2009-10 Budget Paper No 2 Volume 2supplies, fit-out, communications and other equipment for all...

P A R L I A M E N T O F T A S M A N I A

Budget Paper No 2

Government Services Volume 2

Presented by the Honourable

Michael Aird MLC, Treasurer, for the information of

Honourable Members, on the occasion of the Budget, 2009-10

Useful 2009-10 Budget and Government Web sites

www.budget.tas.gov.au Contains the Budget Papers.

www.treasury.tas.gov.au Provides other Budget and financial publications.

www.media.tas.gov.au Contains the Government's Budget related media releases.

www.tas.gov.au Provides links to the Web sites 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.

www.tasmaniatogether.tas.gov.au Provides detailed information on Tasmania Together, including the current status of this important initiative.

CONTENTS VOLUME 1 1 Introduction

PART 1: DEPARTMENTS

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 Legislative Council

15 Legislature-General

16 Office of the Governor

17 Office of the Ombudsman

i

18 Tasmanian Audit Office

PART 3: STATUTORY AUTHORITIES

19 Inland Fisheries Service

20 Marine and Safety Tasmania

21 The Nominal Insurer

22 Royal Tasmanian Botanical Gardens

23 State Fire Commission

24 The Tasmanian Academy, Polytechnic and Skills Institute

PART 4: APPENDIX

Appendix 1 Consolidated Fund Estimates

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


Output Group Restructure 9.3

Performance Information 9.3

Output Group Expense Summary 9.4

Output Group 1: Public Safety 9.5

Output Group 2: Crime 9.7

Output Group 3: Road Safety 9.10

Output Group 4: Emergency Management 9.12

Capital Investment Program 9.14


10 Department of Premier and Cabinet 10.1

Agency Outline 10.1




iii

Output Group 1: Support for Executive Decision Making 10.7

Output Group 2: Government Processes and Services 10.9

Output Group 3: Electronic Services for Government Agencies and the Community 10.11

Output Group 4: State Service Management 10.14

Output Group 5: Tasmania Together Progress Board 10.16

Output Group 6: Community Development 10.18

Output Group 7: Development of Local Government 10.21

Special Capital Investment Funds 10.23



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

Agency Outline 11.1

2009-10 Major Initiatives 11.2



Output Group Expense Summary 11.6

Output Group 1: Information and Land Services 11.9

Output Group 2: Primary Industries 11.12

Output Group 3: Resource Management and Conservation 11.15

Output Group 4: Water Resources 11.18

Output Group 5: Policy 11.21

Output Group 6: Biosecurity and Product Integrity 11.23

Output Group 7: Environment Protection and Analytical Services 11.25

Output Group 8: Parks and Wildlife Management 11.27

Output Group 9: Heritage 11.29




iv

12 Department of Treasury and Finance 12.1

Agency Outline 12.1



Output Group 1: Financial and Resource Management Services 12.7

Output Group 2: Economic and Fiscal Policy Advice 12.9

Output Group 3: Revenue and Regulatory Management Services 12.11

Output Group 4: Community Assistance 12.13



PART 2: AGENCIES

13 House of Assembly 13.1

Agency Outline 13.1



Output Group 1: House of Assembly Support Services 13.3

Output Group 2: Payments Administered by the House of Assembly 13.4


14 Legislative Council 14.1

Agency Outline 14.1



Output Group 1: Legislative Council Support Services 14.3

Output Group 2: Payments Administered by the Legislative Council 14.4


15 Legislature-General 15.1

Agency Outline 15.1



v

Output Group 1: Parliamentary Reporting Service 15.3

Output Group 2: Parliamentary Library Service 15.4

Output Group 3: Parliamentary Printing and Systems 15.5

Output Group 4: Joint Services 15.6


16 Office of the Governor 16.1

Agency Outline 16.1



Output Group 1: The Office of the Governor 16.3


17 Office of the Ombudsman 17.1

Agency Outline 17.1



Output Group 1: The Office of the Ombudsman 17.3


18 Tasmanian Audit Office 18.1

Agency Outline 18.1



Output Group 1: Public Sector Management and Accountability 18.4


PART 3: STATUTORY AUTHORITIES

19 Inland Fisheries Service 19.1

Authority Outline 19.1



vi

20 Marine and Safety Tasmania 20.1




21 The Nominal Insurer 21.1



22 Royal Tasmanian Botanical Gardens 22.1




23 State Fire Commission 23.1




24 The Tasmanian Academy, Polytechnic and Skills Institute 24.1

Authorities Outline 24.1


2009-10 Budget and Forward Estimates Assumptions 24.4


PART 4: APPENDIX

Appendix 1 Consolidated Fund Estimates A1.1

Introduction A1.2

Consolidated Fund: Estimated Outcome, 2008-09 A1.3

Receipts A1.5

Explanation of Revenue Variations A1.5

Expenditure A1.7

Explanation of Expenditure Variations A1.7

Consolidated Fund: 2009-10 Budget and Forward Estimates A1.10

vii

Receipts A1.12

Explanation of Revenue Variations A1.12

Expenditure A1.17

Explanation of Expenditure Variations A1.17

Reserved by Law Items A1.24

viii

PART 1: DEPARTMENTS (CONTINUED)

Ministerial and Parliamentary Support 8.1

8 MINISTERIAL AND PARLIAMENTARY SUPPORT

AGENCY OUTLINE Ministerial and Parliamentary Support provides allowances, staffing support, office facilities, travel and transport for Ministers and other 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 2009-10 and the Forward Estimates period (2010-11 to 2012-13).

OUTPUT INFORMATION The individual Output of Ministerial and Parliamentary Support is 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

2008-09)

Budget)

2009-10)

Budget)

2010-11) Forward) Estimate)

2011-12)Forward)Estimate)


$'000) $'000) $'000) $'000) $'000) Premier Output Group 1 - Support for Members of

Parliament 1.1 Support for Ministers 15 097) 14 689) 14 907) 15 182) 15 463)

1.2 Support for Other Members of Parliament 3 594) 3 439) 3 477) 3 536) 3 596)

18 691) 18 128) 18 384) 18 718) 19 059)

TOTAL 18 691) 18 128) 18 384) 18 718) 19 059)

Note: 1. The Department's 2009-10 Budget and Forward Estimates include the impact of the Government's Budget

Management Strategies. Details of the Budget Management Strategies are provided in Chapter 1 of Budget Paper No 2 Government Services.

8.2 Ministerial and Parliamentary Support

Output Group 1: Support for Members of Parliament Table 8.2 provides financial information for each Output under Output Group 1. A description of the Outputs follows the table.

Table 8.2: Summary Financial Information - Output Group 1 2008-09) 2009-10) 2010-11) 2011-12) 2012-13) ) ) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate)

$'000) $'000) $'000) $'000) $'000) Support for Members of Parliament Expenses by Output

1.1 Support for Ministers 15 097) 14 689) 14 907) 15 182) 15 463)

1.2 Support for Other Members of Parliament 3 594) 3 439) 3 477) 3 536) 3 596)

Net Cost of Output Group 18 691) 18 128) 18 384) 18 718) 19 059) Appropriation 18 665) 18 103) 18 455) 18 692) 19 033)

1.1 Support for Ministers This Output provides certain allowances, most staffing, travel and office facilities including accommodation, supplies, fit-out, communications and other equipment for all Ministers. This Output also provides all Ministers and other office holders including the Speaker of the House of Assembly, the President of the Legislative Council, the Leader of the Opposition and the Leader of the Tasmanian Greens, with a transport service (car and driver) if required.

1.2 Support for Other Members of Parliament This Output provides certain allowances, most staffing, travel and office facilities including accommodation, supplies, fit-out, communications and other equipment for:

•

•

other Government Members of the House of Assembly; and

non-government Members of the House of Assembly.

Certain office facilities and staffing support are also provided to some Members of the Legislative Council.

DETAILED BUDGET STATEMENTS Table 8.3: Income Statement

2008-09) 2009-10) 2010-11) 2011-12) 2012-13)Forward) Forward) Forward)

Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Revenue

Revenue from Appropriation 18 665) 18 103) 18 455) 18 692) 19 033)

18 665) 18 103) 18 455) 18 692) 19 033)

Less Expenses Employee Entitlements 11 110) 11 413) 11 458) 11 708) 11 974)

Superannuation 1 128) 1 159) 1 268) 1 304) 1 336)

Depreciation and Amortisation 17) 17) 17) 17) 17)

Supplies and Consumables1 5 611) 4 694) 4 791) 4 821) 4 844)

Other Expenses 825) 845) 850) 868) 888)

18 691) 18 128) 18 384) 18 718) 19 059)

Equals OPERATING RESULT (26) (25) 71) (26) (26)

Plus Other Movements in Equity

Revaluations of Non-Financial Assets ....) ....) ....) ....) ....)

Other Non-Owner Movements in Equity ....) ....) ....) ....) ....)

Equals COMPREHENSIVE INCOME (26) (25) 71) (26) (26)

Note: 1. The decrease in Supplies and Consumables from 2008-09 to 2009-10 reflects the impact of the Government's

Budget Management Strategies.


Table 8.4: Revenue from Appropriation 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)

Forward) Estimate)

Forward) Estimate)

Forward)Estimate) Budget) Budget)

$'000) $'000) $'000) $'000) $'000) Annual Appropriation

Recurrent 17 957) 17 364) 17 716) 17 953) 18 294)

17 957) 17 364) 17 716) 17 953) 18 294)

Reserved by Law Allowances of Ministers (Parliamentary Salaries,

Superannuation and Allowances Act 1973) 708) 739) 739) 739) 739)

708) 739) 739) 739) 739)

Total Revenue from Appropriation 18 665) 18 103) 18 455) 18 692) 19 033)


Table 8.5: Balance Sheet as at 30 June 2009) 2010) 2011) 2012) 2013)

) ) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Assets

Financial Assets Cash and Deposits1 116) 107) 82) 57) 32)

Receivables ....) 2) 2) 2) 2)

Other Financial Assets 317) 318) 323) 328) 333)

433) 427) 407) 387) 367)

Non-Financial Assets Plant and Equipment2 181) ....) ....) ....) ....)

181) ....) ....) ....) ....)

Total Assets 614) 427) 407) 387) 367) Liabilities

Employee Entitlements3 2 069) 2 345) 2 250) 2 251) 2 252)

Payables3 70) 99) 100) 101) 102)

Other Liabilities3 285) 241) 244) 248) 252)

Total Liabilities 2 424) 2 685) 2 594) 2 600) 2 606)

NET ASSETS (1 810) (2 258) (2 187) (2 213) (2 239)

Equity

Accumulated Funds (1 907) (2 355) (2 284) (2 310) (2 336)

Asset Revaluation Reserve 97) 97) 97) 97) 97)

Total Equity (1 810) (2 258) (2 187) (2 213) (2 239)

Notes: 1. The decrease in Cash and Deposits in 2010 and over the Forward Estimates reflects the anticipated movement in

cash holdings based on projected cash inflows and outflows. 2. The decrease in Plant and Equipment in 2010 reflects the depreciation of computing infrastructure, including the

secure website developed to enable the sharing of information by Ministerial offices. 3. The movements in Employee Entitlements, Payables and Other Liabilities in 2010 reflect a more accurate estimate

based on actual balances in 2008.


Table 8.6: Cash Flow Statement 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)

Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Cash Flows from Operating Activities

Cash Received Appropriation 17 957) 17 364) 17 716) 17 953) 18 294)

Reserved by Law 708) 739) 739) 739) 739)

GST Receipts 330) 330) 330) 330) 330)

18 995) 18 433) 18 785) 19 022) 19 363)

Cash Paid Employee Entitlements (11 109) (11 412) (11 553) (11 707) (11 973)

Superannuation (1 128) (1 159) (1 268) (1 304) (1 336)

Supplies and Consumables1 (5 611) (4 695) (4 792) (4 821) (4 844)

GST Payments (330) (330) (330) (330) (330)

Other Payments (825) (845) (850) (868) (888)

(19 003) (18 441) (18 793) (19 030) (19 371)

Net Cash Flows from Operating Activities (8) (8) (8) (8) (8) Cash Flows from Investing Activities

Purchase of Fixed Assets (17) (17) (17) (17) (17)

Net Cash Flows from Investing Activities (17) (17) (17) (17) (17) Net Increase/(Decrease) in Cash Held (25) (25) (25) (25) (25) Cash at the Beginning of the Year 141) 132) 107) 82) 57)Cash at the End of the Year 116) 107) 82) 57) 32) Note: 1. The decrease in Supplies and Consumables from 2008-09 to 2009-10 reflects the impact of the Government's



Police and Emergency Management 9.1

9 DEPARTMENT OF POLICE AND EMERGENCY MANAGEMENT

AGENCY OUTLINE The Department of Police and Emergency Management is responsible for delivering policing and emergency services for Tasmania and plays a lead role in the achievement of the Tasmania Together goal of developing confident, friendly and safe communities.

The Department is responsible to the Minister for Police and Emergency Management, Hon Jim Cox MP, and includes Tasmania Police, the State Emergency Services and Forensic Science Services Tasmania. The Department is comprised of geographical districts, which are assisted by specialised support areas.

Through continued investment in people, resources and systems, the Department aims to:

•

•

•

•

•

provide a high visibility front-line service;

ensure people feel safe and are safe in public places;

reduce the impact of crime and continue the increase in crime clearance;

improve traffic law compliance; and

enhance our delivery of emergency and security management.

This chapter provides the Department's financial information for 2009-10 and the Forward Estimates period (2010-11 to 2012-13). Further information on the Department is provided at http://www.police.tas.gov.au.

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

Table 9.1: Major Initiatives Statement 2009-10 2010-11 2011-12 2012-13

Forward Estimate

Forward Estimate

Forward Estimate

Budget

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

Automatic Vehicle Location Project 698 144 144 144

Divisional Headquarters Refurbishment Program 2 550 6 435 9 403 ….

Tasmanian Government Radio Network Project 2 798 3 848 3 848 3 848

Automatic Vehicle Location Project Funding has been provided to develop and introduce Automatic Vehicle Location (AVL) capabilities to Departmental vehicles. Funding of $698 000 will be provided in 2009-10, in order to improve police officer safety levels and improve the command and dispatch functionality to enable greater emergency response and incident management control. The amounts for 2010-11 to 2012-13 represent recurrent funding for ongoing operation of the Project.

Divisional Headquarters Refurbishment Program Funding has been provided for the redevelopment and refurbishment of the Department's Divisional Police Headquarters at Devonport, Bellerive and Glenorchy. The main focus for 2009-10 will be the redevelopment of the Bellerive Divisional Headquarters.

Tasmanian Government Radio Network Project Funding has been provided to meet the ongoing service fees and project costs associated with the Government Trunk Mobile Radio Network. This initiative will also cover the network operating costs incurred by the Crown under the new commercial arrangements.

9.2 Police and Emergency Management


OUTPUT INFORMATION Output Group Restructure The Department of Police and Emergency Management has restructured its Outputs in response to the Department's new Strategic Directions Framework for 2009-11. The Framework outlines the future direction of the Department and the strategic priorities in order to achieve the Mission: 'To deliver quality police and emergency management services to the people of Tasmania'. The Output restructure has occurred to ensure that the Government's outcomes are linked to the Department's strategic corporate documents.

The following Outputs have changed:

•

•

•

•

•

•

Output 3.1 Traffic Law Enforcement and Road Safety has been renamed. This Output was previously named Accident Reduction and Road Safety;

Output 4.1 Poppy Security moves directly to Output 2.2 Poppy Security;

Output 4.2 Fisheries Security-State and Commonwealth moves directly to Output 2.3 Fisheries Security-State and Commonwealth;

Output 5.1 State Emergency Management Services moves directly to Output 4.1 State Emergency Management Services;

Output 4.2 State Security and Rescue Operations is a new Output, created from the reallocation of funding from Outputs 1.1 Support to the Community and 2.1 Investigation of Crime; and

the previous Output 7.1 Ministerial Services has been absorbed into Outputs 1.1 Support to the Community, 2.1 Investigation of Crime and 3.1 Traffic Law Enforcement and Road Safety.

The new Output 4.2 State Security and Rescue Operations will increase the focus on the delivery of search and rescue operations and the provision of whole-of-government policies and strategies relating to counter-terrorism and terrorist threats.

Performance Information The Department's performance measures have been revised following the Auditor-General's Special Report on Public Sector Performance Information (April 2008). Preliminary measures to address concerns raised in the report have been included in the 2009-10 Budget Papers and the Department will continue to incorporate additional measures in future Budget Papers to satisfy all of the recommendations of the Report.

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

Table 9.2: Output Group Expense Summary1,2 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)

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 Community 112 693) 106 558) 108 530) 109 178) 111 803) Output Group 2 – Crime

2.1 Investigation of Crime 38 635) 39 661) 40 313) 41 053) 42 185)

2.2 Poppy Security 1 098) 1 072) 1 088) 1 101) 1 126)

2.3 Fisheries Security - State and Commonwealth 5 594) 5 482) 5 537) 5 605) 5 720)

2.4 Support to Judicial Services 10 440) 10 236) 10 322) 10 448) 10 669)

55 767) 56 451) 57 260) 58 207) 59 700) Output Group 3 - Road Safety

3.1 Traffic Law Enforcement and Road Safety 17 019) 17 923) 18 263) 18 591) 19 051) Output Group 4 - Emergency Management

4.1 State Emergency Management Services 2 801) 2 671) 2 794) 2 829) 2 870)

4.2 State Security and Rescue Operations 6 297) 5 981) 5 987) 6 060) 6 178)

9 098) 8 652) 8 781) 8 889) 9 048)

TOTAL 194 577) 189 584) 192 834) 194 865) 199 602)

Notes: 1. The Department's 2009-10 Budget and Forward Estimates include the impact of the Government's Budget


2. The 2008-09 Budget figures have been recast to reflect the Department's revised Output structure.


Output Group 1: Public Safety Table 9.3 provides financial information for the single Output under Output Group 1. A description of the Output follows the table.

Table 9.3: Summary Financial Information – Output Group 1 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)

Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate)

$'000) $'000) $'000) $'000) $'000) Public Safety

Expenses by Output

1.1 Support to the Community1 112 693) 106 558) 108 530) 109 178) 111 803)

112 693) 106 558) 108 530) 109 178) 111 803) Retained Revenue2 5 306) 2 310) 2 310) 2 310) 2 310)

Net Cost of Output Group 107 387) 104 248) 106 220) 106 868) 109 493)

Appropriation 104 752) 100 475) 102 278) 102 738) 104 839) Notes: 1. The decrease in Support to the Community in 2009-10 reflects the impact of the Government's Budget Management

Strategies and the Government Trunk Mobile Radio Network upgrade project, amounting to $8.0 million 2008-09, nearing completion.

2. The decrease in Retained Revenue in 2009-10 primarily reflects the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.

1.1 Support to the Community This Output is focused on providing a high level of visible front line policing and improving personal safety within the community. Activities related to this Output aim to provide a more inclusive and consultative approach to policing, increase the level of safety at home and in public places, and the overall management of public order.


Table 9.4: Performance Information – Output Group 1 Unit of 2006-07 2007-08 2008-09 2009-10Performance Measure Measure Actual Actual Target Target

Satisfaction with police services % 71 72 71 71

Satisfaction with police in dealing with public order

problems % 58 56 60 60

Confidence in police1 % 84 84 85 85

Community perception of police integrity % 83 82 82 82

Radio Dispatch Incidents2 Number 129 152 126 896 135 000 131 000

Assaults in public places3 Number 1 233 1 185 1 200 1 085

Public Order type incidents3 Number 32 594 33 011 34 500 33 000

Cost of policing per capita3 Dollars 331 324 320 320

Number of complaints against police Number 86 68 88 87

Number of deaths in police custody Number nil nil nil nil

Perceptions of safety in public places – by day (TT)4 % 93 92 92 93

Perceptions of safety in public places – after dark (TT)4 % 68 67 65 67

Perceptions of safety at home – alone by day (TT)4 % 95 95 96 96

Perceptions of safety at home – alone after dark (TT)4 % 87 86 87 87

Notes: 1. The previous measure, Community satisfaction with police support for community programs, has been replaced to

better reflect the new business priorities and strategic direction of the Department. 2. This performance measure was previously named Requests for policing services. 3. This is a new performance measure for 2009-10. 4. The Tasmania Together measures have been relocated from Output Group 2 Crime to Output Group 1 Public

Safety, as part of the restructure of Output Groups. The indicators are part of the Tasmania Together goal of developing confident, friendly and safe communities.

Performance Information Comments Table 9.4 reports on measures related to public safety, in particular support to the community. The Department continues to remain above the national average in community attitudes towards policing and below the national average for complaints against police and deaths in custody.

New performance measures comprise Public Order type incidents which include public disturbances, vandalism, vehicle complaints (eg hooning), offensive behaviour, and noise complaints from the public, as well as cost of policing per capita which report the real recurrent expenditure on police services per head of population.

Tasmania Together In addition to the Performance Indicators listed above, the Department is the lead agency responsible for and an active contributor to a range of Tasmania Together benchmarks. Further information can be found at www.tasmaniatogether.tas.gov.au.


Output Group 2: Crime Table 9.5 provides financial information for the four Outputs under Output Group 2. A description of each Output follows the table.



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

Expenses by Output

2.1 Investigation of Crime 38 635) 39 661) 40 313) 41 053) 42 185)

2.2 Poppy Security1 1 098) 1 072) 1 088) 1 101) 1 126)

2.3 Fisheries Security - State and Commonwealth1 5 594) 5 482) 5 537) 5 605) 5 720)

2.4 Support to Judicial Services1 10 440) 10 236) 10 322) 10 448) 10 669)

55 767) 56 451) 57 260) 58 207) 59 700) Retained Revenue2 2 095) 360) 360) 360) 360)


Appropriation 53 672) 55 293) 56 009) 56 854) 58 061) Notes: 1. The decrease in Poppy Security, Fisheries Security – State and Commonwealth, and Support to Judicial Services in

2009-10 reflects the impact of the Government's Budget Management Strategies. 2. The decrease in Retained Revenue in 2009-10 primarily reflects the change to the administration of Australian

Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.

2.1 Investigation of Crime This Output involves the thorough investigation of serious crime with a high focus on crime clearance rates. Activities performed as part of this Output include the detection and apprehension of offenders, the reduction of illicit drug availability and to reduce the impact of crime on communities.

2.2 Poppy Security This Output involves the protection and security of poppy crops by targeting offenders and focusing on reducing the incidence of poppy diversions to the illicit market. Activities performed as part of this Output include the development of intelligence and auditing services, investigation techniques that focus on offender prosecution, and facilitating the protection and security of poppies through industry involvement.


2.3 Fisheries Security – State and Commonwealth This Output involves the protection of marine resources through the provision of high visibility patrols. Activities performed as part of this Output include the development of intelligence and auditing services, maximising the seizure of confiscated assets, and enhancing investigation techniques to achieve a high rate of offender detection.

2.4 Support to Judicial Services This Output involves providing policing services that support the criminal justice system and investigative and clerical services on behalf of the Coroner. Activities performed as part of this Output include the management of family violence incidents, the provision of victim support services, diversionary programs and bail/warrant processing.


Investigation of Crime

Number of recorded offences against the person Number 5 554 5 179 4 932 4 900

Outcome of investigations – crime against the person

clearance % 96 95 95 94

Number of recorded offences against property Number 29 366 26 952 25 600 25 000

Outcome of investigations – property crime clearance % 33 35 33 35

Serious drug offenders charged1 Number 405 488 425 450 Poppy Security

Number of poppy crop interferences Number 7 8 20 17 Fisheries Security – State and Commonwealth

Total sea inspections Number 32 063 31 653 30 000 35 000

Total marine land inspections2 Number 60 159 59 594 56 000 50 000

Total marine offenders detected Number 2 476 2 518 2 800 2 550 Support to Judicial Services

Juvenile prosecutions3 Number 1 296 1 669 1 175 1 800

Juvenile conferences and cautions4 Number 3 167 3 452 3 000 3 000

Family violence incident reports5 Number 3 728 3 407 3 450 3 450

Notes: 1. This is a new performance measure for 2009-10. 2. Data collected under this measure has changed from 2007-08 by including landing point visits to the total of land

boat inspections. 3. The increase in the Juvenile prosecutions 2009-10 target primarily reflects the number of repeat offenders moving

from diversionary conferencing and cautions to the prosecution stage of the judicial system. 4. The previous measure, Total juvenile offenders coming into contact with police, has been replaced to better reflect

the new business priorities and strategic direction of the Department. 5. The previous measure, Reported level of family violence, has been replaced to better reflect the new business

priorities and strategic direction of the Department.


Performance Information Comments Table 9.6 reports trend data for a number of effectiveness indicators for crime detection and investigation. 'Recorded offences' refers to crimes which have been reported to police by the public or detected by police in the course of their duties. Tasmania also continues to clear greater numbers of crimes for offences against both property and persons.

Over the last three years there has been a steady increase in the number of poppy hectares harvested. Based upon the 2009-10 applications for approved acreage, a further increase in the number of hectares harvested is expected, which increases the potential for interference.

The performance measure 'Juvenile prosecutions' refers to the number of young people where authorisation has been given to prosecute, whilst 'Juvenile conferences and cautions' refers to when police work cooperatively with other government agencies to employ the diversionary conferencing system or only record a caution (both formal and informal) against an offender. Strategies such as Inter-Agency Support Teams, U-Turn and Early Intervention and Youth Action units are designed to divert young offenders from the court process, and protect young people at risk.


Output Group 3: Road Safety Table 9.7 provides financial information for the single Output under Output Group 3. A description of the Output follows the table.



$'000) $'000) $'000) $'000) $'000) Road Safety

Expenses by Output

3.1 Traffic Law Enforcement and Road Safety 17 019) 17 923) 18 263) 18 591) 19 051)

17 019) 17 923) 18 263) 18 591) 19 051) Retained Revenue 1 736) 1 736) 1 736) 1 736) 1 736)


Appropriation 15 283) 15 934) 16 244) 16 540) 16 909)

3.1 Traffic Law Enforcement and Road Safety This Output is focused on delivering improved driver behaviour through traffic law compliance and road safety education. Activities related to this Output aim to reduce the level of high risk offences by increasing the visibility of police patrols, conducting traffic operations and the attendance and investigation of accidents on Tasmanian roads.



Speeding Offences: Traffic Infringement offences and

cautions1 Number 44 815 45 764 43 000 45 500

Speed Offences (Road Safety Cameras) Number 61 338 59 064 60 000 57 000

Random Breath Tests conducted Number 702 362 679 632 650 000 700 000

Random Breath Tests exceeding the prescribed limit2 Number 4 426 4 865 4 650 4 900

Seat belt and child restraint offences detected1 Number 7 650 6 837 6 100 6 660

Road Safety Camera operating hours1 Hours 21 176 17 700 18 000 18 500

Road Deaths per 100 000 registered vehicles3 Number 15 11 11 11

Proportion of people who felt that speeding cars or

dangerous, noisy driving was a 'major problem' or

'somewhat of a problem' in the state of Tasmania1 % 91 89 90 90

Notes: 1. This is a new performance measure for 2009-10. 2. This performance measured has changed from a percentage to numeric basis to better reflect the new business

priorities and strategic direction of the Department. 3. The previous measure, Total number of serious injury crashes, has been replaced to better reflect the new business

priorities and strategic direction of the Department.


Output Group 4: Emergency Management Table 9.9 provides financial information for the two Outputs under Output Group 4. A description of each Output follows the table.



$'000) $'000) $'000) $'000) $'000) Emergency Management

Expenses by Output1

4.1 State Emergency Management Services 2 801) 2 671) 2 794) 2 829) 2 870)

4.2 State Security and Rescue Operations 6 297) 5 981) 5 987) 6 060) 6 178)

9 098) 8 652) 8 781) 8 889) 9 048) Retained Revenue2 444) 354) 354) 354) 354)


Appropriation 8 654) 8 212) 8 331) 8 428) 8 556) Notes: 1. The decrease in State Emergency Management Services and State Security and Rescue Operations in 2009-10

reflects the impact of the Government's Budget Management Strategies. 2. The decrease in Retained Revenue in 2009-10 primarily reflects the change to the administration of Australian

Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.

4.1 State Emergency Management Services This Output involves the provision of emergency services in accordance with the Emergency Management Act 2006. Activities performed as part of this Output include emergency risk management and disaster mitigation, emergency preparedness, the management of emergency response and building partnerships with other jurisdictions to provide emergency relief and recovery support.

4.2 State Security and Rescue Operations This Output is focused on the delivery of search and rescue operations and the provision of whole-of-government policies and strategies relating to counter-terrorism and terrorist threats. Activities performed as part of this Output include land, sea and air rescue operations, representation at State and National counter-terrorism committees, and the maintenance and development of skills through multi-jurisdictional exercises.



State Emergency Management Services1

Number of SES call outs Number 576 678 620 620

Number of active Registered Volunteers2 Number 525 536 600 600

Total Volunteer training hours3 Hours 32 695 24 165 30 000 30 000

Volunteer training hours per SES trainer4 Hours 10 898 8 055 10 000 10 000

Number of competency certificates issued Number 725 1 325 1 000 1 000 State Security and Rescue Operations

Number of Search and Rescue Operations5 Number 88 57 70 70

Total number of Police initiated Helicopter hours5 Hours 225 166 220 220

Number of Security-Sensitive Dangerous Substance

Permit and Shot-Firer Permit background

checks5,6 Number 84 87 100 100

Number of exercises managed5 Number 24 26 30 30

Number of counter terrorism projects/forums

supported5 Number 8 10 12 12

Notes: 1. The previous measure, Completed Emergency Management Plans that are current, has been removed to better

reflect the new business priorities and strategic direction of the Department. 2. This performance measure was previously identified as Number of Registered Volunteers. 3. This is the collective total of man-hours that volunteers have received for staff delivered training. 4. This performance measure is based on the ratio of volunteer training hours to three permanent training staff. 5. New Performance measure in 2009-10. 6. Security-Sensitive Dangerous Substance and Shot-Firer Permits are issued under the Security-Sensitive Dangerous

Substances Act 2005 and the Dangerous Goods (General) Regulations 1998 to authorise permit holders for the use of defined substances and to undertake certain activities, including the use of explosives. Background checks by Tasmania Police are required as part of the application process by these legislative instruments.

Performance Information Comments Table 9.10 reports trend information relating to the call out and contact hours of State Emergency Services (SES) volunteers in response to emergencies. There is also a high focus on delivering training based on training needs, to ensure that skills are continuously updated and maintained.

New performance measures have been included in 2009-10 to increase the focus on ensuring readiness and responsiveness to terrorist activities and our involvement in rescue operations.


CAPITAL INVESTMENT PROGRAM Table 9.11 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 9.11: Capital Investment Program Estimated) 2009-10) 2010-11) 2011-12) 2012-13)

Total) Forward) Forward) Forward)Cost) Budget) Estimate) Estimate) Estimate)

$'000) $'000) $'000) $'000) $'000) New Projects

Bellerive Headquarters 6 503 2 550) 3 701) ....) ....)

Glenorchy Headquarters 6 150 ....) 474) 5 459) ....)

2 550) 4 175) 5 459) ....) Continuing Projects

Automatic Vehicle Location Project 1 261 554) ....) ....) ....)

Devonport Headquarters 6 235 ....) 2 260) 3 944) ....)

554) 2 260) 3 944) ....)

Total CIP Allocations 3 104) 6 435) 9 403) ....)

Automatic Vehicle Location Project Capital funding of $1.3 million has been allocated to develop and introduce Automatic Vehicle Location (AVL) capability to departmental vehicles. AVL capabilities will improve police officer safety levels and improve the command and dispatch functionality to enable greater emergency response and incident management control.

Divisional Headquarters Refurbishment Program Funding of $18.9 million has been allocated for the redevelopment and refurbishment of the Department's Divisional Police Headquarters at Devonport, Bellerive and Glenorchy.


DETAILED BUDGET STATEMENTS Table 9.12: Income Statement 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


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

Revenue from Appropriation1 183 568) 183 018) 189 297) 193 963) 188 365)

Grants2 3 455) 630) 630) 630) 630)

Other Revenue2 6 126) 4 130) 4 130) 4 130) 4 130)

193 149) 187 778) 194 057) 198 723) 193 125) Less Expenses

Employee Entitlements 124 894) 127 379) 130 295) 131 508) 134 689)

Superannuation 12 289) 12 446) 13 632) 13 950) 14 290)

Depreciation and Amortisation 2 748) 5 023) 5 325) 5 658) 6 590)

Grants and Transfer Payments3 3 075) 1 654) 1 637) 1 633) 1 633)


Other Expenses 10 718) 11 273) 11 214) 11 363) 11 561)

194 577) 189 584) 192 834) 194 865) 199 602)

Equals OPERATING RESULT (1 428) (1 806) 1 223) 3 858) (6 477)


Revaluations of Non-Financial Assets 4 671) 4 671) 4 671) 4 671) 4 671)


4 671) 4 671) 4 671) 4 671) 4 671)

Equals COMPREHENSIVE INCOME 3 243) 2 865) 5 894) 8 529) (1 806)

Notes: 1. The decrease in Revenue from Appropriation in 2009-10 reflects the impact of the Government's Budget

Management Strategies. 2. The decrease in Grants and Other Revenue in 2009-10 primarily reflects the change to the administration of

Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.

3. The decrease in Grants and Transfer Payments reflects the final instalment of grants to be administered as part of the National Drug Law Enforcement Research Fund Grant Program.

4. The decrease in Supplies and Consumables in 2009-10 reflects the final contract payment associated with the Government Trunk Mobile Radio Network upgrade ($8.0 million in 2008-09).



Forward) Estimate)

Forward) Estimate)

Forward)Estimate)Budget) Budget)


Recurrent1 182 361) 179 914) 182 862) 184 560) 188 365)

Works and Services 1 207) 3 104) 6 435) 9 403) ....)


Note: 1. The decrease in Recurrent Annual Appropriation in 2009-10 reflects the impact of the Government's Budget

Management Strategies.

Table 9.14: Income Statement - Administered 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


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

Grants1 240) 671) 677) 683) 689)

Sales of Goods and Services1 327) 335) 344) 353) 362)

Other Revenue1 ....) 1 796) 1 796) 1 796) 1 796)

567) 2 802) 2 817) 2 832) 2 847) Less Expenses

Transfer to the Consolidated Fund1 567) 2 802) 2 817) 2 832) 2 847)

567) 2 802) 2 817) 2 832) 2 847)

Equals OPERATING RESULT ....) ....) ....) ....) ....)




Equals COMPREHENSIVE INCOME ....) ....) ....) ....) ....)

Note: 1. The movements in Administered Revenue and Expenses in 2009-10 primarily reflects the change to the

administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.


Table 9.15: Administered Revenue 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


$'000) $'000) $'000) $'000) $'000) Revenue Collected on Behalf of the Consolidated

Fund

Academy Trainees - Board Payments 98) 100) 103) 106) 109)

Commonwealth Recurrent Grants1 240) 671) 677) 683) 689)

Other Revenue1 ....) 1 796) 1 796) 1 796) 1 796)

Other Sales of Services 229) 235) 241) 247) 253)

Total Administered Revenue 567) 2 802) 2 817) 2 832) 2 847)

Note: 1. The increase in Commonwealth Recurrent Grants and Other Revenue in 2009-10 primarily reflects the change to the

administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.

Table 9.16: Administered Expenses 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


$'000) $'000) $'000) $'000) $'000) Transfer to the Consolidated Fund1 567) 2 802) 2 817) 2 832) 2 847)

Total Administered Expenses 567) 2 802) 2 817) 2 832) 2 847)

Note: 1. The increase in Transfer to the Consolidated Fund in 2009-10 primarily reflects the change to the administration of




) ) Forward) Forward) Forward)Budget) Budget) Estimate) Estimate) Estimate)

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

Financial Assets Cash and Deposits1 1 897) 3 807) 3 807) 3 807) 3 807)

Receivables 1 437) 1 339) 1 339) 1 339) 1 339)

Other Financial Assets 1 980) 2 087) 2 087) 2 087) 2 087)

5 314) 7 233) 7 233) 7 233) 7 233) Non-Financial Assets

Land and Buildings2 136 980) 161 213) 169 367) 180 156) 180 610)

Plant and Equipment3 15 378) 13 000) 10 627) 8 254) 5 881)

Other Non-Financial Assets 688) 600) 600) 600) 600)

153 046) 174 813) 180 594) 189 010) 187 091)

Total Assets 158 360) 182 046) 187 827) 196 243) 194 324)

Liabilities Employee Entitlements 37 314) 37 718) 37 605) 37 492) 37 379)

Payables 2 814) 2 724) 2 724) 2 724) 2 724)

Other Liabilities4 1 745) 2 910) 2 910) 2 910) 2 910)


NET ASSETS 116 487) 138 694) 144 588) 153 117) 151 311)

Equity

Accumulated Funds 39 592) 37 938) 39 161) 43 019) 36 542)

Asset Revaluation Reserve5 76 895) 100 756) 105 427) 110 098) 114 769)

Total Equity 116 487) 138 694) 144 588) 153 117) 151 311)

Notes: 1. The increase in Cash and Deposits reflects a more accurate estimate based on the 2007-08 closing balance. 2. The increase in Land and Buildings in 2009-10 reflects a more accurate estimate based on the 2007-08 closing

balance and current projections. 3. The decrease in Plant and Equipment in 2009-10 reflects revised estimates for depreciation. 4. The increase in Other Liabilities reflects a more accurate estimate based on the 2007-08 closing balance. 5. The increase in the Asset Revaluation Reserve reflects the impact of asset revaluations and a higher than

anticipated closing balance as at 30 June 2008.




$'000) $'000) $'000) $'000) $'000) Cash Flows from Operating Activities

Cash Received Appropriation1 183 568) 183 018) 189 297) 193 963) 188 365)

Grants2 3 455) 630) 630) 630) 630)

GST Receipts 3 000) 3 000) 3 000) 3 000) 3 000)

Other Receipts2 6 126) 4 130) 4 130) 4 130) 4 130)

196 149) 190 778) 197 057) 201 723) 196 125)


Superannuation (12 278) (12 435) (13 621) (13 939) (14 279)

Grants and Transfer Payments1,3 (3 075) (1 654) (1 637) (1 633) (1 633)

Supplies and Consumables1,4 (40 853) (31 809) (30 731) (30 753) (30 839)

GST Payments (3 000) (3 000) (3 000) (3 000) (3 000)

Other Payments1 (10 718) (11 273) (11 214) (11 363) (11 561)

(194 942) (187 674) (190 622) (192 320) (196 125)

Net Cash Flows from Operating Activities 1 207) 3 104) 6 435) 9 403) ....) Cash Flows from Investing Activities

Purchase of Fixed Assets5 (1 207) (3 104) (6 435) (9 403) ....)

Net Cash Flows from Investing Activities (1 207) (3 104) (6 435) (9 403) ....) Net Increase/(Decrease) in Cash Held ....) ....) ....) ....) ....) Cash at the Beginning of the Year 1 897) 3 807) 3 807) 3 807) 3 807)Cash at the End of the Year 1 897) 3 807) 3 807) 3 807) 3 807) Notes: 1. The Department's 2009-10 Budget and Forward Estimates include the impact of the Government's Budget

Management Strategies. 2. The decrease in Grants and Other Receipts in 2009-10 primarily reflects the change to the administration of


3. The decrease in Grants and Transfer Payments reflects the final instalment of grants to be administered as part of the National Drug Law Enforcement Research Fund Grant Program.

4. The decrease in Supplies and Consumables in 2009-10 reflects the final contract payment associated with the Government Trunk Mobile Radio Network upgrade.

5. The increase in Purchase of Fixed Assets in 2009-10 and over Forward Estimates reflects the expenditure on the Divisional Headquarters Refurbishment Program.


Table 9.19: Cash Flow Statement - Administered 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)



Cash Received Grants1 240) 671) 677) 683) 689)

Sales of Goods and Services 327) 335) 344) 353) 362)

Other Receipts1 ....) 1 796) 1 796) 1 796) 1 796)

567) 2 802) 2 817) 2 832) 2 847)

Cash Paid Transfers to the Consolidated Fund1 (567) (2 802) (2 817) (2 832) (2 847)

(567) (2 802) (2 817) (2 832) (2 847) Net Increase/(Decrease) In Cash Held ....) ....) ....) ....) ....) Cash at the Beginning of the Year ....) ....) ....) ....) ....)Cash at the End of the Year ....) ....) ....) ....) ....) Note: 1. The increase in Grants and Other Receipts, and Transfers to the Consolidated Fund in 2009-10 primarily reflects the

change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.


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 David Bartlett MP, and the Minister for Local Government, Hon Jim Cox MP. The Department also supports the Minister assisting the Premier on Climate Change, Hon Lisa Singh 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 State Service Commissioner, and the Tasmania Together Progress Board. Each of these bodies is separately accountable and reports directly to Parliament.

This chapter provides the Department's financial information for 2009-10 and the Forward Estimates period (2010-11 to 2012-13). Further information on the Department is provided at http://www.dpac.tas.gov.au.

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 2009-10) 2010-11) 2011-12) 2012-13)

) Forward) Estimate)

Forward)Estimate)

Forward)Estimate)Budget)

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

Contributions and Grants 450) 450) 450) 100)

Emergency Relief Fund 1 000) ….) ….) ….)

National Broadband Network 1 000) ….) ….) ….)

Tasmanian Community Transport Trust 500) 500) 500) ….)

Telepresence for COAG 298 59 59 59

Volunteers Tasmania 260) 260) 260) 260)

Premier and Cabinet 10.1

10.2 Premier and Cabinet

Contributions and Grants Additional funding has been allocated for grants administered by the Department. These grants include:

•

•

•

•

•

•

•

•

•

•

•

an allocation of $100 000 each year, for the next four years, to support the RSL to deliver services to its members and reconnect isolated and socially excluded veterans, war widows and dependants to their community; and

a further allocation of $1.1 million over the next three years for the operations of the Tasmanian Electronic Commerce Centre.

Emergency Relief Fund $1.0 million is being provided as a contribution to the Australian Government's Emergency Relief Program to assist Tasmanian service organisations to have the resources they need to support all Tasmanians, through the challenging times ahead.

Emergency Relief funding provides a supplement to the existing activities of community and charitable organisations to assist people in financial crisis to deal with their immediate crisis situation in a way that maintains the dignity of the individual and encourages self reliance. Assistance provided under the Emergency Relief Program is primarily in the form of:

purchase vouchers of a fixed value (food, transport or chemist vouchers);

assistance with rent/accommodation;

part-payment of utility account/s;

material assistance such as food parcels or clothing;

budgeting assistance; and

appropriate referrals to other services that help to address the underlying causes of financial crisis.

National Broadband Network In April 2009, the Australian Government announced that it will set up a company to build a $43.0 billion national fibre-to-the-node network, and will negotiate with the Tasmanian Government regarding the accelerated commencement of the national project in the form of a State-wide Tasmanian pilot.

Funding of $1.0 million has been allocated for legal and other support over the next six months for commercial negotiations with the Australian Government to establish the National Broadband Network (NBN) pilot in Tasmania.

The benefits to Tasmania of securing the pilot include:

a substantially larger Tasmanian roll-out than would be likely to occur otherwise;

the economic development and marketing benefits of being an internationally unique test bed, well ahead of the other States;

a dramatic and swift improvement in the telecommunications infrastructure available to Tasmanians, including substantial investment in open-access backhaul; and


•

•

•

•

•

•

•

•

•

•

•

an early opportunity to improve broadband services into schools, hospitals, and other key locations, enabling further investment in telehealth, distance and interactive learning and improved regional access to specialist health practitioners and teachers.

Tasmanian Community Transport Trust Funding of $500 000 has been allocated each year for the next three years to support a Tasmanian Community Transport Trust. The Trust will provide vehicles to communities so they can deliver transport options specific to local needs. Communities will be able to apply to the Trust for funding for the purchase of vehicles for community use by establishing their ongoing capacity to support the management and use of the vehicle through the use of volunteers.

Telepresence for COAG In 2009-10, capital funding of $298 000 will be provided to establish the Tasmanian component of the national Telepresence network for COAG, Ministerial Councils and other intergovernmental meetings. The installation of the network is designed to reduce travel time, costs and lost productivity associated with COAG, Ministerial Councils and other Australian Government-state related business. From 2010-11, an annual allocation of $59 000 has been made to fund ongoing costs associated with Telepresence.

Volunteers Tasmania $1.0 million is being provided over four years to implement the Supporting Tasmanian Volunteers Program. Volunteering performs a crucial role in supporting social inclusion, skills and economic development. Strategies to increase and sustain volunteering will be critical to future social and economic prosperity of the State.

The Program has three components:

development of a state-wide network of volunteering 'access points';

a state-wide promotional campaign 'Volunteering: the Tasmanian way'; and

enhancing volunteering opportunities targeted to specific cohort groups including excluded groups and younger people.

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;

Output Group 6 – Community Development; and

Output Group 7 – Development of Local Government.

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

Table 10.2: Output Group Expense Summary1 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


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

Output Group 1 - Support for Executive Decision Making 1.1 Strategic Policy and Advice2 6 679) 6 660) 5 728) 5 550) 5 026)

1.2 Climate Change3 2 430) 2 370) 1 166) 1 212) 1 189)

1.3 Social Inclusion4 3 219) 4 773) 3 542) 3 585) 3 131)

12 328) 13 803) 10 436) 10 347) 9 346)

Output Group 2 - Government Processes and Services 2.1 Management of Executive Government

Processes 5 983) 5 985) 5 988) 5 890) 6 035)

2.2 Principal and Subordinate Legislation 2 936) 2 982) 2 952) 3 000) 3 035)

2.3 Tasmanian Government Courier 629) 601) 613) 634) 647)

2.4 Corporate Support to Ministerial and

Parliamentary Offices and the Office of the

Governor5 1 040) 1 126) 1 142) 1 168) 1 188)

2.5 Representation in Canberra6 403) ....) ....) ....) ....)

10 991) 10 694) 10 695) 10 692) 10 905)

Output Group 3 - Electronic Services for Government Agencies and the Community 3.1 Information and Communications Technology

(ICT) Policy Development and Implementation7 2 987) 2 529) 2 477) 2 288) 1 973)

3.2 Management and Ongoing Development of

Service Tasmania 12 064) 11 219) 11 221) 11 469) 11 770)

3.3 Management of TASINET and Networking

Tasmania 20 297) 21 816) 22 274) 22 785) 23 237)

3.4 Information Systems Management8 4 717) 6 056) 6 193) 6 359) 6 414)

40 065) 41 620) 42 165) 42 901) 43 394)

Output Group 4 - State Service Management

4.1 State Service Employment and Management9 2 324) 2 501) 2 550) 2 594) 2 630)

4.2 Support for the State Service Commissioner 1 201) 1 174) 1 187) 1 218) 1 240)

3 525) 3 675) 3 737) 3 812) 3 870)


Table 10.2 Output Group Expense Summary1 (continued) 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


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

Output Group 5 - Tasmania Together Progress Board

5.1 Support for Tasmania Together Progress

Board10 921) 871) 884) 906) 928)

Output Group 6 - Community Development

6.1 Community Development - Policy Advice and

Ongoing Community Development 6 230) 6 015) 6 042) 6 090) 6 210)

Grants and Subsidies11 22 200) 19 911) ....) ....) ....) Capital Investment Program 250) 250) 250) 250) 250) Special Capital Investment Funds12 ....) 78) ....) ....) ....)

Minister for Local Government Output Group 7 - Development of Local

Government

7.1 Development of Local Government13 2 120) 1 740) 1 758) 1 810) 1 845)

Special Capital Investment Funds14 1 204) 648) ....) ....) ....)

TOTAL 99 834) 99 305) 75 967) 76 808) 76 748)



2. The decrease in Strategic Policy and Advice in 2010-11 reflects a general reduction in funding for advertising, travel and vehicle fleet costs, mobile phones and the cessation in 2010-11 of funding to establish the National Broadband Network (NBN) pilot in Tasmania.

3. The decrease in Climate Change in 2010-11 reflects the reduction of funding following the establishment of the Tasmanian Climate Change Office and completion of the Tasmanian Government Greenhouse Gas Emissions Inventory Project.

4. The increase in Social Inclusion in 2009-10 reflects the establishment of an Emergency Relief Fund, support for a Tasmanian Community Transport Trust, and implementing the Supporting Tasmanian Volunteers Program.

5. The increase in Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor primarily reflects the transfer of funding for security officers from the Department of Justice to the Department of Premier and Cabinet.

6. The decrease in Representation in Canberra reflects the closure of the Tasmanian Government Office, with effect from 1 July 2009.


7. The decrease in Information and Communications Technology (ICT) Policy Development and Implementation primarily reflects the cessation of funding provided in 2008-09 for the implementation of the IT Transformation Project and a general reduction in funding for advertising, travel and vehicle fleet costs and mobile phones.

8. The increase in Information Systems Management reflects a growth in business activities by the Computing Services Division of TMD.

9. The increase in State Service Employment and Management primarily reflects an expected increase in training services provided through The Training Consortium (TTC).

10. The decrease in Support for Tasmania Together Progress Board reflects the impact of the Government's Budget Management Strategies.

11. The decrease in Grants and Subsidies reflects the level of funding expected to be disbursed in accordance with the Tasmanian Community Forest Agreement.

12. The allocation from the Special Capital Investment Funds reflects funding for the Bridport Cultural and Recreation Revitalisation project.

13. The decrease in Development of Local Government reflects the cessation of funding for the Premier's Local Government Council project 'Stronger Councils, Better Services', and a general reduction in funding for advertising, travel and vehicle fleet costs and mobile phones.

14. The decrease in Special Capital Investment Funds in 2009-10 reflects the level of funding expected to be disbursed under the Main Street Makeover Program.

OUTPUT GROUP RESTRUCTURE In 2009-10, the Department's community development related Outputs under Output Group 6.1 Community Development will be consolidated into one Output, Output 6.1 Community Development Policy Advice and Ongoing Community Development. Previous Outputs 6.1 to 6.6 provided policy advice and community services to women; people with disabilities; seniors; Aborigines; migrants and refugees; and children and young people, and aims to build the capacity of Tasmanians to work together in addressing common interests. Combining these Outputs into one Output better represents the unified manner in which the activities and services are delivered.


Output Group 1: Support for Executive Decision Making Table 10.3 provides financial information for each Output under Output Group 1. A description of the Outputs follows the table.

Table 10.3: Summary Financial Information - Output Group 1 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


$'000) $'000) $'000) $'000) $'000) Support for Executive Decision Making

Expenses by Output 1.1 Strategic Policy and Advice1 6 679) 6 660) 5 728) 5 550) 5 026)

1.2 Climate Change2 2 430) 2 370) 1 166) 1 212) 1 189)

1.3 Social Inclusion3 3 219) 4 773) 3 542) 3 585) 3 131)

12 328) 13 803) 10 436) 10 347) 9 346) Retained Revenue ....) 117) 113) 110) 106)


Appropriation 12 167) 13 437) 10 222) 10 107) 9 110) Notes: 1. The decrease in Strategic Policy and Advice reflects a general reduction in funding for advertising, travel and vehicle

fleet costs and mobile phones and the cessation in 2010-11 of funding to establish the National Broadband Network (NBN) pilot in Tasmania.

2. The decrease in Climate Change in 2010-11 reflects the reduction of funding following the establishment of the Tasmanian Climate Change Office and completion of the Tasmanian Government Greenhouse Gas Emissions Inventory Project.

3. The increase in Social Inclusion in 2009-10 reflects the establishment of an Emergency Relief Fund, support for a Tasmanian Community Transport Trust, and implementing the Supporting Tasmanian Volunteers Program.

1.1 Strategic Policy and Advice This Output facilitates the Premier and Cabinet making informed decisions about the development and implementation of the Government's priorities through the provision of high-quality strategic advice and the support and implementation of whole-of-government priorities. This Output also manages and co-ordinates intergovernmental relations, including Tasmania's response to: the agendas of the Council of Australian Governments and the Council for Australian Federation; Australian Government Parliamentary Committees; and international treaties.


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

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

Table 10.4: Performance Information - Output Group 1 Unit of

Measure 2006-07 2007-08 2008-09 2009-10

Performance Measure Actual Actual Target Target

Output 1.1 Strategic Policy and Advice

Final advisories delivered to Cabinet Office by

deadline % 96 95 95 95

Output 1.2 Office of Climate Change

The percentage of key components of the Tasmanian

Framework for Action on Climate Change delivered

on time % na na 90 100

Output 1.3 Social Inclusion Unit

Percentage of key components of the Social

Inclusion agenda completed on time % na na 100 100


Output Group 2: Government Processes and Services Table 10.5 provides financial information for each Output under Output Group 2. A description of the Outputs follows the table.


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

Government Processes and Services Expenses by Output

2.1 Management of Executive Government

Processes 5 983) 5 985) 5 988) 5 890) 6 035)

2.2 Principal and Subordinate Legislation 2 936) 2 982) 2 952) 3 000) 3 035)

2.3 Tasmanian Government Courier 629) 601) 613) 634) 647)

2.4 Corporate Support to Ministerial and

Parliamentary Offices and the Office of the

Governor1 1 040) 1 126) 1 142) 1 168) 1 188)

2.5 Representation in Canberra2 403) ....) ....) ....) ....)

10 991) 10 694) 10 695) 10 692) 10 905) Retained Revenue 268) 268) 268) 268) 402)


Appropriation 10 634) 10 376) 10 457) 10 424) 10 637) Notes: 1. The increase in Corporate Support to Ministerial and Parliamentary Offices and the Office of the Governor primarily

reflects the transfer of funding for security officers from the Department of Justice to the Department of Premier and Cabinet.

2. The decrease in Representation in Canberra reflects the closure of the Tasmanian Government Office, with effect from 1 July 2009.

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

2.2 Principal and Subordinate Legislation This Output provides advice on legislative matters, drafting of new legislation and amendments, an up-to-date electronic database of Tasmanian legislation, and the printing of Gazettes and legislation. This Output is provided by the Office of Parliamentary Counsel.


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

2.5 Representation in Canberra This Output promoted Tasmanian Government interests and priorities among Australian Government departments, ministerial offices, national industry associations, the media and other organisations in Canberra. It also included the identification of Australian Government grant programs and other funding opportunities of potential benefit to Tasmania.


Measure 2006-07 2007-08 2008-09 2009-10


Output 2.1: Management of Executive

Government Processes

Number of meetings of Cabinet supported Number 42 40 40 40

Number of meetings of Executive Council

supported Number 29 27 27 27

Number of official visits to Tasmania managed Number 13 15 15 15

Number of official functions organised Number 9 8 8 8

Output 2.2: Principal and Subordinate Legislation

Number of hits per year on the Tasmanian

legislation website (EnAct)

Number

(million) 14 12 12 12

Output 2.3: Tasmanian Government Courier

Number of regular delivery/collection points Number 328 325 325 325


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

Table 10.7 provides financial information for each Output under Output Group 3. A description of the Outputs follows the table.


) ) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate)

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

Electronic Services for Government Agencies and the Community

Expenses by Output

3.1 Information and Communications Technology

(ICT) Policy Development and Implementation1 2 987) 2 529) 2 477) 2 288) 1 973)

3.2 Management and Ongoing Development of

Service Tasmania 12 064) 11 219) 11 221) 11 469) 11 770)

3.3 Management of TASINET and Networking

Tasmania 20 297) 21 816) 22 274) 22 785) 23 237)

3.4 Information Systems Management2 4 717) 6 056) 6 193) 6 359) 6 414)

40 065) 41 620) 42 165) 42 901) 43 394)

Retained Revenue 26 990) 29 754) 30 298) 30 684) 31 247)


Appropriation 12 563) 11 206) 11 258) 11 547) 11 543) Notes: 1. The decrease in Information and Communications Technology (ICT) Policy Development and Implementation

primarily reflects the cessation of funding provided in 2008-09 for the implementation of the IT Transformation Project, and a general reduction in funding for advertising, travel and vehicle fleet costs and mobile phones.

2. The increase in Information Systems Management reflects a growth in business activities by the Computing Services Division of TMD.

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 and information management strategies and policies aimed at improving and modernising the operations of Government in Tasmania. This Output is primarily provided by the Inter-Agency Policy and Projects Unit. In 2009-10, this Output also provides some support to the National Broadband Network (NBN) pilot in Tasmania.


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 Management of TASINET and Networking Tasmania This Output manages the Government's fixed and mobile telephone services (TASINET) and the outsourced Government wide-area data services contract Networking Tasmania. This Output is provided by the Telecommunications and Management Division (TMD).

3.4 Information Systems Management This Output manages computing infrastructure on behalf of most Government agencies, the provision of business application and continuity systems, and agency payroll and personnel services. This Output is provided by the Computing and Human Resources Systems business units of TMD.



Measure 2006-07 2007-08 2008-09 2009-10


Output 3.1: Information and Communications

Technology (ICT) Policy Development and Implementation

Number of unique visits to eGovernment website1 Number na 95 630 93 500 100 000

Average number of attendees per information

seminar2 Number 88 85 58 60

Output 3.2: Management and Ongoing Development

of Service Tasmania

Number of services provided over the counter by

Service Tasmania3 Number 500 550 544 560

Number of bill payment services provided over the

phone by Service Tasmania4 Number 70 37 37 40

Number of bill payment services provided over the

Internet by Service Tasmania4 Number 70 37 37 40

Output 3.3: Management of TASINET and

Networking Tasmania

Average charged by TMD per fixed phone service per

year (management, rental and calls)5 $ 518 600 508 500

Average charged by TMD per mobile phone service

per year (management, rental and calls) $ na 350 493 500

Percentage of calls from the public answered by the

Government Contact Centre within 20 seconds % na 80 80 80

Output 3.4: Information Systems Management

Number of computer servers managed by TMD for

other Government departments Number 172 200 na na (Actual) na na 196 200

(Virtual) na na 85 100 Notes: 1. 'Unique visits to eGovernment website' reflects the number of clients who visited the site (and who viewed at least

one page) and refers to the number of different physical persons who had reached the site. 2. 'Attendees per information seminar' is below target as some of the seminars had a limitation on the number

attending. 3. The total number of services available over the counter in Service Tasmania shops includes financial transactions

and 'customer interactions' (provision of information, processing of forms). The slight decrease between 2007-08 and 2008-09 can be attributed solely to a recent review of counting methodology, and not to any services being withdrawn from shops. The new methodology will be applied to all future service counts.

4. Telephone and Internet bill payment options reduced in number during 2007-08 due to the decision of several local councils to seek alternative service providers. Tasmanian Government bill payment options were not affected.

5. The reduction in this performance indicator reflects reduced usage of fixed phone services.


Output Group 4: State Service Management Table 10.9 provides financial information for each Output under Output Group 4. A description of the Outputs follows the table.



$'000) $'000) $'000) $'000) $'000) State Service Management

Expenses by Output 4.1 State Service Employment and Management1 2 324) 2 501) 2 550) 2 594) 2 630)

4.2 Support for the State Service Commissioner 1 201) 1 174) 1 187) 1 218) 1 240)

3 525) 3 675) 3 737) 3 812) 3 870) Retained Revenue1 951) 1 180) 1 242) 1 295) 1 355)


Appropriation 2 517) 2 448) 2 506) 2 557) 2 599) Note: 1. The increase in State Service Employment and Management and Retained Revenue primarily reflects an expected

increase in training services provided through The Training Consortium (TTC).

4.1 State Service Employment and Management This Output provides employment policy, program delivery support and advice and advocacy on a wide range of State Service employment management and industrial relations issues to support the Minister in the role of administering the State Service Act 2000. This Output is provided by the Public Sector Management Office.

4.2 Support for the State Service Commissioner This Output provides support to the State Service Commissioner, whose functions as an independent statutory officer include evaluating employment practices of State Service agencies, reviewing employment decisions and establishing procedures for the investigation and determination of breaches of the Code of Conduct.



Measure 2006-07 2007-08 2008-09 2009-10


Output 4.1: State Service Employment and

Management

Number of leadership development programs

delivered by The Training Consortium (TT Goal 3)1 Number 29 20 20 25

Proportion of State Service employees with access to

flexible leave options (TT Goal 9.2.1)2 % 90 90 90 95

Proportion of project milestones met on time3 % na 100 90 100

Notes: 1. This includes a range of programs including Leadership in Action, specific sessions for agencies and ongoing

programs on The Training Consortium (TTC) calendar including those directly connected to the People Directions Theme of HR Capability and Leading and Managing for the Future.

2. The opportunities were enhanced with the introduction of the new Tasmanian State Service Award and Health and Human Services Award 2008.

3. Projects were reassessed with reprioritisation of resources and involved projects covering People Directions and Advocacy Development.



Output Group 5: Tasmania Together Progress Board Table 10.11 provides financial information for the single Output under Output Group 5. A description of the Output follows the table.


$'000) $'000) $'000) $'000) $'000) Tasmania Together Progress Board Expenses by Output

5.1 Support for Tasmania Together Progress Board1 921) 871) 884) 906) 928)

921) 871) 884) 906) 928)

Net Cost of Output Group 921) 871) 884) 906) 928)

Appropriation 922) 872) 887) 907) 929) Note: 1. The decrease in Support for Tasmania Together Progress Board reflects the impact of the Government's Budget


5.1 Support for Tasmania Together Progress Board Tasmania Together is the community's 20-year social, environmental and economic plan for the State's development. It provides an overarching framework when considering planning, budgeting and policy priorities in the government and non-government sectors. The focus of this Output is to provide support to enable the Tasmania Together Progress Board to fulfil its legislative responsibilities and requirements to:

•

•

•

•

•

monitor and report publicly on progress towards achieving the Tasmania Together goals and benchmarks;

carry out research and collect data in respect to the goals and benchmarks;

coordinate the process of further developing, refining and revising the goals and benchmarks;

promote the goals and benchmarks in the broader community; and

develop coalitions of interest within and between various sectors of the community with respect to Tasmania Together.


Measure 2006-07 2007-08 2008-09 2009-10


Output 5.1: Support for Tasmania Together

Progress Board

Level of community awareness of Tasmania Together

as a percentage1 % 41 47 55 56

Number of partnerships between the Progress Board

and non-government organisations2 Number 29 27 32 30

Number of new benchmarks developed3 Number 26 15 15 15

Notes: 1. Each year the Progress Board commissions a survey on the level of awareness of Tasmania Together in the broader

community. The highest level of awareness was achieved during the five year review in 2005-06 (53 per cent). Awareness has been steadily increasing since the level declined following the five year review.

2. Partnership agreements between the Board and non-government organisations basically outline the priority goals and benchmarks and corresponding action agreed to between the parties.

3. Measures new benchmarks approved by the Board, largely as a result of the first five year review of Tasmania Together.


Output Group 6: Community Development Table 10.13 provides financial information for each Output under Output Group 6. A description of the Outputs follows the table.



$'000) $'000) $'000) $'000) $'000) Community Development

Expenses by Output 6.1 Community Development - Policy Advice and

Ongoing Community Development 6 230) 6 015) 6 042) 6 090) 6 210)



Appropriation 6 162) 5 907) 5 996) 6 077) 6 177)

6.1 Community Development The Community Development Output focuses on improving the quality of life of all Tasmanians, building community capacity, addressing social disadvantage and increasing social inclusion.

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



Measure 2006-07 2007-08 2008-09 2009-10


Number of Australian Government agencies, Local

Governments and State Government departments

with actions initiated by and relevant to the

Community Development Division1 Number 59 120 135 143

Representation of women on Government boards and

committees as a percentage % 36 37 38 38

Total number of new Seniors Cards and new

Companion Cards issued2 Number 5 281 4 569 6 401 6 700

Total number of new businesses registered with the

Seniors Card program and number of new

Companion Card affiliates registered3 Number 143 40 166 50

Number of Aboriginal people issued licenses to practise

cultural activities including hunting, fishing and

gathering4 Number 153 165 140 140

Number of Aboriginal identified positions in the State

Service that are filled by Aboriginal people or Torres

Strait Islanders (TT Goal 7.2.1)5 Number 68 77 73 73

Percentage of Local Governments with youth advisory

committees (TT Goal 8.2.1) % 79 83 86 90

Number of early childhood initiatives funded by the

Tasmanian Early Years Foundation6 Number na 40 20 20

Notes: 1. This measure combines a number of performance measures previously reported separately. The benefit in

combining the measures into one, is that it presents an overview of the work undertaken within the Output Group with all spheres of government. Included in the measure are: - the number of State Government agency Disability Action Plans supported – 2008-09 target revised up from nine

to 10 and 2009-10 target 13 (includes the Tasmanian Polytechnic, the Tasmanian Skills Institute and the Tasmanian Academy);

- the number of local governments that commit to development of a positive ageing strategy as a Partnership Agreement Schedule;

- the number of local governments and State government departments, units, branches and government businesses coordinating or holding Seniors Week activities;

- the number of Multicultural Liaison Officers in State government agencies and local governments (2008-09 target revised up from 41 to 48 and 2009-10 target 52); and

- the number of Partnership Agreements with local governments that include actions relevant to the culturally and linguistically diverse community (2008-09 target revised up from four to five and 2009-10 target six).


2. This performance measure was previously reported separately. The benefit of combining the measures into one is that it shows the overall take-up rates of support programs managed under this Output Group: - number of new Seniors Cards issued; the number significantly increased this year as there as the first of the baby

boomers became eligible for the card; and - number of Companion Cards issued: the 2008-09 actual for companion cards is likely to be 950. A proactive

marketing campaign planned for late in the 2008-09 financial year is now expected to have a positive impact on applications for the Companion Card in 2009-10.

3. This performance measure was previously reported separately. The benefit of combining the measures into one is that it shows the Tasmanian business's participation in community programs under this Output Group: - number of new businesses registered with the Seniors Cards program; 161 businesses registered with the

program during the year as a direct result of publishing the bi-annual Seniors Card Directory of Savings; and - number of Companion Card affiliates registered. The target for the number of registered companion cards affiliates

has been reduced for 2008-09 as the marketing campaign will not be undertaken until late in the financial year, with an expected impact in 2009-10.

4. Previously reported as the Number of Aboriginal people practising cultural activities including hunting, fishing and gathering (TT Goal 7); 2008-09 target adjusted to reflect the actual number of licenses issued at May 2009.

5. The 2008-09 target for this measure has been adjusted following a review of the records of approvals for all agencies, resulting in a number of out-of date approvals being deleted.

6. The grant structure was revised for 2008-09 resulting in more funding allocated per project, with fewer projects funded overall.


Output Group 7: Development of Local Government Table 10.15 provides financial information for the single Output under Output Group 7. A description of the Output follows the table.



$'000) $'000) $'000) $'000) $'000) Development of Local Government

Expenses by Output 7.1 Development of Local Government1 2 120) 1 740) 1 758) 1 810) 1 845)

2 120) 1 740) 1 758) 1 810) 1 845)


Appropriation 2 123) 1 743) 1 771) 1 813) 1 848) Note: 1. The decrease in Development of Local Government reflects the cessation of funding for the Premier's Local

Government Council project 'Stronger Councils, Better Services', and a general reduction in funding for advertising, travel and vehicle fleet costs and mobile phones.

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



Measure 2006-07 2007-08 2008-09 2009-10


Output 7.1: Development of Local Government

Number of new bilateral, regional and state-wide

partnership agreements signed1 Number 6 1 7 7

Number of partnership agreements being

implemented2 Number 19 11 16 22

Number of Local Government Board reviews

completed3 Number na 2 4 2

Notes: 1. The target represents the number of Partnership Agreements between the State government and the local

government sector that will be signed during 2009-10. Work will also continue with other councils and local government authorities on the development of new agreements, implementation of existing agreements, and review of expired agreements.

2. This represents the number of partnership agreements that are under implementation throughout 2009-10. The target is an improvement on the 2008-09 year as agreements generally last for two to three years.

3. The 2009-10 work plan of the Local Government Board is yet to be finalised. A review of the future role of the Board has been completed and amendments to the Local Government Act 1993 to change the composition and role of the Board have been introduced into Parliament.



SPECIAL CAPITAL INVESTMENT FUNDS Table 10.17 identifies expenditure by the Department from the Government's Special Capital Investment Funds.

Table 10.17: Special Capital Investment Fund (SCIF) Allocations

Estimated)Total)Cost)

2009-10))

Budget)




$'000) $'000) $'000) $'000) $'000) Economic and Social Infrastructure Fund

Main Street Makeover Program2 6 000) 648) ....) ....) ....) Urban Renewal and Heritage Fund

Bridport Cultural and Recreation Revitalisation1 242) 78) ....) ....) ....)

Total SCIF Allocations 726) ....) ....) ....)

Notes: 1. The allocation from the Urban Renewal and Heritage Fund reflects funding for the Bridport Cultural and Recreation

Revitalisation project. 2. The allocation from the Economic and Social Infrastructure Fund in 2009-10 reflects the level of funding expected to

be disbursed under the Main Street Makeover Program.

Main Street Makeover Program The Main Street Makeover Program provides grants to local governments to improve town streetscapes, enhance local communities and encourage visitors to spend more time in the district. This funding is to finalise commitments made under the program prior to June 2008.

Bridport Cultural and Recreation Revitalisation The Bridport Cultural and Recreation Revitalisation Program is a 25-Year planning and economic revitalisation plan, linking commercial and recreational areas with the foreshore and beach.

The project will deliver:

•

•

•

•

•

a viewing platform/plaza to frame the village green;

interpretation panels and shelter;

integrated seating and a stage and amphitheatre;

pedestrian walkways to the commercial precinct and the beach; and

native tree planting in the main street.



Total) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) New Projects

Telepresence for COAG 298) 298) ....) ....) ....) Continuing Projects

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

Total CIP Allocations 548) 250) 250) 250)

Telepresence for COAG In 2009-10, capital funding of $298 000 is provided to establish the Tasmanian component of the national Telepresence network for COAG, Ministerial Councils and other intergovernmental meetings. The installation of the network is designed to reduce travel time, costs and lost productivity associated with COAG, Ministerial Councils and other Australian Government-state related business.

Service Tasmania Shops Capital Investment The Capital Investment Program allocation provides for a capital works program to refurbish Service Tasmania shops, in accordance with a shop refurbishment program, and the regular replacement of essential Service Tasmania shop related technology.






Grants2 1 234) 726) ....) ....) ....)

Sales of Goods and Services3 28 228) 31 336) 31 967) 32 378) 33 151)

76 800) 78 587) 75 302) 76 060) 76 244)

Less Expenses


Superannuation 2 551) 2 398) 2 614) 2 690) 2 754)



Supplies and Consumables 33 459) 34 942) 33 613) 33 399) 33 388)

Other Expenses5 6 923) 5 568) 4 562) 4 561) 4 539)

77 634) 79 382) 75 955) 76 808) 76 748)

Equals OPERATING RESULT (834) (795) (653) (748) (504)




Equals COMPREHENSIVE INCOME (834) (795) (653) (748) (504)

Notes: 1. The decrease in Revenue from Appropriation reflects the impact of the Government's Budget Management

Strategies and the cessation of funding for the Premier's Local Government Council project 'Stronger Councils, Better Services' in 2009-10, the reduction of contributions funding associated with activities of the Tasmanian Climate Change Office in 2010-11 and the implementation of a new funding model for Service Tasmania.

2. The decrease in Grants reflects the level of funding from the Special Capital Investment Funds to meet the expected disbursements in 2009-10 for projects approved under the Urban Renewal and Heritage Fund, and the Economic and Social Infrastructure Fund.

3. The increase in Sales of Goods and Services reflects an expected increase in business activity by TMD and the implementation of a new funding model for Service Tasmania, whereby Government departments pay directly for services provided for them by Service Tasmania.

4. The increase in Grants and Transfer Payments in 2009-10 reflects the establishment of an Emergency Relief Fund in 2009-10, implementing the Supporting Tasmanian Volunteers Program and support for a Tasmanian Community Transport Trust.

5. The decrease in Other Expenses reflects cessation of funding for the Premier's Local Government Council project 'Stronger Councils, Better Services' in 2009-10, the reduction of contributions funding associated with activities of the Tasmanian Climate Change Office in 2010-11 and the implementation of a new funding model for Service Tasmania.



Forward) Estimate)

Forward) Estimate)



Recurrent 47 088) 45 977) 43 085) 43 432) 42 843)

Works and Services1 250) 548) 250) 250) 250)

47 338) 46 525) 43 335) 43 682) 43 093)


Note: 1. The increase in Works and Services in 2009-10 reflects the allocation of $298 000 to establish the Tasmanian

component of the national Telepresence network for COAG, Ministerial Councils and other intergovernmental meetings.


Table 10.21: Income Statement – Administered 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)

Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Revenue

Revenue from Appropriation1 15 000) 18 012) 12) ....) ....)

Grants2 ....) 12) 12) ....) ....)

15 000) 18 024) 24) ....) ....) Less Expenses

Grants and Transfer Payments3 2 000) 2 012) 12) ....) ....)

Supplies and Consumables3 20 200) 17 911) ....) ....) ....)

Transfer to the Consolidated Fund4 ....) 12) 12) ....) ....)

22 200) 19 935) 24) ....) ....)

Equals OPERATING RESULT (7 200) (1 911) ....) ....) ....)




Equals COMPREHENSIVE INCOME (7 200) (1 911) ....) ....) ....)

Notes: 1. The increase in Revenue from Appropriation allocation in 2009-10 primarily reflects the Tasmanian Government's

contribution to the Tasmanian Community Forest Agreement Fund (TCFAF). 2. The Grants allocations in 2009-10 and 2010-11 reflect grants from the Australian Government, through the

Department of Education, Employment and Workplace Relations, towards National Youth Week activities. 3. The Grants and Transfer Payments and Supplies and Consumables allocations primarily reflect the level of funding

expected to be disbursed in accordance with the TCFA. Disbursements are expected to be completed by 2009-10. 4. The Transfer to the Consolidated Fund allocations reflect the transfer of Australian Government funding to the

Consolidated Fund.



Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Revenue Collected on Behalf of the Consolidated

Fund Australian Government Recurrent Grants1 ....) 12) 12) ....) ....)

Revenue from Appropriation

Annual Appropriation2 15 000) 18 012) 12) ....) ....)

Total Administered Revenue 15 000) 18 024) 24) ....) ....)

Notes: 1. The Revenue Collected on Behalf of the Consolidated Fund reflects grants from the Australian Government, through

the Department of Education, Employment and Workplace Relations, towards National Youth Week activities. 2. The Annual Appropriation allocations reflect the Tasmanian Government's contribution to the Tasmanian Community

Forest Agreement Fund (TCFAF) in 2009-10, and appropriation of Australian Government funding in 2009-10 and 2010-11.

Table 10.23: Administered Expenses 2008-09] 2009-10] 2010-11] 2011-12] 2012-13]

) ) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Grants and Subsidies

Tasmanian Community Forest Agreement Fund1 22 200) 19 911) ....) ....) ....) Transfer to the Consolidated Fund2 ....) 12) 12) ....) ....) Other Administered Expenses2 ....) 12) 12) ....) ....)

Total Administered Expenses 22 200) 19 935) 24) ....) ....)

Notes: 1. Tasmanian Community Forest Agreement Fund allocations reflect the level of funding expected to be disbursed in

accordance with the TCFA. Disbursements are expected to be completed by 2009-10. 2. The Transfer to the Consolidated Fund and Other Administration Expenses allocations reflect the transfer and

expenditure of Australian Government funding for National Youth Week activities.





Receivables2 1 943) 4 009) 3 919) 3 834) 3 749)

Other Financial Assets2 4 965) 4 018) 4 108) 4 205) 4 302)

9 829) 9 971) 9 713) 9 517) 9 502)

Non-Financial Assets Infrastructure3 1 115) 934) 766) 598) 430)


Intangibles5 ....) 126) 63) ....) ....)

Other Non-Financial Assets5 ....) 408) 408) 408) 408)

2 925) 3 830) 3 421) 3 012) 2 666)

Total Assets 12 754) 13 801) 13 134) 12 529) 12 168) Liabilities


Payables 1 273) 2 129) 2 168) 2 209) 2 250)

Other Liabilities 2 550) 2 086) 2 109) 2 132) 2 155)


NET ASSETS 3 618) 3 741) 3 088) 2 340) 1 836)

Equity


Total Equity 3 618) 3 741) 3 088) 2 340) 1 836)

Notes: 1. The decrease in Cash and Deposits over the Forward Estimates reflects the anticipated movement in cash holdings

based on projected cash inflows and outflows. 2. The variations in Receivables and Other Financial Assets in 2010 reflect the actual closing balances as at

30 June 2008 and a reallocation between financial asset categories. 3. The decrease in Infrastructure reflects depreciation of the assets over the Forward Estimates. 4. The increase in Plant and Equipment in 2010 primarily reflects the actual closing balances as at 30 June 2008 and

acquisitions during 2008-09. Decreases over the Forward Estimates reflect depreciation of the assets. 5. The allocations for Intangibles and Other Non-Financial Assets reflect actual closing balances as at 30 June 2008

and acquisitions during 2008-09.


Table 10.25: Balance Sheet as at 30 June – Administered 2009) 2010) 2011) 2012) 2013)


Financial Assets Cash and Deposits1 4 940) ....) ....) ....) ....)

4 940) ....) ....) ....) ....)

Total Assets 4 940) ....) ....) ....) ....)

NET ASSETS 4 940) ....) ....) ....) ....)

Equity

Accumulated Funds 4 940) ....) ....) ....) ....)

Total Equity 4 940) ....) ....) ....) ....)

Note: 1. The nil balance in Cash and Deposits in 2010 reflects the expected full disbursement of funds in the Tasmanian

Community Forest Agreement Fund by 30 June 2010.





Grants2 1 234) 726) ....) ....) ....)


GST Receipts 4 442) 4 442) 4 442) 4 442) 4 442)

81 322) 83 101) 79 812) 80 563) 80 747)


Superannuation (2 551) (2 398) (2 614) (2 690) (2 754)

Grants and Transfer Payments4 (11 593) (13 359) (11 910) (12 197) (11 640)

Supplies and Consumables (33 462) (34 949) (33 619) (33 408) (33 397)

GST Payments (4 442) (4 442) (4 442) (4 442) (4 442)

Other Payments5 (6 923) (5 568) (4 562) (4 561) (4 539)

(80 963) (82 703) (79 410) (80 111) (80 114)

Net Cash Flows from Operating Activities 359) 398) 402) 452) 633) Cash Flows from Investing Activities

Purchase of Fixed Assets6 (500) (958) (660) (660) (660)

Net Cash Flows from Investing Activities (500) (958) (660) (660) (660) Net Increase/(Decrease) in Cash Held (141) (560) (258) (208) (27) Cash at the Beginning of the Year 3 062) 2 504) 1 944) 1 686) 1 478)Cash at the End of the Year 2 921) 1 944) 1 686) 1 478) 1 451) Notes: 1. The decrease in Revenue from Appropriation reflects in the impact of the Government's Budget Management

Strategies and the cessation of funding for the Premier's Local Government Council project 'Stronger Councils, Better Services' in 2009-10, the reduction of contributions funding associated with activities of the Tasmanian Climate Change Office in 2010-11 and the implementation of a new funding model for Service Tasmania.

2. The decrease in Grants reflects the level of funding from the Special Capital Investment Funds to meet the expected disbursements in 2009-10 for projects approved under the Urban Renewal and Heritage Fund and Economic and Social Infrastructure Fund.

3. The increase in Sales of Goods and Services reflects an expected increase in business activity by TMD and the implementation of a new funding model for Service Tasmania, whereby Government departments pay directly for services provided for them by Service Tasmania.

4. The increase in Grants and Transfer Payments reflects the establishment of an Emergency Relief Fund in 2009-10, implementing the Supporting Tasmanian Volunteers Program and support for a Tasmanian Community Transport Trust.


5. The decrease in Other Payments reflects cessation of funding for the Premier's Local Government Council project 'Stronger Councils, Better Services' in 2009-10, the reduction of contributions funding associated with activities of the Tasmanian Climate Change Office in 2010-11 and the implementation of a new funding model for Service Tasmania.

6. The increase in Purchase of Fixed Assets reflects the purchase of plant and equipment for the Telepresence for COAG initiative and by TMD.

Table 10.27: Cash Flow Statement – Administered 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


Cash Received Appropriation1 15 000) 18 012) 12) ....) ....)

Grants2 ....) 12) 12) ....) ....)

15 000) 18 024) 24) ....) ....) Cash Paid

Grants and Transfer Payments3 (2 000) (2 012) (12) ....) ....)

Supplies and Consumables3 (20 200) (17 911) ....) ....) ....)

Transfers to the Consolidated Fund4 ....) (12) (12) ....) ....)

(22 200) (19 935) (24) ....) ....)

Net Cash Flows From Operating Activities (7 200) (1 911) ....) ....) ....) Net Increase/(Decrease) In Cash Held (7 200) (1 911) ....) ....) ....) Cash at the Beginning of the Year 12 140) 1 911) ....) ....) ....)Cash at the End of the Year 4 940) ....) ....) ....) ....) Notes: 1. The Appropriation allocations primarily reflect the Tasmanian Government's contribution to the Tasmanian

Community Forest Agreement Fund (TCFAF) in 2009-10. 2. The Grants allocations reflect grants from the Australian Government, through the Department of Education,

Employment and Workplace Relations, towards National Youth Week activities. 3. The Grants and Transfer Payments and Supplies and Consumables allocations primarily reflect the level of funding

expected to be disbursed in accordance with the TCFA. Disbursements are expected to be completed by 2009-10. 4. The Transfers to the Consolidated Fund allocations reflect the transfer of Australian Government funding to the

Consolidated Fund.


Primary Industries, Parks, Water and Environment 11.1

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 and protection of Tasmania's natural and cultural assets for the benefit of Tasmanian communities and the economy.

The new Department of Primary Industries, Parks, Water and Environment is largely an amalgamation of the Department of Primary Industries and Water, and the former Department of Environment, Parks, Heritage and the Arts. However, responsibility for the Arts has been transferred to the Department of Economic Development and Tourism to form the new Department of Economic Development, Tourism and the Arts. This departmental restructure was announced by the Premier on 14 May 2009 and will take effect from 1 July 2009.

The Department's activities guide and support the use and management of Tasmania's land and water resources and protect its natural and cultural environment. The Department is also responsible for delivering the services that support primary industry development and the protection of the State's relative disease and pest-free status.

The Department reports to the Minister for Primary Industries and Water, Hon David Llewellyn MP, and the Minister for Environment, Parks, Heritage and the Arts, Hon Michelle O'Byrne MP.

The Department's role is to support Tasmania's continued economic, environmental and social wellbeing through its contribution to the achievement of eight major outcomes:

•

•

•

•

•

•

•

•

a clean, healthy and diverse environment;

profitable and sustainable agriculture, aquaculture and fisheries industries;

safe and sustainable water supplies for communities, industries and the environment;

a protected and conserved Aboriginal and historical heritage;

a world renowned national parks and reserve system;

iconic botanical heritage and cultural sites;

quality information that supports water and land use decisions; and

self-reliant rural and regional communities.

11.2 Primary Industries, Parks, Water and Environment

This chapter provides the Department's financial information for 2009-10 and the Forward Estimates period (2010-11 to 2012-13). Further information on the Department is provided at: http://www.dpiw.tas.gov.au and http://www.depha.tas.gov.au.

2009-10 MAJOR INITIATIVES Table 11.1 provides a summary of the Budget and Forward Estimate allocations for major initiatives.

Table 11.1: Major Initiatives Statement 2009-10)

)Budget)




$'000) $'000) $'000) $'000) Agricultural Innovation 400) 412) 425) 438)

Environment Protection Authority 2 300) 2 300) 2 300) 2 300)

Macquarie Island Pest Eradication Project 6 895) 5 400) 3 177) 3 104)

Natural Systems Resilient to Climate Change 240) 249) 258) 267)

Save the Tasmanian Devil 3 000) 3 000) 3 000) 3 000)

Securing Water Advantages 995) 976) 905) 444)

Water and Sewerage Regulation 1 702) 1 502) 1 100) 1 100)

Agricultural Innovation This initiative will provide information and support services to farmers to assist them to maximise the opportunities irrigation offers their businesses. Existing resources will be prioritised to deliver an Innovation in Agriculture Project, which will help develop the capacity of farmers in the new irrigation areas to pursue high value markets. This will enable the State to fully benefit from its investment in water infrastructure.

Environment Protection Authority The Environment Protection Authority (EPA) comprises the EPA Board and the Director. EPA is supported by the resources of the Environment Division. This initiative aims to:

•

•

•

•

•

maintain the State's air quality monitoring network;

improve regulatory and enforcement capacity;

allow the EPA to communicate and engage with stakeholders and the community;

provide enhanced capacity to deal with waste management and sustainability issues; and

increase efficiency and effectiveness through upgrading data management and reporting systems.

http://www.dpiw.tas.gov.au/

Institute of Marine and Antarctic Studies During 2009-10, the Institute of Marine and Antarctic Studies (IMAS) will be established in partnership with the University of Tasmania, through a joint venture agreement incorporating the current activities of the Tasmanian Aquaculture and Fisheries Institute. The new Institute will support future innovation in our high value aquaculture and fisheries industries while positioning Tasmania as a leader in the international field of marine research and development.

Macquarie Island Pest Eradication Project (MIPEP) The Macquarie Island Pest Eradication Project (MIPEP) is a major conservation initiative and forms the final stage of the Integrated Vertebrate Pest Management Program for Macquarie Island. Previous components of the program have resulted in the successful eradication of weka (1988) and feral cats (2000). The current project aims to eradicate the remaining introduced mammals, including European rabbits, house mice and ship rats.

The MIPEP is a joint initiative funded by the Australian and Tasmanian Governments, with Australian Government funding providing initial planning efforts in 2004-05 and 2006-07, before funding the initial two years of implementation of the eradication project in 2008 and 2009.

The eradication project is scheduled to commence aerial baiting on Macquarie Island in May 2010, subject to regulatory and procurement processes being completed.

Funding in 2009-10 to 2011-12 will be used for the procurement of bait, helicopter services, shipping services and staffing costs, as well as for project operating costs.

Natural Systems Resilient to Climate Change This initiative expands Tasmania's adaptive capacity with measures to build the resilience of our natural systems to climate change. It will provide information about the impact of climate change on the State's natural values and enable adaptation to be incorporated into policy and management responses for the sustainable management and conservation of our natural resources. The initiative will be undertaken in collaboration with the Tasmanian Climate Change Office and other agencies. Key measures include development of a vulnerabilities report, risk assessment tools, spatial layers to inform planning processes, management and policy principles, and monitoring and adaptive management programs.

Save the Tasmanian Devil The Save the Tasmanian Devil initiative to mitigate the impact of the Devil Facial Tumour Disease on existing Tasmanian devil populations is continuing. Core projects involve increasing the existing insurance population, disease suppression monitoring and population studies, diagnostic and research work and community awareness. The initiative includes the allocation of up to $400 000 towards the cost of constructing three free range enclosures in Tasmania for the devil insurance population. The enclosures will be constructed in partnership with the Devil Island Project fund raising Organisation.


Seamless National Electronic E-Conveyancing The Department will collaborate with the Department of Treasury and Finance to implement national electronic conveyancing for Tasmania. Subject to national agreement of the core design, the Tasmanian project aims to implement a web-based system that enables online processing for conveyancing, settlement and lodgement of land dealings.

Securing Water Advantages This initiative underpins the work of the Irrigation Development Board to develop major water irrigation projects for Tasmania and secure water advantages for Tasmanian farmers. It incorporates water management planning, natural resource assessment and monitoring, and regulatory activities. It will provide information and water management arrangements that support the timely development and assessment of irrigation proposals and ensure they are environmentally sustainable in the long-term. It will also support the development of environmental planning tools that farmers can use to integrate sustainable water and soil management into their overall property planning.

Water and Sewerage Regulation This initiative includes both Departmental support for the development and coordination of regulatory policies and the strengthening of the Environment Protection Authority's (EPA) environment management capabilities. Major focus areas for regulatory policies include the interim licensing framework, supply and demand planning and the design and implementation of a regulatory regime that protects the long-term interests of customers and provides reliable water and sewerage services to the Tasmanian community. The EPA is enhancing its compliance assessment and reporting capacity and also assisting the Department and the Office of the Tasmanian Economic Regulator in the development of the regulatory framework.



OUTPUT INFORMATION Output Group Restructure The new Department of Primary Industries, Parks, Water and Environment is largely an amalgamation of the Department of Primary Industries and Water, and the former Department of Environment, Parks, Heritage and the Arts. However, responsibility for the Arts has been transferred to the Department of Economic Development and Tourism to form the new Department of Economic Development, Tourism and the Arts. This departmental restructure was announced by the Premier on 14 May 2009 and will take effect from 1 July 2009.

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

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•

•

•

•

•

•

•

•

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.

To enable comparison of Budget information, the 2008-09 Budget figures have been recast to reflect the amalgamation of DPIW and DEPHA.

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



$'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 17 411) 16 391) 17 122) 16 927) 17 247)

1.2 Valuation Services2 3 091) 3 659) 3 742) 3 765) 3 885)

1.3 Service Tasmania 9 891) 9 958) 10 143) 10 361) 10 618)

1.4 Crown Land Services3 30 060) 48 808) 35 839) 6 600) 6 639)

60 453) 78 816) 66 846) 37 653) 38 389) Output Group 2 - Primary Industries

2.1 Agriculture Industry Development Services4 20 224) 15 684) 8 742) 8 909) 9 037)

2.2 Marine Resources 10 688) 10 070) 10 139) 10 366) 10 453)

30 912) 25 754) 18 881) 19 275) 19 490) Output Group 3 - Resource Management and

Conservation 3.1 Land Management Services 2 643) 2 341) 2 349) 2 380) 2 417)

3.2 Conservation of Tasmania's Flora and Fauna5 23 284) 24 154) 24 222) 24 501) 24 784)

25 927) 26 495) 26 571) 26 881) 27 201) Output Group 4 - Water Resources

4.1 Water Resource Management6 7 720) 5 886) 6 266) 6 107) 6 181)

4.2 Water Resource Assessment7 4 725) 3 428) 3 085) 3 104) 3 161)

12 445) 9 314) 9 351) 9 211) 9 342) Output Group 5 - Policy

5.1 Policy Advice 3 075) 2 942) 2 758) 2 701) 2 751)

Output Group 6 - Biosecurity and Product Integrity

6.1 Biosecurity8 12 895) 12 101) 12 093) 12 263) 12 441)

6.2 Product Integrity9 7 922) 7 223) 7 234) 7 394) 7 517)

20 817) 19 324) 19 327) 19 657) 19 958)


Table 11.2: Output Group Expense Summary1 (continued) 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


$'000) $'000) $'000) $'000) $'000) Grants and Subsidies10 8 997) 6 234) 6 234) 6 234) 6 234) Capital Investment Program 556) 556) 556) 556) 556) Special Capital Investment Funds11 1 150) 300) ....) ....) ....)

Minister for Environment, Parks, Heritage and the

Arts

Output Group 7 - Environment Protection and

Analytical Services

7.1 Environmental and Pollution Control12 15 844) 15 391) 13 910) 13 480) 13 694)

7.2 Analytical Services13 3 086) 3 337) 3 295) 3 314) 3 334)

18 930) 18 728) 17 205) 16 794) 17 028)

Output Group 8 - Parks and Wildlife Management

8.1 Parks and Wildlife Management14 46 084) 44 423) 42 325) 37 480) 37 761)

Output Group 9 - Heritage

9.1 Historic Heritage Services15 3 866) 3 191) 2 970) 2 998) 3 035)

9.2 Aboriginal Heritage16 1 194) 1 170) 985) 846) 848)

9.3 Royal Tasmanian Botanical Gardens 2 385) 2 337) 2 372) 2 444) 2 527)

7 445) 6 698) 6 327) 6 288) 6 410)

Grants and Subsidies17 2 110) 2 110) 2 610) 2 789) 2 792) Special Capital Investment Funds18 350) 1 615) ....) ....) ....)

TOTAL 239 251) 243 309) 218 991) 185 519) 187 912)



2. The increase in the Valuation Services Output in 2009-10 is due to an increased expenditure estimate for the resources required to provide valuation services supported by external fee recoveries.

3. The changes in the Crown Land Services Output represent transfers from the Crown Lands Administration Fund to the Consolidated Fund.

4. The decrease in the Agriculture Industry Development Services Output in 2009-10 is due to a reduction in the jointly funded Exceptional Circumstances Interest Rate Subsidy scheme between the Australian and State Governments, and the completion of the three-year Integrated Marketing Campaign for the Tasmanian Vegetable Industry. The decrease in 2010-11 is due to the completion of the Exceptional Circumstances Interest Rate Subsidy scheme.


5. The increase in the Conservation of Tasmania's Flora and Fauna Output in 2009-10 is due to an increase in the guaranteed core funding provided to regional Natural Resource Management (NRM) bodies under the Caring for Our Country program, and a reallocation of the Save the Tasmanian Devil program funds from Output 6.2 Product Integrity.

6. The decrease in the Water Resource Management Output in 2009-10 is due to the finalisation of several components of the SMART Farming: Promoting SMART Farming Practices Election commitment; revised estimates for the Meander Dam interest loan contribution to Tasmanian Irrigation Schemes; and the impact of the Government's Budget Management Strategies.

7. The decrease in the Water Resource Assessment Output in 2009-10 is due to the finalisation of the Water Smart Australia Project funded by the Australian Government, and the impact of the Government's Budget Management Strategies.

8. The decrease in the Biosecurity Output in 2009-10 reflects the impact of the Government's Budget Management Strategies.

9. The decrease in the Product Integrity Output in 2009-10 is due to a reallocation of funds for the Save the Tasmanian Devil program to the Conservation of Tasmania's Flora and Fauna Output, and the impact of the Government's Budget Management Strategies.

10. The decrease in Grants and Subsidies in 2009-10 is due to the completion of the Construction of Irrigation Schemes: Loan Charges Contribution to the Rivers and Water Supply Commission in 2008-09.

11. The decrease in Special Capital Investment Funds in 2009-10 is due to the completion of the Launceston Flood Protection program in 2008-09.

12. The decrease in the Environment and Pollution Control Output in 2010-11 is due to changes in expenditure level for remedial works at Mt Lyell and the impact of the Government's Budget Management Strategies.

13. The increase in the Analytical Services Output in 2009-10 primarily reflects higher estimated operating costs supported by external fee recoveries.

14. The decrease in the Parks and Wildlife Management Output reflects the completion of a four-year funding program for priority asset maintenance in parks; cash flow changes to the Macquarie Island Pest Eradication Project; and the impact of the Government's Budget Management Strategies.

15. The decrease in the Historic Heritage Services Output in 2009-10 is due to the cessation of one-off funding for the Home Hill Upgrade and the impact of the Government's Budget Management Strategies.

16. The decrease in the Aboriginal Heritage Output in 2010-11 is due to reduced funding under the fixed term Major Projects initiative and reduced expenditure under the program for development of new aboriginal heritage legislation.

17. The increase in Grants and Subsidies in 2010-11 is due to additional conservation funding for the Port Arthur Historic Site Management Authority under a new funding agreement.

18. The movement in Special Capital Investment Funds is due to one-off grant funding from the Urban Renewal and Heritage Fund for a number of projects (refer Table 11.21).


Output Group 1: Information and Land Services Table 11.3 provides financial information for each Output under Output Group 1. A description of the Outputs follows the table.



$'000) $'000) $'000) $'000) $'000) Information and Land Services

Expenses by Output

1.1 Land Titles, Survey and Mapping Services 17 411) 16 391) 17 122) 16 927) 17 247)

1.2 Valuation Services1 3 091) 3 659) 3 742) 3 765) 3 885)

1.3 Service Tasmania 9 891) 9 958) 10 143) 10 361) 10 618)

1.4 Crown Land Services2 30 060) 48 808) 35 839) 6 600) 6 639)

60 453) 78 816) 66 846) 37 653) 38 389)

Retained Revenue3 27 831) 21 840) 21 024) 20 961) 21 148)


Appropriation 18 319) 17 838) 17 867) 18 045) 18 347)

Notes: 1. The increase in Valuation Services Output in 2009-10 is due to an increased expenditure estimate for the resources

required to provide valuation services supported by external fee recoveries. 2. The changes in the Crown Land Services Output represent transfers from the Crown Lands Administration Fund to

the Consolidated Fund. 3. The decrease in Retained Revenue in 2009-10 reflects the revised estimate of Crown land rental revenue.

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 both underpin land management and support the development of the Tasmanian 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 acquisition, purchase, sale and rental of property, and quality control of property valuations. This Output also administers and delivers a uniform and consistent municipal rating system throughout Tasmania, including provision of supplementary valuation services for municipal areas in Tasmania.


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

1.4 Crown Land Services This Output proactively manages Crown land, ensuring its sustainable use and development and provides specialist Crown property-related advice to government and the private sector.


Measure 2006-07 2007-08 2008-09 2009-10


Quality of Tasmania's land survey and valuation

services

Audited surveys complying with standards % 65 66 70 70

Objections resulting in an amended valuation1,2 % 0.838 0.178 < 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 % 78 88 75 78

Implementation of decisions related to Crown land

assessment and classification3

Value of sales completed per year4 $ million 0.8 1.88 1.0 1.5

Proportion of decisions relating to transfers finalised5 % 24.5 90 95 100

Accessibility and quality of Service Tasmania Shop

services

Over the counter government services provided to

local communities (TT)6 Number 500 550 500 500

Customer satisfaction – transactions resulting in a

formal complaint % 0.004 0.003 0.003 0.003

Accessibility of quality land information to support

decision making

Number of

themes Availability of land related data sets via the LIST7 214 512 240 600

Accuracy of key LIST framework data sets – features

that meet design objectives

Number

'000 275 350 410 490

Level of government, industry and public use of the

LIST

Millions of

pages 8.3 9.8 10.0 11.1


Notes: 1. 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. 2. The data varies from that formerly published by the Department due to an error when undertaking the previous

calculation. 3. Decisions relating to the Crown Land Assessment and Classification (CLAC) Project have been progressively

implemented since 2006-07. 4. The value of sales refers to the value of completed sales each year. 5. The percentage of transfers refers to the percentage of properties that are the subject of signed agreements to

transfer to councils or Government bodies. 6. This measure is the same used for Tasmania Together (TT). 7. LIST refers to the Land Information System Tasmania.

Performance Information Comments The target for the percentage of audited surveys complying with standards remains at 70 for 2008-09 and 2009-10. To date, the focus of the audit program has been on education to encourage improvement and voluntary compliance. A review of the Surveyors Act 2002 will include an examination of compliance and enforcement mechanisms to support further improvement.

One-third of the State is revalued every second year. The decreased percentage of objections resulting in an amended valuation in 2007-08 is linked to the smaller number and type of valuations undertaken during the out-year of the valuation cycle. There were 14 623 valuation notices issued in 2007-08 compared with 102 694 in 2006-07. Increased quality control processes are being introduced to support the management of valuation contracts during the revaluation cycle.

The number of plans being lodged under the Early Issue Scheme has remained relatively constant over the past few years. The improvement in results for 2007-08 reflects an increase in compliance with early issue requirements.

Targets have been identified for 2008-09 and 2009-10 for the percentage of Crown Land Assessment and Classification (CLAC) decisions relating to transfers finalised. It was previously intended that all decisions relating to Crown land transfers would be finalised by 2007-08. Significant progress was made, with 90 per cent of transfers finalised. Finalisation of the remaining transfers is subject to the successful completion of negotiations with relevant parties.

Service Tasmania continues to expand the number of services it delivers to the community. Increases predominantly relate to new services from state and Australian Government agencies. Additional services have been included from the University of Tasmania, the Tasmanian Electoral Commission and the Environment Protection Authority. The number of services delivered exceeds the 2010 Tasmania Together target of 500.

Over 220 data sets directly related to emergency services were loaded to the LIST in 2007-08. This significant increase was not anticipated when the previous targets were set. Emergency services organisations now rely on the LIST to access many of their sensitive datasets, which are login and password protected.

Tasmania Together In addition to the Performance Indicators listed above, the Department is the lead agency responsible for and an active contributor to a range of Tasmania Together benchmarks. Further information can be found at www.tasmaniatogether.tas.gov.au.


Output Group 2: Primary Industries Table 11.5 provides financial information for each Output under Output Group 2. A description of the Outputs follows the table.



$'000) $'000) $'000) $'000) $'000) Primary Industries

Expenses by Output

2.1 Agriculture Industry Development Services1 20 224) 15 684) 8 742) 8 909) 9 037)

2.2 Marine Resources 10 688) 10 070) 10 139) 10 366) 10 453)



Appropriation3 16 495) 19 576) 12 354) 12 520) 12 735)

Notes: 1. The decrease in the Agriculture Industry Development Services Output in 2009-10 is due to a reduction in the jointly

funded Exceptional Circumstances Interest Rate Subsidy scheme between the Australian and State Governments, and the completion of the three-year Integrated Marketing Campaign for the Tasmanian Vegetable Industry. The decrease in 2010-11 is due to the completion of the Exceptional Circumstances Interest Rate Subsidy scheme.

2. The decrease in Retained Revenue in 2009-10 reflects the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.

3. The increase in Appropriation in 2009-10 reflects the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations. This increase is partly offset by the reduction in the State Government's funding of the Exceptional Circumstances Interest Rate Subsidy scheme and the completion of the three-year Integrated Marketing Campaign for the Tasmanian Vegetable Industry.

2.1 Agriculture Industry Development Services This Output provides policy support, information and capacity building services to enable the growth of an innovative, competitive and sustainable agricultural sector, and delivers assistance to drought affected farmers. This Output also includes advice and direction for the Tasmanian Institute of Agricultural Research (TIAR) to assist agricultural development.

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 Tasmanian Aquaculture and Fisheries Institute (TAFI) to assist aquaculture and fisheries research.


Measure 2006-07 2007-08 2008-09 2009-10


Value of primary industries sector

Exports of food, agriculture and fisheries (TT)1

Overseas exports2 $ million 448.6 418.0

15% increase from 2005

baseline by 2010

Interstate food trade3, 4 $ million 1 296.4 na

Value of aquaculture and fishing industries5 GVP6

Aquaculture $ million 306.0 319.0 370.0 423.0

Scale fish $ million 3.1 3.0 3.6 3.5

Molluscs (including abalone) $ million 115.9 92.0 100.0 105.0

Crustaceans (including rock lobster) $ million 60.7 69.0 60.0 60.0 Efficiency of fishers' licensing processes

Fishers' licensing transaction times7 % completed 90 95 95 95 External funds leveraged from Government

investment in primary industries research

External funds received by TAFI and TIAR8 $ million 13.2 13.4 13.8 13.2 Accessibility of information to support farmers

to run their businesses

Links to external websites provided via the

Farmpoint website9 Number 200 700 750 750

Level of public use of Farmpoint9 Pages '000 40 266 420 420

Notes: 1. This Tasmania Together measure includes both overseas exports and interstate food trade. The 2005 baseline for

this measure is $1 431 million. 2. The measure is derived from Australian Bureau of Statistics (ABS) overseas export data and incorporates meat,

dairy, fish, and fruit and vegetables. 3. The Department produces the Tasmanian Food Scorecard publication 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 information are used as a basis for calculations. ABS data are adjusted to reflect further information gained from the Australian Quarantine and Inspection Service.

4. The 2007-08 data are not yet available as there are time delays with information from the ABS. 5. Data varies from that previously published by the Department due to lag times for receipt and processing of quota

dockets, catch and farm production returns. In calculating the measure the previous year's data is used as a substitute where there are outstanding production returns.

6. GVP refers to Gross Value of Product. 7. Percentage completed within three days. 8. The funds received by the Tasmanian Aquaculture and Fisheries Institute (TAFI) and the Tasmanian Institute of

Agricultural Research (TIAR) are calculated on a calendar year, for example 2006-07 refers to the total amount of funds received during the 2006 calendar year. This measure excludes the contribution by the University of Tasmania.

9. The Farmpoint website was launched in May 2007 as part of the SMART Farming Election commitment. It provides easy access to information required by farmers to run their business.


Performance Information Comments The $30 million fall in overseas exports from 2006-07 to 2007-08 is mainly attributed to the reduced export of beef ($19.3 million), dairy ($6.5 million) and seafood ($4.5 million).

While overseas exports have remained relatively static for some years, the State's total food trade revenue has increased by around $300 million since 2003-04. There has been considerable growth in the value of food production, particularly where interstate rather than overseas markets predominate. Interstate sales for salmon now exceed $310 million while overseas sales only account for $10-16 million. The value of dairy production has increased by 40 per cent. Although overseas exports have declined by $6.5 million, the net interstate trade of dairy products in 2007-08 is expected to exceed $260 million, an increase of $115 million.

The 2007-08 value of aquaculture previously published in the DPIW Annual Report 2007-08 has been adjusted down from $341 million to $319 million. This is primarily because the actual salmonid production was lower than originally estimated. However, overall production in aquaculture continues to increase across all species sectors.

The value of molluscs decreased from 2006-07 to 2007-08 due to the lower beach price for abalone. While the level of abalone catch remains fairly stable, GVP is heavily impacted by beach price. This is influenced by factors such as demand and the value of the Australian dollar. The target for 2008-09 has been revised down to take into account the change in beach price.

The 2009-10 target for external funds received by TAFI and TIAR reflects the likely increased scarcity of government and industry funds due to the economic environment.

There has been extensive promotion of the Farmpoint website since its launch in May 2007. A program to deliver ex-departmental computers and training to farmers has also been undertaken. This has contributed to the high level of use of Farmpoint in its first full year of operation. Around 50-60 per cent of users are repeat visitors to the website.


Output Group 3: Resource Management and Conservation Table 11.7 provides financial information for each Output under Output Group 3. A description of the Outputs follows the table.



$'000) $'000) $'000) $'000) $'000) Resource Management and Conservation

Expenses by Output 3.1 Land Management Services 2 643) 2 341) 2 349) 2 380) 2 417)

3.2 Conservation of Tasmania's Flora and Fauna1 23 284) 24 154) 24 222) 24 501) 24 784)



Appropriation2 17 746) 24 156) 24 201) 24 445) 24 760) Notes: 1. The increase in Conservation of Tasmania's Flora and Fauna Output in 2009-10 is due to an increase in the

guaranteed core funding provided to regional Natural Resource Management (NRM) bodies under the Caring for Our Country program, and a reallocation of the Save the Tasmanian Devil program funds from Output 6.2 Product Integrity.

2. The decrease in Retained Revenue and increase in Appropriation in 2009-10 reflects the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.

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.



Measure 2006-07 2007-08 2008-09 2009-10


Proportion of Tasmanian land reserved

Land protected either by legislation or by contract in

conservation reserves, under covenant or heritage

regimes (TT)1,2,3 % 43.8 44.1 45.0 46.0 Extent of integration of conservation of natural

diversity into private land management

Private land covered by voluntary binding

conservation agreements4

Hectares

'000 39.0 43.0 51.6 68.0

Private land covered by property-based game wildlife

management plans Properties5 1 272 3 258 1 200 1 215

Accessibility of information to support natural

resource management and development decisions

Level of public use of the web-based Natural Values

Atlas6 Pages '000 92.3 110 170 180

Percentage of threatened species covered by a listing

statement7

% na 20 21 30

Changes in status of threatened species (TT)8

Threatened species showing a decline in status Number …. 50 …. ….

Threatened species showing an improved status Number …. 20 5 10 Progress in the eradication of foxes

Number of local government municipalities with

physical evidence of foxes confirmed through DNA

analysis during the year Number 1 6 7 < 7 Prevalence of Devil Facial Tumour Disease (DFTD)

in wild management areas

Percentage of trapped animals found to have DFTD

in wild management trial areas9 % 8 8 9.8 < 10 Effectiveness of cooperative compliance weed

management programs

Inspections resulting in weed requirements and/or

infringement notices % 2.5 2.2 < 5 < 5 Introduction of new pests (TT)10

Number of new weeds established Number 4 1 …. ….


Notes: 1. The land protected by legislation or contract is based on the preliminary Tasmanian Reserve Estate layer, which is

made up of current formal and private reserves and informal reserves from the best available data. The area of Tasmania used is 6.81 million hectares, based on the mean high-water mark. This includes Macquarie Island and other Tasmanian offshore islands. The terrestrial portion of reserves is reported on.

2. This measure is the same used for Tasmania Together (TT). 3. Data varies from that previously published in the Department's Annual Report due to the updating of preliminary

data. 4. Voluntary binding conservation agreements include both conservation covenants and management agreements. The

figures represent the cumulative totals for reservation per thousand hectares. 5. This includes individual forestry coupes. 6. The Natural Values Atlas (NVA) provides a web interface that allows easy public access to information on plant and

animal species, including their location in Tasmania. The measure relates to the number of requests for pages on the NVA site.

7. This is a new measure to indicate the availability of information to support decisions about threatened species. Listing statements provide the base level of information required to support decisions related to threatened species management and recovery. The 2007-08 data refers to all listing statements up to this period. Historical data is not available as listing statements were not time stamped.

8. This measure is the same used for Tasmania Together (TT). 9. Sites where DFTD infection has been confirmed by histology and trials are being conducted to determine the

effectiveness of the removal of diseased animals from a relatively isolated population on the rate of disease spread. 10. This measure is the same used for Tasmania Together (TT). The TT measure also includes invertebrate pests and

plant pathogens. Information about these pests is reported as part of Output Group 6: Biosecurity and Product Integrity.

Performance Information Comments The number of properties covered by game wildlife management agreements increased by 156 per cent from 2006-07 to 2007-08. This was related to an unanticipated increase in the number of forestry coupes. The targets for this measure take into account projected demand for property plans associated with forestry activities as well as the impact of the drought on primary producers' wildlife management activities.

The 2007-08 year represents the first full year of use of the NVA since its release in September 2006. The 2008-09 target has been amended to reflect the integration of the Fox Eradication and the Save the Tasmanian Devil databases with the NVA. This is expected to result in a substantial increase in use.

Listing statements are required to be prepared as soon as practicable for all species listed under the Threatened Species Protection Act 1999. Listing statements contain information on the species, its habitat, conservation status, threats and management requirements. The Department recently moved to ensure that listing statements are prepared for species as they are listed. There is a significant backlog from species listed prior to 2009 and work is being progressively undertaken to clear it.

The changes in threatened species status in 2007-08 reflect the results of a five-yearly review of the schedules of the Threatened Species Act. The 'species improved in status' category comprised eight species that were down listed and 12 species that were delisted. The 'species declined in status' category included 49 species that were up listed and one species, the forest bindweed Calystegia marginate, that was newly listed.

The increase in the number of local government municipalities with physical evidence of foxes in 2007-08 does not necessarily indicate an increased fox presence. Rather, it most likely reflects the Fox Eradication Program's increased capacity to detect the population already present. The second year of a strategic fox survey program is being undertaken in 2008-09. The target for this year has been adjusted to take account of this increased detection effort.

The results available to date for the DFTD wild management trial areas indicate that the disease has not decreased. The 2008-09 target has been amended to reflect this information.


The continued small percentage of weed inspections resulting in an infringement notice demonstrates the benefits of work undertaken with landholders to educate them about weed management.

In 2007-08 one species of weed, Dysphania glomulifera, was detected. This weed is an Australian native not previously recorded in Tasmania.

Output Group 4: Water Resources Table 11.9 provides financial information for each Output under Output Group 4. A description of the Outputs follows the table.



$'000) $'000) $'000) $'000) $'000) Water Resources

Expenses by Output 4.1 Water Resource Management1 7 720) 5 886) 6 266) 6 107) 6 181)

4.2 Water Resource Assessment2 4 725) 3 428) 3 085) 3 104) 3 161)



Appropriation3 10 440) 8 736) 8 761) 8 625) 8 756) Notes: 1. The decrease in the Water Resource Management Output in 2009-10 is due to the finalisation of several

components of the SMART Farming: Promoting SMART Farming Practices Election commitment; revised estimates for the Meander Dam interest loan contribution to Tasmanian Irrigation Schemes; and the impact of the Government's Budget Management Strategies.

2. The decrease in the Water Resource Assessment Output in 2009-10 is due to the finalisation of the Water Smart Australia Project funded by the Australian Government, and the impact of the Government's Budget Management Strategies.

3. The decrease in Appropriation in 2009-10 is due to the finalisation of several components of the SMART Farming: Promoting SMART Farming Practices Election commitment; revised estimates for the Meander Dam interest loan contribution to Tasmanian Irrigation Schemes; and the impact of the Government's Budget Management Strategies.

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.


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.


Measure 2006-07 2007-08 2008-09 2009-10

Performance Measure Actual Actual Target Target Health of waterways

Proportion of sampling sites in each AusRivAS band

(TT)1,2

X Band % 12 7 9 9

A Band % 63 62 70 76

B Band % 25 28 21 15

C Band % …. 3 …. ….

D Band % …. …. …. …. Extent to which formal water management

arrangements are in place for catchments

Catchments with Water Management

Plans/Frameworks in place Number 5 5 15 15 Amount of water available for irrigation

Mega litres

'0003 Total volume of water licensed for irrigation 404 477 480 520 Level of farm water development

New dam works permits approved per annum Number 94 137 100 100

Farms with Water Development Plans completed4 Number 3 23 43 na Efficiency of dam permit processing

Average time for processing applications for dam

works permit approvals5 Days 71 71 70 77 Accessibility of information to support water

development and management decisions

Surface and ground water monitoring sites on the

Water Information System of Tasmania (WIST) Number 63 61 138 138

Level of public use of WIST6 Pages '000 455 409 505 555 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 (www.dpiw.tas.gov.au).

2. This measure is the same used for Tasmania Together (TT). 3. This measure refers to the total volume of water licensed and should be read as a cumulative total. 4. Work commenced on the development of Water Development Plans at a farm level in 2006-07 as part of the SMART

Farming Election commitment. As the program concludes on 30 June 2009 there is no target for 2009-10.


http://www.dpiw.tas.gov.au/

5. The statutory timeframe for processing dam applications under the Water Management Act 1999 is 84 days. 6. The WIST website was activated in 2005-06. Usage statistics have only been recorded since March 2007. The

2006-07 data is the number recorded for the four months to June 2007, with the remainder of months averaged and added. The 2007-08 data is the first full year of reporting on the actual number of pages accessed during the year.

Performance Information Comments AusRivAS models predict the aquatic macro invertebrate fauna that would be expected to occur at a site in the absence of environmental stress such as pollution or habitat degradation. In 2007-08, 69 per cent of monitoring sites were found to be in a natural condition. There was an increase in the percentage of sites found to be significantly impaired (28 per cent of sites) and severely impaired (three per cent or two sites out of the 60 sampled). This increase may be attributable to the extremely low rainfall leading to a reduction in stream flows over the last two years.

An additional 73 000 mega litres (ML) of water was licensed for irrigation in 2007-08, increasing the total licensed volume for irrigation to 477 000 ML.

The continued interest in dam works reflects ongoing public demand for water harvesting and water development. The average time taken to process dam works permit applications remained steady despite a significant increase in both the number of applications and the average size of new dams. Changes to the dam works permit application assessment process, resulting from the Dam Works Legislation (Miscellaneous Amendments) Act 2007, meant that the vast majority of applicants did not require additional time to obtain relevant authorisations under other legislation after the dam works permit was granted. With dam proposals becoming larger and more complex, the time taken to assess applications to meet the requirements of the Assessment Committee for Dam Construction is expected to increase.

The Farm Water Development Program provides a subsidy of up to 75 per cent of the cost of preparation of an on-farm water plan. The plans include an audit of existing farm water supplies and identify irrigation development opportunities and other options to access additional irrigation water, including through greater water use efficiency. The target for 2008-09 has been amended to reflect the estimated number of completed plans once the program concludes on 30 June 2009.

WIST provides a single point of access to DPIPWE stream flow and water quality data and water related technical publications. It continues to attract a high level of public usage. As at 30 June 2008, 61 stream flow sites were reported on WIST, two less than reported in 2006-07. This is due to the rating (conversion of water level to stream flow) of some sites being reviewed prior to the information being made available on WIST.


Output Group 5: Policy Table 11.11 provides financial information for the single Output under Output Group 5. A description of the Output follows the table.



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

Expenses by Output 5.1 Policy Advice 3 075) 2 942) 2 758) 2 701) 2 751)

3 075) 2 942) 2 758) 2 701) 2 751)


Appropriation 3 038) 2 904) 2 726) 2 669) 2 719)

5.1 Policy Advice This Output provides strategic policy development, leads and supports projects of strategic importance to the Department and coordinates whole-of-department input into the assessment process for major projects. This Output supports the development and coordination of policies relating to the regulation of the urban water and sewerage industry. It also coordinates a number of department-wide programs, including the Department's Freedom of Information, Legislative and Internal Audit programs.



Measure 2006-07 2007-08 2008-09 2009-10


Progress with projects of strategic importance1

Strategic projects with significant milestones

achieved2 Number 2 2 4 4 Stakeholder satisfaction

Stakeholder satisfaction with quality of service3 % 85 85 80 80

Notes: 1. A strategic project is designated as a project of strategic importance to the Department and the Government. This

measure identifies the number of projects where significant milestones were achieved in accordance with objectives set at the start of the year.

2. The 2008-09 target has been amended to reflect the redefinition of remaining tasks under the Natural Resource Management (NRM) Review Project and the transfer of ongoing NRM responsibilities to Output Group 3: Resource Management and Conservation.

3. An annual survey of key stakeholder satisfaction is undertaken, focusing on the delivery of strategic projects relevant to this Output Group.


Output Group 6: Biosecurity and Product Integrity Table 11.13 provides financial information for each Output under Output Group 6. A description of the Outputs follows the table.



$'000) $'000) $'000) $'000) $'000) Biosecurity and Product Integrity

Expenses by Output 6.1 Biosecurity1 12 895) 12 101) 12 093) 12 263) 12 441)

6.2 Product Integrity2 7 922) 7 223) 7 234) 7 394) 7 517)

20 817) 19 324) 19 327) 19 657) 19 958) Retained Revenue3 3 154) 996) 997) 997) 997)


Appropriation3 16 968) 18 052) 18 046) 18 287) 18 588) Notes: 1. The decrease in the Biosecurity Output in 2009-10 reflects the impact of the Government's Budget Management

Strategies. 2. The decrease in the Product Integrity Output in 2009-10 is due to a reallocation of funds for the Save the Tasmanian

Devil program to the Conservation of Tasmania's Flora and Fauna Output, and the impact of the Government's Budget Management Strategies.

3. The decrease in Retained Revenue and increase in Appropriation in 2009-10 reflects the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.

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. This Output also includes services aimed at ensuring that agricultural chemical use and animal welfare practices are consistent with legislative requirements and community expectations.

6.2 Product Integrity This 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 provides a framework to regulate and manage food safety in the primary production and processing sector.



Measure 2006-07 2007-08 2008-09 2009-10


Additions to international market access

China: 1

South

Korea: 1

Thailand: 1

Number of

products by

country

Japan: 1

South

Korea: 1

China: 1

South

Korea: 1 New international market access protocols approved1 Nil Level of compliance with food safety standards by

primary producers and processors in high risk areas2

Audits without significant findings % 99 100 100 100 Effectiveness of Tasmania's quarantine barrier

Quarantine interceptions of pests, diseases and

weeds3 Number 454 695 500 500

Post-barrier detections of significant pests, diseases

and weeds

Via DPIPWE surveillance systems Number 6 4 …. ….

Other detections Number 4 4 …. ….

Identification of private quarantine materials

Voluntarily surrendered Kilos 3 506 5 255 3 500 3 500

Confiscated (TT)4 Kilos 24 834 24 454 20 000 19 500 Introduction of new pests (TT)5

New invertebrate pests Number …. …. …. ….

New plant pathogens Number 1 …. …. …. Efficiency of Diagnostic Services testing processes

Turnaround time for services

General seed testing purity analysis Days 3.0 3.0 3.0 3.0

Veterinary pathology – parasitology Days 1.0 1.0 2.0 2.0

Veterinary pathology – biochemistry/ haematology Days 1.5 1.5 1.5 1.5

Notes: 1. This Output Group provides scientific data to facilitate international market access applications and support

development of protocols required once market access has been obtained. 2. 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. 3. These figures represent intercepts of all pests and diseases during inspection and surveillance activities at the

border, including those not of quarantine significance. In 2007-08 there were nine intercepts of pests and diseases of quarantine significance, made up of four pests and five diseases.

4. This measure is the same used for Tasmania Together (TT). 5. This measure is the same used for Tasmania Together (TT). The TT measure also includes weeds. Information

about weeds is reported as part of Output Group 3: Resource Management and Conservation.


Performance Information Comments No new international market access protocols were approved in 2007-08. During the year a submission for the acceptance of non-fumigated cherries was under consideration by Japan.

During 2007-08, border interceptions of common white snail and weed contaminants increased owing to the large volume of bulk grain imports as a result of the Tasmanian drought conditions.

The 50 per cent increase in the amount of private quarantine material voluntarily surrendered from 2006-07 to 2007-08 can in part be attributed to new awareness signage.

Output Group 7: Environment Protection and Analytical Services




$'000) $'000) $'000) $'000) $'000) Environment Protection and Analytical Services

Expenses by Output 7.1 Environmental and Pollution Control1 15 844) 15 391) 13 910) 13 480) 13 694)

7.2 Analytical Services2 3 086) 3 337) 3 295) 3 314) 3 334)



Appropriation3 15 030) 14 181) 13 499) 13 198) 13 392) Notes: 1. The decrease in the Environment and Pollution Control Output in 2010-11 is due to changes in expenditure level for

remedial works at the Mt Lyell and the impact of the Government's Budget Management Strategies. 2. The increase in Analytical Services Output in 2009-10 primary reflects higher estimated operating costs supported

by external fee recoveries. 3. The decrease in Appropriation in 2009-10 is due to the impact of the Government's Budget Management Strategies

and the cessation of one-off costs under the water and sewerage and Tamar River siltation initiatives.


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.

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 11.16: Performance Information - Output Group 7 Unit of 2006-07 2007-08 2008-09 2009-10

Performance Measure Measure Actual Actual Target Target

Air quality

Exceeds PM10

Standards1 Hobart .... …. 2 2

Exceeds PM10

Standards1 Launceston 7 3 5 5 Assessment and Regulation of Level 2 Activities

Review of Environmental Management Plans

(existing and new)2 Number 68 46 45 45

Permits reviewed (existing and new) Number 37 32 45 45

Percentage of assessments undertaken within

statutory timeframes % .... 100 100 100 Analytical Services Tasmania

Number of analyses performed '000 186.3 202.6 200.5 200.5

Turnaround time Days 8.2 8.6 8.5 8.5

Notes: 1. The National Environment Protection Measure (NEPM) PM10 measure counts the number of days that exceeds the

NEPM standard of 50 micrograms per cubic metre of air. 2. The number of Environmental Management Plans (EMPs) 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. Over time this will reduce the number of EMP reviews undertaken each year.


Output Group 8: Parks and Wildlife Management Table 11.17 provides financial information for the single Output under Output Group 8. A description of the Output follows the table.



$'000) $'000) $'000) $'000) $'000) Parks and Wildlife Management

Expenses by Output 8.1 Parks and Wildlife Management1 46 084) 44 423) 42 325) 37 480) 37 761)



Appropriation3 26 186) 29 041) 27 216) 22 329) 22 587) Notes: 1. The decrease in the Parks and Wildlife Management Output in 2010-11 is due to the impact of Government's Budget

Management Strategies and cash flow changes under the Macquarie Island Pest Eradication Project. The decrease in 2011-12 is due to the completion of a four-year funding program for priority asset maintenance in parks, and cash flow changes under the Macquarie Island Pest Eradication Project.

2. The decrease in Retained Revenue in 2009-10 reflects the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations. The decrease is partly offset by an increase in park enterprise sales and increased park entry fee revenue.

3. The increase in Appropriation in 2009-10 is due to an increase in State funding for the Macquarie Island Pest Eradication Project and the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations. The increase is partly offset by the impact of the Government's Budget Management Strategies and completion of a five-year funding program for parks and reserve maintenance. The decrease in 2011-12 reflects the impact of the Government's Budget management Strategies; cash flow changes under the Macquarie Island Pest Eradication Project; and the cessation of a four-year funding program for priority asset maintenance in parks.

8.1 Parks and Wildlife Management This Output aims to develop and maintain a representative and world-renowned reserve and park system that conserves the State's natural and cultural heritage, provides for its sustainable use and facilitates economic opportunities. This Output includes undertaking the planning and development of economic opportunities within parks and reserves, whilst protecting natural and cultural heritage. This Output also provides maintenance, improved infrastructure, high quality services and education to ensure visitor safety and enhance visitor experiences.



Measure 2006-07 2007-08 2008-09 2009-10


Park satisfaction figures1

Mt Field % rating na 88 90 90

Freycinet % rating na 86 90 90

Cradle Mountain - (last survey 2004) % rating na na 90 90

Hartz - (last survey 2002) % rating na na 90 90

Narawntapu - (last survey 2002) % rating na na 90 90

South Bruny - (last survey 2002) % rating na na 90 90

Cockle Creek - (last survey 2003) % rating na na 90 90

Lake St Clair - (last survey 2004) % rating na na 90 90

Management Plans

Number of reserves covered by Management Plans2 Number 58 59 77 77

Percentage of protected land covered by approved

management plans (TT)2 % 70 70 70 71 Visitor numbers3

Mt Field '000 109 115 130 130

Freycinet '000 208 207 210 210

Cradle Mountain '000 176 177 190 190

Lake St Clair '000 93 93 100 100

Gordon River '000 88 107 90 90

Mole Creek Caves '000 46 46 50 50 Notes: 1. Satisfaction ratings are collated for major sites around the State through a rolling program of surveys repeated at

each site approximately every five years. Two sites have been surveyed in 2007-08 and one is being surveyed in 2008-09.

2. There are 413 reserves on public land reserved under the Nature Conservation Act 2002. Only 12 per cent of these are covered by management plans. However, these plans cover approximately 1 737 614 hectares, which is about 71 per cent of the total area of reserved land.

3. Visitor numbers are collated by ongoing monitoring at selected sites as follows: - Mount Field (person visit) - estimated from vehicle counts and bus passengers; - Freycinet (person visit) - estimated from vehicle counts and bus passengers; - Cradle Mountain (person visit) - estimated from vehicle counts, shuttle bus and bus passengers; - Lake St Clair (person visit) - estimated from vehicle counts and bus passengers; - Gordon River (person visit) - estimated via the Tasmanian Visitor Survey (Tourism Tasmania); and - Mole Creek Karst (person visit) - estimated from cave ticket sales.


Output Group 9: Heritage Table 11.19 provides financial information for each Output under Output Group 9. A description of the Outputs follows the table.



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

Expenses by Output 9.1 Historic Heritage Services1 3 866) 3 191) 2 970) 2 998) 3 035)

9.2 Aboriginal Heritage2 1 194) 1 170) 985) 846) 848)

9.3 Royal Tasmanian Botanical Gardens 2 385) 2 337) 2 372) 2 444) 2 527)

7 445) 6 698) 6 327) 6 288) 6 410) Retained Revenue3 602) 130) 40) 25) 25)


Appropriation 6 558) 6 255) 6 083) 6 121) 6 243) Notes: 1. The decrease in Historic Heritage Services Output in 2009-10 is due to the cessation of one-off funding for the Home

Hill Upgrade and the impact of the Government's Budget Management Strategies. 2. The decrease in Aboriginal Heritage Output in 2010-11 is due to reduced funding under the fixed term Major Projects

initiative and reduced expenditure under the program for development of new aboriginal heritage legislation. 3. The decrease in Retained Revenue in 2009-10 is due to the cessation of one-off funding for the Home Hill Upgrade.

9.1 Historic Heritage Services This Output aims to protect, conserve and promote Tasmania's historic heritage, by providing regulatory advice and supporting the statutory role of the Tasmanian Heritage Council. It increases knowledge and understanding of the importance of heritage by working collaboratively with heritage owners, managers and developers, planning authorities and the wider community. It provides free expert advice on heritage conservation and conservation grants, supports community education and development activities that promote good heritage outcomes.

9.2 Aboriginal Heritage This Output aims to protect, conserve and promote Tasmanian's unique Aboriginal heritage and 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. This Output plays a direct role in contributing to the attainment of Tasmania Together goals, in particular


empowerment of Aboriginal people with regard to decision making about the management of Aboriginal heritage.

9.3 Royal Tasmanian Botanical Gardens – Government Contribution 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, research and learning for Tasmania and the broader community. Further information on the Royal Tasmanian Botanical Gardens is provided in Chapter 22 of Budget Paper No 2 Government Services.


Historic Heritage Services

Number of places on the Tasmanian Heritage

Register (TT)1,2

Number 5 374 5 431 5 600 5 700

Recorded historic heritage sites actively

managed (TT)1,3

% 10.4 10.4 10.0 10.0 Aboriginal Heritage4

AHO activities involving decision making by

Tasmanian Aboriginal Land and Sea Council5

Number na 152 185 na

AHO regulatory activities (compliance and

non-compliance)6

Number na 216 255 na Royal Tasmanian Botanical Gardens (RTBG)

RTBG Total Visitors Number 408 316 467 872 430 000 470 000

Tasmanian Seed Conservation Centre

Number of collections held in seed store Number 349 623 844 1 045

Notes: 1. This measure is the same used for Tasmania Together (TT). 2. The performance measure reflects the increase in the number of heritage sites permanently listed and recorded in

the Tasmanian Heritage Register. Permanent entry in the Heritage Register ensures management of heritage properties as required by the Historic Cultural Heritage Act 1995.

3. The percentage of recorded historic heritage sites actively managed relates to those places on the Tasmanian Heritage Register that were subject to a works application or exclusion, or those that received conservation funding grants.

4. These performance measures are to be amended therefore no targets have been set for 2009-10. 5. The performance measure captures a focus of activity, for example the measure focuses on activities where formal

assessment as part of the decision making process is being undertaken by the Aboriginal community. 6. The performance measure captures compliance and non compliance of Aboriginal heritage impacts on all aspects of

land management and development planning on both public and private lands. It is also a tool to measure compliance with existing and ongoing obligations to manage and protect Aboriginal heritage.



Table 11.21: Special Capital Investment Fund (SCIF) Allocations Estimated) 2009-10) 2010-11) 2011-12) 2012-13)

Total) ) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Economic and Social Infrastructure Fund

Water Infrastructure1 1 304) 300) ....) ....) ....) Urban Renewal and Heritage Fund

Legerwood Memorial and Recreation Park 60) 60) ....) ....) ....)

Mt Lyell Maintenance 50) 50) ....) ....) ....)

Oatlands Gaol Restoration 500) 500) ....) ....) ....)

Scottsdale Walking Trail Exhibition 255) 255) ....) ....) ....)

Stanley Town Hall Restoration 410) 410) ....) ....) ....)

Swansea Great Short Walk Extension 90) 90) ....) ....) ....)

Swansea Heritage Museum 250) 250) ....) ....) ....)

) 1 615) ....) ....) ....)

Total SCIF Allocations ) 1 915) ....) ....) ....)

Note: 1. The Estimated Total Cost of the Water Infrastructure project in the 2008-09 Budget Papers was $1.8 million. The full

allocation is no longer required for the project and has been revised down to $1.3 million.

Economic and Social Infrastructure Fund Water Infrastructure In 2009-10, $300 000 is provided to underpin the Securing Water Advantages initiative to assist with the implementation of the Irrigation Development Board infrastructure projects.

Urban Renewal and Heritage Fund Legerwood Memorial and Recreation Park In 2009-10, $60 000 will be provided for the first stage of a multi-staged development in line with delivering the Legerwood Community strategy outcomes. Specifically, the funds provide for an extension of children's play equipment and the implementation of barbeque areas, picnic areas and designated walking areas.


Mt Lyell General Office Essential Maintenance In 2009-10, $50 000 will be provided to restore the heritage listed Office to enable versatile public access and use. Restoration works includes repairs to brick work, repairs and replacement of windows, replacement of downpipes and preparation and painting of external timber work.

Oatlands Gaol Restoration In 2009-10, $500 000 will be provided to undertake considerable restoration to the heritage listed Oatlands Gaol to enable versatile public access and use, all within the larger context of the gaol site, Oatlands Military Precinct and colonial Van Diemen's Land. Restoration will include halting all the physical deterioration of the Gaoler's residence.

Scottsdale Walking Trail Extension An allocation of $255 000 will be provided in 2009-10 for the installation of an additional 1.5 kilometres of walking trail, a small footbridge and associated drainage and fencing works from Listers Lane to Copplestone Street.

Stanley Town Hall Restoration In 2009-10, $410 000 will be provided to upgrade and restore the heritage listed Stanley Town Hall by its Centenary in 2011. The restoration work will include installation of seating, electrical upgrades, window repairs and stage lighting and sound system.

Swansea Great Short Walk Extension A grant of $90 000 will be provided in 2009-10 to extend the existing walking track from the Swansea Bowling Club to the foreshore walkway at the eastern end of Jubilee beach.

Swansea Heritage Museum Redevelopment An allocation of $250 000 will be provided in 2009-10 for the redevelopment of the Museum to enable versatile public access and use. The redevelopment will include refurbishment of toilets, upgrade of parking facilities, disability access and a visitor information centre.


Water Infrastructure Fund Table 11.22 identifies expenditure by the Department from the Government's Water Infrastructure Fund.

Table 11.22: Water Infrastructure Fund Estimated) 2009-10) 2010-11) 2011-12) 2012-13)

Total) ) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Balance Brought Forward 63 337) 36 217) 9 237) ….) TOTAL SOURCE OF FUNDS 63 337) 36 217) 9 237) ….) OUTFLOWS Department of Primary Industries, Parks, Water and

Environment Water Infrastructure Initiative 80 000) 27 120) 26 980) 9 237) ….)

TOTAL OUTFLOWS ) 27 120) 26 980) 9 237) ….)

Closing Balance ) 36 217) 9 237) ….) ….)

An $80.0 million Water Infrastructure Fund (WIF) was established in 2007-08 with the transfer of funds from the Infrastructure Tasmania Fund to enable major investment in Tasmania's water infrastructure. This investment by the Government will include the development of a number of significant irrigation projects with the potential to provide the State with an additional 250 gigalitres per annum of irrigation water. In 2009-10, $27.1 million will be provided from the WIF to the Rivers and Water Supply Commission and its subsidiary, the Tasmanian Irrigation Development Board to continue the development of this key infrastructure network.




Total) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Continuing Projects

Agricultural Research Centres 2 000) 500) ....) ....) ....)

Cradle Mt Central Sewage Treatment 16 000) 5 800) ....) ....) ....)

Crown Land Services - Structural Asset Upgrades Ongoing) 556) 556) 556) 556)

Total CIP Allocations ) 6 856) 556) 556) 556)

Agricultural Research Centres This 2006 Election commitment provides $2.0 million over four years for the upgrade of facilities at the dairy and vegetable centres at Elliott and Forthside. This initiative is part of a joint venture with the University of Tasmania. The Centres will deliver high quality integrated research, development, extension and education programs for the industry.

Cradle Mt Central Sewage Treatment Funding is provided for the staged construction of new central sewage treatment infrastructure to support current and future tourism development at the site. It is estimated that $5.8 million of a total $16.0 million allocation will be spent during 2009-10. The sewage work is anticipated to be completed during 2009-10.

Crown Land Services – Structural Asset Upgrades Funding is provided for the removal or remediation of physical structures that present public liability risks, statutory maintenance, and essential and preventive maintenance to buildings.






Fines and Regulatory Fees 289) 304) 308) 312) 312)

Interest Revenue 2 303) 2 369) 1 936) 1 936) 1 993)

Grants2 19 286) 2 454) 539) 539) 539)


Other Revenue 18 344) 18 456) 18 560) 18 457) 18 614)

206 275) 191 792) 174 059) 169 399) 171 531) Less Expenses


Superannuation 9 048) 9 075) 9 299) 9 768) 9 980)




Other Expenses6 15 403) 12 810) 12 277) 12 240) 12 380)

228 145) 234 965) 210 147) 176 496) 178 886) Plus Gains/(Losses)

Gain (Loss) on Sale of Non-Financial Assets7 9 400) 13 489) 2 000) 2 000) 2 000)

9 400) 13 489) 2 000) 2 000) 2 000)

Equals OPERATING RESULT (12 470) (29 684) (34 088) (5 097) (5 355)


Revaluations of Non-Financial Assets8 12 193) 2 178) 2 365) 2 735) 2 346)


12 193) 2 178) 2 365) 2 735) 2 346)

Equals COMPREHENSIVE INCOME (277) (27 506) (31 723) (2 362) (3 009)

Notes: 1. The increase in Revenue from Appropriation in 2009-10 reflects the change to the administration of Australian

Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations. The increase is partly offset by the impact of the Government's Budget Management Strategies. The decrease in 2010-11 is due to the completion of the Exceptional Circumstances Interest Rate Subsidy scheme; the cessation of Capital Investment Program funding for the construction of the Cradle Mountain Central Sewage Treatment plant; and the impact of the Government's Budget Management Strategies.


2. The decrease in Grants in 2009-10 reflects the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.

3. The decrease in Sale of Goods and Services in 2009-10 reflects the revised estimate of Crown land rental revenue. 4. The movement in Grants and Transfer Payments reflects changes in the estimate for the Crown Lands

Administration Fund transfer. 5. The decease in Supplies and Consumables in 2009-10 is due to the completion of the three-year Integrated

Marketing Campaign for the Tasmanian Vegetable Industry, and a reduction in expenditure estimates in Crown Land Services following the finalisation of the Shack Sites Project.

6. The decrease in Other Expenses in 2009-10 reflects the impact of the Government's Budget Management Strategies.

7. The movement in Gain/(Loss) on Sale of Non-Financial Assets reflects the Crown Lands Administration Fund estimate for major asset sales.

8. The decrease in Revaluations of Non-Financial Assets in 2009-10 is due to a lower indexation percentage being used for revaluing land and buildings, and infrastructure assets.


Forward)Estimate)

Forward)Estimate)



Recurrent1 130 781) 140 739) 130 753) 126 239) 128 127)

Works and Services2 6 978) 5 056) 556) 556) 556)

137 759) 145 795) 131 309) 126 795) 128 683) Appropriation Carried Forward 500) ....) ....) ....) ....)


Notes: 1. The increase in Revenue from Appropriation in 2009-10 reflects the change to the administration of Australian

Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations. The increase is partly offset by the impact of the Government's Budget Management Strategies. The decrease in 2010-11 is due to the completion of the Exceptional Circumstances Interest Rate Subsidy scheme and the impact of the Government's Budget Management Strategies.

2. The decrease in Works and Services in 2010-11 is due to the completion of the Cradle Mountain Central Sewage Treatment plant project.





Fines and Regulatory Fees2 14 604) 14 495) 16 365) 16 707) 16 973)

Grants3 3 400) 2 798) 2 623) 2 395) 2 401)


Other Revenue5 17 900) 42 000) 29 000) ....) ....)

65 641) 84 099) 73 535) 45 068) 45 486) Less Expenses


Supplies and Consumables 189) 189) 189) 189) 189)

Transfer to the Consolidated Fund7 54 534) 75 755) 64 691) 36 045) 36 460)

65 641) 84 099) 73 535) 45 068) 45 486)






Notes: 1. The decrease in Revenue from Appropriation in 2009-10 is due to the cessation of the Construction of Irrigation

Schemes: Loan Charges Contribution to the Rivers and Water Supply Commission in 2008-09. 2. The increase in Fines and Regulatory Fees in 2010-11 is due to additional revenue from the Water and Sewerage

Regulation. The cost of water and sewerage operating licences will be set each year to meet the costs of the independent economic regulator and other costs associated with the effective regulators of the industry.

3. The decrease in Grants in 2009-10 reflects the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations for the Tasmanian Wilderness World Heritage Area.

4. The decrease in Sale of Goods and Services in 2009-10 is due to a revised estimate of Land Titles Office Dealings following a reduction in activity in the Tasmanian property market.

5. The movement in Other Revenue reflects transfers from the Crown Lands Administration Fund to the Consolidated Fund.

6. The decrease in Grants and Transfer Payments in 2009-10 is due to the cessation of the Construction of Irrigation Schemes: Loan Charges Contribution to the Rivers and Water Supply Commission in 2008-09.

7. The movement in Transfer to the Consolidated Fund reflects transfers from the Crown Lands Administration Fund and the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.



Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Revenue Collected on Behalf of the Consolidated

Fund Abalone Licences1 7 246) 6 510) 6 648) 6 716) 6 838)

Commonwealth Recurrent Grants2 3 400) 2 798) 2 623) 2 395) 2 401)

Environment Fees3 1 976) 2 476) 2 436) 2 435) 2 434)

Land Information Charges4 760) 610) 620) 630) 636)

Lands Titles Office Dealings5 13 500) 11 100) 11 266) 11 436) 11 549)

Marine Farms Fees and Recoveries 1 097) 1 124) 1 152) 1 181) 1 211)

Other Revenue6 17 900) 42 000) 29 000) ....) ....)

Other Sales of Services 1 314) 1 345) 1 378) 1 411) 1 445)

2 084) 2 136) 2 189)Quarantine Fees 1 983) 2 033)

Regulatory Fees 2 949) 3 021) 3 094) 3 169) 3 246)

Royalty Income7 1 959) 2 283) 2 287) 2 285) 2 245)

Water Licence Fees8 450) 455) 2 103) 2 251) 2 266)

54 534) 75 755) 64 691) 36 045) 36 460)

Revenue from Appropriation Annual Appropriation9 11 107) 8 344) 8 844) 9 023) 9 026)

Total Administered Revenue 65 641) 84 099) 73 535) 45 068) 45 486)

Notes: 1. The decrease in Abalone Licences in 2009-10 is due to a fall in the beach price as a result of various factors

including the interrupted fishing season due to the detection of Abalone Viral Ganglioneuritis and the Global Financial Crisis.

2. The decrease in Commonwealth Recurrent Grants in 2009-10 reflects the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations for the Tasmanian Wilderness World Heritage Area.

3. The increase in Environment Fees in 2009-10 is due to regulatory price increases in permit fees. 4. The decrease in Land Information Charges in 2009-10 is due to a reduced demand for specific mapping products

and data. 5. The decrease in Land Titles Office Dealings in 2009-10 is due to the reduced activity in the Tasmanian property

market. 6. The movement in Other Revenue reflects transfers from the Crown Lands Administration Fund to the Consolidated

Fund. 7. The increase in Royalty Income in 2009-10 reflects the revised estimate of current bulk water usage by the Hobart

Regional Water Authority, the Esk Water Authority and Cradle Coast Water. 8. The increase in Water Licence Fees in 2010-11 is due to additional revenue from the Water and Sewerage


9. The decrease in Annual Appropriation in 2009-10 is due to the cessation of the Construction of Irrigation Schemes: Loan Charges Contribution to the Rivers and Water Supply Commission in 2008-09. The increase in 2010-11 is due to additional conservation funding for the Port Arthur Historic Site Management Authority.


Table 11.28: Administered Expenses 2008-09] 2009-10] 2010-11] 2011-12] 2012-13]

) ) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Grants and Subsidies

Construction of Irrigation Schemes: Loan Charges

Contribution1 2 763) ....) ....) ....) ....)

Contribution to Commonwealth, State and Industry

Organisations 470) 470) 470) 470) 470)

Grant to Tasmanian Aquaculture and Fisheries

Institute 2 605) 2 605) 2 605) 2 605) 2 605)

Grant to Tasmanian Institute of Agricultural Research 1 958) 1 958) 1 958) 1 958) 1 958)

Inland Fisheries Service - Government Contribution 1 201) 1 201) 1 201) 1 201) 1 201)

Port Arthur Historic Site Management Authority2 2 000) 2 000) 2 500) 2 679) 2 682)

Wellington Park Contribution 110) 110) 110) 110) 110)

11 107) 8 344) 8 844) 9 023) 9 026) Transfer to the Consolidated Fund3 54 534) 75 755) 64 691) 36 045) 36 460)

Total Administered Expenses 65 641) 84 099) 73 535) 45 068) 45 486)

Notes: 1. The decrease in Construction of Irrigation Schemes: Loan Charges Contribution in 2009-10 is due to the cessation of

the capital contribution, to meet loan charges on borrowings for the construction of irrigation schemes, to the Rivers and Water Supply Commission in 2008-09.

2. The increase in Port Arthur Historic Site Management Authority in 2010-11 is due to a new funding agreement for the management of conservation works at the site.

3. The movement in Transfer to the Consolidated Fund reflects transfers from the Crown Lands Administration Fund and the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations for the Tasmanian Wilderness World Heritage Area.


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 Tasmanian Aquaculture and Fisheries Institute The former Department of Primary Industries and Fisheries entered into a Joint Venture Agreement with the University of Tasmania, effective from 1 July 1998, to undertake fisheries research under the auspices of the Tasmanian Aquaculture and Fisheries Institute (TAFI). The Government provides its contribution to the joint venture by way of an annual grant. Activities of TAFI contribute to Output Group 2 – Primary Industries. During 2009-10, TAFI will be incorporated into a new partnership with the University, to be known as the Institute of Marine and Antarctic Studies. This will necessitate development of a new agreement with the University to replace the current joint venture.

Grant to the Tasmanian Institute of Agricultural Research The former Department of Primary Industries and Fisheries entered into a Joint Venture Agreement with the University of Tasmania in May 1997 to undertake agriculture research under the auspices of the Tasmanian Institute of Agricultural Research (TIAR). The Government provides its contribution to the joint venture by way of an annual grant. Activities of TIAR contribute to Output Group 2 – Primary Industries.

Inland Fisheries Service – Government Contributions 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 The $2 million annual payment to the Authority represents funding provided under the State Government's 2005-2010 five-year funding agreement to support the agreed conservation funding program for the Port Arthur and Coal Mines Historic Sites. In the 2008-09 Budget the Government committed additional funding to continue conservation work on both these internationally significant sites commencing in 2010-11. The Government also committed to applying indexation to future funding arrangements. Both the Port Arthur and Coal Mines Historic Sites are part of the Australian Convict Sites nomination being assessed for placement on the World Heritage List.

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





Investments 9 492) 8 799) 8 241) 7 683) 7 125)

Equity Investments2 ....) 43 783) 70 763) 80 000) 80 000)

Receivables3 4 626) 5 908) 6 014) 6 120) 6 226)

Other Financial Assets 2 563) 2 560) 2 594) 2 628) 2 662)

222 978) 195 065) 161 898) 164 079) 166 089)

Non-Financial Assets Land and Buildings 794 354) 810 369) 808 831) 807 341) 805 425)

Infrastructure4 74 396) 67 278) 64 675) 62 083) 59 446)


Intangibles6 ....) 2 656) 2 766) 2 876) 2 986)

Other Non-Financial Assets6 6 211) 3 633) 3 584) 3 535) 3 486)

881 183) 896 226) 897 798) 893 383) 888 472)

Total Assets 1 104 161) 1 091 291) 1 059 696) 1 057 462) 1 054 561) Liabilities


Payables7 1 460) 3 177) 3 314) 3 451) 3 568)

Other Liabilities 14 823) 15 377) 14 861) 14 345) 13 829)


NET ASSETS 1 066 271) 1 050 595) 1 018 872) 1 016 510) 1 013 501)

Equity


Asset Revaluation Reserve 66 923) 70 104) 72 469) 75 204) 77 550)

Other Equity 350 490) 356 023) 357 327) 358 631) 359 935)

Total Equity 1 066 271) 1 050 595) 1 018 872) 1 016 510) 1 013 501)

Notes: 1. The movement in Cash and Deposits reflects transfer of funds from the Water Infrastructure Fund held by the

Department for water infrastructure projects to the Rivers and Water Supply Commission, and transfers from the Crown Lands Administration Fund to the Consolidated Fund.

2. The increase in Equity Investments in 2010 and over the Forward Estimates is due to investment from the Water Infrastructure Fund.

3. The increase in Receivables in 2010 is due to a more accurate estimate of the anticipated level of receivables held by the Department.


4. The decrease in Infrastructure in 2010 reflects the sale of the Cradle Mountain Central Sewage Treatment plant to the North West Regional Water Authority.

5. The increase in Plant and Equipment in 2010 and Forward Estimates reflects revised estimates based on the actual 30 June 2008 balance and capitalisation of remedial works at Mt Lyell.

6. The increase in Intangibles and decrease in Other Non-Financial Assets in 2010 reflects the reclassification of intangibles, which were previously recorded as Other Non-Financial Assets.

7. The increase in Payables in 2010 is due to the recognition of GST tax liabilities.

Table 11.30: Balance Sheet as at 30 June – Administered 2009) 2010) 2011) 2012) 2013)


Financial Assets Receivables1 1 420) 1 708) 1 701) 1 694) 1 687)


3 881) 3 889) 3 948) 4 007) 4 066)


Payables1 291) 619) 619) 619) 619)

Other Liabilities2 3 126) 2 806) 2 865) 2 924) 2 983)


NET ASSETS 464) 464) 464) 464) 464)

Equity

Accumulated Funds 464) 464) 464) 464) 464)

Total Equity 464) 464) 464) 464) 464)

Notes: 1. The increase in Receivables in 2010 is due to a revised estimate of environmental regulatory fees based on the

actual 30 June 2008 balance. This change has a corresponding impact on actual revenue transferred to the Consolidated Fund as reflected by an increase in Payables in 2010.

2. The decrease in Other Financial Assets in 2010 is due to a decrease in the accrued revenue estimate for Abalone Licences based on the actual 30 June 2008 balance. This change has a corresponding impact on actual revenue transferred to the Consolidated Fund as reflected by a decrease in Other Liabilities in 2010.






Interest Received 2 303) 2 369) 1 936) 1 936) 1 993)

Grants2 19 286) 2 454) 539) 539) 539)


GST Receipts 9 070) 9 070) 9 070) 9 070) 9 070)

Other Receipts 18 276) 18 387) 18 491) 18 388) 18 545)

214 757) 200 773) 183 040) 178 380) 180 512)


Superannuation (9 048) (9 075) (9 299) (9 768) (9 980)



GST Payments (9 070) (9 070) (9 070) (9 070) (9 070)

Other Payments6 (15 353) (13 666) (12 227) (12 190) (12 330)

(227 655) (235 578) (209 919) (176 181) (178 484)

Net Cash Flows from Operating Activities (12 898) (34 805) (26 879) 2 199) 2 028) Cash Flows from Investing Activities

Sale of Fixed Assets7 9 400) 29 620) 2 000) 2 000) 2 000)

Purchase of Fixed Assets8 (11 937) (9 113) (7 870) (1 600) (1 600)

Net Purchase of Investments9 ....) (27 120) (26 980) (9 237) ....)

Net Cash Flows from Investing Activities (2 537) (6 613) (32 850) (8 837) 400) Net Increase/(Decrease) in Cash Held (15 435) (41 418) (59 729) (6 638) 2 428) Cash at the Beginning of the Year 221 732) 175 433) 134 015) 74 286) 67 648)Cash at the End of the Year 206 297) 134 015) 74 286) 67 648) 70 076) Notes: 1. The increase in Appropriation reflects the change to the administration of Australian Government funding resulting

from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations. The increase is partly offset by the impact of the Government's Budget Management Strategies. The decrease in 2010-11 is due to the completion of the Exceptional Circumstances Interest Rate Subsidy scheme; the cessation of Capital Investment Program funding for the construction of the Cradle Mountain Central Sewage Treatment plant; and the impact of the Government's Budget Management Strategies.


2. The decrease in Grants in 2009-10 reflects the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.

3. The decrease in Sales of Goods and Services in 2009-10 reflects the revised estimate of Crown land rental revenue. 4. The movement in Grants and Transfer Payments reflects changes in the estimate for the Crown Lands

Administration Fund transfer. 5. The decease in Supplies and Consumables in 2009-10 is due to the completion of the three-year Integrated

Marketing Campaign for the Tasmanian Vegetable Industry, and a reduction in expenditure estimates in Crown Land Services following the finalisation of the Shack Sites Project.

6. The decrease in Other Payments in 2009-10 reflects the impact of the Government's Budget Management Strategies.

7. The movement in Sale of Fixed Assets reflects the Crown Lands Administration Fund estimate for major asset sales. 8. The decrease in Purchase of Fixed Assets in 2009-10 is due to the reclassification of Water Infrastructure Fund

estimates to Net Purchase of Investments. This decrease is partly offset by construction expenditure for the Cradle Mountain Central Sewerage Treatment plant. The decrease in 2011-12 is due to the completion of remedial works at Mt Lyell.

9. The movements in Net Purchase of Investments reflect the investment of funds from the Water Infrastructure Fund held by the Department for water infrastructure projects to the Rivers and Water Supply Commission.

Table 11.32: Cash Flow Statement – Administered 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)



Fines and Regulatory Fees2 14 604) 14 495) 16 365) 16 707) 16 973)

Grants3 3 400) 2 798) 2 623) 2 395) 2 401)


Other Receipts5 17 900) 42 000) 29 000) ....) ....)

65 641) 84 099) 73 535) 45 068) 45 486) Cash Paid


Supplies and Consumables (189) (189) (189) (189) (189)

Transfers to the Consolidated Fund7 (54 534) (75 755) (64 691) (36 045) (36 460)

(65 641) (84 099) (73 535) (45 068) (45 486) Net Increase/(Decrease) In Cash Held ....) ....) ....) ....) ....) Cash at the Beginning of the Year ....) ....) ....) ....) ....)Cash at the End of the Year ....) ....) ....) ....) ....) Notes: 1. The decrease in Appropriation in 2009-10 is due to the cessation of the Construction of Irrigation Schemes: Loan

Charges Contribution to the Rivers and Water Supply Commission in 2008-09. 2. The increase in Fines and Regulatory Fees in 2010-11 is due to additional revenue from the Water and Sewerage



3. The decrease in Grants in 2009-10 reflects the change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations for the Tasmanian Wilderness World Heritage Area.

4. The decrease in Sale of Goods and Services in 2009-10 is due to a revised estimate of Land Titles Office Dealings following a reduction in activity in the Tasmanian property market.

5. The movement in Other Receipts reflects transfers from the Crown Lands Administration Fund to the Consolidated Fund.

6. The decrease in Grants and Transfer Payments in 2009-10 is due to the cessation of the Construction of Irrigation Schemes: Loan Charges Contribution to the Rivers and Water Supply Commission in 2008-09.

7. The movement in Transfers to the Consolidated Fund reflects transfers from the Crown Lands Administration Fund and the change to the administration of Australian Government resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.


12 DEPARTMENT OF TREASURY AND FINANCE

AGENCY OUTLINE The Department of Treasury and Finance is responsible for implementing strategies to achieve the Government's economic and financial objectives and is the central agency responsible for the management of Government financial resources.

The Department is responsible to the Treasurer, Hon Michael Aird, MLC. It provides the Government with objective advice on the economic and financial management of the State; implements Government policy; performs financial analysis, monitoring and reporting functions; and undertakes tax collection and a number of service, regulatory and compliance activities.

This chapter provides the Department's financial information for 2009-10 and the Forward Estimates period (2010-11 to 2012-13). Further information on the Department is provided at http://www.treasury.tas.gov.au.

Treasury and Finance 12.1

MAJOR INITIATIVES Table 12.1 provides a summary of the Budget and Forward Estimate allocations for major initiatives.

Table 12.1: Major Initiatives Statement 2009-10) 2010-11 2011-12 2012-13

Forward Forward Forward Budget) Estimate Estimate Estimate

$'000 $'000 $'000 $'000

Parliament Square 235 242 248 .…

Princes Wharf Number 1 Renewal 1 300 .… .… .…

Regulation of TOTE and Corporate Bookmakers 283 298 308 316

Sale of TOTE Tasmania 78 .… .… ....

Seamless National Economy E-Conveyancing 552 390 .… .…

Standard Business Reporting 639 .… .… .…

Water and Sewerage Regulation 840 200 600 100

APRA Regulation of the Retirement Benefits Fund As announced by the Premier, David Bartlett MP, on 14 October 2008 in his statement on the Global Financial Crisis, the Treasurer, Hon Michael Aird MLC, in consultation with the Retirement Benefits Fund (RBF) Board, will undertake the necessary reform process for the RBF to become a fund regulated by the Australian Prudential Regulation Authority.

Bringing the RBF under independent APRA regulation will place the RBF under the same regulatory framework as the majority of its competitors.

Work has commenced, in consultation with the RBF, to scope this task and to seek advice from APRA as to an appropriate process to pursue industry regulatory approval. During 2009-10, it is expected that a pre-licence review will be conducted by APRA to assist in identifying all areas of RBF's business that requires attention, and to support the implementation plan for the RBF to become fully regulated.

Nation Building – Economic Stimulus Plan In February 2009, the Australian Government announced the $42 billion Nation Building – Economic Stimulus Plan. To ensure the Plan is delivered on time and to Australian Government specifications, an Oversight Group has been developed within the Department of Prime Minister and Cabinet and is chaired by a Coordinator-General. Tasmania has established a governance structure to complement the Australian Government's Oversight Group. A senior Department of Treasury and Finance officer was appointed as Coordinator-General for Tasmania and is responsible for overseeing the implementation of the Plan in Tasmania in liaison with coordinating officers from the relevant agencies.

12.2 Treasury and Finance

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. The new site will be designed to be in keeping with the surrounding precinct and create a lasting place of character and quality. Progress to date has included a three stage tender process to divest the site, with a preferred tenderer to be appointed in early 2009-10. The Department will negotiate a sales contract with the preferred tenderer, which will include set timeframes for delivery of the redevelopment. The Department will also undertake the role of head tenant for the Government's long-term office accommodation commitment to the redeveloped site. It is anticipated the preferred tenderer will commence construction works on the redevelopment during 2009-10. Further information on the Project is provided at http://www.treasury.tas.gov.au/parliamentsquare.

Princes Wharf Number 1 Renewal The Department is undertaking the renewal of the Princes Wharf Number 1 Shed and its immediate surrounds to make it a dynamic public place for the people of Tasmania. Working with an expert design team, a design solution providing adaptive re-use of the Shed and improved public space and access will be developed in early 2009-10. Prior to the design being submitted for planning approval, the Department will undertake a public consultation process to obtain feedback and refinement of the design. Following planning application processes, the Department will appoint a building contractor to commence construction works in the second half of 2009-10.

Regulation of TOTE and Corporate Bookmakers The Department will implement the new regulatory arrangements that result from the Government's decision to regulate and sell TOTE Tasmania and to encourage the operation of corporate bookmakers in Tasmania. The Department will also assist the Tasmanian Gaming Commission to establish and implement the new regulatory frameworks through the provision of advice on licensing and probity requirements, system testing, compliance systems and procedures and product approvals.

Sale of TOTE Tasmania On 8 January 2009, the Treasurer announced the State Government's intention to sell TOTE Tasmania. Both Houses of Parliament have approved the sale of TOTE Tasmania and the new regulatory and licensing arrangements under which it will operate, by passing the TOTE Tasmania (Sale) Bill 2009 and the Gaming Control Amendment Bill 2009.

In accordance with strict probity requirements and in consultation with advisers, the Department's role includes coordinating the sale process, evaluating expressions of interest and indicative and binding bids, assessing the status of the bidders with reference to Tasmania's wagering licence requirements, and making a recommendation to the Treasurer on the preferred bidder. Consultant costs associated with the sale process will be met through Finance-General.


http://www.treasury.tas.gov.au/parliamentsquare


Seamless National Economy E-Conveyancing Commencing in 2009-10, the Department will collaborate with the Department of Primary Industries, Parks, Water and Environment to implement national electronic conveyancing for Tasmania. Subject to national agreement on the core design system, the Tasmanian project aims to implement a web-based system that enables on-line processing for conveyancing, settlement and lodgement of land dealings.

Standard Business Reporting The Department is involved in the national Standard Business Reporting (SBR) project. Under this project the Department is developing systems and processes to support the option of a standard business reporting channel for businesses paying payroll tax in Tasmania. The Tasmanian system is being developed in consultation with a national project team and includes the adoption of national governance procedures. Integration testing of the Tasmanian system with the national core system will be completed in September 2009, end to end testing will be finalised by January 2010 and approval to proceed to production is scheduled for March 2010. SBR is anticipated to go live on 1 July 2010.

Water and Sewerage Regulation The Department will continue to support local government in implementing reform of Tasmania's water and sewerage sector. The key remaining tasks for reform implementation are:

•

•

•

•

•

•

•

providing advice and assistance in supporting all three local government owned regional corporations and the common services corporation after they commence operation on 1 July 2009;

finalisation and administration of the Interim Price Order, which will detail the maximum revenue requirements of the new corporations; and

finalising remaining policy issues in relation to future pricing and service standard arrangements.

An independent Water and Sewerage Economic Regulator has been established to implement the new regulatory framework and monitor the on-going performance of the industry. This role is supported by the Office of the Tasmanian Economic Regulator. In 2009-10, the Regulator will be developing the Customer Service Code for the industry as well as issuing Price and Service Guidelines in the lead-up to independent price regulation from 1 July 2012. In 2011-12, the Regulator will commence the process for determining prices for water and sewerage services.

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; and

Output Group 4 – Community Assistance.

Table 12.2 provides an Output Group Expense Summary for the Department of Treasury and Finance.



$'000) $'000) $'000) $'000) $'000) Output Group 1 - Financial and Resource

Management Services 1.1 Budget Development and Management 2 450) 2 470) 2 494) 2 523) 2 591)

1.2 Financial Management and Accounting Services 3 835) 3 784) 3 791) 3 826) 3 931)

1.3 Shareholder Advice on Government Businesses 2 728) 2 793) 2 844) 2 876) 2 934)

1.4 Government Property and Accommodation

Services2 1 174) 1 413) 1 405) 1 420) 1 193)

1.5 Government Procurement Services 1 793) 1 887) 1 930) 1 976) 2 025)

11 980) 12 347) 12 464) 12 621) 12 674) Output Group 2 - Economic and Fiscal Policy

Advice 2.1 Economic Policy Advice 2 627) 2 506) 2 530) 2 560) 2 630)

2.2 Fiscal Policy and Regulatory Advice3 5 753) 4 841) 4 255) 4 288) 4 406)

8 380) 7 347) 6 785) 6 848) 7 036) Output Group 3 - Revenue and Regulatory

Management Services 3.1 Tax Administration and Revenue Collection4 8 069) 9 444) 9 227) 9 209) 9 474)

3.2 Regulation and Administration of Liquor and

Gaming 6 777) 6 740) 6 978) 7 045) 7 268)

3.3 Government Prices Oversight and Economic

Regulation5 2 804) 2 065) 2 003) 2 647) 1 983)

17 650) 18 249) 18 208) 18 901) 18 725) Output Group 4 - Community Assistance

4.1 Bass Strait Islands Community Service Obligation 6 887) 7 287) 7 687) 8 087) 8 487)

4.2 Public Trustee Community Service Obligation 1 166) 1 217) 1 260) 1 304) 1 350)

4.3 Community Support Levy 4 750) 4 908) 5 176) 5 322) 5 473)

4.4 Payment to Anzac Day Trust and Royal Society

Papers 23) 24) 25) 25) 26)

12 826) 13 436) 14 148) 14 738) 15 336) Special Capital Investment Funds6 ....) 1 300) ....) ....) ....)

TOTAL 50 836) 52 679) 51 605) 53 108) 53 771)




2. The increase in the Government Property and Accommodation Services Output in 2009-10 represents additional resources allocated to the parliament square project.

3. The decrease in the Fiscal Policy and Regulatory Advice Output in 2009-10 and 2010-11 reflects the completion of support to the Ministerial Water and Sewerage Taskforce during 2009-10.

4. The increase in the Tax Administration and Revenue Collection Output in 2009-10 reflects the allocation of additional resources for the Australian Government funded projects Standard Business Reporting and Seamless National Economy E-Conveyancing.

5. The decrease in the Government Prices Oversight and Economic Regulation Output in 2009-10 reflects the completion of Metro Tasmania and Motor Accidents Insurance Board pricing investigations in 2008-09, and additional funding provided in 2008-09 for the Regulator to implement the new regulatory framework for water and sewerage and to monitor performance of that industry. The increase in 2011-12 reflects the commencement of the Regulator's role in setting prices for water and sewerage services.

6. The increase in Special Capital Investment Funds in 2009-10 reflects funding provided from the Urban Renewal and Heritage Fund for commencement of works at Princes Wharf Number 1.


Output Group 1: Financial and Resource Management Services




$'000) $'000) $'000) $'000) $'000) Financial and Resource Management Services

Expenses by Output 1.1 Budget Development and Management 2 450) 2 470) 2 494) 2 523) 2 591)

1.2 Financial Management and Accounting Services 3 835) 3 784) 3 791) 3 826) 3 931)

1.3 Shareholder Advice on Government Businesses 2 728) 2 793) 2 844) 2 876) 2 934)

1.4 Government Property and Accommodation

Services1 1 174) 1 413) 1 405) 1 420) 1 193)

1.5 Government Procurement Services 1 793) 1 887) 1 930) 1 976) 2 025)



Appropriation 9 742) 9 571) 9 890) 10 087) 10 336) Note: 1. The increase in the Government Property and Accommodation Services Output in 2009-10 represents additional

resources allocated to the parliament square project.

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 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, managing and providing information on the State Debt and the preparation of whole-of-government financial and statistical reports.


1.3 Shareholder Advice on Government Businesses This Output includes monitoring and providing 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 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.


Measure 2006-07) 2007-08) 2008-09) 2009-10)

Performance Measure Actual) Actual) Target) Target)

Proportion of financial reports receiving an

unqualified audit opinion1

% 100) 100) 100) 100)

Stakeholder satisfaction rating of the quality of

services (expressed as a percentage)2

% na) 69) na) >80)

Treasury-managed property vacancy rate3 % 0.4) 0.4) <1.5) <1.5)

State Service workers' compensation contributions

as a percentage of the average premium charged

by private insurers4

% 61) 68) <69) <69)

Proportion of financial reports published by the

required date5

% 100) 100) 100) 100)

Variance between Budget estimate and actual

GBE/SOC returns6

% 14.3) 10.5 <5.0) <5.0)

Notes: 1. An unqualified audit opinion from the Auditor-General indicates that the financial reports are a true and accurate

reflection of the Government's finances. 2. The satisfaction rating is obtained from the results of the Department's Stakeholder Survey which assess the

effectiveness of the Department's interactions with stakeholders and provide strategies for improvement in communication and liaison. The methodology of this Stakeholder Survey was modified in 2008-09 to enable more accurate reporting of stakeholder satisfaction. Historical results and targets have been reviewed to reflect this change, with 70.0 per cent being the 2007-08 target for the stakeholder satisfaction of quality of services. The survey will be undertaken every second year, with the next survey results due for 2009-10.

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.

4. The Tasmanian Risk Management Fund includes a self-insurance scheme for the workers' compensation liabilities of participating agencies. An indication of the relative efficiency of the Fund 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 contribution rate of private insurers.

5. The whole-of-government financial reports, published each year in accordance with legislative deadlines, include the Mid-Year Financial 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. In 2007-08, returns to Government were $174.3 million, which is $16.6 million or 10.5 per cent above the Budget estimate of $157.6 million. The variance of 10.5 per cent between Budget estimate and actual receipt in 2007-08 is the result of greater than forecast income tax equivalents from the Motor Accidents Insurance Board and Transend Networks. This was partly offset by the non-receipt of dividends and income tax equivalents from Hydro Tasmania and the deferral of TOTE Tasmania's special dividend.

Output Group 2: Economic and Fiscal Policy Advice Table 12.5 provides financial information for each Output under Output Group 2. A description of the Outputs follows the table.



$'000) $'000) $'000) $'000) $'000) Economic and Fiscal Policy Advice

Expenses by Output 2.1 Economic Policy Advice 2 627) 2 506) 2 530) 2 560) 2 630)

2.2 Fiscal Policy and Regulatory Advice1 5 753) 4 841) 4 255) 4 288) 4 406)



Appropriation 7 847) 6 713) 6 172) 6 284) 6 463) Note: 1. The decrease in the Fiscal Policy and Regulatory Advice Output in 2009-10 and 2010-11 reflects the completion of

support to the Ministerial Water and Sewerage Taskforce.

2.1 Economic Policy Advice This Output includes the publication of an annual Competition Index that reports the assessed competitiveness of Tasmania as a business location relative to other states and territories in Australia and to New Zealand. It provides for research on emerging social, economic and fiscal issues that Tasmania may face due to projected demographic changes and advice on Tasmanian economic conditions and movements in key international, national and local economic indicators. This Output will also be responsible for providing advice on a range of Council of Australian Governments reform initiatives, particularly new directions in competition policy and reducing the impact of regulation. The administration of State-based regulatory reform initiatives, including administration of the Subordinate Legislation Act 1992, the Legislation Review Program and mutual recognition arrangements is provided for under this Output.


2.2 Fiscal Policy and Regulatory Advice This Output includes the provision of advice on matters regarding water and sewerage regulation, Tasmania's participation in national reform issues, the regulation and taxation of gaming activities and licensing of liquor sales. This Output also comprises the provision of advice on public sector superannuation matters, including ensuring compliance with all relevant Australian Government legislation and State revenue policy issues and assessing the impact of taxation measures.


Measure 2006-07) 2007-08) 2008-09) 2009-10)



services1

% na) 77) na) >80)


taxation receipts2

% 2.9) 10.4) <5.0) <5.0)


Australian Government payments3

% 1.6) 3.1 <5.0) <5.0)

Ranking of the accuracy of Tasmanian tax forecasts

compared with other states and territories4 Ranking

(out of 8)

4th or)

better)

4th or)

better)1st) 6th)

Number of annual Budget economic forecasts more

accurate than industry benchmark forecasts5 Forecasts

Prepared 6) 5) 5) 5)

No. more

accurate

3 or)

more)

3 or)

more)3) 2)

Notes: 1. The satisfaction rating is obtained from the results of the Department's Stakeholder Survey which assess the


2. The accuracy of the Department's taxation receipt forecasts can be determined by comparing the Budget estimate with the actual end of year outcome. The increase in the variance from 2006-07 to 2007-08 is due to the higher than expected growth in financial transaction taxes of $43.0 million and payroll tax of $24.0 million during 2007-08.

3. The accuracy of the Department's Australian Government payments forecasts can be determined by comparing the Budget estimate with the actual end of year outcome.

4. This measure provides an indication of the quality of taxation forecasts by comparing the accuracy of the Department's estimates 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. Greater than expected growth in financial transaction taxes and payroll tax in 2007-08 contributed to the lower ranking for that year.

5. The quality of the economic forecasts can be determined by comparing the accuracy of the Department's estimates with the accuracy of industry benchmark forecasts developed by independent economic forecasters near the same time. The target is for over half of the Department's estimates to be more accurate than industry benchmark forecasts. The reduction in the number of Budget economic forecasts is due to the Department ceasing to provide a forecast of the 10 year Australian Government bond rate from the 2007-08 Budget. In 2007-08, two of the Department's economic forecasts were more accurate than the relevant industry benchmarks with a further two being equal to the relevant industry benchmarks.


Output Group 3: Revenue and Regulatory Management Services




$'000) $'000) $'000) $'000) $'000) Revenue and Regulatory Management Services

Expenses by Output 3.1 Tax Administration and Revenue Collection1 8 069) 9 444) 9 227) 9 209) 9 474)

3.2 Regulation and Administration of Liquor and

Gaming 6 777) 6 740) 6 978) 7 045) 7 268)

3.3 Government Prices Oversight and Economic

Regulation2 2 804) 2 065) 2 003) 2 647) 1 983)



Appropriation 14 583) 16 064) 15 804) 15 915) 16 132) Notes: 1. The increase in the Tax Administration and Revenue Collection Output from 2009-10 reflects the allocation of

additional resources for the Australian Government funded projects Standard Business Reporting and Seamless National Economy E-Conveyancing.

2. The decrease in the Government Prices Oversight and Economic Regulation Output in 2009-10 reflects the completion of Metro Tasmania and Motor Accidents Insurance Board pricing investigations in 2008-09 and additional funding provided in 2008-09 for the Regulator to implement the new regulatory framework for water and sewerage and to monitor performance of that industry. The increase in 2011-12 reflects the commencement of the Regulator's role in setting prices for water and sewerage services.

3.1 Tax Administration and Revenue Collection This Output comprises the administration of taxation legislation and the associated 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. It 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 Government Prices Oversight and Economic Regulation This Output comprises provision of support to the Tasmanian Economic Regulator and Government Prices Oversight Commission in the exercise of statutory functions, which include the regulation of the electricity and gas supply industries, the economic regulation of the water and sewerage sector and the conduct of independent pricing reviews on behalf of the Government.


Measure 2006-07) 2007-08) 2008-09) 2009-10)



services1 na) % na) 73) >80)

Total overdue taxation debt as a percentage of total

taxation revenue2 % 1.1) 1.2) <0.8) <0.8)

Percentage of formal recommendations accepted

by the Tasmanian Gaming Commission3 % 88) 95) >80) >80)

Percentage of objections in which the

Commissioner of State Revenue's assessment or

decision was confirmed4 % 82) 77) >80) >80)

Revenue Branch operating expenses as a

percentage of taxation revenue5 % 1.1) 1.1) <1.5) <1.5)

Percentage of liquor applications submitted to a

hearing before the Licensing Board within 40

days of receipt6 % 79) 82) >80) >80)

Notes: 1. The satisfaction rating is obtained from the results of the Department's Stakeholder Survey which assess the


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 overdue taxation debts are minimised. Accordingly, the target is for overdue taxation debt to be a very small percentage of total taxation revenue.

3. Staff of the Department provide advice and support to the Tasmanian Gaming Commission. While recognising that the 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. The Commissioner of State Revenue is assisted by staff of the Department to make assessments and decisions in relation to land tax, duties and payroll tax and First Home Owner Grant applications. Objections may be lodged against assessments issued to clients or decisions of the Commissioner, Deputy Commissioner or a delegate of the Commissioner. In providing this assistance, 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 80.0 per cent of objections to result in the original assessment being confirmed as accurate.


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. The target is for these costs to be kept to a very small proportion of revenue collected.

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.

Output Group 4: Community Assistance Table 12.9 provides financial information for each Output under Output Group 4. A description of the Outputs follows the table.



$'000) $'000) $'000) $'000) $'000) Community Assistance

Expenses by Output 4.1 Bass Strait Islands Community Service

Obligation 6 887) 7 287) 7 687) 8 087) 8 487)

4.2 Public Trustee Community Service Obligation 1 166) 1 217) 1 260) 1 304) 1 350)

4.3 Community Support Levy 4 750) 4 908) 5 176) 5 322) 5 473)

4.4 Payment to Anzac Day Trust and Royal Society

Papers 23) 24) 25) 25) 26)



Appropriation 8 091) 8 544) 8 988) 9 433) 9 881)

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.

4.4 Payment to Anzac Day Trust and Royal Society of Tasmania This Output comprises the payment of an annual contribution to the Anzac Day Trust in accordance with the provisions of the Anzac Day Observance Act 1929. The funds are disbursed by the Trust to returned services organisations to assist in providing welfare benefits for their members and families. It also includes management of payments to the Royal Society of Tasmania to assist with the printing of its papers.



Table 12.10: Special Capital Investment Fund (SCIF) Allocations Estimated) 2009-10) 2010-11) 2011-12) 2012-13)

Total) ) Forward) Forward) Forward) Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000) Urban Renewal and Heritage Fund

Princes Wharf Number 1 Renewal1 1 700 1 300) ....) ....) ....)

Total SCIF Allocations 1 300) ....) ....) ....)

Note: 1. The increase in Special Capital Investment Funds in 2009-10 reflects funding provided from the Urban Renewal and

Heritage Fund for commencement of works at Princes Wharf Number 1.






Grants1 ....) 1 300) ....) ....) ....)

Sales of Goods and Services 9 787) 9 221) 9 663) 10 149) 9 976)

50 050) 51 413) 50 517) 51 868) 52 788) Less Expenses


Superannuation 2 590) 2 573) 2 837) 2 943) 2 981)

Depreciation and Amortisation2 413) 536) 531) 574) 443)



Other Expenses 1 687) 1 633) 1 660) 1 714) 1 735)


Gain (Loss) on Sale of Non-Financial Assets (8) (8) (8) (8) (8)

(8) (8) (8) (8) (8)

Equals OPERATING RESULT (794) (1 274) (1 096) (1 248) (991)




Equals COMPREHENSIVE INCOME (794) (1 274) (1 096) (1 248) (991)

Notes: 1. The increase in Grants, and Grants and Transfer Payments in 2009-10 reflects the Special Capital Investment

funding provided from the Urban Renewal and Heritage Fund for commencement of works at Princes Wharf Number 1.

2. The increase in Depreciation and Amortisation in 2009-10 reflects adjustments to the 2008-09 opening balances for Land and Buildings. Budget estimates for 2008-09 were compiled in May 2008 prior to the completion of the actual outcomes as at 30 June 2008.



Forward) Estimate)

Forward)Estimate)



Recurrent 40 248) 40 876) 40 838) 41 702) 42 794)

40 248) 40 876) 40 838) 41 702) 42 794) Reserved by Law

Contribution to the Community Support Levy Account

from Betting Exchange Revenues (Gaming Control

Act 1993, Section 151) 15) 16) 16) 17) 18)

15) 16) 16) 17) 18)





662) 681) 704) 728) 746) Less Expenses

Transfer to the Consolidated Fund 662) 681) 704) 728) 746)

662) 681) 704) 728) 746)










Receivables 130) 118) 121) 124) 127)


8 078) 3 250) 2 768) 2 437) 2 128)

Non-Financial Assets Land and Buildings2 687) 880) 721) 590) 510)

Plant and Equipment 66) 72) 72) 69) 58)

Heritage and Cultural Assets 73) 73) 73) 73) 73)

Intangibles3 923) 1 255) 1 263) 975) 767)

1 749) 2 280) 2 129) 1 707) 1 408)



Payables 831) 900) 975) 1 060) 1 150)

Other Liabilities4 ....) 309) 318) 327) 336)


NET ASSETS 3 158) (1 678) (2 774) (4 022) (5 013)

Equity

Accumulated Funds 3 151) (1 685) (2 781) (4 029) (5 020)


Total Equity 3 158) (1 678) (2 774) (4 022) (5 013)

Notes: 1. The decrease in Cash and Deposits in 2010 and over the Forward Estimates represents an expected decrease in

the cash balance of the Contract Management Account within the Special Deposits and Trust Fund as a result of a $5.0 million transfer to the Consolidated Fund during 2008-09. Budgeted cash as at 30 June 2009 is expected to be $3.7 million.

2. The increase in Land and Buildings in 2010 reflects adjustments to the 2008-09 opening balances. Budget estimates for 2008-09 were compiled in May 2008 prior to the completion of the actual outcomes as at 30 June 2008.

3. The increase in Intangibles in 2010 has resulted from the capitalisation of computerised system development projects associated with the review of processes and systems within the Tax Administration and Revenue Collection Output.

4. The increase in Other Liabilities in 2010 represents licence fee revenue received in advance for the Government Prices Oversight and Economic Regulation Output. Previously these licence fees, which are paid in advance, were treated as revenue when received.





Reserved by Law 15) 16) 16) 17) 18)

Grants1 ....) 1 300) ....) ....) ....)


GST Receipts 1 600) 1 600) 1 600) 1 600) 1 600)

51 646) 53 018) 52 094) 53 435) 54 345)


Superannuation (2 590) (2 574) (2 838) (2 946) (2 995)

Grants and Transfer Payments (12 826) (14 736) (14 148) (14 738) (15 336)


GST Payments (1 600) (1 600) (1 600) (1 600) (1 600)

Other Payments (1 687) (1 634) (1 661) (1 715) (1 742)

(51 794) (54 122) (52 614) (53 814) (54 712)

Net Cash Flows from Operating Activities (148) (1 104) (520) (379) (367) Net Increase/(Decrease) in Cash Held (148) (1 104) (520) (379) (367) Cash at the Beginning of the Year 7 603) 3 711) 2 607) 2 087) 1 708)Cash at the End of the Year 7 455) 2 607) 2 087) 1 708) 1 341) Note: 1. The increase in Grants in 2009-10 reflects the Special Capital Investment funding provided from the Urban Renewal

and Heritage Fund for commencement of works at Princes Wharf Number 1.


Table 12.16: Cash Flow Statement - Administered 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


Cash Received Sales of Goods and Services 662) 681) 704) 728) 746)

662) 681) 704) 728) 746)

Cash Paid Transfers to the Consolidated Fund (662) (681) (704) (728) (746)

(662) (681) (704) (728) (746)

Net Increase/(Decrease) In Cash Held ....) ....) ....) ....) ....) Cash at the Beginning of the Year ....) ....) ....) ....) ....)Cash at the End of the Year ....) ....) ....) ....) ....)


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 2009-10 and over the Forward Estimates period (2010-11 to 2012-13). Further information about the Agency is provided at http://www.parliament.tas.gov.au.

MAJOR INITIATIVES The major initiative for the House of Assembly in 2009-10 is the continuation of the Working Arrangements of the Parliament Review by the Joint Select Committee. The outcomes of this review may have procedural and financial implications for the House of Assembly.

House of Assembly 13.1

13.2 House of Assembly

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 2008-09)

Budget)

2009-10)

Budget)




$'000) $'000) $'000) $'000) $'000) Output Group 1 - House of Assembly Support

Services

1.1 House of Assembly Support Services1 2 173) 2 123) 2 190) 2 226) 2 265)

1.2 Select Committee Support Services 7) 7) 7) 7) 7)

1.3 Investigatory Committee Support Services1 107) 99) 103) 105) 108)

2 287) 2 229) 2 300) 2 338) 2 380) Output Group 2 - Payments Administered by the

House of Assembly

2.1 Payments Administered by the House of

Assembly 4 404) 4 564) 4 704) 4 850) 4 957)

TOTAL 6 691) 6 793) 7 004) 7 188) 7 337)

Note: 1. The Agency's 2009-10 Budget and Forward Estimates include the impact of the Government's Budget Management

Strategies. Details of the Budget Management Strategies are provided in Chapter 1 of Budget Paper No 2 Government Services.

Output Group 1: House of Assembly Support Services Table 13.2 provides financial information for each Output under Output Group 1. A description of the Outputs follows the table.



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

House of Assembly Support Services Expenses by Output

1.1 House of Assembly Support Services1 2 173) 2 123) 2 190) 2 226) 2 265)

1.2 Select Committee Support Services 7) 7) 7) 7) 7)

1.3 Investigatory Committee Support Services1 107) 99) 103) 105) 108)


Appropriation1 2 232) 2 174) 2 245) 2 283) 2 325) Note: 1. The decrease in the House of Assembly Support Services Output, the Investigatory Committee Support Services

Output and Appropriation in 2009-10 reflects the impact of the Government's Budget Management Strategies.

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

Table 13.3 provides financial information for Output Group 2. A description of the Output follows the table.



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

Payments Administered by the House of Assembly Expenses by Output

2.1 Payments Administered by the House of

Assembly

4 404) 4 564) 4 704) 4 850) 4 957)


Appropriation 4 404) 4 564) 4 704) 4 850) 4 957)

2.1 Payments Administered by the House of Assembly This Output relates to the payment of salaries and allowances as prescribed by the Parliamentary Salaries, Superannuation and Allowances Act 1973.



2008-09) 2009-10) 2010-11) 2011-12) 2012-13) Forward) Forward) Forward)

Budget) Budget) Estimate) Estimate) Estimate)$'000) $'000) $'000) $'000) $'000)

Revenue


6 636) 6 738) 6 949) 7 133) 7 282) Less Expenses


Superannuation 288) 298) 355) 370) 379)



Other Expenses 62) 64) 66) 68) 70)

6 691) 6 793) 7 004) 7 188) 7 337)






Note: 1. The decrease in Supplies and Consumables in 2009-10 reflects the impact of the Government's Budget




Forward) Estimate)

Forward) Estimate)


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

Annual Appropriation

Recurrent1 2 232) 2 174) 2 245) 2 283) 2 325)

2 232) 2 174) 2 245) 2 283) 2 325)

Reserved by Law

Members' Committee Fees and Allowances

(Parliamentary Salaries, Superannuation and

Allowances Act 1973)

31) 31) 31) 31) 31)

Parliamentary Salaries and Allowances


Allowances Act 1973)2

3 935) 4 071) 4 211) 4 357) 4 464)

Travelling Allowances (Parliamentary Salaries,

Superannuation and Allowances Act 1973)

438) 462) 462) 462) 462)

4 404) 4 564) 4 704) 4 850) 4 957)


Notes: 1. The decrease in Recurrent Annual Appropriation in 2009-10 reflects the impact of the Government's Budget

Management Strategies. 2. A freeze will be applied to all Parliamentarian salaries and allowances in 2009-10. It is estimated this freeze will

achieve savings of approximately $200 000 per annum. Legislative change will be required to implement this Budget Management Strategy action. Given the need to change legislation, the savings are not reflected in the 2009-10 Budget and Forward Estimates at this time. The saving will be recognised following the change to the legislation.




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

Assets

Financial Assets

Cash and Deposits 8) 8) 8) 8) 8)

Receivables 14) 12) 12) 12) 12)

Other Financial Assets1 9) 54) 54) 54) 54)

31) 74) 74) 74) 74)

Non-Financial Assets

Plant and Equipment 1 357) 1 369) 1 343) 1 317) 1 291)

1 357) 1 369) 1 343) 1 317) 1 291)


Employee Entitlements 625) 692) 721) 750) 779)

Payables 122) 116) 116) 116) 116)

Other Liabilities 33) 37) 37) 37) 37)

Total Liabilities 780) 845) 874) 903) 932)

NET ASSETS 608) 598) 543) 488) 433)

Equity



Total Equity 608) 598) 543) 488) 433)

Note: 1. The increase in Other Financial Assets in 2010 reflects a more accurate estimate of Prepayments after taking into

account actual 2007-08 balances.





Cash Received

Appropriation1 2 232) 2 174) 2 245) 2 283) 2 325)

Reserved by Law 4 404) 4 564) 4 704) 4 850) 4 957)

GST Receipts 94) 94) 94) 94) 94)

6 730) 6 832) 7 043) 7 227) 7 376)

Cash Paid

Employee Entitlements (5 015) (5 187) (5 334) (5 499) (5 634)

Superannuation (288) (298) (355) (370) (379)


GST Payments (94) (94) (94) (94) (94)

Other Payments (62) (64) (66) (68) (70)

(6 710) (6 812) (7 023) (7 207) (7 356)



Net Cash Flows from Investing Activities (20) (20) (20) (20) (20) Net Increase/(Decrease) in Cash Held ....) ....) ....) ....) ....) Cash at the Beginning of the Year 8) 8) 8) 8) 8)Cash at the End of the Year 8) 8) 8) 8) 8) Note: 1. The decrease in Appropriation and Supplies and Consumables in 2009-10 reflects the impact of the Government's



Legislative Council 14.1

14 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 2009-10 and over the Forward Estimates period (2010-11 to 2012-13). Further information about the Legislative Council is provided at http://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.

14.2 Legislative Council

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 14.1 provides an Output Group Expense Summary for the Legislative Council.


Budget)

2009-10)

Budget)




$'000) $'000) $'000) $'000) $'000) Output Group 1 - Legislative Council Support

Services

1.1 Legislative Council Support Services 2 862) 2 762) 2 832) 2 911) 2 970)

1.2 Committee Support Services 20) 16) 17) 17) 17)

2 882) 2 778) 2 849) 2 928) 2 987) Output Group 2 - Payments Administered by the

Legislative Council

2.1 Payments Administered by the Legislative

Council 2 689) 2 773) 2 856) 2 942) 3 006)

TOTAL 5 571) 5 551) 5 705) 5 870) 5 993)

Note: 1. The Legislative Council's 2009-10 Budget and Forward Estimates include the impact of the Government's Budget



Output Group 1: Legislative Council Support Services Table 14.2 provides financial information for each Output under Output Group 1. A description of the Outputs follows the table.

Table 14.2: Summary Financial Information - Output Group 1 2008-09) 2009-10) 2010-11) 2011-12) 2012-13) Forward) Forward) Forward) Budget) Budget) Estimate) Estimate) Estimate)

$'000) $'000) $'000) $'000) $'000) Legislative Council Support Services Expenses by Output

1.1 Legislative Council Support Services1 2 862) 2 762) 2 832) 2 911) 2 970)

1.2 Committee Support Services1 20) 16) 17) 17) 17)

Net Cost of Output Group 2 882 2 778 2 849 2 928 2 987

Appropriation 2 840) 2 736) 2 816) 2 895) 2 954) Note: 1. The decrease in Legislative Council Support Services and Committee Support Services in 2009-10 reflects the

impact of the Government's Budget Management Strategies.

1.1 Legislative Council Support Services This Output provides:

•

•

•

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

Table 14.3 provides financial information for the single Output under Output Group 2. A description of the Output follows the table.



$'000) $'000) $'000) $'000) $'000) Payments Administered by the Legislative Council

Expenses by Output 2.1 Payments Administered by the Legislative

Council 2 689) 2 773) 2 856) 2 942) 3 006)


Appropriation 2 689) 2 773) 2 856) 2 942) 3 006)

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 the Parliamentary Salaries, Superannuation and Allowances Act 1973.


DETAILED BUDGET STATEMENTS Table 14.4: Income Statement 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


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


5 529) 5 509) 5 672) 5 837) 5 960) Less Expenses


Superannuation 281) 292) 340) 352) 359)


Supplies and Consumables1 991) 868) 871) 872) 874)

Other Expenses 117) 121) 125) 129) 132)

5 571) 5 551) 5 705) 5 870) 5 993)






Note: 1. The decrease in Supplies and Consumables in 2009-10 reflects the impact of the Government's Budget




Forward) Estimate)

Forward) Estimate)



Recurrent1 2 840) 2 736) 2 816) 2 895) 2 954)

2 840) 2 736) 2 816) 2 895) 2 954) Reserved by Law

Members' Committee Fees and Allowances


Allowances Act 1973) 40) 40) 40) 40) 40)

Parliamentary Salaries and Allowances


Allowances Act 1973)2 2 368) 2 452) 2 535) 2 621) 2 685)


Superannuation and Allowances Act 1973) 281) 281) 281) 281) 281)

2 689) 2 773) 2 856) 2 942) 3 006)



Management Strategies. 2. A freeze will be applied to all Parliamentarian salaries and allowances in 2009-10. It is estimated this freeze will

achieve savings of approximately $200 000 per annum. Legislative change will be required to implement this Budget Management Strategy action. Given the need to change legislation, the savings are not reflected in the 2009-10 Budget and Forward Estimates at this time. The saving will be recognised following the change to the legislation.




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


Receivables1 14) 8) 8) 8) 8)

18) 18) 18) 18) 18)

Non-Financial Assets Plant and Equipment 1 099) 1 094) 1 073) 1 052) 1 031)

Other Non-Financial Assets1 9) ....) ....) ....) ....)

1 108) 1 094) 1 073) 1 052) 1 031)


Employee Entitlements1 499) 566) 578) 590) 602)

Payables1 112) 86) 86) 86) 86)



NET ASSETS 479) 421) 388) 355) 322)

Equity



Total Equity 479) 421) 388) 355) 322)

Note: 1. The movements in Cash and Deposits, Receivables, Other Non-Financial Assets, Employee Entitlements and

Payables in 2010 reflects a more accurate estimate of these items after taking into account the actual 2007-08 balances.




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

Cash Flows from Operating Activities Cash Received

Appropriation1 2 840) 2 736) 2 816) 2 895) 2 954)

Reserved by Law 2 689) 2 773) 2 856) 2 942) 3 006)

GST Receipts 66) 68) 70) 70) 70)

5 595) 5 577) 5 742) 5 907) 6 030)

Cash Paid


Superannuation (281) (292) (340) (352) (359)

Supplies and Consumables1 (991) (868) (871) (872) (874)

GST Payments (66) (68) (70) (70) (70)

Other Payments (117) (121) (125) (129) (132)

(5 595) (5 577) (5 742) (5 907) (6 030)

Net Increase/(Decrease) in Cash Held ....) ....) ....) ....) ....) Cash at the Beginning of the Year 4) 10) 10) 10) 10)Cash at the End of the Year 4) 10) 10) 10) 10) Note: 1. The decreases in Appropriation and Supplies and Consumables in 2009-10 reflect the impact of the Government's



Legislature-General 15.1

15 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 2009-10 and over the Forward Estimates period (2010-11 to 2012-13). Further information about the Legislature-General is provided at http://www.parliament.tas.gov.au.

MAJOR INITIATIVES The major initiatives for the Legislature-General include:

•

•

supporting both Houses of Parliament and their Members; and

implementation of the televising of proceedings of both Houses of Parliament and its Committees.

15.2 Legislature-General

OUTPUT INFORMATION Outputs of the 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 15.1 provides an Output Group Expense Summary for the Legislature-General.


2008-09)

Budget)

2009-10)

Budget)




$'000) $'000) $'000) $'000) $'000) Output Group 1 - Parliamentary Reporting Service

1.1 Production and Printing of Parliamentary Reports 923) 950) 964) 992) 1 044) Output Group 2 - Parliamentary Library Service

2.1 Parliamentary Library Service 712) 732) 760) 783) 801) Output Group 3 - Parliamentary Printing and

Systems

3.1 Parliamentary Printing 427) 427) 427) 427) 427)

3.2 Parliamentary Systems 638) 644) 657) 668) 676)

1 065) 1 071) 1 084) 1 095) 1 103) Output Group 4 - Joint Services

4.1 Buildings and Operations Management2 2 185) 1 934) 1 945) 1 955) 1 962)

4.2 Joint Management Services 198) 203) 209) 214) 218)

4.3 Services to Members 886) 872) 896) 915) 929)

4.4 Corporate Services for Parliamentary Agencies 112) 112) 112) 112) 112)

3 381) 3 121) 3 162) 3 196) 3 221)

TOTAL 6 081) 5 874) 5 970) 6 066) 6 169)

Notes: 1. The Legislature-General's 2009-10 Budget and Forward Estimates include the impact of the Government's Budget


2. The decrease in funding for Buildings and Operations Management reflects the completion of the Parliamentary Restoration Project in 2008-09.


Output Group 1: Parliamentary Reporting Service Table 15.2 provides financial information for the single Output under Output Group 1. A description of the Output follows the table.

Table 15.2: Summary Financial Information - Output Group 1

2008-09)

Budget)

2009-10)

Budget)




$'000) $'000) $'000) $'000) $'000)Parliamentary Reporting Service Expenses by Output

1.1 Production and Printing of Parliamentary Reports 923) 950) 964) 992) 1 044)

Net Cost of Output Group 923) 950) 964) 992) 1 044)

Appropriation 943) 970) 984) 1 012) 1 034)

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 review 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 7.00 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 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 6.30 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 Table 15.3 provides financial information for the single Output under Output Group 2. A description of the Output follows the table.


$'000) $'000) $'000) $'000) $'000) Parliamentary Library Service Expenses by Output

2.1 Parliamentary Library Service 712) 732) 760) 783) 801)

Net Cost of Output Group 712) 732) 760) 783) 801)

Appropriation 699) 719) 747) 770) 788)

2.1 Parliamentary Library Service This Output facilitates the Parliamentary Library Service to provide 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 clients' deadlines;

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 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 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 Table 15.4 provides financial information for each Output under Output Group 3. A description of the Outputs follows the table.


$'000) $'000) $'000) $'000) $'000) Parliamentary Printing and Systems Expenses by Output

3.1 Parliamentary Printing 427) 427) 427) 427) 427)

3.2 Parliamentary Systems 638) 644) 657) 668) 676)


Appropriation 1 065) 1 071) 1 084) 1 095) 1 103)

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;

access control and CCTV; and

the Parliament's finances.

Output Group 4: Joint Services Table 15.5 provides financial information for each Output under Output Group 4. A description of the Outputs follows the table.


$'000) $'000) $'000) $'000) $'000) Joint Services Expenses by Output

4.1 Buildings and Operations Management1 2 185) 1 934) 1 945) 1 955) 1 962)

4.2 Joint Management Services 198) 203) 209) 214) 218)

4.3 Services to Members 886) 872) 896) 915) 929)

4.4 Corporate Services for Parliamentary Agencies 112) 112) 112) 112) 112)



Appropriation 2 654) 2 394) 2 435) 2 469) 2 494) Note: 1. The decrease in funding for Buildings and Operations Management reflects the completion of the Parliamentary

Restoration Project in 2008-09.

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.







9 073) 5 326) 5 422) 5 518) 5 591) Less Expenses


Superannuation 215) 221) 250) 259) 265)


Grants and Transfer Payments 59) 59) 59) 59) 59)


Other Expenses 148) 150) 152) 154) 156)

6 081) 5 874) 5 970) 6 066) 6 169)

Equals OPERATING RESULT 2 992) (548) (548) (548) (578)




Equals COMPREHENSIVE INCOME 2 992) (548) (548) (548) (578)

Notes: 1. The decrease in Revenue from Appropriation reflects the completion of the Parliamentary Restoration Project in

2008-09. 2. The decrease in Supplies and Consumables reflects the cessation of one-off funding of $210 000 provided in

2008-09 for relocation costs associated with the Parliament Restoration Project.



Forward) Estimate)

Forward)Estimate)



Recurrent 5 361) 5 154) 5 250) 5 346) 5 419)

Works and Services1 3 540) ....) ....) ....) ....)

8 901) 5 154) 5 250) 5 346) 5 419)


Note: 1. The decrease in Works and Services reflects completion of funding of $3.5 million for the Parliament Restoration

Project and $40 000 for replacing carpet in the Parliamentary Library.




Financial Assets Cash and Deposits 13) 13) 13) 13) 13)

Receivables 85) 80) 80) 80) 80)


122) 129) 129) 129) 129) Non-Financial Assets

Land and Buildings 29 383) 27 791) 27 343) 26 895) 26 447)

Plant and Equipment1 684) 834) 744) 654) 564)

Other Non-Financial Assets2 31) 535) 535) 535) 535)

30 098) 29 160) 28 622) 28 084) 27 546)



Payables 187) 226) 226) 226) 226)



NET ASSETS 29 413) 28 413) 27 865) 27 317) 26 739)

Equity



Total Equity 29 413) 28 413) 27 865) 27 317) 26 739)

Notes: 1. The increase in Plant and Equipment reflects a more accurate estimate of the value of these assets. 2. The increase in Other Non-Financial Assets reflects the refurbishment of the House of Assembly chamber.






GST Receipts 343) 353) 364) 364) 364)

9 416) 5 679) 5 786) 5 882) 5 955)


Superannuation (215) (221) (250) (259) (265)

Grants and Transfer Payments (59) (59) (59) (59) (59)


GST Payments (343) (353) (364) (364) (364)

Other Payments (148) (150) (152) (154) (156)

(5 826) (5 629) (5 736) (5 832) (5 905)

Net Cash Flows from Operating Activities 3 590) 50) 50) 50) 50) Cash Flows from Investing Activities

Purchase of Fixed Assets2 (3 590) (50) (50) (50) (50)

Net Cash Flows from Investing Activities (3 590) (50) (50) (50) (50) Net Increase/(Decrease) in Cash Held ....) ....) ....) ....) ....) Cash at the Beginning of the Year 13) 13) 13) 13) 13)Cash at the End of the Year 13) 13) 13) 13) 13) Notes: 1. The decrease in Appropriation reflects the completion of the Parliamentary Restoration Project in 2008-09. 2. The decrease in Purchases of Fixed Assets reflects the completion of the Parliamentary Restoration Project in

2008-09.


Office of the Governor 16.1

16 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;

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

encouraging young people's involvement 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 Office of the Governor financial information for 2009-10 and the Forward Estimates period (2010-11 to 2012-13). Further information on the Office is provided at http://www.govhouse.tas.gov.au.

16.2 Office of the Governor

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 which bring a wide range of people to events at Government House;

preparing programs which promote a wide understanding of the activities and role of the Governor and the Office of the Governor; and

reducing energy consumption through the installation of energy efficient globes, educating staff to keep energy consumption to a minimum and investigating techniques to reduce water consumption in the gardens.

OUTPUT INFORMATION The individual Output of the Office of the Governor is provided under:

Output Group 1 – The Office of the Governor.

Table 16.1 provides an Output Group Expense Summary for the Office of the Governor.


2008-09)

Budget)

2009-10)

Budget)




$'000) $'000) $'000) $'000) $'000) Output Group 1 - The Office of the Governor

1.1 Support for the Governor 3 329) 3 371) 3 446) 3 508) 3 579)

TOTAL 3 329) 3 371) 3 446) 3 508) 3 579)

Note: 1. The Office's 2009-10 Budget and Forward Estimates include the impact of the Government's Budget Management



Output Group 1: The Office of the Governor Table 16.2 provides information for the single Output under Output Group 1. A description of the Output follows the table.


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

The Office of the Governor

Expenses by Output

1.1 Support for the Governor 3 329) 3 371) 3 446) 3 508) 3 579)


Appropriation 3 068) 3 074) 3 150) 3 211) 3 283)

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 Governor's expectations in assisting him to meet his constitutional and legal responsibilities;

meeting the Governor and his spouse's expectations in the organisation of their official program and the administration of the household; and

maintaining the Government House estate to a high standard.



Budget) Budget) Estimate) Estimate) Estimate)

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

Revenue


3 068) 3 074) 3 150) 3 211) 3 283) Less Expenses


Superannuation1 178) 223) 250) 261) 269)



Other Expenses 29) 30) 31) 32) 32)

3 329) 3 371) 3 446) 3 508) 3 579)






Notes: 1. The increase in Superannuation in 2009-10 reflects a more accurate estimate of superannuation expenses. 2. The increase in Depreciation and Amortisation in 2009-10 reflects the impact of revaluation of Land and Buildings. 3. The decrease in Supplies and Consumables in 2009-10 reflects the impact of the Government's Budget




Forward) Estimate)

Forward)Estimate)


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

Annual Appropriation

Recurrent1 2 643) 2 595) 2 654) 2 697) 2 748)

2 643) 2 595) 2 654) 2 697) 2 748)

Reserved by Law

Salary, His Excellency the Governor (Governor of

Tasmania Act 1982)2 418) 471) 488) 506) 527)

Salary, The Administrator (Governor of Tasmania Act

1982, Section 5(1)) 7) 8) 8) 8) 8)

425) 479) 496) 514) 535)



Management Strategies. 2. The increase in Salary, His Excellency the Governor largely reflects the inclusion of superannuation costs. This cost

was not previously included in this item.




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

Assets

Financial Assets

Cash and Deposits 1) ....) ....) ....) ....)


55) 79) 80) 81) 82)

Non-Financial Assets

Land and Buildings1 29 550) 30 782) 30 506) 30 231) 29 957)

Plant and Equipment2 171) 287) 282) 277) 272)

Heritage and Cultural Assets 2 686) 2 687) 2 687) 2 687) 2 687)

32 407) 33 756) 33 475) 33 195) 32 916)



Payables2 36) 78) 79) 80) 81)



NET ASSETS 31 957) 33 307) 33 011) 32 714) 32 418)

Equity



Total Equity 31 957) 33 307) 33 011) 32 714) 32 418)

Notes: 1. The increase in Land and Buildings reflects the impact of an asset revaluation. 2. The movement in Plant and Equipment, Employee Entitlements and Payables reflect more accurate estimates of

these items after taking into account the actual 2007-08 balances. 3. The increase in the Asset Revaluation Reserve reflects the impact of a revaluation of Land and Buildings.




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

Cash Flows from Operating Activities

Cash Received

Appropriation1 2 643) 2 595) 2 654) 2 697) 2 748)

Reserved by Law 425) 479) 496) 514) 535)

GST Receipts 60) 60) 60) 60) 60)

3 128) 3 134) 3 210) 3 271) 3 343)

Cash Paid


Superannuation2 (178) (223) (250) (261) (269)


GST Payments (60) (60) (60) (60) (60)

Other Payments (29) (30) (31) (32) (32)

(3 128) (3 134) (3 210) (3 271) (3 343)

Net Increase/(Decrease) in Cash Held ....) ....) ....) ....) ....) Cash at the Beginning of the Year 1) ....) ....) ....) ....)Cash at the End of the Year 1) ....) ....) ....) ....) Notes: 1. The decrease in Appropriation in 2009-10 reflects the impact of the Government's Budget Management Strategies. 2. The increase in Superannuation in 2009-10 reflects a more accurate estimate of superannuation payments. 3. The decrease in Supplies and Consumables in 2009-10 reflects the impact of the Government's Budget



Office of the Ombudsman 17.1

17 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 broad range of other public authorities. The Ombudsman also has a number of other responsibilities including being the Health Complaints Commissioner under the Health Complaints Act 1995, and the Energy Ombudsman under the Energy Ombudsman Act 1998. The Office of the Ombudsman therefore also investigates complaints under these Acts.

By providing impartial investigations and seeking to resolve individual grievances, the Office of the Ombudsman aims to:

•

•

•

•

•

•

•

•

•

promote fairness and equity;

improve the quality of public administration; and

improve health and energy services provided to the Tasmanian community.

This chapter provides financial information about the Outputs (goods and services) to be delivered by the Office of the Ombudsman in 2009-10 and over the Forward Estimates period (2010-11 to 2012-13). Further information about the Office of the Ombudsman is provided at http://www.ombudsman.tas.gov.au, http://www.healthcomplaints.tas.gov.au and http://www.energyombudsman.tas.gov.au.

MAJOR INITIATIVES The major initiatives for the Office of the Ombudsman include:

undertaking a number of major investigations that address public interest issues;

working 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;

addressing the consequences for the Office of reform to the State's Freedom of Information Act 1991;

refining the performance of the Office's case management database and other IT systems; and

improving the Office's websites, and continuing to work at other ways of raising public awareness of the services provided by the Office.

17.2 Office of the Ombudsman

OUTPUT INFORMATION The individual Output of the Office of the Ombudsman is provided under:

• Output Group 1 – The Office of the Ombudsman.

Table 17.1 provides an Output Group Expense Summary for the Office of the Ombudsman.

Table 17.1: Output Group Expense Summary1 2008-09) 2009-10) 2010-11) 2011-12) 2012-13) 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 1 856 1 921 1 980 2 041 2 064

TOTAL 1 856 1 921 1 980 2 041 2 064



Output Group 1: The Office of the Ombudsman Table 17.2 provides financial information for the single Output under Output Group 1. A description of the Output follows the table.



$'000) $'000) $'000) $'000) $'000) The Office of the Ombudsman

Expenses by Output 1.1 Decisions on Complaints Referred to the

Ombudsman and Health Complaints

Commissioner and Freedom of Information 1 856) 1 921) 1 980) 2 041) 2 064)

1 856) 1 921) 1 980) 2 041) 2 064)

Retained Revenue 475) 475) 475) 475) 475)


Appropriation 1 372) 1 409) 1 468) 1 529) 1 552)

1.1 Decisions on Complaints Referred to the Ombudsman and Health Complaints Commissioner and Freedom of 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.



Measure 2006-07 2007-08 2008-09 2009-10


Enquiries finalised – Ombudsman, Health

Complaints and Energy Ombudsman1,2 Number 949 1 103 1 100 1 100

Complaints finalised – Ombudsman, Health

Complaints and Energy Ombudsman1 Number 810 1 035 1 060 1 080

Average cost per resolved case – Ombudsman,

Health Complaints and Energy Ombudsman3,4 $ 970 805 833 862

Cases finalised per FTE3 Number 102 130 132 133

Complaints to Ombudsman, Health Complaints and

Energy Ombudsman resolved in less than

three months % 65 73 75 75

Health Complaints assessed within statutory period

of 45 days % 36 38 50 50

Health Complaints assessed within the extended

statutory period of 90 days % 58 61 75 75

Notes: 1. The Enquiries finalised and Complaints finalised were previously reported under a combined heading of Complaints

finalised. 2. The Enquiries finalised actual outcome for 2006-07 has been revised to include 79 finalised freedom of information

cases. 3. 'Case' includes both enquiries and complaints managed by the Office. 4. In the 2008-09 Budget Papers the actual cost per complaint was reported as $983. With the inclusion of enquiries

the average cost is now $970.

Performance Information Comments The performance assessment for this Output Group focuses on the demand for the services provided and the timeliness of the resolution of complaints and reviews.

The demand for these services, together with the outcomes of the decisions made, are used in respect of Tasmania Together as benchmarks for assessing the community's progress towards: Goal 5 – Vibrant, inclusive and growing communities where people feel valued and connected; and Goal 8 – Open and accountable government that listens and plans for a shared future.






Other Revenue 475) 475) 475) 475) 475)

1 847) 1 884) 1 943) 2 004) 2 027) Less Expenses


Superannuation 75) 77) 91) 94) 96)

Depreciation and Amortisation1 ....) 28) 28) 28) 28)


Other Expenses2 112) 332) 335) 338) 340)

1 856) 1 921) 1 980) 2 041) 2 064)






Notes: 1. The increase in Depreciation and Amortisation in 2009-10 reflects the capitalisation of the new Case Management

System. 2. The decrease in Supplies and Consumables and the increase in Other Expenses in 2009-10 reflects the

reclassification of operational costs from Supplies and Consumables to Other Expenses.





Receivables ....) 4) 4) 4) 4)

339) 270) 270) 270) 270)

Non-Financial Assets Intangibles2 ....) 109) 81) 53) 25)

....) 109) 81) 53) 25)

Total Assets 339) 379) 351) 323) 295) Liabilities


Payables3 5) 49) 49) 49) 49)

Other Liabilities3 ....) 11) 11) 11) 11)


NET ASSETS 133) 114) 77) 40) 3)

Equity


Total Equity 133) 114) 77) 40) 3)

Notes: 1. The decrease in Cash and Deposits from 2009 to 2010 reflects the purchase of the new Case Management System. 2. The increase in Intangibles in 2010 reflects the capitalisation of the new Case Management System. 3. The increase in Payables and Other Liabilities reflects a more accurate estimate of the anticipated level of Payables

and Other Liabilities held by the Office.





GST Receipts 46) 46) 46) 46) 46)

Other Receipts 475) 475) 475) 475) 475)

1 893) 1 930) 1 989) 2 050) 2 073)


Superannuation (75) (77) (91) (94) (96)


GST Payments (46) (46) (46) (46) (46)

Other Payments1 (112) (332) (335) (338) (340)

(1 893) (1 930) (1 989) (2 050) (2 073)

Net Increase/(Decrease) in Cash Held ....) ....) ....) ....) ....) Cash at the Beginning of the Year 339) 266) 266) 266) 266)Cash at the End of the Year 339) 266) 266) 266) 266) Note: 1. The decrease in Supplies and Consumables and increase in Other Payments in 2009-10 reflects the reclassification

of operational costs from Supplies and Consumables to Other Payments.


Tasmanian Audit Office 18.1

18 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. This Act received Royal Assent on 1 March 2009. The Act reconfirms the external audit mandate and improves the timeliness of financial reporting by, and the timeliness of the audit of, many State entities.

The Office's mandate is explicit in identifying its primary client as the Parliament. The Office will continue to satisfy the Parliament's requirements of it by engaging with the Public Accounts Committee and individual Members and by producing relevant reports.

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 Public Account Statements and any other statements required to be prepared by the Treasurer in accordance with any written law;

issuing audit reports and other formal communication of audit findings to the State entity's responsible Minister and to the relevant accountable authority;

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 2009-10 and over the Forward Estimates period (2010-11 to 2012-13). Further information about the Office is provided at http://www.audit.tas.gov.au.

18.2 Tasmanian Audit Office

MAJOR INITIATIVES The major initiatives for the Tasmanian Audit Office include:

•

•

•

•

•

•

•

the 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;

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 new requirements of the Audit Act 2008;

development of a detailed forward program for performance and compliance audits for inclusion in an annual plan of work;

updating the financial audit methodology and performance audit manual in line with revised auditing standards anticipated to have effect from 2009-10;

directly addressing carbon emissions by measuring the Office's carbon footprint and establishing ways to reduce its impact;

reviewing procurement policies to ensure the purchase of products that have a reduced impact on climate change; and

using motor vehicles that meet guidelines for reducing carbon emissions and further enhancing the Office's existing recycling process.


OUTPUT INFORMATION The individual Output of the Tasmanian Audit Office is provided under:

• Output Group 1 - Public Sector Management and Accountability.

Table 18.1 provides an Output Group Expense Summary for the Tasmanian Audit Office.


Budget)

2009-10)

Budget)




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

Output Group 1 - Public Sector Management and Accountability 1.1 Public Sector Management and Accountability 5 718) 6 600) 6 934) 7 429) 7 681)

TOTAL 5 718) 6 600) 6 934) 7 429) 7 681)




Output Group 1: Public Sector Management and Accountability

Table 18.2 provides financial information for the single Output under Output Group 1. A description of the Output follows the table.

Table 18.2: Summary Financial Information - Output Group 1 2008-09)

Budget)

2009-10)

Budget)




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

Public Sector Management and Accountability Expenses by Output

1.1 Public Sector Management and Accountability1 5 718) 6 600) 6 934) 7 429) 7 681)

5 718) 6 600) 6 934) 7 429) 7 681)

Retained Revenue2 3 713) 4 534) 4 767) 5 093) 5 287)


Appropriation 2 005) 2 066) 2 167) 2 336) 2 394) Notes: 1. The increase in Public Sector Management and Accountability in 2009-10 reflects the impact of the Tasmanian State

Service Agreement 2008. 2. The increase in Retained Revenue in 2009-10 reflects an increase in fees charged for financial audits.

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:

•

•

Parliamentary Reports and Services – independent assessment of the performance of selected Tasmanian State entity activities including scope for improving economy, efficiency and effectiveness; and

Audit Assurance – independent assurance of Tasmanian public sector financial reporting, administration, and control and accountability.

Table 18.3 provides details of the performance measures to be applied in assessing the Office's effectiveness in achieving these outcomes.


Measure 2006-07) 2007-08) 2008-09) 2009-10)


Parliamentary Reports and Services

Parliamentarian General Satisfaction Index1 % 95) na) 752 752)

Number of Performance Audit Reports tabled Number 9) 8) 8 8)

Number of Statutory Reports on Outcomes of

Financial Audits Number 2) 2) 2 2)

Performance audits completed within eight months3 % na) 88 100 100

Recommendations agreed and acted upon from

performance audits3 % na) 94 70 70

Audit Assurance

Financial statement audits completed within 30 days

of receipt of signed final financial statements % 93) 61) 90 90)

All financial audit opinions to be issued within 45 days

of receipt of final signed financial statements3 % na) 94 100 100

Client General Satisfaction Index1 % 76) 70) 75 75)

Number of clients in portfolio4 Number 158) 154) 158 na)

Notes: 1. The Satisfaction Index is calculated when the bi-annual Parliamentarian and Client surveys are conducted. 2. Target represents the Australasian benchmark used by other Audit Offices. 3. These performance measures have been introduced into the Budget reporting framework from 2009-10. 4. The Number of clients in portfolio measure will be discontinued as it is a measure of activity rather than performance.

Tasmania Together In addition to the Performance Indicators listed above, the Office is the lead agency responsible for and an active contributor to a range of Tasmania Together benchmarks. Further information can be found at www.tasmaniatogether.tas.gov.au.



2008-09 2009-10 2010-11 2011-12 2012-13Forward) Forward) Forward)


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

Revenue Revenue from Appropriation 2 005) 2 066) 2 167) 2 336) 2 394)

Interest Revenue 43) 44) 54) 64) 74)


5 718) 6 600) 6 934) 7 429) 7 681)

Less Expenses Employee Entitlements2 3 353) 3 926) 4 138) 4 462) 4 771)

Superannuation 330) 364) 423) 455) 484)



Other Expenses 204) 234) 251) 271) 290)

5 718) 6 600) 6 934) 7 429) 7 681)






Notes: 1. The increase in Sales of Goods and Services in 2009-10 reflects an increase in fees charged for financial audits. 2. The increase in Employee Entitlements in 2009-10 reflects the impact of the Tasmanian State Service

Agreement 2008. 3. The increase in Depreciation and Amortisation in 2010-11 and the decrease in 2011-12 and 2012-13 reflects the

impact of changes in capital expenditure due to the Office's relocation in 2009-10 and computer upgrades in 2010-11 and 2012-13.



Forward) Estimate)

Forward)Estimate)


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

Annual Appropriation Recurrent 1 652) 1 669) 1 747) 1 897) 1 923)

1 652) 1 669) 1 747) 1 897) 1 923)

Reserved by Law Salary and Travelling Allowance, Auditor-General

(Audit Act 2008)1 353) 397) 420) 439) 471)

353) 397) 420) 439) 471)


Note: 1. The increase in Salary and Travelling Allowance, Auditor-General in 2009-10 reflects remuneration reviews

conducted in Western Australia and South Australia upon which the Auditor-General's remuneration is based.




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

Assets Financial Assets

Cash and Deposits1 584) 398) 546) 815) 913)

Receivables 234) 228) 228) 228) 228)


1 208) 1 171) 1 319) 1 588) 1 686)

Non-Financial Assets Plant and Equipment3 326) 519) 554) 477) 557)

Intangibles4 94) 315) 245) 175) 105)

420) 834) 799) 652) 662)


Employee Entitlements 919) 1 017) 1 115) 1 230) 1 361)

Payables5 183) 363) 378) 385) 362)

Other Liabilities6 45) 109) 109) 109) 109)


NET ASSETS 481) 516) 516) 516) 516)

Equity

Accumulated Funds (687) (652) (652) (652) (652)

Other Equity 1 168) 1 168) 1 168) 1 168) 1 168)

Total Equity 481) 516) 516) 516) 516)

Notes: 1. The decrease in Cash and Deposits in 2010 reflects expenditure incurred on the relocation of the Office. 2. The increase in Other Financial Assets in 2010 reflects a higher level of financial audit work in progress. 3. The increase in Plant and Equipment in 2010 reflects capital expenditure due to the Office's relocation. 4. The increase in Intangibles in 2010 reflects capitalised leasehold improvements and computer software. 5. The increase in Payables in 2010 reflects an increase in estimated GST payable. 6. The increase in Other Liabilities in 2010 reflects a more accurate estimate of this liability.




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


Appropriation 1 652) 1 669) 1 747) 1 897) 1 923)

Reserved by Law1 353) 397) 420) 439) 471)

Interest Received 43) 44) 54) 64) 74)


GST Receipts 544) 566) 589) 612) 637)

6 262) 7 166) 7 523) 8 041) 8 318)

Cash Paid Employee Entitlements3 (3 242) (3 824) (4 025) (4 339) (4 640)

Superannuation (330) (364) (423) (455) (484)


GST Payments (544) (566) (589) (612) (637)

Other Payments (204) (234) (251) (271) (290)

(6 025) (6 877) (7 199) (7 766) (8 080)


Purchase of Fixed Assets4 (52) (385) (176) (6) (140)

Net Cash Flows from Investing Activities (52) (385) (176) (6) (140) Net Increase/(Decrease) in Cash Held 185) (96) 148) 269) 98) Cash at the Beginning of the Year 399) 494) 398) 546) 815)Cash at the End of the Year 584) 398) 546) 815) 913) Notes: 1. The increase in Reserved by Law in 2009-10 reflects remuneration reviews conducted in Western Australia and

South Australia upon which the Auditor-General's remuneration is based. 2. The increase in Sales of Goods and Services in 2009-10 reflects an increase in fees charged for financial audits. 3. The increase in Employee Entitlements in 2009-10 reflects the impact of the Tasmanian State Service

Agreement 2008. 4. The increase in Purchase of Fixed Assets in 2009-10 reflects costs associated with the relocation of the Office.


Inland Fisheries Service 19.1

19 INLAND FISHERIES SERVICE

AUTHORITY OUTLINE The Inland Fisheries Service (IFS) has wide statutory powers under the Inland Fisheries Act 1995 to regulate, manage, protect and improve fisheries in inland waters and freshwater fish.

The responsible Minister is the Minister for Primary Industries and Water, Hon David Llewellyn MP, and the supporting agency is the Department of Primary Industries, Parks, Water and Environment.

IFS aims to manage 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 30 full-time equivalent staff with the majority of these located at New Norfolk. Three staff are also located at the Salmon Ponds and at the Central Highlands station at Liawenee.

This chapter provides the IFS's financial information for 2009-10 and over the Forward Estimates period (2010-11 to 2012-13). Further information on the IFS is provided at http://www.ifs.tas.gov.au.

MAJOR INITIATIVES The major initiatives for the IFS include:

continuing several projects to develop and improve angler access to lakes, rivers, streams and dams throughout the State, in conjunction with Anglers Alliance Tasmania;

continuing a marketing campaign to increase participation rates of anglers; and

implementing the Tasmanian Inland Recreational Fishery Management Plan 2008-18, which will provide a clear direction in fisheries management activities for future years in Tasmania.


2008-09) 2009-10) 2010-11 2011-12) 2012-13)Forward) Forward) Forward)


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

Revenue Fines and Regulatory Fees 1 518) 1 560) 1 625) 1 654) 1 656)

Interest Revenue 105) 92) 89) 81) 76)

Grants 1 201) 1 201) 1 201) 1 201) 1 201)

Sales of Goods and Services1 502) 610) 635) 671) 676)

3 326) 3 463) 3 550) 3 607) 3 609)

Less Expenses Employee Entitlements2 1 995) 2 174) 2 283) 2 393) 2 373)

Superannuation 204) 211) 218) 226) 226)


Supplies and Consumables3 966) 1 091) 1 100) 1 147) 1 151)

3 349) 3 711) 3 836) 3 997) 3 980)

Plus Gains/(Losses) Gain/(Loss) on Sale of Non-Financial Assets 12) 24) 40) 40) 40)

12) 24) 40) 40) 40)



Revaluations of Non-Financial Assets ....) 175) 135) 160) ....)

....) 175) 135) 160) ....)


Notes: 1. The increase in Sales of Goods and Services in 2009-10 reflects an anticipated increase in revenue for Biological

Consultancy Services. 2. The increase in Employee Entitlements in 2009-10 reflects the impact on the Tasmanian State Service

Agreement 2008. 3. The increase in Supplies and Consumables in 2009-10 reflects an increase in operational costs at the New Norfolk

hatchery.

19.2 Inland Fisheries Service



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

Financial Assets

Cash and Deposits1 1 009) 1 007) 996) 881) 766)

Receivables 80) 50) 48) 49) 52)

Other Financial Assets2 ….) 45) 33) 22) 11)

1 089) 1 102) 1 077) 952) 829)


Plant and Equipment3 1 311) 1 006) 895) 784) 674)

5 605) 5 063) 4 997) 4 956) 4 756)



Payables5 166) 73) 74) 78) 86)

Other Liabilities6 46) ….) ….) ….) ….)


NET ASSETS 5 896) 5 377) 5 266) 5 076) 4 745)

Equity



Total Equity 5 896) 5 377) 5 266) 5 076) 4 745)

Notes: 1. The decrease in Cash and Deposits in 2010 and over the Forward Estimates reflects an increase in Employee

Entitlement payments. 2. The increase in Other Financial Assets in 2010 reflects the reclassification of net GST which is now recorded as an

asset. 3. The decrease in Plant and Equipment in 2010 and over the Forward Estimates reflects accumulated depreciation on

equipment associated with the New Norfolk hatchery. 4. The increase in Employee Entitlements in 2010 reflects the impact of the Tasmanian State Service Agreement 2008. 5. The decrease in Payables in 2010 reflects a focus on reducing creditor commitments. 6. The decrease in Other Liabilities in 2010 reflects the reclassification of net GST which is now recorded as an asset.

Inland Fisheries Service 19.3



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


Fines and Regulatory Fees 1 518) 1 560) 1 625) 1 654) 1 656)


Grants 1 201) 1 201) 1 201) 1 201) 1 201)


GST Receipts 111) 171) 172) 171) 171)

3 580) 3 643) 3 724) 3 777) 3 777)


Superannuation (204) (211) (218) (226) (226)

Supplies and Consumables2 (957) (1 077) (1 099) (1 143) (1 143)

GST Payments (65) (160) (160) (160) (160)

(3 283) (3 606) (3 741) (3 902) (3 902)

Net Cash Flows from Operating Activities 297) 37) (17) (125) (125) Cash Flows from Investing Activities

Sale of Fixed Assets 12) 24) 40) 40) 40)


Net Cash Flows from Investing Activities (188) (26) 6) 10) 10) Net Increase/(Decrease) in Cash Held 109) 11) (11) (115) (115) Cash at the Beginning of the Year 900) 996) 1 007) 996) 881)Cash at the End of the Year 1 009) 1 007) 996) 881) 766) Notes: 1. The increase in Employee Entitlements in 2009-10 reflects the impact of the Tasmanian State Service

Agreement 2008. 2. The increase in Supplies and Consumables in 2009-10 reflects an increase in operational costs at the New Norfolk

hatchery.

19.4 Inland Fisheries Service

Marine and Safety Tasmania 20.1

20 MARINE AND SAFETY TASMANIA

AUTHORITY OUTLINE Marine and Safety Tasmania (MAST) seeks to be widely recognised as a proactive, approachable and knowledgeable organisation, and carries out the functions required under the Marine and Safety Authority Act 1997. These functions are to:

•

•

•

•

•

•

ensure safe operations 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 Graeme Sturges MP, and the supporting agency is the Department of Infrastructure, Energy and Resources.

This chapter provides MAST's financial information for 2009-10 and over the Forward Estimates period (2010-11 to 2012-13). Further information on MAST is provided at http://www.mast.tas.gov.au.

MAJOR INITIATIVES The major initiatives for MAST include:

funding community boating facilities from the Recreational Boating Fund;

continuing implementation of the 2006 Election commitment to rebuild jetty infrastructure; and

continuation of the dredging program for the St Helens Barway to provide safe access to Georges Bay.

Table 20.1 provides a summary of the Budget and Forward Estimate allocations for the major initiatives.

Table 20.1: Major Initiatives Statement 2009-10)

Budget)




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

Boating Facilities and Services 1 486 1 181 1 175 1 185

Jetty Infrastructure 1 300 600 …. ….

St Helens Barway 350 350 350 350

Boating Facilities and Services The funding of community projects under the Recreational Boating Fund will continue during 2009-10, with $400 000 being made available for the upgrade of recreational boating facilities. Projects are funded from revenue received from the registration of recreational vessels.

A comprehensive preventative maintenance program will continue on important marine infrastructure including navigation aids, jetties and breakwaters. It is estimated that $385 000 will be spent on this maintenance program during 2009-10.

Improvements to the marine radio network costing $60 000 will take place in 2009-10. The improvements will further enhance the reliability and coverage of the essential communications service.

Jetty Infrastructure During 2009-10, $1.3 million will be spent rebuilding the Margate Jetty. This is part of the Government's $5.0 million 2006 Election commitment to replace ageing marine infrastructure around the State. The Kettering Jetty will be replaced in 2010-11.

St Helens Barway Improving access to Georges Bay was a key priority of MAST during 2008-09. A long-term strategy to manage access to Georges Bay has now been agreed with the fishing industry, recreational boaters and the Break O'Day Council.

MAST has obtained environmental approvals for the removal of sand from behind Blanche Beach and the training wall, while the Break O'Day Council has amended its planning scheme to allow MAST to engage a contractor to remove the sand. MAST is currently seeking approval from the various authorities for the dredging of the main navigation channel within Georges Bay near Pelican Point to occur.

20.2 Marine and Safety Tasmania




Interest Revenue1 321) 258) 129) 259) 150)

Grants2 4 050) 2 350) 1 650) 1 050) 1 050)


8 663) 6 438) 5 135) 6 138) 5 259)


Superannuation 323) 334) 340) 347) 354)



4 458) 5 167) 5 241) 5 410) 5 399)

Equals OPERATING RESULT 4 205) 1 271) (106) 728) (140)




Equals COMPREHENSIVE INCOME 4 205) 1 271) (106) 728) (140)

Notes: 1. The decrease in Interest Revenue in 2009-10 and 2010-11 reflects the fall in interest rates and the length of time

cash is expected to be held by MAST, whilst the increase in 2011-12 reflects higher levels of cash held due to the timing of recreational licence renewals.

2. The decrease in Grants in 2009-10 and 2010-11 reflects the completion of the Southport, Nubeena, and Bridport jetties, and dredging of the St Helens Barway.

3. The decrease in Sales of Goods and Services in 2009-10 and the increase in 2011-12 reflect the timing of recreational licence renewals, which occur on a three-year basis.





Receivables2 420) 201) 217) 150) 137)


3 741) 3 975) 3 806) 5 098) 5 587)

Non-Financial Assets Infrastructure3 11 732) 11 285) 11 398) 10 898) 10 399)

Plant and Equipment3 136) 100) 65) 30) ....)

11 868) 11 385) 11 463) 10 928) 10 399)



Payables 255) 278) 277) 283) 321)



NET ASSETS 14 985) 14 606) 14 500) 15 228) 15 088)

Equity



Other Equity 9 939) 9 939) 9 939) 9 939) 9 939)

Total Equity 14 985) 14 606) 14 500) 15 228) 15 088)

Notes: 1. The increase in Cash and Deposits in 2010 and 2012 reflects the timing of income received from recreational licence

renewals which occur on a three-year basis. 2. The decrease in Receivables reflects a more accurate estimate of this item based on the 30 June 2008 result and

current projections. 3. The decrease in Infrastructure, and Plant and Equipment reflects the impact of accumulated depreciation. 4. The increase in Employee Entitlements reflects the accumulation of long service leave entitlements by MAST

employees.

20.4 Marine and Safety Tasmania



Cash Received Interest Received1 286) 258) 129) 259) 150)

Grants2 4 050) 2 350) 1 650) 1 050) 1 050)


GST Receipts 112) 66) 136) 146) 146)

8 672) 6 504) 5 255) 6 267) 5 392)


Superannuation (323) (334) (340) (347) (354)


GST Payments (80) (30) (16) (19) (19)

(4 209) (4 683) (4 712) (4 868) (4 866)

Net Cash Flows from Operating Activities 4 463) 1 821) 543) 1 399) 526) Cash Flows from Investing Activities

Purchase of Fixed Assets4 (3 775) (1 310) (680) (10) (10)

Net Cash Flows from Investing Activities (3 775) (1 310) (680) (10) (10) Net Increase/(Decrease) in Cash Held 688) 511) (137) 1 389) 516) Cash at the Beginning of the Year 2 493) 3 057) 3 568) 3 431) 4 820)Cash at the End of the Year 3 181) 3 568) 3 431) 4 820) 5 336) Notes: 1. The decrease in Interest Received in 2010-11 reflects the fall in interest rates and the length of time cash is

expected to be held by MAST, whilst the increase in 2011-12 reflects higher levels of cash held due to the timing of recreational licence renewals.

2. The decrease in Grants in 2009-10 and 2010-11 reflects the completion of the Southport, Nubeena, and Bridport jetties, and dredging of the St Helens Barway.

3. The decrease in Sales of Goods and Services in 2009-10 and the increase in 2011-12 reflect income received from recreational licence renewals which occur on a three-year basis.

4. The decrease in Purchase of Fixed Assets in 2010-11 and 2011-12 reflects the completion of upgrades to the marine radio network, telephone boating weather service, and patrol vessel replacements.


The Nominal Insurer 21.1

21 THE NOMINAL INSURER

AUTHORITY OUTLINE The Nominal Insurer was established under the Workers Rehabilitation and Compensation Act 1988 to:

•

•

manage workers' compensation claims where an employer has failed to maintain a policy of workers' compensation or where an insurer or self-insurer is unable to meet its liabilities under the Act; and

manage the Nominal Insurer Fund.

The responsible Minister is the Attorney-General, Hon Lara Giddings MP, and the supporting agency is the Department of Justice.

Prior to the collapse of the former HIH Insurance Group, the Nominal Insurer managed a small number of workers' compensation claims in situations where either the employer was uninsured and failed to meet the claim, or the insurer was insolvent. The cost of such claims was funded by a small levy on insurers.

Following the collapse of the former HIH Insurance Group, the Nominal Insurer assumed responsibility for over 700 workers' compensation claims with an initial estimated outstanding cost of $50.0 million. Those claims were managed on behalf of the Nominal Insurer by Insurance Australia Group Limited (IAG) and the cost met by an annual levy of four per cent of the premium income of insurers and the notional premium of self-insurers. To meet the initial cost of settling a large number of relatively straightforward claims at a cost in excess of the levy income, the Nominal Insurer borrowed funds from the Tasmanian Public Finance Corporation (Tascorp)

During 2005-06, the Nominal Insurer transferred the tail of the outstanding claims against the former HIH Insurance Group to CGU Insurance, a subsidiary of IAG, taking into account the actuarially determined outstanding cost estimate of the claims. To fund this transfer further borrowing was undertaken with Tascorp.

As at 30 June 2009, it is anticipated that all borrowings associated with the transfer of HIH claims to CGU will be repaid. The levy raised to fund the cost of claims will cease on 30 June 2009.

With the finalisation of all HIH related balances, the estimated revenues, expenses, assets and liabilities of the Nominal Insurer are no longer a material part of the General Government Sector Budget and Forward Estimates. Accordingly, the Nominal Insurer will cease to be included in the Budget Papers after this year.




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

Revenue Other Revenue 200) ....) ....) ....) ....)

200) ....) ....) ....) ....)

Less Expenses Borrowing Costs 200) ....) ....) ....) ....)

200) ....) ....) ....) ....)






21.2 The Nominal Insurer



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


Receivables 2 015) ....) ....) ....) ....)

2 015) ....) ....) ....) ....)

Total Assets 2 015) ....) ....) ....) ....) Liabilities

Borrowings 2 015) ....) ....) ....) ....)

Total Liabilities 2 015) ....) ....) ....) ....)

NET ASSETS ....) ....) ....) ....) ....)

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

The Nominal Insurer 21.3



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


Fines and Regulatory Fees 5 459) ....) ....) ....) ....)

Other Receipts 200) ....) ....) ....) ....)

5 659) ....) ....) ....) ....)

Cash Paid Borrowing Costs (200) ....) ....) ....) ....)

(200) ....) ....) ....) ....)

Net Cash Flows from Operating Activities 5 459) ....) ....) ....) ....) Cash Flows from Financing Activities

Net Borrowings (6 345) ....) ....) ....) ....)

Net Cash Flows from Financing Activities (6 345) ....) ....) ....) ....) Net Increase/(Decrease) in Cash Held (886) ....) ....) ....) ....) Cash at the Beginning of the Year 886) ....) ....) ....) ....)Cash at the End of the Year ....) ....) ....) ....) ....)

21.4 The Nominal Insurer

Royal Tasmanian Botanical Gardens 22.1

22 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 Board 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, Heritage and the Arts, Hon Michelle O'Byrne 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 for their historic heritage values; 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 2009-10 and over the Forward Estimates period (2010-11 to 2012-13). Further information on the RTBG is provided at http://www.rtbg.tas.gov.au.

22.2 Royal Tasmanian Botanical Gardens

MAJOR INITIATIVES The major initiatives for the RTBG include:

•

•

•

•

implementing 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, and the Tasmanian Museum and Art Gallery Herbarium;

contributing to the implementation of the National Strategy and Action Plan for Climate Change Adaptation by Australia's Botanic Gardens in conjunction with other members of the Council Heads of Australian Botanic Gardens; and

implementing recommendations in the RTBG Living Collections Plan 2008, including the development of a Tree Management and Maintenance Plan to address both short and long-term issues associated with the living collections.





Grants2 2 587) 2 578) 2 569) 2 502) 2 585)


Other Revenue 55) 56) 57) 58) 59)

4 058) 4 039) 4 058) 4 011) 4 113) Less Expenses


Superannuation 230) 233) 237) 242) 248)









Notes: 1. The decrease in Interest Revenue over the Forward Estimates reflects a decrease in cash held and changes in

interest rates. 2. The decrease in Grants in 2011-12 reflects the finalisation of the funding agreement for the Tasmanian Seed

Conservation Centre. 3. The increase in Sales of Goods and Services reflects the increasing sales revenue from restaurant operations and

gift shop sales. 4. The decrease in Employee Entitlements in 2009-10 reflects a decrease in the number of staff in the restaurant

operation. 5. The decrease in Depreciation and Amortisation in 2011-12 reflects the depreciation profile of the Discovery Centre. 6. The decrease in Supplies and Consumables in 2011-12 reflects an anticipated reduction in expenditure on the

Tasmanian Seed Conservation Centre.





Receivables2 41) 75) 76) 77) 77)


669) 855) 823) 744) 732) Non-Financial Assets

Land and Buildings 6 156) 6 080) 6 010) 5 960) 5 823)

Infrastructure 7 076) 6 773) 6 285) 5 976) 5 746)

Plant and Equipment 90) 103) 93) 83) 73)

Other Non-Financial Assets 85) 85) 87) 89) 89)

13 407) 13 041) 12 475) 12 108) 11 731)



Payables4 195) 104) 108) 112) 116)



NET ASSETS 13 406) 13 401) 12 807) 12 366) 11 973)

Equity

Accumulated Funds5 6 690) 1 464) 870) 429) 36)


Total Equity 13 406) 13 401) 12 807) 12 366) 11 973)

Notes: 1. The increase in Cash and Deposits in 2010 reflects greater than expected balances of external grant and bequest

funds from various sources including Seed Bank funding and an updated estimate based on the actual 30 June 2008 result and current projections.

2. The increase in Receivables and Other Financial Assets reflects a more accurate estimate based on the 30 June 2008 result and current projections.

3. The decrease in Employee Entitlements in 2010 reflects a decrease in staff employed in the restaurant operation and fewer numbers of staff with excess entitlement balances.

4. The decrease in Payables in 2010 reflects a more accurate estimate of trade creditors. 5. The decrease in Accumulated Funds and the increase in the Asset Revaluation Reserve in 2010, reflects a

reclassification of these items in accordance with the RTBG's 2007-08 financial statements.

22.4 Royal Tasmanian Botanical Gardens



Cash Received Interest Received1 135) 130) 125) 120) 115)

Grants2 2 587) 2 578) 2 569) 2 502) 2 585)


GST Receipts 150) 150) 150) 150) 150)

Other Receipts 55) 56) 57) 58) 59)

4 188) 4 188) 4 207) 4 160) 4 263)


Superannuation (230) (233) (237) (242) (248)


GST Payments (150) (150) (150) (150) (150)

(4 200) (4 094) (4 198) (4 199) (4 247)

Net Cash Flows from Operating Activities (12) 94) 9) (39) 16) Cash Flows from Investing Activities



Net Cash Flows from Investing Activities (58) (43) (42) (41) (28) Net Increase/(Decrease) in Cash Held (70) 51) (33) (80) (12) Cash at the Beginning of the Year 697) 667) 718) 685) 605)Cash at the End of the Year 627) 718) 685) 605) 593) Notes: 1. The decrease in Interest Received reflects a decrease in cash held by the RTBG and changes in interest rates. 2. The decrease in Grants in 2011-12 reflects the finalisation of the funding agreement for the Tasmanian Seed

Conservation Centre. 3. The decrease in Employee Entitlements in 2009-10 reflects a decrease in the number of staff employed in the

restaurant operation.


State Fire Commission 23.1

23 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 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 career brigade 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 Jim Cox 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. These services are delivered with the aim of providing a rapid and effective response to emergencies and the delivery of a broad range of fire prevention and safety programs.

This chapter provides the State Fire Commission's financial information for 2009-10 and over the Forward Estimates period (2010-11 to 2012-13). Further information on the Authority can be found at http://www.fire.tas.gov.au.

MAJOR INITIATIVES Table 23.1 provides a summary of the Budget and Forward Estimate allocations for the major initiatives.

Table 23.1: Major Initiatives Statement 2009-10) 20010-11) 2011-12) 2012-13)

Forward)Estimate)

Forward)Estimate)

Forward)Estimate)

Budget)

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

Fire Fighting Appliance Replacement Program 2 840) 2 840) 2 300) 2 300)

Fire Station Build Program 630) 850) 800) 800)

Fire Fighting Appliance Replacement Program The State Fire Commission's major capital priority is its fire fighting appliance replacement program. Over the past few years this program has enabled the replacement of a significant number of older appliances. The new vehicles which are purpose designed and built locally, provide greater safety and efficiency for brigades responding to fires. The current five year program has identified the need to replace 92 fire appliances. In 2009-10, 14 heavy tanker appliances will be fabricated and one heavy pumper purchased.

Fire Station Build Program The fire station build program continues to be an important priority for the State Fire Commission. In 2009-10, major works will include the building of fire stations at St Patricks River, Brady's Lake and Tunbridge, while extensions to the Engineering Services Workshops at Burnie will also be undertaken.

23.2 State Fire Commission




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

Fire Service Contribution Levies1 48 229) 50 650) 52 643) 54 710) 56 556)



Grants3 3 550) 3 470) 3 498) 3 498) 3 498)


Other Revenue4 1 134) 721) 721) 750) 780)

57 473) 59 274) 61 190) 62 924) 64 790)


Superannuation5 3 754) 4 368) 4 535) 4 665) 4 831)


Borrowing Costs 430) 419) 419) 419) 419)


Other Expenses 2 961) 3 250) 3 342) 3 413) 3 504)

57 541) 59 674) 61 743) 63 533) 65 614) Plus Gains/(Losses) ....) ....) ....) ....) ....)






Notes: 1. The increase in Fire Service Contribution Levies reflects revenue received from the Fire Service Contribution,

Insurance Fire Levy and Motor Vehicle Fire Levy. The Fire Service Contribution will increase by five per cent in 2009-10. The Motor Vehicle Fire Levy will increase by 5.5 per cent in 2009-10.

2. The decrease in Interest Revenue in 2009-10 and 2010-11 reflects a fall in the interest rates and projected revenue from investments.

3. The decrease in Grants in 2009-10 reflects the effect of a one-off payment in 2008-09 of $500 000 for the acquisition of two special operations appliances, which is partly offset by Australian Government Grants that were previously classified as Other Revenue.

4. The decrease in Other Revenue in 2009-10 reflects the reclassification of Australian Government Grants of $400 000, which is now classified as Grants.

5. The increase in Superannuation in 2009-10 reflects a more accurate estimate of superannuation expenditure.




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


Receivables 1 022) 1 105) 1 138) 1 172) 1 207)


9 443) 8 142) 6 902) 6 830) 6 599)


Plant and Equipment 38 038) 38 644) 39 465) 39 118) 38 723)

Other Non-Financial Assets 1 373) 1 443) 1 486) 1 531) 1 577)

81 411) 88 014) 88 956) 88 682) 88 360)


Borrowings 4 718) 4 698) 4 698) 4 698) 4 698)


Payables 2 410) 2 894) 3 000) 3 112) 3 230)

Other Liabilities2 ....) 1 346) 1 346) 1 346) 1 346)


NET ASSETS 73 527) 77 297) 76 744) 76 135) 75 311)

Equity



Total Equity 73 527) 77 297) 76 744) 76 135) 75 311)

Notes: 1. The increase in Cash and Deposits in 2010 is due to a higher than expected closing balance in 2008. 2. The decrease in Other Financial Assets and increase in Other Liabilities in 2010 reflects the adverse impact of the

Global Financial Crisis on the SFC Superannuation Fund. 3. The movement in Employee Entitlements reflects a more accurate assessment of the SFC Employee Entitlements

liability.

23.4 State Fire Commission




Cash Received Fire Service Contribution Levies1 48 229) 50 650) 52 643) 54 710) 56 556)



Grants2 3 550) 3 470) 3 498) 3 498) 3 498)


Other Receipts3 1 113) 721) 721) 750) 780)

57 450) 58 474) 60 390) 62 124) 63 990)


Superannuation4 (3 754) (4 368) (4 535) (4 665) (4 831)

Borrowing Costs (430) (419) (419) (419) (419)


Other Payments (2 961) (2 396) (2 488) (2 559) (2 650)

(52 538) (54 770) (56 721) (58 278) (60 191)

Net Cash Flows from Operating Activities 4 912) 3 704) 3 669) 3 846) 3 799) Cash Flows from Investing Activities


Purchase of Fixed Assets (5 790) (5 793) (5 793) (4 805) (4 920)

Net Cash Flows from Investing Activities (4 990) (4 993) (4 993) (4 005) (4 120) Net Increase/(Decrease) in Cash Held (78) (1 289) (1 324) (159) (321) Cash at the Beginning of the Year 1 273) 6 617) 5 328) 4 004) 3 845)Cash at the End of the Year 1 195) 5 328) 4 004) 3 845) 3 524) Notes: 1. The increase in Fire Service Contribution Levies reflects revenue received from the Fire Service Contribution,

Insurance Fire Levy and Motor Vehicle Fire Levy. The Fire Service Contribution will increase by five per cent in 2009-10. The Motor Vehicle Fire Levy will increase by 5.5 per cent in 2009-10.

2. The decrease in Grants in 2009-10 reflects the effect of a one-off payment in 2008-09 of $500 000 for the acquisition of two special operations appliances, which is partly offset by Australian Government Grants that were previously classified as Other Revenue.

3. The decrease in Other Receipts in 2009-10 reflects the reclassification of Australian Government Grants of $400 000, which is now classified as Grants.

4. The increase in Superannuation in 2009-10 reflects a more accurate estimate of superannuation expenditure.


The Tasmanian Academy, Polytechnic and Skills Institute 24.1

24 THE TASMANIAN ACADEMY, POLYTECHNIC AND SKILLS INSTITUTE

AUTHORITIES OUTLINE The Tasmanian Academy, the Tasmanian Polytechnic and the Tasmanian Skills Institute were established to implement the Government's Tasmania Tomorrow initiative. Tasmania Tomorrow will transform government provision of post Year 10 education and training to significantly improve the qualification and skill levels of Tasmanians.

As a result of Tasmania Tomorrow, TAFE Tasmania and four of the State's eight senior secondary colleges have been transformed into these three Statutory Authorities. The remaining colleges will transition to the new model during 2010 and 2011.

The Authorities were established on 1 January 2009, and are agencies under the State Service Act 2000. Each Authority has a Board which is accountable to the Minister for Education and Skills, David Bartlett MP.

Shared Services, within the Polytechnic, provides corporate services to the Tasmanian Academy, the Tasmanian Polytechnic, and the Tasmanian Skills Institute through service level agreements. This model is focussed on increasing efficiency and minimising the cost of corporate services for each of the three Statutory Authorities.

The Tasmanian Academy The Academy's focus is on providing education to students who may wish to pursue a university studies pathway and aims to have:

•

•

•

all students complete Year 12 and be fully prepared for university studies;

all teachers highly qualified leaders of learning and committed to excellence and continuous improvement; and

the Tasmanian community understand, value and support the Academy's goals.

In 2009, its first year of operation, the Academy has four campuses, increasing to six in 2010 and eight in 2011. It currently operates from Hobart, Newstead, Don and Hellyer with approximately 2 000 full-time students. The Office of the Chief Executive Officer is located in Burnie.

Government funding for the Academy is provided through an agreement negotiated with the Department of Education.

The Tasmanian Polytechnic The primary focus of the Polytechnic is to provide post Year 10 education and training to enable individuals to achieve qualifications, including the Tasmanian Certificate of Education, and participate in the workforce and further education. It is focussed on providing applied, practical learning to meet the needs of both young and mature students preparing and developing their careers for employment opportunities in business and industry. It is a Registered Training Organisation providing over 300 nationally recognised and endorsed vocational qualifications from Certificate I to Advanced Diploma, together with a range of Tasmanian Qualifications Authority accredited subjects. The Office of the Chief Executive Officer is located in Hobart.

Programs are targeted at young Tasmanians in Years 11 and 12 preparing for a career or further study, and older students who are returning to, or are already participants in, the workforce who are personally up-skilling or preparing for a career change.

Programs currently provided to Years 11 and 12 students through District High Schools and other facilities such as local Skills Centres will eventually be supported by the Polytechnic and the Academy. The transition of these programs will occur through individual partnerships negotiated with local communities in line with each college's transition. Once the transition is complete it is anticipated the Polytechnic will enrol around 35 000 students per year.

The Polytechnic supports two divisions that provide services to other Authorities: Shared Services and Tasmanian Government Education and Training International (GETI). The GETI Unit provides administrative and marketing services to the Academy; the Polytechnic; the Tasmanian Skills Institute; the Department of Education schools from Kindergarten to Year 10; and the remaining senior secondary colleges. These services were previously provided by three government agencies. GETI also provides coordination for two significant off-shore Polytechnic projects in Kuwait and Shanghai, China.

Government funding for the Polytechnic is primarily provided through agreements negotiated with the Department of Education and Skills Tasmania.

The Tasmanian Skills Institute The purpose of the Tasmanian Skills Institute is to provide workforce skills development services to Tasmanian employers and their employees.

Revenue is derived from a purchase agreement with Skills Tasmania chiefly for the training of apprentices but also for trainees. In addition, revenue is received from contestable revenue sources such as tender opportunities and fee for service work.

Training is conducted at client worksites in all parts of the State and at training centres in Hobart, Launceston, Devonport and Burnie. Commercial training work is also pursued in national and international markets. The Office of the Chief Executive Officer is located in Launceston with approximately 400 staff located at the major centres around the State.

Further information on the Tasmanian Academy, the Tasmanian Polytechnic and the Tasmanian Skills Institute is provided at www.academy.tas.edu.au, www.polytechnic.tas.edu.au and www.skillsinstitute.tas.edu.au.

24.2 The Tasmanian Academy, Polytechnic and Skills Institute


MAJOR INITIATIVES The Tasmanian Academy The major initiatives for the Tasmanian Academy include:

•

•

•

•

•

•

•

•

•

•

•

•

supporting at least 80 per cent of Academy Year 12 students to complete the new Tasmanian Certificate of Education;

supporting at least 50 per cent of Year 12 students to achieve a median Tertiary Entrance Ranking of 80 points;

establishing collaborative partnerships with the University of Tasmania, the Tasmanian Qualifications Authority and associated high and district high schools;

improving the educational outcomes of students who live in isolated and rural areas through better access to educational services; and

developing in the Tasmanian community, positive attitudes towards the completion of Year 12 and the need for higher qualifications.

The Tasmanian Polytechnic The major initiatives for the Tasmanian Polytechnic include:

developing the whole polytechnic learning experience with an emphasis on learners having access to an engaging campus life;

developing a disability action plan as part of a commitment to achieving open and equitable access to vocational education and training;

collaborating in the development of a rural and remote learners' strategy;

designing and implementing a Leadership Program based on agreed leadership capabilities that provide for current leaders and assist with developing leadership capacity for the future;

developing an agreed transition strategy for the four remaining senior secondary colleges to support their movement to the Polytechnic between 2010 and 2011;

convening of a Polytechnic Workforce Futures Conference to bring together expertise in identifying the current and future skills development needs of Tasmania; and

identifying opportunities for engagement, collaboration and partnerships with community, government, industry and business to ensure the relevance and timeliness of our vocational learning and provide accessible and enhanced learning environments for our learners.


The Tasmanian Skills Institute The major initiatives for the Tasmanian Skills Institute include:

•

•

•

establishing a financial structure to manage market risk cognisant of the forthcoming removal of trade training quarantines and the commercial orientation of the organisation. The Tasmanian Skills Institute derives a significant proportion of its revenue through commercial fees and contestable bids. The Institute's financial structure will need to be modified to provide a better alignment with the nature of its business, mindful of the demand driven nature of its work and the effects of business cycles;

building profitable revenue. This will require review and adjustment of the business models for all lines of business to ensure profitability. Overall the Institute is seeking significant year on year growth of non Government revenue. The initiative will underpin market leadership in the training of indentured apprentices in Tasmania as well as seeking new markets including national and international opportunities; and

building a strong and distinctive brand around industry engagement. This will be led by Customer Relations Managers (CRMs) within the Institute whose role is to create strong and effective relationships with employers. The CRMs will operate from branded industry hubs at Burnie, Launceston and Hobart. Marketing work will build the brand in a measured way around the attributes of great customer relationships, value adding services and innovation in the delivery of workforce skills development.

2009-10 BUDGET AND FORWARD ESTIMATES ASSUMPTIONS Given the three new Statutory Authorities under the Tasmania Tomorrow initiative are only in the early stages of establishment it is not possible to provide Budget information on an individual Statutory Authority basis. Accordingly, a consolidated Budget for 2009-10 and the Forward Estimates has been presented for the Tasmania Tomorrow Statutory Authorities. As the Statutory Authorities did not exist last year, comparative information for 2008-09 is not available.

The consolidated 2009-10 Budget and Forward Estimates for the Tasmania Tomorrow Statutory Authorities will be subject to further review by the respective Boards. Separate Budget and Forward Estimates will be provided for each of the Tasmania Tomorrow Statutory Authorities in the 2010-11 Budget Papers.




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

Revenue Grants ....) 136 260) 130 760) 131 335) 132 570)

Sales of Goods and Services ....) 28 976) 29 401) 31 526) 33 651)

....) 165 236) 160 161) 162 861) 166 221)

Less Expenses Employee Entitlements ....) 97 817) 99 628) 101 701) 104 261)

Superannuation ....) 10 759) 10 959) 11 187) 11 469)

Depreciation and Amortisation ....) 6 335) 6 920) 7 050) 7 240)

Supplies and Consumables ....) 37 586) 37 061) 37 171) 37 391)

Other Expenses ....) 5 869) 5 978) 6 102) 6 255)

....) 158 366) 160 546) 163 211) 166 616)

Plus Gains/(Losses) Gain/(Loss) on Sale of Non-Financial Assets ....) ....) ....) ....) ....)

....) ....) ....) ....) ....)

Equals OPERATING RESULT ....) 6 870) (385) (350) (395)


Other Non-Owner Movements in Equity ....) ....) 1 645) 1 325) 1 445)

....) ....) 1 645) 1 325) 1 445)

Equals COMPREHENSIVE INCOME ....) 6 870) 1 260) 975) 1 050)




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


Cash and Deposits ....) ....) ....) ....) ....)

Receivables ....) 2 140) 2 315) 2 495) 2 670)

Other Financial Assets ....) 455) 475) 505) 520)

....) 2 595) 2 790) 3 000) 3 190)

Non-Financial Assets Land and Buildings ....) 291 130) 292 035) 292 580) 293 210)

Plant and Equipment ....) 14 865) 15 605) 16 385) 17 200)

Heritage and Cultural Assets ....) 20) 20) 20) 20)

Other Non-Financial Assets ....) 450) 455) 470) 485)

....) 306 465) 308 115) 309 455) 310 915)

Total Assets ....) 309 060) 310 905) 312 455) 314 105) Liabilities

Employee Entitlements ....) 20 260) 20 820) 21 350) 21 905)

Payables ....) 990) 985) 990) 995)

Other Liabilities ....) 1 245) 1 275) 1 315) 1 355)

Total Liabilities ....) 22 495) 23 080) 23 655) 24 255)

NET ASSETS ....) 286 565) 287 825) 288 800) 289 850)

Equity

Accumulated Funds ....) 6 870) 6 485) 6 135) 5 740)

Other Equity ....) 279 695) 281 340) 282 665) 284 110)

Total Equity ....) 286 565) 287 825) 288 800) 289 850)




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


Grants ....) 136 260) 130 760) 131 330) 132 570)

Sales of Goods and Services ....) 26 391) 29 211) 31 316) 33 451)

GST Receipts ....) 6 420) 5 620) 5 645) 5 685)

....) 169 071) 165 591) 168 291) 171 706)

Cash Paid Employee Entitlements ....) (97 817) (99 053) (101 136) (103 671)

Superannuation ....) (10 759) (10 959) (11 187) (11 469)

Supplies and Consumables ....) (36 596) (37 071) (37 181) (37 396)

GST Payments ....) (6 420) (5 620) (5 645) (5 685)

Other Payments ....) (5 869) (5 978) (6 102) (6 255)

....) (157 461) (158 681) (161 251) (164 476)

Net Cash Flows from Operating Activities ....) 11 610) 6 910) 7 040) 7 230) Cash Flows from Investing Activities

Sale of Fixed Assets ....) 2 500) ....) ....) ....)

Purchase of Fixed Assets ....) (15 330) (6 910) (7 040) (7 230)

Net Cash Flows from Investing Activities ....) (12 830) (6 910) (7 040) (7 230) Net Increase/(Decrease) in Cash Held ....) (1 220) ....) ....) ....) Cash at the Beginning of the Year ....) 1 220) ....) ....) ....)Cash at the End of the Year ....) ....) ....) ....) ....)


PART 4: APPENDIX

Consolidated Fund Estimates A1.1

APPENDIX 1 CONSOLIDATED FUND ESTIMATES

Features

•

•

•

•

•

•

•

•

−

−

−

Information in this Appendix reflects receipts into, and payments from, the Consolidated Fund.

In 2008-09, the Consolidated Fund Estimated Outcome is a $29.0 million deficit. This compares to the 2008-09 Budget estimate of a $14.1 million surplus.

Total receipts are estimated to be $3 704.7 million in 2008-09, an increase of $18.0 million or 0.5 per cent on the 2008-09 Budget estimate of $3 686.7 million.

Expenditure in 2008-09 is estimated to be $3 733.7 million, an increase of $61.1 million or 1.7 per cent on the 2008-09 Budget estimate of $3 672.6 million.

In 2009-10, it is estimated that the Consolidated Fund Outcome will be a $349.6 million deficit.

Total Consolidated Fund receipts are estimated to be $3 946.0 million in 2009-10, an increase of $259.3 million or 7.0 per cent on 2008-09 budgeted receipts of $3 686.7 million. Over the Forward Estimates, Consolidated Fund receipts will be $3 878.3 million in 2010-11, $3 913.3 million in 2011-12, and $4 034.8 million in 2012-13.

Consolidated Fund expenditure is estimated to be $4 295.5 million in 2009-10, an increase of $622.9 million or 17.0 per cent on 2008-09 budgeted expenditure of $3 672.6 million. Over the Forward Estimates, Consolidated Fund expenditure will be $4 110.7 million in 2010-11, $3 978.4 million in 2011-12, and $4 011.8 million in 2012-13.

Consolidated Fund Outcome projections for 2010-11 to 2012-13 on a same policy basis are:

2010-11: $232.4 million deficit;

2011-12: $65.1 million deficit; and

2012-13: $23.0 million surplus.

A1.2 Consolidated Fund Estimates

INTRODUCTION This Appendix provides information on the 2008-09 Consolidated Fund Estimated Outcome, the 2009-10 Consolidated Fund Budget Estimates and the Consolidated Fund Forward Estimates for the years 2010-11 to 2012-13. The information in this Appendix has been prepared on a cash basis, representing receipts into, and payments from, the Consolidated Fund.

The 2008-09 Consolidated Fund Estimated Outcome has been based on agency assessments of their indicative funding requirements or potential savings, using the latest available information prior to the finalisation of the 2009-10 Budget Papers. Estimates are determined using information from a number of sources including the latest advice from the Australian Government, Government Business Enterprises, State-owned Companies and agencies.

Detailed information on the final Consolidated Fund Outcome for 2008-09 will be published in:

•

•

•

the Preliminary Outcomes Report, which will be published by 15 August 2009;

the Treasurer's Annual Financial Report, which will be tabled in Parliament by 31 October 2009; and

agency Annual Reports, which will be tabled in Parliament by 31 October 2009.

CONSOLIDATED FUND: ESTIMATED OUTCOME, 2008-09 Table A1.1 details the revised Consolidated Fund Estimated Outcome (CFEO) for 2008-09 and expected variances from the 2008-09 Budget estimates by receipt and expenditure categories. The budgeted CFEO was a $14.1 million surplus. The revised CFEO for 2008-09 is a $29.0 million deficit.

Table A1.1: Consolidated Fund, 2008-09 Estimated Outcome 2008-09) 2008-09)

Estimated)Budget) Outcome) Variation)

$m) $m) $m)

Receipts Recurrent Receipts

Australian Government Sources General Purpose Payments 1 751.7) 1 626.9) (124.8)

Specific Purpose Payments 489.7) 347.7) (142.0)

National Partnership Payments ....) 324.9) 324.9)

2 241.4) 2 299.5) (58.1)

State Sources Taxation 914.5) 811.1) (103.4)

Receipts from Government Businesses 165.7) 161.3) (4.4)

Departmental Fees and Recoveries 78.4) 83.3) 4.9)

Recoveries of State Debt Charges 0.5) 0.4) (0.1)

Sale and Rent of Government Property 17.9) 17.9) ....)

Resource Rents and Royalties 46.0) 30.0) (16.0)

Other Recurrent Receipts 133.2) 220.3) 87.1)

1 356.1) 1 324.3) (31.9)

Total Recurrent Receipts 3 597.6) 3 623.8) 26.2) Capital Receipts

Australian Government Sources 88.9) 80.2) (8.7)

State Sources 0.3) 0.7) 0.4)

89.1) 80.9) (8.3)

Total Receipts 3 686.7) 3 704.7) 18.0)


Table A1.1: Consolidated Fund, 2008-09 Estimated Outcome (continued)

2008-09) 2008-09) Estimated)

Budget) Outcome) Variation)

$m) $m) $m) Less Expenditure

Recurrent Services Appropriation Act 3 173.3) 3 314.1) 140.8)

Reserved by Law 141.8) 138.3) (3.5)

Treasurer's Reserve1 20.0) ....) (20.0)

3 335.1) 3 452.4) 117.3)

Works and Services Capital Investment Program 249.8) 263.6) 13.8)

Economic and Social Infrastructure Fund 12.7) 12.7) ....)

Hospitals Capital Fund 75.0) 5.0) (70.0)

337.5) 281.2) (56.3)

Total Expenditure 3 672.6) 3 733.7) 61.1)

Consolidated Fund Surplus/(Deficit) 14.1) (29.0) (43.1)

Note: 1. The Treasurer's Reserve is reported separately from the Budget expenditure, but is included as an expenditure

saving in the estimated outcome. Expenditure authorised from the Treasurer's Reserve is included in agency expenditure under the Appropriation Act. Net additional revenue and expenditure savings may be used to supplement the amount provided in the Budget for the Treasurer's Reserve.


RECEIPTS Total Consolidated Fund receipts for 2008-09 are estimated to be $3 704.7 million, $18.0 million or 0.5 per cent greater than the 2008-09 Budget estimate of $3 686.7 million.

Explanation of Revenue Variations The major revenue variations summarised in Table A1.1 are detailed below.

Recurrent Receipts

Australian Government Sources

Significant reforms to Commonwealth-State financial relations were implemented on 1 January 2009, as a result of the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations (IGA). The IGA has resulted in the reclassification of many Australian Government grants between the categories of Specific Purpose Payments (recurrent and capital) and National Partnership Payments.

For further information on Commonwealth-State relations and the implementation of COAG's IGA, refer to Chapter 9 Commonwealth-State Financial Arrangements of Budget Paper No 1.

General Purpose Payments

General Purpose Payments revenue for 2008-09 is anticipated to be $1 626.9 million, a decrease of $124.8 million or 7.1 per cent below the Budget estimate of $1 751.7 million. The decrease reflects a reduction in Goods and Services Tax (GST) collections as a result of a slowing Australian economy, as well as a reduction in Tasmania's share of the GST pool as a result of an improvement in Tasmania's relative fiscal capacity.

Specific Purpose Payments

Specific Purpose Recurrent Payments revenue for 2008-09 is anticipated to be $347.7 million, a decrease of $142.0 million or 29.0 per cent below the Budget estimate of $489.7 million. The decrease in Specific Purpose Recurrent Payments primarily reflects the reclassification of various Australian Government grants to National Partnership Payments.

National Partnership Payments

National Partnership Payments revenue for 2008-09 is anticipated to be $324.9 million. National Partnership Agreements were implemented from 1 January 2009 as a result of the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations. The revenue reflects funding from the Australian Government for the Nation Building - Economic Stimulus Plan and the new National Partnership Payments for Healthcare, Housing, Community Services (including Disability), Education, Skills and Workforce Development, Infrastructure, and Environment.

Taxation

Taxation revenue for 2008-09 is anticipated to be $811.1 million, a decrease of $103.4 million or 11.3 per cent below the Budget estimate of $914.5 million. The decrease in Taxation revenue primarily reflects a reduction in Duties revenue of $97.1 million and Land Tax revenue of $9.1 million.


Departmental Fees and Recoveries

Receipts from Departmental Fees and Recoveries in 2008-09 are anticipated to be $83.3 million, an increase of $4.9 million or 6.3 per cent on the 2008-09 Budget estimate of $78.4 million. The increase primarily reflects additional receipts to the Department of Infrastructure, Energy and Resources for the Novice Driver Licensing Reform of $1.1 million, and an increase in vehicle registration fees of $2.6 million reflecting a slower than expected take-up rate of concessions, following the extension of the Motor Vehicle Registration concession to Health Care Card Holders.

Resource Rents and Royalties

Resource Rents and Royalties receipts in 2008-09 are expected to be $30.0 million, a decrease of $16.0 million or 34.8 per cent on the 2008-09 Budget estimate of $46.0 million. The decrease reflects reduced mineral royalties due to falling global base metal prices.

Other Recurrent Receipts

Other Recurrent Receipts in 2008-09 are anticipated to be $220.3 million, an increase of $87.1 million or 65.4 per cent on the 2008-09 Budget estimate of $133.2 million. The increase primarily reflects the transfer of funds from the Infrastructure Tasmania Fund for an equity injection of $100.0 million to Aurora Energy Pty Ltd to purchase the Tamar Valley Power Station. The increase is partially offset by downward revisions to Interest Revenue due to lower than forecast interest rates and lower levels of cash held in the Public Account.

Capital Receipts


Australian Government Capital Receipts in 2008-09 are anticipated to be $80.2 million, a decrease of $8.7 million or 9.8 per cent on the 2008-09 Budget estimate of $88.9 million. The decrease reflects a change to the administration of Australian Government Funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.


EXPENDITURE Total Consolidated Fund expenditure in 2008-09 is estimated to be $3 733.7 million, $61.1 million or 1.7 per cent higher than the 2008-09 Budget estimate of $3 672.6 million.

Explanation of Expenditure Variations The major expenditure variations summarised in Table A1.1 are detailed below.

Appropriation Act

Appropriation Act expenditure is anticipated to be $3 314.1 million in 2008-09, an increase of $140.8 million or 4.4 per cent on the 2008-09 Budget estimate of $3 173.3 million. The increase primarily reflects an equity contribution through Finance-General of $100.0 million to Aurora Energy Pty Ltd for the purchase of the Tamar Valley Power Station, and a change to the administration of Australian Government Funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.

Reserved by Law

Reserved by Law expenditure is anticipated to be $138.3 million, a decrease of $3.5 million or 2.5 per cent on the 2008-09 Budget estimate of $141.8 million. The decrease primarily reflects reduced contributions to the Superannuation Provision Account as a result of the deferral of the Government's target to eliminate net unfunded superannuation from 2033 to 2035.

Capital Investment Program

Expenditure from the Capital Investment Program is anticipated to be $263.6 million in 2008-09, an increase of $13.8 million or 5.5 per cent on the 2008-09 Budget estimate of $249.8 million. The increase primarily reflects additional Australian Government funding for the Nation Building – Economic Stimulus Plan, including $26.0 million for Building the Education Revolution, $6.1 million for Social Housing, and $2.4 million for Black Spots and High Risk Rail funding; and the bringing forward of expenditure relating to the Brighton Bypass of $9.9 million. The increases are partly offset by changes in the timing of capital projects including Bridgewater Bridge Refurbishment of $9.8 million; Infrastructure Development of $5.7 million; Clarence GP Superclinic/Integrated Care Centre of $4.0 million; Integrated Care Centre Launceston of $2.9 million; and Rail – Infrastructure Development of $2.0 million.

Hospitals Capital Fund

Due to the reduction in State revenue caused by the Global Financial Crisis, the Government has decided not to proceed with the construction of a new Royal Hobart Hospital at this time. The 2008-09 Hospitals Capital Fund contribution was reduced from $75.0 million to $5.0 million. However, the existing Royal Hobart Hospital will be allocated $100.0 million over five years, for maintenance and redevelopment.


Table A1.2: Consolidated Fund - Revised Expenditure by Agency, 2008-09

2008-09 Revised Budget 2008-09] Recurrent) Reserved) Works and) Agency Budget) Services) by Law) Services) Total) Variation)

$m) $m) $m) $m) $m) $m) (a)) (b)) (b-a))

Economic Development and Tourism 80.3) 78.0) ....) ....) 78.0) (2.3)

Education 868.3) 866.7) ....) 60.3) 927.1) 58.8)

Environment, Parks, Heritage and Arts 73.7) 70.7) ....) 4.9) 75.6) 1.9)

Finance-General 532.0) 404.6) 117.9) 17.7) 540.2) 8.2)

Health and Human Services 1 269.8) 1 240.3) ....) 21.4) 1 261.8) (8.0)

House of Assembly 6.6) 2.2) 4.6) ....) 6.9) 0.3)

Infrastructure, Energy and Resources1 288.6) 124.4) 0.1) 158.1) 282.5) (6.1)

Justice1 134.4) (0.1) 134.5) 110.9) 11.4) 12.1)

Legislative Council 5.5) 2.8) 2.8) ....) 5.6) 0.1)

Legislature-General 8.9) 5.4) ....) 4.3) 9.7) 0.8)

Ministerial and Parliamentary Support 18.7) 17.8) 0.7) ....) 18.5) (0.2)

Office of the Governor 3.1) 2.7) 0.5) ....) 3.2) 0.1)

Office of the Ombudsman 1.4) 1.4) ....) ....) 1.4) ....)

Police and Emergency Management 183.6) 180.6) ....) 1.2) 181.8) (1.8)

Premier and Cabinet 62.4) 62.0) ....) 0.3) 62.3) (0.1)

Primary Industries and Water 93.1) 101.4) ....) 1.1) 102.4) 9.3)

0.4) ....) 2.2) 0.1)Tasmanian Audit Office 2.1) 1.9)

Treasury and Finance 40.4) 40.3) ....) ....) 40.3) (0.1)

TOTAL EXPENDITURE 3 672.6) 3 314.1) 138.3) 281.2) 3 733.7) 61.1)

Note: 1. The 2008-09 Budget figures have been recast in accordance with the Administrative Arrangements Order 2009,

which was issued in April 2009.

The reasons for the major agency Consolidated Fund expenditure variations in Table A1.2 are detailed below.

Education

Total expenditure for the Department of Education in 2008-09 is anticipated to be $927.1 million, $58.8 million or 6.8 per cent above the 2008-09 Budget estimate of $868.3 million. The increase in expenditure primarily reflects additional Australian Government funding for Building the Education Revolution under the Nation Building – Economic Stimulus Plan of $32.5 million, and additional funding of $35.3 million resulting from Council of Australian Governments (COAG) reforms primarily for the Digital Education Revolution, Trade Training Centres in Schools, and the National Schools Specific Purpose Payment. The increases are partly offset by a decrease of $10.8 million reflecting the Government's Budget Management Strategies.


Finance-General

Total expenditure for Finance-General in 2008-09 is anticipated to be $540.2 million, $8.2 million or 1.5 per cent above the 2008-09 Budget estimate of $532.0 million. The increase primarily reflects an equity contribution of $100.0 million to a subsidiary of Aurora Energy Pty Ltd for the purchase of the Tamar Valley Power Station, an increase in the First Home Owner's Grant of $5.4 million, and transfer of additional Australian Government funding for National Partnership Payments of $59.9 million to the Special Deposits and Trust Fund to reflect the timing of the expenditure. The increase in expenditure is offset against the Treasurer's Reserve ($20.0 million) being reflected in agency expenditure, a reduction in the transfer to the Hospitals Capital Fund of $70.0 million, and a decrease in interest on sundry deposits of $71.0 million.

Health and Human Services

Total expenditure for the Department of Health and Human Services in 2008-09 is anticipated to be $1 261.8 million, $8.0 million or 0.6 per cent below the 2008-09 Budget estimate of $1 269.8 million. The decrease in expenditure primarily reflects the Government's Budget Management Strategies of $16.8 million, and a reduction of $5.0 million in Community Service Activity payments to Aurora Energy Pty Ltd due to decline in demand. The decrease is partially offset by additional Australian Government funding for Home and Community Support and the Disability Agreement of $4.4 million, and increased funding of $10.9 million resulting from Council of Australian Governments (COAG) reforms.

Infrastructure, Energy and Resources

Expenditure for the Department of Infrastructure, Energy and Resources in 2008-09 is anticipated to be $282.5 million, $6.1 million or 2.1 per cent below the 2008-09 Budget estimate of $288.6 million. The decrease primarily reflects revised cash flows for various infrastructure projects including Infrastructure Development of $5.7 million, Rail of $2.0 million, Bridgewater Bridge Refurbishment of $9.8 million, the Brooker Highway of $3.6 million, and the Government's Budget Management Strategies. The decrease is partly offset by additional Australian Government funding as part of the Nation Building - Economic Stimulus Plan for Black Spots and High Risk Rail Crossings of $2.4 million, higher than estimated transport subsidies and concessions of $6.9 million, and bringing forward expenditure relating to the Brighton Bypass of $9.9 million.

Primary Industries and Water

Expenditure for the Department of Primary Industries and Water in 2008-09 is anticipated to be $102.4 million, $9.3 million or 10.0 per cent above the 2008-09 Budget estimate of $93.1 million. The increase primarily reflects a change to the administration of Australian Government Funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations of $12.6 million for Caring for Our Country. This increase is partially offset by a decrease in interest payable of $2.8 million due to the extinguishment of a loan to Rivers and Water Supply Commission for the construction of irrigation schemes.


CONSOLIDATED FUND: 2009-10 BUDGET AND FORWARD ESTIMATES It is estimated that the Consolidated Fund Outcome will be a deficit of $349.6 million in 2009-10, a decrease of $363.7 million from the 2008-09 Budget estimate of a $14.1 million surplus. Over the Forward Estimates, the Consolidated Fund Outcome is estimated to be a deficit of $232.4 million in 2010-11, a deficit of $65.1 million in 2011-12, and a surplus of $23.0 million in 2012-13.

Table A1.3 provides a summary of the Consolidated Fund Budget for 2008-09 and 2009-10 and the Forward Estimates.

Table A1.3: Consolidated Fund Forward Estimates 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


$m) $m) $m) $m) $m)

Receipts Recurrent Receipts

Australian Government Sources General Purpose Payments 1 751.7) 1 526.5) 1 558.7) 1 707.8) 1 801.6)

Specific Purpose Payments 489.7) 562.4) 594.1) 633.4) 673.6)

National Partnership Payments ....) 642.6) 496.2) 342.0) 263.0)

Other Grants and Subsidies ....) 15.4) 27.6) 30.3) 30.3)

2 241.4) 2 746.9) 2 676.6) 2 713.5) 2 768.5)

State Sources Taxation 914.5) 822.8) 830.6) 863.5) 894.7)

Receipts from Government Businesses 165.7) 120.1) 147.1) 158.9) 190.0)

Departmental Fees and Recoveries 78.4) 82.2) 85.3) 86.7) 88.7)

Recoveries of State Debt Charges 0.5) 0.4) 0.4) 0.4) 0.4)

Sale and Rent of Government Property 17.9) 42.0) 29.0) ....) ....)

Resource Rents and Royalties 46.0) 23.1) 22.3) 22.3) 22.3)

Other Recurrent Receipts 133.2) 107.7) 86.3) 67.3) 69.5)

1 356.1) 1 198.3) 1 201.0) 1 199.1) 1 265.6)

Total Recurrent Receipts 3 597.6) 3 945.2) 3 877.6) 3 912.6) 4 034.1) Capital Receipts

Australian Government Sources 88.9) 0.5) 0.5) 0.5) 0.5)

State Sources 0.3) 0.3) 0.2) 0.2) 0.2)

89.1) 0.8) 0.7) 0.7) 0.7)

Total Receipts 3 686.7) 3 946.0) 3 878.3) 3 913.3) 4 034.8)


Table A1.3: Consolidated Fund Forward Estimates (continued) 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


$m) $m) $m) $m) $m) Less Expenditure

Recurrent Services Appropriation Act 3 183.3) 3 527.3) 3 455.9) 3 485.0) 3 560.6)

Reserved by Law 151.8) 147.1) 150.2) 156.8) 163.6)

3 335.1) 3 674.4) 3 606.1) 3 641.8) 3 724.3)

Works and Services Capital Investment Program 249.8) 605.4) 503.6) 336.7) 272.5)

Economic and Social Infrastructure Fund 12.7) 8.8) 1.0) ....) ....)

Hospitals Capital Fund 75.0) ....) ....) ....) 15.0)

Infrastructure Tasmania Fund ....) 7.0) ....) ....) ....)

337.5) 621.2) 504.6) 336.7) 287.5)

Total Expenditure 3 672.6) 4 295.5) 4 110.7) 3 978.4) 4 011.8)

Consolidated Fund Surplus/(Deficit) 14.1) (349.6) (232.4) (65.1) 23.0)


RECEIPTS Total Consolidated Fund receipts are estimated to be $3 946.0 million in 2009-10, an increase of $259.3 million or 7.0 per cent on the 2008-09 Budget estimate of $3 686.7 million. Total Consolidated Fund receipts for the Forward Estimates on a same policy basis are estimated to be $3 878.3 million in 2010-11, $3 913.3 million in 2011-12, and $4 034.8 million in 2012-13.

Explanation of Revenue Variations The major revenue variations summarised in Table A1.3 are detailed below.

Recurrent Receipts

General Purpose Payments

General Purpose Payments are anticipated to be $1 526.5 million in 2009-10, a decrease of $225.2 million or 12.9 per cent below the 2008-09 Budget estimate of $1 751.7 million. The decrease reflects a reduction in Goods and Services Tax (GST) collections as a result of a slowing Australian economy. Over the Forward Estimates, General Purpose Revenue will increase by an average of $91.7 million or 6.0 per cent per annum to $1 801.6 million in 2012-13.

Since the discontinuation of National Competition Policy payments at the end of 2005-06, Tasmania's General Purpose Payments has consisted solely of GST Revenue. The decline in Tasmania's GST revenue is mainly driven by a fall in the GST collection pool in 2008-09. This is the first time the GST collections have declined since its inception, highlighting the effect of the national economic downturn. Furthermore, Tasmania's assessed GST relativity and the State's share of the national population have both declined in 2009-10, which will reduce Tasmania's potential GST revenue by an estimated $40.0 million and $19.0 million respectively. GST revenue for 2009-10 is also affected by the repayment of $11.0 million in net overpayments of GST deferral compensation to the Australian Government. This will be deducted directly from GST receipts.

Tasmania's GST Revenue is forecast to gradually return to growth in 2010-11, with an acceleration of growth expected to occur after 2010-11. As a result, in real per capita terms, Tasmania's GST revenue is forecast to decline by 6.7 per cent in 2009-10, and in 2010-11 grow by around 1.6 per cent.

In terms of the net benefit to Tasmania attributed to the GST and the accompanying national tax reforms, the Tasmanian Government has abolished a far wider range of taxes than was ever envisaged when the GST sharing agreement was negotiated. As a result of providing these tax cuts to the community and additional expenditures incurred under the Intergovernmental Agreement (IGA), the true net benefit to the State from the GST has in effect been delivered through these measures.



Specific Purpose Payments

Specific Purpose Payments are anticipated to be $562.4 million in 2009-10, an increase of $72.7 million or 14.8 per cent above the 2008-09 Budget estimate of $489.7 million. Over the Forward Estimates, Specific Purpose Payments will continue to increase by an average of $37.1 million or 6.6 per cent per annum to $673.6 million in 2012-13. The increase in funding from the Australian Government primarily relates to the following broad-banded payments:

•

•

•

•

•

•

−

−

−

•

•

Health Services;

Schools;

Affordable Housing;

Skills and Workforce Development; and

Disability Services;

National Partnership Payments

National Partnership Payments are anticipated to be $642.6 million in 2009-10, $496.2 million in 2010-11, $342.0 million in 2011-12 and $263.0 million in 2012-13. The increase in funding from the Australian Government primarily relates to the following payments:

Nation Building - Economic Stimulus Plan funding for:

Building the Education Revolution ($207.4 million in 2009-10, and $133.0 million in 2010-11);

Social Housing ($94.9 million in 2009-10, $40.7 million in 2010-11, and $7.3 million in 2011-12); and

Black Spots and Level Crossings ($5.6 million in 2009-10);

Digital Education Revolution ($7.1 million in 2009-10, $5.1 million in 2010-11, $5.0 million in 2011-12, and $5.0 million in 2012-13); and

Launceston General Hospital – Acute Medical and Surgical Unit ($24.4 million in 2009-10, and $5.6 million in 2010-11).

The reclassification of many Australian Government grants from Specific Purpose Payments to National Partnership Payments has resulted in an increase in National Partnership Payments for grants such as Nation Building (including the former AusLink), Financial Assistance Grants to local government, Home and Community Care, and Caring for Our Country.

Taxation

Taxation receipts for 2009-10 are anticipated to be $822.8 million, a decrease of $91.7 million or 10.0 per cent below the 2008-09 Budget estimate of $914.5 million. Over the Forward Estimates, Taxation receipts will increase by an average of $24.0 million per annum or 2.9 per cent, to $894.7 million in 2012-13.


The major elements of Taxation Revenue for the 2009-10 Budget are discussed below.

•

•

•

•

•

Duties revenue is anticipated to be $213.2 million, a decrease of $97.2 million or 31.3 per cent below the 2008-09 Budget estimate of $310.4 million. The decrease in Duties revenue primarily reflects a significant reduction in conveyance duty due to lower turnover in property sales activity in the residential property market. Over the Forward Estimates, Duties revenue will increase by an average of $8.2 million or 3.8 per cent per annum to $237.7 million in 2012-13. The increase in Duties revenue across the Forward Estimates primarily reflects a gradual increase in conveyance duties resulting from sales activity in the residential and commercial property markets.

Gambling Tax is anticipated to be $95.6 million, an increase of $3.6 million or 3.9 per cent above the 2008-09 Budget estimate of $92.0 million. Over the Forward Estimates, Gambling Taxes will continue to increase by an average of $2.5 million or 2.6 per cent per annum to $103.1 million in 2012-13. The increase over the Forward Estimates largely reflects the introduction of a Totalizator Wagering Levy.

Land Tax is anticipated to be $90.0 million, an increase of $6.1 million or 7.3 per cent above the 2008-09 Budget estimate of $83.9 million. Over the Forward Estimates, Land Tax will increase by an average of $1.5 million or 1.7 per cent per annum to $94.5 million in 2012-13. The increase in Land Tax over the Forward Estimates reflects expected increases in property values arising from revaluations based on advice from the Valuer-General that there have been significant increases in the land value of properties in the municipalities of Hobart, Devonport and Kingborough, albeit at a more moderate rate than in recent years.

Motor Taxation is anticipated to be $54.2 million, a decrease of $200 000 or 0.4 per cent below the 2008-09 Budget estimate of $54.4 million. Over the Forward Estimates, Motor Taxation will again increase by an average of $2.1 million or 3.9 per cent per annum to $60.6 million in 2012-13. The increase over the Forward Estimates reflects the expected underlying growth in the number of registered motor vehicles, offset by the full-year impact of the Government's initiative to reduce the rates of motor tax on light vehicles that came into effect on 1 October 2007.

Payroll Tax is anticipated to be $369.9 million, a decrease of $3.9 million or 1.0 per cent below the 2008-09 Budget estimate of $373.8 million. Over the Forward Estimates, Payroll Tax is forecast to decrease by a further $4.7 million to $365.2 million in 2010-11, before returning to an increase in growth by an average of $16.9 million or 4.6 per cent per annum from 2010-11 to $398.9 million in 2012-13. The increase in Payroll Tax from 2010-11 to 2012-13 reflects an expected return to employment growth and expected increases in the levels of average weekly earnings of Tasmanian employees.

Receipts from Government Businesses

Receipts from Government Businesses are anticipated to be $120.1 million in 2009-10, a decrease of $45.6 million or 27.5 per cent on the 2008-09 Budget estimate of $165.7 million. This decrease primarily reflects lower than anticipated returns in the form of Dividends and Tax Equivalents from Transend Networks Pty Ltd and the Motor Accidents Insurance Board.

The decrease has been partially offset by higher than anticipated returns from Tasmanian Ports Corporation Pty Ltd and Hydro Tasmania; and increased Government Guarantee Fees from Transend Networks Pty Ltd and Hydro Tasmania.


Over the Forward Estimates, Receipts from Government Businesses are anticipated to:

•

•

•

increase by $27.0 million in 2010-11 to $147.1 million. This reflects greater returns from Hydro Tasmania and increased Guarantee Fees from Hydro Tasmania and Transend Networks Pty Ltd, partially offset by decreased returns from Aurora Energy Pty Ltd and the Tasmanian Ports Corporation Pty Ltd;

increase by $11.8 million in 2011-12 to $158.9 million. This reflects greater returns from Hydro Tasmania, partially offset by decreased returns from the Motor Accidents Insurance Board and the Rivers and Water Supply Commission; and

increase by $31.1 million in 2012-13 to $190.0 million. This reflects increased returns and Guarantee Fees from Hydro Tasmania and Aurora Energy Pty Ltd.

Departmental Fees and Recoveries

Receipts from Departmental Fees and Recoveries are anticipated to be $82.2 million in 2009-10, an increase of $3.8 million or 4.8 per cent on the 2008-09 Budget estimate of $78.4 million. This increase is primarily attributable to additional receipts to the Department of Infrastructure, Energy and Resources for the Novice Driver Licensing Reform of $1.1 million and an increase in vehicle registration fees of $2.6 million; additional receipts to Department of Primary Industries, Parks, Water and Environment for regulatory environment fees of $462 000; and additional receipts to the Department of Police and Emergency Management reflecting reimbursement for officers on secondment of $1.8 million. These increases are partly offset by a decrease in receipts to the Department of Primary Industries, Parks, Water and Environment for Land Titles Office fees of $2.4 million.

Sale and Rent of Government Property

Sale and Rent of Government Property receipts are anticipated to be $42.0 million in 2009-10, an increase of $24.1 million or 134.6 per cent on the 2008-09 Budget estimate of $17.9 million. Receipts in 2009-10 and 2010-11 are estimates of major asset sales expected under the Crown Land Administration Fund. No major asset sales are anticipated in 2011-12 or 2012-13.

Resource Rents and Royalties

Resource Rents and Royalties receipts are anticipated to be $23.1 million in 2009-10, a decrease of $22.9 million or 49.8 per cent on the 2008-09 Budget estimate of $46.0 million. The decrease reflects reduced mineral royalties due to falling base metal prices.

Other Recurrent Receipts

Other Recurrent Receipts are anticipated to be $107.7 million in 2009-10, a decrease of $25.5 million or 19.1 per cent on the 2008-09 Budget estimate of $133.2 million. Over the Forward Estimates, Other Recurrent Receipts are anticipated to be $86.3 million in 2010-11, $67.3 million in 2011-12, and $69.5 million in 2012-13. The decreases primarily reflect lower than forecast interest rates and lower levels of cash held in the Public Account.

Capital Receipts


The decrease of Australian Government Capital Receipts in 2009-10 reflects a change to the administration of Australian Government Funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.


EXPENDITURE Total Consolidated Fund expenditure is estimated to be $4 295.5 million in 2009-10, an increase of $622.9 million or 17.0 per cent on the 2008-09 Budget estimate of $3 672.6 million. Total Consolidated Fund expenditure for the Forward Estimates on a same policy basis is estimated to be $4 110.7 million in 2010-11, $3 978.4 million in 2011-12 and $4 011.8 million in 2012-13.

Explanation of Expenditure Variations The major expenditure variations summarised in Table A1.3 are detailed below.

Appropriation Act

Appropriation Act expenditure is anticipated to be $3 527.3 million in 2009-10, an increase of $344.0 million or 10.8 per cent on the 2008-09 Budget estimate of $3 183.3 million. In 2010-11, Appropriation Act expenditure will decrease by $71.4 million or 2.0 per cent to $3 455.9 million, and thereafter will grow by an average of $52.4 million or 1.5 per cent to $3 560.6 million in 2012-13. The increase in 2009-10 primarily reflects spending from additional Australian Government funding provided through Council of Australian Governments (COAG) reforms and the Nation Building – Economic Stimulus Plan. The decrease in 2010-11 primarily reflects the impact of the Government's Budget Management Strategies. Details of the Budget Management Strategies are provided in Chapter 1 of Budget Paper No 2 Government Services.

Capital Investment Program

Expenditure from the Capital Investment Program is anticipated to be $605.4 million in 2009-10, an increase of $355.6 million or 142.4 per cent on the 2008-09 Budget estimate of $249.8 million. The increase in expenditure for 2009-10 reflects additional funding for Child and Family Centres of $27.4 million; additional Australian Government funding for Nation Building (including the former AusLink) of $37.8 million; the Launceston General Hospital Acute Medical and Surgical Unit of $15.0 million; and additional activity from Australian Government funding provided through the Nation Building – Economic Stimulus Plan of $251.8 million for various projects including Building the Education Revolution, Social Housing, and Black Spots and High Risk Rail funding. Decreases in expenditure over the Forward Estimates primarily reflect completion of projects funded through the Nation Building – Economic Stimulus Plan.

Economic and Social Infrastructure Fund

The capital transfer to the Economic and Social Infrastructure Fund (ESIF) is anticipated to be $8.8 million in 2009-10, a decrease of $3.9 million or 30.7 per cent on the 2008-09 Budget estimate of $12.7 million. In 2010-11, the capital transfer to the ESIF will decrease to $1.0 million, with no transfers anticipated in 2011-12 and 2012-13. The decrease reflects the completion of ESIF projects.

Hospitals Capital Fund

Due to the reduction in State revenue caused by the Global Financial Crisis, the Government has decided not to proceed with the construction of a new Royal Hobart Hospital at this time. However, the existing Royal Hobart Hospital will be allocated $100.0 million over five years, for maintenance and redevelopment.


Table A1.4: Consolidated Fund Expenditure by Agency, 2009-10 2009-10 Budget

2008-09] Recurrent) Reserved) Works and) Agency Budget) Services) by Law) Services) Total) Variation)

$m) $m) $m) $m) $m) $m) (a)) (b)) (b-a))

Economic Development, Tourism and

the Arts1 98.2) 86.9) ....) ....) 86.9) (11.3)

Education 868.3) 1 077.4) ....) 222.6) 1 300.0) 431.7)

Finance-General 532.0) 272.4) 124.4) 15.8) 412.5) (119.5)

Health and Human Services 1 269.8) 1 366.3) ....) 142.1) 1 508.4) 238.6)

House of Assembly 6.6) 2.2) 4.6) ....) 6.7) 0.1)

Infrastructure, Energy and Resources2 288.6) 144.9) 0.1) 232.1) 377.0) 88.4)

Justice2 134.5) 112.3) 13.7) ....) 126.0) (8.5)

....) 5.5) ....)Legislative Council 5.5) 2.7) 2.8)

Legislature-General 8.9) 5.2) ....) ....) 5.2) (3.7)

Ministerial and Parliamentary Support 18.7) 17.4) 0.7) ....) 18.1) (0.6)

Office of the Governor 3.1) 2.6) 0.5) ....) 3.1) ....)

Office of the Ombudsman 1.4) 1.4) ....) ....) 1.4) ....)

Police and Emergency Management 183.6) 179.9) ....) 3.1) 183.0) (0.6)

Premier and Cabinet 62.4) 64.0) ....) 0.5) 64.5) 2.1)

Primary Industries, Parks, Water and

Environment1 148.9) 149.1) ....) 5.1) 154.1) 5.2)

Tasmanian Audit Office 2.1) 1.7) 0.4) ....) 2.1) ....)

Treasury and Finance 40.4) 40.9) ....) ....) 40.9) 0.5)

TOTAL EXPENDITURE 3 672.6) 3 527.3) 147.1) 621.2) 4 295.5) 622.9)

Note: 1. The 2008-09 Budget figures have been recast in accordance with the Departmental restructure outlined in Chapter 1

of Budget Paper No 2 Government Services. 2. The 2008-09 Budget figures have been recast in accordance with the Administrative Arrangements Order 2009,

which was issued in April 2009.

The major Consolidated Fund expenditure variations in Table A1.4 are detailed below by agency.

Economic Development, Tourism and the Arts

In 2009-10, expenditure by the Department of Economic Development, Tourism and the Arts is anticipated to be $86.9 million, $11.3 million or 11.5 per cent less than the 2008-09 Budget estimate of $98.2 million. The decrease primarily reflects savings of $8.6 million identified through Budget Management Strategies; savings of $2.0 million from the Workforce Participation Program; and a reduction in funding of $1.2 million to the Tasmanian Brand Project.


Education

In 2009-10, expenditure by the Department of Education is forecast to be $1 300.0 million, $431.7 million or 49.7 per cent above the 2008-09 Budget estimate of $868.3 million. The increase primarily reflects additional State Government funding of $27.4 million for Child and Family Centres as announced in the State of the State address; additional Australian Government funding of $207.4 million for the Nation Building – Economic Stimulus Plan; and increased Australian Government funding coupled with a change to administration arising from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations resulting in an increase to Consolidated Fund expenditure of $177.4 million.

Finance-General

In 2009-10, expenditure by Finance-General is forecast to be $412.5 million, $119.5 million or 22.5 per cent below the 2008-09 Budget estimate of $532.0 million. This decrease primarily reflects reduced contributions to the Hospitals Capital Fund of $75.0 million, and reduced interest on sundry deposits of $117.7 million. The decrease is partly offset by an additional $9.1 million for the First Home Owner's Grant; an additional $7.0 million to the Infrastructure Tasmania Fund; and the payment of $31.7 million for the Management of Australian Government Funding reflecting a change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.

Health and Human Services

In 2009-10, expenditure by the Department of Health and Human Services is forecast to be $1 508.4 million, $238.6 million or 18.8 per cent above the 2008-09 Budget estimate of $1 269.8 million. The increase primarily reflects additional funding from the Australian Government of $94.9 million for Social Housing under the Nation Building – Economic Stimulus Plan; $15.0 million for the Launceston General Hospital Acute Medical and Surgical Unit; $14.4 million for Children Abused in Care; $9.1 million for Housing; $4.0 million for the Clarence GP Superclinic/Integrated Care Centre; $3.1 million for the National Healthcare Agreement; $8.3 million additional funding for the Ambulance Service; and a change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations.

Infrastructure, Energy and Resources

In 2009-10, expenditure by the Department of Infrastructure, Energy and Resources is forecast to be $377.0 million, $88.4 million or 30.6 per cent higher than the 2008-09 Budget estimate of $288.6 million. The increase primarily reflects additional Australian Government funding for the Roads Program and for various Rail projects of $37.8 million; an increase in recurrent funding for payments to the Tasmanian Racing Board as part of new funding arrangements for the Tasmanian Racing Industry; and an increase in funding for the Brighton Bypass of $44.1 million. The increase is partly offset by the impact of the Government's Budget Management Strategies, and the completion of various infrastructure projects.


Justice

In 2009-10, expenditure by the Department of Justice is forecast to be $126.0 million, $8.5 million or 6.3 per cent below the 2008-09 Budget estimate of $134.5 million. The decrease primarily reflects savings of $6.2 million identified through Budget Management Strategies; and completion of funding for the Prisons Infrastructure Redevelopment Program – Stage C, and upgrade of the Hobart Supreme Court holding cells of $12.3 million. The decrease is partly offset by an increase of $5.5 million in Australian Government grant funding for Legal Aid due to changes in the administration of Australian Government funding from 2009-10 resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations, and a more accurate estimate of expenditure relating to the Court Mandated Diversion Program of $1.3 million.

Primary Industries, Parks, Water and Environment

In 2009-10, expenditure by the Department of Primary Industries, Parks, Water and Environment is forecast to be $154.1 million, $5.2 million or 3.5 per cent higher than the 2008-09 Budget estimate of $148.9 million. The increase primarily reflects an extension of $6.0 million to the Exceptional Circumstances Interest Rate Subsidy funded by the Australian Government.

A departmental restructure was announced by the Premier, David Bartlett MP, on 14 May 2009. The Premier announced with effect from 1 July 2009, that the Department of Environment, Parks, Heritage and the Arts will be amalgamated with the Department of Primary Industries and Water, and the Department of Economic Development and Tourism. The amalgamation efficiencies will achieve savings of $2.15 million in 2009-10, increasing to $4.3 million in 2010-11 and thereafter.


Table A1.5: Consolidated Fund Expenditure by Agency – Forward Estimates



$m) $m) $m) $m) $m) Recurrent Services

Economic Development, Tourism and the Arts1 98.2) 86.9) 84.3) 79.9) 80.7)

Education2 834.7) 1 077.4) 1 095.4) 1 111.6) 1 113.3)

Finance-General

Administered Payments3 113.4) 156.2) 121.1) 116.9) 119.9)

Debt Management4 167.3) 50.0) 63.6) 66.2) 117.9)

Employee Related Costs 6.6) 6.5) 6.5) 6.5) 6.5)

Other5 57.6) 77.0) 73.0) 64.5) 58.5)

Payments to Government Business Enterprises6 5.6) 11.1) 10.2) 5.3) 5.3)

Superannuation 93.9) 96.0) 99.8) 105.2) 111.0)

Health and Human Services7 1 247.7) 1 366.3) 1 334.5) 1 365.7) 1 377.6)

House of Assembly 6.6) 6.7) 6.9) 7.1) 7.3)

Infrastructure, Energy and Resources8 118.7) 145.0) 144.2) 146.4) 150.7)

Justice 122.2) 126.0) 123.8) 124.4) 126.9)

Legislative Council 5.5) 5.5) 5.7) 5.8) 6.0)

Legislature-General 5.4) 5.2) 5.3) 5.3) 5.4)

Ministerial and Parliamentary Support 18.7) 18.1) 18.5) 18.7) 19.0)

Office of the Governor 3.1) 3.1) 3.2) 3.2) 3.3)

Office of the Ombudsman 1.4) 1.4) 1.5) 1.5) 1.6)

Police and Emergency Management 182.4) 179.9) 182.9) 184.6) 188.4)

Premier and Cabinet9 62.1) 64.0) 43.1) 43.4) 42.8)

Primary Industries, Parks, Water and Environment 141.9) 149.1) 139.6) 135.3) 137.2)

Tasmanian Audit Office 2.0) 2.1) 2.2) 2.3) 2.4)

Treasury and Finance 40.3) 40.9) 40.9) 41.7) 42.8)

3 335.1) 3 674.4) 3 606.1) 3 641.8) 3 724.3)

Capital Investment Program General Program10 78.9) 270.9) 218.4) 101.6) 107.9)

Housing Program11 3.3) 103.8) 50.8) 14.6) 8.3)

Roads Program12 167.5) 230.8) 234.4) 220.6) 156.3)

249.8) 605.4) 503.6) 336.7) 272.5)


Table A1.5: Consolidated Fund Expenditure by Agency – Forward Estimates (continued)



$m) $m) $m) $m) $m) Special Capital Investment Fund

Economic and Social Infrastructure Fund13 12.7) 8.8) 1.0) ....) ....)

Hospitals Capital Fund14 75.0) ....) ....) ....) 15.0)

Infrastructure Tasmania Fund15 ....) 7.0) ....) ....) ....)

87.7) 15.8) 1.0) ....) 15.0)

3 672.6) 4 295.5) 4 110.7) 3 978.4) 4 011.8)

Notes: 1. The decrease in recurrent expenditure for the Department of Economic Development, Tourism and the Arts primarily

reflects the impact of Budget Management Strategies. 2. The increase in recurrent expenditure for the Department of Education primarily reflects Council of Australian

Governments (COAG) reforms resulting in increased funding for Specific Purpose Payments and National Partnership Payments, and additional Australian Government funding provided through the Nation Building - Economic Stimulus Plan.

3. The increase in recurrent expenditure for Finance-General – Administered Payments primarily reflects the impact of a change to the administration of Australian Government Funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations; the continuation of the First Home Owner's Scheme; the reintroduction of the Tasmanian Trainee and Apprentice Incentive Scheme (TTAIS); and an increased estimate of the Cellar Door Sales Rebate. The increase is partially offset by a change in the funding arrangements for the Tasmanian Racing Industry and the separation of water and sewerage functions from local government.

4. The decrease in recurrent expenditure for Finance-General – Debt Management primarily reflects a revision to estimates based on declining interest rates.

5. The increase in recurrent expenditure for Finance-General – Other primarily reflects the impact of payments for the Management of Australian Government Funding, reflecting a change to the administration of Australian Government funding resulting from the Council of Australian Governments (COAG) Intergovernmental Agreement on Federal Financial Relations, and Employee Separation Costs reflecting the impact of the Government's Budget Management Strategies.

6. The increase in recurrent expenditure for Finance-General – Payments to Government Business Enterprises primarily reflects the impact of an equity injection to Aurora Energy Pty Ltd.

7. The increase in recurrent expenditure for the Department of Health and Human Services primarily reflects Council of Australian Governments (COAG) reforms resulting in increased funding for Specific Purpose Payments and National Partnership Payments, additional Australian Government funding provided through the Nation Building - Economic Stimulus Plan, additional funding for Ambulance Services, and the ongoing impact of the Department's 2008-09 Budget Initiatives.

8. The increase in recurrent expenditure for the Department of Infrastructure, Energy and Resources reflects funding for payments to the Tasmanian Racing Board as part of the new funding arrangements for the Tasmanian Racing Industry.

9. The decrease in recurrent expenditure for the Department of Premier and Cabinet from 2010-11 primarily reflects a decrease to the level of funding expected to be disbursed in accordance with the Tasmanian Community Forest Agreement.

10. The increase in the Capital Investment Program – General Program primarily reflects additional Australian Government funding provided through the Nation Building - Economic Stimulus Plan to the Department of Education for Building the Education Revolution, and State funding for Child and Family Centres.

11. The increase in Capital Investment Program – Housing Programs primarily reflects additional Australian Government funding provided through the Nation Building - Economic Stimulus Plan to the Department of Health and Human Services for Nation Building and Jobs Plan Social Housing.


12. The increase in the Capital Investment Program – Roads Program reflects increased Australian Government funding for the Brighton Bypass and the Kingston Bypass; and increased State funding for the Brighton Transport Hub and Tarkine Drive. Further information on the Roads Program is provided in Chapter 7 of Budget Paper No 1 The Budget.

13. The decrease in the Economic and Social Infrastructure Fund (ESIF) reflects the completion of projects which have been funded from the ESIF.

14. The decrease in the Hospitals Capital Fund (HCF) reflects the Government's decision to defer construction of a new Royal Hobart Hospital.

15. The increase in Infrastructure Tasmania Fund reflects project expenditure commitments from the Fund.


RESERVED BY LAW ITEMS Reserved by Law items are not included in the annual Appropriation Acts. The authority to spend from these items is provided by the legislation under which the particular items are established.

Table A1.6 details Expenditure on Reserved by Law items by Department.

Table A1.6: Expenditure on Reserved by Law Items 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


$m) $m) $m) $m) $m)

Finance-General

Superannuation Benefits Payable under the Solicitor-

General Act 1983 0.2) 0.2) 0.2) 0.2) 0.2)

Payments under the Retirement Benefits (Parliamentary

Superannuation) Regulations 20021 2.1) 1.7) 2.1) 2.2) 2.3)

Superannuation Benefits Payable under the Judges'

Contributory Pensions Act 19682 1.4) 3.1) 1.5) 1.6) 1.7)

Payments to Municipalities under the (Local

Government (Rates and Charges Remissions) Act

1991)3 18.3) 13.1) 13.6) 14.1) 14.6)

Appropriation to the Treasurer's Reserve (Public

Account Act 1986) 10.0) 10.0) 10.0) 10.0) 10.0)

Contribution to Tasmanian Racing Industry (Gaming

Control Act 1993)4 4.5) ....) ....) ....) ....)

Contribution to the Superannuation Provision Account

(Retirements Benefits Act 1993) 89.9) 90.7) 95.7) 101.0) 106.5)

Tasmanian Community Fund (Tasmanian Community

Fund Act 2005) 5.3) 5.4) 5.6) 5.8) 6.0)

Superannuation Benefits Payable under the Governor

of Tasmania Act 1982 0.1) 0.1) 0.1) 0.1) 0.1)

131.8) 124.4) 128.8) 134.9) 141.3)

House of Assembly5 Parliamentary Salaries and Allowances (Parliamentary

Salaries, Superannuation and Allowances Act 1973) 3.9) 4.1) 4.2) 4.4) 4.5)


Superannuation and Allowances Act 1973) 0.4) 0.5) 0.5) 0.5) 0.5)

4.4) 4.6) 4.7) 4.8) 4.9) Infrastructure, Energy and Resources

Contribution towards Construction of Streets in Towns

by Municipal Councils (Local Government Act 1993) 0.1) 0.1) 0.1) 0.1) 0.1)


Table A1.6: Expenditure on Reserved by Law Items (continued) 2008-09) 2009-10) 2010-11) 2011-12) 2012-13)


$m) $m) $m) $m) $m)

Justice6

Salary, Solicitor-General (Solicitor-General Act 1983) 0.4) 0.4) 0.4) 0.5) 0.5)

Salary, Director of Public Prosecutions (Director of

Public Prosecutions Act 1993) 0.4) 0.4) 0.5) 0.5) 0.5)

Salaries of Magistrates (Magistrates Court Act 1987) 4.1) 4.3) 4.5) 4.7) 4.8)

Salaries of Judges (Supreme Court Act 1887) 2.7) 2.8) 2.9) 3.0) 3.1)

Salary and Travelling Allowance, Associate Judge of

the Supreme Court (Supreme Court Act 1959) 0.3) 0.4) 0.4) 0.4) 0.4)

Expenses of Parliamentary Elections and Referendums

(Electoral Act 1985 and Referendum Procedures Act

1994) 0.9) 2.9) 1.0) 0.8) 0.8)

Criminal Injuries Compensation Act 1976 Section 11(4):

Payments 2.5) 2.5) 2.5) 2.5) 2.5)

11.4) 13.7) 12.1) 12.3) 12.5) Legislative Council7 Parliamentary Salaries and Allowances (Parliamentary

Salaries, Superannuation and Allowances Act 1973) 2.4) 2.5) 2.5) 2.6) 2.7)



2.6) 2.8) 2.8) 2.9) 3.0)

Ministerial and Parliamentary Support Allowances of Ministers (Parliamentary Salaries,


Office of the Governor8

Salary, His Excellency the Governor (Governor of

Tasmania Act 1982) 0.4) 0.5) 0.5) 0.5) 0.5)

Tasmanian Audit Office

Salary and Travelling Allowance, Auditor General

(Financial Management and Audit Act 1990) 0.4) 0.4) 0.4) 0.4) 0.5)

Treasury and Finance9 0.0) 0.0) 0.0) 0.0) 0.0)

TOTAL 151.7) 147.1) 150.1) 156.7) 163.5)


Notes: 1. The decrease in this item reflects the resignation from Parliament in 2008-09 of three long serving members:

Paul Lennon, Peg Putt and Paula Wriedt. 2. The increase in this item reflects higher than anticipated wage increases and an expected lump sum superannuation

payment on the retirement of a Justice of the Supreme Court of Tasmania. 3. The decrease in this item reflects rates remissions now only applying to general rates following the separation of

water and sewerage functions from local government. 4. The decrease in this item reflects the discontinuation of betting exchange contributions as a result of new funding

arrangements for the Tasmanian Racing Board 5. An amount of $31 000 per annum is also provided to the House of Assembly under Members' Committee Fees and

Allowances (Parliamentary Salaries, Superannuation and Allowances Act 1973). This does not appear in the Table due to rounding.

6. The Department of Justice is also provided with amounts of $10 000 per annum under the Legislative Council Electoral Boundaries Act 1995, and of $25 000 per annum under the Expenses of Aboriginal Land Council of Tasmania Elections (Aboriginal Lands Act 1995, Section 17). These amounts do not appear in the Table due to rounding.

7. An amount of $40 000 per annum is also provided to the Legislative Council under Members' Committee Fees and Allowances (Parliamentary Salaries, Superannuation and Allowances Act 1973). This does not appear in the Table due to rounding.

8. An amount of $7 000 in 2008-09, and $8 000 from 2009-10 per annum is also provided to the Office of the Governor under the Salary, The Administrator (Governor of Tasmania Act 1982, Section 5(1)). This does not appear in the Table due to rounding.

9. Although rounded to zero, an amount of $15 000 in 2008-09, increasing to $19 000 in 2012-13, is provided per annum under the Contribution to the Community Support Levy Account from Betting Exchange Revenues (Gaming Control Act 1993, Section 151).


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