 2012-13 level will be repeated in 2013-14. This estimate pre-empts finalisation of 2013-14 Service Agreement negotiations. The final target that is agreed for inclusion in the 2013-14 Service Agreement may therefore differ from the information presented in this table. 6. The 2013-14 target represents the interim national benchmark as recommended by the Australian Commission on Safety and Quality in Healthcare for reporting on the MyHospitals website. 7. The 2013-14 target represents the national benchmark as agreed by the Council of Australian Governments in the National Healthcare Agreement. 8. The 2013-14 target is a Tasmanian benchmark recommended by the DHHS Tasmanian Infection Prevention and Control Unit. There is no national benchmark. 9. The 2013-14 cost per weighted separation target is based upon final Round 16 National Health Cost Data Collection (NHCDC) data. Round 16 is the most recently completed NHCDC study and reflects the average weighted cost per separation for the 2011-12 financial year. The number published should therefore not be interpreted as a target for 2013-14 which will not be known until 2013-14 Service Agreement negotiations are finalised. Comparisons between years, and between THOs, are difficult due to changes in costing methodology and different costing practices at a THO level. 10. The 2013-14 target is based upon 2011-12 actual activity provided by the THO in March 2013 and assumes three per cent growth for both 2012-13 and 2013-14. The reason for the differing approach to outpatient activity is that outpatient activity is recorded in a variety of systems. This estimate pre-empts finalisation of 2013-14 Service Agreement negotiations. The final target that is agreed for inclusion in the 2013-14 Service Agreement may therefore differ from the information presented in this table. 11. The 2013-14 target is based upon 2012-13 year to date activity estimates provided by the THO in March 2013. The 2013-14 target allows for continued levels of present services but does not allow for additional service expansion or reduction. This estimate pre-empts finalisation of 2013-14 Service Agreement negotiations. The final target that is agreed for inclusion in the 2013-14 Service Agreement may therefore differ from the information presented in this table. 12. The 2013-14 target reflects the state-wide National Emergency Access Target (NEAT) as established in the NPA on Improving Public Hospital Services to which Tasmania is a signatory. The target in the NPA is established on a calendar year basis. The target is the 2013 calendar year target.

Tasmanian Health Organisation – North 21.5 13. The Australasian Triage Scale is designed for use in hospital based emergency services throughout Australia and New Zealand. It is a scale for rating clinical urgency. The target threshold represents an aggregated percentage of patients assigned triage codes 1 through 5 who commence medical assessment and treatment within the relevant waiting time from their time of arrival. The target reflects the benchmark set by the NPA on Hospital and Health Workforce Reform to which Tasmania is a signatory. 14. Rural hospitals separations, occupancy rates and residential aged care occupancy targets reflect levels that have remained static over a number of years. 15. Mental Health Services will be delivered under the THO structure from 1 July 2013. This is the first time performance measures are presented at a THO (rather than state-wide) level. Comparative information at a THO level is therefore not presented. At a state-wide level, performance measures for previous years are presented in Budget Paper No 2, Government Services Chapter 5 Department of Health and Human Services.

Performance Information Comments

On 24 November 2011, the Tasmanian Health Organisations Act 2011 was passed by Parliament, providing the mechanism to establish THOs in Tasmania. Sections 44 and 45 of the Act set out the provisions for Service Agreements, the key mechanism of accountability between the Minister for Health and THOs. Service Agreements facilitate financial viability and access to services and set safety and quality standards for services.

Service Agreements include a schedule of contracted volumes of services to be provided by the THO and associated activity-based funding, a list of services for which block funding is provided, service quality standards, targets and measures and requirements for the THO to report on its performance. The THO is responsible for determining how it will deliver the requirements of the Service Agreement within the funding limit.

The targets presented in the Budget Papers are preliminary, pending the outcome of negotiations between the Department of Health and Human Services and THO Governing Councils. Once finalised, targets will represent the key service volumes and standards for inclusion in the 2013-14 Service Agreements.

Progress towards the targets will be monitored by the Department of Health and Human Services throughout 2013-14.

21.6 Tasmanian Health Organisation – North DETAILED BUDGET STATEMENTS

Table 21.3: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Grants2 289 951) 299 495) 300 127) 313 710) 317 080) Sales of goods and services 26 075) 29 839) 32 210) 35 913) 35 960) Interest 170) ....) ....) ....) ....) Other revenue3 5 608) 24 485) 24 627) 24 799) 24 059) Total revenue and other income from transactions 321 804) 353 819) 356 964) 374 422) 377 099)

Expenses from transactions Employee benefits4 217 879) 252 759) 246 799) 254 635) 255 460) Depreciation and amortisation 8 293) 10 335) 10 422) 10 453) 10 483) Supplies and consumables4 87 269) 98 996) 108 145) 118 658) 119 984) Grants and subsidies 1 805) 542) 552) 560) 300) Other expenses 13 667) 3 079) 3 080) 3 096) 3 130) Total expenses from transactions 328 913) 365 711) 368 998) 387 402) 389 357)

Net result from transactions (net operating balance) (7 109) (11 892) (12 034) (12 980) (12 258)

Other economic flows included in net result Net gain/(loss) on non-financial assets 4) 3) 3) 3) 3) Total other economic flows included in net result 4) 3) 3) 3) 3)

Net result (7 105) (11 889) (12 031) (12 977) (12 255)

Other economic flows - other non-owner changes in equity Changes in physical asset revaluation reserve 40 622) 12 135) 12 308) 12 425) 12 543) Other movements taken directly to equity5 166 930) ....) ....) ....) ....) Total other economic flows - other non-owner changes in equity 207 552) 12 135) 12 308) 12 425) 12 543)

Comprehensive result 200 447) 246) 277) (552) 288)

Tasmanian Health Organisation – North 21.7 2. The increase in Grants primarily reflects the impact of the transfer of Statewide and Mental Health Services from the Department of Health and Human Services to THO – North and is partially offset by the reclassification of Commonwealth Own Purpose Expenditure funding to Other revenue. 3. The increase in Other revenue primarily reflects the reclassification of Commonwealth Own Purpose Expenditure funding from Grants. 4. The increase in Employee benefits and Supplies and consumables primarily reflects the impact of the transfer of Statewide and Mental Health Services from the Department of Health and Human Services to THO – North. 5. The Other movements taken directly to equity reflects the transfer of opening balances from the Department of Health and Human Services to THO – North.

21.8 Tasmanian Health Organisation – North Table 21.4: Sources of Revenue 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Sources of Revenue Revenue from the Tasmanian Government Activity Based Funding 96 549) 100 645) 100 964) 103 573) 106 115) Block Funding 74 324) 80 555) 81 412) 83 677) 85 568) 170 873) 181 200) 182 376) 187 250 191 683)

Revenue from the Australian Government Activity Based Funding 79 944) 83 795) 91 247) 98 855) 99 711) Block Funding 18 094) 22 161) 24 132) 25 529) 25 686) National Partnership Funding 10 047) 12 339) 2 372) 2 076) ....) Commonwealth Own Purpose Expenditure 10 993) 19 047) 19 160) 19 233) 18 492) 119 078) 137 342) 136 911) 145 693) 143 889) ) ) Other Revenue 31 853) 35 277) 37 677) 41 479) 41 527) ) TOTAL 321 804) 353 819) 356 964) 374 422) 377 099)

National Health Reform Agreement

The National Health Reform Agreement (NHRA) sets out the financial arrangements for the THOs. Under the NHRA, Commonwealth National Health Reform funding replaced the National Healthcare Specific Purpose Payment (SPP) from 1 July 2012. Funding is provided on the basis of activity through Activity Based Funding (ABF) wherever practicable. Funding for smaller regional or rural hospitals is provided on a block funding basis. Funds for teaching, training and research are also provided on a block funding basis. Pricing under the NHRA is determined by the Independent Hospitals Pricing Authority (IHPA).

Revenue from the Tasmanian Government

Activity Based Funding (ABF) and Block Funding

The THO Service Agreement includes a negotiated price and activity level for each activity. This price may differ to the efficient price determined by the IHPA. The State based component of ABF is determined as the difference between this price and the Australian Government's contribution towards the price.

Revenue from the Australian Government

Activity Based Funding and Block Funding

Under the NHRA, funding from the Australian Government is notionally split between Activity Based Funding and Block Funding. In 2012-13 and 2013-14 funding, in aggregate across the THOs and DHHS, is

Tasmanian Health Organisation – North 21.9 equivalent to the Health SPP. From 1 July 2014, the Australian Government will provide growth funding equivalent to 45 per cent of the growth in the efficient price and the increase in activity, increasing to 50 per cent from 1 July 2017. The IHPA will determine the efficient price of activities.

Under the NHRA, from 1 July 2014, the Australian Government will provide growth funding equivalent to 45 per cent of the growth in the efficient price of block grants, increasing to 50 per cent from 1 July 2017. The IHPA will determine the efficient cost of block grants.

National Partnership Funding

National Partnerships Agreements (NPAs) are time limited agreements to support the delivery of specific outcomes or projects. The decrease in NPA funding over the Budget and Forward Estimates period reflects the expiry of agreements. NPAs in 2013-14 include:

• Financial Assistance for Long Stay Older Patients ($942 000);

• Improving Public Hospital Services - Four Hour National Access Target ($1.3 million);

• Improving Public Hospital Services - Elective Surgery ($1.6 million);

• Hospitals and Health Workforce Reform – Sub-Acute Care ($5.8 million); and

• Improving Health Services – Elective Surgery ($2.8 million).

Commonwealth Own Purpose Expenditure (COPEs)

Commonwealth Own Purpose Expenditure (COPE) payments are paid from the responsible Australian Government agency to the relevant THO via the Department of Health and Human Services. Australian Government COPEs in 2013-14 include:

• Highly Specialised Drugs ($7.0 million);

• Home and Community Care ($4.9 million);

• Multipurpose Centre ($2.2 million);

• Medicare ($1.6 million);

• Transitional Care Program ($1.3 million);

• Aged Care Assessment Program ($590 000);

• Community Aged Care Packages ($545 000);

• Rural Primary Health Services Program ($375 000);

• Extended Aged Care at Home ($342 000); and

• National Respite for Carers Program ($172 000).

21.10 Tasmanian Health Organisation – North Table 21.5: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits1 7 745) 13 848) 13 848) 13 848) 13 848) Receivables1 852) 4 708) 4 838) 4 971) 5 107) Other financial assets 237) 325) 334) 343) 352) 8 834) 18 881) 19 020) 19 162) 19 307) Non-financial assets Inventories1 804) 3 589) 3 687) 3 789) 3 893) Property, plant and equipment2 236 128) 245 709) 248 089) 250 577) 253 153) Intangibles 760) 321) 251) 180) 110) Other assets1 662) 2 360) 2 425) 2 491) 2 560) 238 354) 251 979) 254 452) 257 037) 259 716)

Total assets 247 188) 270 860) 273 472) 276 199) 279 023)

Liabilities Payables 3 631) 4 344) 4 463) 4 586) 4 712) Employee benefits1 40 213) 50 220) 52 436) 55 592) 58 002) Other liabilities3 2 897) 945) 945) 945) 945) Total liabilities 46 741) 55 509) 57 844) 61 123) 63 659)

Net assets (liabilities) 200 447) 215 351) 215 628) 215 076) 215 364)

Equity Contributed capital 166 930) 210 414) 210 414) 210 414) 210 414) Reserves3 40 622) 24 747) 37 055) 49 480) 62 023) Accumulated funds4 (7 105) (19 810) (31 841) (44 818) (57 073) Total equity 200 447) 215 351) 215 628) 215 076) 215 364)

Notes: 1. The increase in Cash and deposits, Receivables, Inventories, Other assets and Employee benefits reflects a higher than anticipated opening balance in 2013, upon the commencement of THO – North. 2. The increase in Property plant and equipment reflects revaluation of assets and does not include major investment in infrastructure. Infrastructure investment relating to THO – North is undertaken by the Department of Health and Human Services and will be transferred to the THO – North upon completion. 3. The decrease in Other liabilities and Reserves reflects a lower than anticipated opening balance in 2013, upon the commencement of THO – North. 4. The decrease in Accumulated funds reflects the above changes.

Tasmanian Health Organisation – North 21.11 Table 21.6: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Grants1 289 951) 299 495) 300 127) 313 710) 317 080) Sales of goods and services 26 051) 29 724) 32 089) 35 788) 35 832) Interest received 170) ....) ....) ....) ....) Other cash receipts2 5 608) 24 464) 24 606) 24 780) 24 039) Total cash inflows 321 780) 353 683) 356 822) 374 278) 376 951)

Cash outflows Employee benefits3 (201 223) (223 171) (216 815) (221 906) (222 321) Superannuation3 (17 409) (27 453) (27 768) (29 573) (30 729) Grants and subsidies (1 805) (542) (552) (560) (300) Supplies and consumables3 (87 319) (99 040) (108 190) (118 703) (120 032) Other cash payments (13 567) (3 079) (3 079) (3 096) (3 129) Total cash outflows (321 323) (353 285) (356 404) (373 838) (376 511)

Net cash from (used by) operating activities 457) 398) 418) 440) 440)

Cash flows from investing activities Payments for acquisition of non-financial assets (781) (401) (421) (443) (443) Proceeds from the disposal of non-financial assets 4) 3) 3) 3) 3) Equity injections and cashflows from restructuring4 8 065) ....) ....) ....) ....) Net cash from (used by) investing activities 7 288) (398) (418) (440) (440)

Net increase (decrease) in cash and cash equivalents held 7 745) ....) ....) ....) ....)

Cash and deposits at the beginning of the reporting period ....) 13 848) 13 848) 13 848) 13 848) Cash and deposits at the end of the reporting period 7 745) 13 848) 13 848) 13 848) 13 848)

Notes: 1. The increase in Grants primarily reflects the impact of the transfer of Statewide and Mental Health Services from the Department of Health and Human Services to THO – North, partially offset by the reclassification of Commonwealth Own Purpose Expenditure funding to Other cash receipts. 2. The increase in Other cash receipts primarily reflects the reclassification of Commonwealth Own Purpose Expenditure funding from Grants. 3. The increase in Employee benefits, Superannuation and Supplies and consumables primarily reflects the impact of the transfer of Statewide and Mental Health Services from the Department of Health and Human Services to THO- North. 4. The Equity injections and cashflows from restructuring reflects the transfer of cash from the Department of Health and Human Services to the THO – North on creation at 1 July 2012.

21.12 Tasmanian Health Organisation – North 22 TASMANIAN HEALTH ORGANISATION – NORTH WEST

AUTHORITY OUTLINE

The Tasmanian Health Organisation – North West (THO – North West) is a statutory authority, governed by the Tasmanian Health Organisations Act 2011 which commenced operation on 1 July 2012. Three THOs were established in Tasmania, with each organisation being responsible for delivering integrated services that maintain and improve the health and wellbeing of Tasmanians. The functions of THO – North West include:

• improving, promoting, protecting and maintaining the health of Tasmanians as required by its Service Agreement;

• managing public hospitals, health institutions, health services and health support services;

• achieving and maintaining standards of patient care and delivery of services;

• providing training and education relevant to the provision of health services;

• undertaking research and development relevant to the provision of health services; and

• collecting and providing health data for reporting and research purposes.

Funding for THO-North West is provided by both the State and Australian Governments. From 1 July 2012, all Australian Government and State Activity Based Funding flowed through the National Health Funding Pool, overseen by an independent statutory office holder known as the Administrator. Block funded activities are paid to THOs via a state managed fund.

This chapter provides financial information for 2013-14 and over the Forward Estimates period (2014-15 to 2016-17) for THO – North West. Further information about the Tasmanian Health Organisations is provided at www.dhhs.tas.gov.au.

Tasmanian Health Organisation – North West 22.1 OUTPUT INFORMATION

Outputs of THO – North West are provided under:

• Output Group 1 – Tasmanian Health Organisation – North West.

Table 22.1 provides an Output Group Expense Summary for THO – North West.

Table 22.1: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward)

Budget) Budget) Estimate) Estimate) Estimate)

$'000) $'000) $'000) $'000) $'000)

Minister for Health

Output Group 1 - Tasmanian Health Organisation - North-West 1.1 Admitted Services2 161 827) 132 932) 135 697) 140 898) 137 075) 1.2 Non-admitted Services2 9 099) 27 778) 28 182) 28 776) 28 977) 1.3 Emergency Department Services2 12 241) 28 133) 28 876) 29 064) 28 999) 1.4 Community and Aged Care Services 33 744) 33 478) 34 028) 34 546) 35 007) 1.5 Statewide and Mental Health Services3 ....) 13 713) 13 834) 14 087) 14 431)

TOTAL 216 911) 236 034) 240 617) 247 371) 244 489)

22.2 Tasmanian Health Organisation – North West Output Group 1: Tasmanian Health Organisation - North West

1.1 Admitted Services

1.2 Non-admitted Services

This Output provides non-admitted services, including ambulatory acute and sub-acute services provided by Tasmania's major public hospitals either on site or in an out-of-hospital setting.

1.3 Emergency Department Services

This Output provides services relating to emergency presentations at Tasmania's major public hospital emergency departments.

1.4. Community and Aged Care Services

This Output comprises rural hospitals, residential aged care, and community health based services including:

• rehabilitation, allied health assessments and case management; and

• community nursing, continence, orthotics and prosthetics services, and equipment schemes.

1.5 Statewide and Mental Health Services

This Output provides services to clients and their families to treat, support and manage mental health disorders. The service also provides:

• crisis assessment and treatment, intensive support, community care and rehabilitation services;

• Correctional Primary Health, which provides primary health care services to correctional facilities;

• Forensic Mental Health services, which provides care and treatment for people with mental illnesses who have come into contact with the criminal justice system; and

• Alcohol and Drug Services, which provides a range of specialist alcohol and other drug interventions and treatments at both the individual and population levels.

Tasmanian Health Organisation – North West 22.3 Table 22.2: Performance Information – THO – North West1 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure2 measure Actual Actual Target Target

Admitted Services Admitted patients – weighted separations3 Number na na 18 389 19 147 Elective surgery patients seen on time4 Category 1 (admitted within 30 days) % na na 88.0 92.0 Category 2 (admitted within 90 days) % na na 71.5 76.0 Category 3 (admitted within 365 days) % na na 83.5 86.0 Elective surgery patients – average overdue wait time for those waiting beyond recommended time4 Category 1 Days na na 35 0 Category 2 Days na na 250 214 Category 3 Days na na 308 264 Elective surgery admissions5 Number na na 4 061 3 583 Hand hygiene compliance6 % na na 70.0 70.0 Healthcare associated staphylococcus aureus (including MRSA) bacteraemia (rate per 10 000 bed days)7 Rate na na 2.0 2.0 Healthcare associated clostridium difficile infection (rate per 10 000 bed days)8 Rate na na 4.0 4.0 Cost per weighted separation9 $ na na 6 325 6 645

Non-admitted Services Outpatient attendances10 Number na na 126 191 126 000

Emergency Department Services Department of Emergency Medicine presentations11 Number na na 52 317 53 893 Emergency Department (ED) patients who are admitted, referred for treatment or discharged within four hours12 % na na 75.0 78.0 Percentage of all ED patients seen within the recommended triage time13 % na na 80.0 80.0

Community and Aged Care Rural hospitals – separations14 Number na na 1 120 1 120 Rural hospitals – occupancy rate14 % na na 67.0 67.0 Community nursing – occasions of service14 Number na na 57 800 57 800 Residential aged care – occupancy rate14 % na na 92.0 92.0 Aged Care Assessment Program – completed assessments Number na na 1 040 1 070

22.4 Tasmanian Health Organisation – North West Table 22.2: Performance Information – THO – North West1 (continued) Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure2 measure Actual Actual Target Target

Mental Health Services15 Community and Residential – active clients Number na na na 900 Inpatient separations Number na na na 379 28-day readmission rate % na na na 14 Proportion of persons with a mental illness whose needs are met by the Tasmanian Mental Health Service % na na na 29 Average length of acute inpatient stay Days na na na 11

Notes: 1. THO – North West commenced on 1 July 2012. Therefore, no performance information is presented for 2010-11 and 2011-12. Comparative performance information for these years was presented for all hospitals in Budget Paper No 2, Government Services in previous years. 2. As the 2013-14 Service Agreement between the Minister for Health and the THO Governing Council is not finalised, the final performance measures and targets included in the 2013-14 Service Agreement may differ from the information presented in this table. 3. The 2013-14 target reflects the THO's preliminary estimate of four per cent growth on the 2012-13 target. This estimate pre-empts finalisation of 2013-14 Service Agreement negotiations. The final target that is agreed for inclusion in the 2013-14 Service Agreement may therefore differ from the information presented in this table. 4. The 2013-14 targets reflect the state-wide National Elective Surgery Target (NEST) as established in the National Partnership Agreement (NPA) on Improving Public Hospital Services to which Tasmania is a signatory. The targets in the NPA are established on a calendar year basis. The targets in this table are 2013 calendar year targets. 5. The 2012-13 target represents the THO North West contribution towards the 2010 calendar year baseline target as established on a state-wide basis in the NPA on Improving Public Hospital Services to which Tasmania is a signatory. The baseline target is substantially higher than actual admissions predicted in 2012-13. The 2013-14 target assumes that predicted 2012-13 levels will be repeated in 2013-14. This estimate pre-empts finalisation of 2013-14 Service Agreement negotiations. The final target that is agreed for inclusion in the 2013-14 Service Agreement may therefore differ from the information presented in this table. 6. The 2013-14 target represents the interim national benchmark as recommended by the Australian Commission on Safety and Quality in Healthcare for reporting on the MyHospitals website. 7. The 2013-14 target represents the national benchmark as agreed by the Council of Australian Governments in the National Healthcare Agreement. 8. The 2013-14 target is a Tasmanian benchmark recommended by the DHHS Tasmanian Infection Prevention and Control Unit. There is no national benchmark. 9. The 2013-14 cost per weighted separation target is based upon final Round 16 National Health Cost Data Collection (NHCDC) data. Round 16 is the most recently completed NHCDC study and reflects the average weighted cost per separation for the 2011-12 financial year. The number published above should therefore not be interpreted as a target for 2013-14, which will not be known until 2013-14 Service Agreement negotiations are finalised. Comparisons between years, and between THOs, are difficult due to changes in costing methodology and different costing practices at a THO level. The cost relates to the North West Regional Hospital (NWRH) only (the Mersey Community Hospital is funded under a separate agreement with the Australian Government is therefore excluded). The NWRH is recognised as having outsourced infrastructure that heavily contributes to this higher than average weighted cost per separation. 10. The 2013-14 target reflects the THO's preliminary estimate of zero growth on the 2012-13 target. This estimate pre-empts finalisation of 2013-14 Service Agreement negotiations. The final target that is agreed for inclusion in the 2013-14 Service Agreement may therefore differ from the information presented in this table. 11. The 2013-14 target reflects the THO's preliminary estimate of three per cent growth on the 2012-13 target. This estimate pre-empts finalisation of 2013-14 Service Agreement negotiations. The final target that is agreed for inclusion in the 2013-14 Service Agreement may therefore differ from the information presented in this table. 12. The 2013-14 target reflects the state-wide National Emergency Access Target (NEAT) as established in the NPA on Improving Public Hospital Services to which Tasmania is a signatory. The target in the NPA is established on a calendar year basis. The target is the 2013 calendar year target.

Tasmanian Health Organisation – North West 22.5 13. The Australasian Triage Scale is designed for use in hospital based emergency services throughout Australia and New Zealand. It is a scale for rating clinical urgency. The target threshold represents an aggregated percentage of patients assigned triage codes 1 through 5 who commence medical assessment and treatment within the relevant waiting time from their time of arrival. The target reflects the benchmark set by the NPA on Hospital and Health Workforce Reform to which Tasmania is a signatory. 14. Rural hospitals separations, occupancy rates and residential aged care occupancy targets reflect levels that have remained static over a number of years. 15. Mental Health Services will be delivered under the THO structure from 1 July 2013. Accordingly, this is the first time performance measures are presented at a THO (rather than state-wide) level. Comparative information at a THO level is therefore not presented. At a state-wide level, performance measures for previous years are presented in Budget Paper No 2, Government Services Chapter 5 Department of Health and Human Services.

Performance Information Comments

Progress towards the targets will be monitored by the Department of Health and Human Services throughout 2013-14.

22.6 Tasmanian Health Organisation – North West DETAILED BUDGET STATEMENTS

Table 22.3: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Grants2 201 342) 204 910) 207 444) 213 522) 212 509) Sales of goods and services 11 558) 14 227) 14 592) 14 654) 14 679) Interest 113) ....) ....) ....) ....) Other revenue3 3 864) 14 219) 13 276) 13 407) 12 958) Total revenue and other income from transactions 216 877) 233 356) 235 312) 241 583) 240 146)

Expenses from transactions Employee benefits4 137 721) 153 724) 156 989) 162 054) 159 619) Depreciation and amortisation 4 147) 4 026) 4 066) 3 920) 2 949) Supplies and consumables4 65 357) 76 184) 77 423) 79 235) 79 744) Grants and subsidies 85) 60) 62) 64) 64) Other expenses 9 601) 2 040) 2 077) 2 098) 2 113) Total expenses from transactions 216 911) 236 034) 240 617) 247 371) 244 489)

Net result from transactions (net operating balance) (34) (2 678) (5 305) (5 788) (4 343)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result (34) (2 678) (5 305) (5 788) (4 343)

Other economic flows - other non-owner changes in equity Changes in physical asset revaluation reserve 5 077) 4 221) 4 297) 4 339) 4 380) Other movements taken directly to equity5 54 480) ....) ....) ....) ....) Total other economic flows - other non-owner changes in equity 59 557) 4 221) 4 297) 4 339) 4 380)

Comprehensive result 59 523) 1 543) (1 008) (1 449) 37)

Tasmanian Health Organisation – North West 22.7 3. The increase in Other revenue primarily reflects the reclassification of Commonwealth Own Purpose Expenditure funding from Grants. 4. The increase in Employee benefits and Supplies and consumables primarily reflects the impact of the transfer of Statewide and Mental Health Services from the Department of Health and Human Services to THO – North West. 5. The Other movements taken directly to equity reflects the transfer of opening balances from the Department of Health and Human Services to THO – North West.

Table 22.4: Sources of Revenue 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Sources of Revenue Revenue from the Tasmanian Government Activity based funding 30 402) 30 956) 31 329) 32 239) 33 024) Block funding 40 151) 45 505) 45 606) 46 894) 47 979) 70 553) 76 461) 76 935) 79 133) )81 003) ) Revenue from the Australian Government ) ) Activity based funding 35 202) 36 931) 40 228) 43 438) 43 799) Block funding 13 287) 17 460) 18 940) )19 512) 19 577) Mersey Community Hospital funding 65 830) 68 130) 68 130) 68 130) 68 130) National Partnership funding 9 593) 5 928) 3 211) 3 309) ....) Commonwealth Own Purpose Expenditure 6 877) 11 270) 10 216) 10 298) 9 848) 130 789 ) 139 719) 140 725) 144 687) 141 354)

Other Revenue 15 535) 17 176) 17 652) 17 763) 17 789)

TOTAL 216 877) 233 356) 235 312) 241 583) 240 146)

National Health Reform Agreement

The National Health Reform Agreement (NHRA) sets out the financial arrangements for the THOs. Under the NHRA, Australian Government National Health Reform funding replaced the National Healthcare Specific Purpose Payment (SPP) from 1 July 2012. Funding is provided on the basis of activity through Activity Based Funding (ABF) wherever practicable. Funding for smaller regional or rural hospitals are provided on a block funding basis. Funds for teaching, training and research is also provided on a block funding basis. Pricing under the NHRA is determined by the Independent Hospitals Pricing Authority (IHPA).

Revenue from the Tasmanian Government

Activity Based Funding (ABF) and Block Funding

22.8 Tasmanian Health Organisation – North West Revenue from the Australian Government

Activity Based Funding and Block Funding

Under the NHRA, funding from the Australian Government is notionally split between Activity Based Funding and Block Funding. In 2012-13 and 2013-14 funding, in aggregate across the THOs and DHHS, is equivalent to the Health SPP. From 1 July 2014, the Australian Government will provide growth funding equivalent to 45 per cent of the growth in the efficient price and the increase in activity, increasing to 50 per cent from 1 July 2017. The IHPA will determine the efficient price of activities.

National Partnership Funding

National Partnership Agreements (NPAs) are time limited agreements to support the delivery of specific outcomes or projects. The decrease in NPA funding over the Budget and Forward Estimates period reflects the expiry of agreements. NPAs in 2013-14 include:

• Improving Public Hospital Services – Sub Acute Beds ($3.7 million);

• Improving Health Service – Elective Surgery ($1.4 million);

• Improving Public Hospital Services – Elective Surgery ($400 000);

• Improving Public Hospital Services – Four Hour National Access Target ($250 000); and

• Financial Assistance for Long Stay Older Patients ($160 000).

Commonwealth Own Purpose Expenditure (COPEs)

• Home and Community Care ($4.3 million);

• Highly Specialised Drugs ($3.4 million);

• Medicare ($1.2 million);

• Transitional Care Program ($667 000);

• Aged Care Assessment Program ($606 000);

• Rural Primary Health Services Program ($599 000);

• Advanced Specialist Training Posts in Rural Areas ($329 000); and

• Community Aged Care Packages ($114 000).

Tasmanian Health Organisation – North West 22.9 Table 22.5: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits1 5 308) 4 297) 4 297) 4 297) 4 297) Receivables2 934) 2 720) 2 795) 2 871) 2 950) Other financial assets2 64) 241) 247) 254) 261) 6 306) 7 258) 7 339) 7 422) 7 508) Non-financial assets Inventories 1) 1 363) 1 400) 1 439) 1 478) Property, plant and equipment3 80 279) 86 796) 87 584) 88 522) 90 472) Intangibles 380) 1 883) 1 368) 852) 337) Other assets 120) 153) 158) 162) 166) 80 780) 90 195) 90 510) 90 975) 92 453)

Total assets 87 086) 97 453) 97 849) 98 397) 99 961)

Liabilities2 Payables 5 628) 7 042) 7 235) 7 434) 7 639) Employee benefits 20 477) 24 996) 26 207) 28 005) 29 327) Other liabilities 1 458) 2 606) 2 606) 2 606) 2 606) Total liabilities 27 563) 34 644) 36 048) 38 045) 39 572)

Net assets (liabilities) 59 523) 62 809) 61 801) 60 352) 60 389)

Equity Contributed capital 54 480) 59 697) 59 697) 59 697) 59 697) Reserves 5 077) 8 614) 12 911) 17 250) 21 630) Accumulated funds (34) (5 502) (10 807) (16 595) (20 938) Total equity 59 523) 62 809) 61 801) 60 352) 60 389)

Notes: 1. The decrease in Cash and deposits reflects a lower than anticipated opening balance in 2013, upon the commencement of THO – North West. 2. The increase in Receivables, Other financial assets and Liabilities reflects a higher than anticipated opening balance in 2013, upon the commencement of THO – North West. 3. The increase in Property, plant and equipment reflects revaluation of assets and does not include major investment in infrastructure. Infrastructure investment relating to THO – North West is undertaken by the Department of Health and Human Services and will be transferred to the THO – North West upon completion.

22.10 Tasmanian Health Organisation – North West Table 22.6: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Grants1 201 342) 204 910) 207 444) 213 522) 212 509) Sales of goods and services 11 536) 14 159) 14 523) 14 583) 14 606) Interest received 113) ....) ....) ....) ....) Other cash receipts2 3 864) 14 204) 13 260) 13 391) 12 941) Total cash inflows 216 855) 233 273) 235 227) 241 496) 240 056)

Cash outflows Employee benefits3 (125 900) (135 865) (138 111) (141 436) (139 095) Superannuation3 (12 194) (16 694) (17 667) (18 820) (19 202) Grants and subsidies (85) (60) (62) (64) (64) Supplies and consumables3 (65 367) (76 037) (77 273) (79 080) (79 583) Other cash payments (9 552) (2 039) (2 076) (2 096) (2 112) Total cash outflows (213 098) (230 695) (235 189) (241 496) (240 056)

Net cash from (used by) operating activities 3 757) 2 578) 38) ....) ....)

Cash flows from investing activities Payments for acquisition of non-financial assets (3 971) (2 578) (38) ....) ....) Equity injections and cashflows from restructuring4 5 522) ....) ....) ....) ....) Net cash from (used by) investing activities 1 551) (2 578) (38) ....) ....)

Net increase (decrease) in cash and cash equivalents held 5 308) ....) ....) ....) ....)

Cash and deposits at the beginning of the reporting period ....) 4 297) 4 297) 4 297) 4 297) Cash and deposits at the end of the reporting period 5 308) 4 297) 4 297) 4 297) 4 297)

Notes: 1. The increase in Grants primarily reflects the impact of the transfer of Statewide and Mental Health Services from the Department of Health and Human Services to THO – North West partially, offset by the reclassification of Commonwealth Own Purpose Expenditure funding to Other cash receipts. 2. The increase in Other cash receipts primarily reflects the reclassification of Commonwealth Own Purpose Expenditure funding from Grants. 3. The increase in Employee benefits, Superannuation and Supplies and consumables primarily reflects the impact of the transfer of Statewide and Mental Health Services from the Department of Health and Human Services to THO – North West. 4. The Equity injections and cashflows from restructuring reflects the transfer of cash from the Department of Health and Human Services to the THO – North West on creation at 1 July 2012.

Tasmanian Health Organisation – North West 22.11

23 TASMANIAN HEALTH ORGANISATION – SOUTH

AUTHORITY OUTLINE

The Tasmanian Health Organisation – South (THO – South) is a statutory authority, governed by the Tasmanian Health Organisations Act 2011 which commenced operation on 1 July 2012. Three THOs were established in Tasmania, each organisation has responsibility for delivering integrated services aimed at maintaining and improving the health and wellbeing of Tasmanians. The functions of THO – South include:

• improving, promoting, protecting and maintaining the health of Tasmanians as required by its service agreement;

• managing public hospitals, health institutions, health services and health support services;

• achieving and maintaining standards of patient care and delivery of services;

• providing training and education relevant to the provision of health services;

• undertaking research and development relevant to the provision of health services; and

• collecting and providing health data for reporting and research purposes.

Funding for the THO – South is provided by both the State and Australian Governments. From 1 July 2012, all Australian Government and State Activity Based Funding flowed through the National Health Funding Pool, overseen by an independent statutory office holder known as the Administrator. Block funded activities are paid to THOs via a state managed fund.

This chapter provides financial information for 2013-14 and over the Forward Estimates period (2014-15 to 2016-17) for the THO – South. Further information about the Tasmanian Health Organisations is provided at www.dhhs.tas.gov.au.

Tasmanian Health Organisation – South 23.1

OUTPUT INFORMATION

Outputs of THO – South are provided under:

• Output Group 1 – Tasmanian Health Organisation - South.

Table 23.1 provides an Output Group Expense Summary for THO – South.

Table 23.1: Output Group Expense Summary1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Minister for Health

Output Group 1 - Tasmanian Health Organisation - South 1.1 Admitted Patients2,3 361 026) 330 524) 333 586) 351 234) 352 521) 1.2 Non-admitted Services2 33 125) 45 527) 46 682) 47 666) 48 316) 1.3 Emergency Department Services2 24 532) 33 464) 34 357) 34 461) 34 918) 1.4 Community and Aged Care Services2 74 479) 92 709) 93 807) 90 293) 91 457) 1.5 Statewide and Mental Health Services4 ....) 96 852) 96 447) 100 425) 103 253) 1.6 Forensic Medicine Services5 ....) 1 613) 1 652) 1 692) 1 722)

TOTAL 493 162) 600 689) 606 531) 625 771) 632 187)

23.2 Tasmanian Health Organisation – South

Output Group 1: Tasmanian Health Organisation - South

1.1 Admitted Patients

This Output provides admitted acute, sub-acute and non-acute inpatient services (elective and non-elective) provided by Tasmania's major public hospitals to patients either admitted to a ward or in an out-of-hospital setting. It excludes designated mental health wards in major public hospitals. 1.2 Non-admitted Services

This Output provides non admitted services, including ambulatory acute and sub-acute services provided by Tasmania's major public hospitals either on site or in an out-of-hospital setting.

1.3 Emergency Department Services

This Output provides services relating to emergency presentations at Tasmania's major public hospital emergency departments. 1.4 Community and Aged Care Services

This Output comprises rural hospitals, residential aged care, and community health based services including:

 rehabilitation, allied health assessments and case management; and

 community nursing, continence, orthotics and prosthetics services, and equipment schemes.

Emergency and general oral care and dentures to eligible adults (holders of Health Care or Pensioner Concession cards) and all children under the age of 18 years as well as a range of health promotion and prevention activities is also provided through this Output. 1.5 Statewide and Mental Health Services

This Output provides services to clients and their families to treat, support and manage mental health disorders. The service also provides:

 crisis assessment and treatment, intensive support, community care and rehabilitation services;

 Correctional Primary Health, which provides primary health care services to correctional facilities;

 Forensic Mental Health services, which provides care and treatment for people with mental illnesses who have come into contact with the criminal justice system; and

 Alcohol and Drug Services, which provides a range of specialist alcohol and other drug interventions and treatments at both the individual and population levels.

Tasmanian Health Organisation – South 23.3

1.6 Forensic Medicine Services

This Output provides forensic and medical services, forensic pathology and clinical forensic medicine.

Table 23.2: Performance Information – THO – South1 Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure2 measure Actual Actual Target Target

Admitted Services Admitted patients – weighted separations3 Number na na 60 848 58 925 Elective surgery patients seen on time4 Category 1 (admitted within 30 days) % na na 88.0 92.0 Category 2 (admitted within 90 days) % na na 71.5 76.0 Category 3 (admitted within 365 days) % na na 83.5 86.0 Elective surgery patients – average overdue wait time for those waiting beyond recommended time4 Category 1 Days na na 35 0 Category 2 Days na na 250 214 Category 3 Days na na 308 264 Elective surgery admissions5 Number na na 6 872 6 823 Hand hygiene compliance6 % na na 70.0 70.0 Healthcare associated staphylococcus aureus (including MRSA) bacteraemia (rate per 10 000 bed days)7 Rate na na 2.0 2.0 Healthcare associated clostridium difficile infection (rate per 10 000 bed days)8 Rate na na 4.0 4.0 Cost per weighted separation9 $ na na 5 583 5 332

Non-admitted Services Outpatient attendances10 Number na na 213 038 209 995

Emergency Department Services Department of Emergency Medicine presentations11 Number na na 49 188 50 490 Emergency Department (ED) patients who are admitted, referred for treatment or discharged within four hours12 % na na 75.0 78.0 Percentage of all ED patients seen within the recommended triage time13 % na na 80.0 80.0

23.4 Tasmanian Health Organisation – South

Table 23.2: Performance Information – THO – South1 (continued) Unit of 2010-11 2011-12 2012-13 2013-14 Performance Measure2 measure Actual Actual Target Target

Community and Aged Care Rural hospitals – separations14 Number na na 720 720 Rural hospitals – occupancy rate14 % na na 67.0 67.0 Community nursing – occasions of service14 Number na na 46 200 46 200 Residential aged care – occupancy rate14 % na na 92.0 92.0 Aged Care Assessment Program – completed assessments Number na na 2 600 2 640

Oral Health Services15 Adults – occasions of service – general16 Number na na 5 267 8 352 Adults – occasions of service – episodic16 Number na na 28 654 28 656 Adults – occasions of service – dentures16 Number na na 10 578 13 764 Children – occasions of service16 Number na na 67 214 68 484 General (adults) waiting list16 Number na na 17 969 10 220 Dentures waiting list16 Number na na 3 658 1 541

Mental Health and Alcohol and Drug Services17 Inpatient separations Number na na na 1 035 Community and Residential – active clients Number na na na 2 300 28-day readmission rate % na na na 14 Proportion of persons with a mental illness whose needs are met by the Tasmanian Mental Health Service % na na na 37 Average length of acute inpatient stay Days na na na 11 Alcohol and Drug Services18 Alcohol and Drug Services – closed episodes of treatment Number na na na 1 400 Pharmacotherapy Program – total active participants Number na na na 800 Withdrawal Unit – bed occupancy % na na na 50 Withdrawal Unit – average length of stay Days na na na 7

Notes: 1. THO - South commenced on 1 July 2012. Therefore, no performance information is presented for 2010-11 and 2011-12. Comparative performance information for these years was presented for all hospitals in Budget Paper No 2, Government Services in previous years. 2. As the 2013-14 Service Agreement between the Minister for Health and the THO Governing Council is not finalised, the final performance measures and targets included in the 2013-14 Service Agreement may differ from the information presented in this table. 3. The 2013-14 target is based on the THO's current estimate of 2012-13 activity and assumes no growth. The 2012-13 target was significantly higher than currently projected 2012-13 activity. This estimate pre-empts finalisation of 2013-14 Service Agreement negotiations. The final target that is agreed for inclusion in the 2013-14 Service Agreement may therefore differ from the information presented in this table.

Tasmanian Health Organisation – South 23.5

4. The 2013-14 targets reflect the statewide National Elective Surgery Target (NEST) as established in the National Health Reform Agreement NPA on Improving Public Hospital Services to which Tasmania is a signatory. The targets in the NPA are established on a calendar year basis. The targets are 2013 calendar year targets. 5. The 2013-14 target is based on the THO's current estimate of 2012-13 activity and assumes no growth. This estimate pre-empts finalisation of 2013-14 Service Agreement negotiations. The final target that is agreed for inclusion in the 2013-14 Service Agreement may therefore differ from the information presented in this table. 6. The 2013-14 target represents the interim national benchmark as recommended by the Australian Commission on Safety and Quality in Healthcare for reporting on the MyHospitals website. 7. The 2013-14 target represents the national benchmark as agreed by the Council of Australian Governments in the National Healthcare Agreement. 8. The 2013-14 target is a Tasmanian benchmark recommended by the DHHS Tasmanian Infection Prevention and Control Unit. There is no national benchmark. 9. The 2013-14 cost per weighted separation target is based upon final Round 16 National Health Cost Data Collection (NHCDC) data. Round 16 is the most recently completed NHCDC study and reflects the average weighted cost per separation for the 2011-12 financial year. The number published should therefore not be interpreted as a target for 2013-14, which will not be known until 2013-14 Service Agreement negotiations are finalised. Comparisons between years, and between THOs, are difficult due to changes in costing methodology and different costing practices at a THO level. 10. The 2013-14 target is based on the THO's current estimate of 2012-13 activity and assumes no growth. This estimate pre-empts finalisation of 2013-14 Service Agreement negotiations. The final target that is agreed for inclusion in the 2013-14 Service Agreement may therefore differ from the information presented in this table. 11. The 2013-14 target is based on the THO's current estimate of 2012-13 activity and assumes no growth. This estimate pre-empts finalisation of 2013-14 Service Agreement negotiations. The final target that is agreed for inclusion in the 2013-14 Service Agreement may therefore differ from the information presented in this table. 12. The 2013-14 target reflects the statewide National Emergency Access Target (NEAT) as established in the NPA on Improving Public Hospital Services to which Tasmania is a signatory. The target in the NPA is established on a calendar year basis. The target is the 2013 calendar year target. 13. The Australasian Triage Scale is designed for use in hospital based emergency services throughout Australia and New Zealand. It is a scale for rating clinical urgency. The target threshold represents an aggregated percentage of patients assigned triage codes 1 through 5 who commence medical assessment and treatment within the relevant waiting time from their time of arrival. The target reflects the benchmark set by the NPA on Hospital and Health Workforce Reform to which Tasmania is a signatory. 14. Rural hospitals separations, occupancy rates and residential aged care occupancy targets reflect levels that have remained static over a number of years. 15. Oral Health Services are purchased on a statewide basis through the THO – South. Performance measures in the 2013-14 Budget Papers may differ from those in the 2013-14 THO - South Service Agreement once negotiations are finalised. 16. Oral Health Services will receive funding under the NPA on Treating more Public Dental Patients between 2013 and 2015. The projections reflect the amount of extra activity expected with the additional resources. 17. Mental Health Services will be delivered under the THO structure from 1 July 2013 and, accordingly, this is the first time performance measures are presented at a THO (rather than statewide) level. Comparative information at a THO level is therefore not presented. At a statewide level, performance measures for previous years are presented in Chapter 5 Department of Health and Human Services of Budget Paper No 2, Government Services. 18. Alcohol and Drug Services will be delivered under the THO structure from 1 July 2013 and, accordingly, this is the first time performance measures are presented at a THO (rather than statewide) level. Comparative information at a THO level is therefore not presented. At a statewide level, performance measures for previous years are presented in Chapter 5 Department of Health and Human Services of Budget Paper No 2, Government Services. Alcohol and Drug Services are purchased on a statewide basis through the THO - South.

23.6 Tasmanian Health Organisation – South

Performance Information Comments

The targets presented in the Budget Papers are preliminary, pending the outcome of negotiations between the Department and THO Governing Councils. Once finalised, targets will represent the key service volumes and standards for inclusion in the 2013-14 Service Agreements. Progress towards the targets will be monitored by the Department of Health and Human Services throughout 2013-14.

Tasmanian Health Organisation – South 23.7

DETAILED BUDGET STATEMENTS

Table 23.3: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Grants2 436 918) 503 339) 509 834) 527 119) 534 027) Sales of goods and services 38 559) 49 669) 47 848) 47 935) 47 991) Interest 283) ....) ....) ....) ....) Other revenue3 6 728) 37 542) 35 654) 35 881) 36 414) Total revenue and other income from transactions 482 488) 590 550) 593 336) 610 935) 618 432)

Expenses from transactions Employee benefits4 320 302) 409 192) 401 396) 410 165) 413 086) Depreciation and amortisation 12 646) 13 708) 13 894) 13 993) 14 088) Supplies and consumables4 137 424) 168 706) 182 179) 192 506) 195 796) Grants and subsidies4 400) 3 046) 3 064) 3 078) 3 089) Other expenses 22 381) 6 037) 5 998) 6 029) 6 128) Total expenses from transactions 493 153) 600 689) 606 531) 625 771) 632 187)

Net result from transactions (net operating balance) (10 665) (10 139) (13 195) (14 836) (13 755)

Other economic flows included in net result Net gain/(loss) on non-financial assets 35) 35) 35) 35) 35) Net gain/(loss) on financial instruments and statutory receivables/payables (9) ....) ....) ....) ....) Total other economic flows included in net result 26) 35) 35) 35) 35)

Net result (10 639) (10 104) (13 160) (14 801) (13 720)

Other economic flows - other non-owner changes in equity Changes in physical asset revaluation reserve5 46 244) 14 541) 14 746) 14 865) 14 985) Other movements taken directly to equity6 130 285) ....) ....) ....) ....) Total other economic flows - other non-owner changes in equity 176 529) 14 541) 14 746) 14 865) 14 985)

Comprehensive result 165 890) 4 437) 1 586) 64) 1 265)

23.8 Tasmanian Health Organisation – South

Notes: 1. Revenue and expenditure estimates include the impact of the cessation of the payment of payroll tax by agencies. This reduces both agency revenues and expenditure. Further information on this policy change and its impact on agencies is included in the Introduction to Budget Paper No 2, Government Services. 2. The increase in Grants primarily reflects the impact of the transfer of Statewide and Mental Health Services from the Department of Health and Human Services to THO – South, partially offset by the reclassification of Commonwealth Own Purpose Expenditure funding to Other revenue. 3. The increase in Other revenue primarily reflects the reclassification of Commonwealth Own Purpose Expenditure funding from Grants. 4. The increase in Employee benefits, Supplies and consumables and Grants and subsidies primarily reflects the impact of the transfer of Statewide and Mental Health Services from the Department of Health and Human Services to THO – South. 5. The 2012-13 Changes in physical asset revaluation reserve includes the one-off transfer of the asset revaluation reserve to the THO as at 1 July 2012. 6. The Other movements taken directly to equity reflects the transfer of opening balances from the Department of Health and Human Services to THO – South.

Table 23.4: Sources of Revenue 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Sources of Revenue Revenue from the Tasmanian Government Activity Based Funding 153 603) 153 959) 154 952) 158 340) 162 229) Block Funding 126 789) 187 888) 189 634) 194 089) 198 492) 280 392) 341 847) 344 586) 352 429) 360 721)

Revenue from the Australian Government Activity Based Funding 122 055) 127 793) 139 107) 151 326) 152 700) Block Funding 9 319) 16 357) 17 069) 20 224) 20 579) National Partnership Funding 8 307) 17 342) 9 072) 3 140) 27) Commonwealth Own Purpose Expenditure 16 845) 23 983) 22 142) 22 590) 23 122) 156 526) 185 475) 187 390) 197 280) 196 428)

Other Revenue 45 570) 63 228) 61 360) 61 226) 61 283)

TOTAL 482 488) 590 550) 593 336) 610 935) 618 432)

Tasmanian Health Organisation – South 23.9

National Health Reform Agreement

The National Health Reform Agreement (NHRA) sets out the financial arrangements for the THOs. Under the NHRA, Australian Government National Health Reform funding has replaced the National Healthcare Specific Purpose Payment (SPP) from 1 July 2012. Funding is provided on the basis of activity through Activity Based Funding (ABF) wherever practicable. Funding for smaller regional or rural hospitals will be provided on a Block Funding basis. Funds for teaching, training and research will also be provided on a block funding basis. Pricing under the NHRA is determined by the Independent Hospitals Pricing Authority (IHPA).

Revenue from the Tasmanian Government

Activity Based Funding (ABF) and Block Funding

Revenue from the Australian Government

Activity Based Funding and Block Funding

National Partnership Funding

• Treating More Dental Patients ($5.8 million);

• Improving Health Services – Elective Surgery ($4.2 million);

• Improving Public Hospital Services – Sub Acute Beds ($4.2million);

• Financial Assistance for Long Stay Older Patients ($1.2 million);

• Improving Public Hospital Services – Four Hour National Access Target ($1.2 million); and

• Improving Public Hospital Services – Elective Surgery ($650 000).

23.10 Tasmanian Health Organisation – South

Commonwealth Own Purpose Expenditure (COPEs)

Commonwealth Own Purpose Expenditure payments are paid from the responsible Australian Government agency to the relevant THO via the Department of Health and Human Services. Australian Government COPEs in 2013-14 include:

• Highly Specialised Drugs ($11.8 million);

• Home and Community Care ($5.1 million);

• Transitional Care Program ($2.5 million);

• Organ Donation ($1.3 million);

• Aged Care Assessment Program ($1.0 million);

• Midlands Multipurpose Centre ($803 000);

• Rural Primary Health Services Program ($704 000);

• Extended Aged Care at Home ($165 000); and

• Community Aged Care Packages ($161 000).

Tasmanian Health Organisation – South 23.11

Table 23.5: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits1 7 153) 17 233) 19 733) 22 169) 24 591) Receivables1 5 537) 12 840) 13 193) 13 556) 13 929) Other financial assets 210) 396) 407) 419) 430) 12 900) 30 469) 33 333) 36 144) 38 950) Non-financial assets Inventories1 1 624) 5 339) 5 485) 5 636) 5 791) Property, plant and equipment2 230 043) 259 144) 261 471) 263 821) 266 198) Intangibles 1 140) ....) ....) ....) ....) Other assets 169) 594) 610) 627) 644) 232 976) 265 077) 267 566) 270 084) 272 633)

Total assets 245 876) 295 546) 300 899) 306 228) 311 583)

Liabilities Payables 7 271) 7 930) 8 148) 8 372) 8 602) Provisions 150) ....) ....) ....) ....) Employee benefits1 67 701) 81 119) 84 668) 89 709) 93 569) Other liabilities 4 864) 5 146) 5 146) 5 146) 5 146) Total liabilities 79 986) 94 195) 97 962) 103 227) 107 317)

Net assets (liabilities) 165 890) 201 351) 202 937) 203 001) 204 266)

Equity Contributed capital1 130 285) 185 831) 185 831) 185 831) 185 831) Reserves1 46 244) 27 313) 42 059) 56 924) 71 909) Accumulated funds (10 639) (11 793) (24 953) (39 754) (53 474) Total equity 165 890) 201 351) 202 937) 203 001) 204 266)

Notes: 1. The increase in Cash and deposits, Receivables, Inventories, Employee benefits, Contributed capital and Reserves reflects higher than anticipated opening balances upon the commencement of THO – South in 2012. 2. The increase in Property plant and equipment reflects revaluation of assets and does not include major investment in infrastructure. Infrastructure investment relating to THO – South is undertaken by the Department of Health and Human Services and will be transferred to the THO – South upon completion.

23.12 Tasmanian Health Organisation – South

Table 23.6: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Grants1 436 918) 503 339) 509 834) 527 119) 534 027) Sales of goods and services2 38 375) 49 319) 47 488) 47 564) 47 611) Interest received 283) ....) ....) ....) ....) Other cash receipts3 6 728) 37 477) 35 587) 35 812) 36 344) Total cash inflows 482 304) 590 135) 592 909) 610 495) 617 982)

Cash outflows Employee benefits4 (292 551) (361 331) (352 684) (357 489) (359 540) Superannuation4 (28 619) (44 439) (45 163) (47 635) (49 686) Grants and subsidies4 (400) (3 046) (3 064) (3 078) (3 089) Supplies and consumables4 (137 463) (168 654) (182 124) (192 449) (195 738) Other cash payments (22 226) (6 036) (5 996) (6 030) (6 129) Total cash outflows (481 259) (583 506) (589 031) (606 681) (614 182)

Net cash from (used by) operating activities 1 045) 6 629) 3 878) 3 814) 3 800)

Cash flows from investing activities Payments for acquisition of non-financial assets (1 624) (5 900) (1 413) (1 413) (1 413) Proceeds from the disposal of non-financial assets 35) 35) 35) 35) 35) Equity injections and cashflows from restructuring5 7 697) ....) ....) ....) ....) Net cash from (used by) investing activities 6 108) (5 865) (1 378) (1 378) (1 378)

Net increase (decrease) in cash and cash equivalents held 7 153) 764) 2 500) 2 436) 2 422)

Cash and deposits at the beginning of the reporting period ....) 16 469) 17 233) 19 733) 22 169) Cash and deposits at the end of the reporting period 7 153) 17 233) 19 733) 22 169) 24 591)

Tasmanian Health Organisation – South 23.13

Notes: 1. The increase in Grants primarily reflects the impact of the transfer of Statewide and Mental Health Services from the Department of Health and Human Services to THO – South partially offset by the reclassification of Commonwealth Own Purpose Expenditure funding to Other cash receipts. 2. The increase in Sales of goods and services primarily reflects a more accurate estimate of own source revenue. 3. The increase in Other cash receipts primarily reflects the reclassification of Commonwealth Own Purpose Expenditure funding from Grants. 4. The increase in Employee benefits, Superannuation, Grants and subsidies, and Supplies and consumables primarily reflects the impact of the transfer of Statewide and Mental Health Services from the Department of Health and Human Services to THO – South. 5. The Equity injections and cashflows from restructuring reflects the transfer of cash from the Department of Health and Human Services to the THO – South on creation at 1 July 2012.

23.14 Tasmanian Health Organisation – South

PART 4: STATUTORY AUTHORITIES

24 INLAND FISHERIES SERVICE

AUTHORITY OUTLINE

The Inland Fisheries Service (IFS) has wide statutory powers under the Inland Fisheries Act 1995 to regulate, manage, protect freshwater fish and improve fisheries in inland waters.

The responsible Minister is the Minister for Primary Industries and Water, Hon Bryan Green MP, and the supporting agency is the Department of Primary Industries, Parks, Water and Environment.

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

 Tasmanian inland recreational fisheries;

 inland commercial fisheries and associated aquaculture industries; and

 conservation of native fish and eradication of pest fish.

IFS is headquartered at New Norfolk and has 22.6 full-time equivalent staff with the majority of these located at New Norfolk.

This chapter provides the IFS's financial information for 2013-14 and over the Forward Estimates period (2014-15 to 2016-17). Further information on the IFS is provided at www.ifs.tas.gov.au.

MAJOR INITIATIVES

The major initiatives for the IFS include:

 continuing a number of projects to develop and improve angler access to lakes, rivers and streams throughout the State with particular emphasis on the Mersey, Tyenna and Derwent Rivers;

 continuing and reinforcing the extensive work completed to date in the eradication of carp in Lake Sorell. There is currently a window of opportunity to make some real gains in this project that requires significant effort over the next two years; and

 continuation of the stocking program that focuses on the recovery of fisheries that were seriously affected by the long period of drought and other fisheries that require supplementation.

Inland Fisheries Service 24.1 DETAILED BUDGET STATEMENTS

Table 24.1: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Grants2 1 611) 1 089) 1 085) 1 083) 1 083) Sales of goods and services3 741) 1 253) 1 301) 1 353) 1 401) Fees and fines 1 766) 1 801) 1 837) 1 874) 1 912) Interest 130) 117) 120) 122) 124) Total revenue and other income from transactions 4 248) 4 260) 4 343) 4 432) 4 520)

Expenses from transactions Employee benefits 2 070) 2 059) 2 100) 2 146) 2 209) Depreciation and amortisation 225) 245) 260) 262) 262) Supplies and consumables4 1 866) 1 758) 1 810) 1 864) 1 920) Other expenses 126) ....) ....) ....) ....) Total expenses from transactions 4 287) 4 062) 4 170) 4 272) 4 391)

Net result from transactions (net operating balance) (39) 198) 173) 160) 129)

Other economic flows included in net result Net gain/(loss) on non-financial assets ....) ....) ....) ....) ....) Total other economic flows included in net result ....) ....) ....) ....) ....)

Net result (39) 198) 173) 160) 129)

Other economic flows - other non-owner changes in equity Changes in physical asset revaluation reserve5 468) 209) 16) 1) 10) Total other economic flows - other non-owner changes in equity 468) 209) 16) 1) 10)

Comprehensive result 429) 407) 189) 161) 139)

24.2 Inland Fisheries Service 4. The decrease in Supplies and consumables in 2013-14 reflects a reduction in electricity usage and improved inventory management processes. 5. The movements in Changes in physical asset revaluation reserve reflects the value of assets held by IFS.

Table 24.2: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits1 1 549) 2 125) 2 427) 2 698) 2 917) Receivables 93) 116) 117) 117) 118) 1 642) 2 241) 2 544) 2 815) 3 035) Non-financial assets Property, plant and equipment 4 438) 4 249) 4 154) 4 072) 4 010) Investment property1 2 745) 2 230) 2 230) 2 230) 2 230) 7 183) 6 479) 6 384) 6 302) 6 240)

Total assets 8 825) 8 720) 8 928) 9 117) 9 275)

Liabilities Payables2 335) 222) 207) 210) 215) Employee benefits3 260) 565) 599) 624) 638) Total liabilities 595) 787) 806) 834) 853)

Net assets (liabilities) 8 230) 7 933) 8 122) 8 283) 8 422)

Equity Reserves4 2 886) 2 391) 2 407) 2 408) 2 418) Accumulated funds 2 144) 2 342) 2 515) 2 675) 2 804) Other Equity 3 200) 3 200) 3 200) 3 200) 3 200) Total equity 8 230) 7 933) 8 122) 8 283) 8 422)

Notes: 1. The increase in Cash and deposits and the decrease in Investment property in 2014, reflects the decision of IFS to not proceed with a planned property purchase in 2012-13. 2. The decrease in Payables in 2014 reflects a change in the timing of payments at year end. 3. The increase in Employee benefits in 2014 reflects an updated estimate of accrued provisions and other employee benefits. 4. The decrease in Reserves in 2014 reflects a movement to align Budget with actual annual financial report information of the IFS.

Inland Fisheries Service 24.3 Table 24.3: Statement of Cash Flows1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Grants2 1 611) 1 089) 1 085) 1 083) 1 083) Sales of goods and services3 741) 1 253) 1 301) 1 353) 1 401) Fees and fines 1 766) 1 801) 1 837) 1 874) 1 912) GST receipts 74) 125) 130) 135) 140) Interest received 130) 117) 120) 122) 124) Total cash inflows 4 322) 4 385) 4 473) 4 567) 4 660)

Cash outflows Employee benefits (1 872) (1 871) (1 908) (1 950) (2 007) Superannuation (198) (188) (192) (196) (202) GST payments (150) (175) (181) (186) (192) Supplies and consumables4 (1 866) (1 758) (1 810) (1 864) (1 920) Other cash payments (126) ....) ....) ....) ....) Total cash outflows (4 212) (3 992) (4 091) (4 196) (4 321)

Net cash from (used by) operating activities 110) 393) 382) 371) 339)

Cash flows from investing activities Payments for acquisition of non-financial assets5 (615) (140) (160) (180) (200) Proceeds from the disposal of non-financial assets 80) 80) 80) 80) 80) Net cash from (used by) investing activities (535) (60) (80) (100) (120)

Net increase (decrease) in cash and cash equivalents held (425) 333) 302) 271) 219)

Cash and deposits at the beginning of the reporting period 1 974) 1 792) 2 125) 2 427) 2 698) Cash and deposits at the end of the reporting period 1 549) 2 125) 2 427) 2 698) 2 917)

24.4 Inland Fisheries Service 5. The decrease in Payments for acquisition of non-financial assets in 2013-14 reflects the decision of IFS to not proceed with a planned property purchase in 2012-13.

Inland Fisheries Service 24.5

25 MARINE AND SAFETY TASMANIA

AUTHORITY OUTLINE

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

• ensure the safe operation of vessels;

• provide and manage marine facilities; and

• manage environmental issues relating to vessels.

The responsible Minister for MAST is the Minister for Infrastructure, Hon David O'Byrne MP, and the supporting agency is the Department of Infrastructure, Energy and Resources.

This chapter provides MAST's financial information for 2013-14 and over the Forward Estimates period (2014-15 to 2016-17). Further information on MAST is provided at: www.mast.tas.gov.au.

MAJOR INITIATIVES

Table 25.1 provides a summary of the Budget and Forward Estimate allocations for the major initiatives.

Table 25.1: Major Initiatives Statement 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000)

Boating Facilities and Services 1 742 1 585 1 809 1 772 Jetty Infrastructure 811 813 815 817

Boating Facilities and Services

The funding of community projects under the Recreational Boating Fund will continue during 2013-14, with $1.7 million being made available for the upgrade of recreational boating facilities and services. Projects are funded from revenue received from the registration of recreational vessels and licensing of operators.

Marine and Safety Tasmania 25.1 Jetty Infrastructure

A comprehensive preventative maintenance program will continue on important marine infrastructure including navigation aids, jetties and breakwaters. It is estimated that $811 000 will be spent on this maintenance program during 2013-14.

DETAILED BUDGET STATEMENTS

Table 25.2: Statement of Comprehensive Income 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Grants 1 050) 1 033) 1 033) 1 032) 1 032) Sales of goods and services1 4 482) 3 813) 5 429) 4 697) 4 067) Interest2 165) 68) 39) 91) 46) Total revenue and other income from transactions 5 697) 4 914) 6 501) 5 820) 5 145)

Expenses from transactions Employee benefits3 2 021) 1 787) 1 824) 1 858) 1 897) Depreciation and amortisation 909) 903) 902) 902) 925) Supplies and consumables 4 156) 4 107) 3 636) 3 996) 3 950) Total expenses from transactions 7 086) 6 797) 6 362) 6 756) 6 772)

Net result from transactions (net operating balance) (1 389) (1 883) 139) (936) (1 627)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result (1 389) (1 883) 139) (936) (1 627)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result (1 389) (1 883) 139) (936) (1 627)

Notes: 1. The increase in Sales of goods and services in 2014-15 reflects the timing of recreational boating licences, which occur every three years. 2. The decrease in Interest in 2013-14, primarily reflects a more accurate estimate based on the 2011-12 actual result and a reduction in Cash and deposits in 2014. 3. The decrease in Employee benefits in 2013-14, primarily reflects a more accurate estimate based on the 2011-12 actual result.

25.2 Marine and Safety Tasmania Table 25.3: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits1 2 317) 926) 2 275) 2 582) 2 213) Receivables 157) 85) 94) 58) 65) Other financial assets 5) ....) ....) ....) ....) 2 479) 1 011) 2 369) 2 640) 2 278) Non-financial assets Property, plant and equipment 42) 143) 101) 59) 16) Infrastructure 21 652) 21 421) 20 561) 19 700) 18 818) Other assets 42) 10) 10) 6) 8) 21 736) 21 574) 20 672) 19 765) 18 842)

Total assets 24 215) 22 585) 23 041) 22 405) 21 120)

Liabilities Payables2 296) 458) 627) 727) 855) Employee benefits 685) 596) 744) 944) 1 158) Total liabilities 981) 1 054) 1 371) 1 671) 2 013)

Net assets (liabilities) 23 234) 21 531) 21 670) 20 734) 19 107)

Equity Reserves 11 409) 11 517) 11 517) 11 517) 11 517) Accumulated Funds 1 886) 75) 214) (722) (2 349) Other Equity 9 939) 9 939) 9 939) 9 939) 9 939) Total equity 23 234) 21 531) 21 670) 20 734) 19 107)

Notes: 1. The decrease in Cash and deposits in 2014 reflects a more accurate estimate based on the 2012 actual result and the increase in 2015 reflects the three year renewal of recreational boating licences. 2. The increase in Payables reflects a more accurate estimate based on the 2012 actual result.

Marine and Safety Tasmania 25.3 Table 25.4: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Grants 1 050) 1 033) 1 033) 1 032) 1 032) Sales of goods and services1 4 482) 3 813) 5 429) 4 697) 4 067) GST receipts 551) 400) 357) 391) 385) Interest received2 165) 68) 39) 91) 46) Total cash inflows 6 248) 5 314) 6 858) 6 211) 5 530)

Cash outflows Employee benefits3 (1 730) (1 554) (1 585) (1 615) (1 650) Superannuation (291) (233) (239) (243) (247) GST payments (424) (48) (49) (50) (52) Supplies and consumables (4 156) (4 107) (3 636) (3 996) (3 950) Total cash outflows (6 601) (5 942) (5 509) (5 904) (5 899)

Net cash from (used by) operating activities (353) (628) 1 349) 307) (369)

Cash flows from investing activities Payments for acquisition of non-financial assets (10) ....) ....) ....) ....) Net cash from (used by) investing activities (10) ....) ....) ....) ....)

Net increase (decrease) in cash and cash equivalents held (363) (628) 1 349) 307) (369)

Cash and deposits at the beginning of the reporting period 2 680) 1 554) 926) 2 275) 2 582) Cash and deposits at the end of the reporting period 2 317) 926) 2 275) 2 582) 2 213)

Notes: 1. The increase in Sales of goods and services in 2014-15 reflects the timing of recreational boating licences, which occur every three years. 2. The decrease in Interest received in 2013-14, primarily reflects a more accurate estimate based on the 2011-12 actual result and a reduction in Cash and deposits in 2014. 3. The decrease in Employee benefits in 2013-14, primarily reflects a more accurate estimate based on the 2011-12 actual result.

25.4 Marine and Safety Tasmania 26 ROYAL TASMANIAN BOTANICAL GARDENS

AUTHORITY OUTLINE

The Royal Tasmanian Botanical Gardens (RTBG) is a Statutory Authority, governed by the Royal Tasmanian Botanical Gardens Act 2002. The RTBG Board, comprising seven members, is appointed by the Minister and is responsible for managing, conserving and enhancing the RTBG in accordance with the Act.

The responsible Minister is the Minister for Environment, Parks and Heritage, Hon Brian Wightman MP, and the supporting agency is the Department of Primary Industries, Parks, Water and Environment.

The vision of the RTBG is to create and maintain an exceptional garden that enriches Tasmania's social and cultural life, educates the community about the importance of plants and contributes to the conservation of the flora of Tasmania and the world.

The mission of the RTBG is to:

 act as an ex-situ repository for species of conservation significance and participate in other conservation programs aimed at preserving bio-diversity in the world;

 incorporate plants of an economic value to the community;

 create and maintain core/priority plant collections based on Tasmania's flora and associated cool climate flora from the southern hemisphere;

 maintain the Gardens in a manner that recognises and interprets the layered history of the site from Aboriginal times through to the present;

 maintain identified heritage collections of plants that are of State, national and international significance; and

 manage the place in a manner that respects its important landscape and sense of place values.

This chapter provides the RTBG's financial information for 2013-14 and over the Forward Estimates period (2014-15 to 2016-17). Further information on the RTBG is provided at www.rtbg.tas.gov.au.

Royal Tasmanian Botanical Gardens 26.1 MAJOR INITIATIVES

The major initiatives for the RTBG include:

 continuing to implement the recommendations arising from the RTBG Strategic Master Plan 2008 and its associated plans including the RTBG Living Collections Plan 2008, the RTBG Conservation Management Plan 2008, and the RTBG Thematic Plan 2008 developed in accordance with the Royal Tasmanian Botanical Gardens Act 2002;

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

 ongoing development and delivery of innovative, high quality niche education and training opportunities, including the introduction of nationally accredited horticulture training;

 developing and implementing strategies aimed at increasing donations and self-generated revenue;

 continuing to implement recommendations from the RTBG Living Collections Plan 2008, including the continuation of a Tree Management and Maintenance Plan to address both short and long-term issues associated with the living collections; and

 developing and constructing the Tasmanian Community Food Garden (part funded by a Tasmanian Community Fund grant) and development and construction of the associated Skills Centre (part funded by a Skills Tasmania grant).

26.2 Royal Tasmanian Botanical Gardens DETAILED BUDGET STATEMENTS

Table 26.1: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Grants2 2 467) 2 597) 2 638) 2 693) 2 693) Sales of goods and services3 1 927) 1 596) 1 675) 1 759) 1 769) Interest 70) 75) 75) 75) 75) Other revenue 214) 289) 303) 318) 325) Total revenue and other income from transactions 4 678) 4 557) 4 691) 4 845) 4 862)

Expenses from transactions Employee benefits4 2 792) 3 006) 2 967) 2 863) 2 831) Depreciation and amortisation 505) 420) 420) 420) 420) Supplies and consumables5 1 767) 1 586) 1 774) 1 992) 2 041) Other expenses 129) ....) ....) ....) ....) Total expenses from transactions 5 193) 5 012) 5 161) 5 275) 5 292)

Net result from transactions (net operating balance) (515) (455) (470) (430) (430)

Other economic flows included in net result Net gain/(loss) on non-financial assets ....) 35) 10) 10) 10) Total other economic flows included in net result ....) 35) 10) 10) 10)

Net result (515) (420) (460) (420) (420)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result (515) (420) (460) (420) (420)

Royal Tasmanian Botanical Gardens 26.3 5. The decrease in Supplies and Consumables in 2013-14 reflects efficiency improvements partially offset by additional funding of $175 000 per annum for the Tasmanian Seed Conservation Centre.

Table 26.2: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits 173) 202) 136) 91) 36) Receivables 36) 41) 40) 37) 34) 209) 243) 176) 128) 70) Non-financial assets Inventories 107) 129) 119) 134) 139) Property, plant and equipment 7 310) 7 030) 6 867) 6 714) 6 571) Infrastructure 7 015) 6 825) 6 614) 6 392) 6 160) Other assets 3) 3) 3) 3) 3) 14 435) 13 987) 13 603) 13 243) 12 873)

Total assets 14 644) 14 230) 13 779) 13 371) 12 943)

Liabilities Payables 173) 155) 160) 165) 170) Employee benefits 485) 514) 504) 494) 494) Other liabilities1 ....) 87) 101) 118) 105) Total liabilities2 658) 756) 765) 777) 769)

Net assets (liabilities) 13 986) 13 474) 13 014) 12 594) 12 174)

Equity Reserves 14 524) 14 433) 14 433) 14 433) 14 433) Accumulated funds (538) (959) (1 419) (1 839) (2 259) Total equity 13 986) 13 474) 13 014) 12 594) 12 174)

Notes: 1. The increase in Other liabilities in 2014 reflects a reclassification of Liabilities. 2. The increase in Total liabilities in 2014 reflects revised estimates based on the actual 30 June 2012 balances.

26.4 Royal Tasmanian Botanical Gardens Table 26.3: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Grants1 2 467) 2 597) 2 638) 2 693) 2 693) Sales of goods and services2 1 939) 1 612) 1 671) 1 756) 1 766) GST receipts 193) 188) 191) 195) 195) Interest received 70) 75) 75) 75) 75) Other cash receipts 194) 289) 303) 318) 325) Total cash inflows 4 863) 4 761) 4 878) 5 037) 5 054)

Cash outflows Employee benefits3 (2 544) (2 753) (2 719) (2 628) (2 600) Superannuation (258) (263) (258) (245) (231) GST payments (193) (188) (191) (195) (195) Supplies and consumables4 (1 760) (1 573) (1 741) (1 979) (2 048) Other cash payments (129) ....) ....) ....) ....) Total cash outflows (4 884) (4 777) (4 909) (5 047) (5 074)

Net cash from (used by) operating activities (21) (16) (31) (10) (20)

Cash flows from investing activities Payments for acquisition of non-financial assets (50) (50) (50) (50) (50) Proceeds from the disposal of non-financial assets ....) 50) 15) 15) 15) Net cash from (used by) investing activities (50) ....) (35) (35) (35)

Net increase (decrease) in cash and cash equivalents held (71) (16) (66) (45) (55)

Cash and deposits at the beginning of the reporting period 244) 218) 202) 136) 91) Cash and deposits at the end of the reporting period 173) 202) 136) 91) 36)

Notes: 1. The increase in Grants in 2013-14 reflects additional funding of $175 000 per annum for the Tasmanian Seed Conservation Centre. 2. The decrease in Sales of goods and services in 2013-14 reflects a reduction in restaurant and shop revenue and lower than anticipated education revenue. 3. The increase in Employee benefits in 2013-14 reflects the commencement of a new wage agreement and reflects a more accurate estimate based on 2011-12 expenditure. 4. The decrease in Supplies and consumables in 2013-14 reflects efficiency improvements.

Royal Tasmanian Botanical Gardens 26.5

27 STATE FIRE COMMISSION

AUTHORITY OUTLINE

The State Fire Commission's primary purpose is to minimise the social, economic and environmental impact of fire on the Tasmanian community. This is pursued through the provision of a rapid and effective response to emergencies and through the delivery of a broad range of fire prevention and safety programs.

The Commission is also responsible for:

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

• managing incidents involving hazardous materials;

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

• providing a rescue/mitigation response to terrorist incidents involving chemical, biological and radiological agents.

The State Fire Commission reports to the Minister for Police and Emergency Management, the Hon David O'Byrne MP, and the supporting agency is the Department of Police and Emergency Management. The Commission delivers all of its services through its operational arm, the Tasmania Fire Service.

This chapter provides the State Fire Commission's financial information for 2013-14 and over the Forward Estimates period (2014-15 to 2016-17). Further information on the Commission can be found at www.fire.tas.gov.au.

State Fire Commission 27.1 MAJOR INITIATIVES

Table 27.1 provides a summary of the Budget and Forward Estimate allocations for the major initiatives.

Table 27.1: Major Initiatives Statement 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000)

Bushfire Ready Neighbourhoods Program 528) ) 551) 565) 578) Communications Replacement Program 679) 310) 320) 320) Fire Fighting Appliance Replacement Program 4 860) 3 370) 3 520) 3 200) Fire Station Build Program 1 846) 1 313) 1 205) 1 215) Information Technology Replacement Program 624) 380) 390) 390)

Bushfire Ready Neighbourhoods Program

A new initiative in 2013-14 is the Bushfire Ready Neighbourhoods Program. This program is included in the five year plan at a total cost of $2.8 million. For many years the TFS has been providing high quality bushfire information, which has led to an increase in awareness of bushfire risk and intention to take appropriate action. However, there are still many households in Tasmania which are not prepared for bushfire. Research conducted by the Bushfire Cooperative Research Centre (CRC) has shown that simply giving or distributing information about what to do is not enough for everyone in the community to prepare for hazards, particularly low frequency hazards such as bushfires. Following an extended community development pilot program in selected Tasmanian communities in collaboration with the Bushfire CRC and the University of Tasmania, TFS is seeking to continue community development in bushfire prone communities across Tasmania. In parallel with the development of Community Protection Plans, this work will seek to increase the preparedness of these communities for bushfire, as climate change is expected to deliver longer bushfire seasons and more intense bushfires. Community development is a successful and cost-effective approach for changing behaviour, by accessing existing community networks and resources and supporting communities to develop specific local strategies. This approach is supported by national and international research from other areas including natural hazards management, health promotion and adult education. A feature of the Bushfire Ready Neighbourhoods program will be to increase the capacity of some members of the career and volunteer brigades to work with communities to increase their resilience.

Communications Replacement Program

The Communication five year rolling program continues to support the replacement of ageing paging system infrastructure (paging transmitters and associated links) across the State. The replacement of old analogue radio link systems remains a priority, and these systems are being replaced with high bandwidth digital links to enable considerable flexibility for service delivery and diversity, with improved disaster recovery outcomes. The radio replacement project continues, with the replacement of radio network equipment including site infrastructure (power and monitoring systems, access and security equipment) across the State, ensuring that critical systems maintain high availability and serviceability.

27.2 State Fire Commission In addition, an allocation of $300 000 has been provided to upgrade video conferencing facilities in major centres. Although the current equipment proved valuable in the recent fires, its shortfalls were evident. Given the age of the technology, and the recent innovations over the past few years, there is little doubt that a new system would enhance operations.

Fire Fighting Appliance Replacement Program

The Commission is committed to providing its fire fighters with safe and operationally effective fire trucks, allocated on a 'fitness for purpose' basis. Through economies of scale, it has been possible to scope, design and fabricate, on average, 29 operationally fit for purpose fire fighting trucks per annum. Assisted by a higher volume of trucks per annum through mass production, the Commission has been able to develop a rolling and sustainable fire truck replacement program that will ultimately result in a decline in the maximum age of its operational fleet of trucks from in excess of 25 years, to somewhere in the vicinity of 20 years of age.

Total funding for the next five years of $19.0 million, excluding capital funds to be carried forward, has been allocated to the Fire Fighting Truck Replacement Program, which will see the heavy tanker fleet upgraded to crew cab appliances, additional medium and light tankers fabricated, as well as the purchase of two new pumpers and the refurbishment of aerial appliances.

Fire Station Build Program

An allocation of $1.8 million has been provided for Land and Buildings with the construction of fire stations at Bridport, Sandford, Forth/Turners Beach and additional funding for St Helens fire station. In addition, a high rise training structure is planned for Cambridge, a station extension at Koonya, and station works at Hobart, Burnie and Railton, as well as a significant number of small projects.

Information Technology Replacement Program

The replacement program for the computer and network infrastructure has been rescheduled to account for the transition to Voice-Over-Internet Protocol (VOIP) technology. This is necessary due to the pending decommissioning of the current Government phone network that uses the spectrum network. This has brought forward to 2013-14 the replacement and installation of additional network infrastructure in some areas. The In-Vehicle Computer project, to provide more accurate and timely information in the management of emergencies and surrounding location to the crew in transit and during the event, will continue in 2013-14. The desktop and laptop replacement program continues in 2013-14 and will include the replacement and purchase of additional fire boundary mapping tablets. The modernisation of the Geographic Information System infrastructure continues in 2013-14, to leverage off the Spatial Information Foundations Project being undertaken by Government.

State Fire Commission 27.3 DETAILED BUDGET STATEMENTS

Table 27.2: Statement of Comprehensive Income 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Fire Service Levies1 56 724) 59 537) 61 564) 63 580) 65 687) Grants 3 611) 3 382) 3 422) 3 463) 3 505) Sales of goods and services 5 514) 5 480) 5 644) 5 814) 5 989) Fees and fines 180) 185) 191) 197) 203) Interest 200) 350) 206) 212) 219) Other revenue 868) 1 178) 1 208) 1 238) 1 268) Total revenue and other income from transactions 67 097) 70 112) 72 235) 74 504) 76 871)

Expenses from transactions Employee benefits2 42 077) 44 030) 44 616) 45 797) 46 712) Depreciation and amortisation 5 326) 6 304) 6 430) 6 560) 5 870) Supplies and consumables3 17 684) 18 886) 19 704) 20 159) 20 719) Borrowing costs 440) 256) 260) 270) 280) Other expenses 3 415) 3 750) 3 818) 3 923) 4 012) Total expenses from transactions 68 942) 73 226) 74 828) 76 709) 77 593)

Net result from transactions (net operating balance) (1 845) (3 114) (2 593) (2 205) (722)

Other economic flows included in net result Net gain/(loss) on non-financial assets ....) ....) ....) ....) ....) Total other economic flows included in net result ....) ....) ....) ....) ....)

Net result (1 845) (3 114) (2 593) (2 205) (722)

Other economic flows - other non-owner changes in equity ....) ....) ....) ....) ....)

Comprehensive result (1 845) (3 114) (2 593) (2 205) (722)

27.4 State Fire Commission Table 27.3: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits1 6 834) 6 409) 4 173) 2 393) 1 716) Receivables 2 067) 2 156) 2 220) 2 287) 2 356) Other financial assets 1 478) 2 021) 2 082) 2 144) 2 208) 10 379) 10 586) 8 475) 6 824) 6 280) Non-financial assets Inventories 1 721) 1 415) 1 430) 1 445) 1 460) Property, plant and equipment 99 093) 102 889) 102 539) 102 121) 102 083) Other assets 822) 1 299) 1 338) 1 378) 1 419) 101 636) 105 603) 105 307) 104 944) 104 962)

Total assets 112 015) 116 189) 113 782) 111 768) 111 242)

Liabilities Payables 4 101) 4 751) 4 685) 4 619) 4 554) Interest bearing liabilities 4 698) 4 698) 4 698) 4 698) 4 698) Employee benefits 11 176) 12 597) 12 849) 13 106) 13 367) Superannuation2 3 809) 8 160) 8 160) 8 160) 8 160) Total liabilities 23 784) 30 206) 30 392) 30 583) 30 779)

Net assets (liabilities) 88 231) 85 983) 83 390) 81 185) 80 463)

Equity Reserves 15 204) 15 034) 15 034) 15 034) 15 034) Accumulated funds 73 027) 70 949) 68 356) 66 151) 65 429) Total equity 88 231) 85 983) 83 390) 81 185) 80 463)

Notes: 1. The decrease in Cash and Deposits reflects an increase in operating costs and a continuation of the Commission's Capital Expenditure Program. 2. The increase in the Superannuation liability is as a result of revised actuarial information regarding the Commission's obligation for superannuation benefits. The amount is held steady over the Forward Estimate as the estimate of the liability amount is only provided at a point in time, being the most recent financial year. The amount has increased substantially in 2014, primarily as a result of Superannuation Fund investments declining in value over the past three years, increasing the Commission's obligation to meet the difference in Fund assets and total benefit obligation.

State Fire Commission 27.5 Table 27.4: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Fire Service Levies1 56 724) 59 537) 61 564) 63 580) 65 687) Fees and fines 180) 185) 191) 197) 203) Grants 3 611) 3 382) 3 422) 3 463) 3 505) Sales of goods and services 5 514) 5 480) 5 644) 5 814) 5 989) Interest received 200) 350) 206) 212) 219) Other cash receipts 868) 1 178) 1 208) 1 238) 1 268) Total cash inflows 67 097) 70 112) 72 235) 74 504) 76 871)

Cash outflows Employee benefits2 (37 383) (39 346) (39 870) (40 925) (41 743) Superannuation (4 694) (4 684) (4 746) (4 872) (4 969) Borrowing costs (440) (256) (260) (270) (280) Supplies and consumables3 (17 684) (18 886) (19 704) (20 159) (20 719) Other cash payments (3 415) (3 750) (3 818) (3 923) (4 012) Total cash outflows (63 616) (66 922) (68 398) (70 149) (71 723)

Net cash from (used by) operating activities 3 481) 3 190) 3 837) 4 355) 5 148)

Cash flows from investing activities Payments for acquisition of non-financial assets4 (5 618) (9 059) (6 373) (6 435) (6 125) Proceeds from the disposal of non-financial assets 300) 300) 300) 300) 300) Net cash from (used by) investing activities (5 318) (8 759) (6 073) (6 135) (5 825)

Net increase (decrease) in cash and cash equivalents held (1 837) (5 569) (2 236) (1 780) (677)

Cash and deposits at the beginning of the reporting period 8 671) 11 978) 6 409) 4 173) 2 393) Cash and deposits at the end of the reporting period 6 834) 6 409) 4 173) 2 393) 1 716)

Notes: 1. Fire Service Levies reflects revenue received from the Fire Service Contribution, Insurance Fire Levy and Motor Vehicle Fire Levy. 2. The increase in Employee benefits in 2013-14 reflects the recruitment of 18 trainee fire fighters and general award increases. 3. The increase in Supplies and consumables reflects additional costs incurred for helicopter use and the Strategic Fuel Management Program. 4. The increase in Payments for acquisition of non-financial assets reflects the Commission's substantial Capital Expenditure and asset replacement program in 2013-14.

27.6 State Fire Commission 28 TASTAFE

AUTHORITY OUTLINE

TasTAFE will be a statutory authority, governed by the Training and Workforce Development Act 2013 and subject to the passing of legislation will commence operations on 1 July 2013. TasTAFE will be the new single entity for public sector post-compulsory Vocational Education and Training in Tasmania using the combined resources of the Tasmanian Polytechnic and the Tasmanian Skills Institute to deliver vocational education and training courses to Tasmanians. It will service the training needs of individual learners as well as providing training and workforce skills development services to Tasmanian employers and their employees.

The scope of training provided by TasTAFE will cover the major trade, technical and vocational occupations represented in the Tasmanian economy.

Training will be conducted statewide at training centres in Hobart, Clarence, Claremont, Launceston, Devonport and Burnie; in Trade Training Centres; in regional locations and in workplaces across the State. TasTAFE will also maintain a mobile training centre as well as offering online training services.

The Board of TasTAFE is accountable to the Minister for Education and Skills, Hon Nick McKim MP.

This chapter provides financial information for TasTAFE for 2013-14 and over the Forward Estimates period (2014-15 to 2016-17).

MAJOR INITIATIVES

The major initiatives for TasTAFE include:

• continuing to adapt the organisation to ensure that it is fit-for-purpose as a demand focussed workforce development training organisation operating effectively and efficiently in a training market;

• building strong, purposeful and beneficial relationships with the State's employers centred on connecting learning with the workplace;

• developing stronger educational pathways across the three Tasmanian sectors of schooling, vocational and tertiary delivery in order to increase participation and attainment levels as well as productivity outcomes; and

• establishing a financial structure to ensure sound business operations in a competitive training market with diverse funding streams.

TasTAFE 28.1 DETAILED BUDGET STATEMENTS

Table 28.1: Statement of Comprehensive Income1 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Revenue and other income from transactions Grants ....) 81 761) 82 417) 83 054) 83 746) Sales of goods and services ....) 27 258) 27 898) 28 606) 29 178) Total revenue and other income from transactions ....) 109 019) 110 315) 111 660) 112 924)

Expenses from transactions Employee benefits ....) 75 269) 75 928) 75 966) 77 445) Depreciation and amortisation ....) 8 109) 7 915) 7 730) 7 680) Supplies and consumables ....) 31 327) 31 232) 31 473) 32 011) Borrowing costs ....) 80) 21) ....) ....) Total expenses from transactions ....) 114 785) 115 096) 115 169) 117 136)

Net result from transactions (net operating balance) ....) (5 766) (4 781) (3 509) (4 212)

Other economic flows included in net result ....) ....) ....) ....) ....)

Net result ....) (5 766) (4 781) (3 509) (4 212)

Other economic flows - other non-owner changes in equity Changes in physical asset revaluation reserve ....) 2 201) 2 153) 2 107) 2 064) Other movements taken directly to equity2 ....) 214 238) ....) ....) ....) Total other economic flows - other non-owner changes in equity ....) 216 439) 2 153) 2 107) 2 064)

Comprehensive result ....) 210 673) (2 628) (1 402) (2 148)

28.2 TasTAFE Table 28.2: Statement of Financial Position as at 30 June 2013) 2014) 2015) 2016) 2017) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Assets Financial assets Cash and deposits ....) 94) 227) 2 026) 3 106) Receivables ....) 3 939) 3 995) 4 072) 4 151) ....) 4 033) 4 222) 6 098) 7 257) Non-financial assets Inventories ....) 318) 318) 318) 318) Property, plant and equipment ....) 230 755) 225 343) 221 570) 218 304) ....) 231 073) 225 661) 221 888) 218 622)

Total assets ....) 235 106) 229 883) 227 986) 225 879)

Liabilities Payables ....) 4 017) 4 093) 4 625) 5 178) Interest bearing liabilities1 ....) 4 156) 1 920) 920) ....) Employee benefits ....) 16 260) 15 825) 15 798) 16 206) Total liabilities ....) 24 433) 21 838) 21 343) 21 384)

Net assets (liabilities) ....) 210 673) 208 045) 206 643) 204 495)

Equity Contributed capital ....) 214 238) 214 238) 214 238) 214 238) Reserves ....) 2 201) 4 354) 6 461) 8 525) Accumulated funds ....) (5 766) (10 547) (14 056) (18 268) Total equity ....) 210 673) 208 045) 206 643) 204 495)

Note: 1. The movement in Interest bearing liabilities reflects the combined balance of a loan provided to the former Tasmanian Skills Institute under the Targeted Voluntary Redundancy Program and a cash deficit belonging to the Tasmanian Polytechnic held within the Department of Education's operating account.

TasTAFE 28.3 Table 28.3: Statement of Cash Flows 2012-13) 2013-14) 2014-15) 2015-16) 2016-17) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Cash flows from operating activities Cash inflows Grants ....) 81 761) 82 417) 83 054) 83 746) Sales of goods and services ....) 27 222) 27 842) 28 529) 29 099) GST receipts ....) 2 703) 2 756) 2 810) 2 864) Total cash inflows ....) 111 686) 113 015) 114 393) 115 709)

Cash outflows Employee benefits ....) (66 523) (67 581) (67 525) (68 452) Superannuation ....) (8 343) (8 782) (8 468) (8 585) Borrowing costs ....) (80) (21) ....) ....) GST payments ....) (2 703) (2 756) (2 810) (2 864) Supplies and consumables ....) (30 693) (31 156) (30 941) (31 458) Total cash outflows ....) (108 342) (110 296) (109 744) (111 359)

Net cash from (used by) operating activities ....) 3 344) 2 719) 4 649) 4 350)

Cash flows from investing activities Payments for acquisition of non-financial assets ....) (350) (350) (1 850) (2 350) Equity injections and cashflows from restructuring1 ....) (4 311) ....) ....) ....) Net cash from (used by) investing activities ....) (4 661) (350) (1 850) (2 350)

Cash flows from financing activities Net borrowings2 ....) 1 411) (2 236) (1 000) (920) Net cash from (used by) financing activities ....) 1 411) (2 236) (1 000) (920)

Net increase (decrease) in cash and cash equivalents held ....) 94) 133) 1 799) 1 080)

Cash and deposits at the beginning of the reporting period ....) ....) 94) 227) 2 026) Cash and deposits at the end of the reporting period ....) 94) 227) 2 026) 3 106)

Notes: 1. Equity injections and cash flows from restructuring reflect cash flows associated with the transfer of cash holdings from the former Tasmanian Skills Institute and the former Tasmanian Polytechnic. 2. The movement in Net borrowings reflects the repayment of a loan provided to the former Tasmanian Skills Institute under the Targeted Voluntary Redundancy Program and a cash deficit belonging to the Tasmanian Polytechnic held within the Department of Education's operating account.

28.4 TasTAFE