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

Government Services Budget Paper No 2

Volume 1

Presented by

Hon Peter Gutwein MP, Treasurer, for the information of

Honourable Members, on the occasion of the Budget, 2018-19

Useful 2018-19 Budget and Government Websites

www.premier.tas.gov.au/budget_2018 Contains the 2018-19 Budget Paper documents and related

information including Budget Fact Sheets and Government

Media Releases.

www.treasury.tas.gov.au Contains the 2018-19 Budget Papers and Budget Paper archives.

www.tas.gov.au Provides links to the websites of Tasmanian public sector

entities.

www.service.tas.gov.au Provides a comprehensive entry point to Government services

in Tasmania.

i

CONTENTS VOLUME 1 PART 1: DEPARTMENTS

1 Introduction

2 Department of Communities Tasmania

3 Department of Education

4 Finance-General

5 Department of Health

6 Department of Justice

7 Ministerial and Parliamentary Support

8 Department of Police, Fire and Emergency Management

9 Department of Premier and Cabinet

10 Department of Primary Industries, Parks, Water and Environment

11 Department of State Growth

12 Department of Treasury and Finance

VOLUME 2 PART 2: AGENCIES

13 House of Assembly

14 Integrity Commission

15 Legislative Council

16 Legislature-General

17 Office of the Director of Public Prosecutions

18 Office of the Governor

19 Office of the Ombudsman

20 Tasmanian Audit Office

21 Tourism Tasmania

ii

PART 3: STATUTORY AUTHORITIES

22 Inland Fisheries Service

23 Marine and Safety Tasmania

24 Royal Tasmanian Botanical Gardens

25 State Fire Commission

26 TasTAFE

iii

VOLUME 1: INDEX PART 1: DEPARTMENTS

1 Introduction 3

Budget Paper No 2 Information 4

2018-19 Budget Agency Presentation Issues 4

2018-19 Budget Agency Restructures 5

Agency Key Deliverables 6

Summary of Government 2018 Election Commitments 6

Agency Performance Information 7

Budget Information Management System Project 8

Indexation of Agency Budget Estimates 8

Financial Management Act Implementation 9

Conventions 10

Appendix 1.1: Ministerial Portfolio and Departmental Structure 11

2 Department of Communities Tasmania 13

Agency Outline 13

Key Deliverables 15

Output Group Restructure 27

Output Information 28

Output Group 1: Children Services System Management 32

Output Group 2: Children Services 33

Output Group 3: Independent Children’s and Young Persons’ Review Service 36

Output Group 4: Housing Services System Management 36

Output Group 5: Housing Services 37

Output Group 6: Disability Services and Community Development 39

Output Group 7: Safe Homes, Safe Families 43

Special Capital Investment Funds 44

Capital Investment Program 45

Detailed Budget Statements 47

iv

3 Department of Education 61

Agency Outline 61

Key Deliverables 64


Output Group 1: Education 70

Output Group 2: Libraries Tasmania 74



4 Finance-General 89

Agency Outline 89


Output Group 1: Debt Servicing and Management 91

Output Group 2: Employee Related Costs 91

Output Group 3: Government Businesses 92

Output Group 4: Miscellaneous 93


Hospitals Capital Fund 95

Housing Fund 96

Infrastructure Tasmania Fund 97



5 Department of Health 111

Agency Outline 111

Key Deliverables 113

Output Group Restructure 122


Output Group 1: Health Services System Management 124

Output Group 2: Tasmanian Health Service 125

Output Group 3: Statewide Services 129




v

6 Department of Justice 147

Agency Outline 147



Output Group 1: Administration of Justice 155

Output Group 2: Legal Services 165

Output Group 3: Corrections and Enforcement 166

Output Group 4: Regulatory and Other Services 169



7 Ministerial and Parliamentary Support 189

Agency Outline 189


Output Group 1: Support for Members of Parliament 190


8 Department of Police, Fire and Emergency Management 195

Agency Outline 195



Output Group 1: Public Safety 201

Output Group 2: Crime 202

Output Group 3: Traffic Policing 203

Output Group 4: Emergency Management 204



9 Department of Premier and Cabinet 213

Agency Outline 213


Output Restructures 215


Output Group 1: Support for Executive Decision Making 219

Output Group 2: Government Processes and Services 220

vi

Output Group 3: Electronic Services for Government Agencies and the Community 221

Output Group 4: State Service Management 223

Output Group 5: Security and Emergency Management 224

Output Group 6: Local Government 225



10 Department of Primary Industries, Parks, Water and Environment 235

Agency Outline 235



Output Group 1: Land Tasmania 254

Output Group 2: Primary Industries 255

Output Group 3: Natural and Cultural Heritage 258

Output Group 4: Water Resources 261

Output Group 5: Racing Regulation and Policy 262

Output Group 6: Biosecurity Tasmania 264

Output Group 7: Environment Protection and Analytical Services 266

Output Group 8: Parks and Wildlife Management 267



11 Department of State Growth 287

Agency Outline 287



Output Group 1: Industry, Skills Development and Business Growth 303

Output Group 2: Infrastructure 305

Output Group 3: Energy Policy and Advice 308

Output Group 4: Resources Policy and Regulatory Services 309

Output Group 5: Culture and Creative Industries 310

Output Group 6: Subsidies and Concessions 312



vii

12 Department of Treasury and Finance 331

Agency Outline 331



Output Group 1: Financial and Resource Management Services 338

Output Group 2: Economic and Fiscal Policy Advice 340

Output Group 3: Revenue, Superannuation and Regulatory Management Services 341

Output Group 4: Community Assistance 343



PART 1: DEPARTMENTS

Introduction 3

1 INTRODUCTION Key Issues

The Government has allocated significant additional funding in the 2018-19 Budget to implement all of its 2018 election commitments as well as a range of other initiatives that will improve the delivery of services to the Tasmanian community. Together with the funding provided by the Government in previous Budgets, this new funding is providing strong support for the implementation of the Government’s key priorities of jobs and economic growth; health and education; keeping Tasmanians safe; building infrastructure; and supporting Tasmanians in need.

The new funding provided in this Budget has been allocated in the context of the ongoing achievement of all elements of the Government’s established Fiscal Strategy. It is only through an improvement in the Government’s Budget position, which now sees Net Operating Balance surpluses forecast over the Budget and Forward Estimates period, that new funding for services can be allocated in a sustainable and responsible manner.

This Budget Paper provides information on an entity basis that supports the whole-of-government information provided in The Budget Budget Paper No 1. Most importantly, this Budget Paper provides detailed information on the services provided by entities (Outputs) and the key deliverables that are being undertaken by the entities over the Budget and Forward Estimates period.

Other information provided in this Budget Paper includes:

performance information that enables an assessment of the efficiency and effectiveness of agencies;

details of infrastructure projects being undertaken by agencies; and

detailed financial statements for the 2018-19 Budget and Forward Estimates period for each agency.

Detailed information that assists in understanding the financial and other information provided in this Budget Paper and The Budget Budget Paper No 1, is provided in the Guide to the Budget available at www.treasury.tas.gov.au.

4 Introduction

BUDGET PAPER NO 2 INFORMATION This Budget Paper provides information, on an entity basis, about the Outputs (goods and services) the Government will deliver to the Tasmanian community through General Government Sector entities in 2018-19 and over the Forward Estimates period (2019-20 to 2021-22). This Budget Paper is a major source of financial and non-financial information on the operations of Government departments, agencies and General Government Sector statutory authorities. The other major source of detailed information on these entities is the annual report required to be prepared by each entity (2017-18 Annual Reports will be available by 31 October 2018).

Budget Paper No 2 comprises two volumes and three separate parts that reflect the differing nature of entities within the General Government Sector:

Part 1 includes Government departments, such as the Department of Communities Tasmania and the Department of Education;

Part 2 includes Parliamentary agencies, such as the House of Assembly and the Legislative Council, and other independent entities, such as the Tasmanian Audit Office and the Office of the Ombudsman; and

Part 3 includes other statutory authorities within the General Government Sector, such as the State Fire Commission and TasTAFE.

This Budget Paper does not provide information on government businesses. Information on these entities is available in each entity’s annual financial report.

Some of the information presented in this Budget Paper is provided on a Ministerial Portfolio basis. Appendix 1.1 to this chapter includes a summary of current Ministerial Portfolio responsibilities.

2018-19 BUDGET AGENCY PRESENTATION ISSUES Information is provided in this chapter to highlight important matters to be taken into account when reviewing the information provided in this Budget Paper. These matters primarily relate to changes that have occurred in the presentation of agency information since the 2017-18 Budget. Comprehensive information on the Tasmanian Government financial management framework, the annual Budget process and the presentation of Budget Paper information is provided in the Guide to the Budget available at www.treasury.tas.gov.au.

Presentational and other matters highlighted in this chapter are:

changes to the structure of agencies made since the 2017-18 Budget;

presentation of agency 2018-19 Budget key deliverables information;

presentation of the Government’s 2018 election commitments;

presentation of agency performance information;

implementation of the new Budget Information Management System;

presentation of agency indexation in the 2018-19 Budget and Forward Estimates; and

the future implementation of the new Financial Management Act 2016.

Introduction 5

2018-19 Budget Agency Restructures

Establishment of the new Departments of Communities Tasmania and Health

On 20 March 2018, the State Government announced that, effective from 1 July 2018, the Department of Communities Tasmania would be established through the amalgamation of the former Department of Health and Human Services and part of the Department of Premier and Cabinet. The establishment of the new Department of Communities Tasmania will result in the Department of Health and Human Services ceasing to exist on 30 June 2018. A number of the existing Department of Health and Human Services Outputs will transfer to the new Department of Communities Tasmania and remaining Outputs will transfer to the new Department of Health. Corporate and support services for the Department of Communities Tasmania will continue to be delivered by the Department of Health. The Department of Health and Human Services’ Output Groups have been allocated to the respective new Departments as follows:

Output Group 1 - Health Services System Management has been reallocated to the Department of Health;

Output Group 2 - Tasmanian Health Service has been reallocated to the Department of Health;

Output Group 3 - Statewide Services has been reallocated to the Department of Health;

Output Group 4 - Human Services System Management has been renamed Output Group 4 - Housing Services System Management, and has been reallocated to the Department of Communities Tasmania;

Output Group 5 - Human Services has been split in two and renamed Output Group 5 - Housing Services and Output Group 6 - Disability Services and Community Development. Both have been reallocated to the Department of Communities Tasmania;

Output Group 6 - Children Services System Management has been renamed Output Group 1 - Children Services System Management, and has been reallocated to the Department of Communities Tasmania;

Output Group 7 - Children Services has been renamed Output Group 2 - Children Services, and has been reallocated to the Department of Communities Tasmania; and

Output Group 8 - Independent Children’s and Young Persons’ Review Service has been renamed Output Group 3 - Independent Children's and Young Persons’ Review Service, and has been reallocated to the Department of Communities Tasmania.

In addition to the above restructure, the following Output Groups have been reallocated from the Department of Premier and Cabinet:

Output Group 6 - Community, Sport and Recreation has been reallocated to Output Group 6 - Disability Services and Community Development in the Department of Communities Tasmania; and

Output Group 7 - Safe Homes, Safe Families has been created within the Department of Communities Tasmania. This Output has been created to separate Tasmania’s Family Violence Action Plan functions. This was formerly within the Department of Premier and Cabinet’s Output Group 1 - Support for Executive Decision Making.

Administrative Arrangements Order 2018

The allocation of Agency Outputs to Ministerial Portfolios included in this Budget Paper reflects the structure of the Tasmanian Government under the Administrative Arrangements Order 2018.

6 Introduction

Agency Key Deliverables

The information provided in this Budget Paper on agency key deliverables reflects important information on the initiatives announced by the Government in this Budget together with other high priority initiatives being undertaken by agencies over the Budget and Forward Estimates period. These other high priority initiatives have either been funded by the Government in recent previous Budgets or are being funded by agencies from within existing resources. The Key Deliverables table can include a combination of recurrent and capital initiatives; totals are therefore not provided. The Policy and Parameter table in chapter 4 of The Budget Budget Paper No 1 provides information on the specific new policy initiatives in this Budget.

Summary of Government 2018 Election Commitments

Implementation of all of the Government’s 2018 election commitments represents the foundation of the 2018-19 Budget. All of the Government’s 2018 election commitments have been fully funded in the 2018-19 Budget and Forward Estimates in accordance with proposed timeframes. This new funding has been allocated in the context of the ongoing achievement of all elements of the Government’s established Fiscal Strategy. This includes the achievement of Net Operating Balance surpluses in every year of the Budget and Forward Estimates period and remaining Net Debt free (ie. holding positive net cash and investments). The table below presents the Government’s 2018 election commitments in accordance with its Financial Policy document issued during the course of the election process.

Table 1.1: Government 2018 Election Commitments (Recurrent) 2017-18 2018-19 2019-20 2020-21

$m $m $m $m

Expenditure Commitments

Health .... 21.2 34.6 53.2

Education and Skills .... 10.0 21.0 29.6

Police, Fire and Emergency Management .... 4.5 7.8 11.4

Primary Industries .... 4.1 7.3 8.0

Human Services .... 9.2 9.4 9.1

Parks and Environment .... 1.1 1.9 1.9

Tourism and Hospitality .... 8.4 7.1 5.9

Sport and Recreation .... 11.8 5.4 1.8

Regional Grants 10.0 11.4 .... .... Roads and Transport .... 1.1 1.2 1.3

Other .... 8.0 3.7 3.0

10.0 90.8 99.4 125.2

Revenue Commitments

Tax Policies - net impact 2.0 13.0 7.5 8.1

Increased Commonwealth Activity Based Funding Revenue .... (2.2) (5.7) (13.1)

2.0 10.8 1.8 (5.0)

Total 12.0 101.6 101.2 120.2

Introduction 7

Information in this table is not directly comparable with the presentation and classification of information in Table 4.5: Policy and Parameter Statement, 2017-18 to 2021-22 in chapter 4 of The Budget Budget Paper No 1. This is for a number of presentational reasons including:

recurrent expenditure impacts are presented in the Policy and Parameter Statement on a gross basis with offsetting revenues or savings, that were outlined in the Government’s Financial Policy document, being addressed on a separate basis;

the focus of the Government’s Financial Policy document and the information presented in Table 1.1 is on key policy areas rather than being directly aligned with specific government agencies. Information on election commitments on an agency basis is available in agency chapters of this Budget Paper;

the 2018-19 Budget is presented on the basis of a new agency structure with the creation of the new Department of Communities Tasmania and Department of Health. There has been a transfer of responsibilities and initiatives from the previous Department of Health and Human Services and the Department of Premier and Cabinet, to these new agencies;

general changes in the level of taxation estimates are parameter variations for the purposes of the Policy and Parameter Statement. Current estimates of the revenue impact of all taxation related election commitments have been included as parameter adjustments across the 2018-19 Budget and Forward Estimates. Further information on the Government’s taxation reforms can be found in chapter 12 of this Budget Paper; and

other matters such as the classification of commitments as policy or parameter, capital or recurrent and the appropriate accounting treatment.

All of the Government’s infrastructure and equity contribution election commitments have been incorporated in the 2018-19 Budget and Forward Estimates, in accordance with the Government’s relevant policy statements. Election commitment equity contributions include the provision of funding to Metro Tasmania Pty Ltd to support the establishment of a Derwent River ferry service and a single ticket system, Tasmanian Irrigation Pty Ltd for tranche 3 irrigation schemes and the energy on farms initiative; and to Taswater to support its 10 year capital program. Information on election commitments is also available in agency chapters of this Budget Paper. Information on the Government’s total infrastructure investment program can be found in chapter 6 of The Budget Budget Paper No 1.

Agency Performance Information

The public presentation of agency performance information is important in assisting an open and transparent assessment of agency expenditure of funding provided through the Budget process. Agencies continually review performance measures based on a number of factors including national approaches to performance measurement, the availability of information and the changing nature of services. This leads to changes in the performance information for some agencies between Budgets.

It should also be noted that the timing of the annual Budget process does not lend itself to the presentation of the most recent agency performance information. Due to the presentation of the 2018-19 Budget in June 2018, actual results are not available for 2017-18 and it is some time since the data for the previous financial year was published in agency annual reports or in national reporting documents. The 2018-19 Budget Papers therefore present two years of actual information (2015-16 and 2016-17) and two years of targets (2017-18 and 2018-19). The presentation of performance information in the Budget Papers is subject to ongoing review.

8 Introduction

Agencies will next report on performance information in their 2017-18 Annual Reports, due to be available by 31 October 2018.

Budget Information Management System Project

In April 2018, the Department of Treasury and Finance’s new Budget Information Management System commenced operation. As such, the 2018-19 Budget is the first Budget that has been prepared using the new system and follows extensive planning, development and implementation work that has been undertaken over a number of years.

BIMS replaced the previous Budget Management System which had been used to prepare the Budget for over 20 years. BIMS is utilising contemporary technology to support the development and management of the State Budget by Treasury and agencies. The development of BIMS will eliminate the risks associated with the operation of a legacy system and provide opportunities to improve Budget processes and be more responsive to changing Budget requirements. This includes the commencement of the operation of the new Financial Management Act on 1 July 2019. Over the next 18 months, the final phases of the BIMS Project will be undertaken, with a focus on improving useability features, including reporting and identifying process efficiencies which will be supported by the new system.

Indexation of Agency Budget Estimates

The commencement of the operation of BIMS has required the implementation of a number of transitional arrangements relating to the preparation of the 2018-19 Budget. While most of these arrangements have been administrative in nature and have had no impact on the presentation of Budget information, there has been a requirement to change the approach to the presentation of agency indexation funding for the purposes of the 2018-19 Budget. Indexation represents the increase in funding allocated to agencies to provide for base price increases in salary and non-salary costs.

The key elements of this transitional change to the presentation of agency indexation are detailed below:

all indexation relating to agency funding detailed in the 2017-18 Revised Estimates Report (including December Quarterly Report) is reflected in individual agency Budget Estimates;

all indexation relating to new agency funding provided subsequent to the 2017-18 Revised Estimates Report (including December Quarterly Report), including that related to additional funding provided in the 2018-19 Budget, is reflected in a general indexation provision included in Finance-General; and

following the commencement of the 2018-19 Budget year, the indexation funding included within the Finance-General provision will be allocated to individual agencies.

It is emphasised that the transitional presentation of indexation in this manner has no impact on the level of the key fiscal measures presented in The Budget Budget Paper No 1. The provision for agency indexation in Finance-General is $25 million over the 2018-19 Budget and Forward Estimates period and this has been fully reflected in all General Government Sector Budget Estimates calculated.

Introduction 9

Financial Management Act Implementation

The Financial Management Act was passed by Parliament during 2016 and will replace the existing Financial Management and Audit Act 1990 and the Public Account Act 1986. The Act represents a further major step in an ongoing reform to Tasmania’s financial management framework.

The commencement of the FMA is now scheduled for 1 July 2019. The implementation of the FMA has been delayed to ensure that a comprehensive process of engagement with all affected stakeholders is able to be undertaken prior to its implementation. This recognises that the implementation of the provisions of the FMA will result in substantive change to long established processes and presentation practices and that it is therefore important that all affected stakeholders have a good understanding of how they will be affected by these changes.

The 2019-20 Budget will be presented in accordance with the provisions of the FMA. This will result in changes to the presentation of some Budget information. Details of these changes will be included in the 2019-20 Budget Papers and the Guide to the Budget, and will be supported by additional explanatory material.

10 Introduction

CONVENTIONS The information presented in the Budget Papers has been prepared taking into account the following conventions.

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

The notation used in the Budget Papers is as follows:

na not available, or not applicable

…. zero, or rounded to zero

$'000 $ thousand

$m $ million

Introduction 11

APPENDIX 1.1: MINISTERIAL PORTFOLIO AND

DEPARTMENTAL STRUCTURE Table A1.1: General Government Departments Minister Portfolio Department

Hon Will Hodgman MP Premier Premier and Cabinet / Communities

Tasmania

Minister for Heritage Primary Industries, Parks, Water and

Environment

Minister for Parks Primary Industries, Parks, Water and

Environment

Minister for Tourism, Hospitality and

Events

Tourism Tasmania / State Growth

Minister for Trade State Growth

Hon Jeremy Rockliff MP Deputy Premier

Minister for Education and Training Education / State Growth / TasTAFE

Minister for Infrastructure State Growth

Minister for Advanced Manufacturing

and Defence Industries

State Growth

Hon Elise Archer MP Attorney-General Justice Minister for the Arts State Growth Minister for Corrections Justice Minister for Environment Primary Industries, Parks, Water and

Environment / Premier and Cabinet Minister for Justice Justice

Hon Guy Barnett MP Minister for Building and Construction Justice

Minister for Energy State Growth / Treasury and Finance

Minister for Resources State Growth / Justice

Minister for Veterans’ Affairs Communities Tasmania Hon Sarah Courtney MP Minister for Primary Industries and Water

Primary Industries, Parks, Water and

Environment Minister for Racing Primary Industries, Parks, Water and

Environment

Hon Michael Ferguson MP Minister for Health Health

Minister for Police, Fire and Emergency

Management Police, Fire and Emergency Management

Minister for Science and Technology State Growth / Premier and Cabinet

Hon Peter Gutwein MP Treasurer Treasury and Finance / Justice

Minister for Local Government Premier and Cabinet / Primary Industries,

Parks, Water and Environment

Minister for State Growth State Growth

12 Introduction

Table A1.1: General Government Departments (continued) Minister Portfolio Department

Hon Roger Jaensch MP Minister for Housing Communities Tasmania

Minister for Human Services Communities Tasmania

Minister for Planning Justice / Treasury and Finance

Hon Jacquie Petrusma MP Minister for Aboriginal Affairs Communities Tasmania / Primary

Industries, Parks, Water and

Environment

Minister for Disability Services and

Community Development

Communities Tasmania

Minster for Sport and Recreation Communities Tasmania

Minister for Women Communities Tasmania

General Government Sector Authorities

These Statutory Authorities are established under specific legislation, which defines the purpose of the authority and the general functions for which it is responsible.

Table A1.2 identifies the current Ministerial portfolio allocations for the General Government Sector Authorities.

Table A1.2: General Government Sector Authorities Statutory Authority Portfolio Minister Portfolio Department

Inland Fisheries Service Hon Sarah Courtney MP Primary Industries, Parks, Water and

Environment

Marine and Safety Tasmania Hon Jeremy Rockliff MP State Growth

Royal Tasmanian Botanical Gardens Hon Will Hodgman MP Primary Industries, Parks, Water and

Environment

State Fire Commission Hon Michael Ferguson MP Police, Fire and Emergency Management

TasTAFE Hon Jeremy Rockliff MP State Growth

Communities Tasmania 13

2 DEPARTMENT OF

COMMUNITIES TASMANIA

AGENCY OUTLINE The Department of Communities Tasmania is responsible for delivering integrated services that maintain and improve the wellbeing of Tasmanians and reports to the Minister for Human Services and Minister for Housing, Hon Roger Jaensch MP; the Minister for Sport and Recreation, Minister for Disability Services and Community Development, Minister for Aboriginal Affairs and Minister for Women, Hon Jacquie Petrusma MP; the Minister for Veterans’ Affairs, Hon Guy Barnett MP; and the Premier, Hon Will Hodgman MP.

The 2018-19 Budget is the first Budget for the Department of Communities Tasmania, which comes into effect on 1 July 2018. Details regarding the restructure are included in this chapter and chapter 1 of this Budget Paper.

Service delivery is achieved through direct provision of services by the Department or through service agreements or contracts with provider organisations.

The principal responsibilities of the Department include:

funding a range of accommodation and support services aimed at enhancing the quality of life for people with disability as well as support and assistance through the National Disability Insurance Scheme;

statutory responsibilities for vulnerable children and young people in relation to child protection and youth justice;

funding a wide range of community services for children and their families, including early intervention, and family support services;

delivering and funding secure, affordable housing and support to low income Tasmanians, as well as accommodation and support for people experiencing homelessness;

developing and supporting opportunities for all Tasmanians to participate in community life, sport and recreation;

working closely with peak bodies and stakeholders across all population groups including youth, older people, the multicultural community, veterans and the LGBTI community to enhance access and participation;

improving social, cultural and economic outcomes for Tasmanian Aboriginal people and promoting greater understanding and acceptance of Aboriginal culture;

contributing to the development and implementation of policy that increases economic security, leadership and recognition, safety, health and wellbeing and gender equity for women and girls;

facilitating the coordinated whole-of-government response to family violence in Tasmania; and

14 Communities Tasmania

supporting and acknowledging the role of Tasmanian veterans and ex-serving personnel through policy advice, liaison with ex-service organisations, coordination of Armistice Centenary activities and delivery of the Teddy Sheean grant program.

The Department also provides administrative support to the Tasmanian Community Fund and the ANZAC Day Trust which are separately accountable and report directly to the Parliament of Tasmania.

This chapter provides the Department's financial information for 2018-19 and over the Forward Estimates period (2019-20 to 2021-22). Further information about the Department is provided at www.dhhs.tas.gov.au (Human Services) and www.dpac.tas.gov.au (Community, Sport and Recreation). From 1 July 2018, information will be available at www.communities.tas.gov.au.


KEY DELIVERABLES Table 2.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables within the Department.

Table 2.1: Key Deliverables Statement

2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000

Election Commitments

Children’s Services

Ashley Youth Detention Centre Redevelopment 1 000 3 000 3 300 ....

Extending Out of Home Care to 21 1 000 1 000 1 000 ....

Intensive Family Engagement Services 2 000 2 300 3 200 ....

Out of Home Care - additional support 6 000 6 000 6 000 6 000

Out of Home Care - continuing Learning Incentive 350 350 500 ....

Strengthening the permanency of placement process 300 300 300 ....

Support for Young People Exiting Care 50 50 50 ....

Youth at Risk Strategy 670 670 670 ....

Community Development - Policy Advice

Active Ageing Plan (COTA)1 195 195 195 ....

Foodbank 250 250 250 ....

I Care Booklet Funding 20 20 .... ....

Increased Core Funding for Neighbourhood Houses 1 605 1 645 1 686 1 720

Increased Core Funding to peak bodies 258 276 294 312

Mobile Food Vans 60 60 60 ....

Produce to the People2 25 25 25 ....

Secondbite 150 150 150 ....

Seniors Week Funding1 106 106 106 106

Supporting our Men's Sheds - Grant Program 125 125 125 ....

TasCOSS - 10-year Community Sector Industry Development Plan 175 175 .... ....

Community Services

Elder Abuse Prevention Strategy1 150 150 150 ....

Joined Up Human Services Project 500 500 .... ....

Karinya Mums and Bubs 200 200 200 ....

Neighbourhood House Capital Improvement Funding 500 500 500 500

Neighbourhood House Security Upgrade Funding 75 75 .... ....

Disability Services

Autism Cooperative Research Centre 50 50 50 ....

Autism Spectrum Disorder Diagnostic Services 100 100 100 ....

National Disability Services Funding 200 200 200 ....


Table 2.1: Key Deliverables Statement (continued)

2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000

Housing Services

Affordable Housing Strategy Stage II 25 000 25 000 25 000 25 000

Housing and Accommodation Support Initiative 500 500 .... ....

Safe Homes, Safe Families Action Plan Against Sexual Violence 200 .... .... ....

Project O 150 150 150 ....

Safe Homes, Safe Families - additional funding .... 6 000 6 000 6 000

Safe Homes, Safe Families - funding to meet increased demand 750 750 .... ....

Sport and Recreation

Basketball Tasmania 250 250 .... ....

Big Bash League Support 200 .... .... ....

Cricket Tasmania Funding 240 .... .... ....

Hobart Aquatic Centre - Hydrotherapy Pool 3 000 .... .... ....

Indoor Multi-sports Facility - Southern Tasmania 1 000 1 000 8 000 ....

Levelling the Playing Field - funding to improve women's sports facilities 5 000 5 000 .... ....

Netball Tasmania 250 250 250 ....

North Hobart Football Club - Infrastructure Grant 300 .... .... ....

Northern Tasmania Tennis Centre .... 1 000 1 000 ....

Physical Disability Sports 50 50 50 ....

Regional and Community Election Commitments 10 618 470 310 235

State Grants Program 300 300 300 300

Surf Life Saving Support - Carlton Park 50 60 140 ....

Surf Life Saving Tasmania 440 440 450 450

Tasmanian Christmas Carnival Investment 200 200 200 ....

Ticket to Play - supporting sport participation 3 000 .... .... ....

Veterans Golf Championship 15 .... .... ....

Veterans’ Affairs

Active Recreation Program 75 75 75 ....

Armistice Events3 50 .... .... ....

Continue the Frank MacDonald Memorial Prize and Study Tour3 135 135 135 135

Defence Force Veterans Time Out Workshop 15 15 15 ....

RSL project funding 50 50 50 ....

Support for clubs and RSLs - skill development 200 200 200 200

Tasmanian Headstone Project 40 .... .... ....

Teddy Sheean Grant Program 100 100 100 ....



2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000

Other Initiatives4

Affordable Housing Strategy Stage 1 20 000 .... .... ....

Building a Joined Up Human Services Support System 350 .... .... ....

Children, Young People and Families Investment 120 .... .... ....

Circular Head Community Wellbeing Centre5 .... .... 3 500 ....

Community Participation and Appeals Fund 180 .... .... ....

Devonport Golf Club5,6 1 400 700 .... ....

Dial Regional Sports Complex Upgrade5,6 .... …. 3 500 ....

Equal Remuneration Order Costs 31 786 34 409 36 929 36 929

Federation of Ethnic Communities’ Councils of Australia Congress 50 .... .... ....

Foodbank 100 100 100 ....

Football Federation of Tasmania 300 300 300 ....

Grassroots Australian Rules Football 500 500 .... ....

Moonah Youth Facility 800 800 800 800

Multicultural Events - Population Growth Strategy7 .... .... .... ....

National Disability Insurance Scheme 61 338 56 900 42 645 43 711

Oatlands Swimming Pool 800 400 .... ....

On Island Support for Refugees including the Safe Haven Hub 540 240 .... ....

Our Watch 22 .... .... ....

Out of Home Care - Additional Support 6 750 7 100 7 100 7 100

Resetting the Relationship with the Tasmanian Aboriginal

Community 250 250 .... ....

Safe Homes, Safe Families3 .... .... .... ....

Safe Homes, Safe Families - Tasmania’s Family Violence Action Plan 6 498 .... .... ....

Sheffield Family Support8 63 .... .... ....

Strong Families, Safe Kids 4 322 4 098 3 898 ....

Volunteering Tasmania - EV CREW 50 50 50 ....

Youth Justice - Save the Children Bail Program and Post-Detention

Transition Program 600 600 600 600

Notes: 1. Included in the Government’s Supporting our Seniors policy. 2. An additional $100 000 is provided to Produce to the People over four years from 2018-19, as part of the Regional and

Community Election Commitments, to develop and maintain its micro greens social enterprise. 3. These initiatives are to be funded from existing Budget resources. 4. These initiatives are described in the 2017-18 Budget Papers for the Department of Health and Human Services and the

Department of Premier and Cabinet. 5. To be paid as a grant to relevant local government entity. 6. To be matched by Australian Government funding. 7. Multicultural Events - Population Growth Strategy will be funded from existing allocated funds held by the

Department of State Growth over the Budget and Forward Estimates period. 8. Additional funding for this initiative is being provided in 2018-19 as part of the Regional and Community Election Commitments.


Children’s Services

Ashley Youth Detention Centre Redevelopment

Funding of $7.3 million over three years has been allocated for a major redesign and upgrade to the AYDC facility to make it fit for purpose, and continue to improve the model of care, as part of a modern, integrated statewide therapeutic youth justice model.

Extending Out of Home Care to 21

Funding of $3 million over three years is provided to support young people transitioning from Out of Home Care, providing extended care for young people between 18 and 21 years of age.

Intensive Family Engagement Services

Additional funding of $7.5 million over three years has been allocated to build on the intensive family engagement services that are currently delivered by community sector organisations. This funding will extend these services to more families.

Out of Home Care - additional support

Funding of $6 million per annum is provided to the Child Safety Service to employ additional Child Safety Officers and other front line staff, continue to support the implementation phase of the child protection redesign, and support vulnerable children with very complex needs in Out of Home Care.

Out of Home Care - continuing Learning Initiative

Funding of $1.2 million over three years is allocated for a new foster care allowance program to improve secondary levels of education and training.

Strengthening the permanency of placement process

Funding of $900 000 over three years has been allocated to improve processes and systems for the transfer of guardianship and adoption. This 2018 election commitment aims to ensure there is earlier decision making in the lives of children to prevent the need for multiple foster care homes and promote stability for children at risk.

Support for Young People Exiting Care

Additional funding of $150 000 over three years has been allocated for the CREATE Foundation Tasmania to support young people leaving the Out of Home Care system. This funding will be used for both the distribution of Go Your Own Way kits to young people leaving OOHC and the delivery of additional Your Future workshops, camps and roundtable events.

Youth at Risk Strategy

Additional funding of $2 million over three years is provided to further support the Youth at Risk Strategy (within the Whole-of-Government Youth at Risk Strategy), including Individualised Case Management, where at-risk young people will receive a targeted therapeutic response. This includes an ongoing relationship with a support worker who will assist as they connect into relevant support and accommodation services.



Active Ageing Plan (COTA)

Funding of $585 000 over three years will be provided to COTA (Council on the Ageing Tasmania) to implement initiatives under the Active Ageing Plan as part of the Government’s Strong, Liveable Communities: Tasmania’s Active Ageing Plan 2017-2022. This plan is a comprehensive whole of government strategy for older Tasmanians.

Foodbank

This 2018 election commitment will increase core funding to Foodbank by $750 000 over three years. This is in addition to $400 000 over four years announced in the 2017-18 Budget.

I Care Booklet Funding

Funding of $40 000 over two years has been allocated to Carers Tasmania towards the “I Care” resource to allow 10 000 booklets to be provided to carers, containing health and care related information.

Increased Core Funding for Neighbourhood Houses

Additional funding of $6.7 million over four years has been allocated to ensure the future viability of the Tasmanian Neighbourhood House network and to ensure Neighbourhood Houses continue to provide opportunity for people to be part of their own solution. This increase to core funding of $45 000 per annum, per house, will provide each Neighbourhood House with two full time equivalent staff. In addition, for the first time, King Island’s Phoenix House will be recognised as a Remote Community Neighbourhood House, receiving ongoing funding of $120 000 per annum.

Increased Core Funding to peak bodies

This 2018 election commitment will increase core funding to existing peak bodies previously funded by the Department of Premier and Cabinet. These peak bodies include Youth Network of Tasmania, the Council on the Ageing, Volunteering Tasmania and the Multicultural Council of Tasmania.

Additionally, three organisations will become peak bodies in 2018-19. These organisations are Carers Tasmania, the Tasmanian Men’s Shed Association, and the Returned and Services League of Australia (Tasmania branch). These organisations will receive $110 000 per annum in core recurrent funding from 2018-19.

The additional funding is $1.1 million over four years and, for the first time, annual indexation will be applied to these peak bodies’ funding from 2019-20 onwards.

Mobile Food Vans

Additional funding of $180 000 over three years is provided to Tasmania’s three mobile food van services (Gran’s Van in Devonport, Louis’ Van in Hobart and Missionbeat in Launceston) to continue their community service of delivering hot food and warm clothing and blankets to those who are homeless.


Produce to the People

An additional $25 000 per annum in funding over three years is provided to Produce to the People to further develop and maintain core projects.

An additional $100 000 over four years is also reflected in the 2018-19 Budget as part of the Regional and Community Election Commitments, to develop and maintain its successful micro greens social enterprise.

Secondbite

A total of $700 000 over four years has been allocated to the Loaves and Fishes Tasmania Project, a partnership between the Devonport Chaplaincy, Secondbite, the Devonport Youth Accommodation facility, and the Devonport Homelessness Action Group. This social enterprise is based in Devonport and will see quality donated fresh and surplus food produce up to 12 000 nutritious ready-to-eat cooked meals to be distributed to Tasmanians doing it tough each week.

Initial funding of $250 000 was provided to the Devonport Chaplaincy in 2017-18 as part of this Project, and a further $450 000 over three years is allocated in the 2018-19 Budget to Secondbite.

Seniors Week Funding

Funding of $106 000 per annum will be provided to COTA for the next four years to fund Seniors Week.

Supporting our Men’s Sheds - Grant Program

Additional funding of $375 000 over three years is provided for a Tasmanian Men’s Shed grant fund.

TasCOSS - 10-Year Community Sector Industry Development Plan

Funding of $350 000 over two years is provided to TasCOSS to fund the development and begin the implementation of a ten year Community Sector Industry Development Plan, including regional consultations, online public consultation and an industry planning symposium.

Community Services

Elder Abuse Prevention Strategy

Additional funding of $450 000 over three years has been allocated to continue the implementation of the whole-of-government Elder Abuse Prevention Strategy, which aims to prevent elder abuse and raise awareness of the issue.

This 2018 election commitment for additional funding will provide Advocacy Tasmania with support for clients who require follow-up services after using the Tasmanian Elder Abuse Helpline, and provide funding to COTA Tasmania to implement elements of the Elder Abuse Prevention Strategy, including peer networks, the training of community staff and World Elder Abuse Awareness Day activities.

Equal Remuneration Order Costs (existing initiative)

The additional funding for the ERO is being contributed in ten instalments over nine years; 2020-21 will be year nine of the ERO additional funding. This funding will enable community sector organisations to fully meet their obligations and requirements under the Fair Work Australia ERO.


The funding supplementation for 2021-22 included in this Budget is in addition to the $185.6 million reported in the 2017-18 Budget for the first nine years of the ERO. In total, the Tasmanian Government has committed $222.5 million to funding the ERO (including 2021-22). This funding represents the total cost of the ERO in Tasmania, less contributions by the Australian Government. The Australian Government commitment is reflected in payments made to the State and paid directly to the National Disability Insurance Agency. Under the NDIS funding arrangements, a proportion of the State funded ERO will be included as part of the State contribution to the NDIS as eligible grants and clients are transitioned.

Joined Up Human Services Project

The Joined Up Human Services Project is a new way of thinking in Tasmania that works to shift entrenched poverty, helps people to move out of disadvantage by tackling the barriers they face, and helps prevent people from falling back into poverty by encouraging resilience over reliance.

The aim is to make it easier for people by telling their story just once, helping them to navigate a maze of human services in the support system, and ensure care is centred on the individual. An additional $1 million is provided as part of the 2018-19 Budget over two years to ensure more clients can be supported by a Lead Coordinator Service through the Joined Up Human Services Project.

Karinya Mums and Bubs

Funding of $600 000 over three years is provided to enable the Mums ’n’ Bubs program to continue delivering an intervention service to more young Tasmanian mothers, that includes supported accommodation with intensive wrap-around support, individualised to the needs of each family unit.

Neighbourhood House Capital Improvement Funding

Funding of $2 million over four years is provided for capital improvements to further enhance the Neighbourhood House network.

Neighbourhood House Security Upgrade Funding

Grant funding of $150 000 over two years is provided to fund security upgrades of up to $5 000 per House, to improve safety of staff, volunteers and visitors. The funding will include upgrades to lighting, alarm systems, security doors and windows, and duress alarms.

Disability Services

Autism Cooperative Research Centre

Additional funding of $150 000 over three years has been provided to extend the research partnership with the Autism CRC in establishing an autism research base in Tasmania.

Autism Spectrum Disorder Diagnostic Services

An additional $300 000 over three years has been allocated to reduce wait times for Autism Spectrum Disorder diagnostic services, allowing children with ASD, and their parents and carers, to access earlier diagnosis, assessment and support.


National Disability Services Funding

Additional funding of $200 000 per annum over three years is provided to assist the sector in meeting the required growth in workforce, skills development and strengthening quality and safety.

National Disability Insurance Scheme (existing initiative)

Based on current transition cost estimates and anticipated full scheme costs, the Department will contribute over $878.7 million in cash and in-kind contributions to the NDIS over the 2018-19 Budget and Forward Estimates period. Of this total funding contribution, $204.6 million is additional funding specifically allocated for the State Contribution to the NDIS.

Housing Services

Affordable Housing Strategy - Stage II

Tasmania’s Affordable Housing Strategy 2015-2025 sets the key outcomes to measure the success of the Government’s strategies over the next decade to improve housing affordability in Tasmania, including a decrease in the proportion of low income Tasmanians experiencing housing stress and a decrease in the proportion of Tasmanians experiencing homelessness.

Stage Two of the Affordable Housing Strategy will provide an additional 1 500 new affordable homes for Tasmanians, assisting around 2 000 households. Funding allocated is $25 million per annum over five years commencing in 2018-19. Of this, $20 million over three years will be quarantined for accessible homes for people living with disability.

Successful elements of the Affordable Housing Strategy Stage I will continue, including the Private Rental Access Program, Rapid Rehousing, Landlord Incentive and Head Leasing, as well as continuing increased support for Streets Ahead and HomeShare home ownership programs for low income Tasmanians.

Housing and Accommodation Support Initiative

Funding of $1 million over two years is provided to trial the Housing and Accommodation Support Initiative, which has been highly successful in New South Wales.

HASI will be a partnership between the Tasmanian Health Service, Housing Tasmania and Colony 47 to provide better clinical and psychosocial rehabilitation supports to Tasmanians with mental illness. This will be linked in with stable housing and supported accommodation.

Safe Homes, Safe Families

Action Plan Against Sexual Violence

This 2018 election commitment provides $200 000 in 2018-19 to comprehensively research and develop a whole-of-government Action Plan Against Sexual Violence. This plan will include a review of multi-disciplinary models operating across Australia and provide recommendations regarding the best approach for Tasmania.


Project O

Funding of $450 000 over three years is provided to deliver a family violence primary prevention project. The project will drive generational and attitude change by backing rural young women to become change-makers in their community on the North West Coast. The project will provide workshops on mentoring, leadership, empowerment and digital inclusion for at-risk young women who have experienced or witnessed family violence.

Safe Homes, Safe Families

Funding of $1.5 million over two years has been allocated to boost the existing level of funding for the Family Violence Action Plan to provide:

increased resources for the flagship Safe at Home Coordination Unit to address significant increases in demand;

an additional Safe at Home Police Prosecutor;

additional staffing and extended hours for the Family Violence Counselling and Support Service;

employment of an additional Safe at Home legal practitioner in the North West; and

employment of an additional Court Support and Liaison Officer in the South of the State.

A further $6 million per annum across the Forward Estimates period is provided to implement the Family Violence Action Plan Stage II.


Basketball Tasmania

This 2018 election commitment of $500 000 over two years will continue Basketball Tasmania’s funding to deliver school basketball clinics across the State in partnership with clubs in the South East Australian Basketball League.

Big Bash League Support

Funding of $200 000 in 2018-19 will assist Tasmania to secure two additional games in the Big Bash League to be played in Launceston and on the North West Coast. The investment to secure the new games will be subject to the expected expansion of the men’s BBL in 2018-19. The funding will be used to support operational expenditure including ambulance services, security, players’ expenses, accommodation, and assistance towards marketing and community engagement.

Cricket Tasmania Funding

Additional grant funding of $240 000 in 2018-19 will be provided to Cricket Tasmania for the development of cricket across all levels of the game in Tasmania.


Hobart Aquatic Centre - Hydrotherapy Pool

Funding of $3 million in 2018-19 is provided to construct a hydrotherapy pool at the Doone Kennedy Hobart Aquatic Centre. The Government will work with the Hobart City Council to facilitate the financing of this project.

Indoor Multi-sports Facility - Southern Tasmania

Funding of $10 million over three years has been allocated for consultation, planning, design and construction of a new multi-purpose indoor sports facility in Glenorchy. The new complex will provide fit-for-purpose, multi-use courts and sports amenities that meet current and future demands of community and elite sports participants. The multi-sport facility will cater for a wide variety of sports to be determined by extensive community consultation, for example basketball, volleyball, netball, squash, table tennis, futsal, badminton, dance, martial arts, roller derby, gymnastics and other community events.

Levelling the Playing Field - funding to improve women’s sport facilities

Funding of $10 million over two years is provided to improve girls’ and women’s participation in sport with a competitive grant program to improve female friendly sport infrastructure.

Netball Tasmania

This 2018 election commitment of $750 000 over three years will continue the partnership with Netball Tasmania to support the administration and development of grassroots netball and the elite development of netball in Tasmania.

North Hobart Football Club - Infrastructure Grant

This 2018 election commitment of $300 000 in 2018-19 will support the planned infrastructure upgrades at the North Hobart Oval. The upgrades will provide a new kiosk cool room and bar serving area, a roof built over the wet area and upgrades to the media and coaches tower to create a modern AFL-compliant facility. The new coaches and media box will also allow AFL-W matches to be played at North Hobart Oval.

Northern Tasmania Tennis Centre

The Government has committed $2 million towards new facilities at the Northern Regional Tennis Centre. This funding represents the State’s contribution to the $4 million project, and is contingent on the project attracting the remaining funding from both the Australian and local governments.

Physical Disability Sports

Funding of $50 000 per annum over three years will be provided to Paraquad to support participation in sports for Tasmanians with physical disability.

Regional and Community Election Commitments

Funding of $11.6 million has been provided for a range of important community programs. The majority of the funding ($10.6 million) will be provided in 2018-19.

This includes funding of $145 000 per annum for four years for the continuation of the Kentish Family Support Service.


State Grants Program

Additional funding of $300 000 per annum for four years has been allocated for the State Grants Program which provides grants of up to $60 000 to state sporting organisations, state disability sporting organisations, state active recreation providers and state sector service providers. These grants enable organisations to administer, develop or promote their sport, active recreation or service in Tasmania.

Surf Life Saving Support - Carlton Park

Funding of $250 000 over three years has been allocated to provide the Carlton Park Surf Life Saving Club with infrastructure upgrades. These upgrades will include the addition of disability access and a lifesaving patrol tower.

Surf Life Saving Tasmania

Funding of $1.8 million over four years is provided to Surf Life Saving Tasmania to increase beach patrols to support surf rescue and to educate the public on water safety.

Tasmanian Christmas Carnival Investment

Funding of $600 000 over three years is provided to the Sports Carnivals Association of Tasmania to promote the series and support the operation of the carnivals.

Ticket to Play - supporting sport participation

Funding of $3 million in 2018-19 has been allocated for Ticket to Play, the first sports voucher system for young Tasmanians. Vouchers up to $100 will be available to eligible Tasmanians aged five to 17, to go towards sporting club memberships as part of this pilot project.

Veterans Golf Championship

The Government will provide $15 000 in 2018-19 towards the Australian Veterans Golf Championships. These are an annual national event sanctioned and promoted by the Australian Veterans Golfers Union and hosted by the selected State. The Tasmanian Veterans Golfers Union will host the 2019 Championship in Launceston.

Veterans’ Affairs

Active Recreation Program

In partnership with the Parks and Wildlife Service, the Government will provide $225 000 over three years to implement an active recreation program in Tasmania’s National Parks for returned service personnel.

The Program will go to tender, with a requirement to involve ex-serving personnel in the development and delivery of the program, with a focus on mental health and wellbeing, and links to pathways to training and employment in outdoor education and eco-tourism.


Armistice Events

The 100th anniversary of the Armistice, which ended the First World War, will be commemorated in November 2018. To support local events, the Government will allocate $50 000 from existing Budget resources to the Returned and Services League of Australia (Tasmania Branch) to ensure this important anniversary is appropriately celebrated.

Continue the Frank MacDonald Memorial Prize and Study Tour

Funding of $135 000 per annum is provided from existing Budget resources to continue the Frank MacDonald Memorial Prize and Study Tour. The Frank MacDonald Memorial Prize is named in honour of Tasmania’s last surviving World War One veteran. The Prize provides students with the opportunity to take part in a 10-day study tour of the Western Front in France and Belgium.

Defence Force Veterans Time Out Workshop

Funding of $45 000 over three years has been allocated to provide ongoing support towards the drop-in centre and workshop at Dowsings Point for all veterans and current serving defence personnel.

RSL project funding

Funding of $150 000 over three years will provide the Returned and Services League of Australia (Tasmania Branch) with project funding for special projects on top of core funding to assist the organisation in becoming the peak body for veterans in Tasmania.

Support for clubs and RSLs - skill development

Funding of $800 000 over four years has been allocated to provide a dedicated resource to support community clubs in the hospitality industry (Tasmania’s clubs, sports clubs and RSLs), including assistance in administrative processes, social media engagement and skill development.

Tasmanian Headstone Project

Funding of $40 000 is provided in 2018-19 to support the Tasmanian Headstone Project. This project aims to install a gravestone and plaque on the unmarked graves of all World War One veterans who died after they returned to Tasmania from the war, and who are buried in unmarked graves.

Teddy Sheean Grant Program

Funding of $300 000 over three years is provided to establish a grant fund for small infrastructure repairs and maintenance, and equipment purchases for the RSLs and other veterans’ organisations in Tasmania. This funding will also provide for war memorial construction, and repairs and maintenance to existing memorials.


OUTPUT GROUP RESTRUCTURE On 20 March 2018, the State Government announced that effective from 1 July 2018, the Department of Communities Tasmania will be established through the amalgamation of part of the Department of Health and Human Services and part of the Department of Premier and Cabinet. The establishment of the new Department will result in the Department of Health and Human Services ceasing on 30 June 2018. The remaining Outputs not transferred to the new Department will form the new Department of Health. Corporate and support services for the Department of Communities Tasmania continue to be delivered by the Department of Health.

In accordance with the establishment of the new Department, the Department of Health and Human Services’ Output Groups have been allocated to the Departments as follows:

Output Group 1 - Health Services System Management has been reallocated to the Department of Health.

Output Group 2 - Tasmanian Health Service has been reallocated to the Department of Health.

Output Group 3 - Statewide Services has been reallocated to the Department of Health.

The former Output Group 4 - Human Services System Management has been renamed Output Group 4 - Housing Services System Management, and has been reallocated to the Department of Communities Tasmania.

The former Output Group 5 - Human Services has been split in two and renamed Output Group 5 - Housing Services and Output Group 6 - Disability Services and Community Development. Both have been reallocated to the Department of Communities Tasmania.

Output Group 6 - Children Services System Management has been renamed Output Group 1 - Children Services System Management, and has been reallocated to the Department of Communities Tasmania.

The former Output Group 7 - Children Services has been renamed Output Group 2 - Children Services, and has been reallocated to the Department of Communities Tasmania.

The former Output Group 8 - Independent Children’s and Young Persons’ Review Service has been renamed Output Group 3 - Independent Children's and Young Persons’ Review Service, and has been reallocated to the Department of Communities Tasmania.

In addition to the above restructures, the following Output Groups have been reallocated from the Department of Premier and Cabinet:

The former Output Group 6 - Community, Sport and Recreation has been reallocated to Output Group 6 - Disability Services and Community Development in the Department of Communities Tasmania.

Output Group 7 - Safe Homes, Safe Families has been created within the Department of Communities Tasmania. This Output has been created to separate Tasmania’s Family Violence Action Plan functions. This was formerly within the Output Group 1 - Support for Executive Decision Making.


OUTPUT INFORMATION Outputs of the Department of Communities Tasmania are provided under the following Output Groups:

Output Group 1 - Children Services System Management;

Output Group 2 - Children Services;

Output Group 3 - Independent Children’s and Young Persons’ Review Service;

Output Group 4 - Housing Services System Management;

Output Group 5 - Housing Services;

Output Group 6 - Disability Services and Community Development; and

Output Group 7 - Safe Homes, Safe Families.

Table 2.2 provides an Output Group Expense Summary for the Department.


Table 2.2: Output Group Expense Summary1,2

2017-18 2018-19 2019-20 2020-21 2021-22

Forward Forward Forward

Budget Budget Estimate Estimate Estimate

$'000 $'000 $'000 $'000 $'000

Premier Output Group 7 - Safe Homes, Safe Families

7.1 Safe Homes, Safe Families - Tasmania's Family Violence

Action Plan3 8 925 7 398 6 900 6 150 6 000

8 925 7 398 6 900 6 150 6 000

Minister for Sport and Recreation

Output Group 6 - Disability Services and Community

Development

6.7 Sport and Recreation4,5 11 635 31 312 20 324 19 849 10 172

11 635 31 312 20 324 19 849 10 172

Grants and Subsidies 500 500 500 500 500 Minister for Human Services Output Group 1 - Children Services System

Management 1.1 Children Services System Management6 3 029 5 830 5 928 5 709 3 471

3 029 5 830 5 928 5 709 3 471

Output Group 2 - Children Services

2.1 Children Services7 114 216 122 738 122 619 124 701 125 482

114 216 122 738 122 619 124 701 125 482

Output Group 3 - Independent Children's and Young

Person's Review Service 3.1 Office of the Commissioner for Children and Young

People 928 1 208 1 221 1 236 1 292

928 1 208 1 221 1 236 1 292


Development

6.1 Community Services 25 730 29 710 29 702 29 471 30 990

25 730 29 710 29 702 29 471 30 990 Minister for Aboriginal Affairs Output Group 6 - Disability Services and Community

Development 6.4 Aboriginal Affairs8 1 565 1 301 1 309 1 076 1 095

1 565 1 301 1 309 1 076 1 095


Table 2.2: Output Group Expense Summary (continued)1,2 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Minister for Women


Development

6.5 Women's Policy9 572 532 539 551 564

572 532 539 551 564

Minister for Housing Output Group 4 - Housing Services System

Management 4.1 Housing Services System Management10 4 497 4 244 4 043 3 982 4 132

4 497 4 244 4 043 3 982 4 132

Output Group 5 - Housing Services 5.1 Housing Services11 131 961 136 314 136 920 138 386 137 882

131 961 136 314 136 920 138 386 137 882

Capital Investment Program12 2 325 7 631 .... .... ....

Special Capital Investment Funds 1 236 1 053 1 085 1 118 1 128

Minister for Disability Services and Community

Development Output Group 6 - Disability Services and Community

Development 6.2 Disability Services13 231 287 285 834 238 172 227 797 229 816 6.3 Community Development - Policy Advice and Ongoing

Community Development14 10 831 17 855 13 171 12 329 10 831

242 118 303 689 251 343 240 126 240 647

Grants and Subsidies 6 420 6 503 6 588 6 674 6 674


Table 2.2: Output Group Expense Summary (continued)1,2 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Minister for Veterans' Affairs


Development

6.6 Veterans’ Affairs15 2 087 734 597 601 365

2 087 734 597 601 365

TOTAL 557 744 660 697 589 618 580 130 570 394

Notes: 1. Agency estimates do not include the indexation impact of any variations to agency expenditure that have been made since the

finalisation of the Revised Estimates Report 2017-18 (including December Quarterly Report). For further information see chapter 1 of this Budget Paper.

2. Following a review of Output Groups, further structural changes to Outputs may be implemented in 2018-19. 3. The decrease in Safe Homes, Safe Families - Tasmania’s Family Violence Action Plan in 2018-19 reflects the funding profile in

2017-18 as a result of the Government’s commitment to funding the Family Violence Action Plan. Total funding of $25.6 million was a time limited election commitment announced in 2014-15. Additional funding of $6 million per annum has been allocated from 2019-20 in the 2018-19 Budget.

4. The increase in Sport and Recreation in 2018-19 reflects additional funding provided for 2018-19 election commitments including Levelling the Playing Field, Ticket to Play, Hobart Aquatic Centre - Hydrotherapy Pool, and Regional and Community Election Commitments.

5. The decrease in Sport and Recreation in 2021-22 reflects the completion of one-off projects including the Circular Head Community Wellbeing Centre and the Dial Regional Sports Complex.

6. The movement in Children Services System Management primarily reflects a redistribution of overhead allocations across the Department’s outputs.

7. The increase in Children Services primarily reflects additional funding provided in the 2018-19 Budget including Out of Home Care - Additional Support, Intensive Family Engagement Services and Extending Out of Home Care to 21.

8. The decrease in Aboriginal Affairs in 2018-19 reflects cessation of one-off funding provided to the Aboriginal Land Council Tasmania in 2017-18.

9. A commitment has been made to continue the Tasmanian Government Board Diversity Scholarship Program for another four years, with funding of $50 000 per annum to be reallocated during 2018-19.

10. The movement in Housing Services System Management primarily reflects a redistribution of allocations across the Department. 11. The increase in Housing Services primarily reflects revisions to rental receipts and anticipated Housing Tasmania stock profiles. 12. The movement in the Capital Investment Program primarily reflects the timing of un-capitalised expenditure associated with the

CIP. Further details are provided in the SCIF and CIP section of this chapter. 13. The movement in Disability Services primarily reflects Tasmania’s contribution towards the NDIS and Australian Government

funding during the NDIS transition as specified in the Bilateral Agreement. The decreases from 2019-20 reflect the cessation of the Disability Specific Purpose Payment; the expiry of the NPA on Pay Equity for the Social and Community Services Sector; and cessation of funding from the Australian Government under the transition to the NDIS for older people in specialist disability services provided by the State. From 1 July 2019, all people in specialist disability services will have transitioned to the NDIS.

14. The movement in Community Development primarily reflects additional funding provided for under 2018-19 election commitments including Regional and Community Election Commitments, A hand up for Tasmanians in need policy (incorporating increased core funding to peak bodies and neighbourhood houses), Supporting our Men’s Sheds, Supporting our Seniors and Youth at Risk Strategy.

15. The decrease in Veterans’ Affairs in 2018-19 reflects the completion of the Hobart Pedestrian Bridge project.


Output Group 1: Children Services System Management

1.1 Children Services System Management

This Output provides a number of complementary functions including the provision of support for corporate services, policy, planning, regulation, funding, monitoring and service improvement across children services. This Output also provides support to the Secretary in establishing Output priorities.

Table 2.3 Performance Information - Output Group 1

Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Planned strategic projects with milestones achieved % 71 86 100 100

Planned regular operational performance reviews completed

addressing key issues within the remit of Children

Services1

%

100

78

100

100

Planned quality appraisals completed within relevant

timeframes1

%

100

70

100

100

Note: 1. While the performance appears to have declined for this measure, there was a significant increase in the actual number of

operational performance reviews in 2016-17 with the introduction of weekly Children Services performance meetings from around January 2017.

Performance Information Comments

Children and Youth Services has successfully completed a number of strategic projects including the CYS Practice Manual, Delegations Review, amendments to the Youth Justice Act 1997, and actions under the Tasmanian Government’s Family Violence Action Plan. The Out of Home Care Reform and Youth at Risk Projects were also completed with the release of a Strategic Plan for Out of Home Care in Tasmania 2017-2019, and a Youth at Risk Strategy. The Child Protection Redesign project, Strong Families - Safe Kids also continued to meet key deliverables.

During 2016-17, a large number of regular operational reviews were scheduled for the Child Safety Service, with the majority being completed as planned.

Quality appraisals are undertaken by staff in the Quality Improvement and Workforce Development Unit in response to practice issues arising in relation to Family Violence Services, Child Safety Protection Services, Youth Justice Services and the Ashley Youth Detention Centre. Key drivers for CYS quality work are determined by the analysis and operationalisation of recommendations coming from serious events investigative reports, auditing activities and other qualitative enquiry processes.


Output Group 2: Children Services

2.1 Children Services

This Output provides services to children, young people and their families through a range of programs including child safety services, out of home care, adoptions and permanency services, family violence counselling and support service, and community and custodial youth justice.

In August 2015, the Minister for Human Services announced a comprehensive redesign of child protection services in Tasmania; the Strong Families, Safe Kids project initiative.

Strong Families, Safe Kids is delivering a more integrated and professionally capable system for the protection of children. The redesign has increased capacity to support vulnerable families and children early and reduce the number of families entering the Child Safety System. The project’s key aims are to ease the demand for statutory responses and provide increased support for Child Safety Officers to work with children and their families.

In the 2016-17 Budget, the Tasmanian Government committed $20.6 million over four years as part of the implementation of the Strong Families, Safe Kids initiative. In the 2017-18 Budget, the Government allocated $27.5 million over four years to support the needs of children in out of home care in Tasmania. Further funding of $24 million over four years has been provided in the 2018-19 Budget to employ additional Child Safety Officers and other front line staff, continue to support the implementation phase of the child protection redesign, and support vulnerable children with very complex needs in Out of Home Care.

In August 2016 the Government committed $300,000 for a change management process at Ashely Youth Detention Centre, which focused on keeping children in the custodial youth justice environment safe, secure and well. The process included a thorough review of staffing and leadership structures, staff capability, safety, risk management, training requirements, trauma-informed care models and culture.

The outcomes of this important work will be supported by the redevelopment of the AYDC, with $7.3 million allocated in the 2018-19 Budget to assist with delivery of improved models of care.

In addition to these strategic reforms, during 2017-18, Children and Youth Services continued the reform and improvement of services through a range of priorities focused on:

Practice development, including increased resources for clinical support, and continued focus on professional supervision across all CYS project areas to further build practice leadership skills in managers;

Leadership, Workforce Development and Accountability, including the development of the CYS Workforce Recruitment, Retention, Renewal and Development Framework. The Framework focuses on building workforce capability and capacity. CYS has continued to collaborate with partners in the non-government sector and increase accountability for service delivery; and

Contributing to implementation of the Tasmanian Government’s Family Violence Action Plan, through delivery of Actions 8 and 9 on increased provision of counselling services for children and adults.



Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Children Services

Children in notifications (per 1 000 of population)2,3,4 Rate 86.4 54.5 53.0 43.0

Average daily children in active transition at Response Number 65.5 83.6 45.0 40.0

Investigation outcome determined within 28 days3 % 19.7 19.8 40.0 40.0

Children who were the subject of a substantiation

during the previous year, who were the subject of a

subsequent substantiation within 12 months3

%

24.2

23.8

17.0

15.0

Average daily children in out of home care2 Number 1 110.6 1 180.7 1 220.0 1 220.0

Children with approved case and care plans3 % 55.2 59.5 75.0 75.0

Foster care households with five or more foster

children3 % 5.0 6.6 3.9 3.0

Children in out of home care who had 3+ non-respite

placements in the last 12 months

%

4.2

4.5

4.0

3.5

Custodial Youth Justice

Average daily young people in Youth Justice detention2 Number 9.2 10.7 9.5 12.2

Distinct number of young people in Youth Justice

detention2

Number

33

65

42 60

Community Youth Justice

Average daily young people in Community Youth

Justice2 Number 229.5 198.1 200 200

Distinct number of young people in Community Youth

Justice2

Number

475

410

400 350

Community Service Orders completed before the

statutory expiry date

%

91.7

94.5

90.0 90.0

Youth Justice Community conferences held within six

weeks of receipt of referral for conference

%

84.1

85.3

87.0 90.0

Notes: 1. A range of considerations were taken into account, including the effect of the Strong Families, Safe Kids Redesign Project, when

determining targets for 2018-19. 2. The 2017-18 and 2018-19 targets are projections rather than targets, reflecting the different processes including trend analysis

which was used for some measures to identify relevant values. 3. The actuals for 2016-17 are preliminary and may differ from figures published in publications such as the Report on Government

Services or Child Protection Australia. 4. Due to changes in the way notifications have been defined in Tasmania, the number of notifications reported for 2016-17 onwards

in Budget Papers is not comparable with data for earlier years. Tasmania has moved to defining notifications based on determinations made within the Department, rather than counting every call so that reporting is now more consistent with the majority of jurisdictions. Accordingly, information related to notifications reported nationally may be lower compared to that reported previously and it may differ from the contents of other publications.



Child Safety Service

During 2016-17, a daily average number of 83.6 children were in active transition from Intake to Response. This refers to the number of children transferred from Intake to Response for the purpose of further investigation who have not yet been allocated to a worker, and where priority timeframes for allocation have been exceeded. The priority timeframes are the same day for Priority 1 cases, five days for Priority 2 cases, and 10 days for Priority 3 cases. The Child Safety Service remains committed to keeping the number of children in active transition low. Nationally the number of children notified to child safety services has increased, however due to the change in counting rules for recording notifications in Tasmania, the number of children notified appears to have decreased.

CSS aims to finalise investigations of child abuse or neglect within 28 days of receipt of notification. The proportion of investigation outcomes determined within 28 days remained stable and was reported as 19.7 per cent during 2015-16 and 19.8 per cent during 2016-17. The timeframe for determination of matters for investigation is influenced by a number of factors including the increasing complexity of cases referred and the receipt of information from other agencies. The expected improvement in performance is outlined in the 2017-18 and 2018-19 targets. These reflect the anticipated long-term benefits of Strong Families, Safe Kids.

Strong Families, Safe Kids will refocus current intake services to an advice and referral service that is connected to the broader government and non-government service network and improve the ability of the State to manage the ‘front door’ of the system. As part of this refocus of the service, new performance measures will be developed to align with key performance improvement objectives of the reforms.

Out of Home Care Services

Out of Home Care services provide care for children placed away from their parents for protective or other reasons related to safety and wellbeing. The daily average number of children in OOHC in Tasmania increased from 1 110.6 during 2015-16 to 1 180.7 during 2016-17, with this trend continuing into the first half of 2017-18. A sustained focus on the out of home care system will seek to deliver improved support for the increasing proportion of children in care with complex needs due to prior trauma. CSS is also working to improve the number of children with approved case and care plans as reflected in the 2017-18 and 2018-19 targets.

During 2016-17, 4.5 per cent of children in care had three or more non-respite placements compared to 4.2 per cent the previous year. The proportion of foster care households with five or more children increased to 6.6 per cent in 2016-17, compared to 5 per cent in 2015-16. Carer availability is a critical factor for improving the quality and stability of care.

Youth Justice

Although a continuing decline in the reported number of clients of Custodial Youth Justice has been observed in recent years, last year saw a rise in the daily average number of young people in detention from 9.2 reported in 2015-16 to 10.7 during 2016-17. The total number of custodial clients has also increased. During 2016-17, there were 65 distinct young people in detention compared to 33 during the previous year. A young person may undergo multiple periods of detention in a financial year. As such, a count of distinct young people represents the number of young people who experienced at least one period of detention at some point during the year.


However, the daily average number of young people in Community Youth Justice decreased during the same period, from 229.5 in 2015-16 to 198.1 in 2016-17. There was also a reduction in the total number of community clients, from 475 distinct young people during 2015-16 to 410 during 2016-17.

The number of young people engaged with Community or Custodial Youth Justice Services is predominantly influenced by external services. The factors affecting activity levels include referral practices and diversionary programs implemented by Tasmania Police, as well as the effectiveness of prosecutions and sentencing options selected by the Courts.

Output Group 3: Independent Children’s and Young Persons’ Review Service

3.1 Office of the Commissioner for Children and Young People

Activities provided in this Output include promoting the rights and wellbeing of children and young people and examining the policies, practices and services provided for children and any law affecting the health, welfare, care, protection and development of children. The Commissioner for Children and Young People Act 2016 commenced on 1 July 2016 and repealed the limited provisions for the Commissioner in the previous Children and Young Persons and Their Families Act 1997, expanding the legislative framework for the Commissioner by providing new focus, duties and responsibilities.


The Office of the Commissioner for Children and Young People is an independent, statutory office responsible to the Parliament of Tasmania. Details of the Commissioner for Children and Young People’s activities are available in the Commissioner’s Annual Reports, which can be accessed from its website at www.childcomm.tas.gov.au.

Output Group 4: Housing Services System Management

4.1 Housing Services System Management

This Output provides a number of complementary functions including the provision of support for corporate services, policy, planning, regulation, funding, monitoring and service improvement across housing services. This Output also provides support to the Secretary in establishing Housing Services priorities.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Social Housing owned and/or managed by the Community

Sector % 42.4 41.5

42.4

42.4



Social Housing

Tasmania continues to lead the nation in regard to reform of social housing. Around 4 000 properties (almost 35 per cent of the State’s social housing portfolio) have been transferred for management by the community sector under the Better Housing Futures initiative.

In addition, stock owned by the Director of Housing is used to deliver a range of housing programs that are managed by non-government organisations including additional community housing and supported accommodation. This has contributed to 41.5 per cent of Director owned stock managed by the community sector in June 2017. This varied slightly from 2015-16 to 2016-17 due to movement of stock between programs, sales and new constructions.

There may be opportunities to explore additional transfer of social housing stock managed and owned by non-government organisations in the future. The management of social housing by the community sector results in many positive outcomes including access to Commonwealth Rent Assistance and GST savings which allows for greater investment in maintenance and upgrade of social housing properties. There is also greater flexibility in supporting tenants with special needs, the ability to provide a social mix of tenants and a range of community initiatives.

Output Group 5: Housing Services

5.1 Housing Services

This Output provides services relating to planning, developing and managing affordable housing and homelessness programs throughout the State. This includes all functions relating to the delivery and management of public housing, capital development, housing reform, community housing, specialist homelessness services, new homelessness initiatives, private rental assistance and the management of community sector organisations providing outsourced services.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Housing Services

Public Housing occupancy rate1 % 98.5 98.5 98.0 98.0

Applicants housed2,3 Number 926 1 047 1 000 1 000

New allocations to those in greatest need1 % 95.5 97.8 80.0 80.0

Households assisted through Private Rental Assistance3 Number 3 544 3 057 3 200 3 200

Applicants on Housing Register3 Number 3 573 2 962 3 800 3 800

Average wait time for people who are housed (year to

date)

Weeks 47.7 47.3 41.5 41.5

Average time to house priority applicants (quarterly)4 Weeks 43.0 48.7 36.0 36.0

Net recurrent cost per dwelling1,3 $ 8 627 9 164 8 700 8 700

Turnaround time5 Days 20.3 32.6 28.0 28.0


Notes: 1. Figures from 2015-16 have been updated to reflect latest available data. 2. This indicator includes applicants housed into public or community housing from the Housing Register. 3. Targets have been revised to reflect recent trends in allocations, the private rental market, and applicants. 4. This target has been revised to reflect quarterly figures in the Human Services Statistics. 5. Data is provided from the Australian Government’s annual Report on Government Services 2018 for Housing and homelessness.

The increase in turnaround time is based on current data within the new information system. The data provides improved information than was previously available, but there will be an ongoing focus on continuous improvement to ensure that data aligns with business processes. A national review of turnaround time, led by the Australian Institute of Health and Welfare, is ongoing due to discrepancies in jurisdiction’s reporting of ROGS data.


Housing Tasmania

There continues to be significant demand for affordable housing assistance and occupancy rates remain high in the public and private rental market. Housing Tasmania performs well in this environment of increasing housing demand. Public housing occupancy rates remained high at 98.5 per cent in 2016-17 which demonstrates efficient processes in re-letting properties that become available. Turnover of properties is low as people remain in safe, affordable and stable housing.

Housing Tasmania ensures that properties that become available are provided to people most in need. In 2016-17, 97.8 per cent of allocations were to people in greatest need (priority applicants). It is also ensured that people who remain in social housing are those that continue to have housing needs.

Amendments to the Residential Tenancy Act 1997 were introduced on 1 October 2014 to deliver a fairer public housing system including grounds for ending a tenancy. This includes people above income and asset thresholds that will be assisted to access more appropriate housing thereby freeing up social housing for people with the highest needs.

The number of applicants housed from the Housing Register in both public and community housing has increased from 926 in 2015-16 to 1 047 in 2016-17.

There has been a 17 per cent reduction in the number of applicants on the Housing Register from 2015-16 to 2016-17. As occurred in previous years, this was associated with a review of applicant circumstances and an update of active applicant details.

The low turnover and high demand for social housing properties means that there continues to be a significant wait time for people to be housed.

Net recurrent cost per dwelling has increased slightly to $9 164 in 2016-17. This cost has increased due to greater expenditure of maintenance, insurance and rates.

The number of households accessing Private Rental Assistance has decreased from 3 544 in 2015-16 to 3 057 in 2016-17. This is due to the lack of affordable properties available to rent to people on low to moderate incomes in the private rental market.

Tasmania’s Affordable Housing Strategy 2015-2025 and Action Plan 2015-2019 provide a comprehensive approach to prevent, intervene and respond to housing affordability issues and help those most vulnerable to housing stress and homelessness. This has now been expanded by the Government, with an unprecedented investment of almost $200 million over eight years (Affordable Housing Strategy Stages 1 and 2), providing 2 400 new affordable homes and assisting 3 600 households in need. The achievements will result in improved outcomes for those experiencing homelessness and housing stress.


Output Group 6: Disability Services and Community Development

6.1 Community Services

This Output provides services relating to planning, developing and managing family and community support services throughout the State. This includes funding for the Neighbourhood House Program, integrated family support services, gambling support program and a range of other counselling and support services. All of these services are provided by community sector organisations.

6.2 Disability Services

This Output provides services relating to planning, developing and managing specialist disability services throughout the State. This includes all functions relating to funding and monitoring specialist disability service delivery in both community based settings and to individuals; the delivery of a multidisciplinary allied health support to people with disability; and the implementation and support of legislative and regulatory requirements for the delivery of those services under the Disability Services Act 2011. Since signing the NDIS transition bilateral agreement, Disability Services is primarily responsible for the transition of state funded specialist disability services to the NDIS.

6.3 Community Development - Policy Advice and Ongoing Community Development

This Output supports community capacity building through the provision of policy advice to Government and the administration of a diverse range of grants to meet the needs of Tasmanians.

Initiatives delivered through this Output include grants programs and policy development such as Accessible Island: Tasmania’s Disability Framework for Action; the Carers Policy; and Strong, Liveable Communities: Tasmania’s Active Ageing Plan. The Output works closely with, and administers funding to, peak bodies including Council on the Ageing Tasmania, Youth Network of Tasmania, Volunteering Tasmania, Carers Tasmania, Multicultural Council of Tasmania, and the Tasmanian Men’s Shed Association.

The Output is responsible for administering the Companion and Seniors Card programs and migrant-related Population Growth Strategy initiatives including contract management of the Safe Haven Hub and the On Island Support Program for humanitarian entrants.

6.4 Aboriginal Affairs

This Output aims to improve social, cultural and economic outcomes for Tasmanian Aboriginal people and promote greater understanding and acceptance of Aboriginal culture. It provides the governance for the implementation of the Government’s Resetting the Relationship with the Tasmanian Aboriginal Community. Key aspects of this work include implementing the Policy on Eligibility for Aboriginal and Torres Strait Islander programs and services; working with the Australian Government and other jurisdictions to refresh the Council of Australian Governments Closing the Gap framework including economic development and family safety; consulting with the community on the review of the Aboriginal and Dual Naming Policy; land return and joint land management; changes to the education curriculum; and negotiating new funding arrangements to ensure the sustainable delivery of remote Aboriginal housing services to Cape Barren Island and Flinders Island, as well as municipal and essential services for Cape Barren Island.


6.5 Women’s Policy

This Output contributes to the development and implementation of policy that increases social and economic participation of women and girls, and promotes gender equity and opportunities for women’s leadership and recognition, economic security, safety, and health and wellbeing. Initiatives delivered through this Output include the Tasmanian Women’s Strategy 2018-2021; the National Plan to reduce Violence Against Women and their Children 3rd Action Plan; and the Women on Boards Strategy 2015-2020. Executive support is also provided to the Tasmanian Women’s Council.

6.6 Veterans’ Affairs

This Output supports and acknowledges the role of Tasmanian veterans and ex-serving personnel through policy advice and support for the Minister for Veterans’ Affairs. This Output is responsible for the coordination of the Government’s Armistice Centenary activities; delivery of the Teddy Sheean Grant Program and other election commitments; and executive support for the ANZAC Day Trust. There is also ongoing liaison with ex-service organisations, including administration of a Grant Deed with the Returned and Services League of Australia (Tasmania Branch) and the continued delivery of the Frank MacDonald Memorial Prize.

6.7 Sport and Recreation

This Output contributes to a number of Tasmanian Government objectives through the delivery of a range of policies, programs and services to encourage all Tasmanians to participate in sport, recreation and physical activity. Some of the key deliverables include increasing the capacity and governance capability of sporting organisations; implementing plans to increase participation in sport and recreation by all Tasmanians including people with disability and Aboriginal people; contributing to A Healthy Tasmania outcomes; the delivery of the Sport and Recreation Major and Minor Grants Programs and facilitating sports infrastructure assessment studies. The Output is also responsible for providing the best possible opportunities for Tasmania’s elite athletes which saw outstanding success by Tasmanian athletes at the Gold Coast Commonwealth Games.

Table 2.7: Performance Information - Output Group 6

Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Community Services

Organisations scheduled to receive a Quality and Safety

Review within the financial year1

%

94.8

72.0

100.0

100.0

Disability Services

Accommodation support clients2,3 Number 1 209 1 217 682 0

Community access clients3 Number 1 079 1 090 834 0

Supported accommodation waiting list3 Number 91 58 64 0

Community access waiting list3 Number 93 112 75 0

Proportion of the NDIS eligible population transitioned to

the NDIS full scheme4

%

na

21.0

46.0

100


Table 2.7: Performance Information - Output Group 6 (continued)

Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Community Development: Policy Advice & Ongoing


Selected policy outputs must meet the minimum benchmark

as measured against agreed quality standards % 91 94 90 90

Satisfaction of key Government agency stakeholders with

policy development processes as measured by survey % 91 91 92 92

Percentage of applicants satisfied with public grants program

administration % 98 97 95 95

New Seniors Cards issued Number 6 990 7 379 7 500 7 500

New Companion Cards issued Number 207 290 220 220

New Seniors Card program business partners Number 39 91 45 45

Number of new business, venues, events affiliated with the

Companion Card program Number 4 7 5 5

Aboriginal Affairs

Actions on schedule against the milestones and timeframes

identified in Resetting the Relationship with the Tasmanian

Aboriginal Community5 % na na 75 80

Women’s Policy

Representation of women on Government boards and

committees % 39 40 41 43


Performance of Tasmanian athletes at benchmark

international sporting events6 Number 18 22 17 17

Improving trend in the financial performance of the

Silverdome compared to annual budget7 % na na > 5 > 5

Notes: 1. This indicator relates to both health and human service funded organisations. Future Budget Papers will be updated to reflect

the split of funded organisations between both the Department of Health and Department of Communities Tasmania. The indicator has changed from that reported in the 2017-18 Budget Paper, to reflect the proportion of those organisations scheduled to receive a review across a three year period, with the target to review 100 per cent of funded organisations at least once every three years. In previous years actual and target information was based on the total proportion of organisations receiving a review within a given financial year (within that three year period), which equated to a target of 33.3 per cent of funded organisations.

2. The 2017-18 target is based upon the 2014-15 actual figure less clients expected to transition to the NDIS during the 2017-18 financial year as specified by the NDIS transition bilateral agreement between Tasmania and the Australian Government.

3. The 2018-19 targets for the number of clients receiving support and on the waiting list will be zero as the transition to the NDIS will be completed by 30 June 2019.

4. The NDIS full scheme Bilateral Agreement between the Tasmanian and the Australian Governments specifies the number of clients, existing and new, who are expected to enter the NDIS in a 12 month period. As a result, the 2017-18 and 2018-19 Targets are based on the estimated intake of clients in the Bilateral Agreement and the total clients expected to be eligible for the NDIS.

5. The revised targets for 2017-18 Resetting the Relationship with the Tasmanian Aboriginal Community actions reflect the changing timeframes associated with actions arising from the Council of Australian Government’s Closing the Gap strategy.


6. This performance measure represents the number of Tasmanian Institute of Sport athletes that achieved finals and/or top eight results at benchmark international sporting events.

7. This was a new measure in 2017-18 and the initial target was 50 per cent. A further evaluation was undertaken during the year and as a result it has been revised to a more realistic target.


Quality and Safety

The Tasmanian Government is committed to working with the community sector to support the delivery of safe and quality services to Tasmanians.

Community sector organisations that receive grant funding from the Tasmanian Government to deliver services are required, through their funding agreements with the Crown, to demonstrate compliance with relevant quality and safety requirements. This includes having effective processes in place to support continuous quality improvement.

In line with current frameworks, quality and safety is monitored as a shared function between:

funding agreement managers in relevant program areas in the Department of Communities Tasmania, who address quality and safety at their annual site visit meetings with funded organisations; and

the Community Sector Relations Unit quality and safety team, which undertake reviews to support funded community sector organisations to develop and maintain integrated, effective and sustainable quality improvement processes.

The performance measure relating to organisations receiving a quality and safety review only refers to the CSRU’s review function. It is important to note that there are other mechanisms in place within relevant program areas across the Department of Communities Tasmania, to monitor the quality and safety of community sector organisations funded by these departments.

Disability services previously funded by the Government that are transitioning to the National Disability Insurance Scheme will be subject to the NDIS quality and safeguarding requirements from July 2019. During the transition phase, states and territories will maintain their current arrangements and responsibilities for supporting safe and quality service delivery to people with disability.

Disability Services

Disability Services continues to operate in an environment of high demand consistent with national trends, however, the transition to the NDIS has begun to address this issue.

National Disability Insurance Scheme

As Tasmania had already undertaken significant reform of the specialist disability service system, the State submitted a proposal, which was accepted, to be included as a trial site for the National Disability Insurance Scheme from 1 July 2013. The cohort of young people aged 15 to 24 was chosen for the trial, as this was considered an opportunity to address some of the long standing transitional issues for young people moving from school to employment or vocational options and for those young people moving out of State care.

At the end of the trial on 30 June 2016, 1 139 young people were NDIS participants, exceeding the bilateral target for trial of the NDIS.


A Bilateral Agreement for transition was signed by the Tasmanian and Australian Governments on 11 December 2015. The full scheme transition is expected to see around 10 600 Tasmanians become participants of the NDIS by 30 June 2019.

In the first eighteen months of transition (July 2016 to December 2017) 1 840 additional participants had approved plans. In 2017-18 it is expected that 2 632 Tasmanians aged from 4 to 34 years will become participants in the NDIS. During 2018-19 it is expected that 5 713 Tasmanians aged between zero years and 64 years will become participants in the NDIS.

Output Group 7: Safe Homes, Safe Families

7.1 Safe Homes, Safe Families - Tasmania’s Family Violence Action Plan

This Output facilitates the actions being delivered by Government agencies under Safe Homes, Safe Families: Tasmania’s Family Violence Action Plan (2015-2020) that is the coordinated, whole-of-government response to family violence in Tasmania.

Safe Homes, Safe Families focuses on three key areas of action; changing the attitudes and behaviours that lead to family violence; supporting families affected by family violence; and strengthening the Government’s legal responses to family violence to hold perpetrators to account for their violent behaviours.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Safe Homes, Safe Families1

Actions on schedule against the milestones and timeframes

identified in the Safe Homes, Safe Families Implementation

Plan % na na 90 90

Satisfaction of key clients with delivery of policy services as

measured by survey % na na 90 90

Note: 1. New performance measures introduced for 2016-17 for Output 7. Specific family violence data, for example the number of

family violence incident reports, is measured by other agencies, including the Department of Police, Fire and Emergency Management.


SPECIAL CAPITAL INVESTMENT FUNDS Table 2.9 identifies expenditure by the Department from the Government’s Special Capital Investment Funds.

Table 2.9: Special Capital Investment Fund Allocations Estimated 2018-19 2019-20 2020-21 2021-22

Total Forward Forward Forward

Cost Budget Estimate Estimate Estimate

$'000 $'000 $'000 $'000 $'000

Minister for Human Services

Housing Fund 60 000 1 053 1 085 1 118 1 128

Total SCIF Allocations 1 053 1 085 1 118 1 128

Housing Fund

The Housing Fund was established in 2007-08 with an allocation of $60 million for the purpose of increasing the supply of affordable housing. In 2018-19, it is anticipated that $1.1 million will be spent from the Housing Fund towards the continuation of support for the National Rental Affordability Scheme, with funding towards the development of up to 1 500 properties under NRAS Stage 4.


CAPITAL INVESTMENT PROGRAM Table 2.10 provides financial information for the Department’s Capital Investment Program. More information on the Capital Investment Program is provided in chapter 6 of The Budget, Budget Paper No 1.

Table 2.10: Capital Investment Program Estimated 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

New Infrastructure Commitments

Minister for Housing

Affordable Housing Strategy Stage II1 125 000 25 000 25 000 25 000 25 000

Minister for Human Services

Ashley Youth Detention Centre Redevelopment1 7 300 1 000 3 000 3 300 ....

Minister for Sport and Recreation2

Indoor Multi-sports Facility - Southern Tasmania1 10 000 1 000 1 000 8 000 ....

Existing Infrastructure Commitments


Affordable Housing Strategy Stage I3 73 500 20 000 .... .... ....

Housing - New Projects4 Ongoing 9 297 18 539 9 036 4 643

Non-Works Housing Ongoing 7 915 8 017 8 123 8 017

Total CIP Allocations 64 212 55 556 53 459 37 660

Notes: 1. A description of this project is included in the Key Deliverables section of this chapter. 2. Key Deliverables of a capital nature which are not listed here, are delivered by outside organisations via a grant. 3. This total includes $13.5 million allocated under Tasmania’s Affordable Housing Action Plan 2015-2019 in 2015-16. 4. Some funding has been brought forward to 2020-21 from 2021-22 and 2022-23 to better align Housing - New Projects with the

Affordable Housing Strategy.

Affordable Housing Strategy Stage I

Tasmania’s Affordable Housing Strategy 2015-2025 sets the key outcomes to measure the success of the Government’s strategies to improve housing affordability in Tasmania, including a decrease in the proportion of low income Tasmanians experiencing housing stress and a decrease in the proportion of Tasmanians experiencing homelessness.

Additional funding of $60 million over three years was provided in the 2016-17 Budget to implement the Government’s priorities under Tasmania's Affordable Housing Action Plan 2015-2019. This built on the $13.5 million allocated to the Action Plan in 2015-16. The Government’s target is to provide


1 600 vulnerable Tasmanian households with support over the four year term of the Action Plan, including over 900 lots and new homes and support to access affordable homes in the private market.

In 2018-19, $20 million of this allocation will be used to complete action plan projects.

Housing - New Projects

Funding of $9.3 million is allocated in 2018-19 for Housing Tasmania’s capital program, including the purchase and construction of public housing which will support projects and actions in the Affordable Housing Action Plan.

Further details of the Housing capital program are provided in chapter 6 of The Budget Budget Paper No 1.

Non-Works Housing

A Non-Works Housing allocation of $7.9 million is allocated in 2018-19. This is for the repayment of loans from the Australian Government under the former Commonwealth-State Housing Agreement.


DETAILED BUDGET STATEMENTS Table 2.11: Statement of Comprehensive Income 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Revenue and other income from transactions

Appropriation revenue - recurrent1 423 193 521 458 478 741 468 644 453 148

Appropriation revenue - works & services2 20 500 47 000 29 000 36 300 25 000

Other revenue from government3 2 120 .... .... .... ....

Revenue from Special Capital Investment Funds 1 236 1 053 1 085 1 118 1 128

Grants4 21 047 22 852 2 529 1 396 1 121

Sales of goods and services 56 142 53 709 54 299 54 997 58 982

Interest 8 8 8 8 8

Other revenue 24 797 24 826 24 837 25 105 22 717

Total revenue and other income from transactions 549 043 670 906 590 499 587 568 562 104

Expenses from transactions

Employee benefits5 82 221 87 208 90 102 88 005 90 819

Depreciation and amortisation 24 187 24 184 24 177 24 166 25 292

Supplies and consumables6 126 493 122 521 118 011 118 308 118 823

Grants and subsidies7 307 631 410 099 340 910 333 485 319 573

Borrowing costs 7 727 7 383 7 032 6 677 6 316

Other expenses 2 565 2 299 2 298 2 315 2 397

Total expenses from transactions 550 824 653 694 582 530 572 956 563 220

Net result from transactions (net operating balance) (1 781) 17 212 7 969 14 612 (1 116)

Other economic flows included in net result Net gain/(loss) on non-financial assets 11 773 11 447 11 449 11 449 11 449

Other gains/(losses) from other economic flows 708 1 140 1 140 1 140 1 140

Total other economic flows included in net result 12 481 12 587 12 589 12 589 12 589

Net result 10 700 29 799 20 558 27 201 11 473


Table 2.11: Statement of Comprehensive Income (continued) 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Other economic flows - other non-owner changes in equity Changes in physical asset revaluation reserve 31 285 31 946 32 612 33 297 25 043

Other movements taken directly to equity 5 218 3 276 8 374 7 381 43 447

Total other economic flows - other non-owner changes in equity 36 503 35 222 40 986 40 678 68 490

Comprehensive result 47 203 65 021 61 544 67 879 79 963

Notes: 1. The increase in Appropriation revenue - recurrent primarily reflects the profile of additional funding provided in the

2018-19 Budget for initiatives detailed in Table 2.1 Key Deliverables Statement, including funding for Out of Home Care; Intensive Family Engagement Services; the Hobart Aquatic Centre - Hydrotherapy Pool; Levelling the Playing Field; Ticket to Play; and the Regional and Community Election Commitments.

2. The increase in Appropriation revenue - works & services in 2018-19 primarily reflects the profile of funding provided for Housing - New Projects, and an increase infrastructure funding in relation to the Affordable Housing Strategy II which introduces an additional $25 million per annum into the Budget for the next five years.

3. The decrease in Other revenue from government in 2018-19 reflects the utilisation of funds carried forward under Section 8A(2) of the Public Account Act 1986.

4. The decrease in Grants in 2019-20 primarily reflects the cessation of Australian Government NPA funding in relation to Pay Equity for the Social and Community Services Sector, and Disability Cross Billing.

5. The movement in Employee benefits primarily reflects the impact of time limited funding provided in the 2018-19 Budget for Joined Up Human Services project; Youth at Risk Strategy; and Safe Homes, Safe Families - funding to meet increased demand.

6. The decrease in Supplies and consumables in 2018-19 primarily reflects reductions in expenditure for Disability Services which have transitioned to the NDIS.

7. The increase in Grants and subsidies in 2018-19 primarily reflects additional funding provided in the 2018-19 Budget detailed in Table 2.1 Key Deliverables Statement including funding for Intensive Family Engagement Services; the Hobart Aquatic Centre - Hydrotherapy Pool; Levelling the Playing Field; Ticket to Play; and the Regional and Community Election Commitments and the impact of the Department transitioning services to the National Disability Insurance Scheme.


Table 2.12: Statement of Comprehensive Income - Administered 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Revenue and other income from transactions Appropriation revenue - recurrent 6 920 7 003 7 088 7 174 7 174


Expenses from transactions Grants and subsidies 6 920 7 003 7 088 7 174 7 174


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

Net result .... .... .... .... ....

Comprehensive result .... .... .... .... ....


Table 2.13: Revenue from Appropriation by Output 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Premier Output Group 7 - Safe Homes, Safe Families

7.1 Safe Homes, Safe Families - Tasmania's Family Violence

Action Plan1 8 925 7 398 6 900 6 150 6 000 8 925 7 398 6 900 6 150 6 000 Recurrent Services 8 925 7 398 6 900 6 150 6 000 8 925 7 398 6 900 6 150 6 000

Minister for Sport and Recreation Output Group 6 - Disability Services and Community

Development

6.7 Sport and Recreation2,3 8 721 26 954 15 559 15 035 5 147 8 721 26 954 15 559 15 035 5 147 Grants and Subsidies 500 500 500 500 500 Capital Investment Program .... 1 000 1 000 8 000 .... Recurrent Services 9 221 27 454 16 059 15 535 5 647

Works and Services .... 1 000 1 000 8 000 .... 9 221 28 454 17 059 23 535 5 647 Minister for Human Services Output Group 1 - Children Services System

Management

1.1 Children Services System Management4 2 539 6 060 6 016 5 951 3 484 2 539 6 060 6 016 5 951 3 484

Output Group 2 - Children Services

2.1 Children Services5 106 362 116 169 118 789 119 487 119 358 106 362 116 169 118 789 119 487 119 358

Output Group 3 - Independent Children's and Young Person's Review Service 3.1 Office of the Commissioner for Children and Young

People 900 1 180 1 214 1 207 1 252 900 1 180 1 214 1 207 1 252


Table 2.13: Revenue from Appropriation by Output (continued) 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000


Development

6.1 Community Services 22 189 24 272 24 996 25 769 26 489

22 189 24 272 24 996 25 769 26 489

Capital Investment Program .... 1 000 3 000 3 300 .... Recurrent Services 131 990 147 681 151 015 152 414 150 583

Works and Services .... 1 000 3 000 3 300 .... 131 990 148 681 154 015 155 714 150 583 Minister for Aboriginal Affairs Output Group 6 - Disability Services and Community

Development

6.4 Aboriginal Affairs6 1 566 1 302 1 310 1 077 1 096 1 566 1 302 1 310 1 077 1 096 Recurrent Services 1 566 1 302 1 310 1 077 1 096 1 566 1 302 1 310 1 077 1 096 Minister for Women Output Group 6 - Disability Services and Community

Development

6.5 Women's Policy7 572 532 539 551 564 572 532 539 551 564 Recurrent Services 572 532 539 551 564 572 532 539 551 564 Minister for Housing Output Group 4 - Housing Services System

Management

4.1 Housing Services System Management8 2 173 2 011 1 845 1 742 1 736 2 173 2 011 1 845 1 742 1 736


Table 2.13: Revenue from Appropriation by Output (continued)

2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Output Group 5 - Housing Services

5.1 Housing Services9 43 794 51 562 52 560 53 913 50 870 43 794 51 562 52 560 53 913 50 870 Capital Investment Program 20 500 45 000 25 000 25 000 25 000 Recurrent Services 45 967 53 573 54 405 55 655 52 606

Works and Services 20 500 45 000 25 000 25 000 25 000 66 467 98 573 79 405 80 655 77 606 Minister for Disability Services and Community

Development Output Group 6 - Disability Services and Community

Development

6.2 Disability Services10 212 713 266 055 235 770 225 367 226 491

6.3 Community Development - Policy Advice and Ongoing

Community Development11 10 652 17 229 12 646 11 794 10 296 223 365 283 284 248 416 237 161 236 787 Recurrent Services 223 365 283 284 248 416 237 161 236 787 223 365 283 284 248 416 237 161 236 787 Minister for Veterans' Affairs Output Group 6 - Disability Services and Community

Development

6.6 Veterans' Affairs12 2 087 734 597 601 365 2 087 734 597 601 365 Recurrent Services 2 087 734 597 601 365 2 087 734 597 601 365

Department of Communities Tasmania

Total Recurrent Services 423 693 521 958 479 241 469 144 453 648

Total Works and Services 20 500 47 000 29 000 36 300 25 000

444 193 568 958 508 241 505 444 478 648


Table 2.13: Revenue from Appropriation by Output (continued)

2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Reserved by Law

Tasmanian Community Fund (Tasmanian Community Fund Act 2005) 6 420 6 503 6 588 6 674 6 674

6 420 6 503 6 588 6 674 6 674

Appropriation Carried Forward 2 120 .... .... .... ....

Total Revenue from Appropriation 452 733 575 461 514 829 512 118 485 322

Controlled Revenue from Appropriation 445 813 568 458 507 741 504 944 478 148

Administered Revenue from Appropriation 6 920 7 003 7 088 7 174 7 174

452 733 575 461 514 829 512 118 485 322

Notes: 1. The decrease in Safe Homes, Safe Families - Tasmania’s Family Violence Action Plan in 2018-19 reflects the funding profile in

2017-18 as a result of the Government’s commitment to funding the Family Violence Action Plan. Total funding of $25.6 million over four years was an election commitment announced in 2014-15. Additional funding of $6 million per annum has been allocated from 2019-20 in the 2018-19 Budget.

2. The increase in Sport and Recreation in 2018-19 reflects additional funding provided for 2018-19 election commitments including Levelling the Playing Field; Ticket to Play; Hobart Aquatic Centre - Hydrotherapy Pool; and Regional and Community Election Commitments.

3. The decrease in Sport and Recreation in 2021-22 reflects the completion of one-off projects including the Circular Head Community Wellbeing Centre and the Dial Regional Sports Complex.

4. The variations in Children Services System Management primarily reflects a redistribution of allocations across the Departmental outputs.

5. The increase in Children Services primarily reflects additional funding provided in the 2018-19 Budget including Out of Home Care - Additional Support, Intensive Family Engagement Services and Extending Out of Home Care to 21.

6. The decrease in Aboriginal Affairs in 2018-19 reflects cessation of one-off funding provided to the Aboriginal Land Council Tasmania in 2017-18.

7. The reduction in Women’s Policy in 2018-19 primarily reflects the cessation of funding for the Tasmanian Government Board Diversity Scholarship Program as part of the Women on Boards Strategy. A commitment has been made to continue the program for another four years with funding to be re-allocated during 2018-19.

8. The movement in Housing Services System Management primarily reflects a redistribution of allocations across Communities Tasmania.

9. The movement in Housing Services primarily reflects revisions to rental receipts and anticipated Housing Tasmania stock profiles. 10. The movement in Disability Services primarily reflects Tasmania’s contribution towards the NDIS and Australian Government

funding during the NDIS transition as specified in the Bilateral Agreement. The decreases from 2019-20 reflect the cessation of the Disability Specific Purpose Payment; the expiry of the NPA on Pay Equity for the Social and Community Services Sector; and cessation of funding from the Australian Government under the transition to the NDIS for older people in specialist disability services provided by the State. From 2019, all older people in specialist disability services will have transitioned to the NDIS.

11. The movement in Community Development primarily reflects additional funding provided for under 2018-19 election commitments including Regional and Community Election Commitments, initiatives included in the A hand up for Tasmanians in need, Supporting our Men’s Sheds and Supporting our Seniors policies and Youth at Risk Strategy.

12. The decrease in Veterans’ Affairs in 2018-19 reflects the completion of the Hobart Pedestrian Bridge project.


Table 2.14: Administered Revenue 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Revenue from Appropriation

Annual Appropriation 500 500 500 500 500

Reserved by Law 6 420 6 503 6 588 6 674 6 674

Total Administered Revenue 6 920 7 003 7 088 7 174 7 174

Table 2.15: Administered Expenses 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Grants and Subsidies

Tasmanian Community Fund 6 420 6 503 6 588 6 674 6 674

Tasmanian Icon Program - State Cricket Team 500 500 500 500 500

Total Administered Expenses 6 920 7 003 7 088 7 174 7 174


Table 2.16: Statement of Financial Position as at 30 June 2018 2019 2020 2021 2022



$'000 $'000 $'000 $'000 $'000

Assets

Financial assets

Cash and deposits1 54 111 29 282 25 632 29 500 36 170

Investments 45 .... .... .... ....

Receivables1 4 048 4 255 3 049 2 776 2 523

Equity investments2 26 539 26 936 30 636 34 336 36 861

Other financial assets 4 633 4 633 4 637 4 643 4 656

89 376 65 106 63 954 71 255 80 210

Non-financial assets

Assets held for sale 1 523 1 523 1 523 1 523 1 523

Property, plant and equipment3 1 657 225 1 732 327 1 785 616 1 837 394 1 897 174

Infrastructure 16 845 845 845 845

Heritage and cultural assets 55 55 55 55 55

Intangibles 2 341 2 244 2 147 2 053 1 639

Other assets 3 721 3 720 3 723 3 718 3 804

1 664 881 1 740 714 1 793 909 1 845 588 1 905 040

Total assets 1 754 257 1 805 820 1 857 863 1 916 843 1 985 250

Liabilities

Payables 11 892 11 897 11 947 11 914 12 250

Interest bearing liabilities4 150 046 142 131 134 114 125 991 117 974

Provisions 62 62 62 62 62


Superannuation 13 029 12 840 12 701 12 716 13 002

Other liabilities5 22 606 4 535 4 554 4 577 4 597

Total liabilities 219 286 193 083 183 582 174 683 163 127

Net assets (liabilities) 1 534 971 1 612 737 1 674 281 1 742 160 1 822 123


Table 2.16: Statement of Financial Position as at 30 June (continued) 2018 2019 2020 2021 2022



$'000 $'000 $'000 $'000 $'000

Equity

Reserves6 1 685 332 1 717 278 1 749 890 1 783 187 1 808 230

Accumulated funds7 (156 455) (110 635) (81 703) (47 121) 7 799

Other equity 6 094 6 094 6 094 6 094 6 094

Total equity 1 534 971 1 612 737 1 674 281 1 742 160 1 822 123

Notes: 1. The movement in the 2019 estimates of Cash and deposits; Receivables; and Employee benefits reflects more accurate estimates

based on the 30 June 2017 outcome. 2. The profile of Equity Investments reflects an increase in home ownership support activity through the HomeShare Program as a

result of additional investment under the Government’s Affordable Housing Strategy Stage I and II programs; and the redirection of existing Housing Tasmania funding to supplement the HomeShare Program.

3. The profile of Property, plant and equipment over the Budget and Forward Estimates period reflects the timing of completion of capital projects.

4. The decrease in Interest bearing liabilities reflects the repayment of borrowings under the Commonwealth-State Housing Agreement.

5. The decrease in Other liabilities primarily reflects the anticipated value of Section 8A(2) Carry Forwards as at 30 June 2018. 6. The movement in Reserves reflects the annual revaluation of Housing Tasmania assets. 7. The movement in Accumulated funds primarily reflects the completion of CIP and SCIF projects associated with affordable

housing.


Table 2.17: Statement of Cash Flows 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Cash flows from operating activities

Cash inflows

Appropriation receipts - recurrent1 423 193 521 458 478 741 468 644 453 148

Appropriation receipts - capital2 20 500 47 000 29 000 36 300 25 000

Receipts from Special Capital Investment Funds 1 236 1 053 1 085 1 118 1 128

Grants3 21 047 22 852 2 529 1 396 1 121

Sales of goods and services4 56 134 53 709 54 266 54 957 58 794

GST receipts 46 512 49 403 36 111 31 597 31 597

Interest received 8 8 8 8 8

Other cash receipts 24 797 24 826 24 837 25 105 22 717

Total cash inflows 593 427 720 309 626 577 619 125 593 513

Cash outflows

Employee benefits5 (72 152) (76 460) (80 381) (77 986) (79 083)

Superannuation (10 205) (10 857) (11 196) (10 801) (10 912)

Borrowing costs (7 727) (7 383) (7 032) (6 677) (6 316)

GST payments (47 219) (49 610) (34 883) (31 298) (31 298)

Grants and subsidies6 (307 631) (410 099) (340 910) (333 485) (319 573)

Supplies and consumables7 (126 480) (122 515) (117 974) (118 335) (118 667)

Other cash payments (2 634) (2 296) (2 294) (2 315) (2 409)

Total cash outflows (574 048) (679 220) (594 670) (580 897) (568 258)

Net cash from (used by) operating activities 19 379 41 089 31 907 38 228 25 255

Cash flows from investing activities

Payments for acquisition of non-financial assets8 (19 924) (39 430) (36 429) (35 126) (20 632)

Proceeds from the disposal of non-financial assets 11 773 11 447 11 449 11 449 11 449

Equity injections and cash flows from restructuring (4 062) (4 000) (4 000) (4 000) (2 825)

Net advances paid 339 300 300 300 300

Net receipts/(payments) for investments 708 1 140 1 140 1 140 1 140


Table 2.17: Statement of Cash Flows (continued) 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Net cash from (used by) investing activities (11 166) (30 543) (27 540) (26 237) (10 568)

Cash flows from financing activities

Net borrowings (7 776) (7 915) (8 017) (8 123) (8 017)

Net cash from (used by) financing activities (7 776) (7 915) (8 017) (8 123) (8 017)

Net increase (decrease) in cash and cash equivalents

Held 437 2 631 (3 650) 3 868 6 670

Cash and deposits at the beginning of the reporting

Period 53 674 26 651 29 282 25 632 29 500

Cash and deposits at the end of the reporting period 54 111 29 282 25 632 29 500 36 170

Notes: 1. The increase in Appropriation receipts - recurrent primarily reflects additional funding provided in the 2018-19 Budget for

initiatives detailed in Table 2.1 Key Deliverables Statement, including funding for Out of Home Care; Intensive Family Engagement Services; the Hobart Aquatic Centre Hydrotherapy Pool; Levelling the Playing Field; Ticket to Play; and the Regional and Community Election Commitments.

2. The movement in Appropriation receipts - capital, primarily reflects capital expenditure in relation to the Affordable Housing Strategy II, Ashley Youth Detention Centre Redevelopment and the Indoor Multi-sports Facility in Southern Tasmania.

3. The decrease in Grants in 2019-20 primarily reflects the cessation of Australian Government NPA funding in relation to Pay Equity for the Social and Community Services Sector, and Disability Cross Billing.

4. The movements in Sales of goods and services reflects the anticipated rental receipts based on the anticipated Housing Stock profile over the 2018-19 Budget and Forward Estimates period.

5. The movements in Employee benefits primarily reflects the impact of time limited funding provided in the 2018-19 Budget for Joined Up Human Services; Youth at Risk Strategy; and Safe Homes, Safe Families - funding to meet increased demand.

6. The increase in Grants and subsidies in 2018-19 primarily reflects additional funding provided in the 2018-19 Budget detailed in Table 2.1 Key Deliverables Statement Intensive Family Engagement Services; the Hobart Aquatic Centre - Hydrotherapy Pool; Levelling the Playing Field; Ticket to Play; and the Regional and Community Election Commitments and the impact of the Department transitioning services to the National Disability Insurance Scheme.

7. The decrease in Supplies and consumables in 2018-19 primarily reflects reductions in expenditure for Disability Services which have transitioned to the NDIS.

8. The increase to Payments for acquisition of non-financial assets in 2018-19 primarily reflects the anticipated capitalisation of expenditure in relation to the Affordable Housing Strategy Stages I and II.


Table 2.18: Statement of Cash Flows - Administered 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000


Cash inflows

Appropriation receipts - recurrent 6 920 7 003 7 088 7 174 7 174


Cash outflows

Grants and subsidies (6 920) (7 003) (7 088) (7 174) (7 174)



held .... .... .... .... ....


period .... .... .... .... ....

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

Education 61

3 DEPARTMENT OF EDUCATION

AGENCY OUTLINE Education is a major contributor to improving social and economic outcomes in Tasmania, including health, happiness, life expectancy and productivity.

The Department of Education is responsible for the delivery of public early years and school education, adult and community education and library and archive services throughout Tasmania. The Department is responsible to the Minister for Education and Training, Hon Jeremy Rockliff MP.

The Department is committed to inspiring and supporting all learners to succeed as connected, resilient, creative and curious thinkers.

Implementation of the 2018-2021 Department of Education Strategic Plan, Learners First: Every Learner, Every Day, is supporting a culture of continuous improvement in learner outcomes.

The Strategic Plan commits the Department to the shared values of aspiration, respect, courage and growth.

The Strategic Plan focusses on four key goals that evidence demonstrates have a positive impact on education outcomes: access, participation and engagement; early learning; wellbeing; and literacy and numeracy. The Department’s efforts towards achievement of these goals are tailored to a learner’s age, ability and aspirations in the areas of: early learning; primary and secondary education; senior secondary education; and adult learning. These services are delivered across the state through 196 Government schools including early childhood intervention services, 12 child and family centres and 47 libraries. The number of students from pre-kinder to senior secondary is 60 443 full-time equivalent students.

Early Learning

The evidence is conclusive that early life experiences shape a child’s life course. The early years are a period of rapid brain growth that lay the foundation for learning and development in later life.

As a child’s first educator, families play a vital role as partners in a child’s learning. High quality early learning improves outcomes in later life, particularly for children from disadvantaged backgrounds.

The Department of Education early learning environments, including the Early Childhood Intervention Services, Child and Family Centres, Libraries Tasmania and schools, support families with young children to play, learn and grow together. The Department of Education provides children from birth to eight years with a great start to learning by:

connecting people across the Tasmanian community who are committed to supporting families with young children through the B4 Early Years Coalition;

supporting families with children from birth to five years to engage with learning through the Launching into Learning initiative and services in CFCs;

continuing to refocus teaching and learning in the early years of education from Kindergarten to Year Two, to ensure that high quality and age-appropriate pedagogies are used in all government primary schools; and

62 Education

regulation and quality assurance of Early Childhood Education and Care services.

Tasmania’s Strategy for Children - Pregnancy to Eight Years 2018-2021 supports the achievement of the Department’s early learning goal with partners across government, the ECEC sector and community, through a focus on quality, equity and partnerships.

The 2018-19 investment in early learning will support the delivery of Early Learning Hubs and free pre-school for three year old children with the greatest need; improvements to kindergarten facilities; and provide more support for learners in Prep to Year Two to engage in play-based, inquiry-led learning.

For more information on the Early Years visit the It’s A Great Start website at https://greatstart.tas.gov.au/.

Primary and Secondary Education

Children and young people become increasingly independent learners as they progress through primary and secondary school and engage with the Australian Curriculum. Students benefit from a continued focus on literacy and numeracy alongside experiences that support the development of life-long skills for problem solving, collaboration and critical and creative thinking.

Student engagement, achievement and wellbeing are intrinsically linked and especially important during periods of transition and change. The middle years (between age nine and 14) are a key developmental stage, where being genuinely engaged in learning and developing high self-esteem has a lasting impact on learning and life outcomes.

The Department of Education delivers high quality teaching and learning in schools from Prep to Year 10 through:

continued implementation of the Education Act 2016;

maintaining a strategic focus on improving the quality of teaching, through the Workforce Development Strategy;

providing targeted support to schools to ensure quality literacy and numeracy learning through coaches;

supporting the inclusion and achievement of students with disability by developing a new needs based funding model for Students with Disability;

supporting students with additional needs, including those affected by trauma, through professional support staff who build the capacity of teaching staff and provide targeted assistance; and

providing flexible learning options to support the engagement and re-engagement of students.

The 2018-19 investment in school education will provide more quality teachers in government schools; expand and improve school infrastructure to support learning; further deliver on recommendations for children and young people with a disability identified by the Ministerial Taskforce; and support child and student wellbeing.

Education 63

Senior Secondary Education

The successful transition from Year 10 to a meaningful learning pathway, leading to attainment of Year 12 (or equivalent), is vital to a young person’s ongoing engagement in further education, training or employment.

In Years 11 and 12 students move to studying a Tasmanian Assessment, Standards and Certification or Vocational Education and Training course, or a combination of both. Flexible and socially inclusive education is essential to engaging a significant proportion of senior secondary learners in Tasmania.

The Department of Education delivers senior secondary education in eight colleges and 38 Extension High Schools with five further extension schools to commence in 2019.

The Department of Education is working to improve access to, and participation and engagement in, quality senior secondary pathways for young people with diverse learning needs, starting points and interests, through:

extending government high schools to Year 11 and 12 to provide further opportunities for young people to successfully complete senior secondary education;

increasing the school leaving age and requirements from 2020 under the Education Act;

quality delivery of VET qualifications through Trade Training Centres and Trade Skills Centres; and

school based apprenticeships and traineeships to connect school and employment through learning pathways.

The 2018-19 investment will support the extension of every Tasmanian high school to Year 12 by 2022, including continued support for innovative partnerships between urban and rural schools and colleges to provide young people with the best opportunities to be job ready.

Adult Learning

Learning is a lifelong journey and adults pursue learning in Department of Education settings for a range of different reasons, including for careers and employment, personal interests, wellbeing or to support younger learners.

Improved adult literacy and numeracy levels are directly related to better social and economic outcomes and the literacy levels of parents directly impact on the educational aspirations and attainment of children.

Libraries Tasmania is a statewide network that gives people in Tasmania access to library services, research and information, adult literacy support, community learning, online access and archive and heritage services.

Libraries Tasmania also supports adult learners to re-engage in learning through adult literacy services and the 26TEN network of organisations and individuals that work together to improve adult literacy and numeracy.

Investment in 2018-19 will provide additional resources to Libraries Tasmania and facilitate the organisation’s name change from LINC Tasmania.

This chapter provides the Department’s financial information for 2018-19 and over the Forward Estimates period (2019-20 to 2021-22). Further information on the Department is provided at www.education.tas.gov.au.

64 Education


Table 3.1: Key Deliverables Statement 2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000


Education Infrastructure1 8 920 25 650 31 750 29 750

Library Resourcing and Branding 1 000 750 750 750

Non-Government - Capital Assistance …. …. …. 1 500

Non-Government School support 250 250 250 250

Taking Education to the Next Level

Additional Funding

7 250

16 000

22 500

29 500

Other Initiatives

Education Act Infrastructure2 6 000 12 000 …. ….


Existing Funding3

2 650

8 360

14 560

17 010

Notes: 1. This allocation does not include a $15.5 million commitment for Education Infrastructure expenditure in TasTAFE. 2. Education Act Infrastructure reflects the capital funding allocation provided in the 2017-18 Budget under the Education Act

reforms that has been reallocated to support improvements to early learning infrastructure by improving kindergarten facilities including major refurbishments and replacements.

3. Existing funding reflects funding allocated in the 2017-18 Budget under the Education Act reforms that has been reallocated towards the development and implementation of the Working Together for Three Year Olds initiative and to provide More Support in Prep, as well as the Extension of Autism classrooms through the Ministerial Taskforce for the Education of Students with Disability.

Delivering on Election Commitments

The Government’s key deliverables reflect full funding from State funds for the following election commitment policy initiatives:

Taking Education to the Next Level (staffing and capital commitments);

Job Ready Generation 2.0;

Revitalising School Farms; and

Bringing Back Libraries.

Through delivering on its election commitments the Government will invest a record $324 million over six years into education covering:

$145 million in recurrent funding which includes funding for an additional 358 new staff including 250 new teachers; and

Education 65

$179 million in education infrastructure (across Department of Education and TasTAFE facilities).

Funding previously allocated under the Education Act reforms has been reallocated to support additional prep support, free pre-school for three year olds and capital funding for improving kindergarten facilities and capacity requirements for the later leaving age.

Education Infrastructure

The Government has committed new funding of $179 million over six years for education infrastructure of which $163.5 million is for government school infrastructure and $15.5 million is for TasTAFE infrastructure. Of the new funding committed in this Budget for government school infrastructure, a total of $96.1 million has been allocated across the Forward Estimates and will provide investment in new schools, school re-builds, new Early Learning Hubs and school farm redevelopments. With the addition of existing infrastructure funding, including improvements to the Tasmanian Archives and Heritage Office, this takes the total Capital Investment Program over four years to $175.8 million.

Two new schools will be built, with $20 million allocated to build a new primary school at Legana commencing in 2021-22 and $30 million towards a new Years 7-12 High School at Brighton commencing in 2020-21. Significant re-builds will be undertaken at Penguin District School ($20 million commencing in 2018-19), Sorell School (an additional $22 million on top of the existing $3.8 million allocation), Cosgrove High School ($20 million commencing in 2021-22) and Devonport High School ($10.5 million commencing in 2020-21).

Funding totalling $7.3 million will be expended towards supporting a revitalised network of school farms across the State. This will include allocations towards school farm infrastructure at the Jordan River Learning Federation and Sheffield District School.

Additional capital funding of $6 million is provided to support the extension of all high schools to Year 12 by 2022. This takes total capital funding for this initiative to $10.5 million over the Budget and Forward Estimates.

Funding of $10.5 million, over four years ($21 million over six years), has been provided to commence construction of six new Early Learning Hubs in the communities of Sorell, Kingborough, Glenorchy, East Tamar, West Ulverstone and Waratah-Wynyard. Hubs will provide access to services for families with young children including health support and outreach and early childhood education and care facilities through partnerships with the ECEC sector. Four of these hubs will be operational by 2024, the first of which is to commence construction in 2019-20 with $3.5 million allocated.

Education Act Infrastructure

The Government is directing the $18 million capital funding allocated under the Education Act reforms to support improvements to early learning infrastructure, by significantly improving kindergarten facilities including major refurbishments and replacements. Funding will continue to be used for meeting capacity requirements resulting from the later leaving age. It is anticipated that work will commence in 2019 at Glen Huon Primary School, Franklin Primary School, Forth Primary School, Glenora District School, Cooee Primary School, Moonah Primary School, Rosetta Primary School, Bowen Road Primary School, Bagdad Primary School and Lilydale District School.

66 Education

Library Resourcing and Branding

Funding of $1 million has been allocated in 2018-19 in the first year of a four year $3.3 million allocation to provide additional resources and to facilitate the name change of LINC Tasmania to Libraries Tasmania. These funds will be used for the purchase of contemporary library resources in a wide range of formats such as digital materials, subscriptions to online materials and books in the State Library. In 2018-19, $250 000 will be used towards rebranding Libraries Tasmania and $750 000 will be used for the purchase of new library resources.

Non-Government Capital Assistance

Funding of $1.5 million has been provided in 2021-22 to extend the additional capital contribution for non-government capital assistance, provided in the 2017-18 Budget, for one more year.

Non-Government School Support

Funding of $1 million over four years will be provided for a new grant for student support in non-government schools in low socio-economic communities. This grant will provide the schools with flexible resources to enable them to provide additional literacy and numeracy support as well access to allied health or support services such as hearing and sight checks, speech therapy, psychology or a social worker. Funding of $250 000 will be expended in 2018-19.


Additional funding of $75.3 million over four years has been allocated to take education to the next level; providing more staff in Government schools, investment in the early years of education, supporting students with disability and continuing targeted support programs in schools. This is in addition to funding totalling $42.6 million already committed through the Education Act reforms relating to the Working Together for 3 Year Olds initiative and Prep support as well as extensions to Autism classrooms.

More staff in Government Schools

Within four years, 277 new staff will have been employed in the Government School system, including 192 new teachers. This investment will grow to 358 more staff including 250 additional teachers and 80 additional teacher assistants within six years. The additional teachers will include:

the progressive roll-out over six years of 90 extra teachers that will support principals to focus more on leading high quality teaching and learning in their schools, recognising that high quality teaching has the biggest impact on education outcomes;

10 new teachers for school farms to improve student learning and support a network of school farms across Tasmania, and

35 additional Literacy and Numeracy coaches, increasing the total number of coaches to 120.5 full-time equivalents, recognising that literacy and numeracy skills provide the foundation for improving education outcomes in all other curriculum areas.

Education 67

School Farm Resourcing

In addition to staffing, funding of $800 000 over four years has been allocated to support the operation of school farms across the State. This initiative will support a network of school farms across Tasmania and provide clear education pathways and improved opportunities for learning about primary industries and the science behind food and fibre production. Funding of $200 000 has been allocated in 2018-19 for this initiative.

Infrastructure funding totalling $7.3 million has been allocated toward supporting a revitalised network of school farms across the State. This will include allocations towards school farm infrastructure at the Jordan River Learning Federation and Sheffield District School.

Early Years Education

Investment in early years, with a focus on early learning, provides the highest return on investment in terms of lifting education outcomes.

Early Learning Hubs

Operational funding has been provided for the six new Early Learning Hubs with four Hubs to be operational by 2024. This funding will provide, over six years, 12 new early years staff which includes a teacher in each Hub. The Hubs will service the communities of Sorell, Kingborough, Glenorchy, East Tamar, West Ulverstone and Waratah-Wynyard. They will provide access to services for families with young children including health and education support both within the Hub and through outreach. Hubs will also include early childhood education and care services designed and delivered in partnership with the ECEC sector.

Free Pre-School for Three Year Olds

Funding of $2.3 million has been allocated in 2018-19 to support the co-design of the Working Together for 3 Year Olds initiative to be delivered as a partnership between the Department of Education and the ECEC. This is the second year of an initiative that will deliver free pre-school for three year olds across the State, supporting those children who are the most disadvantaged or vulnerable. Once implemented in 2020, this initiative will provide up to $10.5 million per annum to support free pre-school delivered by the ECEC sector. The total investment in this initiative over four years will be $31.3 million. This funding was previously allocated under the Education Act reforms.

More Support in Prep

To support a play based inquiry led approach to the delivery of the Australian Curriculum in the Prep year, the Government is adding additional teacher assistant support into the Prep year. The support is equivalent to 80 full-time equivalent teacher assistants. The first stage will commence in 2020. Funding for this initiative is already reflected in the Budget, under the Education Act reforms.

68 Education

Extend Every Tasmanian High School to Year 12 by 2022 (also Job Ready Generation 2.0)

Recognising the geographic, psychological and social barriers for learners to continue to access, participate or engage in education and training, after Year 10, additional recurrent funding of $24.5 million has been allocated over four years, to continue the Government’s commitment to extend every Tasmanian High School to Year 12 by 2022. The number of schools already extended to Year 12 is 38, leaving 19 to be extended over the next four years. The extension of schools includes innovative partnerships between urban and rural schools and colleges providing students with the best opportunities to be job ready. This allocation is in addition to the significant investment already allocated towards supporting this initiative.

A further $6 million has been allocated in this Budget to support infrastructure building development required for the successful implementation of this initiative (with $1.5 million commencing in 2018-19). This takes the total infrastructure allocation to $10.5 million over the Forward Estimates.

Ministerial Taskforce for the Education of Students with Disability

Changes to education to support children and young people with a disability to access, participate and engage in education (as identified through the 2014 Ministerial Taskforce), will continue to be progressed in this Budget, with additional funding of $250 000 allocated in 2018-19, and a further $3 million in 2021-22. This is in addition to the $12 million allocated in the 2017-18 Budget over four years to support the ongoing implementation of the Taskforce’s recommendations.

This initiative includes the extension of Autism specific classroom support across the State providing for further classes for high school students in the North and North West, in consultation with school communities. This will build on the successful programs already being run for primary students at Lindisfarne North Primary School, Summerdale Primary School and Romaine Park Primary School and high school students at Rose Bay High School.

Provision will also be made from this funding to support the design and testing of a new needs based funding model for students with a disability. The new model will focus on delivering resources on the basis of educational adjustment required to give students with a disability the best opportunity to thrive at school.

Bravehearts School Program

Additional funding of $800 000 over four years has been allocated for the continued funding of the school based Bravehearts education program, with $200 000 allocated in 2018-19. The program teaches children about personal safety as a means of reducing child sexual violence.

Stay ChatTY

Funding of $250 000 per annum for four years has been allocated in the 2018-19 Budget to continue the work between Government Schools and Stay ChatTY. This program focuses on delivering a message to keep talking to one another as a means of preventing suicide and raising awareness of mental health.

Education 69

OUTPUT INFORMATION Outputs of the Department of Education are provided under the following Output Groups:

Output Group 1 - Education; and

Output Group 2 - Libraries Tasmania

Table 3.2: Output Group Expense Summary1 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Minister for Education and Training

Output Group 1 - Education

1.1 In School Education2 995 595 1 019 034 1 053 145 1 085 465 1 127 777

1.2 School Support Services 12 794 13 188 13 432 13 688 14 220

1.3 Early Learning3 11 596 11 896 12 316 10 312 10 430

1.4 Statutory Offices4 4 379 4 828 4 706 4 764 4 651

1 024 364 1 048 946 1 083 599 1 114 229 1 157 078

Output Group 2 - Libraries Tasmania5

2.1 Information Services and Community Learning6 35 738 37 609 38 019 38 727 40 275

2.2 Tasmanian Archives and Heritage Office 3 307 3 377 3 442 3 506 3 576

39 045 40 986 41 461 42 233 43 851

Grants and Subsidies7 329 411 354 172 370 139 386 814 397 931

TOTAL 1 392 820 1 444 104 1 495 199 1 543 276 1 598 860



2. The increase in In School Education reflects 2018 election commitments for Taking Education to the Next Level including: Extend Every Tasmanian High School to Year 12 by 2022; More staff in Government Schools; School Farm Resourcing; Ministerial Taskforce for the Education of Students with Disability; continued funding for the Education Act Implementation; and Australian Government funding for Quality Schools, Quality Outcomes. The increase from 2019-20 includes funding for the Working Together for Three Year Olds initiative.

3. The variation in Early Learning reflects the 2018 election commitment for operational expenses for new Early Learning Hubs. The decrease in 2020-21 reflects the completion of transition funding for the co-design and development of the Working Together for Three Year Olds initiative. Implementation funding for this initiative is in Output 1.1 In School Education.

4. The variation in Statutory Offices reflects fixed-term funding to support transitional costs for the Office of Tasmanian Assessment, Standards and Certification allocated in the 2017-18 Budget.

5. The former Output Group 2 LINC Tasmania has been renamed Libraries Tasmania. 6. The increase in Information Services and Community Learning in 2018-19 reflects the election commitments for Library

Resourcing and Branding. 7. The increase in Grants and Subsidies in 2018-19 reflects the 2018 election commitments for additional Non-Government Capital

Assistance and Non-Government School Support and increased Australian Government and State Government grants to non-government schools under Quality Schools, Quality Outcomes.

70 Education

Output Group 1: Education

1.1 In School Education

The services provided under this Output focus on the delivery of education to students in schools enrolled in classes from Kindergarten to Year 12. The purpose of this Output is to provide a range of educational services that will help students develop intellectually, socially, morally, emotionally and physically in a stimulating, inclusive and supportive environment. The services provided under this Output are crucial to ensure that Tasmania’s young people obtain the knowledge, skills, behaviour and dispositions necessary to continue their education and training, become job-ready and lead happy and fulfilling lives. The Output has a strong focus on improving the transition of students from Year 10 and retaining them, so that they gain a meaningful Year 12 qualification, or equivalent.

1.2 School Support Services

The services provided under this Output focus on services provided to schools through Learning Services and Education Performance and Review.

Learning Services has a key role in facilitating the sharing of resources, knowledge, innovation and learning between schools and across the State and responds to schools on the basis of their school improvement needs. Learning Services works collaboratively with networks of schools to implement whole-of-Department and Government initiatives.

Education Performance and Review monitors and measures student outcomes in the pre-compulsory and compulsory years of schooling including achievement against the national benchmarks established under the National Assessment Plan - Literacy and Numeracy. It also provides statewide support and information on reporting, as well as information and data regarding teacher assessment using the standards of the Tasmanian Curriculum and the Australian Curriculum.

1.3 Early Learning

This Output has two focus areas. The first, through the Education and Care Unit, is for approving and regulating education and care services (long day care, outside school hours care and family day care) under national legislation. It is also responsible for the licensing and monitoring of all other child care services under the Child Care Act 2001. This Output also provides assistance and advice to education and care services. Funds are provided to eligible service providers as a contribution towards operating expenses and capital upgrades through the Education and Care Grants Program. The second focus of this Output relates to services delivered through Child and Family Centres.

Education 71

1.4 Statutory Offices

This Output provides for the operation of independent educational Statutory Authorities administratively supported by the Department that include the Office of Tasmanian Assessment Standards and Certification, Teachers Registration Board, and the Education Registrar’s Office and Non-Government School Registration Board. TASC is responsible for Years 11 and 12 accreditation and certification. The TRB manages the registration of all Tasmanian teachers employed in all educational sectors.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Early Learning

Kindergarten and Prep2

Percentage of children meeting the

Kindergarten Development Check %

72.6

71.4

75.0

75.0

Percentage of Prep students achieving:

Expected literacy outcomes % 86.8 86.8 87.0 87.5

Expected numeracy outcomes % 87.0 86.5 87.0 87.5

Education and Care

Service quality assessment visits3,4 Number 84 67 50 75

Visits to approved or licensed education and

child care services5 Number 202 141 200 200

Literacy and Numeracy

Reading6

Reading rates against National Minimum

Standard Year 3

% of students at or

above the NMS 94.0 94.4 94.4 94.5

Reading rates against NMS Year 5 % 90.8 92.3 94.0 94.0



Numeracy6

Numeracy rates against NMS Year 3

% of students at or

above the NMS 95.8 96.2 96.2 96.3

Numeracy rates against NMS Year 5 % 94.0 95.0 95.0 95.0



Aboriginal Students6,7

Education outcome gap across Years 3,5,7 and

9 reading and numeracy % 5.6 6.3 5.0 5.0

72 Education


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Access, Participation and Engagement

Government school student satisfaction8 % 85.7 83.5 86.0 86.5

Government Schools who’s attendance in

Years 7-10 is 90% or more6,9 % 63.7 63.4 64.0 65.0

Government school senior secondary students

(NSSC Census)10 Number 7 535 7 536 7 850 7 850

Direct retention rate Years 10-12 for

government schools11 % 61.6 62.6 64.0 65.0

Apparent retention rate Years 10-12 for

government schools (full-time)12 % 73.4 74.1 75.0 75.0

Attainment Measures for 15 - 19 year old

students:13

Completed 120 credit points in education and

training Number 5 245 5 284 5 300 5 350

Some vocational education and training Number 4 912 5 012 6 500 6 500

Tasmanian Certificate of Education14 Number 3 767 3 871 3 600 4 100

A Tasmanian Certificate of Education % 56.4 58.9 62.0 65.0

A Tertiary Entrance Rank14 Number 2 239 2 171 2 450 2 450

Sources: National Assessment Program: Literacy and Numeracy: Achievement in Reading, Writing, Language Conventions and Numeracy 2016, 2017; published at http://reports.acara.edu.au/.

Department of Education Annual Report 2016-17; and Department of Education records.

Office of Tasmanian Assessment, Standards & Certification records and 2016-17 Annual Report.

National Schools Statistics Collection (NSSC), Schools, Australia ABS Cat No 4221.0.

National Quality Agenda Information Technology System. Notes: 1. Some additional performance measures have been identified in the 2018-19 Budget. The Department will continue to review the

Performance measures for this Output Group during 2019-20 with the aim to better reflect performance against the 2018-2021 Department of Education Strategic Plan, Learners First: Every Learner, Every Day.

2. Actual performance measures are based on calendar years and include students from government schools only. The 2015-16 and 2016-17 Actual values are based on assessments at the end of 2015 and 2016 respectively. In recent years, Kindergarten Development Check outcomes have been relatively stable with a modest decline. During the same period, the Department has refined reporting to schools, including links to additional resources to guide assessments, which may have influenced the ways teachers undertake these assessments.

3. Services are assessed against the seven Quality Areas, 18 standards and 58 elements of the National Quality Standard and ratings are published. In February 2018, the NQS was amended (now with seven Quality Areas, 15 standards and 40 elements). A risk based approach to new assessments and reassessments of services informs the targets. The 2017-18 target was informed by the impact of the implementation of Council of Australian Governments Review changes, in particular those to the NQS.

4. Actual performance measures are responsive to the emergent demands of the ECEC and community, in accordance with the principles of best practice regulation.

5. The number of visits to approved or licensed education and child care services is in addition to the number of service quality assessments conducted. The Department has taken a risk based approach to undertaking visits to approved or licensed education and care (child care) services while new staff have been trained in the complex requirements of the National Quality Framework. This has resulted in fewer visits during this period than originally planned.

6. Actual performance measures are based on calendar years. The measures for the 2015-16 Actuals are based on the 2016 calendar year, while the measures for 2016-17 are based on 2017 calendar year. Measures include students from government and non-government schools.

Education 73

7. Aboriginal students gap is measured across Years 3, 5, 7 and 9 reading and numeracy: a lower figure represents a better result in closing the gap. This measure has been consolidated across year levels to increase the reliability of the measure, from eight separate measures in previous years that were based on relatively lower student numbers.

8. Student satisfaction is evident in survey data from all Tasmanian government schools and is based on average agreement across 12 nationally agreed items of student satisfaction. Some variations from year to year may be affected by variable sampling across schools. Student satisfaction in 2017 is based on 13 998 students.

9. Year 7-10 Government school attendance level based on a nationally reported measure of the proportion of government school students attending 90 per cent or more of the Semester 1 period.

10. Actuals are the total full-time equivalent of government senior secondary students regardless of age, at the mid-year census. The measures for the 2015-16 Actuals are based on the 2016 calendar year, while the measures for the 2016-17 Actuals are based on the 2017 calendar year. Participation numbers are affected by state-level cohort sizes.

11. Direct retention is based on tracking individual students from the mid-year census of Year 10 in government schools, to the mid-year census of Year 12 in government schools. The 2015-16 and 2016-17 Actual values are the proportion of the Year 10 students who were retained to Year 12 as at mid-2016 and 2017 respectively.

12. Apparent retention rates for Years 10-12 measure the number of Year 12 students in government schools divided by the number of Year 10 students in government schools two years prior, without tracking individual students. Figures relate to full-time government school students at both year levels. The Australian Bureau of Statistics notes that care should be exercised in the interpretation of apparent retention rates as the method of calculation does not take into account a range of factors, such as movement between the government and non-government sector and interstate/international migration. The 2015-16 and 2016-17 Actual values are based on Year 12 as numbers at mid-2016 and 2017 respectively.

13. Attainment measures include students across education sectors who have attained one or more units of credit in Tasmanian Assessment, Standards and Certification accredited courses or TASC recognised or nationally recognised Vocational Education and Training by the given year. Completion and participation numbers are affected by state-level cohort sizes. Further, rates of completion and participation are affected by economic circumstances and targets assume these circumstances, especially youth employment opportunities, will remain stable over this period.

14. The proportion of students who attained a Tasmanian Certificate of Education is based on the ABS estimated residential population in Tasmania, proportionally age-weighted to students obtaining TCE, commonly 17 or 18 years old as at 30 June. This proportional measure has been introduced because completion and participation numbers are affected by state-level cohort sizes. The 2015-16 and 2016-17 Actual values are based on TCE assessments at the end of 2016 and 2017 respectively.

74 Education

Output Group 2: Libraries Tasmania

2.1 Information Services and Community Learning

This Output provides for the lifelong learning of all Tasmanians through the delivery of information, education and training, literacy support and other community services through the Libraries Tasmania network.

2.2 Tasmanian Archives and Heritage Office

This Output focuses on the provision of Tasmanian Information Services and the management of Tasmania’s Archival and Heritage Collection.


Performance Measure1

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Percentage of people satisfied with Libraries Tasmania

services2 % …. …. …. 90

Average of library loans per lending item per annum3 Number 6.21 5.96 …. 6.00

Number of visits to archive and heritage pages on

Libraries Tasmania websites4 Number 773 418 924 585 …. 1 000 000

Attendance in Libraries Tasmania programs and events

per annum per 1 000 people)5 Number 183 178 …. 200

Percentage of people who feel more confident using

digital technology after receiving support from Libraries

Tasmania staff (including volunteers), or participating in

courses6

%

confident or

very confident …. …. …. 90

Notes: 1. As was highlighted in the 2017-18 Budget papers, Libraries Tasmania has reviewed and revised its performance measures in the

2018-19 Budget to better reflect its strategic focus on client-centred services and programs. This also supports a recommendation in the 2016 Auditor-General’s Assessment of Performance Measures report to the Department of Education, that the previously named LINC Tasmania move away from activity measures and towards outcome measures. Two of the five proposed indicators will measure outcomes using evidence of client experiences as the basis for continuous performance improvement. The proposed measures align with national measures used in state and territory library and archive services, and national and international public libraries. This alignment will enable better comparison with performances in other jurisdictions, which will in turn support more informed decisions that lead to enhanced user experiences.

2. This outcome measure provides a primary indication of the overall client experience of Libraries Tasmania services. The 90 per cent target is based on a 2017 client survey, which reported 87.5 per cent of respondents were either satisfied or very satisfied with Libraries Tasmania services. The target is also based on client satisfaction benchmarks and findings from national and international library and archive service surveys, which range from 88 to 95 per cent.

3. This new measure will show how frequently items in the collection are used. Due to its ageing collection, Libraries Tasmania has been above the national standard. Funding has been allocated to increase stock levels and bring the measure to within national standards. It is projected that at June 2018, the figure will be 6.24. The measure is obtained by dividing the total annual circulation by the total number of lending library stock.

4. This new measure indicates client engagement with archive and heritage pages accessed through the Libraries Tasmania website. Visits refer to client browsing sessions across archive and heritage pages within the same web browser. The target of one million visits is based on a count of sessions that involved visiting archive and heritage pages for the 12 months to 31 March 2018.

5. This measure indicates the level of Tasmanian participation in Libraries Tasmania’s programs and events. The June 2017 ABS population update figure will be used to measure attendances per capita. The target of 200 attendances per 1 000 people per annum is based on a count of attendances in all Libraries Tasmania programs and events by all ages, including lifelong learning and digital literacy programs, for the 12 months to 31 March 2018.

Education 75

6. This new outcome measure indicates the level to which clients are able to apply what they have learnt through the support they receive about digital technology use from Libraries Tasmania staff (including volunteers), or from participating in courses. This measure also reflects the strategic focus on contributing to improving the low levels of digital inclusion in Tasmania. The 90 per cent target is based on a 2016 American public libraries survey that found that 90 per cent of clients who participated in a program or service, say they subsequently felt more confident using what they learned.

76 Education

CAPITAL INVESTMENT PROGRAM Table 3.5 provides financial information for the Department's Capital Investment Program. Further information on the CIP is provided in chapter 6 of The Budget Budget Paper No 1.




$'000 $'000 $'000 $'000 $'000



Devonport High 10 500 .... .... 5 250 5 250

Legana Primary 20 000 .... .... .... 5 000

New Brighton High School 30 000 .... .... 1 000 2 000

New K-12 Penguin School 20 000 1 000 4 000 7 500 7 500

New K-12 Sorell School1 22 000 1 000 10 500 10 500 ....

Revitalising Cosgrove High 20 000 .... .... .... 5 000

School farm redevelopment (Brighton/JRLF) 4 300 4 300 .... .... ....

School farm redevelopment (Sheffield) 3 000 .... 3 000 .... ....

School Infrastructure Upgrades 6 770 1 120 3 150 2 500 ....

Six New Early Learning Hubs 21 000 .... 3 500 3 500 3 500

Year 7-12 Implementation Plan - capital2 6 000 1 500 1 500 1 500 1 500



Boat Harbour Primary School 1 800 1 350 .... .... ....

East Devonport Primary School 1 750 500 .... .... ....

East Launceston Primary School 4 500 4 300 .... .... ....

Education Act Implementation - Capital 18 000 6 000 12 000 .... ....

Hobart College 2 500 800 1 700 .... ....

Illawarra Primary School 2 900 2 700 .... .... ....

Lansdowne Crescent Primary School 4 730 .... 1 145 3 585 ....

Molesworth Primary School 1 890 .... 260 1 630 ....

Montagu Bay Primary School 1 750 750 1 000 .... ....

Parklands High School 9 145 1 000 .... .... ....

Queechy High School 5 000 2 450 .... .... ....

Riverside High School 12 000 8 000 3 600 .... ....

Riverside Primary School 2 500 500 .... .... ....

Snug Primary School 2 500 2 460 .... .... ....

Sorell School1 3 750 3 725 .... .... ....

Education 77

Table 3.5: Capital Investment Program (continued) Estimated 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Southern Support School 4 300 4 250 .... .... ....

Spreyton Primary School 1 655 .... 260 1 395 ....

St Marys District School 5 000 2 625 .... .... ....

Taroona High School 5 000 4 800 .... .... ....

Tasmanian Archives and Heritage Office 3 000 2 400 .... .... ....

Year 7-12 Implementation Plan - capital2 10 500 1 500 1 500 1 500 ....


Notes: 1. The 2018 election commitment funding of $22 million for the New K-12 Sorell School is in addition to the existing funding of

$3.8 million previously allocated to the project in 2016-17. 2. The 2018 election commitment funding of $6 million over four years is in addition to the funding of $4.5 million allocated in the

2017-18 Budget to extend this project.

Devonport High School Redevelopment

Funding of $10.5 million has been allocated over two years, starting in 2020-21 for a two year project for the redevelopment of Devonport High School. This development will support Devonport High School’s strong focus on community partnerships. It will provide modern learning environments and facilities to host existing programs such as the SPACE program and other programs to engage students, to help build on retention and attainment outcomes.

Extend Every Tasmanian High School to Year 12 by 2022 (Year 7-12 Implementation Plan - capital)

Additional funding of $6 million over four years has been provided to continue the Government’s commitment to Extend Every Tasmanian High School to Year 12 by 2022. The number of schools already extended to Year 12 is 38, leaving 19 to be extended over the next four years. This is in addition to the $4.5 million allocation already committed in the 2017-18 Budget to support capital works for extension schools. Funding of $3 million is allocated for this initiative in 2018-19.

Legana Primary School

Funding of $5 million has been allocated in 2021-22 towards a $20 million project to build a new primary school in Legana.

New Brighton High School

Funding of $3 million has been allocated across 2020-21 and 2021-22 as part of a $30 million project to build a new Years 7-12 High School at Brighton. This expenditure will commence in 2020-21 with a $1 million commitment.

78 Education

New K-12 Penguin District School

Funding of $20 million over four years will be provided to fully redevelop Penguin District School as a Kindergarten to Year 12 school. This project will consolidate the current two campuses on a single site and include an Early Childhood Education and Care service, delivered in partnership with an ECEC provider. Funding of $1 million has been allocated in 2018-19 for this project.

New K-12 Sorell School

A further $22 million will be allocated to build upon the $3.7 million already committed in the 2016-17 Budget to upgrade Sorell School. The total $25.7 million will result in a significant re-build of the school which will include a new ECEC facility and new state of the art Science Technology, Engineering and Mathematics facility. Funding of $4.7 million will see this project commence in 2018-19.

Revitalising Cosgrove High School

A $20 million project, over two years, to revitalise Cosgrove High School will commence in 2021-22 with a $5 million allocation in that year. This project will serve to rebuild the existing school, creating a state of the art school providing education to Year 12. This will provide a government school option for Years 11 and 12 in Glenorchy reducing the barriers for students to access a Years 11 and 12 education.

School Farm Redevelopment Brighton

Funding of $4.3 million has been allocated in 2018-19 for the redevelopment of the Jordan River Learning Federation Farm.

School Farm Redevelopment Sheffield

Funding of $3 million has been allocated in 2019-20 for the redevelopment of the Sheffield School Farm.

School Infrastructure Upgrades

Funding of $1.1 million has been allocated in 2018-19 in the first year of a three year $6.8 million program to provide infrastructure upgrades at Launceston College, Molesworth Environment Centre, Hellyer College and Ulverstone Primary School.

Six New Early Learning Hubs

Funding of $10.5 million over three years commencing in 2019-20 has been allocated commencing toward the construction of six new Early Learning Hubs. The new Hubs will be located in Sorell, Kingborough, Glenorchy, East Tamar, West Ulverstone and Waratah-Wynyard communities and will provide a one-stop shop for services to families with young children. Services at the Hub will include health, support and outreach and will include ECEC services designed in partnership with the ECEC sector. Four hubs will be operational by 2024.

Education 79




$'000 $'000 $'000 $'000 $'000


Appropriation revenue - recurrent1 932 452 967 460 993 224 1 036 069 1 077 713


Other revenue from government3 3 075 .... .... .... ....

Grants4 16 048 8 121 9 993 148 148


Fees and fines 215 200 204 208 213

Interest5 935 680 665 650 635

Other revenue6 31 303 30 688 31 050 31 399 31 755

Total revenue and other income from transactions 1 068 798 1 103 427 1 120 144 1 146 837 1 179 255




Supplies and consumables 191 705 203 218 201 779 218 310 243 041


Other expenses 11 844 11 887 11 928 11 970 11 767

Total expenses from transactions 1 063 409 1 089 932 1 125 060 1 156 462 1 200 929

Net result from transactions (net operating balance) 5 389 13 495 (4 916) (9 625) (21 674)

Other economic flows included in net result

Net gain/(loss) on non-financial assets 243 243 243 243 243

Total other economic flows included in net result 243 243 243 243 243

Net result 5 632 13 738 (4 673) (9 382) (21 431)

Other economic flows - other non-owner changes in

equity

Changes in physical asset revaluation reserve9 17 095 33 538 38 768 43 723 43 517

Total other economic flows - other non-owner

changes in equity 17 095 33 538 38 768 43 723 43 517


80 Education

Notes: 1. The increase in Appropriation revenue - recurrent reflects 2018 election commitments for Taking Education to the Next Level

including: Extend Every Tasmanian High School to Year 12 by 2022; More staff in Government Schools; School Farm Resourcing; Ministerial Taskforce for the Education of Students with Disability; recurrent funding for new Early Learning Hubs; continued funding for the Education Act Implementation; and Australian Government funding for Quality Schools, Quality Outcomes. The increase from 2019-20 includes funding for the Working Together for 3 Year Olds initiative.

2. The variation in Appropriation revenue - works & services reflects the timing of capital projects being undertaken by the Department including 2018 election commitments for: a New Brighton High School; New K-12 Penguin School; New K-12 Sorell School; refurbishment of Devonport High and Cosgrove High; and Six New Early Learning Hubs.

3. The Other revenue from government in 2017-18 reflects the estimated funding carried forward under Section 8A(2) of the Public Account Act 1986 at the time of the 2017-18 Budget.

4. The decrease in Grants across the Forward Estimates reflects the finalisation of Australian Government National Partnership funding to the State which includes the cessation of funding from the Australian Government under the National Partnership Agreement on Universal Access to Early Childhood Education - 2018. These estimates were prepared before the release of the 2018-19 Australian Government Budget where it was announced that funding for this program will be extended to 2019.

5. The decrease in Interest revenue in 2018-19 reflects a revision to estimated revenue based on actual revenue trends. 6. The decrease in Other revenue in 2018-19 primarily reflects a revision to estimated school revenue based on actual revenue

trends. 7. The increase in Employee benefits in 2018-19 primarily reflects the impact of the 2018 election commitments for Taking

Education to the Next Level including: Extend Every Tasmanian High School to Year 12 by 2022; More staff in Government Schools; and School Farm Resourcing.

8. The decrease in Grants and subsidies in 2018-19 reflects the finalisation of Australian Government National Partnership funding to the State. The decrease in 2020-21 reflects the reallocation of funding originally provided for the transitional support package allocated to Support the Education and Care Sector to primarily Employee benefits and Supplies and consumables to support the co-design of the Working Together for 3 Year Olds initiative.

9. Changes in physical asset revaluation reserve reflect the revaluation of Land and Buildings.




$'000 $'000 $'000 $'000 $'000



Sales of goods and services 382 391 400 410 420




Transfers to the Consolidated Fund 382 391 400 410 420



Net result .... .... .... .... ....


Note: 1. The increases in Appropriation revenue - recurrent and Grants and subsidies reflect 2018 election commitments for additional

Non-Government Capital Assistance and Non-Government School Support, and increased Australian Government and State Government grants to non-government schools under Quality Schools, Quality Outcomes.

Education 81




$'000 $'000 $'000 $'000 $'000


Output Group 1 - Education

1.1 In School Education1 871 445 903 617 928 035 971 886 1 011 841

1.2 School Support Services 11 459 11 853 12 097 12 353 12 651

1.3 Early Learning2 10 965 10 959 11 683 9 595 10 239

1.4 Statutory Offices3 3 839 4 288 4 166 4 224 4 103

897 708 930 717 955 981 998 058 1 038 834

Output Group 2 - Libraries Tasmania

2.1 Information Services and Community Learning4 31 777 33 695 34 132 34 836 35 634

2.2 Tasmanian Archives and Heritage Office 2 967 3 048 3 111 3 175 3 245

34 744 36 743 37 243 38 011 38 879


Capital Investment Program6 47 825 59 030 47 115 39 860 29 750

Department of Education

Total Recurrent Services 1 261 863 1 321 632 1 363 363 1 422 883 1 475 644


1 309 688 1 380 662 1 410 478 1 462 743 1 505 394

Appropriation Carried Forward 3 075 .... .... .... ....

Total Revenue from Appropriation 1 312 763 1 380 662 1 410 478 1 462 743 1 505 394

Controlled Revenue from Appropriation 983 352 1 026 490 1 040 339 1 075 929 1 107 463


1 312 763 1 380 662 1 410 478 1 462 743 1 505 394

Notes: 1. The increase in In School Education reflects 2018 election commitments for Taking Education to the Next Level including: Extend

Every Tasmanian High School to Year 12 by 2022; More staff in Government Schools; School Farm Resourcing; Ministerial Taskforce for the Education of Students with Disability; continued funding for the Education Act Implementation; and Australian Government funding for Quality Schools, Quality Outcomes. The increase from 2019-20 includes funding for Education Act Implementation including the Working Together for 3 Year Olds initiative.

2. The variation in Early Learning reflects the 2018 election commitment for operational expenses for new Early Learning Hubs. The decrease in 2020-21 reflects the completion of transition funding for the co-design and development of the Working Together for 3 Year Olds initiative. Implementation funding for this initiative is in Output 1.1 In School Education.

3. The variation in Statutory Offices reflects fixed-term funding to support transitional costs for the Office of Tasmanian Assessment, Standards and Certification allocated in the 2017-18 Budget.

4. The increase in Information Services and Community Learning in 2018-19 reflects the election commitments for Library Resourcing and Branding.

82 Education

5. The increase in Grants and subsidies in 2018-19 reflects the 2018 election commitments for additional Non-Government Capital Assistance and Non-Government School Support and increased Australian Government and State Government grants to non-government schools under Quality Schools, Quality Outcomes.

6. The variation in Capital Investment Program reflects the timing of capital projects being undertaken by the Department including 2018 election commitments for a New Brighton High School, New K-12 Penguin School, New K-12 Sorell School, refurbishment of Devonport High and Cosgrove High and Six New Early Learning Hubs.




$'000 $'000 $'000 $'000 $'000

Revenue Collected on Behalf of the Consolidated

Fund

Other Sales of Services 382 391 400 410 420

382 391 400 410 420

Revenue from Appropriation

Annual Appropriation1 329 411 354 172 370 139 386 814 397 931

329 411 354 172 370 139 386 814 397 931


Note: 1. The increase in Annual Appropriation reflects the 2018 election commitments for additional Non-Government Capital

Assistance and Non-Government School Support and increased Australian Government and State Government grants to non-government schools under Quality Schools, Quality Outcomes.




$'000 $'000 $'000 $'000 $'000


Non-government schools: Australian Government funded

grants1 255 912 275 660 289 740 304 480 313 614

Non-government schools: State funded capital assistance 2 673 2 673 2 673 2 673 2 673

Non-government schools: State funded general education

grants2 70 826 75 839 77 726 79 661 81 644

329 411 354 172 370 139 386 814 397 931

Transfer to the Consolidated Fund 382 391 400 410 420


Education 83

Notes: 1. The increase in Non-government schools: Australian Government funded grants reflects increased Australian Government grants

to non-government schools under Quality Schools, Quality Outcomes. 2. The increase in Non-government schools: State funded general education grants reflects increased State Government grants to

non-government schools under Quality Schools, Quality Outcomes and the 2018 election commitments for Non-Government School Support.

Non-Government Schools: Australian Government Funded Grants

This Grant Program represents Australian Government funding relating to non-government schools. These funds are administered on behalf of the Australian Department of Education and, upon receipt, are forwarded to non-government schools.

Non-Government Schools: State Funded Capital Assistance

These grants provide funding to non-government schools and non-government school authorities for assistance with eligible capital projects in accordance with the Education Act.

Non-Government Schools: State Funded General Education Grants

The Program covers the cost of grants which are distributed to registered non-government schools in accordance with the Education Act. Since the implementation of the Students First education reforms, funding allocations that had previously been provided to non-government schools under the Student Assistance Scheme are now included within this payment.

84 Education




$'000 $'000 $'000 $'000 $'000

Assets

Financial assets

Cash and deposits 93 501 91 794 88 609 85 386 82 440

Receivables1 13 351 14 235 14 967 15 699 16 431

106 852 106 029 103 576 101 085 98 871


Assets held for sale2 4 778 4 313 4 149 3 185 2 221


Heritage and cultural assets 44 554 46 431 48 255 50 115 51 975

Intangibles4 4 012 3 732 3 149 2 566 2 566

Other assets5 9 788 11 736 11 491 10 764 9 768

1 430 192 1 518 263 1 564 166 1 607 649 1 638 497

Total assets 1 537 044 1 624 292 1 667 742 1 708 734 1 737 368

Liabilities

Payables 6 585 7 138 7 259 7 380 7 501

Employee benefits 142 256 147 385 156 458 162 785 169 212




Equity

Reserves 291 897 365 482 404 250 447 973 491 490

Accumulated funds 1 091 128 1 097 342 1 092 669 1 083 287 1 061 856

Total equity 1 383 025 1 462 824 1 496 919 1 531 260 1 553 346

Notes: 1. The increase in Receivables in 2019 reflects a revised estimate based on 30 June 2017 actuals. 2. The decrease in Assets held for sale in 2019 reflects an updated estimate based on an analysis of the timing of property sales. 3. The increase in Property, plant and equipment in 2019 reflects further capital investment in schools and the estimated indexation

of the asset value base less depreciation. 4. The decrease in Intangibles in 2019 primarily reflects the one-off purchase of intangibles relating to systems development in

2017-18. 5. The increases in Other assets and Other liabilities in 2019 reflect revised estimate based on 30 June 2017 actuals.

Education 85




$'000 $'000 $'000 $'000 $'000


Cash inflows

Appropriation receipts - recurrent1 932 452 967 460 993 224 1 036 069 1 077 713


Grants3 16 048 8 121 9 993 148 148


Fees and fines 215 200 204 208 213

GST receipts 28 503 28 503 28 503 28 503 28 503

Interest received4 935 680 665 650 635

Other cash receipts5 30 303 29 688 30 050 30 399 30 755

Total cash inflows 1 091 710 1 129 664 1 146 381 1 173 074 1 205 492

Cash outflows


Superannuation (84 894) (91 237) (94 831) (97 118) (98 846)

GST payments (29 207) (29 207) (29 207) (29 207) (29 207)


Supplies and consumables (200 847) (212 360) (210 921) (227 452) (252 183)


Total cash outflows (1 043 999) (1 070 414) (1 099 068) (1 133 054) (1 177 374)






held (5 572) (3 163) (3 185) (3 223) (2 946)


period 99 073 94 957 91 794 88 609 85 386


86 Education

Notes: 1. The increase in Appropriation receipts - recurrent reflects 2018 election commitments for Taking Education to the Next Level

including: Extend Every Tasmanian High School to Year 12 by 2022; More staff in Government Schools; School Farm Resourcing; Ministerial Taskforce for the Education of Students with Disability; recurrent funding for new Early Learning Hubs; continued funding for the Education Act Implementation; and Australian Government funding for Quality Schools, Quality Outcomes. The increase from 2019-20 includes funding for the Working Together for 3 Year Olds initiative.

2. The variation in Appropriation receipts - capital reflects the timing of capital projects being undertaken by the Department including 2018 election commitments for: a New Brighton High School; New K-12 Penguin School; New K-12 Sorell School; refurbishment of Devonport High and Cosgrove High; and Six New Early Learning Hubs.

3. The decrease in Grants across the Forward Estimates reflects the finalisation of Australian Government National Partnership funding to the State which includes the cessation of funding from the Australian Government under the National Partnership Agreement on Universal Access to Early Childhood Education - 2018. These estimates were prepared before the release of the 2018-19 Australian Government Budget where it was announced that funding for this program will be extended to 2019.

4. The decrease in Interest received in 2018-19 reflects trends based on the Department’s historical actuals. 5. The decrease in Other cash receipts in 2018-19 primarily reflects a revision to estimated school revenue based on actual revenue

trends. 6. The increase in Employee benefits in 2018-19 primarily reflects the impact of the 2018 election commitments for Taking

Education to the Next Level including: Extending Every Tasmanian High School to Year 12 by 2022; More staff in Government Schools; and School Farm Resourcing.

7. The decrease in Grants and subsidies in 2018-19 reflects the finalisation of Australian Government National Partnership funding to the State. The decrease in 2020-21 reflects the reallocation of funding originally provided for the transitional support package allocated to Support the Education and Care Sector to primarily Employee Entitlements and Supplies Consumables to support the co-design of the Working Together for Three Year Olds initiative.

8. Changes in Payments for acquisition of non-financial assets reflect the revaluation of Land and Buildings.

Education 87




$'000 $'000 $'000 $'000 $'000


Cash inflows




Cash outflows


Transfers to the Consolidated Fund (382) (391) (400) (410) (420)



held .... .... .... .... ....


period .... .... .... .... ....


Note: 1. The increases in Appropriation receipts - recurrent and Grants and subsidies reflect the 2018 election commitments for

additional Non-Government Capital Assistance and Non-Government School Support and increased Australian Government and State Government grants to non-government schools under Quality Schools, Quality Outcomes.

Finance-General 89

4 FINANCE-GENERAL

AGENCY OUTLINE The Finance-General Division is administered by the Department of Treasury and Finance.

The major activities transacted through Finance-General include the management of the Government’s financial assets and liabilities, meeting the Government’s pension and other superannuation commitments, administration of the Tasmanian Risk Management Fund, management of the Government’s light vehicle fleet and property portfolio and payments to government businesses.

Finance-General also includes funding to assist with the replacement of the Spirits of Tasmania (I and II) within the TT-Line Vessel Replacement Fund and funding for the transformation and replacement of critical agency ICT infrastructure.

Certain provisions have been made in the Special Deposits and Trust Fund to meet future liabilities of the Government, including a provision within the Tasmanian Risk Management Fund for workers’ compensation and other insurable risks in respect of inner-Budget agencies. Information on the Government’s superannuation liabilities and administration of the Tasmanian Risk Management Fund is provided in chapter 7 of The Budget Budget Paper No 1.

OUTPUT INFORMATION Outputs of Finance-General are provided under the following Output Groups:

Output Group 1 - Debt Servicing and Management;

Output Group 2 - Employee Related Costs;

Output Group 3 - Government Businesses; and

Output Group 4 - Miscellaneous.

Table 4.1 provides an Output Group Expense Summary for Finance-General.

90 Finance-General

Table 4.1: Output Group Expense Summary 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Treasurer

Output Group 1 - Debt Servicing and Management

1.1 Debt Servicing 49 62 35 44 43

1.2 Interest on Sundry Deposits1 1 566 1 838 1 790 2 265 2 762

1.3 Debt Management 7 727 7 384 7 033 6 677 6 316

9 342 9 284 8 858 8 986 9 121

Output Group 2 - Employee Related Costs

2.1 Superannuation and Pensions2 373 734 364 915 362 434 358 989 354 645

373 734 364 915 362 434 358 989 354 645

Output Group 3 - Government Businesses

3.1 Sustainable Timber Tasmania 2 000 2 000 2 000 2 000 2 000

3.2 State Fire Commission 2 836 2 836 2 836 2 836 2 836

3.4 Government Businesses3 1 504 1 870 1 355 1 339 1 323

6 340 6 706 6 191 6 175 6 159

Output Group 4 - Miscellaneous

4.2 Treasurer's Reserve 10 000 10 000 10 000 10 000 10 000

4.3 Miscellaneous4 35 891 23 829 33 813 35 346 38 103

4.4 Payment to Australian Tax Office:

GST Administration5 13 289 12 524 9 776 9 727 9 727

4.5 Tasmanian Risk Management Fund6 69 432 66 165 66 834 67 336 70 321

4.6 Fleet Management Services 14 872 13 960 13 868 13 811 13 803

4.7 Property Management Services7 27 509 27 528 30 058 30 614 31 279

4.8 Infrastructure Investment Project Planning 2 000 2 000 2 000 2 000 2 000

172 993 156 006 166 349 168 834 175 233


Capital Investment Program .... 292 583 583 583

Special Capital Investment Funds9 13 428 7 313 1 084 1 116 624

TOTAL 1 064 760 1 039 591 914 457 798 675 830 653

Notes: 1. The variations in Interest on Sundry Deposits are primarily due to anticipated variations in interest rates and cash balances over

the Budget and Forward Estimates period. 2. The decrease in Superannuation and Pensions over the Budget and Forward Estimates period reflects revised actuarial estimates. 3. The increase in Government Businesses in 2018-19 primarily reflects grant funding of $500 000 to Metro Tasmania Pty Ltd for

a preliminary study to inform the introduction of a new Derwent River ferry service.

Finance-General 91

4. The decrease in Miscellaneous in 2018-19 primarily reflects the transfer of the Health Funding Provision of $20 million to the Department of Health. The increases from 2019-20 reflect revised cash flows for the Mobile Radio Network.

5. The decrease in GST Administration costs from 2019-20 reflects the end of the GST Voluntary Compliance Program from 1 July 2019.

6. The variations in Tasmanian Risk Management Fund reflect the most recent actuarial estimates of expenditure and revised cash flows associated with the June 2016 flood event and the major fire claim at the Peacock Centre.

7. The increase in Property Management Services from 2019-20 reflects the inclusion of rent paid for buildings newly leased as a result of the restructure of the property portfolio.

8. The variations in Grants and Subsidies across the Budget and Forward Estimates period primarily reflects cash flow movements in Australian Government Funding expenditure.

9. The decrease in Special Capital Investment Funds reflects the winding down of these funds. Further details are provided in the Special Capital Investment Funds section of this chapter.

Output Group 1: Debt Servicing and Management

1.1 Debt Servicing

This Output provides for the interest cost on the end of year borrowing.

1.2 Interest on Sundry Deposits

This Output provides for the payment of interest on balances held in certain accounts in the Special Deposits and Trust Fund.

1.3 Debt Management

This Output reflects transactions associated with the repayment of Australian Government debt relating to housing activities.

The expense of $7.4 million in 2018-19 ($7.7 million in 2017-18) represents interest payments to the Australian Government on debt incurred under various Commonwealth-State Housing Agreements.

Principal repayments by Housing Tasmania of $7.9 million in 2018-19 ($7.8 million in 2017-18) are capital transactions and are therefore not included in the expenses of Output 1.3, or in the expenses reported in the Statement of Comprehensive Income, but are reflected within Interest bearing liabilities in the Statement of Financial Position and included under Cash flows from investing activities in the Statement of Cash Flows.

Output Group 2: Employee Related Costs

2.1 Superannuation and Pensions

This Output meets the Government’s share of pension and superannuation costs.

In 2018-19, superannuation and pension expenses are estimated to total $364.9 million, an anticipated decrease of $8.8 million in comparison with the budgeted cost in 2017-18 of $373.7 million. The 2018-19 estimate includes service costs of $93.7 million ($88.1 million in 2017-18) and nominal interest of $271.3 million ($285.6 million in 2017-18). The estimated value of the expense is based on the most recent actuarial assessment of the superannuation liability.

92 Finance-General

The estimated superannuation liability as at 30 June 2019 is $6 874.9 million (excluding the estimated Housing Tasmania pre-July 1994 superannuation liability of $8.7 million as at 30 June 2019, the estimated Tasmanian Ambulance Services Superannuation Scheme liability of negative $11.1 million as at 30 June 2019 and the estimated State Fire Commission superannuation liability of negative $4.4 million as at 30 June 2019). This is an increase of $611.4 million from the 2017-18 estimate of the liability as at 30 June 2018 of $6 263.5 million. The estimated value reflects the most recent actuarial assessment of the liability. Further information in relation to the General Government superannuation liability can be found in chapter 7 of The Budget Budget Paper No 1.

Output Group 3: Government Businesses

3.1 Sustainable Timber Tasmania

The 2018-19 Budget provides funding of $2 million in 2018-19 ($2 million in 2017-18) and subsequent years to Sustainable Timber Tasmania to maintain its fire fighting capacity and assist with fighting wild fires.

3.2 State Fire Commission

A provision of $2.8 million has been made for the State Fire Commission in 2018-19 and subsequent years ($2.8 million in 2017-18). Of this amount, a provision of $790 000 has been made for the Bushfire Mitigation Program and $240 000 has been appropriated as a contingent provision for funding excess fire fighting costs. This represents base additional funding for bushfire fighting costs. Due to the uncertain nature of these costs from year to year, it is established practice that additional funding is provided as required in response to the actual costs incurred by the Commission. The remaining $1.8 million represents the State Government’s annual funding contribution to the Commission in accordance with section 101 of the Fire Service Act 1979. Further information in relation to the State Fire Commission can be found in chapter 25 of this Budget Paper.

3.4 Government Businesses

This Output provides for expenses arising from the Government’s ownership interests in Government businesses.

An amount of $1.4 million is being provided in 2018-19 ($1.5 million in 2017-18) in accordance with the Government’s agreement to reimburse Tasracing Pty Ltd for the costs (including principal where necessary) associated with Tasracing’s borrowings with the Tasmanian Public Finance Corporation, where Tasracing cannot meet those costs. The 2018-19 Budget also provides grant funding of $500 000 to Metro Tasmania Pty Ltd, for a preliminary study to inform the introduction of a new Derwent River ferry service.

Finance-General 93

Output Group 4: Miscellaneous

4.2 Treasurer’s Reserve

An amount of $10 million has been provided in the Treasurer’s Reserve in 2018-19 ($10 million in 2017-18) to meet expenditure that could not reasonably be foreseen at the time of developing the 2018-19 Budget and which is essential for efficient financial management.

4.3 Miscellaneous

Items of expenditure under this Output relate to various miscellaneous payments, including the Mobile Radio Network, Government Business Reviews and Tasmanian Cycle Tourism Strategy.

Mobile Radio Network

An amount of $15 million is provided in 2018-19 ($8 million in 2017-18) for the funding of the whole-of-government Mobile Radio Network upgrade administered by the Department of Police, Fire and Emergency Management. The increase reflects the anticipated cash flows for the Project.

Government Business Structural Reviews

Funding of $1.1 million has been provided in 2018-19 to provide for costs associated with structural reviews relating to the Government business portfolio. This will include the continuation of the review of the regulated wholesale electricity pricing framework as part of the Government’s commitment to de link from the volatility in the Victorian market. Other reviews will include a capital structure review of Tasmanian Irrigation to ensure that the company remains on a sustainable basis while delivering the Government’s policy irrigation objections.

Tasmanian Cycling Tourism Strategy

As part of the Government’s T21 - Tasmanian Visitor Economy Strategy 2015-2020, a Cycle Tourism Strategy was developed. Funding of $3.1 million is available in 2018-19 to support the Government’s Strategy.

4.4 Payment to Australian Taxation Office: GST Administration

Under the Intergovernmental Agreement, the states and territories meet the costs of the Australian Taxation Office in administering the goods and services tax. The states and territories share the GST administration costs on a per capita basis. Tasmania’s contribution to collection and compliance costs for 2018-19 is estimated at $12.5 million ($13.3 million in 2017-18).

4.5 Tasmanian Risk Management Fund

The estimated expenses of $66.2 million in 2018-19 ($69.4 million in 2017-18) represent anticipated claim and administration costs. Claim expenditure estimates for the Fund reflect the most recent actuarial advice. The variation in estimated expenses between 2017-18 and 2018-19 is mainly attributed to the re-projection over future years of costs associated with the June 2016 flood event and a major fire claim at the Peacock Centre. Some costs relating to these property claims are being recovered through the Industrial Special Risks Insurance Policy (purchased in the external insurance market to cover catastrophic risk for State-owned assets) and the Natural Disaster Relief and Recovery Arrangements.

94 Finance-General

4.6 Fleet Management Services

All direct transactions associated with whole-of-government light vehicle fleet management activities are recorded in the Government Car Fleet Account within the Special Deposits and Trust Fund. Revenue in the Government Car Fleet Account is derived from the sale of vehicles and receipts from the Government’s Fleet Manager of lease, registration and insurance payments by agencies, net of the fleet management fee.

Estimated expenses for this Output in 2018-19 of $14 million ($14.9 million in 2017-18) include motor vehicle registration expenses of $1.1 million ($1.1 million in 2017-18) and estimated depreciation on motor vehicles of $12.8 million ($13.8 million in 2017-18).

4.7 Property Management Services

It is estimated that expenditure for Property Management Services will amount to $27.5 million in 2018-19 ($27.5 million in 2017-18), which primarily reflects depreciation of $3.8 million ($3.7 million in 2017-18), and rental and other occupancy costs totalling $23.6 million ($23.7 million in 2017-18).

The first stage of the implementation of centralised management and coordination of major office accommodation leases for Government, within the Hobart CBD, has been fully implemented. This strategic approach to major leases is enabling more efficient and effective management of the Government’s leased office accommodation in the Hobart CBD. Treasury has made significant progress on the second stage of centralised property management to consolidate major office accommodation leases in Launceston. Treasury is working with agencies to ensure that all leases are reviewed leading up to expiry to achieve the best use of office space and optimise whole-of-government outcomes in relation to more efficient and effective management of the Government’s leased office accommodation. Further strategic divestments of the State’s property portfolio proposed by the Government will be managed, by Treasury, on a case by case basis to improve the State’s social and economic outcomes.

4.8 Infrastructure Investment Project Planning

The Infrastructure Investment Project Planning Output provides funding of $2 million in 2018-19 ($2 million in 2017-18) and subsequent years for the early planning stages of major infrastructure projects as part of the Structured Infrastructure Investment Review Process.

Finance-General 95

SPECIAL CAPITAL INVESTMENT FUNDS Within Finance-General, some specifically identified funds are held for investment in economic and social infrastructure. This section provides a description and the balance of each Fund and the projects to be funded in 2018-19 and over the Forward Estimates period.

Hospitals Capital Fund

The Hospitals Capital Fund was established in 2007-08 to provide capital funding for hospitals across the State. In 2018-19, a total amount of $1.1 million has been allocated for Mersey Hospital Upgrades.

Table 4.2: Hospitals Capital Fund Estimated

Total

Cost

2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000 $'000

Balance Brought Forward 1 064 9 9 9

TOTAL SOURCE OF FUNDS 1 064 9 9 9

OUTFLOWS

Department of Health

Minister for Health

Mersey Hospital Upgrades 1 900 1 055 .... .... ....

TOTAL OUTFLOWS 1 055 .... .... ....

Closing Balance ) 9 9 9 9

96 Finance-General

Housing Fund

The Housing Fund was established in 2007-08, with an allocation of $60 million for the purpose of increasing the supply of public housing. In 2018-19, it is anticipated that $1.1 million will be expended from the Housing Fund on public housing projects.

Further detail on Housing Fund expenditure in 2018-19 is provided in chapter 2 of this Budget Paper.

Table 4.3: Housing Fund Estimated

Total

Cost

2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000 $'000

Balance Brought Forward 3 877 2 824 1 740 624

TOTAL SOURCE OF FUNDS 3 877 2 824 1 740 624

OUTFLOWS

Department of Communities Tasmania


Housing Fund 60 000 1 053 1 084 1 116 624

TOTAL OUTFLOWS 1 053 1 084 1 116 624

Closing Balance ) 2 824 1 740 624 ….

Finance-General 97

Infrastructure Tasmania Fund

The Infrastructure Tasmania Fund was established in 2007-08, with proceeds of $312.9 million from the divestment of government businesses, to fund major capital projects. During 2007-08, $80 million was transferred from the ITF to the Water Infrastructure Fund administered by the Department of Primary Industries, Parks, Water and Environment and $25 million was transferred to the former Urban Renewal and Heritage Fund.

Details of projects to be funded from the ITF in 2018-19 are provided in chapter 5 of this Budget Paper.

Table 4.4: Infrastructure Tasmania Fund Estimated

Total

Cost

2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000 $'000

Balance Brought Forward 6 013 808 808 808

TOTAL SOURCE OF FUNDS 6 013 808 808 808

OUTFLOWS


Minister for Health

Health Infrastructure 67 410 5 205 .... .... ....

TOTAL OUTFLOWS 5 205 .... .... ....

Closing Balance1 ) 808 808 808 808

Note: 1. The allocation of the residual funds will be considered as part of future Budgets based upon funding required for the completion

of the ITF projects.

98 Finance-General

CAPITAL INVESTMENT PROGRAM Table 4.5 provides financial information for Finance-General’s Capital Investment Program. Further information on these key deliverables is provided in chapter 6 of The Budget Budget Paper No 1.




$'000 $'000 $'000 $'000 $'000


Treasurer Digital Transformation - Project Unify 11 888 7 798 2 334 .... ....

Digital Transformation Priority Expenditure Program Ongoing 10 000 10 000 10 000 10 000

Launceston Government Office Accommodation 7 000 7 000 .... .... ....


Finance-General 99

DETAILED BUDGET STATEMENTS Table 4.6: Statement of Comprehensive Income - Administered 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Revenue and other income from transactions Appropriation revenue - recurrent1 599 360 574 842 611 764 627 184 642 562

Appropriation revenue - works & services 27 718 24 798 12 334 10 000 10 000

Grants2 3 259 251 3 420 301 3 361 722 3 442 890 3 600 413

Taxation3 1 021 245 1 103 100 1 130 912 1 152 909 1 175 762


Interest 21 353 19 645 14 705 13 654 14 221

Dividend, tax and rate equivalent income5 358 418 409 749 391 580 369 874 368 931

Other revenue 109 723 108 948 106 765 107 305 106 430


Expenses from transactions Employee benefits 373 534 364 715 362 234 358 789 354 445




Borrowing costs 9 512 9 484 9 058 9 186 9 321

Transfers to the Consolidated Fund 4 654 131 4 965 819 5 083 805 5 036 521 5 126 016

Other expenses7 .... 1 990 4 016 7 248 11 746


Net result from transactions (net operating balance) (231 461) (245 683) (265 228) (5 189) 71 199

Other economic flows included in net result Net gain/(loss) on non-financial assets 2 291 1 977 2 459 3 259 3 619

Movement in investments in GBEs and SOCs8 (104 198) (93 726) (35 640) (6 507) 15 002

Other gains/(losses) from other economic flows9 15 683 1 511 121 200 4 926

Total other economic flows included in net result (86 224) (90 238) (33 060) (3 048) 23 547

Net result (317 685) (335 921) (298 288) (8 237) 94 746

100 Finance-General

Table 4.6: Statement of Comprehensive Income - Administered (continued)

2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Other economic flows - other non-owner changes in

equity

Other movements taken directly to equity (2) (2) (2) (2) (2)

Total other economic flows - other non-owner

changes in equity (2) (2) (2) (2) (2)

Comprehensive result (317 687) (335 923) (298 290) (8 239) 94 744

Notes: 1. Explanations for significant variances and further information can be found in Table 4.7 Revenue from Appropriation by Output. 2. Grants represents funding from the Australian Government in the form of GST receipts, National Partnership Payments and

Specific Purpose Payments. Further information on Australian Government Funding can be found in chapter 5 of The Budget Budget Paper No 1.

3. Further information regarding Taxation can be found in chapter 5 of The Budget Budget Paper No 1. 4. The increase in Sales of goods and services primarily reflects the most recent actuarial estimates for the Tasmanian Risk

Management Fund. 5. Further information on Dividend, tax and rate equivalent income can be found in chapter 5 of The Budget Budget Paper No 1. 6. The variation in Grants and subsidies reflects the timing of cash flows for programs funded by the Australian Government. 7. This represents a provision for the indexation of additional agency expenditure that has been allocated since the finalisation of

the Revised Estimates Report 2017-18 (including December Quarterly Report). For further information, see chapter 1 of this Budget Paper.

8. Movement in investments in GBEs and SOCs represents the estimated change in the value of net assets of government businesses, excluding any equity contributions, between 1 July and 30 June each year.

9. Other gains/(losses) from other economic flows represents the estimated change in deferred tax assets and liabilities held by government businesses.

Finance-General 101




$'000 $'000 $'000 $'000 $'000

Treasurer

Output Group 1 - Debt Servicing and Management 1.1 Debt Servicing 12 37 62 35 44

1.2 Interest on Sundry Deposits 5 600 6 273 6 412 7 727 8 937

5 612 6 310 6 474 7 762 8 981

Output Group 2 - Employee Related Costs 2.1 Superannuation and Pensions 441 350 350 350 350

2.3 Provision for 27th Pay 6 707 6 707 6 707 6 707 6 707

7 148 7 057 7 057 7 057 7 057

Output Group 3 - Government Businesses 3.1 Sustainable Timber Tasmania 2 000 2 000 2 000 2 000 2 000

3.2 State Fire Commission 2 836 2 836 2 836 2 836 2 836

3.4 Government Businesses1 23 504 48 870 61 805 64 039 62 023

28 340 53 706 66 641 68 875 66 859

Output Group 4 - Miscellaneous 4.3 Miscellaneous2 35 891 23 829 33 813 35 346 38 103

4.4 Payment to Australian Tax Office: GST Administration 13 289 12 524 9 776 9 727 9 727

4.7 Property Management Services3 11 394 29 964 8 732 8 804 8 891

4.8 Infrastructure Investment Project Planning 2 000 2 000 2 000 2 000 2 000

62 574 68 317 54 321 55 877 58 721


Capital Investment Program 27 718 24 798 12 334 10 000 10 000

Finance-General



316 668 290 020 299 287 299 161 303 154

102 Finance-General




$'000 $'000 $'000 $'000 $'000

Reserved by Law

Appropriation to the Treasurer's Reserve (Public Account

Act 1986) 10 000 10 000 10 000 10 000 10 000

Payments to Municipalities under the Local Government

(Rates and Charges Remissions) Act 1991 17 355 17 963 18 593 19 244 19 244

Payments under the Retirement Benefits (Parliamentary

Superannuation) Regulations 2012 1 016 1 002 996 991 985

Superannuation Benefits Payable under the Governor of

Tasmania Act 1982 112 112 113 113 113

Superannuation Benefits Payable under the Judges'

Contributory Pensions Act 1968 2 096 2 089 2 105 2 113 2 115

Superannuation Benefits Payable under the Public Sector

Superannuation Reform Act 2016 279 564 278 188 292 736 305 293 316 682

Superannuation Benefits Payable under the Solicitor-General

Act 1983 267 266 268 269 269

310 410 309 620 324 811 338 023 349 408



627 078 599 640 624 098 637 184 652 562

Notes: 1. The increase in 2018-19 for Government Businesses primarily reflects a contribution of $20 million to support TasWater’s

10 year capital program. The increase in 2019-20 primarily reflects the transfer of $15 million in rail infrastructure funding, which was previously held within the Department of State Growth.

2. The decrease in 2018-19 for Miscellaneous primarily reflects the transfer of the Health Funding Provision of $20 million to the Department of Health. The increase from 2019-20 reflects a provision for the indexation of additional agency expenditure that has been allocated since the finalisation of the Revised Estimates Report 2017-18 (including December Quarterly Report). For further information see chapter 1 of this Budget Paper.

3. The increase in 2018-19 for Property Management Services reflects funding for the purchase of 21 Kirksway Place as part of the Government’s public sector superannuation reforms.

Finance-General 103




$'000 $'000 $'000 $'000 $'000


Energy Retailer Concession 40 980 43 583 44 821 46 049 47 320

First Home Builder Assistance1 13 440 9 130 4 710 2 880 2 880

Launceston Flood Levee 1 000 .... .... .... ....

Local Government: Grants2 77 213 45 099 83 255 83 916 86 638

Management of Australian Government Funding3 280 494 347 248 197 871 85 124 113 474

Natural Disaster Relief Scheme4 12 731 532 532 532 532

Other Grants and Subsidies5 26 030 16 532 2 034 34 34

Payments under Local Government (Rates and Charges

Remissions) Act 1991 17 355 17 963 18 593 19 244 19 244

Payroll Tax Assistance6 4 215 5 856 7 806 6 668 4 408

Tasmanian Forestry Agreement7 5 768 .... .... .... ....

TT-Line Pensioner Concession Subsidy 285 297 312 327 342

Water and Sewerage Concessions and Subsidies 9 412 8 835 9 024 9 218 9 416

488 923 495 075 368 958 253 992 284 288

Transfer to the Consolidated Fund 4 654 131 4 965 819 5 083 805 5 036 521 5 126 016

Other Administered Expenses 575 837 544 516 545 499 544 683 546 365

Total Administered Expenses 5 718 891 6 005 410 5 998 262 5 835 196 5 956 669

Notes: 1. From 1 July 2018 to 30 June 2019, the Government has extended the availability of the First Home Owner Grant of $20 000.

The estimated cash flows reflect the extension of the scheme, the winding down of previous schemes and a lower number of claims made against those schemes.

2. The decrease in Local Government Grant expenditure primarily reflects an advance payment of $36.8 million relating to the 2018-19 entitlement which will be received and paid to councils in 2017-18.

3. The variation in Management of Australian Government Funding is primarily related to the timing of the receipt of grant funding from the Australian Government and the payment of grants.

4. The decrease in Natural Disaster Relief Scheme in 2018-19 is due to the finalisation of costs associated with the June 2016 flood event, February 2016 flood event and the January 2016 bushfire event.

5. The decrease in Other Grants and Subsidies across the Budget and forward estimates primarily reflects the finalisation of support for Copper Mines of Tasmania in 2018-19 and cessation of the Energy Rebates for Business in 2019-20.

6. The variation in Payroll Tax Assistance primarily reflects the extension of the payroll tax rebate scheme for apprentices and trainees in specific industries.

7. The decrease from 2018-19 for the Tasmanian Forestry Agreement reflects the transfer of residual funds to the Department of State Growth.

104 Finance-General

Energy Retailer Concession

In accordance with the Electricity Supply Industry Act 1995, the Government has entered into a Community Service Obligation Agreement with Aurora Energy Pty Ltd to provide a range of concessions to eligible low income households and pensioners to assist them in meeting the costs of electricity provided by Aurora Energy Pty Ltd. The increase in the Energy Retailer Concession over the Budget and Forward Estimates period reflects expected increases in the number of households in receipt of the annual electricity concession and changes in electricity prices.

First Home Builder Assistance

From 1 July 2018 until 30 June 2019, the Government has extended the First Home Owner Grant of $20 000, which is expected to support ongoing demand for newly constructed homes by first home buyers.

Local Government Grants

Local Government Grants includes funding under the Australian Local Government (Financial Assistance) Act 1995, whereby the Australian Government provides funds to the states for on-passing as general purpose grants to local government. This funding includes general purpose funding and identified local road funding.

This item also includes funding provided by the Government for the Accelerated Local Government Capital Program to support expanded investment in infrastructure by local government authorities, particularly in rural and regional areas, through the provision of targeted loan interest rebates.

This item also includes funding for the City Deal Tamar River Catchment Projects of $3.5 million over the next four years timed to coincide with the commencement of the State’s partnership with TasWater on 1 January 2019. This will be the first stage of delivering on the $10 million program of recommended catchment actions proposed by the Tamar Estuary Management Taskforce.

As part of the City Deal for Launceston, the TEMT has developed a River Health Action Plan with a total proposed investment of $95 million which included $85 million towards upgrades of the combined system and $10 million towards catchment actions with a recommendation they be cash-flowed at $1 million per annum.

The Australian Government has committed $47.5 million towards the combined system projects with funding to begin in 2019-20 over five years.

In the recently signed Memorandum of Understanding, the State Government and TasWater committed to working together to finalise the investment into the capital projects associated with the combined system as the timing of these projects needs to be in conjunction with the already proposed waste water treatment plant upgrades contained in TasWater’s 10 year plan.

Finance-General 105

Natural Disaster Relief Scheme

A Tasmanian Natural Disaster Relief Scheme, administered by the Department of Premier and Cabinet, is funded within Finance-General. This Scheme provides for payments to local government authorities that face the eligible costs of restoring or replacing essential public assets, which have been damaged as a direct result of a disaster, to a pre-disaster standard. Disasters for which relief is available are determined at the national level and include any one of, or a combination of, the following natural hazards: bushfire; earthquake; flood; storm; cyclone; storm surge; landslide; tsunami; meteorite strike or tornado.

A provision of $532 000 has been included in the 2018-19 Budget and forward estimates ($12.7 million in 2017-18 related to the June 2016 flood event, February 2016 flood event and the January 2016 bushfire event) for payments that may be made under the Natural Disaster Relief Scheme.

Other Grants and Subsidies

Funding of $18.6 million has been provided for Other Grants and Subsidies across the Budget and Forward Estimates period. This includes $3.5 million for Copper Mines of Tasmania in 2018-19 and $15 million over two years for Energy Rebates for Business. Further information is provided in chapter 12 of this Budget Paper.

Payments under Local Government (Rates and Charges Remissions) Act 1991

In accordance with the provisions of the Local Government (Rates and Charges Remissions) Act 1991, the pensioner rates remission scheme provides a remission of 30 per cent off council rates and charges, up to a defined maximum annual amount for eligible pensioners. The maximum remission is indexed annually to ensure that rate relief increases in line with inflation.

Payroll Tax Assistance

The purpose of this grant is to provide financial assistance to organisations, subject to various eligibility criteria being met. Some organisations receive assistance by way of grants equivalent to their payroll tax liability and are entitled to assistance when their payroll expenditure exceeds the threshold limit, currently $1.25 million per annum.

Payroll Tax Rebate (Trainees, Apprentices and Youth)

Funding of $20.7 million is provided over the Budget and Forward Estimates period for a targeted Payroll Tax Rebate for apprentices, trainees and youth employees. This scheme provides a payroll tax rebate for two years from the date that apprentices and trainees are employed, and one year from the date that youth employees are employed, where they are employed between 1 July 2017 and 30 June 2019.

The scheme will remain open to new apprentices and trainees employed in identified skill shortage areas between 1 July 2019 and 30 June 2021. Expenditure is expected to peak in 2019-20, reflecting the expected peak in the number of eligible employees in the scheme at the one time. Expenditure will gradually decrease from 2020-21 as apprentices and trainees complete their training and the period of the exemption for youth employees concludes.

106 Finance-General

Qantas Airways Limited

The Government is continuing its financial assistance package to Qantas, including payroll tax relief of $1 million per annum for nine years from 2015-16, ending with a final reimbursement of $250 000 in 2024-25. This payroll tax relief is part of a broader agreement with Qantas to secure existing Qantas Contact Centre positions and, through the consolidation of Australia-wide operations, provides for increased employment at the Hobart Contact Centre.

TT-Line Pensioner Concession Subsidy

The Government provides a subsidy to TT-Line Company Pty Ltd for the additional cost of providing concession arrangements to pensioners following an extension by the Australian Government, from 1 April 1993, of eligibility for the Pensioner Concession Card.

Water and Sewerage Concessions and Subsidies

Under the Water and Sewerage Industry (Community Service Obligation) Act 2009, concessions are made available to eligible low income households and pensioners to assist them in meeting the cost of services provided by Tasmanian Water and Sewerage Pty Ltd. Payments are made to TasWater which passes the benefit on to eligible concession card holders as lower service charges.

Finance-General 107

Table 4.9: Statement of Financial Position as at 30 June - Administered 2018 2019 2020 2021 2022



$'000 $'000 $'000 $'000 $'000

Assets

Financial assets

Cash and deposits 1 094 397 911 871 797 920 814 028 840 784

Investments 170 629 202 575 245 853 250 089 244 480

Receivables 87 611 96 474 96 474 96 474 96 474

Equity investments1 5 654 024 5 418 334 5 463 514 5 524 707 5 615 409

Other financial assets2 797 243 780 132 802 932 817 740 835 277

7 803 904 7 409 386 7 406 693 7 503 038 7 632 424


Assets held for sale 912 624 624 624 624

Property, plant and equipment3 138 662 154 248 151 389 129 985 129 220

Infrastructure 17 218 29 554 41 888 51 888 61 888

Other assets 1 080 1 028 1 028 1 028 1 028

157 872 185 454 194 929 183 525 192 760

Total assets 7 961 776 7 594 840 7 601 622 7 686 563 7 825 184

Liabilities

Payables 13 394 16 198 15 916 15 708 15 495

Interest bearing liabilities4 1 152 117 1 121 466 1 354 042 1 390 658 1 393 705

Superannuation5 6 263 508 6 874 877 6 940 743 6 990 603 7 024 734

Other liabilities 256 984 256 635 263 547 270 459 277 371

Total liabilities 7 686 003 8 269 176 8 574 248 8 667 428 8 711 305

Net assets (liabilities) 275 773 (674 336) (972 626) (980 865) (886 121)

Equity

Reserves 22 384 22 384 22 384 22 384 22 384

Accumulated funds 253 389 (696 720) (995 010) (1 003 249) (908 505)

Total equity 275 773 (674 336) (972 626) (980 865) (886 121)

Notes: 1. Equity investments represents the Government’s equity interest in government businesses measured as the consolidated value

of their net assets. 2. The movement in Other financial assets represents the estimated movement of deferred tax assets and liabilities held by

government businesses. 3. The increase in Property, plant and equipment primarily reflects the purchase of 21 Kirksway Place as part of the Government’s

public sector superannuation reforms. 4. Interest bearing liabilities as at 30 June 2019 consists of Australian Government borrowings of $157.6 million incurred under

various Commonwealth - State Housing Agreements, estimated end of year borrowings of $507.5 million through Tascorp and deposits of $456.3 million held on behalf of agencies in the Special Deposits and Trust Fund.

108 Finance-General

5. The increase in the Superannuation liability reflects the most recent actuarial estimates of the liability. Further information on Superannuation is included in chapter 7 of The Budget Budget Paper No 1.




$'000 $'000 $'000 $'000 $'000


Cash inflows


Appropriation receipts - capital 27 718 24 798 12 334 10 000 10 000

Grants 3 259 251 3 420 301 3 361 722 3 442 890 3 600 413

Taxation 1 022 300 1 103 968 1 131 151 1 153 725 1 176 317


GST receipts 13 500 13 500 13 500 13 500 13 500

Interest received 21 298 19 638 14 748 13 605 14 191

Dividends received 372 420 411 950 375 277 361 157 362 453



Cash outflows

Superannuation (283 296) (281 807) (296 368) (308 929) (320 314)

Borrowing costs (9 486) (9 447) (9 088) (9 142) (9 282)

GST payments (13 500) (13 500) (13 500) (13 500) (13 500)


Transfers to the Consolidated Fund (4 654 131) (4 965 819) (5 083 805) (5 036 521) (5 126 016)


Other cash payments .... (1 990) (4 016) (7 248) (11 746)


Net cash from (used by) operating activities (108 685) (142 707) (198 250) 53 865 116 503


Payments for acquisition of non-financial assets (58 938) (74 390) (40 880) (39 938) (40 564)

Proceeds from the disposal of non-financial assets 16 251 16 300 16 700 37 500 17 860

Equity injections and cash flows from restructuring (54 779) (94 650) (80 820) (67 700) (75 700)

Net advances paid 8 642 8 749 8 512 8 617 8 754

Net receipts/(payments) for investments .... (40 504) (51 789) (12 852) (3 144)


Finance-General 109

Table 4.10: Statement of Cash Flows - Administered (continued) 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000


Net borrowings 124 970 132 488 232 576 36 616 3 047

Net cash from (used by) financing activities 124 970 132 488 232 576 36 616 3 047


held (72 539) (194 714) (113 951) 16 108 26 756


period 1 166 936 1 106 585 911 871 797 920 814 028

Cash and deposits at the end of the reporting period 1 094 397 911 871 797 920 814 028 840 784

Health 111

5 DEPARTMENT OF HEALTH

AGENCY OUTLINE The Department of Health is responsible for purchasing and delivering integrated services that maintain and improve the health and wellbeing of Tasmanians. The Department reports to the Minister for Health, Hon Michael Ferguson MP.

The 2018-19 Budget is the first Budget for the Department of Health, which comes into effect on 1 July 2018. For more information regarding the restructure, refer chapter 1 of this Budget Paper.

The Department coordinates the delivery of public health services across Tasmania through a network of facilities, community services and home-based care.

The principal responsibilities of the Department include:

planning and purchasing high quality, safe and efficient health services through the public hospital system; primary and community health services, including mental health, oral health and correctional health services; and ambulance services;

delivering health protection through emergency management, environmental health, chronic diseases prevention and other health improvement services;

funding care for Tasmanians over 65 years of age, as well as support and assistance to enable them to remain living independently in their own homes; and

funding a network of alcohol and drug abuse prevention and treatment services.

The Department also coordinates the delivery of public hospital services and a broad range of community health services through the Tasmanian Health Service in accordance with the Tasmanian Health Service

Act 2018.

The functions of the THS include:

improving, promoting, protecting and maintaining the health of Tasmanians as required by its Service Plan;

managing public hospitals, health institutions, health services and health support services;

achieving and maintaining standards of patient care and delivery of services;

providing training and education relevant to the provision of health services;

undertaking research and development relevant to the provision of health services; and

collecting and providing health data for reporting and research purposes.

Funding for the THS is provided by both the State and Australian Governments. Australian Government Activity Based Funding and Block Funding, and State ABF, flows through the National Health Funding Pool, which is overseen by an independent statutory office holder known as the Administrator. Block funding for some activities is paid to the THS via a State-managed Fund. In addition to State and Australian Government funding, the THS also generates its own revenue to fund some of its activities.

112 Health

This chapter provides the Department’s financial information for 2018-19 and over the Forward Estimates period (2019-20 to 2021-22). Further information about the Department is provided at www.dhhs.tas.gov.au.

National Health Reform Agreement

The National Health Reform Agreement sets out arrangements for the Tasmanian and Australian Government contributions to the provision of health services in Tasmania as primarily delivered by the THS. Under the NHRA, State and Australian Government funding is provided on the basis of activity through ABF wherever practicable. Where it is not practical, funding is provided on a Block basis.

Block funded services include smaller regional or rural hospitals and teaching, training and research, and non-admitted mental health services. Pricing under the NHRA is determined by the Independent Hospitals Pricing Authority.

From 1 July 2014, the Australian Government has provided growth funding equivalent to 45 per cent of the efficient growth in activity under the NHRA. The IHPA determines the efficient price of ABF and the efficient cost of Block grants. From 1 July 2016, growth in Australian Government funding to the states and territories was capped at 6.5 per cent per year.

On 16 May 2018, the Tasmanian Government signed the Heads of Agreement for a new National Health Agreement. The Heads of Agreement represents an agreement between governments on the high level parameters for public hospital funding from 1 July 2020 to 30 June 2025 and identified reform areas for further development. The Heads of Agreement preserves the current arrangement of the Australian Government contributing 45 per cent of the efficient growth in ABF services, Block grants and growth in Australian Government funding capped at 6.5 per cent per annum nationally. In addition, the Heads of Agreement includes a minimum funding guarantee and a new Health Innovation Fund.

The signatories to the Heads of Agreement are now working to draft the new National Health Agreement, which will replace the current NHRA from 1 July 2020.

Health 113



2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000

Election Commitments and Other Major Initiatives

Tasmanian Health Service

Acute Hospital Services1

180 more Nursing Graduates across Tasmania 1 645 2 836 2 892 2 951

250 beds for the Royal Hobart Hospital .... .... 16 184 36 796

Air Conditioning Upgrades - Statewide 2 700 2 200 .... ....

Eight Bed Acute Medical Unit at the North West Regional Hospital 2 407 4 933 5 057 5 183

Eight Beds on Ward 4K at Launceston General Hospital .... 3 627 3 718 3 811

Elective Surgery 20 000 .... .... ....

Launceston General Hospital Redevelopment 2018-19 5 462 12 185 12 533 12 000

Maternity Services at the North West Regional Hospital 800 1 300 .... ....

Mersey Community Hospital Capital Upgrades2 5 000 .... .... ....

New Services and New Staff for the Mersey Community Hospital .... .... .... 1 000

Planning for 250 beds and the next stage of the RHH Health Precinct 250 .... .... ....

Planning the next stage of the Launceston General Hospital 250 .... .... ....

Royal Hobart Hospital Ward Upgrades .... 2 640 2 640 5 000

Ward 3D - A 32 Bed Inpatient Ward3 .... .... .... ....

Community and Aged Care Services

Better accommodation for health professionals on Flinders Island 500 .... .... ....

Better Patient Transport on Flinders Island 30 30 .... ....

Community Defibrillator Fund 270 270 .... ....

Community Rapid Response - Infrastructure 360 .... .... ....

Community Rapid Response 3 237 5 530 5 670 1 162

Midlands Multipurpose Centre (Oatlands Hospital) Upgrade 1 250 1 250 .... ....

Palliative Care Clinical Nurse Educators 400 400 .... ....

Palliative Care Tasmania 66 66 .... ....

Stage 2 of the King Island Hospital Redevelopment 1 125 3 125 3 125 3 125

Urgent Care Centre Feasibility Study 240 .... .... ....

114 Health


2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000

Statewide and Mental Health Services

25 Mental Health Beds in Southern Tasmania - Infrastructure 6 840 5 000 .... ....

25 Mental Health Beds in Southern Tasmania 1 203 2 467 6 322 6 480

Drug and Alcohol Rehabilitation Beds in Ulverstone .... 800 800 800

Eating Disorders Peer Workers Partnership 200 200 .... ....

Good Sports Program 435 435 .... ....

Holyoake Gottawanna 50 50 .... ....

Mental Health Peer-Workforce Strategy 60 60 .... ....

More Drug and Alcohol Rehabilitation Beds 1 998 1 998 1 998 ....

Pathways Tasmania 100 100 .... ....

Rural Alive and Well 920 920 .... ....

Ambulance Tasmania4

Aeromedical Helicopter Service - Infrastructure 1 615 .... .... ....

Aeromedical Helicopter Service .... 9 853 10 100 10 352

Burnie and Glenorchy Ambulance Stations 4 000 4 000 4 000 ....

More Paramedics in Regional Areas 924 2 828 4 807 6 374

Secondary Triage 650 1 900 2 500 2 900

Smithton Ambulance Training Station 500 630 .... ....

State Operations Centre Boost 720 734 749 764

Statewide Rural Hospital and Ambulance Station Upgrade Fund 5 000 5 000 5 000 ....

Training Equipment and Stretchers 1 100 .... .... ....

Volunteer Support Package 800 800 800 800

Public Health

A Healthy Tasmania (continued funding) .... .... 1 100 1 100

Epilepsy Tasmania 440 440 .... ....

Stroke Foundation 220 220 .... ....

Tasmanian Community Health Fund 4 300 2 250 .... ....

Notes: 1. These initiatives are included in the Government’s Better Care in Northern Tasmania, Better Care in North West Tasmania

and Record Boost to Health in Southern Tasmania policies. 2. Existing funding of $2.5 million for 2019-20 and 2020-21 has been brought forward to 2018-19 to achieve the Government’s

objectives under the Mersey Community Hospital Capital Upgrades project. Total funding committed in the 2017-18 Budget for this project is $35 million.

3. Funding for this project has been allocated beyond the Forward Estimates period. 4. These initiatives are included in the Government’s Investment in Ambulance Services policy.

Health 115

Tasmanian Health Service

Acute Hospital Services

180 more Nursing Graduates across Tasmania

Building on the success of the 2014 election commitment, where transition to practice placements have increased each year, this initiative will fund an additional 30 nursing positions each year, which will see an additional 180 nursing positions offered over the next six years.

250 beds for the Royal Hobart Hospital

Funding of $299 million over the next six years has been allocated to boost acute care in Tasmania by fully staffing 250 new beds at the newly refurbished Royal Hobart Hospital from 2020-21. These new beds will be progressively rolled out from 2020-21. This includes 10 new intensive care unit beds and a dedicated 16 bed adolescent unit. Clinicians will determine the final mix of services and beds, but it is estimated that approximately 946 full-time equivalent staff will be recruited.

Funding of $250 000 is allocated in 2018-19 to begin planning for the immediate future of the Royal Hobart Hospital with the establishment of a Clinical Planning Taskforce which will lead planning for: the models of care and clinical planning for the 250 new hospital beds in K-Block; the potential use for the 54 bed J Block inpatient building; and to update the RHH Master Plan to guide the next stage of the Royal Hobart Hospital health precinct.

Air Conditioning Upgrades - Statewide

Funding of $4.9 million is provided to undertake comprehensive air conditioning upgrades at the Royal Hobart Hospital ($3 million), the Launceston General Hospital ($1.4 million) and the North West Regional Hospital ($500 000).

Eight Bed Acute Medical Unit at the North West Regional Hospital

Funding of $17.6 million over four years is provided in the 2018-19 Budget to open eight new acute medical beds at the North West Regional Hospital, including four Emergency Department stay beds and four surgical beds for elective surgery patients who need to stay overnight.

Eight Beds on Ward 4K at the Launceston General Hospital

The 2018-19 Budget provides funding, commencing in 2019-20, for eight new beds on Ward 4K at the Launceston General Hospital.

Elective Surgery

This initiative provides $20 million in 2018-19 for elective surgery. Funding for Elective Surgery in 2018-19 will be maintained at a level consistent with that provided in 2017-18 State Budget under the Government’s successful first term initiative Rebuilding Health Services - Elective Surgery Program. These elective surgeries will improve the quality of life for those Tasmanians requiring surgery.

116 Health

Launceston General Hospital Redevelopment 2018-19

Funding of $87.3 million will be provided over six years for a major redevelopment and expansion of the LGH building, including improvements across medical, surgical, maternity, obstetric, paediatric and mental health units, with an additional $5 million of funding allocated to provide more car parking. The program of works will be subject to consultation with staff and stakeholders and is expected to include:

refurbishment of existing wards, and the development of new single rooms;

expansion of existing blocks to accommodate additional beds;

a new Women’s and Children’s outpatient building on top of the proposed Ward 4K project; and

contemporary mental health facilities.

The redevelopment will commence in 2018-19 and will be completed in 2024.

Maternity Services at the North West Regional Hospital

Funding of $2.1 million is provided to construct a purpose built antenatal clinic at the North West Regional Hospital as part of the Integrated North West Birthing Service. This will provide a state-of-the art facility to better support mums, babies and the staff that operate the service.

Mersey Community Hospital Capital Upgrades

The 2017-18 Budget provided additional funding of $35 million for 2019-20 and 2020-21 to deliver a significant capital upgrade of the Mersey Community Hospital. The 2018-19 Budget brings forward $5 million of this funding to provide a total allocation of $8.6 million in 2018-19, so a range of important improvements can commence immediately. The upgrade will support the new service profile being implemented as part of the One Health System reforms. It is expected that the redevelopment will be completed in 2021.

New Services and New Staff for the Mersey Community Hospital

The Tasmanian Government is continuing to implement new services at the Mersey, Tasmania’s Dedicated Elective Surgery Centre, to deliver better health outcomes on the North West Coast and across the State as part of the One Health System Reforms. Additional funding will be provided in 2021-22 for the support of the new services and new staff as a result of the capital works to be completed in 2021.

Planning the next of the stage of the Launceston General Hospital

In 2018-19, funding of $250 000 is being provided for planning of the next stage of the Launceston General Hospital, to ensure that infrastructure investment is in line with the Hospital’s Medical Services Plan.

Royal Hobart Hospital Ward Upgrades

Funding of $28.1 million is provided over five years, commencing in 2019-20, for the redevelopment of existing wards at the Royal Hobart Hospital and the Hobart Repatriation Hospital.

Ward 3D - A 32 Bed Inpatient Ward

Funding of $21.9 million for 2023-24 was announced as a 2018 election commitment to redevelop and open a new 32-bed inpatient ward as an additional level on the upcoming Ward 4K redevelopment and extension at the Launceston General Hospital.

Health 117

Community and Aged Care Services

Better accommodation for health professionals on Flinders Island

Funding of $500 000 is provided for the purchase of a new property, as well as refurbishments to provide better accommodation for nursing, medical and allied health professionals working on Flinders Island.

Better Patient Transport on Flinders Island

The 2018-19 Budget provides $60 000 over two years to fund a pilot partnership program with Community Transport Services Tasmania to extend transport operations on Flinders Island.

Community Defibrillator Fund

Funding of $540 000 is provided for an additional 180 community defibrillators over the next two years.

Community Rapid Response (including infrastructure)

Funding of $6.9 million is provided over six years to extend the Community Rapid Response Service pilot program in the North into a permanent part of the health system. This program supports people who need short-term intermediate care that can be safely delivered in the community or in the home.

Funding is also provided to roll out a three year pilot program to the Greater Hobart Area ($5.6 million) and the North West Coast ($5.6 million). The 2018-19 Budget also provides funding of $360 000 in capital funding to establish these pilot programs. Evaluation of the new pilot programs will occur after two years.

Midlands Multipurpose Centre (Oatlands Hospital) Upgrade

Funding of $2.5 million is provided for a major upgrade of the Midlands Multipurpose Centre at Oatlands. The Government will work with the Southern Midlands Council and the local Community Advisory Committee to ensure the redevelopment is designed to best support the local community.

Palliative Care

The Palliative Care initiatives provide funding of $132 000 to Palliative Care Tasmania and $800 000 for Palliative Care Clinical Nurse Educators over two years from 2018-19. This will enable the important work of Palliative Care Tasmania in continuing to assist families to provide a caring and supportive environment, deliver End of Life Care projects focused on staff training and development of care support models.

Stage 2 of the King Island Hospital Redevelopment

Funding of $10.5 million is provided over four years to build the next stage of the King Island Hospital Redevelopment. Works will include palliative care and associated family rooms, acute care and observation areas, improved emergency and after-hours access and a kitchen upgrade. The redevelopment will also include construction of dedicated housing for nurses working and living on King Island.

118 Health

Urgent Care Centre Feasibility Study

The 2018-19 Budget provides $240 000 to fund feasibility studies into establishing Urgent Care Centres in the Launceston and Greater Hobart areas, where General Practitioners, supported by hospital specialists, provide care in the community taking pressure off emergency departments. The study will look at how such centres could work with the Community Rapid Response Service and local health centres.

Statewide and Mental Health Services

25 Mental Health Beds in Southern Tasmania (including infrastructure)

Additional funding is provided to build 25 mental health beds in the South, for safe, supportive ‘step down’ care post hospitalisation; ‘step up’ care to avoid hospitalisation for those whose condition has escalated; and community mental health services. These beds will help take pressure off the Royal Hobart Hospital.

Funding of $11.8 million has been allocated in 2018-19 for infrastructure, and almost $16.5 million is provided over four years for the operation of the new beds.

Drug and Alcohol Rehabilitation Beds in Ulverstone

The 2018-19 Budget provides $2.4 million over three years for additional community based drug and alcohol rehabilitation beds in Ulverstone, which forms part of the boost to health in the North West.

Eating Disorders Peer Workers Partnership

The 2018-19 Budget provides $400 000 over two years for a trial partnership between the Government and the Butterfly Foundation (which merged recently with Tasmania Recovery from Eating Disorders). This will enable the recruitment of peer workers to support Tasmanians living with eating disorders. These peer workers will provide support to both adolescents and adults, as well as their families and loved ones.

Good Sports Program

The 2018-19 Budget provides $870 000 over two years to the Alcohol and Drug Foundation to expand the Good Sports Program. The Program provides community sporting club volunteers with the resources, training and guidance they need to build a healthy club environment. The Program was designed as an alcohol management program - a way to change the drinking culture in clubs, and has recently expanding to include components focusing on mental health and nutrition, as well as information on other legal and illegal drugs.

Holyoake Gottawanna

The 2018-19 Budget provides Holyoake with $100 000 over two years, to continue the Gottawanna program. This program provides support to clients with drug and alcohol addiction issues, including helping them to develop strategies that improve their family relationships.

Mental Health Peer-Workforce Strategy

Funding of $120 000 over two years will be provided to the Mental Health Council of Tasmania to facilitate a partnership with the Government to develop a Tasmanian Mental Health Peer-Workforce Strategy. This Strategy will provide an overarching framework to ensure Tasmania’s mental health and suicide prevention peer workforce is supported into the future.

Health 119

More Drug and Alcohol Rehabilitation Beds

As part of the record boost to Health in Southern Tasmania, the 2018-19 Budget provides $6 million of funding over three years to enable the provision of 30 additional community based drug and alcohol rehabilitation beds.

Pathways Tasmania

The 2018-19 Budget provides $200 000 over two years for Pathways Tasmania to expand its Transformations residential program to include a new program specifically for women, as part of the statewide initiative related to drug and alcohol rehabilitation.

Rural Alive and Well

The 2018-19 Budget provides $380 000 over the next two years to assist RAW to provide better outreach support, particularly focusing on older Tasmanians who are experiencing mental health concerns in regional areas. This funding is in addition to $730 000 in each of 2018-19 and 2019-20 detailed in the Tasmanian Liberals’ Taking Agriculture to the Next Level Policy, with a total commitment of $1.8 million.

Ambulance Tasmania

Aeromedical Helicopter Service (including infrastructure)

The 2018-19 Budget provides funding of $30.3 million over three years to establish a dedicated aeromedical and medical retrieval service. The funding will be used to provide additional staffing consisting of flight paramedics and specialist retrieval doctors.

In addition, funding of $1.6 million in 2018-19 has also been provided for capital costs associated with establishing a dedicated aeromedical and medical retrieval service including expanded base facilities to accommodate crew on-site and additional road vehicles so that the helicopter crew can respond by road if required.

Burnie and Glenorchy Ambulance Stations

Funding of $12 million is provided to build a state-of-the-art ambulance station on a greenfield site in Burnie ($6 million) and an ambulance super-station on a greenfield site in Glenorchy ($6 million).

The new Burnie station will provide greatly improved facilities including dedicated staff meeting facilities, a bigger garage to ensure that service vehicles do not have to park outside, and better parking and disability access. The Glenorchy super-station will have a specific focus on state-of-the-art training facilities which will include contemporary administration, operations and staff amenities, with better garaging of vehicles and parking spaces. It is anticipated that the new stations will be completed in 2021.

More Paramedics in Regional Areas

The 2018-19 Budget allocates additional funding of $14.9 million over four years to recruit an additional 42 paramedics, to reduce overtime costs, increase ambulance responsiveness, and reduce fatigue in regional areas around Tasmania. These paramedics will perform 24 hour on duty coverage in those communities to better support Ambulance Tasmania volunteers.

120 Health

Secondary Triage

Funding of $8 million is provided over four years to fully roll out secondary triage of Ambulance Tasmania calls. Secondary triage will ensure that patients not requiring emergency intervention or transport to an emergency department will be referred to an appropriate health service, keeping paramedic resources available for emergency calls. Once fully operational, the secondary triage service will assess almost 2 200 calls per annum and has the potential to divert up to 16 000 patients to alternate service providers.

Smithton Ambulance Training Station

Funding of $1.1 million is provided to construct a dedicated training room at the Smithton Ambulance Station and a new two bedroom unit for relief staff.

State Operations Centre Boost

Additional funding has been provided for the Ambulance Tasmania State Operations Centre which will boost staffing in the Centre by employing an additional six full-time staff. These staff will help meet the growing demand for services, and are in addition to a staffing increase of five full-time staff in 2017-18.

Statewide Rural Hospital and Ambulance Station Upgrade Fund

Funding of $15 million is provided over three years for capital improvements at Tasmania’s rural and regional hospitals. It is anticipated that $10 million will be spent on rural hospitals to provide better facilities for staff and patients; and $5 million will be spent on ambulance stations to provide better facilities for paramedics and volunteers at rural stations. Funding will be allocated based on areas with the greatest need.

Training Equipment and Stretchers

Funding of $1.1 million is provided to purchase new training equipment and stretchers. The equipment will include training dummies and Smart Stretchers that will help improve patient safety.

Volunteer Support Package

Additional funding of $800 000 per annum is provided to enhance support for ambulance volunteers including:

reimbursement of out-of-pocket expenses;

enhanced training and coordination;

enhanced equipment for training volunteers;

formal recognition of skills developed, including Advanced First Aid certificates;

reviewing operational responsibility to ensure volunteer stations have support from a Branch Station Officer; and

increased volunteer recruitment and retention to improve the efficiency of Ambulance Tasmania and the response to patients, particularly in rural communities.

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Public Health

A Healthy Tasmania

The 2016-17 Budget provided additional funding of $1.6 million over four years to fund initiatives under the Healthy Tasmania policy. In addition, the Department reallocated existing funding of $1 million over the same period.

This funding was reprofiled over that period to align with the implementation of initiatives identified in the Government's Healthy Tasmania Five Year Strategic Plan targeted at key areas of smoking and obesity.

The 2018-19 Budget provides ongoing funding of $1.1 million per annum to support the Healthy Tasmania Five Year Plan from 2020-21 after current funding ceases.

Epilepsy Tasmania

The 2018-19 Budget provides $880 000 over two years to Epilepsy Tasmania to support improved services for Tasmanians living with epilepsy. Epilepsy Tasmania will be able to increase the availability of support services, improve GP liaison and hospital avoidance, increase education and awareness of epilepsy (including through the Smart Schools program), and boost peer and family/carer support.

Stroke Foundation

The 2018-19 Budget provides additional funding of $440 000 over two years to the Stroke Foundation to enable health support on a regional basis.

Tasmanian Community Health Fund

The 2018-19 Budget provides $6.6 million to establish the Tasmanian Community Health Fund which will provide grant funding to individuals and groups with ideas to improve the health of their community.

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OUTPUT GROUP RESTRUCTURE On 20 March 2018, the Government announced that, effective from 1 July 2018, the Department of Communities Tasmania will be established through the amalgamation of part of the Department of Health and Human Services and part of the Department of Premier and Cabinet. The establishment of the new Department will result in the Department of Health and Human Services ceasing on 30 June 2018, with the remaining Outputs not transferred to the new Department to form the new Department of Health.

As part of the restructure, the Tasmanian Health Service will also be brought into the Department of Health.

In accordance with the establishment of the new Department, the Department of Health and Human Services Output Groups have been allocated to the new Departments as follows:

Output Group 1 - Health Services System Management has been reallocated to the Department of Health.

Output Group 2 - Tasmanian Health Service has been reallocated to the Department of Health.

Output Group 3 - Statewide Services has been reallocated to the Department of Health.

The former Output Group 4 - Human Services System Management has been split in two and renamed Output Group 4 - Housing Services System Management; and Output Group 6 - Disability Services and Community Development System Management. Both Output Groups have been reallocated to the Department of Communities Tasmania.

The former Output Group 5 - Human Services has been split in two and renamed Output Group 5 - Housing Services; and Output Group 7 - Disability Services and Community Services. Both Output Groups have been reallocated to the Department of Communities Tasmania.

Output Group 6 - Children Services System Management has been renamed Output Group 1 - Children Services System Management, and has been reallocated to the Department of Communities Tasmania.

The former Output Group - 7 Children Services has been renamed Output Group 2 - Children Services and has been reallocated to the Department of Communities Tasmania.

The former Output Group - 8 Independent Children’s and Young Persons’ Review Service has been renamed Output Group 3 - Independent Children’s and Young Persons’ Review Service, and has been reallocated to the Department of Communities Tasmania.

The 2017-18 estimates reflect the new structure for comparative purposes.

OUTPUT INFORMATION Outputs of the Department of Health are provided under the following Output Groups:

Output Group 1 - Health Services System Management;

Output Group 2 - Tasmanian Health Service; and

Output Group 3 - Statewide Services.


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$'000 $'000 $'000 $'000 $'000

Minister for Health Output Group 1 - Health Services System

Management

1.1 Health Services System Management2 160 194 183 237 177 481 170 322 178 997

160 194 183 237 177 481 170 322 178 997

Output Group 2 - Tasmanian Health Service

2.1 Admitted Services3 819 545 879 435 924 508 951 311 988 166

2.2 Non-admitted Services4 197 398 189 880 188 651 196 886 211 867

2.3 Emergency Department Services 119 583 120 214 120 219 125 762 130 814

2.4 Community and Aged Care Services5 208 225 204 870 196 656 203 261 208 305

2.5 Statewide and Mental Health Services6 113 860 113 708 113 632 122 445 126 184

2.6 Forensic Medicine Service 1 479 2 340 2 384 2 463 2 520

1 460 090 1 510 446 1 546 050 1 602 128 1 667 857

Output Group 3 - Statewide Services

3.1 Ambulance Services7 74 208 81 865 95 470 99 171 103 892

3.2 Public Health Services8 30 201 25 505 25 894 25 500 24 615

104 409 107 370 121 364 124 671 128 507

Capital Investment Program9 18 340 .... .... .... ....

Special Capital Investment Funds10 21 000 6 500 .... .... ....

TOTAL 1 764 033 1 807 553 1 844 895 1 897 121 1 975 361



2. The increase in Health Services System Management in 2018-19 primarily reflects the profile of funding provided under National Partnership Agreements and additional funding for the Tasmanian Community Health Fund and More Drug and Alcohol Rehabilitation Beds.

3. The increase in Admitted Services in 2018-19 reflects: the transfer of $20 million for 2017-18 Budget initiatives previously allocated to Finance-General including for the Royal Hobart Hospital and Repatriation Hospital Support Packages and John L Grove Rehabilitation Centre; an increase in Australian Government funding to reflect growth in Activity Based Funded services and Block grants; and additional funding provided for election commitments including the Eight Bed Acute Medical Unit at the North West Regional Hospital, 250 beds for the Royal Hobart Hospital and an additional Eight Beds on Ward 4K at the Launceston General Hospital.

4. The decrease in Non-admitted Services in 2018‑19 primarily reflects the reclassification of expenditure between Outputs to align with activity and a reduction in the forecast expenditure in relation to Hepatitis C medications on the Pharmaceutical Benefits Scheme.

5. The movement in Community and Aged Care Services primarily reflects additional funding provided in relation to the Community Rapid Response initiative, offset by a reclassification of expenditure between Outputs to align with activity.

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6. The movement in Statewide and Mental Health Services primarily reflects a reclassification of expenditure between Outputs to align with activity, and the timing of additional funding provided in the 2018-19 Budget for 25 Mental Health Beds in Southern Tasmania which are due to be fully operable from 2020-21.

7. The increases in Ambulance Services primarily reflect additional funding provided in relation to the Investment in Ambulance Services policy commitment including additional funding for an Aeromedical Helicopter Service; More Paramedics in Regional Areas; Secondary Triage; Volunteer Support Package; and State Operations Centre Boost.

8. The movements in Public Health Services primarily reflect the timing of expenditure provided under the Essential Vaccines National Partnership Agreement and the delivery of initiatives under the Healthy Tasmania Five Year Plan.

9. The decrease in CIP reflects the removal of the transfer of completed assets funded under CIP from the Department of Health and Human Services to the THS. These transactions are not required under the new agency structure.

10. The decrease in 2019-20 reflects the completion of projects in SCIF.

Output Group 1: Health Services System Management

1.1 Health Services System Management

This Output provides a number of functions including the provision of support for corporate services, policy, planning, regulation, funding, monitoring and service improvement across health services. This Output also provides support to the Secretary in establishing output priorities, including service improvement and supporting the THS to develop consistent, collaborative models of care particularly for chronic and complex conditions.

This Output includes:

grants provided to non-government organisations in relation to mental health services, home and community health services, population health and alcohol and drugs;

funding held centrally for health related expenses including payments to nationally funded centres, the National Blood Authority and the Post Graduate Medical Council;

the Department’s contribution to the Australian Government for older people receiving basic community care to reflect the additional cost to the Australian Government to offset the net additional financial responsibilities taken on as part of the National Health Reform Agreement; and

centralised functions in relation to the delivery of Statewide Mental Health Services.

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Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Implementation of Government reform agenda goals

achieved within published timeframe1 % 75 96 100

100

Service Plan developed and administered in accordance

with the THS Reform Act, and policy settings endorsed

by the Minister for Health2 Number na na 1

1

Notes: 1. The health reform goals are those specified in the Government’s Agenda 2016 and Deliverables 2017. The target of 100 per cent

was not achieved due to timeframes regarding the upgrade to the Launceston Ambulance Station. Significant capital works under Stage 1 were completed, with Stage 2 to be completed in 2017-18.

2. The Tasmanian Health Service Act 2018 requires a Service Plan to be prepared by the Secretary. The Service Plan replaces the previous requirement for a Service Agreement.

Output Group 2: Tasmanian Health Service

2.1 Admitted Services

This Output provides admitted acute and sub-acute inpatient services (elective and non-elective) provided by Tasmania’s major public hospitals to patients either admitted to a ward or in an out-of-hospital setting. It excludes designated mental health wards in major public hospitals.

2.2 Non-admitted Services

This Output provides non-admitted services, including ambulatory acute and sub-acute services provided by Tasmania’s major public hospitals either on-site or in an out-of-hospital setting. This includes the provision of Cancer Screening Services.

2.3 Emergency Department Services

This Output provides services relating to emergency presentations at Tasmania’s major public hospital emergency departments.

2.4 Community and Aged Care Services

This Output comprises rural hospitals, residential aged care and community health based services including:

rehabilitation, allied health assessments and case management;

community nursing, continence, orthotics and prosthetics services, and equipment schemes; and

the Child Health and Parenting Service.

In addition, community palliative care services provide interdisciplinary care, support and counselling to people living with life limiting illnesses, and their families. These services are provided in a community health centre or home-based environment.

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This Output provides emergency and general oral care and dentures to eligible adults (holders of Health Care or Pensioner Concession cards) and all children under the age of 18 years, as well as a range of health promotion and prevention activities.

2.5 Statewide and Mental Health Services

This Output provides services to clients and their families to treat, support and manage mental health disorders. The service also provides:

crisis assessment and treatment, intensive support, community care and rehabilitation services;

primary health care services in correctional facilities;

forensic mental health services to people with mental illness who have come into contact with the criminal justice system; and

alcohol and drug services at the individual and population level.

2.6 Forensic Medicine Services

This Output provides forensic and medical services, forensic pathology and clinical forensic medicine.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Admitted Services

Admitted patients - Acute Admitted Weighted Inlier

Units2 Number 93 814 101 535 na na

Admitted patients - National Weighted Activity Unit3 Number na na 92 840 93 446

Elective surgery patients seen on time4,5

Category 14,5 % 77.1 78.0 100.0 100.0

Category 24,5 % 43.4 59.0 98.0 98.0

Category 34,5 % 63.0 81.0 98.0 98.0

Elective surgery patients - average overdue wait time

for those waiting beyond the recommended time4,5

Category 14,5 Days 26.2 29.0 11.0 11.0

Category 24,5 Days 157.7 10.07 40.0 40.0

Category 34,5 Days 135.8 8.07 28.0 28.0

Elective surgery admissions4 Number 19 236 19 205 17 500 17 500

Hand hygiene compliance5 % 79.3 80.4 80.0 80.0

Healthcare associated staphylococcus aureus (including

MRSA) bacteraemia (rate per 10 000 patient days)5 Rate 1.0 0.2 <2.0 <2.0

Cost per weighted separation6 $ 5 198 5 085 5 589 5 343

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Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Non-admitted Services

Outpatient attendances7 Number 523 404 548 034 564 475 581 409

Emergency Department Services

Department of Emergency Medicine presentations Number 153 524 156 587 156 174 161 922

Emergency Department (ED) patients who are

admitted, referred for treatment or discharged

within four hours5 % 66.3 64.7 80.0 80.0

Percentage of all ED patients seen within the

recommended triage time5 % 66.5 64.8 80.0 80.0

Community and Aged Care Services8

Rural hospitals - separations Number 4 479 4 024 4 700 4 153

Rural hospitals - occupancy rate9 % 59.0 62.0 55.0 60.0

Community nursing - occasions of service10 Number 173 588 174 010 173 588 174 000

Residential aged care - occupancy rate % 92.8 91.0 78.0 90.0

Aged Care Assessment Program - completed

assessments11 Number 4 080 3 999

4 000

5 000

Mothers attending the eight week Child Health

Assessment % 86.8 89.9

88.0

91.0

Oral Health Services12

Adults - occasions of service - general Number 15 114 12 933 14 963 12 000

Adults - occasions of service - episodic Number 32 402 31 487 32 078 33 000

Adults - occasions of service - dentures Number 19 953 19 929 19 753 17 500

Children - occasions of service Number 65 675 62 122 63 051 62 908

General (adults) waiting list13 Number 7 162 8 901 7 762 10 500

Dentures waiting list Number 694 222 376 187

Mental Health and Alcohol and Drug Services

Inpatient Separations Number 2 067 2 044 2 100 2 100

Community and Residential - active clients Number 7 873 7 828 7 800 7 800

28 day readmission rate % 14.5 14.3 <14.0 <14.0

Proportion of persons with a mental illness whose

needs are met by the Tasmanian Mental Health

Service14 %

62.7

62.05

63.0

63.0

Average length of acute inpatient stay Alcohol and

Drug Service Days 10.5 11.3

11.0

12.0

Alcohol and Drug Services - closed episodes of

treatment15 Number 3 840 3 389

4 000

4 000

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Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Pharmacotherapy Program - total active participants Number 924 946 930 930

Withdrawal Unit - bed occupancy % 45.5 48.4 75.0 75.0

Withdrawal Unit - average length of stay Days 6.0 6.67 7.0 7.0

Cancer Screening

Eligible women screened for breast cancer16 Number 31 696 31 491 33 597 33 380

BreastScreen - percentage of clients assessed within

28 days of screening

%

80.5

85.5

90.0

90.0

Notes: 1. The 2018-19 Service Plan was not finalised at the time of this Table’s preparation. Accordingly, where there is a direct alignment

between performance measures in this Table and KPIs included in the 2018-19 Service Plan, targets in the final 2018-19 Service Plan may differ from those reported in this Table.

2. The reporting of inlier weighted units as a measure of activity began in 2015-16 and ceased in 2016-17. From 2017-18, activity has been measured as a National Weighted Activity Unit to align the Tasmanian Funding Model with the National model (refer to note 3).

3. The 2018-19 target is derived from the draft 2018-19 Service Plan which was not finalised at the time of this Table’s preparation. The target in the final 2018-19 Service Plan may therefore differ from that reported in this Table. The target excludes activity delivered at the Mersey Community Hospital.

4. Figures have been revised to better reflect actual admission levels, with revised admission levels for 2016-17 reflecting the investment of additional funding provided under the Australian Government’s Tasmanian Health Assistance Package initiative. This funding ceased in May 2017.

5. The 2018-19 targets are derived from the draft 2018-19 Service Plan which was not finalised at the time of this Table’s preparation. The targets in the final 2018-19 Service Plan may therefore differ from those reported in this Table.

6. The 2016-17 actual reflects the preliminary result (not yet published) from the Round 21, National Hospital Cost Data Collection (2016-17). The 2018-19 target is based on the Round 21 preliminary result, indexed at 2.5 per cent per annum.

7. The 2017-18 target for Outpatient attendances is a more accurate reflection of the expected 3 per cent annual increase from the 2016-15 Actuals.

8. The 2018-19 targets for occupancy measures are a reflection of 2017-18 year to date performance (as at April 2018). 9. Occupancy is an average for all facilities and calculated from the ‘beds occupied daily average’. 10. Work is currently underway to reform the community nursing service delivery model. 11. Targets are based on previous year’s data and year to date projected figures. They indicate that assessment numbers have

increased to a level that was occurring in 2014-15, prior to major reforms which impacted the Aged Care Assessment Teams work processes.

12. Australian Government funding has been provided under the NPA on Public Dental Services for Adults and the Child Dental Benefits Schedule. The Australian Government has announced a commitment to the continued funding of dental services to 30 June 2019. Due to the late signing of the current NPA, meeting the 2017-18 targets will prove challenging.

13. The number of adults on the general waiting list at the end of June 2018 is estimated at 10 895. The increase reflects uncertainty caused by the later than anticipated signing of the NPA on Public Dental Services for Adults by the Australian Government.

14. This indicator is based on the estimated 3 per cent of the Tasmanian population with severe mental illness. Australian Bureau of Statistics estimation of the Tasmanian population at the end of the September quarter 2017 was 522 000, giving an estimated 15 660 people with a severe and persistent mental illness.

15. The count for closed episodes of treatment now includes treatment services provided by non-government organisations funded by the Tasmanian Government and an update of the Tasmanian Public Alcohol and Drug Services.

16. The 2018-19 target is for 6 per cent growth on the 2015-16 attendance figure which reflects growth in the demographic and an increase in participation. This target is contingent on continued Australian Government funding of screening in the 70-74 age cohort, which currently represents 12 per cent of women screened by BreastScreen Tasmania. The existing agreement for the 70-74 cohort expired in June 2017 and a project agreement for the period 2017-20 is in the final stages of negotiation.

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The Tasmanian Health Service Act details the provisions for the Service Plan, the key mechanism of accountability between the Minister for Health and the THS.

The Service Plan includes:

• a schedule of services to be provided by or on behalf of the THS and the funding to be provided in relation to the provision of those services;

• performance standards, targets and measures;

• standards of patient care and service delivery;

• reporting requirements; and

• a performance management process.

The 2018-19 Service Plan will be finalised following the delivery of the State Budget.

THS performance in relation to the Service Plan targets will be monitored by the Department of Health throughout 2018-19.

Performance monitoring through the Service Plan process focuses on improving the efficiency and effectiveness of service delivery, and the safety and quality of care.

Output Group 3: Statewide Services

3.1 Ambulance Services

This Output provides integrated pre-hospital emergency and medical services, health transport, aero-medical and medical retrieval services to the Tasmanian community. It provides these services through a system of paramedics, doctors, patient transport officers, volunteer officers and the support and partnership of independent non-government services around the State.

3.2 Public Health Services

This Output protects and improves the health of Tasmanians by enabling Tasmanians to make positive health choices and live in safe environments. Public Health Services provides two service streams:

Health Protection, which monitors and enforces legislation to manage and help prevent disease, illness and injury; and

Health Improvement, which develops and implements evidence based policies and programs to improve health outcomes and prevent or reduce risk factors that lead to chronic conditions.

The statutory scope of Health Protection is defined by legislation including the Public Health Act 1997, Poisons Act 1971, Fluoridation Act 1968, Food Act 2003 and the Radiation Protection Act 2005. The aim of Health Improvement practice is to guide and support the health service and community service sectors in the State, particularly to work closely with key partners to implement programs and target interventions within populations that are at higher risk of poorer health outcomes. This work is closely aligned with the Government’s strategy for preventive health, the Healthy Tasmania Five Year Strategic Plan.

130 Health


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Ambulance Services

Total Ambulance Responses1 Number 81 409 83 764 87 115 90 599

Emergency Ambulance Responses2 Number 49 644 43 064 44 787 46 578

Satisfaction with Ambulance Services % 98 97 98 98

Median Emergency Response Times

(Statewide)3 Mins 12.9 13.8 11.6 13.8

Median Emergency Response Times (Hobart)3 Mins 11.9 12.6 10.7 12.6


(Launceston)3 Mins 11.7 12.2 10.6 12.2


(Devonport)3 Mins 10.5 10.6 9.5 10.6

Median Emergency Response Times (Burnie)3 Mins 10.1 11.0 9.4 11.0

Ambulance Services expenditure per person4 $ 133.8 135.8 136.5 135.8

Public Health Services

Radiation Protection

Radiation Management Plan - Notifying of a

review5 % 78.0

84.0

98.0

98.0

Radiation Source Certification - Recertified

prior to expiry % 98.0

96.0

100.0

100

Immunisation

Vaccine coverage in children aged 12-15

months6 % 92.9

93.8

95.0

95.0

Vaccine coverage in children aged 24-27

months6 % 89.7

92.0

95.0

95.0

Move Well Eat Well

Primary School Program Membership % 80.1 81.0 82.0 83.0

Primary School Program Awarded % 24.0 26.7 33.0 34.0

Early Childhood Program Membership % 84.0 78.0 90.0 86.0

Early Childhood Program Awarded % 23.0 24.0 30.0 28.0

Notes: 1. The number of vehicles dispatched (responses) is one measure of the Ambulance Service’s workload and an indicator of the

demand for ambulance services in Tasmania. This measure includes emergency, urgent and non-urgent responses. This indicator is a measure of demand rather than performance. The figures presented here for 2015-16 and 2016-17 are actual caseload. The target figures presented here for 2017-18 and 2018-19 are estimated caseloads based on an expected increase in caseload of 4 per cent per annum. The 2017-18 target figure published in the 2017-18 Budget was originally reported as 97 535, this target figure has been revised to more accurately reflect the target responses for the year.

2. An emergency incident is one requiring at least one immediate ambulance response under lights and sirens. This measure is a subset of the figure reported as Total Ambulance Responses, but for emergency incidents only. The 2017-18 target figure published in the 2017-18 Budget was originally reported as 51 695, this target figure has been revised to more accurately report the target responses for the year.

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3. The ambulance emergency response time is the difference in time between an emergency 000 call being received at the Ambulance Tasmania Communications Centre and the first vehicle arriving at the location to treat the sick or injured patient. The Median Emergency Response Time is the middle time value when all the response times are ordered from the shortest to the longest. The MERT can be broadly interpreted as the time within which approximately 50 per cent of the first responding ambulance resources arrive at the scene of an emergency. The target for these measures is based on the previous year’s reported figures.

4. These figures are as published in the annual Report on Government Services and may differ from those in previous reports due to statistical parameter adjustments.

5. Radiation Management Plans are required for providers who hold licences which have the dealing of ‘possession’- that is, being in control of a radiation source. The plan is approved when the licence is issued. Plans do not have an expiry date and only need re-approving if there are changes to the licensees’ radiation safety practices. Practices are reminded to review their plans and to notify that the review has been conducted.

6. Targets for 2017-18 and 2018-19 have been revised to reflect target vaccines rates under the new National Partnership on Essential Vaccines.


Ambulance Services

There are a variety of factors which affect ambulance response times in Tasmania including:

demand for service against the available resource base;

the ageing population as a primary driver of demand;

a relatively high proportion of the population living in rural and remote areas;

hilly terrain and ribbon urban development along the Derwent and Tamar rivers; and

a high reliance on Volunteer Ambulance Officers.

The demand for Ambulance Services in 2016-17 was 83 764 responses, an increase of 2 355 ambulance responses or approximately 3 per cent on the previous year.

The 2016-17 median emergency response time for Tasmania is 13.8 minutes, meaning that approximately 50 per cent of all Tasmanian emergency calls were responded to within that timeframe.

Ambulance response times in Tasmania are affected by the wide dispersal of the population. Tasmania has the greatest proportion of people living in rural areas of all states. According to the Australian Bureau of Statistics Estimated Resident Population by Remoteness publication, the proportion of Tasmania’s population living in rural and remote areas is three times the national figure.

Strategies to reduce the impact of demand are a high priority for Ambulance Tasmania. Initiatives being progressed include public education campaigns and community announcements, and improvements in technology.

Public Health Services

Radiation Protection

Practices holding licences under the Radiation Protection Act 2005 are required to have a current and approved radiation management plan. Radiation sources (x-ray, laser and radioactive materials) require a certificate of compliance. Maintaining continuity of currency of management plans, and retesting and certification of radiation sources prior to expiry is a key to radiation protection. Licence holders make returns to the Radiation Protection Unit demonstrating compliance with both these requirements. This is recorded for each licence holder in the licensing and information management system.

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Immunisation

Children are considered fully immunised if they have received vaccines for diphtheria, tetanus and pertussis, polio, Haemophilus influenza type b, hepatitis B and pneumococcal by 12 to 15 months; with the addition of meningococcal C and measles, mumps, rubella and varicella by 24 to 27 months.

In 2016-17, Tasmania’s 12 to 15 month age group rate increased by 0.9 per cent to 93.8 per cent which is similar to the national average of 93.6 per cent for this age group. There was a greater increase of 2.3 percent in the 24 to 27 month age group, from 89.7 percent to 92 percent.

Move Well Eat Well

The Move Well Eat Well Award Program is offered to all Tasmanian schools with a primary enrolment and all early childhood education and care services.

This program works actively with schools and early childhood services to take a sustainable and strategic approach to promoting healthy eating and physical activity as a regular part of every child’s day.

Membership of the Program includes a professional learning session for the whole school and early childhood staff. This enables staff to orientate the Program, receive available resources and arrange Program support. Schools and services then strengthen and embed health promotion requirements and messages in policies, curriculum and procedures for staff, children and families with the aim of achieving consistent and sustained healthy behaviours within the setting. Once the school or service meets the requirements of the Program criteria they receive the Move Well Eat Well Award, which is reviewed every two years.

The data in Table 5.5 show the total at end of each period and are cumulative from one reporting period to the next. Data are calculated as a percentage of the current number of Tasmanian schools with a primary enrolment as of time of reporting (with 221 schools enrolled as of 1 May 2018) and current number of Tasmanian long day care services (with 124 long day care services enrolled as of 1 May 2018). Schools and services that have been ‘closed’ at the time of reporting have been excluded from this data, regardless of their previous Move Well Eat Well membership status. During the reporting period there has been an increase in the number of Early Childhood Education Centres eligible for membership which has affected the percentages reported. Hence, although there has been new members and award services during the reporting period the percentages reported do not reflect this growth. Future predictions have been altered to allow for this discrepancy.

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SPECIAL CAPITAL INVESTMENT FUNDS Table 5.6 identifies expenditure by the Department from the Government’s Special Capital Investment Funds.

Table 5.6: Special Capital Investment Fund Allocations Estimated) 2018-19) 2019-20) 2020-21) 2021-22) Total) ) Forward) Forward) Forward)

Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

Minister for Health


Mersey Hospital Upgrades 1 900) 1 055) ....) ....) ....)

Infrastructure Tasmania Fund - Health

Infrastructure

Kingston Health Centre1 6 500) 5 205) ....) ....) ....)

5 205)

Total SCIF Allocations 6 260) ....) ....) ....)

Note: 1. This project was formerly known as the Kingston - Tier Three Community Health Services Facility


The Hospitals Capital Fund was established in 2007-08 to provide capital funding for hospitals around the State. In 2018-19, $1.1 million has been allocated from the HCF for the upgrade of the Mersey Community Hospital. This is anticipated to be the final allocation from this Fund.

Infrastructure Tasmania Fund - Health Infrastructure

The Infrastructure Tasmania Fund - Health Infrastructure was established in 2008-09, to implement a series of capital investment projects. In 2018-19, $5.2 million has been allocated for the redevelopment of the Kingston Health Centre. This is anticipated to be the final allocation from this Fund.

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CAPITAL INVESTMENT PROGRAM Table 5.7 provides financial information for the Department’s Capital Investment Program. More information on the Capital Investment Program is provided in chapter 6 of The Budget, Budget Paper No 1.

Table 5.7: Capital Investment Program Estimated) 2018-19) 2019-20) 2020-21) 2021-22) Total) ) Forward) Forward) Forward)

Cost) Budget) Estimate) Estimate) Estimate) $'000) $'000) $'000) $'000) $'000)

New Infrastructure Commitments1

Minister for Health

25 New Mental Health Beds in Southern Tasmania 11 840) 6 840) 5 000) ....) ....)

Aeromedical Helicopter Service 1 615) 1 615) ....) ....) ....)

Air Conditioning Upgrades - Statewide 4 900) 2 700) 2 200) ....) ....)

Better accommodation for health professionals on

Flinders Island 500) 500) ....) ....) ....)

Burnie and Glenorchy Ambulance Stations 12 000) 4 000) 4 000) 4 000) ....)

Community Rapid Response – Establishment 360) 360) ....) ....) ....)

Launceston General Hospital - More Car Parking 5 000) 2 500) 2 500) ....) ....)

Launceston General Hospital - Redevelopment 87 331) 2 962) 9 685) 12 533) 12 000

Maternity Services at the North West Regional Hospital 2 100) 800) 1 300) ....) ....)

Midlands Multipurpose Centre (Oatlands Hospital)

Upgrade 2 500) 1 250) 1 250) ....) ....)

Royal Hobart Hospital - Ward Upgrades 28 080) ....) 2 640) 2 640) 5 000

Smithton Ambulance Training Facility 1 130) 500) 630) ....) ....)

Stage 2 of the King Island Hospital Redevelopment 10 500) 1 125) 3 125) 3 125) 3 125

Statewide - Rural Hospital and Ambulance Station

Upgrade Fund 15 000) 5 000) 5 000) 5 000) ....)

Training Equipment and Stretchers 1 100) 1 100) ....) ....) ....)


Minister for Health

Campbell Town Ambulance Station 2 960) 140) 1 180) 1 640) ....)

Health Transport and Coordination Infrastructure 10 000) 4 123) ....) ....) ....)

Launceston General Hospital Ward Upgrades - Ward

4K Upgrades2 7 850) 6 268) 300) ....) ....)

Mersey Community Hospital Capital Upgrades 35 000) 8 600) 8 300) 17 500) ....)

Priority Infrastructure Works - Health3 2 000) 1 720) ....) ....) ....)

Royal Hobart Hospital Redevelopment4 469 200) 142 877) 134 684) ....) ....)

Health 135




$'000 $'000 $'000 $'000 $'000

Royal Hobart Hospital Pharmacy Redevelopment 3 761 1 000 2 761 ....) ....)

St Helens Hospital Redevelopment 12 100 7 806 ....) ....) ....)

Statewide Hospital Critical Facility Upgrades 10 500 1 710 6 600 ....) ....)

Statewide Rural Health Facility Infrastructure Upgrades 4 700 500 1 500 2 200 ....)

THS Infrastructure Upgrades 1 880 ....) 720 1 160 ....)


Notes: 1. A description for each of these projects is included in the Key Deliverables section at the commencement of this chapter. 2. The total cost of the LGH Ward Upgrades Project is anticipated to be approximately $10.3 million which includes funding from

a range of other sources. 3. These funds are allocated to complete the Launceston General Hospital Cladding Upgrade project. Includes $280 000 for

2017-18. 4. Funds allocated in 2019-20 include; final payments to contractors; client operational commissioning; and works on other existing

buildings scheduled post K-Block completion. It is anticipated the new K-Block will be completed in mid-2019.

Campbell Town Ambulance Station

Additional funding of $3 million was allocated in 2017-18 to construct a new Campbell Town Ambulance Station. The new Station will deliver a contemporary ambulance station on a green field site at the southern end of Campbell Town. The project will include accommodation for relieving paramedics. In 2018-19, $140 000 has been allocated to commence the project.

Health Transport and Coordination Infrastructure

Funding of $10 million was provided in the 2015-16 Budget for health transport infrastructure projects. These funds will be used for investment in improved infrastructure associated with changes to patient coordination, transport and accommodation arising from the One Health System reforms. These funds target capital upgrades to support patients that need to travel for services, staff that may need to travel to provide outreach services to patients, or strategies that limit the need for patients or staff to travel in order to provide or receive services under a single statewide Tasmanian health system.

Launceston General Hospital - More Car Parking

Funding of $5 million is provided in 2018-19 to increase car parking at the Launceston General Hospital and to develop a long term car parking plan.

Launceston General Hospital Ward Upgrades - Ward 4K Upgrades

The 2016-17 Budget provided $7.9 million over four years to upgrade Ward 4K at the Launceston General Hospital. This ward is the current children and paediatrics ward, which is not appropriately configured to support young people suffering from a mental illness. The expansion of Ward 4K will enable young people suffering from a mental illness to be treated in a clinically appropriate environment.

136 Health

Priority Infrastructure Works - Health

Funding of $2 million has been provided for the Launceston General Hospital Cladding Upgrade.

Royal Hobart Hospital Redevelopment

The $689 million Royal Hobart Hospital Redevelopment is Tasmania’s largest ever health infrastructure project and will deliver a modern health facility for future generations. This project is jointly funded by the Australian and Tasmanian Governments.

Construction of K-Block has commenced and is being built with important additions including:

a safer construction methodology allowing key acute services to stay on site but away from the day to day disruption of construction and still have access to critical medical facilities and security;

a fully costed decanting and refurbishment plan including the construction of the temporary facility in Liverpool Street;

an improved design that will increase the floor area of levels 2 and 3 by an additional 1 400m², allowing increased space for mental health services including more outdoor recreational space;

an improved design for the maternity ward that will increase the number of single bed rooms for women who have had caesareans or complex births;

the addition of a helipad for emergency aero-medical retrievals; and

the accelerated replacement of the hyperbaric chamber.

It is anticipated the new K-Block will be completed in mid-2019.

The total $689 million cost of this project includes $469 million from the Capital Investment Program project identified in Table 5.7 and funds from the completed Special Capital Investment Fund, Women’s and Children’s Precinct and Cancer Centre phases of the project.

Royal Hobart Hospital Pharmacy Redevelopment

The 2016-17 Budget provided additional funding of $3.8 million for the Royal Hobart Hospital Pharmacy Redevelopment project. This project will deliver a new, purpose built sterile pharmaceutical production facility at the Royal Hobart Hospital. This facility will be a contemporary, safe, high-capacity sterile production suite that is able to meet patient throughput needs for chemotherapy and elective surgery, and other services as required.

St Helens Hospital Redevelopment

The construction of a new St Helens Hospital, at a total cost of $12.7 million made over successive budgets, will achieve a modern and accessible environment for patients, clients, staff and community members in the Break O’Day region into the future.

Practical completion for the construction program of the St Helens Hospital Redevelopment project is anticipated in December 2018. Payments will extend beyond that period to reflect equipment purchases and final payments made following the completion of the defects period.

Health 137

Statewide Hospital Critical Facility Upgrades

The 2017-18 Budget provided additional funding of $10.5 million over three years for critical upgrades at hospital facilities across the State. This includes $2.2 million for the new dedicated Nurse Training facilities at the North West Regional Hospital, which will replace a substandard demountable facility. The new on-site facility will support better education and skills building that is paramount to achieving excellent patient care.

Statewide Rural Health Facility Infrastructure Upgrades

The 2017-18 Budget provided funding of $4.7 million over three years for high priority infrastructure upgrades required in rural health facilities across the State. Investment will be primarily dedicated to roof upgrades and heating, ventilation and air-conditioning units across the State that are in urgent need of upgrade and replacement.

THS Infrastructure Upgrades

Funding of $1.9 million is provided over two years, commencing in 2019-20, for significant infrastructure upgrades and replacements in the THS in addition to the Essential Maintenance program already undertaken.

138 Health




$'000 $'000 $'000 $'000 $'000


Appropriation revenue - recurrent1 1 010 336 1 072 057 1 124 875 1 136 268 1 182 077


Other revenue from government3 490 .... .... .... ....

Revenue from Special Capital Investment Funds4 12 192 6 260 .... .... ....

Grants5 525 488 599 311 543 848 497 405 515 642


Interest 317 325 334 343 343

Other revenue6 47 543 18 698 20 172 20 803 21 976



Employee benefits7 1 076 563 1 171 948 1 196 235 1 240 774 1 284 333

Depreciation and amortisation8 44 353 39 306 47 470 41 937 35 955



Other expenses 27 507 27 812 28 451 29 224 29 855


Net result from transactions (net operating balance) 164 679 190 538 194 031 19 528 (22 349)

Other economic flows included in net result Net gain/(loss) on non-financial assets 14 14 13 13 13


Net result 164 693 190 552 194 044 19 541 (22 336)


Other movements taken directly to equity (5 230) (3 288) (8 386) (7 393) (43 459)


Comprehensive result 182 428 210 883 223 379 50 726 (13 815)

Health 139

Notes: 1. The increase in Appropriation revenue - recurrent primarily reflects additional funding provided in the 2018-19 Budget for

initiatives detailed in Table 5.1 Key Deliverables Statement. 2. The movements in Appropriation revenue - works & services reflect movements in capital project funding from CIP. The most

significant item in this profile is the RHH Redevelopment project. 3. Other revenue from government in 2017-18 reflects the utilisation of funds carried forward under Section 8A(2) of the

Public Account Act 1986. 4. Revenue from Special Capital Investment Funds reflects funding associated with SCIF projects which will be completed in

2018-19. 5. The movements in Grants primarily reflect increased Australian Government funding to reflect growth in activity based funded

services and Block grants, and the final Australian Government payments under the Health and Hospitals Fund Redevelopment Royal Hobart Hospital National Partnership Agreement.

6. The reduction in Other Revenue from 2018-19 is a result of a change in the treatment for charges between the former Department of Health and Human Services and the Tasmanian Health Service now treated as an internal charge which are offset with the THS forming part of the Department of Health.

7. The movements in Employee benefits primarily reflects an increase in staffing as a result of election commitments, including 250 beds for the Royal Hobart Hospital; 180 More Nursing Graduates across Tasmania; initiatives under the Record Boost for Mental Health Care policy (including 25 Mental Health Beds in Southern Tasmania) and the Investment in Ambulance Services policy; and the transfer of 2017-18 Budget initiatives which were previously allocated to Finance-General.

8. The movements in Depreciation and amortisation primarily reflect the Department’s anticipated depreciation schedules based on current asset balances and anticipated purchases of non-financial assets over the Budget and Forward Estimates period.

9. The movements in Supplies and consumables reflect a reduction in the forecast expenditure in relation to essential vaccines and Hepatitis C medications on the Pharmaceutical Benefits Scheme, and a reclassification of expenditure to Employee benefits, offset in the Forward Estimates by an increase in operating expenditure as a result of election commitments.

10. The movements in Grants and subsidies primarily reflect the allocation of funds for election commitments including for the Drug and Alcohol Rehabilitation Beds in Ulverstone; time limited funding for the Rural Alive and Well initiatives; Epilepsy Tasmania and the Stroke Foundation; and the Tasmanian Community Health Fund.

140 Health

Table 5.9: Revenue from Appropriation by Output

2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Minister for Health Output Group 1 - Health Services System

Management

1.1 Health Services System Management1 129 612 142 756 145 700 146 223 155 024

129 612 142 756 145 700 146 223 155 024

Output Group 2 - Tasmanian Health Service

2.1 Admitted Services2 451 525 488 910 501 544 508 555 532 838

2.2 Non-admitted Services 108 656 108 299 113 576 113 161 116 198

2.3 Emergency Department Services3 65 998 68 351 72 844 72 588 74 541

2.4 Community and Aged Care Services4 115 095 116 733 123 473 122 823 122 720

2.5 Statewide and Mental Health Services5 62 779 63 727 67 937 71 555 73 393

2.6 Forensic Medicine Service 805 802 848 845 866

804 858 846 822 880 222 889 526 920 556

Output Group 3 - Statewide Services

3.1 Ambulance Services6 61 291 70 307 85 799 87 508 92 617

3.2 Public Health Services7 14 575 12 172 13 154 13 011 13 880

75 866 82 479 98 953 100 519 106 497

Capital Investment Program 132 001 93 322 138 691 49 798 20 125


Total Recurrent Services 1 010 336 1 072 057 1 124 875 1 136 268 1 182 077


1 142 337 1 165 379 1 263 566 1 186 066 1 202 202

Appropriation Carried Forward 490 .... .... .... ....

Total Revenue from Appropriation 1 142 827 1 165 379 1 263 566 1 186 066 1 202 202

Controlled Revenue from Appropriation 1 142 827 1 165 379 1 263 566 1 186 066 1 202 202

1 142 827 1 165 379 1 263 566 1 186 066 1 202 202

Notes: 1. The increase in Health Services System Management in 2018-19 primarily reflects the provision of additional funding for Drug

and Alcohol Rehabilitation Beds in Ulverstone and time limited funding for Rural Alive and Well and the Tasmanian Community Health Fund.

2. The increase in Admitted Services in 2018-19 primarily reflects additional funding provided for initiatives detailed in Table 5.1 Key Deliverables Statement including 250 beds for the Royal Hobart Hospital; Eight Bed Acute Medical Unit at the North West Regional Hospital; and Eight Beds on Ward 4K at the Launceston General Hospital.

Health 141

3. The increase in Emergency Department Services in 2018-19 primarily reflects a reclassification of expenditure between Outputs to align with activity and the provision of funding in the 2017-18 Budget originally allocated to Finance-General for Health initiatives.

4. The increase in Community and Aged Care Services in 2018-19 and 2019-20 primarily reflects additional funding for election commitments including Community Rapid Response, Palliative Care initiatives and 180 More Nursing Graduates across Tasmania.

5. The increase in Statewide and Mental Health Services in 2019-20 primarily reflects funding allocated for initiatives under the Record Boost for Mental Health Care policy, including 25 Mental Health Beds in Southern Tasmania.

6. The increase in Ambulance Services in 2018-19 primarily reflects additional funding provided for election commitments for the Investment in Ambulance Services policy commitment including additional funding for an Aeromedical Helicopter Service; More Paramedics in Regional Areas; Secondary Triage; Volunteer Support Package; and State Operations Centre Boost.

7. The decrease in Public Health Services in 2018-19 primarily reflects the completion of 2014 election commitment funding.

142 Health

Table 5.10: Statement of Financial Position as at 30 June

2018 2019 2020 2021 2022



$'000 $'000 $'000 $'000 $'000

Assets Financial assets


Investments 988 929 929 929 929

Receivables1 26 628 27 505 27 586 27 570 28 368

Other financial assets 18 325 22 964 23 333 23 306 24 130

136 601 142 424 137 970 127 308 123 337


Inventories2 19 630 14 186 14 568 11 796 12 535


Infrastructure4 10 000 3 603 3 603 3 603 3 603


Intangibles 9 470 10 996 10 037 9 102 8 733

Other assets 3 871 7 769 7 909 8 084 8 079

1 419 259 1 564 043 1 764 669 1 831 690 1 853 939

Total assets 1 555 860 1 706 467 1 902 639 1 958 998 1 977 276

Liabilities

Payables1 65 167 66 524 67 958 70 050 70 763

Interest bearing liabilities 15 071 15 070 15 070 15 070 15 070





Equity Reserves 494 352 556 880 594 601 633 179 685 159

Accumulated funds6 124 876 195 169 380 827 392 975 327 180

Other equity 583 796 581 894 581 894 581 894 581 894

Total equity 1 203 024 1 333 943 1 557 322 1 608 048 1 594 233

Health 143

Notes:

1. The variations in the 2019 estimates of Cash and deposits, Receivables, Payables and Other liabilities reflect more accurate estimates based on the 30 June 2017 outcome.

2. The decrease in Inventories in 2019 reflects the expiry of the current Essential Vaccines NPA and associated inventories funded by the program.

3. The variations in Property, plant and equipment over the Budget and Forward Estimates period reflects the timing of anticipated expenditure in key capital projects, including the Royal Hobart Hospital Redevelopment Project.

4. The decrease in Infrastructure in 2019 reflects completion of the Health Transport and Coordination Infrastructure project. 5. The decrease in Employee benefits in 2020 reflects the impact of the 27th pay that will occur in that year. 6. The movements in Accumulated funds primarily reflects the completion of CIP projects predominantly associated with the

Royal Hobart Hospital and Launceston General Hospital Redevelopments and Mersey Community Hospital Capital Upgrades.

144 Health




$'000 $'000 $'000 $'000 $'000

Cash flows from operating activities Cash inflows

Appropriation receipts - recurrent1 1 010 336 1 072 057 1 124 875 1 136 268 1 182 077


Receipts from Special Capital Investment Funds2 12 192 6 260 .... .... ....

Grants2 486 148 599 393 543 930 497 405 515 642


GST receipts 48 850 48 867 44 856 44 691 44 691




Cash outflows

Employee benefits4 (962 845) (1 048 105) (1 096 415) (1 107 259) (1 141 194)

Superannuation (112 886) (120 151) (127 489) (128 871) (133 416)

GST payments (48 994) (48 864) (44 486) (44 709) (44 709)








Proceeds from the disposal of non-financial assets 14 14 13 13 13


Net increase (decrease) in cash and cash equivalents held (13 280) (4 080) (4 904) (10 619) (5 593)

Cash and deposits at the beginning of the reporting period 103 940 95 106 91 026 86 122 75 503


Health 145

Notes: 1. The increase in Appropriation receipts - recurrent primarily reflects additional funding provided for initiatives detailed in

Table 5.1 Key Deliverables Statement. 2. The movements in Appropriation receipts - capital, Receipts from Special Capital Investment Funds and Grants reflect

movements in capital project funding from CIP and SCIF, including those components of CIP that are funded by the Australian government.

3. The increase in Sales of goods and services in 2018-19 primarily reflects increases in the level of chargeable activities. 4. The movements in Employee benefits primarily reflects an increase in staffing as a result of election commitments including 250

beds for the Royal Hobart Hospital; 180 More Nursing Graduates across Tasmania; initiatives under the Record Boost for Mental Health Care policy and the Investment in Ambulance Services policy; and the transfer of 2017-18 Budget initiatives previously allocated to Finance-General.

5. The movements in Grants and subsidies primarily reflect the allocation of funds provided for election commitments including Drug and Alcohol Rehabilitation Beds in Ulverstone; time limited funding for the Rural Alive and Well initiatives, Epilepsy Tasmania and the Stroke Foundation; and the Tasmanian Community Health Fund.

6. The movement in Payments for acquisition of non-financial assets primarily reflects the anticipated timing of expenditure on major capital projects, including the Royal Hobart Hospital Redevelopment project.

Justice 147

6 DEPARTMENT OF JUSTICE

AGENCY OUTLINE The Department of Justice provides services that contribute to achieving a fair, just and safe Tasmania by providing an accessible system of justice, protecting and respecting rights, improving laws, influencing positive behaviour and enforcing responsibilities.

The Department is responsible to: the Attorney-General and Minister for Justice, and Minister for Corrections, Hon Elise Archer MP; the Minister for Building and Construction, Hon Guy Barnett MP; the Minister for Planning, Hon Roger Jaensch MP; and the Treasurer, Hon Peter Gutwein MP.

The Department provides administrative support for: the Supreme and Magistrates Courts; Tasmanian Industrial Commission; Legal Aid Commission of Tasmania; Tasmanian Electoral Commission; Workers Rehabilitation and Compensation Tribunal; WorkCover Tasmania Board; Guardianship and Administration Board; Mental Health Tribunal; Parole Board of Tasmania; Resource Management and Planning Appeal Tribunal; and the Tasmanian Planning Commission. It also supports the statutory offices of the Solicitor-General; Director of Public Prosecutions; Public Guardian; and the Anti-Discrimination Commissioner. Each of these areas has separate accountability arrangements.

The Department comprises: Corrective Services; Crown Law; the Registry of Births, Deaths and Marriages; WorkSafe Tasmania; Consumer, Building and Occupational Services; Monetary Penalties Enforcement Service; Victims Support Services; Strategic Legislation and Policy; Planning Policy Unit; Corporate Support and Strategy; and the Office of the Secretary.

By working closely with the community, other parts of government and relevant statutory bodies, the Department aims to:

support Ministers by providing honest, comprehensive, accurate and timely advice;

administer and develop courts, tribunals, statutory and regulatory bodies that promote, protect and enforce laws;

inform the community about laws, rights and responsibilities;

undertake law and policy development;

support the community to achieve effective outcomes in the justice system;

provide a sustainable, safe, secure, humane and effective corrections system; and

ensure all aspects of the Department’s activities are conducted effectively, efficiently and safely.

This chapter provides the Department’s financial information for 2018-19 and over the Forward Estimates period (2019-20 to 2021-22). Further information on the Department is available at www.justice.tas.gov.au.

148 Justice

KEY DELIVERABLES The Government has committed to a series of policies and legislative reform to keep the community safe and free from the impact of crime, and to provide important redress to the victims of Institutional Child Sexual Abuse in Tasmania. The Department is working to implement this agenda.

Table 6.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables.

Table 6.1: Key Deliverables Statement 2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000

2018 Election Commitments

An Upgraded Burnie Court Complex .... 1 000 3 000 4 000

Chatter Matters Pilot Program 150 .... .... ....

Law and Order Legislative Reforms1 .... .... .... ....

New Northern Prison .... 5 000 10 000 30 000

New Southern Remand Centre 10 000 35 000 25 000 ....

Risdon Prison Shared Facilities Upgrade .... .... .... 9 340

Other Commitments

Alternative Sentencing Options 4 300 4 300 4 300 4 300

Court Security and Prisoner Transport 789 789 789 789

Redress Scheme for Institutional Child Sexual Abuse 25 000 5 000 5 000 5 000

Additional Tasmania Prison Service Funding 4 000 4 000 4 000 4 000

Note: 1. The Law and Order Legislative Reform package will be funded from existing Departmental resources.

An Upgraded Burnie Court Complex

Funding of $15 million over four years from 2019-20 has been provided to upgrade the Burnie Magistrates and Supreme Court Complex. The upgrade works will:

enable the long term continuation of magistrate and supreme court services in Burnie;

improve safety and amenity for court users;

improve disability access;

enable the essential functional requirements of a modern court facility; and

ensure the building is fit for purpose.

These upgrades will ensure that the Burnie Court Complex can continue to provide efficient and effective access to justice and service the region well into the future.

Justice 149

Chatter Matters Pilot Program

Funding of $150 000 in 2018-19 has been provided to deliver a pilot Chatter Matters program to prisoners in Tasmania. Chatter Matters Tasmania was developed by Rosalie Martin (2017 Tasmanian Australian of the Year) and uses evidence-based practices to improve literacy, support positive interpersonal interaction and communication skills, and teach participants skills for developing secure attachment with their children.

The Chatter Matters program will assist prisoners to strengthen vital bonds with family and to improve their rehabilitation with the aim of reducing their likelihood of re-offending after release.

Chatter Matters will also provide training to Tasmania Prison Service staff to assist their communication and interaction with prisoners.

Law and Order Legislative Reforms

The Government has committed to a number of legislative reforms across Justice Ministerial portfolios, including:

Minister for Building and Construction

committing to a series of measures to address the issue of shoplifting; and

amending the Workplaces (Protection from Protesters) Act to support the rights of workers.

Attorney-General and Minister for Justice

creating new legislation to ensure violent offenders engaging in ‘one punch’ incidents, that cause the death of another, will always be criminally responsible for the consequences of their actions. These changes will be undertaken along with a review of existing provisions in the Sentencing Act 1997 that give courts the power to ban offenders from certain areas;

creating a new offence of ‘persistent family violence’;

amending Tasmania’s dangerous criminal declaration legislation to streamline, with appropriate safeguards, the dangerous criminal declaration process and introduce a second tier declaration for dangerous criminals, who will be subject to intensive monitoring post-release;

re-introducing legislation to require courts to impose mandatory sentences of imprisonment for serious sexual offences against children, and for serious assaults on frontline workers;

reforming bail laws in Tasmania; and

amending the Criminal Code 1924 to allow the prosecution of cyberbullies.

Minister for Corrections

legislating to ensure a member with policing experience is represented on the Parole Board; and

abolishing remission for prisoners.

The work to prepare these legislative reforms will be delivered by existing resources within the Department’s Strategic Legislation and Policy unit.

150 Justice

New Prison Infrastructure

The Government has committed to funding several significant prison infrastructure projects to increase prison capacity and upgrade existing facilities to meet modern correctional standards.

New Northern Prison

Funding of $270 million over 10 years has been announced to commence construction of a new Northern Prison. The prison will be built in two stages, with $150 million allocated for Stage 1 Northern Remand Centre and $120 million for stage 2 of the prison. Consultation with northern communities will commence in 2018-19 and construction of stage 1 is expected to commence in the 2019-20 financial year and will be completed within five years, with Stage 2 works to follow thereafter.

The Northern Prison will ultimately provide accommodation for a variety of security classifications, remand facilities, and a women’s prison. The Northern Prison will not only relieve pressure on the Risdon facility, but will also be designed to create increased opportunities for prisoners to find meaningful work on release, and importantly provide improved family connections for Northern prisoners.

New Southern Remand Centre

Funding of $70 million over three years will be provided to build a new remand facility on the Risdon Prison site.

The new remand facility will be incorporated into the existing network of secure walkways within the Risdon Prison Complex, with the main connection located near the existing Visits Building.

Risdon Prison Shared Facilities Upgrade

Funding of $9.3 million has been provided to upgrade shared facilities at the Risdon Prison to meet increased service demands. Upgrades will include the construction of:

an upgraded and expanded gatehouse;

an upgraded and expanded medical/health centre;

a new kitchen;

an upgraded and expanded visits facility; and

an upgraded prisoner processing area.

Alternative Sentencing Options

Funding of $4.3 million per annum has been provided as part of the Government’s commitment to progressively phase out the use of suspended sentences. This funding will enable the Department to develop and implement new sentencing options for offenders, in addition to new reintegration, education and therapeutic support services to offenders and prisoners to reduce their chances of re-offending in the future.

Court Security and Prisoner Transport

Funding of $789 000 per annum has been provided as part of the Government’s policy to remove police from court duties in Launceston and put them back on the beat. The funding provided is to meet the cost of additional correctional officers who will assume responsibility from Tasmania Police for court security and prisoner transport in the Launceston Supreme Court and associated prisoner transport and security costs.

Justice 151

Redress Scheme for Institutional Child Sexual Abuse

The Tasmanian Government has agreed to participate in the Australian Government’s National Redress Scheme for Institutional Child Sexual Abuse. The decision to opt in to the National Redress Scheme builds on Tasmania’s record of supporting victims, including through the $54 million Abuse in State Care compensation scheme that operated in Tasmania between 2003 and 2013, that assisted more than 1 800 survivors who were the subject of sexual, physical or emotional abuse whilst in State care as children.

The Scheme allows for redress to be provided to individuals who suffered abuse (sexual abuse and related non-sexual abuse) which occurred when the person was a child while in the care of an institution.

Survivors will be able to lodge an application with the Scheme, including where they suffered abuse in more than one institution. The three components of redress available to eligible survivors will be:

a monetary payment of between $5 000 and $150 000 as a tangible means of recognising the wrong survivors have suffered;

a monetary payment or provision of services to a value up to $5 000 for the purpose of counselling and psychological care; and

a direct personal response from the responsible institution(s).

The Scheme is to be operated by the Australian Government’s Department of Social Services. The Department will provide verifying information as required, deliver elements of the redress and contribute costs associated with redress, legal support, counselling and management, and administrative costs associated with the program.

The National Scheme will operate for a period of 10 years, from 1 July 2018 to 30 June 2028 with assessment of Tasmanian applications expected to commence in early 2019. The Department has been provided with funding of $70 million for compensation and administration costs over the 10 year life of the Scheme.

Additional Tasmania Prison Service Funding

Additional funding of $4 million per annum has been provided to the Tasmania Prison Service to assist with increasing cost pressures as a result of an increase in prisoner numbers.

This funding will address increased correctional staffing costs relating to additional shifts to maintain the safety and security of the facilities, staff and prisoners, in addition to managing increased prisoner court, hospital and other escorts. Increased demand for prisoner reintegration, activities, education and therapeutic support services will also be funded.

Furthermore, this funding will address additional costs such as energy, water, food, clothing, bedding and other prisoner related consumable and non-salary costs affected by the increase in prisoner numbers.

152 Justice

OUTPUT INFORMATION Outputs of the Department of Justice are provided under the following Output Groups:

Output Group 1 - Administration of Justice;

Output Group 2 - Legal Services;

Output Group 3 - Corrections and Enforcement; and

Output Group 4 - Regulatory and Other Services.


Justice 153




$'000 $'000 $'000 $'000 $'000

Treasurer

Output Group 1 - Administration of Justice

1.9 Tasmanian Industrial Commission 1 364 1 397 1 415 1 445 1 478 1 364 1 397 1 415 1 445 1 478 Attorney-General and Minister for Justice Output Group 1 - Administration of Justice

1.1 Supreme Court Services2 14 442 14 030 13 513 13 629 13 885

1.2 Magisterial Court Services 15 603 15 659 15 849 16 164 16 514

1.3 Births, Deaths and Marriages 1 642 1 665 1 679 1 702 1 727

1.4 Support and Compensation for Victims of Crime3 8 291 8 348 7 255 7 369 7 496

1.5 Legal Aid4 16 311 16 468 14 869 15 128 15 431

1.6 Protective Jurisdictions 3 534 3 667 3 712 3 796 3 888

1.7 Equal Opportunity Tasmania 1 619 1 665 1 682 1 717 1 755

1.8 Elections and Referendums5 6 412 5 925 3 579 4 057 6 197 67 854 67 427 62 138 63 562 66 893

Output Group 2 - Legal Services 2.1 Crown Law 6 529 6 761 6 844 6 995 7 155

2.2 Legislation Development and Review6 1 312 26 529 6 549 6 586 6 626 7 841 33 290 13 393 13 581 13 781

Output Group 3 - Corrections and Enforcement 3.3 Enforcement of Monetary Penalties 7 551 7 683 7 761 7 861 7 973

7 551 7 683 7 761 7 861 7 973 Minister for Corrections

Output Group 3 - Corrections and Enforcement

3.1 Prison Services7 71 073 82 936 83 801 85 650 87 457

3.2 Community Corrective Services8 12 066 11 875 12 000 12 244 12 515

83 139 94 811 95 801 97 894 99 972

154 Justice

Table 6.2: Output Group Expense Summary (continued) 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Minister for Building and Construction Output Group 1 - Administration of Justice

1.10 Workers Rehabilitation and Compensation Tribunal 1 721 1 742 1 745 1 750 1 755

1 721 1 742 1 745 1 750 1 755

Output Group 4 - Regulatory and Other Services

4.1 WorkSafe Tasmania9 11 184 10 716 10 857 11 092 10 622

4.4 Consumer, Building and Occupational Services10 13 524 14 264 14 396 14 561 14 667

24 708 24 980 25 253 25 653 25 289


Minister for Planning Output Group 1 - Administration of Justice

1.11 Resource Management and Planning Appeal Tribunal 1 754 1 817 1 845 1 896 1 952

1 754 1 817 1 845 1 896 1 952

Output Group 4 - Regulatory and Other Services 4.2 Tasmanian Planning Commission 4 774 4 860 4 925 5 032 5 152

4.3 Planning Policy and Reform11 1 068 771 778 793 810

5 842 5 631 5 703 5 825 5 962

TOTAL 217 850 254 917 231 352 235 884 241 472



2. The decrease in Supreme Court Services in 2018-19 reflects a reallocation of overheads across outputs within the Department. The further decrease in 2019-20 reflects the completion of additional funding for two years provided for the appointment of acting judges to the courts and associated operational requirements of the courts.

3. The decrease in Support and Compensation for the Victims of Crime in 2019-20 reflects the completion of additional funding for two years for the Eligible Persons Register in addition to the completion of current funding for initiatives under the Safe Homes, Safe Families: Tasmania’s Family Violence Action Plan 2015-2020.

4. The decrease in Legal Aid in 2019-20 reflects the completion of additional funding for the Legal Aid Commission of Tasmania and Community Legal Centres to offset the funding reductions under the Australian Government National Partnership Agreement.

5. The variation in the Forward Estimates of Elections and Referendums reflects the timing of elections undertaken, including the next scheduled Local Government elections in 2018 and the next State Election in 2022.

6. The increase in Legislation Development and Review primarily reflects additional funding provided for the Redress Scheme for Institutional Child Sexual Abuse.

7. The increase in Prison Services in 2018-19 primarily reflects additional funding for: the Chatter Matters Pilot Program; Court Security and Prisoner Transport; Alternative Sentencing Options; and Additional Tasmania Prison Service Funding.

Justice 155

8. The decrease in Community Corrective Services in 2018-19 reflects the completion of the funding for the Back on Track Program provided as part of the 2014-15 Budget.

9. The decrease in WorkSafe Tasmania in 2018-19 reflects a reallocation of overheads across outputs within the Department. 10. The increase in Consumer, Building and Occupational Services in 2018-19 reflects a reallocation of overheads across outputs

within the Department. 11. The decrease in Planning Policy and Reform in 2018-19 reflects the cessation of additional one-off funding in 2017-18 provided

for community education associated with the introduction of the statewide planning scheme and the new arrangements for visitor accommodation in Tasmania.

Output Group 1: Administration of Justice

1.1 Supreme Court Services

This Output is responsible for supporting the Judiciary in the just and timely resolution of criminal and civil matters in the Supreme Court. The Supreme Court has unlimited jurisdiction in criminal and civil matters and acts as a court of review for the Magistrates Court and a range of other decision making bodies.

1.2 Magisterial Court Services

This Output is responsible for the operation of the Magistrates Court of Tasmania at registries in Hobart, Launceston, Devonport and Burnie, and several country courts on a regular circuit basis.

1.3 Births, Deaths and Marriages

This Output provides services involving the registration of a range of life events which legislation requires or enables to be registered. By the provision of these services it aims to preserve the rights of individuals including the right to a unique identity.

1.4 Support and Compensation for Victims of Crime

This Output manages services provided by the Department to support victims in their recovery from the impacts of crime. The Output includes administration of the Criminal Injuries Compensation Scheme.

1.5 Legal Aid

This Output provides legal advice, education and representation on a means tested basis. It operates under State legislation with joint State and Australian Government funding and provides services in accordance with an Australian Government-State Government Agreement.

1.6 Protective Jurisdictions

This Output includes:

the Guardianship and Administration Board which determines applications and performs functions under the Guardianship and Administration Act 1995, the Disability Services Act 2011, the Wills Act 2008 and the Powers of Attorney Act 2000. These functions primarily relate to appointing guardians and administrators for persons with disabilities; registering and reviewing appointments of enduring guardians; reviewing enduring powers of attorney for persons with a disability under the Powers of Attorney Act; and creating statutory wills;

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the Public Guardian who, when appointed by the Guardianship and Administration Board, acts as the guardian or administrator for persons with decision making disabilities, promotes and protects their interests, provides education on the operation of the Guardianship and Administration Act, and undertakes investigations when requested by the Guardianship and Administration Board; and

the Mental Health Tribunal, which makes treatment orders that authorise the treatment of patients who are unable to provide informed consent under the Mental Health Act 2013 and conducts regular reviews of those orders to determine whether the order should be affirmed, varied or discharged. In addition, the Tribunal also reviews restriction and supervision orders of patients (under the Criminal Justice (Mental Impairment) Act 1999), authorises treatment for such patients who are unable to provide informed consent and approves leaves of absence for patients subject to restriction orders (under both Acts).

1.7 Equal Opportunity Tasmania

Operating under the Anti-Discrimination Act 1998, this Output supports the Anti-Discrimination Commissioner’s functions, including:

the investigation and conciliation of complaints regarding alleged discrimination and prohibited behaviour;

advising government on the Act and discrimination and related conduct; and

education and promotion across Tasmania of equal opportunity, human rights, discrimination and how to comply with the Act.

The Commissioner must refer unresolved complaints to the Anti-Discrimination Tribunal and can also grant exemptions, or reject applications for exemption, from the Act.

1.8 Elections and Referendums

This Output is responsible for the administration of State elections and referendums. Through these services, it contributes to the preservation of the State’s parliamentary democracy. It is also responsible for the management and maintenance of electoral rolls for State and local governments, administration of electoral and enrolment policy and systems and the implementation of electoral boundary redistributions.

The Electoral Commissioner also has statutory responsibility for Aboriginal Land Council and local government elections. The latter are conducted on a cost recovery basis.

1.9 Tasmanian Industrial Commission

The Commission is an independent tribunal established under the Industrial Relations Act 1984. The Commission exercises jurisdiction over the Tasmanian State Service for which it is to:

conciliate and arbitrate to resolve industrial disputes, including claims of unfair dismissal;

fix wage rates and set terms and conditions of employment by making industrial awards; and

approve enterprise and industrial agreements.

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1.10 Workers Rehabilitation and Compensation Tribunal

This Output facilitates the resolution of disputes about the payment of workers’ compensation entitlements on matters referred by employers, employees and insurers. The Tribunal is funded from the Workers Rehabilitation and Compensation Fund. This Output also provides administrative support for the Motor Accidents Compensation Tribunal, the Asbestos Compensation Tribunal, Anti-Discrimination Tribunal and the Health Practitioners Tribunal.

1.11 Resource Management and Planning Appeals Tribunal

The Resource Management and Planning Appeal Tribunal is an independent statutory body established by the Resource Management and Planning Appeal Tribunal Act 1993. This Output provides for the hearing of appeals regarding heritage, planning, marine and environmental decisions and determines applications for orders under relevant legislation. The Tribunal is also vested with the jurisdiction of the Building Appeal Tribunal. The Registry of the RMPAT also manages appeals for the Forest Practices Tribunal.

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Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Supreme Court - Criminal Jurisdiction

Pending cases older than 12 months % 29.0 29.0 29.0 29.0

Real net recurrent expenditure per finalisation1 $ 16 902 16 601 17 000 17 000

Supreme Court - Civil Jurisdiction

Pending cases older than 12 months2 % 34.0 36.2 34.0 34.0

Real net recurrent expenditure per finalisation1,2 $ 4 686 4 567 4 600 4 600

Magistrates Court - Criminal Jurisdiction

Pending cases older than six months % 30.4 34.6 30.0 30.0

Real net recurrent expenditure per finalisation1 $ 489 494 500 500

Magistrates Court - Youth Justice Division



Magistrates Court - Civil Division



Magistrates Court - Coronial Division

Pending cases older than 12 months % 31.9 38.9 30.0 30.0

Real net recurrent expenditure per finalisation1 $ 3 290 2 995 3 000 3 000

Births, Deaths and Marriages

Unit Cost per Transaction $ 14.50 14.88 14.50 14.50

Registration within seven days of receipt % 80 84 80 85

Certificates within seven days of receipt % 80 86 75 85

Registration error rate % na 1.3 <4 <2

Legal Aid

Duty Lawyer Services Number 3 742 3 966 3 000 4 000

Legal Advice to Clients Number 5 952 5 600 5 900 6 000

Applications for Legal Aid Approved Number 4 873 4 556 4 800 4 800

Telephone Advice Line Calls3 Number 17 810 15 154 17 000 18 000

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Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Protective Jurisdictions - Guardianship and

Administration Board

Matters commenced within statutory time frame % 75.0 97.6 100.0 100.0

Number of hearings per sitting Number 4.1 4.4 5.0 5.0

Protective Jurisdictions - Mental Health Tribunal

Matters determined within statutory time frame4 % 85 90 100 100

Number of hearings per sitting Number 4.0 4.0 5.0 5.0

Equal Opportunity Tasmania

Complaints received Number 150 147 150 150

Complaints accepted for investigation Number 102 85 105 105

% 69 59 70 70

Accepted complaints resolved or part resolved by the

parties reaching agreement facilitated by the Tasmanian

Anti-Discrimination Commissioner Number 87 84 85 90

% 85 99 81 60

Number of complaints finalised Number 156 162 150 150

Complaints received and finalised within 6 months % 53 63 65 65



Training/education sessions delivered Number 216 226 250 200

Legislative Council Elections

Legislative Council Participation Rate % 81.3 84.4 85.0 85.0

Legislative Council Rate of Informal Votes % 4.5 3.6 3.5 3.5

Legislative Council - Election Cost Per Enrolled Elector5 $ 12.0 11.5 12.0 12.0

Roll Maintenance Cost per Elector $ 1.1 1.2 1.1 1.2

Tasmanian Industrial Commission

Clearance Rate6 % 83.4 95 100 100

Proportion of matters finalised within three months6 % 72.6 78 75 75

Resource Management and Planning Appeal

Tribunal

Proportion of substantive decisions of Resource

Management Planning Appeal Tribunal resolved by

mediation (consent)

% 79.7 73.2 78.0 78.0

Percentage of appeals resolved within 90 days without

extension

% 55.5 57.5 100 100

Percentage of appeals which did require extensions due to

parties

% 91.2 84.6 95.0 95.0

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Performance Measure

Unit of

Measure

2014

Actual

2018

Target

2022

Target

2026

Target

House of Assembly Elections7

House of Assembly Election Participation Rate % 93.5 94.0 94.0 94.0

House of Assembly Rate of Informal Votes % 4.8 4.4 4.4 4.4

Notes: 1. The 2015-16 actual has been updated to reflect the Report on Government Services 2018. Historical financial data is adjusted to

2016-17 dollars using the General Government Final Consumption Expenditure chain price deflator. 2. The 2017-18 and 2018-19 targets have been revised to better align targets with the most recent actual performance information. 3. The target for 2017-18 was set on the basis that the Legal Aid Call Centre would be fully staffed following a period of staff

turnover. However, since this time the launch of the new website and the increase in Community Legal Education programs have reduced the number of calls to the Advice Line. Based on this trend the target has been moderated.

4. This performance measure was first set in 2017-18. As part of the measurement capturing process, the Tribunal has been able to utilise past data to determine performance in previous years.

5. The 2015-16 actual has been updated from 16.7 to 12.0 to reflect the changed funding structure of the Tasmanian Electoral Commission. The reduction is due to removal of recurrent costs from the election costing model to ensure that only election related costs are included.

6. The Clearance Rate is the proportion of matters finalised during a reporting period expressed as a percentage of those lodged during the same period.

7. The House of Assembly Election Participation Rate and the House of Assembly Rate of Informal Votes are measured on a calendar year basis.


Table 6.3 reports actual and target data for efficiency and effectiveness indicators for the Administration of Justice Output Group. Indicators for court services are taken from chapter 7 Courts, of the Productivity Commission’s Report on Government Services 2018. The indicators are:

a backlog indicator of pending cases older than a given time period, as an indicator of the timeliness of case processing. It is derived by comparing the age (in elapsed time) of a court’s pending caseload against time standards. The indicator recognises that case processing must take some time and that this time does not necessarily equal delay. Timeliness is often affected by delays caused by factors outside the direct control of the Court such as the preparedness and availability of the parties, prosecutors, legal representatives and witnesses; and

cost per finalisation or real net recurrent expenditure per finalisation, as an indicator of efficiency. This indicator is not a measure of the actual cost per case. It is derived by dividing the total net recurrent expenditure within each Court for the financial year by the total number of finalisations for the same period (net recurrent expenditure refers to expenditure minus income, where income is derived from court fees and other revenue but excludes revenue from fines).

Supreme Court - Criminal Jurisdiction

The Court continues to aim to achieve the national target of no more than 10 per cent of pending cases being older than 12 months. It should be noted that the majority of Australian jurisdictions do not achieve this target. It should also be noted that a relatively small number of cases can have a significant impact on Court indicators in Tasmania.

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However, given the current level of the criminal case backlog greater than 12 months, it is expected that this will remain constant in 2018-19. The Court is implementing a range of case management strategies to reduce the backlog, including allocating additional judicial time, adopting more active case management focussing on older cases, improving documentation for some types of applications to streamline processes, and a more rigorous management of the appeals process.

Supreme Court - Civil Jurisdiction

The age of pending cases is managed according to the Court’s active case management processes which focus on ensuring cases are ready for trial at the appropriate time. Once cases are ready for trial, there is a minimal delay in listing them before a judge. It should be noted that many external factors can affect the timeliness of finalisation of cases, including the time taken for injuries to stabilise, for negotiation and mediation between the parties and the availability of parties and their counsel and witnesses. Throughput in the civil jurisdiction has remained constant during recent years.

Magistrates Court - Criminal Jurisdiction and Youth Justice Division

Staff of the Magistrates Court provide support to the Magistrates and work with court users to help ensure the timely and just resolution of the range of matters which are brought before the court.

Criminal lodgements and finalisations in the adult criminal jurisdiction of the Magistrates Court have remained steady over the last three years. Expenditure has also remained steady during this period and consequently the cost per finalisation is largely unchanged.

The number of lodgements in the Youth Justice division has halved in the past six years. Expenditure has also been substantially reduced, but the cost per finalisation has increased somewhat due to the reduced caseload. The percentage of older cases in the pending caseload has decreased and the overall size of the pending caseload has also reduced.

Magistrates Court - Civil Jurisdiction

Civil lodgements and finalisations have decreased in recent years. The percentage of older cases in the pending caseload has decreased, while the overall size of the pending caseload has remained constant.

Magistrates Court - Coronial Division

There has been a significant increase in real net recurrent expenditure per finalisation in the Coronial Division from 2014-15 onwards, as more dedicated Magisterial resources were allocated to Coronial duties. However, due to an increase in coronial cases during 2016-17, the cost per finalisation has reduced.

Coronial finalisations have remained fairly steady, around 500 per year, with an increase in 2016-17. However, the net recurrent expenditure per finalisation in the Coronial Division is particularly sensitive to the number of significant coronial inquests held each year. There were five inquests in 2013-14, 10 in 2014-15, 17 in 2015-16 and 22 in 2016-17.

Births, Deaths and Marriages

The performance assessment for this Output focuses on efficiency and timeliness of this Output’s service delivery.

Unit cost per transaction represents the aggregation of a wide range of transaction types. These transaction types include: the registration and provision of certificates for births, deaths and marriages; changes of name; changes of sex; adoptions; and the registration of significant and caring relationships.

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The cost of each type of transaction may vary significantly from the aggregate measure. The unit cost per transaction measure is sensitive to variations in demand, as the Output has a high proportion of fixed costs.

The registration and certificate processing time targets are based on recent averages across all Australian Registries of Births, Deaths and Marriages.

Registration error rate has been added as a measure of effectiveness, as the public must have confidence that Registry records are accurate and reliable.

Legal Aid

The Commission, through its Grants Section, assesses requests by lawyers from the private profession and its in-house lawyers for legal aid grants to represent clients in various matters. These grants of aid are subject to a means and merit test. The request process is online via the Commission’s Internet site. The Commission publishes guidelines relating to the types of matters where aid is granted. This indicator reflects the volume of work undertaken by the Commission.

The Commission provides duty lawyer services on a daily basis at the Courts in Burnie, Devonport, Launceston and Hobart to assist people appearing for the first time. This service ensures the efficient processing of unrepresented defendants through the court process. The Duty Lawyer will explain the options for a first appearance and represent the person in any bail application or assist with a plea if required. This indicator reflects the volume of work undertaken by the Commission.

The Commission runs free legal advice sessions in all four of its offices around the State. Lawyers provide face to face advice to clients in the Launceston and Hobart offices during advertised times and advice via video services to clients visiting the Burnie and Devonport offices. The lawyers providing this advice work in the Commission’s telephone advice service in either the Launceston or Hobart office. This indicator reflects the volume of work undertaken by the Commission.

The Commission operates a free telephone advice service five days a week during business hours. Any member of the Tasmanian community can access this service. The staff providing this service are lawyers and are located in either Hobart or Launceston. Call centre technology provides the mechanism to queue and process these calls. The service deals with 22 000 calls on average per year. This indicator reflects the volume of work undertaken by the Commission.

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Protective Jurisdictions

The Protective Jurisdictions are responsible for reviewing orders and hearing applications and reviewing orders relating to rights of, and protections for, persons with decision making disabilities or incapacities. Because of the nature of the decisions, there are statutory requirements to perform the functions within a defined timeframe.

The percentage of matters determined within the statutory timeframe is an indicator of the effectiveness of jurisdictions in managing caseloads within the defined timeframe. This Key Performance Indicator is impacted by the number of applications being lodged, orders made each year and the requirement for further review hearings. Other influences include the introduction of the National Disability Insurance Scheme and an ageing population with increasing cases of dementia, all of which increase the demand for services.

One of the significant costs of these jurisdictions is the payment of Board or Tribunal members to preside over hearings. The number of hearings per sitting (or session) is an indicator of the efficiency of the hearing processes adopted by the Guardianship and Administration Board and the Mental Health Tribunal. However, too many hearings per sitting (i.e. less time for consideration) may undermine the quality of decision making by Board members.

Equal Opportunity Tasmania

Complaints received and accepted for investigation indicate the level of complaint work undertaken by the Commissioner’s office and to some extent reflects levels of awareness of the Anti-Discrimination Act as a means to deal with discrimination.

Complaints resolved provides a measure of the extent to which the Commissioner is successful in assisting the parties to complaints to reach a mutually acceptable resolution. Resolution of complaints through alternative dispute resolution is a key objective of the legislation and is of benefit not only to the parties, but to the legal system and community more broadly as it avoids disputes escalating and having to be litigated.

The number of complaints finalised indicates the net increase or decrease in the number of open complaints. Increased finalisation numbers indicate improved timeliness and management of complaints.

The time taken to finalise complaints is important as delays in complaints being finalised can result in parties dropping out of the process and additional impacts on parties. Improvement in the number of complaints finalised within 12 months is an indication of improved focus on timely complaint management and resolution.

Training and education sessions delivered provides a measure of the extent to which the Commissioner is disseminating information about discrimination and prohibited conduct and the effects of discrimination and prohibited conduct and promoting acceptable attitudes, acts and practices relating to discrimination and prohibited conduct (functions under section 6(b) and (d) of the Anti-Discrimination Act). Training and education are key functions of the Commissioner and are of benefit through promoting compliance and assisting people and organisations to avoid engaging in conduct that may be in breach of the Act, thereby avoiding the risk of being the subject of a complaint under the Act.

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Elections and Referendums

The performance indicators for this Output focus on the effectiveness and efficiency of the electoral process and maintenance of the electoral roll.

The Electoral Commission reports on participation rate (i.e. proportion of enrolled electors who voted) and whether voters cast their votes correctly (i.e. informal votes as a proportion of the total votes cast).

Tasmanian Industrial Commission

The clearance rate is a measure of the efficiency of the Tasmanian Industrial Commission and indicates whether the Commission is keeping up with its workload.

The proportion of matters finalised within three months is an indicator of timeliness of the resolution of disputes. Performance against this indicator is a measure of the effectiveness of the Commission’s case management, together with the preparation of the parties to the dispute. In the majority of cases, where matters take longer than three months to settle, the delay is at the instigation of the parties.

Resource Management and Planning Appeal Tribunal

The settlement of disputes through mediation (consent) provides a fair and cost effective way of resolving disputes. The Tribunal is committed to the continued use of mediation to resolve disputes. The targets have been set to maintain a high level of resolution of disputes by Alternative Dispute Resolution.

The Tribunal is obliged under its legislation to resolve matters within 90 days or such further period as may be granted (Section 16(1)(f) of the Resource Management and Planning Appeal Tribunal Act). The parties to proceedings may require additional time to the 90-day timeframe for a range of reasons. The figures disclose whether the Tribunal or parties to proceedings required additional time beyond the 90 days.

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Output Group 2: Legal Services

2.1 Crown Law

This Output aims to protect the interests of the Crown by providing legal services and advice.

2.2 Legislation Development and Review

This Output provides advice to assist the Attorney-General and other Ministers with the formation of strategic policy and development of legislation which the Department administers. The Office also provides support to the Attorney-General in the discharge of parliamentary, constitutional and legal duties, including participation in the Council of Attorneys-General and advice in relation to cooperative legislative schemes.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Crown Law

Notionally chargeable time % 82 73 60 60

Number of new matters1 File 1 778 1 882 1 700 1 900

Note: 1. The Number of new matters is dictated by demand from government agencies for legal services. This demand is subject to

fluctuations over time.


The performance indicators for this Output Group focus on the demand for the services provided and the effective use of legal practitioners’ time. The target of 60 per cent of practitioners’ time being chargeable is aspirational and based on the normal expectation in private practice. This target is based on notional chargeable hours. The number of new matters commenced provides a broad indication of demand for transactional legal services.

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Output Group 3: Corrections and Enforcement

3.1 Prison Services

This Output aims to provide a safer Tasmania by ensuring the secure containment of inmates and offering them opportunities for rehabilitation and personal development. It maintains facilities that provide care and custody, at various levels of security, for inmates and persons detained in custody. It also provides safe, secure transport between prison and courts and to receive medical care, as required.

3.2 Community Corrective Services

This Output supports a variety of non-custodial sentencing options. It is responsible for the data collation, reporting and administrative support to Safe at Home forums; pre-parole reporting to the Parole Board; pre-sentence reporting to the Courts; community service orders, probation and parole supervision; administration of the Court Mandated Diversion Program; and the delivery of educational, therapeutic and criminogenic programs. It provides these services in accordance with the Sentencing Act 1997, the Corrections Act 1997 and various other Acts that include sentencing provisions.

3.3 Enforcement of Monetary Penalties

This Output is responsible for the collection and enforcement of monetary penalties imposed by courts and other authorities. It ensures that the integrity of orders for payment of fines is maintained and maximises the collection of revenue by utilising Service Tasmania shops, telephone systems and the Internet to provide avenues of payment for clients.

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Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Prison Services

Percentage of prisoners returning to corrective services

within two years of release1 % 49.8 55.0 48 48

Prison Escape Rate - Secure Perimeter

Number per

100 prisoners 2 ....) .... ....)

Prison Escape Rate - Open Perimeter

Number per

100 prisoners ....) ....) <2 <2

Cost per Prisoner per day2,3 $ 317 297 324 313

Community Corrective Services

Completion rate for community supervision orders4 % 85.0 86.4 85 86

Cost per Community Supervised Offender per day3 $ 13.39 14.05 14 14

Percentage of Community Corrections offenders

returning to corrective services within two years of

discharge1 % 24.1 24.2 22 22

Enforcement of Monetary Penalties

Fine Collection Rate % 98.2 95 95 95

Debt finalisation rate % 118.0 111.0 100 100

Notes: 1. These performance measures relate to prisoners and community corrections offenders who completed their justice order two

years before the reference period. 2. The actual cost per prisoner per day does not include prisoner health costs borne by the Department of Health and Human

Services on behalf of Corrective Services. Due to the high fixed costs of operating a prison system, the cost per prisoner per day is strongly affected by prisoner numbers. In 2016-17, there was a significant increase in prisoner numbers and a resulting decrease in cost per prisoner per day.

3. Historical financial data is adjusted to 2016-17 dollars using the General Government Final Consumption Expenditure chain price deflator (2016-17 = 100). This indicator includes both supervision orders (Probation, Parole and Court Mandated Diversion) and Community Service Orders.

4. This indicator includes both supervision orders (Probation, Parole and Court Mandated Diversion) and Community Service Orders.


Prison Services and Community Corrective Services

Table 6.5 reports actual and target data for efficiency and effectiveness indicators as reported in the Productivity Commission’s Report on Government Services 2018 chapter 8 Corrective Services and the Justice sector overview.

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Corrective Services agencies administer services and programs which aim to reduce prisoners’ and offenders’ risk of re-offending. Two indicators are provided, which show the return to corrections figures for prisoners and offenders released from prison or discharged from community corrections. These are drawn from the Report on Government Services 2018 and refer to offenders released from prison or completing sentences with Community Corrections in 2014-15. Repeat offender data is difficult to interpret. A low proportion of repeat offenders may indicate an effective justice system discouraging repeat offending. However, a high proportion of repeat offenders may indicate more effective policing. The indicators are:

the effectiveness of the Outputs in ensuring the containment of prisoners and the compliance of offenders with community based orders; and

the efficiency of the corrections system.

Enforcement of Monetary Penalties

The fine collection rate is an indicator of the effectiveness of the enforcement of monetary penalties and measures the collection of monetary penalties against the amount referred in the same period.

The commencement of the Monetary Penalties Enforcement Act 2005 in April 2008 provided a wider range of tools for enforcing monetary penalties and consequently improving the fine collection rate. These tools have enabled the Monetary Penalties Enforcement Service to achieve a high fine collection rate by effectively targeting and collecting fines that have been outstanding for long periods.

The debt finalisation rate measures the number of penalties finalised against the number referred in the same period. A finalisation rate greater than 100 per cent means that more penalties are being finalised than have been referred for collection.

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Output Group 4: Regulatory and Other Services

4.1 WorkSafe Tasmania

This Output focuses on improving workplace safety, health and return to work. WorkSafe Tasmania administers laws that regulate workplace relations, work health and safety and workers’ compensation.

WorkSafe Tasmania has a strong relationship with the WorkCover Tasmania Board, assisting the Board to fulfil its statutory functions in injury management, work health and safety, and workers’ compensation. Providing strategic policy advice to the Minister for Building and Construction is another area of focus.

4.2 Tasmanian Planning Commission

This Output has a range of statutory planning assessment and review responsibilities prescribed in the Land Use Planning and Approvals Act 1993 and other Resource Management and Planning System legislation including:

assessment of interim planning scheme amendments or combined permit and amendment applications;

assessment of amendments to the State Planning Provisions under the Tasmanian Planning Scheme;

assessment of Local Provision Schedules under the Tasmanian Planning Scheme;

establishing and maintaining a digital version of State Planning Provisions and Local Provision Schedules under the Tasmanian Planning Scheme;

assessment of projects of regional or state significance;

review of reports on representations to park and water management plans;

reporting on the Tasmanian State of the Environment report; and

conduct of inquiries and reviews under other legislation.

This Output provides advice to the Minister for Planning and to local government on land use and development planning in Tasmania.

4.3 Planning Policy and Reform

This Output provides advice to assist the Minister for Planning on the formation of strategic policy and the development of legislation which the Department administers relating to planning. It provides support to the Minister in the discharge of parliamentary, statutory and Ministerial planning duties including the development and maintenance of the Tasmanian Planning Scheme and the rezoning and approval of subdivisions on Crown Land under the proposed Residential Housing Supply Bill 2018. It also provides advice to local government and other bodies on planning policy matters relating to the work of the Department and the Resource Management and Planning System.

4.4 Consumer, Building and Occupational Services

This Output has oversight of the regulatory scheme for building in Tasmania, including the issuing of instructions, the mandating of forms, the provision of advice, and monitoring of compliance with the Building Act 2016 and the National Construction Code, by way of audits.

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It also has oversight of the licensing and accreditation of defined occupations, which are currently, electricians, plumbers, gasfitters and building practitioners. This includes undertaking licensing audits and, in the case of electricians, the inspection of the work undertaken.

The Director, Building Control, is the Security of Payments Official and is responsible for the appointment of nominating authorities in the scheme under the legislation.

The Output is also responsible for the provision of services for the Office of Consumer Affairs and Fair Trading which is the principal advisor to the Government on matters affecting the interests of consumers. Supporting the Australian Consumer Law, it regulates consumer markets, administers consumer laws and provides support to the Rental Deposit Authority and the Residential Tenancy Commissioner.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

WorkSafe Tasmania

Safety of Workers - rates of serious injury1

Claims per

1 000

employees 11.8 13.2 11.8 11.3

Returned to Work2 Rate 92 92 94 95

Workers' Compensation Premium as a percentage of

Wages3 Rate 1.81 1.77 1.75-2.75 1.75-2.75

Consumer, Building and Occupational Services

Consumer complaints resolved within 60 days % 95 86 95 95

Rental bond claims paid within 30 days % 90 81 90 90

Number of matters resolved prior to final compliance

action % 94 94 95 95

Number of assessments made within 21 days % 93 83 95 95

New WWVP applicants receipt of decisions within six

weeks % 97 91 95 95

Notes: 1. The Safety of Workers measure reflects the incidence rates of claims with lost time (time off work) of five days or more per

1 000 workers. The Safe Work Australia - Australian Work Health and Safety Strategy 2012-2022 has a target to reduce the incidence of workplace injury by at least 30 per cent by 2022. Using 2011-12 as the base period and WorkSafe Tasmania data, the target incidence rate for Tasmania is 10 claims per 1 000 workers by June 2022. In accordance with the Safe Work Australia - Australian Work Health and Safety Strategy 2012-2022, the 2018-19 target has been revised to align with the measurement principles in the strategy.

2. Returned to Work Rate is the proportion of injured workers with 10 or more days off work who returned to work for any period of time at some stage since their first day off work.

3. Workers’ Compensation Premium as a percentage of Wages represents the total workers’ compensation insurance premiums paid as a percentage of the total wages paid.

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WorkSafe Tasmania

WorkSafe Tasmania is committed to the prevention of death, injury, illness and disease arising from work activities in all Tasmanian workplaces. The rate of serious injury is a key measure of performance used nationally by WHS Regulators and Safe Work Australia as the peak WHS policy Agency.

WorkSafe Tasmania aims for injured workers to return to safe and sustainable work as soon as possible. This results in increased productivity, reducing workers’ compensation insurance premiums, as well as reducing the financial, health and emotional impacts on the worker.

WorkSafe Tasmania aims to provide a fair and sustainable workers’ compensation system; the overall aim of a competitive workers’ compensation premium is to charge each employer a fair premium while still collecting an overall premium pool which is sufficient to cover claims costs and expenses and provide insurers with a reasonable return on the capital required. A target range has been established that is optimal to providing sufficient funds to cover claim costs, returning an adequate return to insurers, and if exceeded would suggest the number or size of claims is at an unacceptably high level.

Consumer, Building and Occupational Services

In regard to the performance measures for consumer services within this Output, the focus is on the disposition rate of complaints and rental bond claims.

The building and occupational services performance measures for this Output focus on ensuring the timely and accurate turnaround for applicants requiring licensing for their occupation. As well as occupations within the building and construction industry, the performance indicators also relate to persons who are required to be registered under the Working with Vulnerable People Act 2013. The Executive Director is the Registrar of this Act.

The number of matters resolved prior to final compliance action relates to the resolution of disputes and complaints in a timely manner in accordance with the Building Act, Housing Indemnity Act 1992 and Occupational Licensing Act 2005.

The number of assessments made relates to ensuring that all practitioners are appropriately accredited or licensed. This is relevant to all occupations covered by Building and Occupational Services. The provision of fast and accurate processing of applications contributes to overall compliance by industry members.

The performance measure for new Working with Vulnerable People applicants receipt of decisions within six weeks, relates to ensuring an accurate and robust system for applicants under this Act. The requirements under this Act can make the turnaround time for applicants longer than others. Setting a target time for applicants to receive a decision is both useful in staff compliance with the Act and in achieving a measurable estimate which applicants can respond to if they have not received a decision.

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CAPITAL INVESTMENT PROGRAM Table 6.7 provides financial information for the Department's Capital Investment Program. Further information on the Capital Investment Program is provided in chapter 6 of The Budget Budget Paper No 1.




$'000 $'000 $'000 $'000 $'000


Attorney-General and Minister for Justice

An Upgraded Burnie Court Complex1 15 000 .... 1 000 3 000 4 000


New Northern Prison1 270 000 .... 5 000 10 000 30 000

New Southern Remand Centre1 70 000 10 000 35 000 25 000 ....

Risdon Prison Shared Facilities Upgrade1 9 340 .... .... .... 9 340

Existing Infrastructure Commitments Attorney-General and Minister for Justice

Justice Connect2,3 .... .... .... .... .... Minister for Corrections

O'Hara Pre-Release Facility - Additional Units2 1 500 800 700 .... ....

Ron Barwick Minimum Security Prison - Cell

Recommissioning2 3 000 2 000 .... .... ....

Minister for Planning iPlan Stage Two: Integrated Planning and

Building Portal2 1 900 900 525 .... ....


Notes: 1. A description of this project is provided in the Key Deliverables section at the commencement of the chapter. 2. These commitments were announced as part of the 2016-17 Budget. 3. Funding for Justice Connect is provided in the Digital Transformation Priority Expenditure Program within Finance-General.

Justice 173

Justice Connect

Justice Connect is an initiative driven primarily by the need to address the shortcomings of existing technology in key justice business systems. The Department has identified a number of significant problems with the management of information in the criminal justice sector that are impeding its ability to effectively deliver services to the Tasmanian Community.

The Department recognises an opportunity to review how it plans to replace these key business systems and develop a contemporary ICT architecture for the criminal justice sector systems that will better serve the Community. At its core, the Department is looking to redevelop these business systems and replace them with a Service-Orientated Architecture that enhances efficiencies and improves policy outcomes through better information sharing, access to timely and trusted information and integration across Government with relevant critical ICT systems (e.g. Department of Police, Fire and Emergency Management). This SOA will become Justice Connect.

An allocation of $2.5 million in 2018-19 has been made within the Digital Transformation Priority Expenditure Program within Finance-General to continue with the preparation of detailed requirements for the redevelopment of the Department’s key Justice ICT systems. Further funding from the Program will be provided in future years as the project progresses.

O’Hara Pre-release Facility - Additional Units

Funding of $1.5 million has been provided over two years from 2018-19 for the construction of four additional independent living accommodation units to increase the pre-release capacity for minimum-security prisoners on the Risdon site. These units will be designed to house four prisoners within each unit, resulting in an increase in the prison capacity by a further 16 beds. This will have the effect of freeing up some of the existing beds in the Ron Barwick Minimum Security Prison.

Ron Barwick Minimum Security Prison - Cell Recommissioning

Funding of $3.0 million has been provided over two years from 2017-18 for the refurbishment of Division 7 within the Ron Barwick Minimum Security Prison. This refurbishment will provide an additional 40 minimum-security cells within this facility. As a result of the provision of these additional cells and the ageing infrastructure of the facility, part of the $3 million funding has been provided to address the electrical and plumbing issues throughout this facility.

iplan Stage Two: Integrated Planning and Building Portal

Stage Two of the iplan project will make Tasmania’s online ‘one stop shop’ development approvals system one of the best in the nation, by the end of the implementation phase in 2020. It places Tasmania in a strong position to benefit from the advanced rollout of the national broadband network and the associated rapid changes in technology and information delivery and complements the development of the statewide Tasmanian planning scheme.

The system will benefit every home builder and commercial developer in the state, as they will have real time access to the planning and building rules that apply to their land, to help them make decisions about their project. They will also be able to track the progress of their applications to Council.

Stage Two is a $3.3 million investment from Government, which is utilising existing resources and will be completed with a capital injection of $1.9 million over the three years from 2017-18.

174 Justice

Industry and local government requested that the Department develop iplan further. The full funding of Stage Two delivers on the Government’s promise of a faster, fairer, simpler and cheaper planning and building process in Tasmania.

Justice 175




$'000 $'000 $'000 $'000 $'000




Grants3 8 813 8 749 7 561 7 561 7 561


Fees and fines 9 257 9 287 9 317 9 347 9 347

Interest 816 853 891 930 930

Other revenue4 7 607 9 927 7 627 7 627 7 627






Grants and subsidies 16 729 17 641 15 892 16 151 15 904

Other expenses7 14 197 39 170 19 264 19 401 19 510


Net result from transactions (net operating balance) (7 545) 4 030 32 555 28 330 34 400

Net result (7 545) 4 030 32 555 28 330 34 400

Comprehensive result (7 545) 4 030 32 555 28 330 34 400

Notes: 1. The increase in Appropriation revenue - recurrent in 2018-19 primarily reflects additional funding provided for: Alternative

Sentencing Options; the Redress Scheme for Institutional Child Sexual Abuse; and Additional Tasmania Prison Service Funding. The decrease in funding in 2019-20 reflects the completion of additional funding for legal assistance services and Supreme Court acting judges, and the timing of funding for the Redress Scheme for Institutional Child Sexual Abuse.

2. The movements in Appropriation revenue - works & services reflect the timing of the Department’s capital projects. See Table 6.7 Capital Investment Program for further information.

3. The decrease in Grants in 2019-20 reflects the completion of the additional funding for the Legal Aid Commission of Tasmania and Community Legal Centres to offset the funding reductions under the Australian Government National Partnership Agreement in addition to completion of current funding for initiatives under the Safe Homes, Safe Families: Tasmania’s Family Violence Action Plan 2015-2020.

4. The increase in Other revenue in 2018-19 and subsequent decrease in 2019-20 reflects the timing of cost recoveries by the Tasmanian Electoral Commission for Local Government Elections.

5. The increase in Employee benefits in 2018-19 reflects additional funding for Alternative Sentencing Options and Additional Tasmania Prison Service Funding. The decrease in 2019-20 reflects the completion of additional funding for the Supreme Court acting judges, and the increase in 2021-22 reflects additional costs associated with the 2022 House of Assembly election.

176 Justice

6. The increase in Supplies and consumables in 2018-19 reflects expenditure in accordance with the timing of Local Government Elections in addition to the completion of funding and associated expenditure for the Safe Homes, Safe Families: Tasmania’s Family Violence Action Plan 2015-2020.

7. The increase in Other expenses from 2018-19 reflects additional funding for the Redress Scheme for Institutional Child Sexual Abuse and movements in that funding.




$'000 $'000 $'000 $'000 $'000

Revenue and other income from transactions Sales of goods and services 17 17 17 17 17

Fees and fines1 25 271 25 206 25 243 25 281 25 279

Interest 124 127 131 134 134

Other revenue 16 110 16 429 16 836 17 260 17 260



Depreciation and amortisation 109 109 109 109 109


Grants and subsidies 253 259 266 272 272

Transfers to the Consolidated Fund1 22 768 22 703 22 740 22 778 22 776

Other expenses2 11 903 11 794 11 844 11 849 11 849


Net result from transactions (net operating balance) 178 437 689 997 997

Net result 178 437 689 997 997

Comprehensive result 178 437 689 997 997

Notes: 1. The decreases in Fees and fines and Transfers to the Consolidated Fund in 2018-19 reflect a small reduction in anticipated civil

fees for the Supreme Court. 2. The decrease in Other expenses in 2018-19 reflects a minor decrease in Asbestos Compensation Fund expenditure as advised

by the actuary.

Justice 177




$'000 $'000 $'000 $'000 $'000

Treasurer Output Group 1 - Administration of Justice

1.9 Tasmanian Industrial Commission 1 220 1 253 1 271 1 301 1 334

1 220 1 253 1 271 1 301 1 334

Recurrent Services 1 220 1 253 1 271 1 301 1 334

1 220 1 253 1 271 1 301 1 334

Attorney-General and Minister for Justice Output Group 1 - Administration of Justice

1.1 Supreme Court Services1 7 520 7 031 6 877 6 907 7 074

1.2 Magisterial Court Services2 8 860 8 815 8 962 9 162 9 385

1.3 Births, Deaths and Marriages 1 031 1 054 1 068 1 091 1 116

1.4 Support and Compensation for Victims of Crime3 5 484 5 540 5 417 5 531 5 658

1.5 Legal Aid4 8 465 8 687 7 306 7 565 7 868

1.6 Protective Jurisdictions 3 163 3 296 3 341 3 425 3 517

1.7 Equal Opportunity Tasmania 1 412 1 458 1 475 1 510 1 548

1.8 Elections and Referendums2 705 669 680 697 715

36 640 36 550 35 126 35 888 36 881

Output Group 2 - Legal Services 2.1 Crown Law 5 848 6 066 6 141 6 276 6 423

2.2 Legislation Development and Review5 1 259 26 476 6 496 6 533 6 573

7 107 32 542 12 637 12 809 12 996

Output Group 3 - Corrections and Enforcement 3.3 Enforcement of Monetary Penalties 3 936 4 068 4 146 4 246 4 358

3 936 4 068 4 146 4 246 4 358

Capital Investment Program6 .... .... 1 000 3 000 4 000


Works and Services .... .... 1 000 3 000 4 000

47 683 73 160 52 909 55 943 58 235

178 Justice




$'000 $'000 $'000 $'000 $'000


Output Group 3 - Corrections and Enforcement

3.1 Prison Services7 62 454 74 246 75 039 76 815 78 622

3.2 Community Corrective Services8 12 040 11 849 11 974 12 218 12 489

74 494 86 095 87 013 89 033 91 111



Works and Services 1 650 12 800 40 700 35 000 39 340

76 144 98 895 127 713 124 033 130 451

Minister for Building and Construction

Output Group 1 - Administration of Justice

1.10 Workers Rehabilitation and Compensation Tribunal 185 186 189 194 199

185 186 189 194 199

Output Group 4 - Regulatory and Other Services

4.1 WorkSafe Tasmania2 9 335 8 837 8 978 9 213 9 473

4.4 Consumer, Building and Occupational Services2 2 938 3 641 3 705 3 801 3 907

12 273 12 478 12 683 13 014 13 380


12 458 12 664 12 872 13 208 13 579

Minister for Planning

Output Group 1 - Administration of Justice 1.11 Resource Management and Planning Appeal Tribunal 1 651 1 714 1 742 1 793 1 849

1 651 1 714 1 742 1 793 1 849

Output Group 4 - Regulatory and Other Services 4.2 Tasmanian Planning Commission 4 168 4 254 4 319 4 426 4 546

4.3 Planning Policy and Reform10 1 068 771 778 793 810

5 236 5 025 5 097 5 219 5 356

Capital Investment Program11 475 900 525 .... .... Recurrent Services 6 887 6 739 6 839 7 012 7 205

Works and Services 475 900 525 .... ....

7 362 7 639 7 364 7 012 7 205

Justice 179




$'000 $'000 $'000 $'000 $'000

Department of Justice



144 867 193 611 202 129 201 497 210 804

Reserved by Law

Expenses of Aboriginal Land Council of Tasmania Elections (Aboriginal Lands Act 1995, Section 17) 5 5 5 5 5

Expenses of Parliamentary Elections and Referendums (Electoral Act 2004 and Referendum

Procedures Act 2004)12 5 428 2 730 2 680 3 141 5 263

Expenses under the Legislative Council Electoral

Boundaries Act 199513 65 12 5 5 5

Salaries of Judges (Supreme Court Act 1887)14 3 567 3 630 3 257 3 327 3 405

Salaries of Magistrates (Magistrates Court Act 1987) 4 943 5 043 5 085 5 199 5 326

Salary and Travel Allowances, Solicitor-General (Solicitor-General Act 1983) 518 528 532 544 557

Salary and Travelling Allowance, Associate Judge of the Supreme Court (Supreme Court Act 1959) 440 449 453 463 474

Victims of Crime Assistance Act 1976 1 500 1 500 1 500 1 500 1 500

16 466 13 897 13 517 14 184 16 535



161 333 207 508 215 646 215 681 227 339

Notes: 1. The decrease in Supreme Court Services in 2018-19 reflects a reallocation of overheads across outputs within the Department.

The further decrease in 2019-20 reflects the completion of additional funding for two years provided for the appointment of acting judges to the courts and associated operational requirements of the courts.

2. The decreases in Magisterial Court Services, Elections and Referendums, and WorkSafe Tasmania, and the increase in Consumer, Building and Occupational Services in 2018-19, reflects a reallocation of overheads across outputs within the Department.

3. The decrease in Support and Compensation for Victims of Crime in 2019-20 reflects the completion of current funding for the Eligible Persons Register in addition to the completion of current funding for the Safe Homes, Safe Families: Tasmania’s Family Violence Action Plan 2015-2020.

4. The decrease in Legal Aid in 2019-20 reflects the completion of additional funding for the Legal Aid Commission of Tasmanian and Community Legal Centres to offset the funding reductions under the Australian Government National Partnership Agreement.

5. The increase in Legislation Development and Review in 2018-19 primarily reflects additional funding provided for the Redress Scheme for Institutional Child Sexual Abuse.

180 Justice

6. The increase in Capital Investment Program in 2018-19 reflects the additional funding provided for an Upgraded Burnie Court Complex.

7. The increase in Prison Services in 2018-19 primarily reflects additional funding for: the Chatter Matters Pilot Program; Court Security and Prisoner Transport; Alternative Sentencing Options; and Additional Tasmania Prison Service Funding.

8. The decrease in Community Corrective Services in 2018-19 reflects the completion of the funding for the Back on Track Program provided as part of the 2014-15 Budget.

9. The increase in Capital Investment Program in 2018-19 reflects the additional funding provided for the Corrections portfolio related capital projects. See Table 6.7 Capital Investment Program for further information.

10. The decrease in Planning Policy and Reform in 2018-19 reflects additional funding provided in 2017-18 for community education associated with the introduction of the statewide planning scheme and the new arrangements for visitor accommodation in Tasmania which has now been completed.

11. The variation in Capital Investment Program reflects the timing of funding associated with iPlan Stage 2 development to integrate the planning and business processes.

12. The increase in Expenses of Parliamentary Elections and Referendums (Electoral Act 2004 and Referendum Procedures Act 2004) in 2021-22 reflects funding for the next State Election.

13. The decrease in Expenses under the Legislative Council Electoral Boundaries Act 1995 in 2018-19 reflects the timing of expenditure associated with the major review of the Legislative Council electoral boundaries by the Tasmanian Electoral Commission. The review is to be completed in 2018.

14. The decrease in Salaries of Judges (Supreme Court Act 1887) in 2019-20 primarily reflects the completion of the additional funding for the salaries of the acting judges for two years.

Justice 181




$'000 $'000 $'000 $'000 $'000

Revenue Collected on Behalf of the Consolidated Fund Consumer Affairs Office Regulatory Fees 223 225 227 229 229

Fines 18 125 18 125 18 125 18 125 18 125

Magisterial Courts Regulatory Fees 576 582 588 594 594

Other Revenue 40 40 40 40 40


Registrar-General Regulatory Fees 1 923 1 942 1 961 1 981 1 981

Regulatory Fees 698 703 708 713 713

Supreme Court Regulatory Fees1 1 176 1 079 1 084 1 089 1 087

22 768 22 703 22 740 22 778 22 776

Other Revenue Fines 2 550 2 550 2 550 2 550 2 550

Interest income 124 127 131 134 134

Other Revenue 16 070 16 389 16 796 17 220 17 220


18 754 19 076 19 487 19 914 19 914


Note: 1. The decrease in Supreme Court Regulatory Fees in 2018-19 reflects a small reduction in anticipated civil fees for the Supreme

Court.

182 Justice




$'000 $'000 $'000 $'000 $'000

Grants and Subsidies Asbestos Compensation Fund 6 788 6 794 6 818 6 796 6 796

Workcover Tasmania Board 9 288 9 345 9 480 9 621 9 621 16 076 16 139 16 298 16 417 16 417

Transfer to the Consolidated Fund1 22 768 22 703 22 740 22 778 22 776

Other Administered Expenses 2 500 2 500 2 500 2 500 2 500


Note: 1. The decrease in Transfer to the Consolidated Fund in 2018-19 reflects a small reduction in anticipated civil fees for the Supreme

Court.

Asbestos Compensation Fund

The Asbestos Compensation Fund was established in accordance with the Asbestos-Related Diseases (Occupational Exposure) Compensation Act 2011. The Fund is established for the payment of compensation and certain other expenses, related to the contraction of asbestos related diseases by workers who are exposed to asbestos in the course of their employment. The Fund is overseen by the Asbestos Compensation Commissioner, who is responsible for making determinations regarding a worker’s application for compensation and managing all monies in relation to the Fund.

WorkCover Tasmania Board

The WorkCover Tasmania Board oversees, promotes, reviews and ensures the efficient operation of workers’ rehabilitation and compensation procedures in accordance with the Workers Rehabilitation and Compensation Act 1988. Integral to this role, it advises the Minister on matters relating to workers’ rehabilitation and compensation in the State. Other major functions include reviewing the performance of licensed insurers and self-insurers and the operation of the Nominal Insurer, and managing the Workers’ Rehabilitation and Compensation Fund.

Justice 183




$'000 $'000 $'000 $'000 $'000



Receivables1 1 278 714 739 764 789

23 510 23 546 22 238 20 930 20 352


Inventories1 394 448 448 448 448


Intangibles3 2 363 3 272 2 837 1 877 917

Other assets1 7 912 8 017 7 967 7 917 7 867

151 166 161 598 196 011 226 199 261 727

Total assets 174 676 185 144 218 249 247 129 282 079

Liabilities

Payables1 2 460 2 718 2 818 2 918 3 018


Other liabilities1 74 73 110 147 184


Net assets (liabilities) 145 227 154 017 186 572 214 902 249 302

Equity Reserves 52 564 52 564 52 564 52 564 52 564


Total equity 145 227 154 017 186 572 214 902 249 302

Notes: 1. The variations in Cash and deposits, Receivables, Inventories, Other assets, Payables, Employee benefits and Other liabilities in

2019 reflect revised estimates based on 30 June 2017 actuals. 2. The increases in Property, plant and equipment and Accumulated funds reflects the timing of the Department’s capital projects,

offset by annual depreciation charges. See Table 6.7 Capital Investment Program for further information. 3. The decrease in Intangibles across the Forward Estimates reflects annual amortisation charges on software.

184 Justice




$'000 $'000 $'000 $'000 $'000



Receivables2 130 428 119 949 114 963 109 977 104 991

147 944 142 061 137 883 134 013 130 143


Intangibles3 594 483 374 265 156

594 483 374 265 156

Total assets 148 538 142 544 138 257 134 278 130 299

Liabilities

Payables4 3 435 3 181 3 184 3 187 3 190

Provisions2 91 464 85 699 80 713 75 727 70 741

Employee benefits4 880 899 905 911 917

Other liabilities 2 2 3 4 5



Equity Accumulated funds 52 757 52 763 53 452 54 449 55 446

Total equity 52 757 52 763 53 452 54 449 55 446

Notes: 1. The variation in Cash and deposits in 2019 reflects revised estimates based on 30 June 2017 actuals. This adjustment is mainly

associated with the Asbestos Compensation Fund. 2. The decreases in Receivables and Provisions in 2019 reflect reassessments of future fees receivable and future compensation

payable from the Asbestos Compensation Fund by the Fund’s actuary in accordance with Australian Accounting Standards. 3. The decrease in Intangibles in 2019 reflects annual amortisation charges on the WorkCover Tasmania Board’s software

applications. 4. The increases in Payables and Employee benefits in 2019 reflect revised estimates based on 30 June 2017 actuals.

Justice 185




$'000 $'000 $'000 $'000 $'000




Grants3 8 813 8 749 7 561 7 561 7 561


Fees and fines 9 257 9 287 9 317 9 347 9 347

GST receipts 5 700 5 700 5 700 5 700 5 700




Cash outflows


Superannuation5 (13 108) (13 921) (13 832) (14 105) (14 613)

GST payments (5 700) (5 700) (5 700) (5 700) (5 700)



Other cash payments8 (14 197) (39 170) (19 264) (19 401) (19 510)


Net cash from (used by) operating activities 792 12 367 40 892 36 667 42 737




Net increase (decrease) in cash and cash equivalents held (1 333) (1 333) (1 333) (1 333) (603)



Notes: 1. The increase in Appropriation receipts - recurrent in 2018-19 primarily reflects additional funding provided for the Alternative

Sentencing Options, the Redress Scheme for Institutional Child Sexual Abuse and Additional Tasmania Prison Service Funding. The decrease in funding in 2019-20 reflects the completion of additional funding for legal assistance services and Supreme Court acting judges, and the timing of funding for the Redress Scheme for Institutional Child Sexual Abuse.

186 Justice

2. The movements in Appropriation receipts - works & services and Payments for acquisition of non-financial assets reflect the timing of the Department’s capital projects. See Table 6.7 Capital Investment Program for further information.

3. The decrease in Grants in 2018-19 reflects a minor reallocation of National Partnership Agreement funding. The decrease in 2019-20 reflects the completion of additional funding for the Legal Aid Commission of Tasmanian and Community Legal Centres to offset the funding reductions under the Australian Government National Partnership Agreement in addition to the completion of current funding for initiatives under the Safe Homes, Safe Families: Tasmania’s Family Violence Action Plan 2015-2020.

4. The increase in Other cash receipts in 2018-19 and subsequent decrease in 2019-20 reflects the timing of cost recoveries by the Tasmanian Electoral Commission for Local Government Elections.

5. The increase in Employee benefits and Superannuation in 2018-19 reflects additional funding for Alternative Sentencing Options and Additional Tasmania Prison Service Funding. The decrease in 2019-20 reflects the completion of additional funding for the Supreme Court acting judges, and the increase in 2021-22 reflects additional costs associated with the 2022 House of Assembly election.

6. The decrease in Grants and subsidies in 2019-20 reflects the completion of additional funding for the Legal Aid Commission of Tasmania and Community Legal Centres to offset the funding reductions under the Australian Government National Partnership Agreement in addition to completion of current funding for initiatives under the Safe Homes, Safe Families: Tasmania’s Family Violence Action Plan 2015-2020.

7. The decrease in Supplies and consumables in 2018-19 reflects expenditure in accordance with the timing of Local Government Elections in addition to the completion of funding and associated expenditure for the Safe Homes, Safe Families: Tasmania’s Family Violence Action Plan 2015-2020.

8. The increase in Other cash payments in 2018-19 reflects additional funding for the Redress Scheme for Institutional Child Sexual Abuse.

Justice 187




$'000 $'000 $'000 $'000 $'000



Fees and fines1 25 271 25 206 25 243 25 281 25 279




Cash outflows Employee benefits (3 035) (3 096) (3 158) (3 223) (3 223)

Superannuation (328) (335) (336) (343) (343)

Grants and subsidies (253) (259) (266) (272) (272)

Transfers to the Consolidated Fund1 (22 768) (22 703) (22 740) (22 778) (22 776)




Net cash from (used by) operating activities 297 556 808 1 116 1 116

Net increase (decrease) in cash and cash equivalents held 297 556 808 1 116 1 116



Note: 1. The decreases in Fees and fines and Transfers to the Consolidated Fund in 2018-19 reflect a small reduction in anticipated civil

fees for the Supreme Court.

Ministerial and Parliamentary Support 189

7 MINISTERIAL AND

PARLIAMENTARY SUPPORT

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

This chapter provides financial information for Ministerial and Parliamentary Support for 2018-19 and over the Forward Estimates period (2019-20 to 2021-22).

OUTPUT INFORMATION The Outputs of Ministerial and Parliamentary Support are provided under:

Output Group 1 - Support for Members of Parliament.

Table 7.1 provides an Output Group Expense Summary for Ministerial and Parliamentary Support.




$'000 $'000 $'000 $'000 $'000

Premier Output Group 1 - Support for Members of

Parliament 1.1 Support for Ministers and certain Parliamentary Office

Holders2 16 644 18 223 18 515 18 906 19 322

1.2 Support for Members of the House of Assembly3 4 398 5 095 5 168 5 282 5 407

21 042 23 318 23 683 24 188 24 729

TOTAL 21 042 23 318 23 683 24 188 24 729




2. The increase in Support for Ministers and certain Parliamentary Office Holders in 2018-19 reflects the additional funding for a new Ministerial Office, the support for the Leader of the Government in the Legislative Council, and the increased costs of the Ministerial Transport Service.

3. The increase in Support for Members of the House of Assembly in 2018-19 reflects additional funding provided to the Office of Leader of the Opposition and the Leader of the Tasmanian Greens, the increase in operational funding for electorate offices of Members of the House of Assembly and funding for increased lease costs for new electorate offices.

Output Group 1: Support for Members of Parliament

1.1 Support for Ministers and certain Parliamentary Office Holders

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

Premier;

Ministers (including the Deputy Premier and the Treasurer);

Speaker of the House of Assembly; and

Leader and Deputy Leader of the Government in the Legislative Council.

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

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

1.2 Support for Members of the House of Assembly

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

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





$'000 $'000 $'000 $'000 $'000



Other revenue 815 831 848 865 865





Other expenses 63 63 63 63 63


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

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

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

Note: 1. The increases in Appropriation revenue - recurrent and Employee benefits in 2018-19 reflect additional funding for Ministers,

certain Parliamentary Office Holders and Members of the House of Assembly. This is partially offset by the permanent transfer of $930 000 per annum from Ministerial and Parliamentary Support to House of Assembly for certain Ministerial Allowances.





$'000 $'000 $'000 $'000 $'000

Premier Output Group 1 - Support for Members of

Parliament 1.1 Support for Ministers and certain Parliamentary Office

Holders1 14 688 17 181 17 456 17 830 18 246

1.2 Support for Members of the House of Assembly2 4 398 5 095 5 168 5 282 5 407

19 086 22 276 22 624 23 112 23 653

Ministerial and Parliamentary Support


19 086 22 276 22 624 23 112 23 653

Reserved by Law

Allowances of Ministers (Parliamentary Salaries,

Superannuation and Allowances Act 2012)3 1 140 210 210 210 210

1 140 210 210 210 210



20 226 22 486 22 834 23 322 23 863

Notes: 1. The increase in Support for Ministers and certain Parliamentary Office Holders in 2018-19 reflects the additional funding for a

new Ministerial Office, the support for the Leader of the Government in the Legislative Council, and the increased costs of the Ministerial Transport Service.

2. The increase in Support for Members of the House of Assembly in 2018-19 reflects additional funding provided to the Office of Leader of the Opposition and the Leader of the Tasmanian Greens, the increase in operational funding for electorate offices of Members of the House of Assembly and funding for increased lease costs for new electorate offices.

3. The decrease in Allowances of Ministers in 2018-19 reflects the permanent transfer of $930 000 per annum from Ministerial and Parliamentary Support to House of Assembly for certain Ministerial Allowances.





$'000 $'000 $'000 $'000 $'000


Cash and deposits 207 185 185 185 185

Receivables 54 38 38 38 38

261 223 223 223 223


Property, plant and equipment1 .... 28 28 28 28


Other assets 203 199 199 199 199

233 257 257 257 257

Total assets 494 480 480 480 480

Liabilities

Payables1 335 147 147 147 147

Provisions 252 256 256 256 256



Net assets (liabilities) (2 419) (3 077) (3 078) (3 079) (3 080)

Equity Reserves 136 136 136 136 136

Accumulated funds (2 555) (3 213) (3 214) (3 215) (3 216)

Total equity (2 419) (3 077) (3 078) (3 079) (3 080)

Note: 1. The variation in this item reflects revised estimates based on 30 June 2017 actuals.





$'000 $'000 $'000 $'000 $'000



GST receipts 330 330 330 330 330

Other cash receipts 815 831 848 865 865


Cash outflows


Superannuation1 (1 289) (1 691) (1 709) (1 744) (1 781)

GST payments (330) (330) (330) (330) (330)


Other cash payments (63) (63) (63) (63) (63)


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

Cash and deposits at the beginning of the reporting period 207 185 185 185 185

Cash and deposits at the end of the reporting period 207 185 185 185 185

Note: 1. The increases in Appropriation receipts - recurrent, Employee benefits and Superannuation in 2018-19 reflect additional funding

for Ministers, certain Parliamentary Office Holders and Members of the House of Assembly. This is partially offset by the permanent transfer of $930 000 per annum from Ministerial and Parliamentary Support to House of Assembly for certain Ministerial Allowances.

Police, Fire and Emergency Management 195

8 DEPARTMENT OF POLICE, FIRE

AND EMERGENCY

MANAGEMENT

AGENCY OUTLINE The Department of Police, Fire and Emergency Management is responsible for the delivery of quality policing, fire and emergency management services in Tasmania. Comprised of Tasmania Police, the Tasmania Fire Service, the State Emergency Service, Forensic Science Service Tasmania, and Business and Executive Services, the Department is responsible to the Minister for Police, Fire and Emergency Management, Hon Michael Ferguson MP.

The Tasmania Fire Service reports separately to the State Fire Commission for the purposes of financial reporting. Under governance arrangements established in 2014-15, the State Emergency Service Director reports through the Chief Officer of the TFS. The SES is therefore incorporated within chapter 25 of this Budget Paper that provides information in relation to the State Fire Commission.

The Department is committed to providing a safe, secure and resilient Tasmania and building individual and organisational capacity in order to provide high quality services to the Tasmanian community. This capacity will be built by continuing to value the Department’s people, striving to implement innovative ideas and continually improving the Department’s business.

The Department aims:

to be a values-based organisation, which embraces the values of integrity, equity and accountability;

for the community to feel safe and be safe;

to reduce crime;

to improve driver behaviour through traffic law enforcement; and

to contribute to community resilience through effective security and emergency management.

This chapter provides the Department’s financial information for 2018-19 and over the Forward Estimates period (2019-20 to 2021-22). Further information on the Department is provided at www.dpfem.tas.gov.au.

196 Police, Fire and Emergency Management


Table 8.1: Key Deliverables Statement 2018-19 2019-20 2020-21 2021-22

Budget

Forward

Estimate

Forward

Estimate

Forward

Estimate

$'000 $'000 $'000 $'000


Additional Police Vessel Funding1 …. 1 200 3 500 ….

Crackdown on Anti-Social Driving 100 100 100 100

Crackdown on Shoplifting 50 100 100 50

Establishing the Firearms Council 100 100 100 100

Future Police Service Workforce Planning 100 …. …. ….

Improving Workers’ Compensation Provisions for Police Officers 150 150 150 150

Increased Police Numbers 4 025 7 475 10 925 14 375

Increased Police Support …. …. 165 75

Longford Police Station 2 000 3 000 …. ….

New Norfolk Police Station 2 500 2 500 …. ….

Office of Security and Emergency Management2 …. …. …. ….

Remote Area Teams 100 115 160 160

Sorell Emergency Services Hub 500 1 500 5 000 5 000

Supporting our Emergency Services Volunteers 500 500 500 500

Notes: 1. Funding in the Forward Estimates has been provided under the previous Large Vessel Replacement Program. Funding for

replacement of the PV Van Diemen has been allocated for the 2022-23 financial year. 2. This funding is managed by the Department of Premier and Cabinet.

Additional Police Vessel Funding

The Government has provided $4.7 million in 2019-20 and 2020-21 to replace the PV Dauntless. In addition, funding of $6 million in 2022-23 will be provided to continue the Government’s progressive and ongoing police vessel procurement program. This funding will continue to ensure that vessels are replaced at regular intervals, are reliable and are fit for purpose. The funding provided in 2022-23 reflects the future replacement of the offshore police patrol vessel PV Van Diemen.

Crackdown on Anti-Social Driving

This initiative is supported by an allocation of $400 000 over four years so Unmanned Aerial Vehicles (drones) with latest technology can be made available to Tasmania Police, along with training for police officers statewide.

This funding will assist in the Government commitment to crack down on anti-social driving to ensure police can capture vehicles used in late night hooning, drag nights and mini-bikes used in urban areas.


Crackdown on Outlaw Motorcycle Gangs

The Government will legislate an amendment to the Police Offences Act 1935 to make it an offence for a person, if a member of a prescribed Outlaw Motorcycle Gang, to wear, carry or openly display in a public place clothing, jewellery or other items that show the patches, insignia or logo of an “identified organisation”. Police officers will have power in a public place to arrest, to seize items, and the court to order their disposal upon conviction.

Crackdown on Shoplifting

The Government has allocated $300 000 over four years to implement a number of initiatives designed to reduce shoplifting from Tasmanian businesses. This policy includes increasing police presence in shopping precincts and providing a no-interest loan scheme to small businesses that want to install good quality, high definition digital recording cameras for CCTV.

Establishing the Firearms Council

The Government will establish a representative peak body to provide advice to the Minister for Police, Fire and Emergency Management and State Government generally, on all matters to do with the regulation and use of firearms in Tasmania. The Tasmanian Firearm Owners Council will be a nine-member statutory body with the Chair and members to be paid positions. Nominations will be open to major stakeholder bodies. An allocation of $100 000 per annum has been provided to meet these costs.

Future Police Service Workforce Planning

In addition to the new 125 frontline Police officers resulting from the Government’s First-Class, Next Generation Police Service initiative, the Government has provided $100 000 in 2018-19 to Tasmania Police to undertake a workforce planning project. This project will identify future, long-term service delivery requirements and assess the changing operating environment based on environmental scanning and workforce planning analysis. This project will allow Tasmania Police to ensure its capability and capacity is appropriately equipped, trained and structured to meet future requirements.

Improving Workers’ Compensation Provisions for Police Officers

The Government will remove the ‘stepdown’ provisions that apply to Police Officers who are on workers’ compensation as a result of operational-related injury issues. Police Officers who are unable to return to work as a result of being injured whilst protecting the community, should not be subject to any ‘stepdown’ provisions. The Government will ensure that they will continue to receive 100 per cent of their pay while they are on workers’ compensation. Funding of $150 000 per annum over the next four years has been allocated for this initiative.

Increase Police Numbers

The Government has committed $36.8 million over the Budget and the Forward Estimates to recruit at least 125 more Police Officers.

The majority of these new Police Officers will be deployed to frontline duties at first-response main Police Stations, and in regional and rural stations around the State to complement existing establishment levels. The new, higher level of police numbers in Tasmania will also allow for a major reset of regional, rural and remote policing, particularly in the areas of relief for all forms of leave and training courses.


This commitment will be informed by the Workforce Planning Review.

Increased Police Support

The Government will provide additional funding of $165 000 in 2020-21 and $75 000 in 2021-22 to further support a full time Special Operations Group. This funding will provide capability for enhanced rapid response to terrorism incidents and other emergencies, and to support high-risk police operations. Having an enhanced specialist ability will ensure a timely and appropriate response to high-risk incidents and is an important part of the Government’s plan to keep Tasmanians safe.

This commitment will be informed by the Workforce Planning Review.

Longford Police Station

The Government will invest a total of $5 million in 2018-19 and 2019-20 on a purpose built Longford Police Station that has the capacity, space and security requirements to respond to the community’s needs.

The population of Longford and surrounding areas is growing and having a secure, well-equipped and modern station is important for the local community. The new station will provide contemporary accommodation from which to conduct policing activities.

New Norfolk Police Station

The Government has committed $5 million to build the contemporary station to provide an enhanced police presence in the New Norfolk area. This investment will ensure that the new station has the capacity, space and security requirements to respond to the community’s needs.

Office of Security and Emergency Management

Permanent funding of $500 000 per annum commencing in 2018-19 has been allocated to the Department of Premier and Cabinet to support additional work on flood policy. This further supports the ongoing implementation of the Government’s response to the Blake Review into the Floods of June-July 2016.

This funding will also be accessed by the Department of Police, Fire and Emergency Management.

Remote Area Teams

The Government will develop, sustain and grow Remote Area Teams capacity from suitable volunteer fire fighters around the State. Selected volunteers will undergo helicopter insertion training and fire fighting skills in this specialised field. The training will be undertaken by the Tasmania Fire Service and will fill the identified need for more firefighters with these skills. This will provide an exciting career path for those volunteers with good physical fitness levels. This initiative is funded by an allocation of $535 000 over the next four years.

Sorell Emergency Services Hub

The Government has allocated $12 million over the next four years to build a new Emergency Services Hub at Sorell. This brand new greenfields facility will house emergency personnel in a modern and well-equipped hub. The hub will be particularly important in helping to build a positive working relationship between emergency personnel and the community they serve.


The South East region and Sorell in particular is one of Tasmania’s fastest growing areas in the state. This facility will provide accommodation for the SES, who at present do not have a volunteer presence in Sorell. It will also accommodate the increased number of Police resulting from the Government’s First-Class, Next Generation Police Service initiative.

Supporting our Emergency Services Volunteers

The Government will provide the State Fire Commission with $2 million over the four years to allow all Volunteer Units from the Tasmania Fire Service and State Emergency Service to apply for upgrades to their equipment.

The Volunteer Units, in association with the TFS and SES, will determine what equipment will be purchased with these funds.


OUTPUT INFORMATION Outputs of the Department of Police, Fire and Emergency Management are provided under the following Output Groups:

Output Group 1 - Public Safety;

Output Group 2 - Crime;

Output Group 3 - Traffic Policing; and

Output Group 4 - Emergency Management.

Table 8.2 provides an Output Group Expense Summary for the Department of Police, Fire and Emergency Management.

Table 8.2: Output Group Expense Summary1 2017-18 2018-19 2019-20 2020-21 2021-22 Forward Forward Forward Budget Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000

Minister for Police, Fire and Emergency Management Output Group 1 - Public Safety

1.1 Support to the Community2 140 025 146 946 152 190 157 084 163 676

140 025 146 946 152 190 157 084 163 676

Output Group 2 - Crime

2.1 Investigation of Crime2 49 448 50 558 51 293 52 452 53 598

2.2 Poppy Security 1 004 1 024 1 037 1 060 1 085

2.3 Fisheries Security 5 768 5 880 5 958 6 092 6 241

2.4 Support to Judicial Services 10 588 10 806 10 955 11 216 11 505

66 808 68 268 69 243 70 820 72 429

Output Group 3 - Traffic Policing 3.1 Traffic Policing 23 346 23 615 23 865 24 332 24 849

23 346 23 615 23 865 24 332 24 849

Output Group 4 - Emergency Management

4.1 State Emergency Services3 2 575 1 854 1 196 514 514

4.2 State Security and Rescue Operations 9 629 10 299 10 013 10 229 10 471

12 204 12 153 11 209 10 743 10 985

Capital Investment Program4 3 750 500 500 500 500

TOTAL 246 133 251 482 257 007 263 479 272 439




2. The increases in Support to the Community and Investigation of Crime primarily reflect the Government’s First Class, Next Generation Police Service initiative.

3. The decrease in State Emergency Services reflects the cessation of funding provided to assist in the transition of the State Emergency Service to the Tasmania Fire Service.

4. The profile of funding for the Capital Investment Program varies significantly from year to year due to the cash flow requirements of specific capital projects. Please note that Table 8.2 only includes expenses, therefore does not include asset purchases. The $3.8 million in 2017-18 reflects one-off funding for Aerial Fire Appliances that has been provided to the State Fire Commission. Refer to Table 8.7 for further information on capital projects.

Output Group 1: Public Safety

1.1 Support to the Community

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

Services provided under this Output Group and Output Group 2 include the Department’s response to the important issue of family violence and includes significant support provided to a number of other Departments in the provision of their important services.

Table 8.3: Performance Information - Output Group 1 Unit of 2015-16 2016-17 2017-18 2018-19

Performance Measure Measure Actual Actual Target Target

Satisfaction with police services % 79 79 ≥ nat av ≥ nat av

Satisfaction with police in dealing with public order problems % 73 72 ≥ nat av ≥ nat av

Assaults in public places1 Number 828 807 ≤3 yr av ≤3 yr av

Total Public Order incidents1 Number 16 511 16 002 ≤3 yr av ≤3 yr av

Cost of policing per capita2 Dollars 415 421 na na

Perceptions of safety in public places - during the day % 94 94 ≥ nat av ≥ nat av

Perceptions of safety in public places - during the night % 59 57 ≥ nat av ≥ nat av

Perceptions of safety at home - alone during the night % 88 91 ≥ nat av ≥ nat av

Fuel reduction burns - reserved land3,4 Number 33 148 59 59

Fuel reduction burns - other land3,5 Number 48 62 65 65

Area covered by fuel reduction burns:

Reserved land3,4 Hectares 3 885 14 100 24 300 24 300

Other land3,5 Hectares 1 998 3 800 32 400 32 400

Family violence incident reports1 Number 3 223 3 098 ≤3 yr av ≤3 yr av

Offences against the person1 Number 4 100 4 270 ≤3 yr av ≤3 yr av

Offences against the person clearance rate1 % 94 93 ≥3 yr av ≥3 yr av

Notes: 1. Data for 2015-16 has been adjusted to reflect final reported figures in the Department’s 2016-17 Annual Report. 2. The 2016-17 actual was released in January 2018 as part of the Report on Government Services 2018 published by the Productivity

Commission. 3. Actual results for 2016-17 have been corrected from those published as part of the 2016-17 State Budget.


4. The performance measures ‘Fuel reduction burns - reserved land’ and ‘Area covered by fuel reduction burns - reserved land’ are measures associated with funding transferred in the 2016-17 Budget from the Department of Primary Industries, Parks, Water and Environment. Reserved land burns are conducted by DPIPWE as the lead agency and may involve multiple tenures including private land.

5. The performance measure ‘Fuel reduction burns - other land’ and ‘Area covered by fuel reduction burns - Other land’ ensure that Fuel reduction burn reporting is inclusive of all land types other than reserved land. These burns can be undertaken by a number of entities including Tasmanian Fire Service, local government, Sustainable Timbers Tasmania and private land management companies. This includes multiple tenure burning, including private land.

Output Group 2: Crime

2.1 Investigation of Crime

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

2.2 Poppy Security

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

2.3 Fisheries Security

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

2.4 Support to Judicial Services

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



Investigation of Crime

Total Offences1 Number 24 964 27 318 ≤3 yr av ≤3 yr av

Total Offences clearance rate % 48 47 ≥3 yr av ≥3 yr av

Total Serious Crime1 Number 494 550 ≤3 yr av ≤3 yr av

Serious Crime clearance rate1 % 82 84 ≥3 yr av ≥3 yr av

Offences against property1 Number 19 793 21 908 ≤3 yr av ≤3 yr av


Table 8.4: Performance Information - Output Group 2 (continued) Unit of 2015-16 2016-17 2017-18 2018-19


Investigation of Crime

Offences against property clearance rate % 38 37 ≥3 yr av ≥3 yr av

Serious drug offenders charged Number 412 489 ≥3 yr av ≥3 yr av

Poppy Security

Number of poppy crop interferences per 1 000 hectares

sown Number 0.67 2.91

≤3 yr av

≤3 yr av

Fisheries Security

Total marine offenders detected Number 1 277 1 412 ≥3 yr av ≥3 yr av

Support to Judicial Services

State charges prosecuted1 Number 46 676 50 690 ≥3 yr av ≥3 yr av

Note: 1. Data for 2015-16 has been adjusted to reflect final reported figures in the Department’s 2016-17 Annual Report.

Output Group 3: Traffic Policing

3.1 Traffic Policing

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



Number of high risk traffic offenders1 Number 28 224 30 547 26 000 26 000

Speeding offences: Police Issued Infringements1 Number 42 670 44 420 42 000 42 000

Random Breath Tests conducted Number 469 610 505 445 440 000 440 000

Number of drink driving offenders1 Number 2 329 2 187 2 550 2 550

Oral Fluid Tests conducted2 Number 3 738 3 726 3 250 3 250

Number of drug driving offenders1 Number 2 181 2 055 1 700 1 700

Fatal and Serious injury crashes1 Number 280 265 ≤3 yr av ≤3 yr av

Notes: 1. Data for 2015-16 has been adjusted to reflect final reported figures in the Department’s 2016-17 Annual Report. 2. Additional Oral Fluid Tests are conducted when funding is available.


Output Group 4: Emergency Management

4.1 State Emergency Services

This Output involves the provision of emergency services in accordance with the Emergency Management Act 2006 and the Tasmanian Emergency Management Plan. Activities undertaken as part of this Output include emergency risk management and disaster mitigation, preparedness and responsiveness to emergency events, and the development and training of volunteers.

Management arrangements were revised in 2014-15, and the State Emergency Service Director now reports through the Chief Fire Officer of the Tasmania Fire Service. The State Emergency Service is incorporated within chapter 25 of this Budget Paper.

4.2 State Security and Rescue Operations

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



State Security and Rescue Operations

Number of Search and Rescue Operations Number 262 345 na na

Number of exercises managed Number 25 31 ≥prev yr ≥prev yr

Total Helicopter Hours1 Hours 623 748 na na

Note: 1. The performance measure ‘Total Helicopter Hours’ reflects the hours the helicopter was utilised for all search and rescue,

aero-medical retrievals, operations and other related training and exercises.


CAPITAL INVESTMENT PROGRAM Table 8.7 provides financial information for the Department’s Capital Investment Program. More information on the CIP is provided in chapter 6 of The Budget Budget Paper No 1.

Table 8.7: Capital Investment Program Estimated 2018-19 2019-20 2020-21 2021-22 Total Forward Forward Forward Cost Budget Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000


Minister for Police, Fire and Emergency Management

Crackdown on Anti-Social Driving1 400 100 100 100 100

Increased Police Support1 90 .... .... 90 ....

Longford Police Station1 5 000 2 000 3 000 .... ....

New Norfolk Police Station1 5 000 2 500 2 500 .... ....

Project Unify2 ....) ....) ....) ....) ....)

Sorell Emergency Services Hub1 12 000 500 1 500 5 000 5 000

Supporting our Emergency Services

Volunteers1 2 000 500 500 500 500


Minister for Police, Fire and Emergency Management Body Worn Video 716) 62 .... 654 ....

Large Vessel Replacement Program1,3 19 340) .... 1 200 3 500 ....

Upgrade Police Housing 5 000) 1 250 1 250 .... ....


Notes: 1. Further information on this capital project is included at Table 8.1 Key Deliverables Statement. 2. Recurrent funding of $1.2 million and capital funding of $11.9 million has been provided for Project Unify in Finance-General. 3. Funding in the Forward Estimates has been provided under the previous Large Vessel Replacement Program. Funding for

replacement of the PV Van Diemen has been allocated for the 2022-23 financial year.





$'000 $'000 $'000 $'000 $'000




Grants 2 654 2 654 2 654 2 654 2 654


Other revenue3 12 169 12 784 12 168 10 046 10 046







Borrowing costs5 .... 38 88 88 38

Other expenses 2 091 2 241 2 241 2 241 2 241


Net result from transactions (net operating balance) (227) 1 935 5 073 4 867 623

Net result (227) 1 935 5 073 4 867 623




Notes: 1. The increase in Appropriation revenue - recurrent and Employee benefits in 2018-19 and across the Forward Estimates period

primarily reflects the Government’s First Class, Next Generation Police Service initiative. 2. The movements in Appropriation revenue - works & services reflects funding for the Capital Investment Program that varies

significantly from year to year due to the cash flow requirements of specific capital projects. Refer to Table 8.7 for further information on capital projects.

3. The decrease in Other revenue primarily reflects the cessation of Australian Government National Partnership Program initiatives, including; Women’s Safety Package - Technology Trials, National Bushfire Mitigation Program and Disaster Resilience.


4. The decrease in Grants and subsidies reflects; one-off funding for Aerial Fire Appliances in 2017-18 and cessation of Australian Government National Partnership Program initiatives.

5. The variations in Borrowing costs reflect the interest on loans under the Crackdown on Shoplifting election commitment. For further information refer to Table 8.1 Key Deliverables.




$'000 $'000 $'000 $'000 $'000

Revenue and other income from transactions Sales of goods and services 247 253 259 265 273

Fees and fines1 900 500 500 500 500

Total revenue and other income from transactions 1 147 753 759 765 773


Transfers to the Consolidated Fund1 1 147 753 759 765 773

Total expenses from transactions 1 147 753 759 765 773


Net result .... .... .... .... ....


Note: 1. The decrease in Fees and fines revenue and Transfers to the Consolidated Fund in 2018-19 reflects the firearms licence renewal

cycle, which occurs every three and five years.





$'000 $'000 $'000 $'000 $'000

Minister for Police, Fire and Emergency Management Output Group 1 - Public Safety

1.1 Support to the Community1 126 007 132 923 138 110 144 399 150 991

126 007 132 923 138 110 144 399 150 991

Output Group 2 - Crime

2.1 Investigation of Crime1 47 563 48 673 49 408 50 567 51 713

2.2 Poppy Security 1 004 1 024 1 037 1 060 1 085

2.3 Fisheries Security 5 463 5 575 5 653 5 787 5 936

2.4 Support to Judicial Services 10 588 10 806 10 955 11 216 11 505

64 618 66 078 67 053 68 630 70 239

Output Group 3 - Traffic Policing 3.1 Traffic Policing 20 470 20 739 20 989 21 456 21 973

20 470 20 739 20 989 21 456 21 973

Output Group 4 - Emergency Management

4.1 State Emergency Services2 1 431 100 115 160 160

4.2 State Security and Rescue Operations 8 513 9 183 8 897 9 113 9 355

9 944 9 283 9 012 9 273 9 515


Department of Police, Fire and Emergency Management



229 039 235 935 245 214 253 602 258 318



229 039 235 935 245 214 253 602 258 318

Notes: 1. The increases in Support to the Community and Investigation in Crime primarily reflect the Government’s First Class,

Next Generation Police Service initiative. 2. The decrease in State Emergency Services in 2018-19 reflects the cessation of funding provided to assist in the transition of the

State Emergency Service to the Tasmania Fire Service. 3. The profile of funding for the Capital Investment Program varies significantly from year to year due to the cash flow requirements

of specific capital projects. The 2017-18 allocation included one-off funding of $3.8 million for Aerial Fire Appliances that was provided to the State Fire Commission. Refer to Table 8.7 for further information on capital projects.





$'000 $'000 $'000 $'000 $'000

Revenue Collected on Behalf of the Consolidated Fund Academy Trainees - Board Payments 75 77 79 81 83

Fines1 900 500 500 500 500


1 147 753 759 765 773

Total Administered Revenue 1 147 753 759 765 773

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




$'000 $'000 $'000 $'000 $'000

Transfer to the Consolidated Fund1 1 147 753 759 765 773

Total Administered Expenses 1 147 753 759 765 773

Note: 1. The decrease in Transfer to the Consolidated Fund reflects the firearms licence renewal cycle, which occurs every three and

five years.





$'000 $'000 $'000 $'000 $'000



Receivables 1 403 1 475 1 475 1 475 1 475

Other financial assets 189 190 190 190 190

3 333 5 960 5 960 5 960 5 960

Non-financial assets Inventories 947 1 032 1 032 1 032 1 032


Infrastructure1 33 419 18 976 21 426 25 580 25 580


Intangibles1 2 728 4 612 4 612 4 612 4 612

Other assets 1 632 1 700 1 700 1 700 1 700

261 570 235 603 267 334 298 859 326 140

Total assets 264 903 241 563 273 294 304 819 332 100

Liabilities

Payables1 1 953 2 352 2 352 2 352 2 352


Other liabilities1 596 2 036 2 036 2 036 2 036



Equity Reserves 161 979 143 528 170 099 196 670 223 241

Accumulated funds 46 647 34 343 39 416 44 283 44 906

Total equity 208 626 177 871 209 515 240 953 268 147

Note: 1. The variation in these items in 2019 reflects a more accurate estimate based on the 30 June 2017 outcome.





$'000 $'000 $'000 $'000 $'000




Grants 2 654 2 654 2 654 2 654 2 654


GST receipts 6 200 6 200 6 200 6 200 6 200



Cash outflows


Superannuation (17 160) (17 938) (18 580) (19 403) (20 262)

Borrowing costs .... (38) (88) (88) (38)

GST payments (6 200) (6 200) (6 200) (6 200) (6 200)






Cash flows from investing activities Payments for acquisition of non-financial assets (4 250) (6 412) (9 550) (9 344) (5 100)





Notes: 1. The increase in Appropriation receipts - recurrent and Employee benefits in 2018-19 and across the Forward Estimates period

primarily reflects the Government’s First Class, Next Generation Police Service initiative. 2. The variations in Appropriation receipts - capital reflects funding for the Capital Investment Program that varies significantly

from year to year due to the cash flow requirements of specific capital projects. Refer to Table 8.7 for further information on capital projects.


3. The decrease in Grants and subsidies primarily reflects the cessation of Australian Government National Partnership Program initiatives, including; Women's Safety Package - Technology Trials, National Bushfire Mitigation Programme and Disaster Resilience.




$'000 $'000 $'000 $'000 $'000



Fees and fines1 900 500 500 500 500

Total cash inflows 1 147 753 759 765 773

Cash outflows

Transfers to the Consolidated Fund1 (1 147) (753) (759) (765) (773)

Total cash outflows (1 147) (753) (759) (765) (773)


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


Note: 1. The decrease in Fees and fines and movements in Transfers to the Consolidated Fund reflects the firearms licence renewal cycle,

which occurs every three and five years.

Premier and Cabinet 213

9 DEPARTMENT OF PREMIER

AND CABINET

AGENCY OUTLINE The Department of Premier and Cabinet is a central agency of the Tasmanian Government. The Department is responsible to the Premier, Hon Will Hodgman MP; the Minister for Local Government, Hon Peter Gutwein MP; the Minister for Environment, Hon Elise Archer MP and the Minister for Science and Technology, Hon Michael Ferguson MP. The Premier is also the Minister administering the State Service Act 2000.

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 Office of the Governor.

This chapter provides the Department’s financial information for 2018-19 and over the Forward Estimates period (2019-20 to 2021-22). Further information on the Department is provided at www.dpac.tas.gov.au.

214 Premier and Cabinet

KEY DELIVERABLES Table 9.1 provides a summary of the Budget and Forward Estimate allocations for the key deliverables within the Department.

Table 9.1: Key Deliverables Statement1 2018-19)

)

Budget)

2019-20)

Forward)

Estimate)

2020-21)

Forward)

Estimate)

2021-22)

Forward)

Estimate)

$'000 $'000 $'000 $'000

Climate Action 21: Tasmania’s Climate Change Action Plan 2017-2021 750 750 750 ....

Local Government Governance 100 .... .... ....

Office of Security and Emergency Management 500 500 500 500

Note: 1. As detailed in this chapter a number of Outputs previously delivered by the Department have been transferred to the new

Department of Communities Tasmania. A number of Key Deliverables previously presented for the Department have therefore also been transferred to the Department of Communities Tasmania.

Climate Action 21: Tasmania’s Climate Change Action Plan 2017-2021

The Department will continue to deliver the Government’s $3 million commitment towards Climate Action 21: Tasmania’s Climate Change Action Plan 2017-2021, which focuses on implementing a number of new initiatives to respond to a changing climate and reduce greenhouse gas emissions. Actions are focused on: climate change research; improving energy efficiency; reducing transport emissions; and supporting business, local government and communities to take action. The initial funding of $750 000 per annum was provided in 2017-18 and the remaining $2.25 million is allocated over the next three years.

Local Government Governance

Funding of $300 000 has been allocated over two years to support the implementation of the Targeted Review of the Local Government Act 1993, including recommendations agreed by the Government as a result of direct input from the local government sector. The initial funding of $200 000 was provided in 2017-18 and the remaining $100 000 is allocated in 2018-19.

Office of Security and Emergency Management

Permanent funding of $500 000 per annum, commencing in 2018-19, has been allocated to support additional work on flood policy. This further supports the ongoing implementation of the Government’s response to the Blake Review into the Floods of June - July 2016.

This funding will also be accessed by the Department of Police, Fire and Emergency Management for this purpose.


OUTPUT RESTRUCTURES On 20 March 2018, the State Government announced that effective from 1 July 2018, the Department of Communities Tasmania would be established through the amalgamation of part of the Department of Health and Human Services and part of the Department of Premier and Cabinet.

Establishing the new Department, the Outputs transferred from the Department of Premier and Cabinet to the Department of Communities Tasmania are:

Output Group 6 - Communities, Sport and Recreation has been renamed Output Group 6 - Disability Services and Community Development within the Department of Communities Tasmania. This Output Group comprised the following Outputs:

Output 6.1 - Community Development - Policy Advice and Ongoing Community Development;

Output 6.2 - Aboriginal Affairs;

Output 6.3 - Veterans’ Affairs;

Output 6.4 - Sport and Recreation; and

Output 6.5 - Women’s Policy; and

Output 1.3 - Safe Homes, Safe Families - Tasmania’s Family Violence Action Plan allocated to Output Group 7 - Safe Homes, Safe Families within the Department of Communities Tasmania.

In addition to these transfers, the administered funds for the Tasmanian Community Fund have also been transferred.

As a result of the above Output restructures, the former Output Group 7 - Local Government is now Output Group 6.

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 - Security and Emergency Management; and

Output Group 6 - Local Government.






$'000 $'000 $'000 $'000 $'000

Premier Output Group 1 - Support for Executive Decision

Making

1.1 Strategic Policy and Advice2 4 618 4 268 4 319 4 406 4 501

4 618 4 268 4 319 4 406 4 501

Output Group 2 - Government Processes and Services

2.1 Management of Executive Government Processes3 6 026 6 801 6 994 7 151 7 201

2.2 Principal and Subordinate Legislation 3 015 3 077 3 124 3 197 3 278

2.3 Tasmanian Government Courier 668 682 692 708 726

2.4 Corporate Support to Ministerial and ParliamentaryOffices and the Office of the Governor 2 382 2 416 2 440 2 480 2 526

12 091 12 976 13 250 13 536 13 731

Output Group 3 - Electronic Services for Government Agencies and the Community 3.2 Management and Ongoing Development of Service

Tasmania4 15 968 17 489 16 532 16 779 17 137

15 968 17 489 16 532 16 779 17 137

Output Group 4 - State Service Management

4.1 State Service Employment and Management5 4 344 6 042 5 397 5 443 5 544

4 344 6 042 5 397 5 443 5 544

Output Group 5 - Security and Emergency Management

5.1 Security and Emergency Management6 738 2 701 1 859 2 225 1 293

738 2 701 1 859 2 225 1 293

Capital Investment Program 250 250 250 250 250

Minister for Sport and Recreation Capital Investment Program 1 869 .... .... .... ....


Table 9.2: Output Group Expense Summary (continued) 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Minister for Science and Technology Output Group 3 - Electronic Services for

Government Agencies and the Community 3.1 Information, Technology and Digital Services Strategy

and Policy Development 1 621 1 654 1 678 1 716 1 759

3.3 Delivery of IT Services 29 346 28 930 29 695 30 299 30 581

30 967 30 584 31 373 32 015 32 340

Minister for Environment Output Group 1 - Support for Executive Decision

Making

1.2 Climate Change7 2 210 2 172 2 191 2 223 1 507

2 210 2 172 2 191 2 223 1 507

Minister for Local Government Output Group 6 - Local Government

6.1 Local Government 1 991 1 927 1 852 1 895 1 942

1 991 1 927 1 852 1 895 1 942

TOTAL 75 046 78 409 77 023 78 772 78 245



2. The decrease in Strategic Policy and Advice in 2018-19 reflects the cessation of one-off funding allocations for the Tasmanian Brand Skilled-Migration Campaign and Enhancing the Tasmanian Brand initiatives. This is offset by the transfer of funding from the Department of State Growth for the Tasmanian Brand Council.

3. The increase in Management of Executive Government Processes in 2018-19 reflects the review of corporate overheads for business activities within the Department.

4. The increase in Management and Ongoing Development of Service Tasmania in 2018-19 reflects the planned improvements to several Service Tasmania Shops and other business initiatives.

5. The increase in State Service Employment and Management in 2018-19 reflects expenditure related to whole-of-government services provided by the State Service Management Office.

6. The increase in Security and Emergency Management in 2018-19 reflects funding provided for the ongoing implementation of the Government’s response to the Blake Review into the Floods of June - July 2016 and National Disaster Relief and Recovery Arrangements funding for the Tasmanian Flood Project.

7. The decrease in Climate Change in 2021-22 reflects the cessation of funding for the Climate Action 21: Tasmania’s Climate Change Action Plan 2017-2021.


Performance Information

During 2016-17 the Department commenced a review of the performance measures for each Output with the aim to revise those measures. At the same time the Auditor-General, in May 2016, tabled a report in the Tasmanian Parliament on performance measures across all government agencies that included a number of recommendations on improvements to provide a better suite of measures for readers of the Budget papers and agency annual reports. These recommendations included reporting performance measures related to effectiveness, efficiency and economy and not measures of activity.

In 2017-18 the Department reviewed all Outputs with the exception of Outputs 3.2 and 3.3, which have been reviewed in 2018-19. All the performance measures for all Outputs have now been reviewed and in some cases the measures for an Output have not changed as a result of the review, whereas, for other Outputs there have been significant changes. Not all of the Outputs have performance measures that meet criterion of effectiveness, efficiency or economy, but this will be addressed as part of the annual review of performance measures.

The measures have been defined either as a performance measure or a measure of activity. Measures of activity have been published where no performance measure exists.


Output Group 1: Support for Executive Decision Making

1.1 Strategic Policy and Advice

This Output assists the Government to achieve its vision for Tasmania by providing high quality policy services to the Premier and Cabinet. The Department of Premier and Cabinet’s Policy Division leads and supports the development and implementation of whole-of-government processes and policies. It also manages and coordinates intergovernmental relations, including Tasmania’s engagement with the Council of Australian Governments and the Council for the Australian Federation; intergovernmental agreements; inquiries; and international treaties.

1.2 Climate Change

This Output relates to the activities of the Tasmanian Climate Change Office. TCCO works closely with government, industry and the community to deliver a range of policy and programs that assist with reducing greenhouse gas emissions and building resilience to the impacts of climate change.


Performance Measures1

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Strategic Policy and Advice

Percentage of Cabinet Advisories that are submitted to

the Cabinet Office on time % 92 91 90 95

Selected policy outputs must meet the minimum

benchmark as measured against agreed quality

standards % 96 88 90 95

Satisfaction of key clients with delivery of policy services

as measured by survey2 % na 86 90 95

Climate Change

Percentage of strategic policy initiatives completed on

time % 100 95 95 95



standards3 % 98 na 90 95


as measured by survey2 % na 95 90 95

Notes: 1. Establishing accurate and objective performance measures for the quality of policy advice is difficult and contested. The mix of

indicators selected represent measurable characteristics of policy advice and are proxies for outcome measures. 2. The satisfaction survey was not conducted in 2015-16. Figures were incorrectly included in the 2017-18 Budget. 3. No policy documents for this Output were assessed in the annual assessment process in 2016-17.


Output Group 2: Government Processes and Services

2.1 Management of Executive Government Processes

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

2.2 Principal and Subordinate Legislation

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

2.3 Tasmanian Government Courier

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

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

This Output provides the administrative, financial, human resources, information systems, records and property management services to support the Ministerial and Parliamentary offices and the Office of the Governor.


Performance Measures

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Management of Executive Government Processes

High level of satisfaction with the communications and

protocol assistance, advice and service provided1 % na na 85 90

Principal and Subordinate Legislation

High level satisfaction of key clients with drafting and

delivery of Bills and Statutory Rules1 % na na 85 90

Updates occur to www.legislation.tas.gov.au within two

working days for new and revisions to Acts and

Statutory Rules1 % na na 85 90



Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Tasmanian Government Courier

Percentage change of delivery costs2,3 % (3.1) (22.9) ≤GOE ≤GOE

Client satisfaction with the standard of service provided

by the Courier Service1 % na na 95 95

Corporate Support to Ministerial and Parliamentary

Offices and the Office of the Governor

Improving overall client satisfaction with the standard of

service provided by the corporate activities (Financial

Management Services, Human Resources, Information

Technology Services, Properties and Procurement)1 % na na >75 >90

Notes: 1. New performance measures introduced for 2017-18 as a result of the Department’s review of performance measures. 2. The percentage change of the cost per delivery/collection point is ≤ indexation of general operating expenses. 3. The increase in the Percentage change of delivery costs in 2016-17 reflects increased staffing costs to cover unplanned paid leave

for several couriers.

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

3.1 Information Technology and Digital Services Strategy and Policy Development

This Output provides coordination, development and implementation of whole-of-government information management, information systems, telecommunications and cyber security strategies and policies. This Output is provided by the Office of eGovernment which aims to improve and modernise cyber security, technology and information operations of government in Tasmania.

3.2 Management and Ongoing Development of Service Tasmania

This Output develops new customer services and facilitates their delivery to the Tasmanian community through Service Tasmania’s service centres, the Tasmanian Government Contact Centre and Service Tasmania Online. This Output is provided by Service Tasmania.

3.3 Delivery of IT Services

This Output facilitates delivery of information and communications technology services across Government, including wide area networking; internet; whole-of-government directory services; data centre, infrastructure and LAN as a service; fixed and mobile telephony; mobile data; information technology system hosting and support; email and unified communications; human resource systems; and business reporting. This Output is provided by the Telecommunications Management Division.




Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Information, Technology and Digital Services

Strategy and Policy Development

Selected ICT policy outputs must meet the minimum


standards2 % 97 na 90 95

Satisfaction of key clients with delivery of ICT policy

services as measured by survey3 % na 78 90 95

Management and ongoing development of Service

Tasmania

Automated Transactions4

Customer satisfaction % na na na >92

Customer complaints Number na na na <20

Service Availability % na na na >99.9

Service Centres4


Ratio of Customer complaints to compliments Ratio na na na 4:1


Contact Centre4


Ratio of Customer complaints to compliments Ratio na na na 14:1


Average Wait Time Seconds na na na <150

Delivery of IT Services4

Service level agreement performance and compliance % na na na >90

TMD Supplier Performance % na na na >90

Financial Performance based on Actual vs. Budget % na na na Within +/- 4



indicators selected represent measurable characteristics of policy advice and are proxies for outcome measures. 2. No policy documents for this Output were assessed in the annual assessment process in 2016-17. 3. The satisfaction survey was not conducted in 2015-16. Figures were incorrectly included in the 2017-18 Budget. 4. New performance measures introduced for 2018-19 as a result of the Department’s review of performance measures.


Output Group 4: State Service Management

4.1 State Service Employment and Management

This Output covers the activities of the State Service Management Office to support the Minister administering the State Service Act 2000 and the Head of the State Service in performing functions and powers under the State Service Act. SSMO supports Agencies in delivering productive and responsive services to the community through high quality and contemporary policies, practices and procedures in relation to workforce management, workforce development and workforce relations, including:

establishing practices, guidelines and employment frameworks in relation to employment and employment relations matters;

evaluating and reporting (Annual Report) and where necessary investigating performance of agencies;

assisting in implementation of systems and procedures, including classification of duties, Code of Conduct, performance management, and work health, safety and wellbeing;

advocacy and dispute resolution in industrial tribunals and negotiating agreements;

supporting agencies in managing the Senior Executive Service including SES administration, leadership and management development initiatives;

developing and delivering training, education and capability development programs;

developing and implementing contemporary recruitment programs and guidelines in recruitment, selection and appointment; and

referring matters to, working with and implementing recommendations from tribunals such as the Integrity Commission, Equal Opportunity Tasmania and the Tasmanian Industrial Commission.



Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

State Service Employment and Management

Industrial agreements due in year negotiated and finalised % 90 90 100 100

Section 29 matters resolved (withdrawn or agreed) % na na 80 80

Professional Development

Increased completion by participants in external

leadership programs (e.g. ANZSOG) % na na >90 >90

TTC courses provided evaluated as meeting participant’s

expectations % na na >80 >90

Percentage of TTC annual training program delivered % na na >80 >80

Increased completion by participants in State Service

Leadership and Management program % na na >90 >90




Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Whole of Service employment demographics matches

community demographics by 20202 Ratio 34/66 37/63

Approaching

50/50

Approaching

50/50

Notes: 1. New performance measures introduced for 2017-18 as a result of the Department’s review of performance measures. 2. Ratio of women/men in the Senior Executive Service.

Output Group 5: Security and Emergency Management

5.1 Security and Emergency Management

This Output leads and coordinates whole-of-government policy initiatives that enable the Tasmanian Government to achieve its priorities in security and emergency management. This Output is provided by the Office of Security and Emergency Management, working closely with emergency services, other government agencies, non-government organisations, industry groups and the community. OSEM manages projects and provides policy advice to Government regarding prevention, preparedness, response and recovery arrangements for natural hazards and security related threats.



Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Security and Emergency Management


benchmark as measured against agreed quality standards % 93 77 90 95

Satisfaction of key clients with delivery of policy services as

measured by survey2 % na 87 90 95


indicators selected represent measurable characteristics of policy advice and are proxies for outcome measures. 2. The satisfaction survey was not conducted in 2015-16. Figures were incorrectly included in the 2017-18 Budget.


Output Group 6: Local Government

6.1 Local Government

This Output coordinates the activities of the Local Government Division. The Local Government Division contributes to a well-governed, responsive, and sustainable local government sector, which acts in the best interests of Tasmanian ratepayers and residents. The Division does this by supporting the statutory responsibilities of the Director of Local Government, leading regulatory and policy initiatives that support a sustainable local government sector and strengthening the collaborative links between councils and the Tasmanian Government.

The Division works with stakeholders to:

provide expert policy advice on local government matters;

administer and ensure the sector’s compliance with relevant legislative and regulatory provisions;

enhance local government performance through supporting good governance practices and ensuring transparent performance monitoring;

deliver education and training;

support the Local Government Board and Boards of Inquiry; and

ensure regular contact between the State Government and local government so that the sector’s views inform key regulatory and policy decisions, including through supporting the Premier’s Local Government Council.


Performance Measures

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Local Government



standards1 % 96 80 90 95


as measured by survey1,2 % na 87 90 95

Effectiveness of complaints resolution - no decisions

overturned by external review bodies3 Number na na nil nil

Local government councils’ overall satisfaction with the

interactions between them and the Local Government

Division3 % na na 85 90


indicators selected represent measurable characteristics of policy advice and are proxies for outcome measures. 2. The satisfaction survey was not conducted in 2015-16. Figures were incorrectly included in the 2017-18 Budget. 3. New performance measures introduced for 2017-18 as a result of the Department’s review of performance measures.


CAPITAL INVESTMENT PROGRAM Table 9.9 provides financial information for the Department’s Capital Investment Program. For more information on the Capital Investment Program, see chapter 6 of The Budget in Budget Paper No 1.




$'000 $'000 $'000 $'000 $'000

Premier Service Tasmania Shops Capital Investment Ongoing 250 250 250 250

Total CIP Allocations 250 250 250 250

Service Tasmania Shops Capital Investment

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


DETAILED BUDGET STATEMENTS

Table 9.10: Statement of Comprehensive Income1 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000


Appropriation revenue - works & services 2 119 250 250 250 250

Grants 79 .... .... .... ....


Other revenue3 106 3 551 2 214 3 696 2 245



Depreciation and amortisation 344 336 335 335 335



Borrowing costs 14 .... .... .... ....

Other expenses 151 235 238 240 243


Net result from transactions (net operating balance) (1 430) (972) (246) 761 38

Net result (1 430) (972) (246) 761 38

Other economic flows - other non-owner changes in equity Other movements taken directly to equity 12 12 12 12 12

Total other economic flows - other non-owner changes in equity 12 12 12 12 12

Comprehensive result (1 418) (960) (234) 773 50

Notes: 1. Comparative 2017-18 Budget data does not directly reflect information contained in the 2017-18 Budget, due to the

Departmental restructure of some Outputs, as referenced in this chapter. 2. The increase in Sales of goods and services in 2018-19 primarily reflects the increase in revenue collected by TMD, The Training

Consortium and the State Service Management Office for services provided to, and paid for by, government agencies. 3. The fluctuations in Other revenue over the 2018-19 Budget and Forward Estimates period reflects the timing of funding received

for Australian Government projects and agency business activities.


4. The fluctuations in Supplies and consumables and Grants and subsidies over the 2018-19 Budget and Forward Estimates period reflects the funding profile for time-limited election commitments, Australian Government funded projects and agency business activities.





$'000 $'000 $'000 $'000 $'000

Premier Output Group 1 - Support for Executive Decision

Making 1.1 Strategic Policy and Advice 4 577 4 228 4 279 4 366 4 461

4 577 4 228 4 279 4 366 4 461

Output Group 2 - Government Processes and Services 2.1 Management of Executive Government Processes 4 870 4 679 4 841 4 954 4 959

2.2 Principal and Subordinate Legislation 3 004 3 066 3 113 3 186 3 267

2.3 Tasmanian Government Courier 669 683 693 709 727

2.4 Corporate Support to Ministerial and ParliamentaryOffices and the Office of the Governor 1 799 1 833 1 857 1 897 1 943

10 342 10 261 10 504 10 746 10 896

Output Group 3 - Electronic Services for Government Agencies and the Community 3.2 Management and Ongoing Development of Service

Tasmania 12 651 12 899 13 057 13 364 13 702

12 651 12 899 13 057 13 364 13 702

Output Group 4 - State Service Management 4.1 State Service Employment and Management 3 277 3 336 3 375 3 447 3 527

3 277 3 336 3 375 3 447 3 527

Output Group 5 - Security and Emergency Management

5.1 Security and Emergency Management1 739 1 252 1 260 1 276 1 294

739 1 252 1 260 1 276 1 294



Works and Services 250 250 250 250 250

31 836 32 226 32 725 33 449 34 130

Minister for Sport and Recreation Capital Investment Program 1 869 .... .... .... ....

Works and Services 1 869 .... .... .... ....

1 869 .... .... .... ....





$'000 $'000 $'000 $'000 $'000

Minister for Science and Technology Output Group 3 - Electronic Services for

Government Agencies and the Community 3.1 Information, Technology and Digital Services Strategy

and Policy Development 1 600 1 633 1 657 1 695 1 738

1 600 1 633 1 657 1 695 1 738


1 600 1 633 1 657 1 695 1 738

Minister for Environment Output Group 1 - Support for Executive Decision

Making

1.2 Climate Change2 2 208 2 170 2 189 2 221 1 505

2 208 2 170 2 189 2 221 1 505


2 208 2 170 2 189 2 221 1 505

Minister for Local Government Output Group 6 - Local Government

6.1 Local Government 1 991 1 927 1 852 1 895 1 942

1 991 1 927 1 852 1 895 1 942


1 991 1 927 1 852 1 895 1 942

Department of Premier and Cabinet


Total Works and Services 2 119 250 250 250 250

39 504 37 956 38 423 39 260 39 315






$'000 $'000 $'000 $'000 $'000


39 504 37 956 38 423 39 260 39 315

Notes: 1. The increase in Security and Emergency Management in 2018-19 reflects funding provided for the ongoing implementation of

the Government’s response to the Blake Review into the Floods of June - July 2016. 2. The decrease in Climate Change in 2021-22 reflects the cessation of funding for the Climate Action 21: Tasmania’s Climate

Change Action Plan 2017-2021.


Table 9.12: Statement of Financial Position as at 30 June1 2018 2019 2020 2021 2022



$'000 $'000 $'000 $'000 $'000



Receivables3 2 613 1 943 1 858 1 773 1 688


9 827 6 163 6 132 7 108 7 361



Infrastructure3 352 .... .... .... ....

Intangibles3 514 867 881 895 909

Other assets3 2 415 2 217 2 257 2 297 2 337

7 302 4 769 4 750 4 731 4 712

Total assets 17 129 10 932 10 882 11 839 12 073

Liabilities

Payables3 2 680 1 956 1 997 2 038 2 079

Interest bearing liabilities4 739 .... .... .... ....

Provisions3 369 327 327 327 327


Other liabilities3 895 2 283 2 306 2 329 2 352


Net assets (liabilities) 2 514 (3 269) (3 503) (2 730) (2 680)

Equity Reserves 3 967 3 530 3 530 3 530 3 530

Accumulated funds (1 453) (6 799) (7 033) (6 260) (6 210)

Total equity 2 514 (3 269) (3 503) (2 730) (2 680)


Departmental restructure of some Outputs, as referenced in this chapter. 2. The decrease in Cash and deposits in 2019 reflects specific project funding from previous years being spent during 2017-18 on

those projects. 3. The variation in this item in 2019 reflects revised estimates based on 30 June 2017 actuals. 4. The decrease in Interest bearing liabilities in 2019 reflects the final repayment on a loan for termination payments.


Table 9.13: Statement of Cash Flows1 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000



Appropriation receipts - capital 2 119 250 250 250 250

Grants 79 .... .... .... ....


GST receipts 4 442 4 442 4 442 4 442 4 442

Other cash receipts3 106 3 551 2 214 3 696 2 245



Superannuation (4 141) (4 337) (4 361) (4 487) (4 582)

Borrowing costs (14) .... .... .... ....

GST payments (4 442) (4 442) (4 442) (4 442) (4 442)



Other cash payments (149) (233) (236) (238) (241)


Net cash from (used by) operating activities (908) (458) 267 1 274 551

Cash flows from investing activities Payments for acquisition of non-financial assets (480) (530) (260) (260) (260)

Net cash from (used by) investing activities (480) (530) (260) (260) (260)

Cash flows from financing activities Net borrowings (370) (339) .... .... ....

Net cash from (used by) financing activities (370) (339) .... .... ....

Net increase (decrease) in cash and cash equivalents held (1 758) (1 327) 7 1 014 291





Departmental restructure of some Outputs, as referenced in this chapter. 2. The increase in Sales of goods and services in 2018-19 primarily reflects the temporary increase in revenue collected by TMD,

The Training Consortium and State Service Management Office for services provided to and paid for by government agencies. 3. The fluctuations in Other cash receipts over the 2018-19 Budget and Forward Estimates period reflects the timing of funding

received for Australian Government projects and agency business activities. 4. The fluctuations in Grants and subsidies and Supplies and consumables over the 2018-19 Budget and Forward Estimates period

reflects the funding profile for time-limited election commitments, Australian Government funded projects and agency business activities.

Primary Industries, Parks, Water and Environment 235

10 DEPARTMENT OF PRIMARY

INDUSTRIES, PARKS, WATER

AND ENVIRONMENT

AGENCY OUTLINE The Department of Primary Industries, Parks, Water and Environment helps build a strong and economically vibrant State, by facilitating and supporting Tasmania’s competitive strengths across primary industries and the environment.

The Department’s objectives are to:

facilitate the sustainable development of Tasmania’s marine and freshwater resources;

cultivate prosperity in Tasmania’s primary industries and food sectors;

secure a healthy and productive environment for all Tasmanians;

manage the sensitive and appropriate use and enjoyment of Tasmania’s National Parks and Reserves;

protect, conserve and promote Tasmania’s Aboriginal, natural and historic heritage;

build on and protect the Tasmanian brand credentials;

oversee the integrity and viability of the racing industry; and

deliver access to secure land tenure, land and resource information.

The Department reports to:

the Minister for Primary Industries and Water and the Minister for Racing, Hon Sarah Courtney MP;

the Minister for Aboriginal Affairs, Hon Jacquie Petrusma MP;

the Minister for the Environment, Hon Elise Archer MP; and

the Minister for Heritage and the Minister for Parks, Hon Will Hodgman MP.

This chapter provides the Department’s financial information for 2018-19 and the Forward Estimates period (2019-20 to 2021-22). Further information on the Department is provided at www.dpipwe.tas.gov.au.

236 Primary Industries, Parks, Water and Environment



2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000


Additional Support for Keep Australia Beautiful 15 15 15 15

Bass Strait Islands Biosecurity Officers 90 120 130 140

Biosecurity Emergency Response and Research Fund1 2 478 1 045 1 045 1 045

Biosecurity Risk Management and Truck and Machinery

Washes2 320 725 730 735

Commercial Fisheries

Extend East Coast Rock Lobster Translocation 75 75 75 75

Fisheries Integrated Licencing and Management System 500 1 500 1 500 1 500

TSIC Maritime and Policy Support 50 50 50 ....

Increase Funding for the Institute of Marine and

Antarctic Studies .... 200 200 300

Industry Led Abalone Productivity Improvement

Program 600 900 1 200 1 200

Maintain Funding of the Abalone Industry

Development Trust Fund 200 200 200 200

Community Clean-ups3 .... .... .... ....

Crack-down on Illegal Dumping - Litter Act3 .... .... .... ....

Environmental Legislation Regulatory Review3 .... .... .... ....

Fallow Deer Census 150 .... .... ....

Free Parks Passes for Tasmanian Seniors .... .... .... ....

Growing Our World-Class Inland Fisheries

Anglers Access Program4 .... 50 50 100

Anglers Alliance Tasmania - Support 50 50 55 60

Cheaper To Go Trout Fishing4 30 60 90 120

Marketing Angling Tourism 30 .... .... ....

Upgrading Amenities at High Visitation Trout Waters4 200 100 .... ....

Illegal Rubbish Disposal Smartphone App 100 .... .... ....

Improved Racing Integrity and Animal Welfare

Brightside Grant 30 .... .... ....

Greyhound Adoption Grant 100 .... …. ....

Racing Steward Cadetships 120 130 140 160



2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000

Injured and Orphaned Wildlife Program Coordination3 .... .... .... ....

Investing in Our National Parks and Reserves

Boosting National Parks Rangers and Frontline Staff 1 000 1 830 1 867 1 904

Cradle Mountain Experience 1 000 5 000 5 000 10 000

Improved Statewide Visitor Infrastructure 4 000 4 000 4 000 4 000

National Parks - Maintenance Boost 2 000 2 000 2 000 2 000

Move 100 DPIPWE Staff to North2 400 900 550 550

New Game Council and Game Services Tasmania3 .... .... .... ....

Next Iconic Walk2 500 1 000 2 500 5 000

On-farm Energy and Irrigation Audits 200 250 300 ....

Oyster and Shellfish Real Time Sensor Monitoring 100 100 100 100

Putting the Land Back Into Landcare

Double Funding to Landcare Tasmania 120 120 120 120

Landcare Action Fund - Competitive Grants/Cows out

of Creeks Project 300 650 550 500

Regional Natural Resource Management

Groups - Increase Core Funding 300 300 300 300

Raptor Refuge Reporting Hotline 7 7 7 7

Recreational Fisheries

Improve Catch Opportunities - Fish Aggregation

Devices 150 .... 150 150

Recreational Fishing - Improved Boat and Trailer

Parking 600 600 1 000 ....

Supporting TARfish 150 150 160 160

Royal Tasmanian Botanical Gardens - New Visitor Centre 1 000 2 600 .... ....

Save the Tasmanian Devil 450 450 450 450

ShellMAP Industry Development - the Revamped Shellfish

Quality Assurance and Aquaculture Market Access

Program 100 100 100 100

Supporting the Racing Industry

Remove Efficiency Dividend on Tasracing 300 300 300 300

Thoroughbred and Harness Racing Breeding Program 350 350 350 350



2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000

Taking Agriculture to the Next Level

Agricultural Centre of Excellence - Blundstone

Scholarship 60 60 60 60

Agricultural Research Development and Extension

Whitepaper - Increased Funding to Tasmanian

Institute of Agriculture 200 500 700 800

Agricultural Research Development and Extension

Whitepaper - Modernise Our Research Farms 1 000 3 000 3 000 ....

Agricultural Show Development Grants Program 200 200 200 200

Dairy Farm Extension to Grow More, Milk More,

Make More 100 250 250 300

Extend the Stock Underpass Program .... 200 200 200

Fruit and Veg - Export Market Development,

Product Value and Farm Productivity 100 150 150 150

Hemp Industry Development Support 50 50 50 ....

Implementing the Bee Industry Futures Report2 550 100 100 ....

New AgriGrowth Liaison Officers 200 210 220 230

Organics - Industry Development 50 55 60 65

Red Meat - Increase Livestock Production Strategies 150 300 300 250

Review Insurance Duties on Agriculture Insurance

Products3 .... .... .... ....

Revitalise FarmPoint and E-contact For Farmers 40 10 .... ....

Rural Financial Counselling Service and Farm Business

Mentoring 115 160 160 160

Rural Youth of Tasmania 15 15 20 20

TFGA - Living Next Door to a Farmer Campaign 20 40 40 ....

Whole of Government White Paper on the

Competitiveness of Tasmanian Agriculture for

20503 .... .... .... ....

Wine - Vineyard Productivity, Business Development,

Markets, Branding 100 150 200 150

Women in Agriculture 30 30 30 30

Tasmanian Rural Water Strategy3 .... .... .... ....

Weeds Action Fund 200 1 100 1 200 1 200

Other Initiatives

Aboriginal Joint Management of Reserves 200 200 .... ....

Agri-food Plan: Implementation 3 003 2 458 2 203 1 253



2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000

Ben Lomond Ski Patrol 30 30 30 ....

Bushfire Management in the Tasmanian Wilderness World

Heritage Area - Bushfire Planning, Migration and

Response

500 500 500 ....

Cradle Mountain Visitor Experience 17 650 3 000 .... ....

Irrigation - Tranche 2 Increased Investment 10 000 .... .... ....

Maria Island Rediscovered 1 080 .... .... ....

Orange-bellied Parrot5 2 170 170 170 170

Salmonid Aquaculture Regulation6 500 500 500 500

Tamar Estuary and Esk Rivers Program 60 60 .... ....

Three Capes Track - Stage 3 2 477 .... .... ....

Tourism Infrastructure in Parks 4 000 .... .... ....

Valuation and Information System of Tasmania

Redevelopment1 200 .... .... ....

Notes: 1. The Tasmanian Government was successful in negotiations to secure Australian Government funding for this initiative. 2. This project contains both capital and recurrent components. 3. This initiative is funded from within the Department’s existing budget allocation. 4. These initiatives will be delivered via a grant to the Inland Fisheries Service. 5. This project contains both capital and recurrent components. The capital cost will be offset by asset sale proceeds from the

current property at Taroona. 6. This activity will be funded by Industry.

Additional Support for Keep Australia Beautiful

This initiative increases the Government support provided to Keep Australia Beautiful (Tasmania) from $30 000 to $45 000 per annum for four years. These additional funds will further support the work of Keep Australia Beautiful (Tasmania) to deliver programs including Tidy Towns, Sustainable Cities, Clean Beaches, School Environment Awards Program and the ongoing management and expansion of the Eco School environment program.

Bass Strait Islands Biosecurity Officers

This initiative boosts biosecurity on Flinders Island and King Island by investing an extra $480 000 over four years. Funding of $225 000 for Flinders Island and $255 000 for King Island will provide for an additional part-time biosecurity officer for each island to support landholders to tackle weeds, pests and other issues affecting agricultural production.


Biosecurity Emergency Response and Research Fund

The Australian Government has provided $20 million to establish a Biosecurity Emergency Response and Research Fund. The Fund will help meet the costs associated with the current eradication program for Queensland Fruit Fly. The Fund will also support additional operations staff and specialist advisors to work across the State to boost Tasmania’s capacity to respond to future threats from QFF by delivering biosecurity operations and services and assist with understanding future biosecurity and disease risks to Tasmania.

Biosecurity Risk Management and Truck and Machinery Washes

Recurrent funding of $510 000 over four years will support Biosecurity Tasmania’s continued collaboration with industry groups and farmers, to plan for and manage post-border biosecurity risks and to support on-farm biosecurity hygiene strategies. This initiative will also provide capital funding of $2 million over four years for a network of truck and machinery wash down stations, delivered in partnerships with farmers, agribusinesses, non-government organisations and local government. The network of wash down stations will contribute to improvements in biosecurity and farm hygiene.

Commercial Fisheries

Extend East Coast Rock Lobster Translocation

The extension, for a further four years, of funding for the East Coast rock lobster translocation program builds on the success of the existing Government program. The extension works towards achieving the biomass rebuilding strategy for the East Coast rock lobster fishery and will benefit both commercial and recreational fisheries.

Fisheries Integrated Licensing and Management System

The Government committed $1.2 million in 2016-17 to fund the ongoing development of the Fisheries Integrated Licensing and Management System to maximize the efficiencies for fisheries management and quota monitoring. This initiative provides a further $5 million over four years to support the transition of the commercial fisheries sector to the digital age. The funding will enable further enhancements to FILMS allowing digital licensing, real time transfer of fisheries data and streamlining of licence and quota management processes.

TSIC Maritime and Policy Support

This initiative provides $150 000 over three years to assist the Tasmanian Seafood Industry Council to improve safety for the commercial fisheries and marine farming sectors.

Increase Funding for the Institute of Marine and Antarctic Studies

The Government has committed to increase the level of ongoing funding provided by the State for the world class Institute of Marine and Antarctic Studies, by $1 million, to $14 million over five years from 2019-20. This funding will provide for additional research into the fishing and marine farming industries and ongoing support for the assessment of new and sustainable fisheries opportunities.


Industry Led Abalone Productivity Improvement Program

Funding of $5.1 million over five years to 2022-23 is provided to establish the Abalone Industry Reinvestment Fund. The Fund will be established by diverting a portion of existing royalties and will provide support for industry-led projects that assist in maintaining and enhancing the sustainability and value of the abalone fishery.

Maintain Funding of the Abalone Industry Development Trust Fund

This initiative provides ongoing funding of $200 000 per annum for four years for the Abalone Industry Development Trust Fund. The funding is to be provided to the Tasmanian Abalone Council Ltd to undertake projects to assist with developing new markets, undertaking economic analysis and assisting in maintaining the sustainability of the abalone fishery.

Community Clean Ups

A partnership will be developed between EPA Tasmania, Community Corrections and local government to mobilise offenders on Community Service Orders to assist in the removal of rubbish and litter in our parks, reserves and public areas.

Crack-down on Illegal Dumping - Litter Act

Tasmania has regulatory provisions regarding littering and dumping, but they are not well suited to more significant cases of dumping. This initiative will introduce a new category of offence for the Litter Act 2007, with stricter penalties, commensurate with the offence and the subsequent costs to the community for the proper, responsible disposal of waste.

Environmental Legislation Regulatory Review

This initiative will make improvements to the State’s environmental regulatory settings to guarantee proper protection of our environment, while ensuring those proposing projects are clear on the process and their obligations. Legislative amendments will provide a more efficient framework for establishing and maintaining contemporary policy settings. Changes are also being considered to streamline the EPA’s regulatory framework to ensure its assessment, regulatory functions and processes are efficient and remain contemporary, making assessments more straight forward, transparent and timely, while not compromising strong environmental outcomes.

Fallow Deer Census

In 2018-19 the Department and the new Tasmanian Game Council will work with stakeholders to develop a statewide Fallow Deer Census. This $150 000 initiative will allow commencement of the census which will increase knowledge and understanding of the distribution of deer across Tasmania and those areas vulnerable to their spread, to support better management of deer in Tasmania.

Free Parks Passes for Tasmanian Seniors

In 2018-19, this initiative will provide Seniors Card holders with free access to 19 national parks across Tasmania, by way of a free parks pass, in recognition that Tasmanian seniors have worked hard and often continue to support the environment through volunteering in many of our parks and reserves. This support will continue in future years by way of a 50 per cent reduction of the concession fee, for Seniors Card holders, for all parks passes across the State.


Growing Our World-Class Inland Fisheries

A range of initiatives will be delivered in conjunction with the Inland Fisheries Service to support participation and growth in Tasmania’s trout fishery. The initiatives include:

Anglers Access Program

Funding of $200 000 from 2019-20 to 2021-22 to expand the Inland Fisheries Service Anglers Access Program across priority lakes and rivers in the North West, North East and Derwent Catchments. This will be delivered in partnership with Anglers Alliance Tasmania and local angling clubs.

Anglers Alliance Tasmania - Support

Funding of $215 000 over four years from 2019-20 is provided to Anglers Alliance Tasmania, the peak group representing 26 000 trout anglers. The funding will support Anglers Alliance Tasmania in its work to improve trout fishery and support anglers.

Cheaper to Go Trout Fishing

The cost of inland trout fishing licences will be frozen at 2017-18 prices for the next four years. This initiative will make it cheaper to go trout fishing. Funding of $300 000 will fully offset the revenue the Inland Fisheries Service would have otherwise received.

Marketing Angling Tourism

Funding of $30 000 is provided in 2018-19 to work with Trout Guides and Lodges Tasmania and Anglers Alliance Tasmania to market and promote angling tourism. This includes the Trout Expo and capitalising on the international profile the World Fly Fishing Championship 2019 will bring to Tasmania’s trout fisheries.

Upgrading Amenities at High Visitation Trout Waters

Funding of $300 000 over two years for the Inland Fisheries Services, in collaboration with Anglers Alliance Tasmania and local authorities to build and upgrade existing and new community amenities to support high-visitation fishing locations.

Illegal Rubbish Disposal Smartphone App

Part of Safeguarding Tasmania’s unique natural environment is cracking down on illegal dumping. This initiative will provide $100 000 in 2018-19 to enable expansion of the current litter reporting mechanism through the development of a new online application. This application will provide the functionality for location of dumps to be recorded and hot spots identified.

Improved Racing Integrity and Animal Welfare

Greyhound Adoption Grant and Brightside Grant

The Greyhound Adoption Program focusses on finding permanent homes for greyhounds when they retire from racing. This initiative provides $100 000 of funding to the Greyhound Adoption Program in 2018-19 to assist in rehoming efforts. A grant of $30 000 will be provided to Brightside Farm Sanctuary in 2018-19 for veterinary costs associated with preparing greyhounds for adoption.


Racing Steward Cadetships

This initiative provides $550 000 over four years for the employment of two steward cadetship positions. Steward cadets will learn the trade under the direction of highly qualified and experienced stewards and the Director of Racing, and development plans will be put in place to encourage cadets to consider stewarding as a long-term career, with clear future pathways within the Office of Racing Integrity.

Injured and Orphaned Wildlife Program Coordination

This initiative will create a dedicated wildlife rehabilitation coordinator role in the Department, to coordinate the Injured and Orphaned Wildlife Program across the State.

Investing In Our National Parks and Reserves

Our national parks and reserves are attracting increasing numbers of visitors each year and support a range of nature-based tourism operators. To protect our natural assets, future-proof our tourism infrastructure and enhance the parks experience for locals and visitors, around $31 million over four years will be invested in frontline services, improved statewide infrastructure, and boosting maintenance, in addition to the significant existing investment in national parks and reserves. A further $65 million over five years will be invested by the State and Australian Governments into the Cradle Mountain Experience initiative. This investment will be committed through the following initiatives:

Boosting National Parks Rangers and Frontline Staff

This initiative will fund 15 new positions within the Parks and Wildlife Service, to ensure that the services delivered match the growing numbers of domestic and international visitors, and, most importantly, the expectations of local commercial operators and the Tasmanian community.

Cradle Mountain Experience

The Government has a vision that will take iconic Cradle Mountain to the next level. The unprecedented investment in the region by the Tasmanian Government of $56.8 million, and Australian Government commitment of $30 million, will align with the Cradle Mountain Experience Master Plan 2016 and build on the popularity of Cradle Mountain as a destination through a new era in visitor experience that elevates the Cradle Mountain visitor experience to one that rivals World Heritage sites around the world.

The $35 million commitment over five years by the Tasmanian Government, in addition to the previously allocated $21.8 million, as well as the $30 million Australian Government funding, will:

revitalise visitor facilities at the existing “gateway” to Cradle Mountain, outside of the national park, including a new visitor centre; commercial/retail precinct; car-parking, shuttle bus transit stations and significantly improved visitor facilities;

redevelop the existing carpark at the iconic Dove Lake, within the World Heritage Area, and develop a new viewing shelter to create an enhanced visitor experience; and

invest $30 million, matched by the Australian Government’s commitment of $30 million, to facilitate the development of a Cradle Mountain cable-way, ensuring visitors have all-year, all-weather access to Dove Lake.


As part of this commitment, funding of $5 million will support the development of a sensitive and appropriate iconic tourism experience in partnership with the private sector, on Crown Land adjacent to the World Heritage Area.

These strategic investments will ensure the visitor experience at Cradle Mountain matches the spectacular natural beauty of the area. It will further build the Tasmanian brand and will increase investment in the Cradle Coast region, boost the visitor economy and create jobs.

Improved Statewide Visitor Infrastructure

Funding of $16 million over four years to improve visitor infrastructure across the State will see significant investment in our iconic national parks experiences and heritage assets. Works include, but are not limited to:

Maria Island: $4 million to further improve infrastructure and heritage sites;

Overland Track: $3 million to renovate public huts on this world famous track;

East Coast Camping: $1.5 million to upgrade popular camps including Diana’s basin camping area, Humbug Point camping area and camp areas in the wukalina/Mount William National Park;

Tasman National Park Gateway: $1 million to improve facilities such as viewing platforms, tracks, toilets and carparks at key locations such as the Devils Kitchen, Tasman Arch and Fortescue Bay;

Cockle Creek: $800 000 to improve the southern gateway to the Tasmanian Wilderness World Heritage Area;

The Nut: $450 000 to upgrade visitor infrastructure at the Stanley icon;

Highfield House: $250 000 for visitor amenity improvements;

Ben Lomond National Park: $400 000 to upgrade the shuttle bus car park below Jacobs Ladder;

Sarah Island: $450 000 to improve the visitor experience through track upgrades, building conservation works and new interpretative signs;

Corinna Boat Ramp: $50 000 to remediate damage to the boat ramp caused during the 2016 floods; and

Bond Store: $300 000 to revitalise the historic Bond Store ahead of opening an expression of interest process for a tourism or community development.

National Parks - Maintenance Boost

The Parks and Wildlife Service manages in excess of $1 billion of assets which service visitor needs and experiences within our parks and reserves across the State. Ongoing maintenance of the asset portfolio is a critical part of the work undertaken by the Parks and Wildlife Service. This initiative will provide $8 million over four years to support essential asset repairs and maintenance work to ensure that our parks are safe and presented to a standard that visitors expect.


Move 100 DPIPWE Staff to North

The North and North West are key contributors to economic growth through primary industries such as agriculture, agribusiness and fisheries. The location of government offices and staff positions in the North and North West should reflect the important contribution these regions make to our economy. An initiative of $1.8 million over four years will facilitate the movement of 100 positions in DPIPWE from Hobart to the North and North West, through staff turnover and voluntary incentive programs.

Additional capital funding of $600 000 over two years will support capital works and fit out of Prospect/Mount Pleasant and Stony Rise offices to support the move of the positions to the North and North West.

New Game Council and Game Services Tasmania

This initiative is to modernise the management of game and browsing animals through a new independent Tasmanian Game Council, and establishment of the new Game Services Tasmania with a primary industries focus. It will provide support to landholders, farmers and hunters to sustainably manage all issues relating to game and browsing animals.

Next Iconic Walk

This initiative will invest up to $20 million over a five year period to deliver Tasmania’s next iconic multi-day, hut-based walk. Feasibility and survey works will be undertaken initially to determine a preferred location for this significant visitor attraction. It is anticipated that construction will commence in 2020-21 following detailed planning, design and approvals.

On-farm Energy and Irrigation Audits

The On-farm Energy and Irrigation Audit Program of $750 000 over three years from 2018-19 will provide a subsidy to engage qualified professionals to review farm energy use, infrastructure and systems and identify savings strategies. This initiative will be led by the Department of State Growth.

Oyster and Shellfish Real Time Sensor Monitoring

This initiative of $400 000 over four years from 2018-19 is to enhance the real time monitoring sensor network. The program will involve the peak industry body Oysters Tasmania in determining the specifications for a sensor network, managing the acquisition of services and management of the network.

Putting the Land Back Into Landcare

The Landcare movement involves farmers and the community in practical works that sustain our productive soils and farm land, rivers, biodiversity and other natural resources. This new initiative will be delivered through the following initiatives:

Double Funding to Landcare Tasmania

Additional funding of $480 000 will be provided over four years from 2018-19 to the Tasmanian Landcare Association. This doubles the funding to support grass roots Landcare groups to $960 000 over four years.


Landcare Action Fund - Competitive Grants/Cows out of Creeks Project

A new $2 million Landcare Actions Grants Program over four years from 2018-19 to co-invest with farmers, Landcare and other community organisations on practical, on-ground works for sustainable agriculture and river care. This includes $200 000 for the DairyTas “Cows out of Creeks” project.

Regional Natural Resource Management Groups - Increase Core Funding

Funding for Natural Resource Management will be increased to $4.2 million over four years from 2018-19 to enable NRM North, NRM South and Cradle Coast NRM to coordinate involvement in Landcare programs.

Raptor Refuge Reporting Hotline

The Raptor Refuge looks after injured Tasmanian birds of prey. It relies on volunteers for bird rehabilitation and on members of the public to report injured animals. This initiative provides $7 000 per annum for four years from 2018-19 to establish and run a dedicated telephone hotline for reporting of injured birds.

Recreational Fisheries

This group of initiatives will support recreational fisheries.

Improve Catch Opportunities - Fish Aggregation Devices

This initiative will provide $450 000 over four years from 2018-19 to enable the purchase and installation of four new Fish Aggregation Devices. FADs are man-made devices that are tethered to the sea bed and are used to attract a wide variety of fish, providing a new fishing option for recreational fishers and charter operators. This initiative will be led by Marine and Safety Tasmania.

Recreational Fishing - Improved Boat and Trailer Parking

Improvements to parking facilities at a number of key locations for recreational fishing will be provided over three years from 2018-19. In conjunction with local councils, the Government will provide $2.2 million for upgrades to current parking facilities at key boat ramps and look to develop overflow parking opportunities for these sites. This initiative will be led by Marine and Safety Tasmania.

Supporting TARFish

In the 2017-18 Budget, $146 000 was provided in 2017-18 to the Tasmanian Association of Recreational Fishing Inc, the State’s peak body representing recreational marine fishers. This funding is to ensure the body has the capacity to deliver services to its members and the Government. Building on this, $620 000 in additional funding will be provided over the next four years from 2018-19 to TARFish to ensure its ongoing viability, and improved provision of services to recreational fishers and the Government.

Royal Tasmanian Botanical Gardens - New Visitor Centre

This initiative of $1 million in 2018-19, and a further $2.6 million in 2019-20, will contribute to the construction of a new visitor centre at the Royal Tasmanian Botanical Gardens.


Save the Tasmanian Devil

This initiative of $450 000 per annum over four years from 2018-19 will ensure the delivery and evolution of the Save the Tasmanian Devil Program into the future, including building on the success of the Wild Devil Recovery trials.

ShellMAP Industry Development - the Revamped Shellfish Quality Assurance and Aquaculture Market Access Program

The Department will partner with the oyster and shellfish industry to coordinate industry development under the ShellMAP program. Funding of $400 000 over four years from 2018-19 will enable projects, proposed by Oysters Tasmania, that improve the capacity of the oyster industry to manage market access programs.

Supporting the Racing Industry

Remove Efficiency Dividend on Tasracing

The Government has removed the efficiency dividend imposed on Tasracing, with an additional $300 000 per annum in funding from 2018-19 enabling Tasracing to further invest in and grow the racing industry.

Thoroughbred and Harness Racing Breeding Program

Funding of $350 000 per annum over five years from 2018-19 is provided for a grant for thoroughbred and harness breeding programs to further strengthen the Tasmanian racing industry. This grant will provide incentive to increase breeding of racehorses in Tasmania, creating new jobs within breeding, racing and associated primary industries and increasing Tasmania’s presence in the national breeding market.

Taking Agriculture to the Next Level

Agricultural Centre of Excellence - Blundstone Scholarship

The contribution to the Blundstone Scholarship of $60 000 per annum over six years from 2018-19 will assist students who would not otherwise access higher education, undertake an Associate Degree in Agribusiness at the University of Tasmania.

Agricultural Research Development and Extension Whitepaper - Increased Funding to Tasmanian Institute of Agriculture

The Tasmanian Government’s additional contribution to the Tasmanian Institute of Agriculture of $3 million over five years from 2018-19 takes the total investment to $28 million. The increased funding will support the establishment of a new Agricultural Innovation Fund for specific industry-aligned priority research programs.

Agricultural Research Development and Extension Whitepaper - Modernise Our Research Farms

This initiative provides $7 million over three years from 2018-19 to modernise Crown and TIA research farm assets and make our research farms the centre of excellence for practical research and demonstration.


Agricultural Show Development Grants Program

Funding of $1 million over five years from 2018-19 will support an Agricultural Show Development Grants Program to enable rural and regional show societies, across Tasmania, to upgrade vital community infrastructure.

Dairy Farm Extension to Grow More, Milk More, Make More

Funding of $900 000 over four years from 2018-19 has been provided for a dairy farm extension “grow more, milk more, make more” initiative, to work with dairy farmers. Areas of focus will be productivity, farm business and value-adding strategies to continue to grow production, improve farm profitability and meet processing and market demand for our milk and branded dairy products. This initiative will be co-managed by the Department of State Growth.

Extend the Stock Underpass Program

An additional $600 000 has been provided over three years commencing in 2019-20 to offset the costs associated with stock underpass infrastructure, improving farm and road safety and increasing farm efficiency. In addition to existing funding of $500 000 in the 2017-18 Budget for 2018-19, this brings the total initiative funding to $1.1 million over four years.

Fruit and Veg - Export Market Development, Product Value and Farm Productivity

A horticulture market and trade development initiative will provide $550 000 over four years from 2018-19 to work with fruit and vegetable growers and agribusiness. The initiative will exploit new collaborative market and export opportunities, drive increased trade, product value and farm productivity. This initiative will be co-managed by the Department of State Growth.

Hemp Industry Development Support

An initiative of $150 000 over three years will support the Hemp Association of Tasmania with grower communications, product development, marketing and branding to support exponential growth in the hemp industry.

Implementing the Bee Industry Futures Report

Funding of $750 000 over three years from 2018-19 has been made to work closely with bee keepers and crop pollinators to implement the Government Bee Industry Futures Report. This initiative will focus on resource access, biosecurity, hive productivity, and crop pollination resilience. This commitment includes $500 000 for selected infrastructure upgrades to improve resource access.

New AgriGrowth Liaison Officers

An additional two AgriGrowth Liaison Officers based in the North, combined with a new primary producers hotline, will provide easier access and a single contact point for primary producers. Funding of $860 000 over four years from 2018-19 will enable this initiative.

Organics - Industry Development

This initiative provides $230 000 over four years from 2018-19 to work with organic accrediting bodies and assist farmers, producers, and agri-food businesses, interested in transitioning to organic production methods with certification and market development.


Red Meat - Increase Livestock Production Strategies

An initiative of $1 million over four years from 2018-19 to work with farmers and processors to increase trade, marketing, value and sales of Tasmanian red meat. This will complement practical strategies to increase local livestock production and throughput via effective pasture and grazing management, seasonal supply strategies, disease prevention, herd development and quality assurance.

Review Insurance Duties on Agriculture Insurance Products

A review of agricultural insurance products utilised by farmers, including any impediments, to manage risks from natural events such as drought, floods, hail and fire will be undertaken. The final scope will be determined in consultation with the Tasmanian Farmers and Growers Association, farmers and insurance industry.

Revitalise FarmPoint and E-contact For Farmers

The FarmPoint website will be modernised and connected with contemporary social media platforms to become the e-contact point for primary producers through funding provision of $50 000 over two years from 2018-19.

Rural Financial Counselling Service and Farm Business Mentoring

An additional $595 000 has been provided over four years from 2018-19 for Rural Financial Counselling Services and Farm Business Mentoring delivered by Rural Business Tasmania. RBT supports Tasmanian farmers with business skills, financial literacy, planning and debt mediation.

Rural Youth of Tasmania

Rural Youth Tasmania develops young people in rural industries leadership programs. This commitment of $70 000 over four years from 2018-19 will enable their future work.

TFGA - Living Next Door to a Farmer Campaign

The TFGA will be provided with $100 000 over three years from 2018-19 towards a “living next door to a farmer” Campaign. This Campaign will support the TFGA to work with farmers, the real estate industry and local government to support good neighbourly relations, especially where farmland adjoins existing or new urban and peri-urban developments.

Whole of Government White Paper on the Competitiveness of Tasmanian Agriculture for 2050

In consultation with farmers and agribusiness, the whole of government White Paper will consider policy improvements to address key issues impacting the cost of production, investment and the profitability of farmers and agribusiness.

Wine - Vineyard Productivity, Business Development, Markets, Branding

A wine market development and tourism initiative of $600 000 over four years from 2018-19 is designed to drive the value and reputation of Tasmanian wine. This funding will also help with industry initiatives in vineyard productivity research and winery small business skills support. The initiative will be co-managed by the Department of State Growth.


Women in Agriculture

This initiative provides $120 000 over four years from 2018-19 to Women in Agriculture to build capacity for more rural women to take leadership roles in Tasmanian primary industries.

Tasmanian Rural Water Strategy

To support the next phase of water development, a new Tasmanian Rural Water Strategy will guide our future water management arrangements; ensure integrated, fair and efficient water administration and compliance; deliver water security for farmers and irrigators; and manage our water assets to achieve sustainable outcomes in a changing climate for agricultural growth, the environment and rural communities.

Weeds Action Fund

A new Weed Action Fund of $5 million over five years from 2018-19 will be invested with farmers, Landcare and other community organisations to tackle weeds that are impacting on valuable agricultural and environmental assets. A Tasmanian Weed Advocate will be established to work in partnership with the Department to identify the strategic on-ground priorities across land tenures and coordinate the WAF.

Other Initiatives

Other ongoing 2017-18 Budget Deliverables, identified in Table 10.1 and described in the 2017-18 Budget, will continue to be delivered concurrently with the 2018-19 Key Deliverables.


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

Output Group 1 - Land Tasmania;

Output Group 2 - Primary Industries;

Output Group 3 - Natural and Cultural Heritage;

Output Group 4 - Water Resources;

Output Group 5 - Racing Regulation and Policy;

Output Group 6 - Biosecurity Tasmania;

Output Group 7 - Environment Protection and Analytical Services; and

Output Group 8 - Parks and Wildlife Management.

Table 10.2 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 - Lands Tasmania

1.1 Land Titles, Survey and Mapping Services 12 141 11 825 11 952 12 154 12 421

1.2 Valuation Services 5 618 5 996 6 026 6 256 6 264

17 759 17 821 17 978 18 410 18 685

Output Group 2 - Primary Industries

2.1 AgriGrowth Tasmania2 6 936 9 118 9 644 9 945 9 217

2.2 Marine Resources3 11 511 12 690 12 897 13 226 13 284

2.3 Supervision of Poppy and Hemp Crops 719 585 594 608 621

19 166 22 393 23 135 23 779 23 122

Output Group 3 - Natural and Cultural Heritage

3.1 Resource Management and Conservation4,5 14 956 11 559 12 172 12 037 12 186

14 956 11 559 12 172 12 037 12 186

Output Group 4 - Water Resources 4.1 Water Resource Management 8 405 8 450 8 503 8 618 8 744

8 405 8 450 8 503 8 618 8 744


Table 10.2: Output Group Expense Summary1 (continued) 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Output Group 6 - Biosecurity Tasmania

6.1 Biosecurity6 22 566 26 794 25 100 24 917 24 997

6.2 Product Integrity7 2 775 3 808 3 804 3 750 3 743

25 341 30 602 28 904 28 667 28 740

Output Group 8 - Parks and Wildlife Management 8.2 Crown Land Services 12 405 12 607 12 580 12 701 12 814

12 405 12 607 12 580 12 701 12 814



Minister for Aboriginal Affairs Output Group 3 - Natural and Cultural Heritage

3.3 Aboriginal Heritage5,8 2 698 2 179 2 209 2 260 2 314

2 698 2 179 2 209 2 260 2 314

Minister for Heritage Output Group 3 - Natural and Cultural Heritage

3.2 Historic Heritage Services9 3 084 2 799 2 835 2 891 2 959

3.4 Royal Tasmanian Botanical Gardens10 2 749 3 828 5 494 2 987 3 095

5 833 6 627 8 329 5 878 6 054

Minister for Environment Output Group 3 - Natural and Cultural Heritage

3.5 Threatened Species 3 392 3 447 3 491 3 459 3 530

3 392 3 447 3 491 3 459 3 530

Output Group 7 - Environment Protection and Analytical Services

7.1 Environmental Management and Pollution Control11 16 570 17 407 15 957 16 874 15 153

7.2 Analytical Services12 5 241 5 895 5 935 5 997 6 065

21 811 23 302 21 892 22 871 21 218


Table 10.2: Output Group Expense Summary1 (continued) 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Minister for Parks Output Group 8 - Parks and Wildlife Management

8.1 Parks and Wildlife Management5,13 64 179 69 898 68 510 69 276 69 615

64 179 69 898 68 510 69 276 69 615


Minister for Racing Output Group 5 - Racing Regulation and Policy

5.1 Racing Regulation and Policy14 4 610 5 397 5 352 5 468 5 605

4 610 5 397 5 352 5 468 5 605


TOTAL 241 416 256 258 255 663 256 505 256 450



2. The increase in AgriGrowth Tasmania in 2018-19 reflects additional funding received primarily due to the Taking Agriculture to the Next Level initiatives and the transfer of Game Services Tasmania from Output Group 3.1 Resource Management and Conservation. The increase in 2019-20 reflects additional funding received for the Taking Agriculture to the Next Level initiatives. The decrease in 2021-22 reflects a reduction in funding for the Agri-food Plan.

3. The increase in Marine Resources in 2018-19 reflects additional funding received for the Industry Led Abalone Productivity Improvement Program and to Maintain Funding of the Abalone Industry Development Trust Fund.

4. The decrease in Resource Management and Conservation in 2018-19 reflects the cessation of the Acute Riparian Recovery Program, the Agri-food Plan Agricultural Landscapes Rehabilitation Scheme and the transfer of Game Services Tasmania to Output Group 2.1 AgriGrowth Tasmania. This is partially offset by additional funding received for the Regional Natural Resource Management Groups - Increase Core Funding and Landcare Action Fund - Competitive Grants and Double Funding to Landcare Tasmania initiatives.

5. The Australian Government has committed $25.5 million over five years from 2018-19 to contribute to the management of the Tasmanian Wilderness World Heritage Area from 2018-19. The new Funding Agreement will incorporate the existing baseline funding allocation (reflected in the current Forward Estimates) and additional TWWHA extension funding (not reflected in the Forward Estimates), totalling $25.5 million over five years.

6. The increase in Biosecurity in 2018-19 primarily reflects additional Australian Government funding received for the Biosecurity Emergency Response and Research Fund. The decrease in 2019-20 primarily reflects a partial reduction in funding for activities supported by the Biosecurity Emergency Response and Research Fund and reduced funding for the Pilchard Orthomyxovirus vaccine for Salmonids, partially offset by additional funding received for the Weeds Action Fund initiative.

7. The increase in Product Integrity in 2018-19 reflects additional funding for Oyster and Shellfish Real Time Sensor Monitoring, ShellMAP Industry Development, and a reassessment of overhead costs to better reflect the provision of expenditure for the Output.

8. The decrease in Aboriginal Heritage in 2018-19 reflects a reduction in Australian Government project funding for the Management of the TWWHA (refer to note 5). The impacts of the new TWWHA funding agreement is not reflected in the 2018-19 Budget and Forward Estimates for this Output.


9. The decrease in Historic Heritage Services in 2018-19 reflects the cessation of funding for the Development of the Woolmers Estate Visitor Centre initiative.

10. The increase in Royal Tasmanian Botanical Gardens in 2018-19 and 2019-20 reflects additional funding for a new visitor centre. The decrease in 2020-21 reflects the cessation of this funding.

11. The movements in Environmental Management and Pollution Control across the Forward Estimates reflect revised cash flows for the Nyrstar Ground Water Management Strategy.

12. The increase in Analytical Services in 2018-19 reflects additional Bio-toxin testing for the ShellMAP program. 13. The increase in Parks and Wildlife Management in 2018-19 reflects additional funding received for the Boosting National Parks

Rangers and Frontline Staff initiative, and increased revenue to support the ongoing management of the State’s national parks. The decrease in 2019-20 reflects a reduction in funding for the current funding agreement with the Australian Government for Three Capes Track Stage 3 and the Management of the TWWHA (refer to note 5).

14. The increase in Racing Regulation and Policy in 2018-19 reflects additional funding received for the Thoroughbred and Harness Racing Breeding Program, Racing Steward Cadetships, Greyhound Adoption Grant and Brightside Grant.

Output Group 1: Land Tasmania

1.1 Land Titles, Survey and Mapping Services

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

1.2 Valuation Services

This Output provides an authoritative valuation service for Government on acquisition, purchase, sale and rental of property, including quality control of statutory property valuations. This Output also administers and delivers a uniform and consistent valuation system to support rating and taxing in Tasmania. Supplementary valuation services for municipal areas in Tasmania are also either undertaken by the Office of the Valuer-General or subcontracted to valuation firms.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Quality of Tasmania’s land survey and valuation

services

Complying surveys lodged1 % 91 95 93 93

Objections resulting in an amended valuation2 % 0.22 0.06 <2.0 <2.0

Efficiency of land registration processes

Sealed plans lodged under the Early Issue Scheme

registered within 10 working days of lodgement of

the original plan3 % 84 87 80 80



Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Accessibility of quality land information to

support decision making

Number of land related data sets available via the

LIST4

Number of

data sets 1 201 1 620 1 600 2 100

Number of land related data sets available under

open data provisions5

Number of

data sets 61 73 75 140

Level of government, industry and public use of LIST

web service6

Number of

requests

(million) 457 745 650 840

Level of government, industry and public use of LIST

website7

Number of

sessions

(million) 1.75 1.96 1.95 2.3

Notes: 1. This performance measure was introduced in 2015-16 following revisions of the Surveyors Act 2002 and Surveyors Regulations 2014

that enabled the Surveyor-General to implement a targeted audit program. 2. This performance measure represents the percentage of total valuation notices issued in a financial year that have an amended

valuation following the lodgement of an objection. It reflects the quality and consistency of valuations completed. 3. Sealed plans lodged under the Early Issue Scheme are examined before plans not lodged under that Scheme. 4. This measure reflects the number of layers available via LISTmap and includes layers secured and accessible by specific clients

such as emergency service organisations. 5. Open data refers to data that is easily discoverable and usable by anyone, under the least restrictive and easy-to-understand use

conditions. Land Tasmania wherever possible will also release such data at no cost in many formats via the LIST infrastructure. 6. This measure captures the volume of client transactions to the LIST web services. 7. This measure captures the volume of client web sessions (i.e. numbers of times they access the LIST website and its components)

using standard web browsers.

Output Group 2: Primary Industries

2.1 AgriGrowth Tasmania

This Output supports the Government’s commitment to grow the value of the agricultural sector in Tasmania tenfold to $10 billion by 2050. It oversees the delivery of Cultivating Prosperity in Agriculture and Tasmania’s Sustainable Agri-Food Plan 2016-18. The majority of the agricultural research, development and extension services delivered via the Tasmanian Institute of Agriculture are reflected in this Output. It also includes Game Services Tasmania, which has been established to support landholders, farmers and hunters to effectively manage game and browsing animal issues relating to the hunting and primary industry sectors.

2.2 Marine Resources

This Output supports the orderly and sustainable development and management 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 to the Institute for Marine and Antarctic Studies to assist aquaculture and fisheries research.


2.3 Supervision of Poppy and Industrial Hemp Crops

This Output aims to maintain a securely regulated poppy industry through responsibility for the licensing, inspection, supervision and management of the poppy industry.

This Output ensures that the cultivation of poppy crops is performed in accordance with the Poisons Act 1971, ensuring policy coordination and preparation of advice to the Government, liaison with private enterprise, government agencies, growers and other stakeholder bodies.

The Output is also responsible for ensuring the licensing, inspection and testing of all industrial hemp crops is undertaken in accordance with the Industrial Hemp Act 2015 and Regulations.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Value of primary industries sector

Gross value of agricultural and fish production

Wild fisheries1 $ million 180.7 175.9 175 175

Aquaculture2 $ million 730.7 760.7 762 863.7

Agriculture3 $ million 1 484.9 na 1 587 1 681

Food production value added4 $ million 4 078.7 na 4 350 4 600

Exports of food, agriculture and fisheries

Overseas exports5 $ million 686.8 na 680 700

Interstate food trade6 $ million 2 498.6 na 2 700 2 800

Efficiency of fishers' licensing processes

Fishers' licensing transaction times

% completed in 3

working days 97 97 95 95

External funds leveraged from Government

investment in primary industries research7

External funds received by TIA8 $ million 8.2 7.1 8.0 8.0

External funds received by IMAS-SMRCA9 $ million 7.6 4.1 3.5 3.5

Accessibility of information to support farmers

to run their businesses

Links to external websites provided via the

FarmPoint website10 Number 760 760

760 760

Level of public use of FarmPoint11 Pages '000 75 56 55 55

Supervision of Poppy and Hemp Crops

Cost of Poppy Advisory Control Board per licence

issued12 $ 857 1 021 1 037 1 229



Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Support for GMO moratorium

Former GM canola sites remediated - cumulative13 Number 4 4 4 4

Former GM canola sites with substantial progress

towards remediation - cumulative14 Number 6 6 6 na

Notes: 1. Targets for this measure are based on the total allowable commercial catches, set for the relevant licensing years, which do not

coincide with financial years. Similarly, actuals relate to the licensing year ending in the relevant financial year. 2. The 2015-16 Actual previously published in the 2017-18 Budget Paper has been adjusted down based on more recent data. 3. This figure includes food and non-food agricultural production. The target assumes smooth growth toward a value of $10 billion

by 2050. Data is not yet available for 2016-17. 4. This measure is reported in the Tasmanian Food and Beverage Industry ScoreCard, which is published by the Department. It is

calculated from data sourced from the Australian Bureau of Statistics, the Department, primary producers, industry bodies and major food processors. The 2015-16 value, previously published in the Department’s 2017 Annual Report, has been revised to reflect updated data. Data is not yet available for 2016-17. The 2017-18 target assumes primary production targets are attained.

5. This measure is derived from ABS overseas export data and incorporates meat, dairy, fish, fruit and vegetables. The 2017-18 target assumes primary production targets are attained and no significant change in the value of the Australian dollar. Data is not yet available for 2016-17.

6. The net value of interstate trade is calculated by the Department and reported in the Tasmanian Food and Beverage Industry ScoreCard which is published by the Department. It is the residual value of food production value added after overseas exports and Tasmanian consumption is accounted for. The 2015-16 value, previously published in the Department’s 2017 Annual Report, has been revised to reflect updated data. Data is not yet available for 2016-17.

7. The funds received by TIA and the IMAS - Sustainable Marine Research Collaboration Agreement are calculated on a calendar year; for example, 2014-15 refers to the total amount of funds received during the 2014 calendar year. These measures exclude the contribution by the University of Tasmania.

8. This measure excludes the contribution by the University of Tasmania. It is only one measure of the success of the Joint Venture Agreement with TIA. The TIA Strategic Plan, updated in June 2016, identifies the priorities for the Institute, including supporting the Government’s plan to increase the contribution of agriculture to the Tasmanian economy. The 2016-17 actual was a reduction of $1.1 million from 2015-16 due to the competitive process of funding bids.

9. The funds received by the Institute for Marine and Antarctic Studies, Sustainable Marine Research Collaboration Agreement are calculated on a calendar year; for example 2015-16 refers to the total amount of funds received during the 2015 calendar year. These measures exclude the contribution by the University of Tasmania. The substantial reduction in 2016-17 resulted from the early withdrawal of the commercial partner’s funding in the Rock Lobster Aquaculture Hub. The targets reflect this impact. IMAS is currently seeking replacement funding from prospective partners. The reduction has no significant implications for the major commercial or recreational fisheries in Tasmania.

10. The FarmPoint website provides easy access to information required by farmers to run their business. A Project to modernise the FarmPoint website is scheduled for 2018-19.

11. The 2016-17 actual figure shows a decline in page hits from the previous year, but this is unlikely to reflect an actual decline in the use of FarmPoint information. There is now considerable overlap in content between the DPIPWE website and the FarmPoint site. Data shows hits on the equivalent DPIPWE pages have risen substantially while hits on FarmPoint have fallen. It is likely this adjustment in use will continue and the targets for this measure reflect this. The Project to modernise the FarmPoint website is expected to increase the level of use in future years.

12. The increase in the indicator in 2016-17 is primarily the result of a reduction in the number of licences issued to grow poppies in Tasmania in response to reduced global demand. Poppy cultivation licences are no longer issued annually, but rather for a period of up to five years. For this reason and to ensure consistency in reporting of this measure to date, the target for 2018-19 has been derived from the number of active poppy cultivation licences under issue during the 2017-18 season (450 licences issued of which 387 were active).

13. An audit program of former GM canola trial sites was implemented to monitor compliance with permits for the sites and assess them for release from management. Remediated sites are those that have been released, as monitoring evidence suggested that each could be considered clear of canola. Figures are cumulative, i.e. the total number of remediated sites as at the end of the financial year. After nearly 20 years in operation, a review of the audit program is underway with the aim of moving to a risk-based model.

14. All GM canola trial sites have been regularly audited in 2017-18 and no volunteer GM canola plants have been detected. The review of the audit program (see note 13) will lead to development of a more appropriate and useful performance measure to apply from 2018-19. Under the current program, substantial progress towards remediation requires demonstration that there has been no germination after two soil disturbances within 12 months and at least six months apart. This has proven inconsistent with contemporary farming practices and is no longer considered to provide helpful information.


Output Group 3: Natural and Cultural Heritage

3.1 Resource Management and Conservation

This Output provides for the conservation and sustainable use of Tasmania’s natural values and land resources. The Output manages the State’s terrestrial and marine natural values to ensure their sustainable use and conservation.

3.2 Historic Heritage Services

This Output aims to recognise, protect and ensure the sound statutory management of places of State historic cultural heritage or significance to the whole of Tasmania; facilitate their sustainable use, development and adaptive reuse; foster understanding of its importance to local communities and the visitor economy; and assist local government to manage places and precincts of local significance.

3.3 Aboriginal Heritage

This Output aims to protect, conserve and promote Tasmania’s unique Aboriginal heritage. It seeks to increase community understanding and valuing of Aboriginal heritage by providing training, education and interpretation materials. The Output supports organisations and individuals in fulfilling their responsibilities, both culturally and environmentally. Aboriginal Heritage Tasmania provides administrative support to the Minister’s advisory body, the Aboriginal Heritage Council. The Cultural Management Group established within Aboriginal Heritage Tasmania oversees implementation of the cultural aspects of the Tasmanian Wilderness World Heritage Area Management Plan 2016.

3.4 Royal Tasmanian Botanical Gardens

This Output 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. Further information on the Royal Tasmanian Botanical Gardens is provided in chapter 24 of this Budget Paper.

3.5 Threatened Species

This Output provides for the management and protection of threatened species and whales. The Output aims to ensure that threatened species are protected and retained in the wild and to prevent further species becoming threatened.



Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Proportion of Tasmanian land reserved

Land protected either by legislation or by contract in

conservation reserves, under covenant or heritage

regimes1 % 50.1 50.3

50.3 50.4

Area of Tasmanian private land reserved for a

nature conservation purpose

Private land covered by voluntary binding

conservation agreements2

Hectares

'000 99.2 107.4 110 109.7

Accessibility of information to support natural

resource management and development

decisions

Level of use of the Natural Values Atlas (page hits)3 Pages '000 150.7 133.8 150 160

Percentage of threatened species covered by a listing

statement4

% 45.8 45.9 48 46.5

Changes in status of threatened species5

Threatened species showing a decline in status Number 14 6 3 3

Threatened species showing an improved status6 Number 17 1 4 4

Genetic diversity of the Tasmanian devil

Extent of genetic diversity of the Tasmanian devil

insurance population7 % 99.0 98.81 >95 >95

Management of the wild Tasmanian devil

population

Number of devils within secure meta (wild)

population8 Number 98 160 170 193

Historic Heritage Services

Percentage of places on the Tasmanian Heritage

Register likely to meet at least one registration

criterion % 86.5 90 94 95

Percentage of places on the Tasmanian Heritage

Register actively managed9 % 22.7 18.5 16 15

Proportion of development applications determined

within the statutory timeframe10 % na 100 100 100



Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Aboriginal Heritage

Permit recommendations provided to the Director of

National Parks and Wildlife within 20 working

days11 % 92 96 100 100

Permit recommendations provided to the Director of

National Parks and Wildlife that include evidence of

community engagement % 100 100 100 100

Response to applicant or their consultant within

10 working days in relation to Aboriginal Heritage

Search or Desktop Assessment12 % 96 98 100 100

Royal Tasmanian Botanical Gardens

RTBG total visitors13 Number

'000 443 461 470 475

Tasmanian Seed Conservation Centre, number of

collections held in seed store14 Number 1 710 1 793 1 840 1 880

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 total land area of Tasmania used is 6.8 million hectares, based on the mean high-water mark. This includes Macquarie Island and other Tasmanian offshore islands. Only the terrestrial portion of reserves is reported on. The use of the preliminary Tasmanian Reserve Estate layer may result in slight variances in the annual figures quoted as they are subject to revision based on the final reserve data.

2. Voluntary binding conservation agreements include both conservation covenants and management agreements, except for offset and compensation covenants. The measure represents the cumulative total for reservation. A decline in the 2018-19 target is due to a 900 hectare fixed term covenant that will expire on 30 June 2018.

3. These are the number of page requests from the NVA website. NVA data is also accessed through other channels such as the LIST and the Threatened Species Link which do not register as NVA page hits.

4. This measure indicates the availability of information to support decisions about threatened species management and recovery. This measure includes approved Listing Statements and draft Listing Statements that await comment from the Threatened Species Scientific Advisory Committee and the Threatened Species Community Review Committee and final approval by the Secretary of the Department. It does not include species information contained in notesheets and other media.

5. Changing the status of threatened species requires the completion of the formal process detailed in the Threatened Species Protection Act 1995. In 2015-16, a number of listing processes begun in 2013-14 and 2014-15 were completed. This, combined with a series of taxonomic changes resulted in a relatively high number of changes in threatened species status during the period.

6. The formal process to improve the status for several threatened species was not concluded in 2016-17. These species were carried over into the following year and therefore the target for 2017-18 has been increased to reflect this. The original target of 1 was reported in the 2017-18 Budget.

7. This measure is aimed at assessing the extent of genetic variation within the devil insurance population. Maintaining 95 per cent genetic diversity is considered desirable to minimise the likelihood of inbreeding within the population and to ensure that animals remain fit for release at a later date, as and if required. The assessment is undertaken on an annual basis following the breeding season. It examines the genetic characteristics of the insurance population compared with the founder insurance animals. Note that the genetic diversity of the founder population does not currently reflect that of the wild population. This will be rectified via fresh founder intake planned over the next four years. The actual figures are sourced from the Zoo and Aquarium Association’s Annual Reports.

8. This performance measure provides information on the progress of establishing wild populations that are free from the devil facial tumour disease. The number of Tasmanian devils in the secure wild populations in 2015-16 relates to the population established on Maria Island. A new population was established on the Tasman and Forestier Peninsulas in 2015-16 and current targets and actuals include this. The figures are the best estimate from within a statistical range and include Tasman (35), Forestier (35) and Maria (103). Note that 33 devils were removed from Maria Island during 2016-17 and six were added to increase genetic diversity. The target for 2018-19 is based on an anticipated increase of the Forestier population by 20 devils.


9. This measure reflects the percentage of places on the Heritage Register for which Heritage Tasmania has had an active role in management. These are places where a statutory decision was made in the registration or works areas or where a grant is being managed by Heritage Tasmania.

10. This performance measure tracks the Tasmanian Heritage Council’s ability to determine a discretionary permit application within the 35 or 49 day timeframes prescribed in the Historic Cultural Heritage Act 1995.

11. The Department provides permit advice directly to the Director of National Parks and Wildlife for consideration by the Minister in accordance with the Aboriginal Heritage Act 1975.

12. This measure reports on Aboriginal Heritage Tasmania response time for providing relevant Aboriginal heritage site information to the applicant or their consultant prior to any field investigations, or providing determinations regarding the need for an Aboriginal heritage assessment. The Desktop Assessment is now referred to as the Desktop Review.

13. Visitation to the Gardens grew more than projected for 2016-17, corresponding to a general increase in tourism to Tasmania. This trend is expected to continue and therefore the target for 2017-18 has been increased from 450 000 to 470 000. The original 450 000 target was published in the 2017-18 Budget.

14. A collection is defined as a quantity of seeds collected for a particular species, from a particular location, in a particular year. The data records viable seed collections held in the seed store each year. Collections found to be non-viable or used up for conservation programs or research purposes are routinely removed from the collections list.

Output Group 4: Water Resources

4.1 Water Resource Management

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


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Amount of water available for irrigation

Total volume of water licensed for irrigation1

Megalitres

(ML) '000 755 794 780 825

Level of farm water development2

Division 3 dam works permits approved per annum Number na 39 30 30

Division 3 storage capacity approved per annum3 ML na 24 619 9 000 9 000

Division 4 dam works permits approved per annum Number na 8 10 15

Division 4 storage capacity approved per annum4 ML na 183 1 200 1 000

Efficiency of dam permit processing5

Average time for processing applications for Division dam

works permit approvals Days na 62 84 84

Average time for processing applications for Division dam

works permit approvals4 Days na 6 14 14



Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Quality of water information

Proportion of streamflow sites that meet quality

assurance standards6 % 98.9 98.8 95 95

Notes: 1. This measure refers to the volume of water licensed and should be read as a cumulative total. A further approximately

100 000 ML is available through other statutory water entitlements, which are not recorded on the Department’s register. 2. Legislative changes to the Water Management Act 1999 that came into effect on 1 January 2016 created Division 3 and Division 4

dam categories. No data is available for these categories or these measures prior to 2016-17. 3. The 2016-17 actual was much higher than expected, as a number of proposed dams were brought forward into the period in

anticipation of funding becoming available. As a consequence, the target volumes for the ensuing years is set considerably lower. 4. The 2016-17 actual was well below what was expected as the number of landowners applying to create small on-farm buffer

dams was lower than anticipated. 5. The statutory timeframe for processing dam applications under the Water Management Act is 84 days. Interpretation of this

measure needs to take account of the introduction of an integrated process for dealing with environmental issues at proposed dam sites. Amendments to the Act that took effect on 1 January 2016 provide for a new process for low-risk dams under Division 4. The legislation provides 14 days for a decision on whether an application is required under Division 3.

6. The targets for this measure are set to the nationally accepted benchmark which is 95 per cent.

Output Group 5: Racing Regulation and Policy

5.1 Racing Regulation and Policy

This Output delivers probity and integrity services to the Tasmanian racing industry. This is achieved by:

registering race clubs;

licensing and registering industry participants and racing animals;

providing handicapping and grading services;

providing stipendiary stewards;

enforcing national and local rules of racing for each racing code;

registering and regulating on-course bookmakers and their agents;

setting the integrity conditions applicable to all Tasmanian race field information publication approvals;

providing administrative support to the Tasmanian Racing Appeal Board;

undertaking high-level research and analysis on a range of issues relating to the Tasmanian racing industry;

developing, implementing and evaluating racing policy in Tasmania, with reference to local and national developments in the sector;

representing the State and the local racing industry on national bodies and in national forums, in relation to racing integrity and related matters; and

ensuring compliance with the requirements of the Racing Regulation Act 2004.



Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Drug Detection1

Swabs taken by stewards Number 2 950 2 888 3 600 3 500

Positive swabs to swabs taken % 0.27 0.31 0.30 0.3

Suspensions, disqualifications, fines and appeals

Suspensions, disqualifications and fines imposed by

stewards on licensed persons2 Number 519 717 470 450

Suspensions, disqualifications and fines appealed to the

Tasmanian Racing Appeal Board Number 29 33 20 20

Appeals to the Tasmanian Racing Appeal Board where

conviction quashed % 17 21 16 15

Appeals to the Tasmanian Racing Appeal Board where

penalty varied % 28 15 18 18

Licensing and Registration

Persons licenced or registered3 Number 1 675 1 551 1 700 1 400

Licence and registration applications (not referred to

Licensing Panel) approved within 14 days % 98 98.7 100 100

Licencing and registration decisions appealed to the

Tasmania Racing Appeal Board Number 4 1 0 0

Appeals to the Tasmanian Racing Appeals Board where

licensing or registration decision overturned Number 2 0 0 0

Handicapping4

Races handicapped Number 699 668 770 770

Races handicapped requiring a redraw after publication

of the fields, due to errors % 0.14 0.89 0 0

Grading4

Races graded Number 1 637 1 615 1 650 1 650

Races graded requiring a redraw after publication of the

fields, due to errors % 0.43 0.49 0 0

Notes: 1. Under improved racing integrity measures since 2015-16, comprehensive testing is now occurring in a more strategic and

proactive way. Swabs include both animals and humans. 2. This measure is difficult to forecast and largely beyond the control of the Office of Racing Integrity. 3. The reduction in numbers in 2016-17 can be partly explained by a change in licence and registration requirements. Some

greyhound owners and syndicate members are no longer required to be licensed or registered. The 2018-19 Target has been revised to reflect this change.

4. The total number of races conducted is determined by Tasracing. The harness races are handicapped and the greyhound races are graded by the Office of Racing Integrity.


Output Group 6: Biosecurity Tasmania

6.1 Biosecurity

This Output supports Tasmania’s Sustainable Agri-Food Plan 2016-18 by providing scientific risk-based systems to exclude, eradicate or effectively manage pests and diseases that jeopardise the relative pest and disease free status of Tasmania. The Output delivers diagnostic services to support sustainable pest and disease control measures and to validate the State’s relative pest and disease free status with scientific evidence. This Output also ensures animal welfare practices are consistent with legislative requirements and community expectations.

6.2 Product Integrity

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


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Appropriateness of import requirements for plants and

animals

Current and relevant import requirements in place for plants

and plant products1 % 100 100 100 100

General authorities and conditions for animals and animal

products reviewed2 % 100 100 100 100

Responses to notifications of weeds, pests and diseases

are undertaken in accord with State and national

protocols

Proportion of notifications requiring further regulatory

action - weeds3

%

6.4 2.5 <10 <10

Proportion of notifications followed up - pests and diseases4 % 100 100 100 100

Compliance with response protocols5 % 100 100 100 100

Effectiveness of Diagnostic Services

Compliance with the relevant International Standard as

applied to veterinary and plant testing laboratories6 Yes/No Yes Yes Yes Yes

Barrier inspections conducted to appropriate standards

Effective screening of all passenger transfers from Bass Strait

ferries and major airports7 % na na 100 100



Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Effective Approved Quarantine Places

Fully compliant Approved Quarantine Places % 100 100 100 100

Compliance with food safety standards by primary

producers and processors

Food safety quality assurance plans/programs approved

annually by DPIPWE for eligible

producers/processors - cumulative Number 197 208 210 210

Audits of high risk food safety areas without significant

findings8 % 99 98 100 100

Compliance with animal welfare standards

Audits of high risk animal use undertaken without significant

findings9 % 100 100 100 100

Compliance with chemical usage legislation

Audits of agricultural and veterinary chemical usage without

significant findings10 % na na 100 100

Notes: 1. This measure refers to the percentage of import requirements that are current and relevant. The requirements are reviewed

within three years. 2. For this measure, requirements are reviewed within three years according to program specifications. 3. The measure is calculated on the number of regulatory follow-ups (e.g. requirement notices, infringement notices) required once

a landowner has been formerly notified that they have a declared weed on their property and should begin action to control it. The lower the percentage of required follow-ups, the higher the proportion of compliance.

4. The biosecurity system includes processes to follow up notifications of quarantine plant pests and diseases and notifiable animal diseases. This occurs as a result of public or industry reports and detections and diagnostic investigations in the Tasmanian biosecurity laboratories.

5. Plant and animal biosecurity response protocols apply at state and national levels and are used in the event of a detection of a quarantine plant/animal pest or disease.

6. For plant health laboratories, this measure applies to the plant virology laboratory only. Entomology, plant pathology and molecular laboratories are currently working towards meeting the international standard.

7. This performance measure was introduced in 2017-18 to better describe contemporary biosecurity approaches to screening of passengers and goods. “Effective screening” may include both pre-border and border activities to reduce the risk of the introduction of pests and diseases via ferry and airplane passengers.

8. 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. A significant finding is a contravention on the part of a producer that presents an imminent and serious risk to the safety of primary produce intended for sale or that would cause significant unsuitability of primary produce intended for sale. During an audit, minor non-compliances may be detected and corrective action taken. Such non-compliances do not represent a serious risk to food safety.

9. High risk animal use refers to intensive farming activities that, if not controlled adequately and in accordance with standards, can present an animal welfare risk.

10. Routine audits were suspended in 2015-16 due to unprecedented biosecurity responses. A new risk-based audit program has since been under development to ensure controls on the handling and use of agricultural chemicals are being complied with. Pilot audits were conducted in 2016-17 as a prelude to a risk analysis that was completed in December 2017 which will inform the finalisation of a measured and targeted approach to risk-based auditing by mid-2018.


Output Group 7: Environment Protection and Analytical Services

7.1 Environmental Management 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, via a risk based approach, environmental impacts of large industrial and municipal activities; and monitor environmental performance.

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.


Performance Measure

Unit of Measure 2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Air quality1

Hobart - exceeds PM2.5 standard No. of days 1 1 0 0

Hobart - exceeds PM10 standard No. of days 0 0 0 0

Launceston - exceeds PM2.5 standard No. of days 12 9 0 0

Launceston - exceeds PM10 standard No. of days 0 6 0 0

Devonport - exceeds PM2.5 standard No. of days 0 8 0 0

Devonport - exceeds PM10 standard No. of days 0 4 0 0

Assessment and Regulation of Activities

Number of Environment Protection Notices and

Contaminated Sites Notices issued2 Number 71 69 70 70

Percentage of assessments undertaken within

statutory timeframe3 % 96 88 100 100

Percentage of planned audits of premises undertaken

within scheduled timeframe4 % 48 68 100 100

Analytical Services Tasmania

Number of analyses performed5 '000 317 241 150 170

Jobs reported on time % 57 65.3 80 70

Notes: 1. The ambient air quality measure is calculated on a calendar year basis; for example 2015-16 in the above table refers to

performance against the standard during the 2015 calendar year. The increased number of exceedances of the PM2.5 and PM10 standards in 2016-17 was due to smoke from the Tasmanian bushfires in 2016. All of the PM10 exceedances at Launceston and Devonport were due to bushfires. Six of the nine PM2.5 exceedances at Launceston and all of the PM2.5 exceedances at Devonport were also due to bushfires.

2. This measure identifies the number of key types of notices issued under the Environmental Management and Pollution Control Act 1994. These notices are issued as required and the target figure therefore represents an expected number based on current practice rather than a desirable target.


3. This measure indicates activity performance against section 27H of the Environmental Management and Pollution Control Act, which sets timeframes for the completion of the assessments.

4. This measure addresses planned audits only. A further 18 unplanned audits were undertaken during 2016-17 (equivalent to an additional 16 per cent).

5. The lower target for 2017-18 reflects a reduction in client demand which is subject to variation from year to year.

Output Group 8: Parks and Wildlife Management

8.1 Parks and Wildlife Management

This Output aims to protect, promote and manage Tasmania’s world-renowned parks and reserve system. These areas provide significant environmental, social, cultural and economic benefits and experiences. This Output provides for their sustainable use through maintenance, appropriate infrastructure, high-quality visitor experiences and a culture that promotes visitor safety. It also manages significant biodiversity restoration programs complemented by the development and implementation of enhanced biosecurity measures.

8.2 Crown Land Services

This Output manages Crown land, ensuring its suitable use and development. It also provides specialist Crown property-related advice to government and the private sector.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Management Plans

Protected land covered by approved management plans1 % 60 65 65 65

Level of volunteer support

Registered volunteer partner organisations2 Number 102 105 105 110

WILDCARE Inc. registered members2 Number 7 146 6 124 7 500 8 000

Visitor numbers3

Cradle Mountain '000 231 238 251 283

Freycinet '000 272 292 300 329

Gordon River '000 85 85 92 96

Lake St Clair '000 94 90 104 104

Mole Creek Caves '000 55 46 61 68

Mt Field '000 192 194 208 217

Narawntapu '000 46 48 51 54

Crown Land Services

Value of sales completed per year4 $ million 0.53 0.78 0.7 0.7

Number of lease and licence agreements issued5 Number 391 252 400 410


Notes: 1. This measure refers to protected land managed under the National Parks and Reserves Management Act 2002 by the PWS. It does

not include private sanctuaries or private nature reserves. It also does not include the Port Arthur or Coal Mines Historic Sites, which have a management plan in place but are managed by another authority. Protected land includes both reserved inland and marine waters. The percentage of reserved area covered by management plans increased by five per cent in 2016-17 with the approval of the Tasmanian Wilderness World Heritage Area Management Plan in December 2016. The previously reported target for 2017-18 of 64 per cent was incorrect due to a rounding error.

2. The PWS maintains a Volunteer Partner Organisation register, listing organisations that work alongside the PWS on projects and programs. The majority of these partner organisations are branches of WILDCARE Inc, formed by WILDCARE Inc members to provide support to specific reserves or undertake activities such as whale stranding response. WILDCARE Inc maintains a member database, recording number of members, their interests and skills.

3. The PWS does not count visitors to every national park or reserve. An estimate is made of the number of visitors to selected sites, including those in the table. Data for the Gordon River is collected in the Tasmanian Visitor Survey (Tourism Tasmania) and therefore only includes visitors to Tasmania. The 2015-16 actuals for Cradle Mountain, Gordon River and Mount Field previously reported in the 2017-18 Budget were for the 12 months ending March 2016. The data presented above for these sites is for the 12 months ending June 2016. The 2016-17 actual for Cradle Mountain is for the 12 months ending March 2017 and is therefore a preliminary estimate for the reporting period.

4. Sales revenue fluctuates depending on market conditions and number of applications received. 5. This measure includes lease and licence agreements that are either new, conversion, transfer, renewal, variation, or transfer and

conversion.


CAPITAL INVESTMENT PROGRAM Table 10.11 provides financial information for the Department’s Capital Investment Program. For more information on the Capital Investment Program, see chapter 6 of The Budget Budget Paper No 1.

Table 10.11: Capital Investment Program

Estimated 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

New Infrastructure Commitments Minister for Parks

Cradle Mountain Experience1 65 000 3 000 13 000 15 000 20 000

National Parks - Maintenance Boost2 8 000 2 000 2 000 2 000 2 000

Next Iconic Walk2 20 000 500 1 000 2 500 5 000

Minister for Primary Industries and

Water Agricultural Research Development and

Extension Whitepaper - Modernise Our

Research Farms2 7 000 1 000 3 000 3 000 ....

Biosecurity Risk Management and Truck

and Machinery Washes2 2 000 200 600 600 600

Fisheries Integrated Licensing and

Management System2 6 150 880 1 500 1 500 1 500

Implementing the Bee Industry Futures

Report2 500 500 .... .... ....

Move 100 DPIPWE Staff to North2 600 200 400 .... ....

Recreational Fishing - Improved Boat and

Trailer Parking2 2 200 600 600 1 000 ....


Minister for Environment

Orange-bellied Parrot Facility3 2 500 2 000 .... .... ....





$'000 $'000 $'000 $'000 $'000

Minister for Parks

Cradle Mountain Visitor Experience3 21 750 17 650 3 000 .... ....

Improved Statewide Visitor Infrastructure2 16 000 4 000 4 000 4 000 4 000

June 2016 Floods - Parks Infrastructure4 11 900 1 500 .... .... ....

Maria Island Rediscovered3 1 680 1 080 .... .... ....

Three Capes Track - Stage 3 4 000 2 477 .... .... ....

Tourism Infrastructure in Parks 8 000 4 000 .... .... ....

Minister for Primary Industries and Water Crown Land Services - Structural Asset

Upgrades Ongoing 556 556 556 556


Notes: 1. This initiative is funded over five years. The total CIP funding includes Australian Government funding. 2. A description of this Project is provided in the Key Deliverables section at the commencement of this chapter. 3. The increase in estimated expenditure in 2018-19 from the estimates presented in the 2017-18 Budget reflects a reallocation of

expenditure from 2017-18 to 2018-19. 4. This excludes expenditure of $1.8 million that has been reimbursed through insurance claims paid directly to the Department.

Orange-bellied Parrot Facility

The Government has committed $2.5 million to enable the construction of a new fit for purpose facility including improved infrastructure for captive breeding. Construction of a new facility will support the preservation of the critically endangered Orange-bellied Parrot including the capacity to increase the captive-bred population and ensure a greater number of birds are available for release in the parrot’s breeding areas at Melaleuca in the Tasmanian Wilderness World Heritage Area. This capital cost will be offset by the proceeds of the sale of the existing property at Taroona in the State’s south, which will be surplus following the relocation of the captive population to new facilities.

Cradle Mountain Visitor Experience / Cradle Mountain Experience

The Government has a vision that will take iconic Cradle Mountain to the next level. The unprecedented investment in the region by the Tasmanian Government of $56.8 million, and Australian Government commitment of $30 million, will align with the Cradle Mountain Experience Master Plan 2016 and build on the popularity of Cradle Mountain as a destination through a new era in visitor experience that elevates the Cradle Mountain visitor experience to one that rivals World Heritage sites around the world.


June 2016 Floods - Parks Infrastructure

Infrastructure assets within reserves managed by the Parks and Wildlife Service were significantly impacted by the flood and storm events that occurred in June and July 2016. Funding of $11.9 million is enabling repairs to Tasmania’s important roads and tourism infrastructure damaged in the floods, predominantly in the State’s North and North West. This is in addition to insurance reimbursements of $1.8 million received by the Department.

Maria Island Rediscovered

The initiative provides $1.7 million over two years from 2017-18 to support restoration of the World Heritage listed “Darlington” site and provide substantial improvements to the visitor services which will allow locals and tourists to re-discover Maria Island as a world class experience and iconic destination. The project protects the values that locals treasure and provide long term economic stimulus to the East Coast Region.

Three Capes Track - Stage 3

The Three Capes Track on the Tasman Peninsula has attracted national recognition as one of the world’s great coastal walks after receiving the gold award at the Australian Tourism Awards. The Government has provided $4 million towards ongoing investment in this experience and construction of Stage 3 of the track has commenced. This stage of the development will provide improved access to Cape Raoul and Shipstern Bluff.

Tourism Infrastructure in Parks

The Tourism Infrastructure in Parks Program provides funding to continue the delivery of the renewal of visitor facilities in national parks and other reserves across the State. The TIIP focusses on the use and enjoyment of the parks estate by the public and commercial enterprises. In partnership with the tourism sectors, the Program ensures well planned, sustainable, visitor infrastructure and longer term jobs in construction and park maintenance.

Crown Land Services - Structural Asset Upgrades

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





$'000 $'000 $'000 $'000 $'000




Grants3 12 682 19 494 18 601 19 368 19 365


Fees and fines 8 995 8 729 8 838 8 951 9 070

Interest4 360 203 199 195 195

Other revenue 2 310 2 597 2 622 2 597 2 597







Other expenses8 3 891 5 560 6 355 6 541 6 245


Net result from transactions (net operating balance) 9 169 26 045 15 457 16 508 21 428

Other economic flows included in net result

Net gain/(loss) on non-financial assets9 4 814 2 314 2 314 2 314 2 314

Total other economic flows included in net result 4 814 2 314 2 314 2 314 2 314

Net result 13 983 28 359 17 771 18 822 23 742





Notes: 1. The increase in Appropriation revenue - recurrent in 2018-19 primarily reflects funding being provided for initiatives detailed in

Table 10.1: Key Deliverables Statement. 2. The increase in Appropriation revenue - works and services in 2018-19 reflects additional funding received for the

Cradle Mountain Visitor Experience, National Parks - Maintenance Boost and Improved Statewide Visitor Infrastructure. The reduction in 2019-20 reflects a reduction in funding for the Cradle Mountain Visitor Experience and Tourism Infrastructure in Parks. The decrease in 2020-21 reflects finalisation of initial projects relating to the Cradle Mountain Visitor Experience partially offset by additional funding for the Next Iconic Walk. The increase in 2021-22 reflects additional funding for the Cradle Mountain Experience and Next Iconic Walk initiatives, partially offset by the cessation of funding for the Agricultural Research and Development and Extension Whitepaper - Modernise Our Research Farms.

3. The movement in Grants reflects Australian Government funding for the Biosecurity Emergency Response and Research Fund, Cradle Mountain Experience, the Three Capes Track - Stage 3, and the Management of the TWWHA.

4. The decrease in Interest in 2018-19 reflects revised estimates of Special Deposit and Trust Fund account balances that attract interest.

5. The increase in Employee benefits in 2018-19 reflects additional funding received for Boosting National Parks Rangers and Frontline Staff, increased Australian Government revenue for the Biosecurity Emergency Response and Research Fund, and increased retained revenue for the ongoing management of the State’s national parks.

6. The increase in Supplies and consumables in 2018-19 reflects additional Australian Government funding received for the Biosecurity Emergency Response and Research Fund, Taking Agriculture to the Next Level initiatives, increased activity for the Three Capes Track Business Enterprise, and increased revenue to support the ongoing management of the State’s national parks.

7. The decrease in Grants and subsidies in 2018-19 reflects the completion of the Agricultural Landscapes Rehabilitation Program and the Acute Riparian Recovery Program. This is partially offset by additional funding provided for initiatives detailed in Table 10.1: Key Deliverables Statement. The decrease in 2021-22 reflects revised cash flows for the Nyrstar Ground Water Management Strategy.

8. The increase in Other expenses in 2018-19 reflects additional funding received for the Industry Led Abalone Productivity Improvement Program, Thoroughbred and Harness Racing Breeding Program, Maintain Funding of the Abalone Industry Development Trust Fund and On-farm Energy and Irrigation Audits. The increase in 2019-20 reflects additional funding received for the Industry Led Abalone Productivity Improvement Program.

9. The decrease in Net gain/(loss) on non-financial assets reflects the sale of a property at Taroona to be offset against the cost of developing the new Orange-bellied Parrot Facility.





$'000 $'000 $'000 $'000 $'000



Fees and fines 18 666 18 706 19 022 19 345 19 706

Other revenue 7 322 7 322 7 322 7 322 7 322


Expenses from transactions Grants and subsidies 40 305 41 420 42 052 42 525 43 267

Transfers to the Consolidated Fund1 42 940 45 420 45 949 46 488 47 156



Net result .... .... .... .... ....


Note: 1. The increases in Sales of goods and services and Transfers to the Consolidated Fund in 2018-19 primarily reflect revised estimates

of Land Titles Office revenue due to increased activity in the Tasmanian property market.





$'000 $'000 $'000 $'000 $'000

Minister for Primary Industries and Water Output Group 1 - Lands Tasmania

1.1 Land Titles, Survey and Mapping Services 10 547 10 700 10 822 11 018 11 285

1.2 Valuation Services 3 877 4 076 4 145 4 262 4 365

14 424 14 776 14 967 15 280 15 650

Output Group 2 - Primary Industries

2.1 AgriGrowth Tasmania1 6 631 8 781 9 363 9 664 8 936

2.2 Marine Resources2 5 351 6 356 6 563 6 892 6 950

2.3 Supervision of Poppy and Hemp Crops 719 585 594 608 621

12 701 15 722 16 520 17 164 16 507

Output Group 3 - Natural and Cultural Heritage

3.1 Resource Management and Conservation3 11 849 8 697 9 162 9 181 9 338

11 849 8 697 9 162 9 181 9 338

Output Group 4 - Water Resources 4.1 Water Resource Management 6 858 6 848 6 901 7 016 7 142

6 858 6 848 6 901 7 016 7 142

Output Group 6 - Biosecurity Tasmania 6.1 Biosecurity 18 788 19 297 20 342 20 880 20 964

6.2 Product Integrity4 2 043 2 691 2 731 2 677 2 670

20 831 21 988 23 073 23 557 23 634

Output Group 8 - Parks and Wildlife Management

8.2 Crown Land Services5 4 106 4 504 4 602 4 723 4 836

4 106 4 504 4 602 4 723 4 836





78 442 82 937 88 497 90 128 86 499





$'000 $'000 $'000 $'000 $'000

Minister for Aboriginal Affairs Output Group 3 - Natural and Cultural Heritage

3.3 Aboriginal Heritage 2 370 2 168 2 198 2 249 2 303

2 370 2 168 2 198 2 249 2 303


2 370 2 168 2 198 2 249 2 303

Minister for Heritage Output Group 3 - Natural and Cultural Heritage

3.2 Historic Heritage Services7 3 037 2 752 2 788 2 844 2 912

3.4 Royal Tasmanian Botanical Gardens8 2 749 3 828 5 494 2 987 3 095

5 786 6 580 8 282 5 831 6 007


5 786 6 580 8 282 5 831 6 007

Minister for Environment Output Group 3 - Natural and Cultural Heritage

3.5 Threatened Species 3 292 3 347 3 391 3 459 3 530

3 292 3 347 3 391 3 459 3 530

Output Group 7 - Environment Protection and Analytical Services

7.1 Environmental Management and Pollution Control9 14 531 15 974 14 666 15 580 14 334

7.2 Analytical Services 2 074 1 987 2 010 2 057 2 110

16 605 17 961 16 676 17 637 16 444

Capital Investment Program10 3 710 2 000 .... .... ....


Works and Services 3 710 2 000 .... .... ....

23 607 23 308 20 067 21 096 19 974





$'000 $'000 $'000 $'000 $'000

Minister for Parks Output Group 8 - Parks and Wildlife Management

8.1 Parks and Wildlife Management11 30 883 33 333 34 642 35 478 35 790

30 883 33 333 34 642 35 478 35 790





52 965 69 693 53 638 53 126 61 117

Minister for Racing Output Group 5 - Racing Regulation and Policy

5.1 Racing Regulation and Policy13 4 343 5 130 5 085 5 201 5 338

4 343 5 130 5 085 5 201 5 338



34 725 36 189 36 525 37 027 37 542

Department of Primary Industries, Parks, Water and Environment



197 895 220 875 209 207 209 457 213 442




197 895 220 875 209 207 209 457 213 442


Notes: 1. The increase in AgriGrowth Tasmania in 2018-19 reflects additional funding received primarily due to the Taking Agriculture to

the Next Level initiatives, and the transfer of Game Services Tasmania from Resource Management and Conservation. The decrease in 2021-22 reflects a reduction in funding for the Agri-food Plan.

2. The increase in Marine Resources in 2018-19 reflects additional funding received for the Industry Led Abalone Productivity Improvement Program and to Maintain funding of the Abalone Industry Development Trust Fund initiative.

3. The decrease in Resource Management and Conservation in 2018-19 reflects the cessation of the Acute Riparian Recovery Program, the Agri-food Plan Agricultural Landscapes Rehabilitation Scheme, and the transfer of Game Services Tasmania to Output Group 2.1 AgriGrowth Tasmania. This is partially offset by additional funding received for the Increase Core Funding - Regional Natural Resource Management Groups, and Landcare Action Fund - competitive grants and Double Funding to Landcare Tasmania initiatives.

4. The increase in Product Integrity in 2018-19 reflects additional funding for Oyster and Shellfish Real Time Sensor Monitoring, ShellMAP Industry Development, and a reassessment of overhead costs to better reflect the provision of expenditure for the Output.

5. The increase in Crown Land Services in 2018-19 reflects additional funding received for Crown Land rates. 6. The increase in Capital Investment Program funding in 2018-19 reflects additional funding received for the Agricultural Research

Development and Extension Whitepaper - Modernise our Research Farms, Recreational Fishing - Improved Boat and Trailer Parking, Fisheries Integrated Licensing and Management System, and Implementing the Bee Industry Futures Report. The increase in 2019-20 reflects additional funding received for the Agricultural Research Development and Extension Whitepaper - Modernise our Research Farms, and the Fisheries Integrated Licensing and Management System. The decrease in 2021-22 reflects the cessation of the Agricultural Research Development and Extension Whitepaper - Modernise our Research Farms, and the Biosecurity Risk Management and Truck and Machinery Washes.

7. The decrease in Historical Heritage Services in 2018-19 reflects to the cessation of the Woolmers Estate Visitor Centre initiative. 8. The increase in Royal Tasmanian Botanical Gardens in 2018-19 and 2019-20 reflects additional funding received to contribute to

the construction of a new visitor centre. The decrease in 2020-21 reflects the cessation of this funding. 9. The movement in Environmental Management and Pollution Control across the Forward Estimates reflects revised cash flows

for the Nyrstar Ground Water Management Strategy. 10. The decrease in Capital Investment Program in 2018-19 reflects the completion of the Biotoxin Testing Laboratory initiative and

a reduction in funding for the Orange-bellied Parrot Facility. The decrease in 2019-20 reflects the completion of the Orange-bellied Parrot Facility.

11. The increase in Parks and Wildlife Management in 2018-19 reflects additional funding received for the Boosting National Parks Rangers and Frontline Staff initiative.

12. The increase in Capital Investment Program funding in 2018-19 primarily reflects additional funding received for the Cradle Mountain Experience, Improved Statewide Visitor Infrastructure, National Parks Maintenance Boost and Cradle Mountain Visitor Experience, partially offset by the cessation of June 2016 Floods - Parks Infrastructure. The decrease in 2019-20 reflects finalisation of initial projects relating to the Cradle Mountain Visitor Experience, Tourism Infrastructure in Parks, Three Capes Track - Stage 3, partially offset by additional funding received for the Cradle Mountain Experience. The increase in 2021-22 reflects additional funding received for the Cradle Mountain Experience and the Next Iconic Walk.

13. The increase in Racing Regulation and Policy in 2018-19 reflects additional funding received for the Thoroughbred and Harness Racing Breeding Program, Racing Steward Cadetships, and Greyhound Adoption Grant.





$'000 $'000 $'000 $'000 $'000

Revenue Collected on Behalf of the Consolidated Fund

Abalone Licences1 5 416 6 073 6 164 6 257 6 377

Environment Fees2 4 689 4 100 4 162 4 224 4 287 Land Information Charges 94 96 98 100 103

Lands Titles Office Dealings3 15 704 18 113 18 294 18 478 18 748 Marine Farms Fees and Recoveries 1 154 1 183 1 213 1 243 1 277 Other Revenue 5 000 5 000 5 000 5 000 5 000 Quarantine Fees 1 247 1 292 1 320 1 353 1 390 Regulatory Fees 5 342 5 220 5 304 5 387 5 470 Royalty Income 2 322 2 322 2 322 2 322 2 322 Water Licence Fees 1 972 2 021 2 072 2 124 2 182

42 940 45 420 45 949 46 488 47 156

Revenue from Appropriation Annual Appropriation 40 305 41 420 42 052 42 525 43 267

40 305 41 420 42 052 42 525 43 267


Notes: 1. The increase in Abalone Licences in 2018-19 reflects the higher average beach price of abalone which is based on the previous

three years of data. 2. The decrease in Environment Fees in 2018-19 reflects the adjustment of fee revenue received under the

Environmental Management and Pollution Control Act 1994 to expected levels. This reduction reflects fees charged less Annual Fee Remissions and Special Fee Remissions granted for compliance.

3. The increase in Lands Titles Office Dealings in 2018-19 reflects an increase in dealings lodged, reflecting a stronger property market.





$'000 $'000 $'000 $'000 $'000

Grants and Subsidies Contribution to Commonwealth, State and Industry

Organisations 470 470 470 470 470

Grant to Institute of Marine and Antarctic Studies1 2 605 2 605 2 805 2 805 2 905

Grant to Tasmanian Institute of Agriculture 1 958 1 958 1 958 1 958 1 958

Inland Fisheries Service - Government Contribution2 1 123 1 433 1 383 1 318 1 403

Port Arthur Historic Site Management Authority 3 657 3 785 3 886 4 038 4 217

Tasmanian Racing Assistance 30 382 31 059 31 440 31 826 32 204

Wellington Park Contribution 110 110 110 110 110 40 305 41 420 42 052 42 525 43 267

Transfer to the Consolidated Fund 42 940 45 420 45 949 46 488 47 156


Notes: 1. The increase in 2019-20 reflects additional funding for the Institute of Marine and Antarctic Studies to provide for additional

research into the fishing and marine farming industries and ongoing support for the assessment of new and sustainable fisheries opportunities.

2. The increase in 2018-19 primarily reflects additional funding for Upgrading Amenities at High Visitation Trout Waters, Anglers Alliance Tasmania Support, Marketing Angling Tourism and Cheaper to Go Trout Fishing.

Contribution to Commonwealth, State and Industry Organisations

This funding is the State’s contribution to cost sharing arrangements, as agreed at meetings of the Agriculture Ministers Forum and in relation to nationally agreed initiatives, particularly for biosecurity programs and projects. The funding contributes to activities under Output Group 2 Primary Industries, Output Group 3 Natural and Cultural Heritage and Output Group 6 Biosecurity Tasmania.

Grant to the Institute of Marine and Antarctic Studies

In 2010, the Department entered into the Sustainable Marine Research Collaboration Agreement with the University of Tasmania’s Institute of Marine and Antarctic Studies, to assist aquaculture and fisheries research. The Government provides its contribution to the joint venture by way of an annual grant. Activities of IMAS contribute to Output Group 2 Primary Industries.

Grant to the Tasmanian Institute of Agriculture

The Department and the University of Tasmania have an agreement in place for the Tasmanian Institute of Agriculture to undertake agricultural research, development, extension and education. The activities of TIA contribute to Output Group 2 Primary Industries and the balance of Government funding is reflected in that Output.


Inland Fisheries Service - Government Contribution

This funding represents the community service functions of the Inland Fisheries Service in relation to the conservation, protection and management of Tasmania’s native freshwater fauna and the carp management program.

Port Arthur Historic Site Management Authority

This funding represents the Government’s contribution to the Port Arthur Historic Site Management Authority to support the agreed conservation funding program for the Port Arthur, Coal Mines and Cascade Female Factory Historic Sites.

Tasmanian Racing Assistance

The Government separately funds the Tasmanian Racing Industry under a deed which provides secure funding and creates certainty for the Industry. The annual funding allocation allows Tasracing Pty Ltd to facilitate key administration roles and functions, including the responsibility for the corporate governance, strategic direction and funding of the Tasmanian Racing Industry, as well as ratification of national rules, the making of local rules and the setting of licence standards and criteria.

Wellington Park Contribution

The allocation represents the Government’s contribution to the cost of administering Wellington Park through a grant to the Wellington Park Management Trust.





$'000 $'000 $'000 $'000 $'000



Investments 7 961 7 985 7 985 7 985 7 985

Receivables 4 726 4 588 4 674 4 760 4 846

Equity investments 625 625 625 625 625

Other financial assets1 612 1 222 1 222 1 222 1 222

130 976 133 075 134 703 136 837 140 456


Inventories1 878 1 073 1 108 1 143 1 178

Property, plant and equipment 1 054 867 1 114 269 1 112 315 1 110 356 1 108 332

Infrastructure2 226 589 373 588 394 511 415 934 440 857

Heritage and cultural assets3 2 585 2 145 2 370 2 595 2 820

Intangibles 13 032 14 070 14 080 14 140 14 200

Other assets1 1 835 2 124 2 214 2 304 2 394

1 299 786 1 507 269 1 526 598 1 546 472 1 569 781

Total assets 1 430 762 1 640 344 1 661 301 1 683 309 1 710 237

Liabilities

Payables4 5 423 3 248 3 386 3 524 3 662

Provisions 8 493 8 169 8 169 8 169 8 169





Equity

Reserves6 267 388 356 805 359 280 361 755 364 230


Other Equity 917 532 917 607 917 607 917 607 917 607

Total equity 1 379 564 1 591 922 1 612 168 1 633 465 1 659 682

Notes: 1. The increase in these items in 2018-19 reflects updates based on the 30 June 2017 outcome. 2. The increase in Infrastructure in 2018-19 primarily reflects the inclusion of additional road infrastructure and the capitalisation

of Capital Investment Program works.


3. The decrease in Heritage and cultural assets reflects the transfer of two heritage assets to the Tasmanian Museum and Art Gallery.

4. The decrease in Payables in 2018-19 reflects the payment of accrued expenditure during 2016-17. 5. The decrease in Other liabilities in 2018-19 reflects a reduction in Australian Government revenue received in advance. 6. The increase in Reserves in 2018-19 reflects the indexation of land and building asset classes and the revaluation of the

infrastructure asset category. 7. The increase in Accumulated funds in 2018-19 reflects the identification of additional road infrastructure and the capitalisation

of Capital Investment Program works.




$'000 $'000 $'000 $'000 $'000


Cash and deposits 78 91 91 91 91

Receivables1 1 642 1 807 1 866 1 925 1 984


3 626 4 053 4 112 4 171 4 230

Total assets 3 626 4 053 4 112 4 171 4 230

Liabilities Payables 3 246 3 517 3 517 3 517 3 517

Other liabilities1 380 536 595 654 713


Total equity .... .... .... .... ....

Note: 1. The increase in Receivables, Other financial assets, and Other liabilities in 2019 reflect revised estimates based on the

30 June 2017 outcome.





$'000 $'000 $'000 $'000 $'000




Grants3 12 682 19 494 18 601 19 368 19 365


Fees and fines 8 995 8 729 8 838 8 951 9 070

GST receipts 9 070 9 070 9 070 9 070 9 070

Interest received5 360 203 199 195 195



Cash outflows


Superannuation6 (12 567) (13 394) (13 211) (13 354) (13 635)

GST payments (9 070) (9 070) (9 070) (9 070) (9 070)



Other cash payments9 (3 841) (5 510) (6 305) (6 491) (6 195)





Proceeds from the disposal of non-financial assets11 4 814 2 314 2 314 2 314 2 314


Net increase (decrease) in cash and cash equivalents held 3 395 (632) 1 542 2 048 3 533



Notes: 1. The increase in Appropriation receipts - recurrent in 2018-19 reflects additional funding being provided for initiatives detailed

in Table 10.1: Key Deliverables Statement.


2. The increase in Appropriation receipts - capital in 2018-19 reflects additional funding received for the Cradle Mountain Visitor Experience, National Parks - Maintenance Boost and Improved Statewide Visitor Infrastructure. The reduction in 2019-20 reflects a reduction in funding for the Cradle Mountain Visitor Experience and Tourism Infrastructure in Parks. The decrease in 2020-21 reflects a cessation in funding for the Cradle Mountain Visitor Experience, partially offset by additional funding received for the Next Iconic Walk. The increase in 2021-22 reflects additional funding received for the Cradle Mountain Experience, Next Iconic Walk initiative, partially offset by the cessation of funding for the Agricultural Research and Development and Extension Whitepaper - Modernise Our Research Farms.

3. The movement in Grants reflects Australian Government funding for the Biosecurity Emergency Response and Research Fund, the Cradle Mountain Experience, Three Capes Track - Stage 3 and the Management of the TWWHA.

4. The increase in Sales of goods and services in 2018-19 reflects additional revenue received from Park Entry fees, and from Parks and Wildlife Service Business Enterprises.

5. The decrease in Interest received in 2018-19 reflects revised estimates of Special Deposit and Trust Fund account balances that attract interest.

6. The increase in Employee benefits and Superannuation in 2018-19 reflects additional funding received for Boosting National Parks Rangers and Frontline Staff, increased Australian Government revenue for the Biosecurity Emergency Response and Research Fund, and increased retained revenue for the ongoing management of the State’s national parks.

7. The decrease in Grants and subsidies in 2018-19 reflects the completion of the Agricultural Landscapes Rehabilitation Program, and the Acute Riparian Recovery Program. This is partially offset by additional funding provided for initiatives detailed in Table 10.1: Key Deliverables Statement. The decrease in 2021-22 reflects revised cash flows for the Nyrstar Ground Water Management Strategy.

8. The increase in Supplies and consumables in 2018-19 reflects additional funding received for the Taking Agriculture to the Next Level initiatives, increased activity for the Three Capes Track Business Enterprise, and increased retained revenue for the ongoing management of the State’s national parks.

9. The increase in Other cash payments in 2018-19 reflects additional funding received for the Industry Led Abalone Productivity Improvement Program, Thoroughbred and Harness Racing Breeding Program, Maintain Funding of the Abalone Industry Development Trust Fund and On-farm Energy and Irrigation audits. The increase in 2019-20 reflects additional funding received for the Industry lead Abalone Productivity Improvement Program.

10. The increase in Payments for acquisition of non-financial assets in 2018-19 primarily reflects additional capital expenditure for the Cradle Mountain Visitor Experience, Cradle Mountain Experience, National Parks - Maintenance Boost and Improved Statewide Visitor Infrastructure. The reduction in 2019-20 reflects a reduction in funding for the Cradle Mountain Visitor Experience and Tourism Infrastructure in Parks, partially offset by an increase in funding for the Cradle Mountain Experience. The increase in 2020-21 reflects additional funding received for the Cradle Mountain Experience and Next Iconic Walk. The increase in 2021-22 reflects additional funding received for the Next Iconic Walk and Cradle Mountain Experience, partially offset by the cessation of funding for the Cradle Mountain Visitor Experience.

11. The decrease in Proceeds from the disposal of non-financial assets in 2018-19 reflects the sale of a property at Taroona to be offset against the cost of developing the new Orange-bellied Parrot Facility.





$'000 $'000 $'000 $'000 $'000




Fees and fines 18 666 18 706 19 022 19 345 19 706



Cash outflows Grants and subsidies (40 305) (41 420) (42 052) (42 525) (43 267)

Transfers to the Consolidated Fund (42 940) (45 420) (45 949) (46 488) (47 156)



Cash and deposits at the beginning of the reporting period 78 91 91 91 91

Cash and deposits at the end of the reporting period 78 91 91 91 91

Note: 1. The increase in Sales of goods and services in 2018-19 primarily reflects an increase in dealings lodged with the

Lands Titles Office, reflecting a stronger property market.

State Growth 287

11 DEPARTMENT OF STATE

GROWTH

AGENCY OUTLINE The Department of State Growth’s role is to enable and support economic growth, and facilitate the creation of jobs and opportunities for Tasmanians. In doing so, the Department has five key objectives:

work with Tasmanian businesses and industry to support growth and job creation;

grow and support Tasmania’s visitor economy;

build Tasmania’s brand as the best place in the country to live, work, invest and raise a family;

support industry and business growth by strategically managing our infrastructure and transport systems; and

build organisational capacity by developing our people, safety, systems and culture.

The Department provides portfolio support for the following Ministers:

Minister for Tourism, Hospitality and Events; and Minister for Trade, Hon Will Hodgman MP;

Minister for State Growth, Hon Peter Gutwein MP;

Minister for the Arts, Hon Elise Archer MP;

Minister for Education and Training, Minister for Infrastructure, Minister for Advanced Manufacturing and Defence Industries, Hon Jeremy Rockliff MP;

Minister for Resources and Minister for Energy, Hon Guy Barnett MP; and

Minister for Science and Technology, Hon Michael Ferguson MP.

The Department also supports the Parliamentary Secretary for Regional Development, Mark Shelton MP.

The Department is organised into four key areas: Cultural and Tourism Development; Industry and Business Development; Transport Services; and Business Services. The Department supports the Office of the Coordinator-General and Infrastructure Tasmania. State Growth works collaboratively and in partnership with other Government Departments to achieve growth in the Tasmanian economy. In delivering services to Tasmania and growing our State, we will be client centric, collaborative, values based, results driven, innovative, creative and adaptable.

This chapter provides the Department’s financial information for 2018-19 and over the Forward Estimates period (2019-20 to 2021-22). Further information on the Department is provided at www.stategrowth.tas.gov.au.

288 State Growth



2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000


Access to the South Line for the Tasmanian Transport Museum Society 25 .... .... ....

Agricultural Centre of Excellence (TasTAFE) .... 5 000 .... ....

Derwent Valley Rail line - access 25 .... .... ....

Develop new online marketing portal (MAST) 75 50 25 25

Digital Inclusion 100 100 100 100

Drysdale extension at Claremont and Devonport (TasTAFE) 3 500 .... …. ….

Dutch Mill - Edith Creek Support Package 775 775 .... ....

Encourage Philanthropic Support for TMAG and QVMAG 100 100 100 100

Event Attraction Fund 1 000 1 000 1 000 1 000

Extend Digital Ready Program .... …. …. 250

Extend Enterprize Hubs …. …. …. 278

Extend the Successful Agri-growth Loans Scheme1 .... .... .... ....

Extending the Great Eastern Drive - Binalong Bay Road .... 2 000 2 500 ....

Great Customer Experience 700 700 700 700

Greater Hobart Traffic Vision 3 325 6 250 7 600 13 600

Heritage Renewal Loan Scheme1 .... .... .... ....

Hobart-Strahan Air Service 150 150 .... ....

Improve catch opportunities - artificial reefs (MAST) .... .... 500 500

Improving Mobile Coverage for the Great Eastern Drive 3 500 .... .... ....

Improving Safety of Patrons 50 50 50 50

Intra-regional Bus Service 100 .... .... ....

IT Workforce Development 75 .... .... ....

Launceston and Tamar Valley Traffic Vision 2 180 4 700 7 700 20 500

Mining Exploration Grants Program 1 000 500 250 250

New Bridgewater Bridge 6 000 27 000 33 000 55 000

Permanent Children’s Exhibition at TMAG .... 500 500 ....

Reimagining the Gorge 875 .... .... ....

Roads Package to Support Tasmania’s Visitor Economy 7 150 14 750 16 017 13 817

Screen Innovation Fund 1 000 500 500 ....

Shore based fishing (MAST) 495 50 440 650

Showcasing Tasmanian Artists Interstate 80 80 80 ....

South East Traffic Solution 1 050 5 700 8 750 5 500

Special Interest Vehicles2 .... …. …. ….

State Growth 289


2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000

State Road Upgrades - Northern Region 4 150 7 000 17 332 14 467

State Road Upgrades - North West and West Coast Region 4 350 4 250 6 250 9 250

State Road Upgrades - Southern Region 11 750 14 220 12 517 13 217

Strahan Visitor Centre - transformation 375 .... .... ....

Stronger Marine Safety Arrangements (MAST) 440 690 495 345

Supporting more Apprenticeships and Traineeships 2 500 2 500 2 500 ....

Supporting EV Charging Partnerships 250 .... .... ....

Supporting Tasmanian Small Business3 .... .... .... ....

Tasmanian Journeys 800 .... .... ....

THA Workforce Development 750 750 750 750

Trades and Water Centre of Excellence (TasTAFE) .... 7 000 .... ....

West Tamar Highway Traffic Solution 1 750 5 600 3 650 1 000

Wool - harvesting and training program3 .... .... .... ....

Other Initiatives

AFLW in Tasmania 518 543 570 597

Australian Rally Championships 150 150 135 ....

Energy Security Management 275 275 275 275

Festivale 80 80 .... ....

Greater Hobart Act4 …. …. …. ….

Hobart City Deal4 …. …. …. ….

ICC World Twenty20 500 2 250 250 ....

Rosehaven - Season 3 200 .... .... ....

Theatre Royal - The Hedberg 678 692 705 719

Notes: 1. This initiative will be administered by the Tasmania Development and Resources Board. 2. The cost of this initiative is reflected by a reduction in Motor Tax revenue. 3. This initiative will be met from within the existing budget of the Department of State Growth and the new initiatives arising from

the B21 business growth strategy will be developed later this year. 4. These initiatives are under development and are expected to be delivered later this year noting that some projects envisaged to

be supported by these initiatives have already received funding.


Access to the South Line for the Tasmanian Transport Museum Society

In keeping with its commitment to support heritage rail operations across Tasmania, the Government has committed funds to a number of well-established heritage rail operators, to assist them with the costs of accreditation and rail infrastructure improvements. A funding commitment of $25 000 has been made to the Tasmanian Transport Museum Society to assist with accreditation and planning costs.

290 State Growth

Noting that other rail corridors are currently being assessed for their suitability for heritage rail further assistance, if required, will be considered once this work is completed.

Agricultural Centre of Excellence

The investment of $5 million will establish an Agricultural Centre of Excellence in Tasmania’s North West to provide the skills needed for Tasmania’s booming agricultural sector. Centred on Burnie’s Freer Farm, the Centre of Excellence will include TasTAFE course delivery, plus extended training delivery through partnerships with other training providers including the University of Tasmania.

Derwent Valley Rail line - access

In keeping with its commitment to support heritage rail operations across Tasmania, the Government has committed funds to a number of well-established heritage rail operators, to assist them with the costs of accreditation and rail infrastructure improvements. A funding commitment of $25 000 has been made to the Derwent Valley Railway to enable planning work to support rail reconstruction.

Develop new online marketing portal

Funding of $175 000 over four years will be used to develop a new online portal to promote and support recreational fishing and boating across Tasmania.

A new web portal and social media platform will provide recreational fishers with access to all boat registrations, boat operator licences, specialist fishing licences including nets, rock lobster, abalone and scallop licences. The information will include links to MAST, weather information, recreational fishing clubs and organisations and provide up to date advice on local catches, best fishing spots and shark sightings.

Digital Inclusion

This commitment is to invest $400 000 over four years to increase digital inclusion through the creation of a strategy to increase the capability and affordability for Tasmanians who are currently experiencing high levels of digital exclusion. Specifically this will include low income households, older Tasmanians and people not in paid employment. This strategy will enhance digital pathways for Tasmanian communities to increase participation online and expand their social and economic options and opportunities by working with government agencies, the private sector and not-for-profit organisations.

Drysdale extension at Claremont and Devonport

This commitment will see an investment of $3.5 million to establish a Drysdale tourism and hospitality delivery point at Claremont College, and the development of a training kitchen within the Devonport Living City Project.

Dutch Mill - Edith Creek Support Package

Additional funding of $1.6 million over two years will be provided as part of an overall assistance package of up to $2.3 million to assist Dutch Mill to address identified capacity constraints and assist with workforce development and training for new workers. The restarted facility will see the processing of up to 40 million litres of milk per year, employing 26 full time equivalents initially, increasing up to 112 full time equivalents when the plant reaches full operational capacity.

State Growth 291

Encourage Philanthropic Support for TMAG and QVMAG

The Government will provide up to $400 000 over four years in a scheme that matches funds raised by the Tasmanian Museum and Art Gallery Foundation and the Queen Victoria Museum and Art Gallery Arts Foundation, for work that attracts philanthropic support to our premier cultural institutions.

Event Attraction Fund

The Fund will offer $4 million over four years to enable Events Tasmania to actively target and secure mass-participation events. This fund will support both not for profit and commercial initiatives and focus on new events and assisting young events to expand. The commitment aims to ensure a broad ranging events calendar with regional and seasonal balance, bringing benefit to regional economies.

Extend Digital Ready Program

The Government has committed a further year of funding, in addition to the $900 000 previously allocated, to ensure that small businesses receive innovative, informative and relevant information to help seize the opportunities presented by the changing digital technology.

Extend Enterprize Hubs

The Government previously provided seed funding to launch and develop Enterprize Hubs in Launceston and Hobart which are already bringing people together, providing a location, training and hands-on mentoring to develop, evaluate and implement, pre-start-up and early stage business opportunities. This commitment is an extension of this program by a further year.

Extend the Successful Agri-growth Loan Scheme

The Government will extend this loan scheme to young farmers with low interest (concessional) loan facilities, to support farmers and agri-food businesses to innovate and expand and turn their inspiration into reality.

Extending the Great Eastern Drive - Binalong Bay Road

This Government will invest $4.5 million to improve visitor access at Binalong Bay Road, allowing more visitors to enjoy a stretch of coastline named by Lonely Planet as the hottest travel destination in the world.

Great Customer Experience

This investment of $2.8 million over four years will see the program expand to assist 2 000 businesses and include industrial relations and human resource training, a core of any successful small and large business.

Greater Hobart Traffic Vision

Funding in the 2018-19 Budget commits $30.8 million for congestion mitigation projects including:

transferring ownership of Macquarie and Davey Streets and implementation of traffic flow improvements;

implementation of a traffic incident response capability;

bus priority measures on key routes;

improvements to key inner transport access points;

292 State Growth

commencement of public consultation, planning, design and initial works for a fifth lane on the Southern Outlet;

planning for a new underground bus transit centre; and

further work on the northern suburbs light rail project.

Heritage Renewal Loan Scheme

The Scheme recognises the importance and value of businesses within the visitor economy that work with and present Tasmania’s historic heritage assets as part of the State’s unique brand and appeal to visitors and locals alike. This initiative is designed to assist private businesses and local governments that use, or intend to use, their unique historic heritage assets as part of their current or proposed business undertakings or business opportunities in Tasmania. Administered by the Tasmania Development and Resources Board, loans are for projects that will improve and upgrade existing heritage registered properties in order to facilitate tourism and business development, expansion and retention opportunities across Tasmania that help to stimulate the visitor economy and generate positive heritage outcomes.

Hobart-Strahan Air Service

As part of its commitment to Tasmania’s West Coast, the Government has committed $300 000 over two years to trial a Regular Passenger Transport air service between Hobart and Strahan.

Improve catch opportunities - artificial reefs

The Government has allocated $1 million over two years to construct two artificial reef structures in Tasmanian coastal waters. These types of structures are used world-wide to improve catch opportunities. Structures will be located in Bass Strait off the North-West Coast and in Storm Bay in the south of the State.

Improving Mobile Coverage for the Great Eastern Drive

This $3.5 million initiative will see the Government work with a telecommunications provider to increase mobile coverage to at least 95 per cent along the Great Eastern Drive between Binalong Bay and Buckland, providing better opportunities for communities, improved access for tourists and enhanced public safety in general.

Improving Safety of Patrons

This investment of $200 000 over four years will support the introduction of legislation to crack-down on coward punch attacks through investment in a campaign to send the strongest possible message that this act of violent cowardice will not be tolerated.

State Growth 293

Intra-regional Bus Service

Funding of $100 000 has been provided for the establishment of an intra-regional bus service connecting Queenstown, Strahan, Rosebery and Zeehan. This funding will help support work opportunities for locals, as well as providing better access to centralised council facilities and bus departure points.

This is an addition to the Government’s commitment to extend the Strahan to Burnie (return) bus service from the current two days per week to seven days a week, commencing in early 2019.

IT Workforce Development

The Government has committed $75 000 to continue working with industry partners such as TasICT and the Australian Computer Society to develop a new Workforce Development Plan for the industry, with particular focus on encouraging women and diversity in IT.

Launceston and Tamar Valley Traffic Vision

With significant new commercial developments underway and planned in the Invermay area and the Learning City relocation of the University of Tasmania campus, this funding commences a program of investment in road infrastructure that will support this growth.

Projects in this investment program include shoulder widening on the Batman Highway, transfer of ownership of the Launceston Couplet, improvements at Goderich/Forster Street, capacity improvements at Charles Street Bridge and commencement of planning for a new Tamar River crossing near University Way.

Mining Exploration Grants Program

Mining and minerals processing is a key pillar of Tasmania’s economy, providing thousands of direct and indirect jobs and contributing over 50 per cent of the State’s exports. The identification of new ore deposits is critical to the future sustainability of the industry and the jobs it supports. To help identify new discoveries to underpin the future of mining in the State, the Government is contributing $2 million to a mining exploration grants program for co-funded mining exploration drilling in Tasmania. It is anticipated that the program will support 10-20 drilling projects, with individual grants capped at $200 000.

New Bridgewater Bridge

The Government is committed to ensuring Tasmania’s future infrastructure needs are met and continues to invest strategically in important projects that benefit the Tasmanian community. In April 2016, the Government endorsed a report from Infrastructure Tasmania that recommended seeking funding from the Australian Government for a new four-lane Bridgewater Bridge.

Infrastructure Australia has accepted the Derwent River Crossing Capacity as an initiative of national significance, and the Australian Government has now provided funding in the 2018 Federal Budget of $461 million towards an 80 percent funding contribution towards a project cost estimate of $576.3 million.

The Government has committed $115 million towards the project and will invest $21 million over the 2018-19 Budget and Forward Estimates period towards the State’s 20 percent share of the full project cost.

294 State Growth

Permanent Children’s Exhibition at TMAG

The Government will provide $1 million to develop a highly interactive, permanent children’s exhibition at the Tasmanian Museum and Art Gallery. This investment will enable one of Tasmania’s most visited cultural attractions to update their visitor experience and enhance its reputation as a destination for children, families and their carers.

Reimagining the Gorge

The Government will provide $875 000 to work with the Launceston City Council to establish a new light show on the cliff faces and basin waters at Launceston’s Cataract Gorge that will be a night-time drawcard for Northern Tasmania.

Roads package to Support Tasmania’s Visitor Economy

Tasmania’s visitor economy is booming with the target of 1.5 million visitors annually by 2020 likely to be exceeded. This investment is part of the Government’s commitment to ensuring that Tasmania’s reputation as a premium destination is protected, for locals and visitors alike.

This investment will seal gravel roads, build more passing lanes and add new courtesy stopping bays, which are critical for the thousands more driving visitors, campervans and caravans visiting the State.

These works will improve the experience of the growing number of travellers to fast emerging icons such as the Three Capes Walk, Bruny Island, the Tarkine and the Great Eastern Drive.

Screen Innovation Fund

The Government will provide $2 million over three years to Screen Tasmania to support investment in the production of key strategic projects to generate jobs, investment and skills retention and development. Up to 25 per cent of the amount will be made available to support new innovative productions in the early stage of development, to enable them to prove their concepts to the marketplace.

Shore based fishing

The Government is committed to providing land-based recreational fishing opportunities to all Tasmanians. Funding of $700 000 over four years will improve access to jetties. The provision of $685 000 over three years to replace derelict jetties around the very popular Georges Bay area will provide safer access and facilities for children, seniors and Tasmanians with a disability. The Government has also allocated $250 000 over two years for a community led masterplan on future infrastructure upgrades for the Bridport foreshore that supports the growing number of recreational fishers and boaters.

Showcasing Tasmanian Artists Interstate

The Government will provide $80 000 per annum for three years to support the representation of Tasmanian galleries at leading national art fairs (Sydney Contemporary and the Melbourne Art Fair). Supporting the participation of our galleries and artists in these events continues to build our presence in key national arts markets.

State Growth 295

South East Traffic Solution

There is a steadily growing demand on the Tasman Highway with increasing numbers of commuters between Sorell and the Southern Beaches and Hobart, and strong growth in tourist traffic to and from the Hobart Airport.

The 2018-19 Budget includes investment of $21 million over four years and includes the continued commitment of funds for construction of the Hobart Airport Interchange, along with upgrading of the Tasman Highway between the airport and causeway, capacity improvements at Midway Point and an overtaking facility on the Arthur Highway.

Special Interest Vehicles

The Government will remove the cost of motor tax from all registered Special Interest Vehicles. This provides a considerable saving on the total cost of registration fees for vehicle collectors and enthusiasts. This is an addition to the Government’s decision to increase allowable driving days for special interest and club event registered vehicles.

State Road Upgrades - Northern Region

This Budget includes investment of $42.9 million over the Budget and Forward Estimates period for a suite of projects across northern Tasmania. This includes this Government’s contribution to the continued investment in the Midland Highway 10 Year Action Plan, a safe pedestrian solution for the Midland Highway at Campbell Town oval, overtaking lanes on the Tasman Highway at Myrtle Park, road widening on Evandale Road between Launceston Airport and Evandale, a package of improvements on State Roads in the Dorset Council area and commencement of planning for upgrading of the Bass Highway between Deloraine and Latrobe.

State Road Upgrades - North West and West Coast Regions

The Government has committed $24.1 million over the forward estimates for a package of works on the Bass Highway west of Wynyard including rebuilding and strengthening the pavement through Brittons Swamp, new passing opportunities between Wynyard and Smithton, relocation of the Rocky Cape Hall to a safer location away from the edge of the highway and safety improvements at the access to Boat Harbour Primary School.

Other funding allocations include road improvements on the West Coast including reconstruction of sections of the Henty Main Road, a contribution towards a Central Coast Council project for a cycling connection across the Forth River and a contribution towards construction of an overpass at Leith to improve safety at the Bass Highway junctions with Leith Road and Short Street. In addition, the Australian Government has stated that the initial focus of the $400 million allocation to Tasmania from the Roads of Strategic Importance initiative will be on the Bass Highway corridor.

296 State Growth

State Road Upgrades - Southern Region

Population growth and greater economic activity have placed pressure on our road network. The 2018-19 Budget includes investment of $51.7 million over four years for a suite of projects across southern Tasmania. This includes this Government’s contribution to the continued investment in the Midland Highway 10 Year Action Plan, further funding for continuation of the Richmond Road upgrades and Cambridge Bypass, Huon Highway/Sandfly Road intersection, Mud Walls Road, commencement of duplication of the East Derwent Highway at Geilston Bay, safety upgrades on the Huon and Channel Highways and cycling safety improvements.

Strahan Visitor Centre - transformation

This commitment provides $375 000 to transform the West Coast Visitor Information and Booking Centre into a vibrant, modern Visitor Experience Centre.

Stronger Marine Safety Arrangements

The Government has allocated additional funding to Tasmania’s Volunteer Marine Rescue Unit to ensure ongoing volunteer response coverage. Funding of $440 000 over four years will be provided to Surf Life Saving Tasmania as the peak body for Volunteer Marine Rescue units. A further $350 000 will be provided over three years for vessel replacement and $130 000 to expand the St Helens Volunteer Marine Rescue base.

To provide protection to boat owners in southerly weather, the Government has committed $500 000 over two years to extend the rock breakwater at Coles Bay. Additional funding of $100 000 has been allocated to finalise arrangements for a breakwater at Binalong Bay gulch to provide safer launch and retrieval conditions.

The Government has committed funding of $200 000 over two years to extend the Nubeena Jetty to address access needs for both recreational and commercial vessels and $250 000 over two years to provide upgraded facilities on the Scamander River.

Supporting more Apprenticeships and Traineeships

This commitment provides $7.5 million over three years for a targeted Small Business Grants for Apprentices and Trainees Program. This funding would provide a grant of up to $5 000 for each new apprentice or trainee taken on by a small business in an area of identified skills demand, such as building and construction, tourism and hospitality and manufacturing.

Supporting EV Charging Partnerships

Under the Climate Action 21: Tasmania’s Climate Change Action Plan 2017-20, the Government will commit to developing a coordinated approach for the uptake of electric vehicles in Tasmania. This commitment of $250 000 will support the progressive rollout of a statewide electric vehicle charging network. This will enable a partnership with electricity utilities, motoring bodies or private sector entities to install a number of fast charging stations to broaden the network and move towards coverage across the four major cities and a number of other charging stations in regional centres around the State.

State Growth 297

Supporting Tasmanian Small Business

The Government will establish a Business Growth Strategy 2018-2023 (B21) through a strategic partnership with business and industry representatives through the Tasmanian Chamber of Commerce and Industry and the Tasmanian Small Business Council, with input from local chambers of commerce, industry peak bodies and other relevant organisations. B21 will establish a strategy to ensure Government policies are aligned with business and industry goals, and will bring government and the broader business sector together to develop strategies to reach the targets we have set for Tasmania.

Tasmanian Journeys

The Government will provide $800 000 to support the development and implementation of three new Tasmanian journeys that will build on the success of the Great Eastern Drive and the work underway on the Western Wilds. This funding supplements the $600 000 provided to Tourism Tasmania for this initiative.

THA Workforce Development

Hospitality is a booming sector, but to ensure it continues to grow, it must have a workforce to meet its demands, today and in the future. This funding of $3 million over four years will see a strong investment in the development of the Tasmanian Hospitality Association’s Strategic Plan and Workforce Development along with the establishment of a dedicated Hospitality Unit to spearhead industry and government collaboration.

Trades and Water Centre of Excellence

The Government will provide $7 million to establish a Trades and Water Centre of Excellence at Clarence in the State’s south. The Trades and Water Centre of Excellence will include a new purpose-built workshop allowing training delivered in a high quality industry endorsed setting. To maximise enrolments, the facility will also offer online courses and training to those in other parts of the State.

West Tamar Highway Traffic Solution

This investment comprises reconstruction and widening of the highway from Gravelly Beach Road to Rosevears Drive and Atkinsons Road to Waldhorn Drive, overtaking opportunities between Exeter and Batman Highway, widening between Batman Highway and Lightwood Hills Road, improvement for left turns into Motor Road and widening of shoulders for cyclists between Brisbane Street and Legana Park Drive.

Wool - harvesting and training program

The Government will continue the successful Wool Harvesting Program supporting a skilled workforce which is critical to maintaining the standard and quality of the Tasmanian wool clip. Shearing and wool handling training supports employment, training and careers for young people in rural communities.

Other Major Initiatives

AFLW in Tasmania

The Government has entered into a five-year partnership with the North Melbourne Football Club to deliver the North Melbourne Tasmanian Kangaroos AFL Women’s team, entering the competition in 2019. This partnership will deliver pathway and development opportunities for officials and Tasmanian female players.

298 State Growth

Australian Rally Championships

A round of the Confederation of Australian Motor Sports Australian Rally Championships will be held in Tasmania from 2018 to 2022, bringing this national-level and world-class motor event to Tasmania for the first time in over a decade.

Energy Security Management

Funding provided by the Government is for the implementation of recommendations in the Energy Security Taskforce’s Final Report.

Festivale

The Government, via Events Tasmania, will provide financial assistance of $160 000 to the Launceston Festivale Committee to support Festivale for the years 2019 and 2020.

Greater Hobart Act

Through the Hobart City Deal, the Government will progress the development of a Greater Hobart Act to provide a strategic legislative framework for councils and the Government to collaborate and support the achievement of outcomes that enhance liveability, strategic infrastructure planning, connectivity, and operational efficiencies across municipal areas.

Hobart City Deal

The Government is working in partnership with the Australian Government and the Clarence, Glenorchy, Hobart and Kingborough councils to develop a Hobart City Deal. The Hobart City Deal will focus on harnessing the emerging opportunities and investment occurring in Hobart as it transitions into an increasingly diverse, vibrant and populated global city that is an epicentre for the region’s community and visitors, cultural arts and recreational activity, businesses and services.

The key focus areas of the Hobart City Deal were confirmed in a Heads of Agreement signed by the Prime Minister and the Premier in January 2018.

Whilst still under development the partnership has already assisted Tasmania secure a $461 million commitment (representing 80 per cent of anticipated project costs) from the Australian Government towards the replacement of the Bridgewater Bridge.

ICC World Twenty20

The Government was successful in its bid to be a host of the ICC World Cup Twenty20 cricket championship in 2020. Funding will be directed to police, security, transport and traffic management, marketing, venue hire, ancillary events along with media and business engagement.

State Growth 299

Launceston City Deal

The Government is a signatory to the Launceston City Deal which will deliver jobs and economic growth in Northern Tasmania. The centrepiece of the deal is the new University of Tasmania at Inveresk, which is the largest single infrastructure investment in Launceston’s history. The City Deal also delivers the Launceston City Heart Project, which aims to revitalise the Launceston CBD by improving public spaces, transport and signage and helping to attract more people to live in the City. Also, as part of the City Deal, the Tamar Estuary Management Taskforce will oversee the implementation of a River Health Action Plan, to improve the health of the Tamar river by upgrading Launceston's combined sewerage and stormwater system. A Regional Economic Development Strategy is being delivered to identify the next wave of economic opportunities for the North to compliment the City Heart Project and the Inveresk University Campus development.

Rosehaven - Season 3

Rosehaven has been one of the ABC’s top rating shows since its debut in 2016 and was included in the New York Times’ top 10 international television series of 2017. The Government, through Screen Tasmania, has committed a total of $500 000 towards the third series with $300 000 already provided in 2017-18.

Theatre Royal - The Hedberg

The Government will provide additional funding to support the Theatre Royal Management Board in meeting costs associated with the construction and operation of the new $96 million creative industries and performing arts development, The Hedberg. The project will comprise improvements to the Theatre Royal, a new University of Tasmania Conservatorium of Music and will include performance venues, public places and an international research institute.

300 State Growth

OUTPUT INFORMATION Outputs of the Department of State Growth are provided under the following Output Groups:

Output Group 1 - Industry, Skills Development and Business Growth;

Output Group 2 - Infrastructure;

Output Group 3 - Energy Policy and Advice;

Output Group 4 - Resources Policy and Regulatory Services;

Output Group 5 - Culture and Creative Industries; and

Output Group 6 - Subsidies and Concessions.

Table 11.2 provides an Output Group Expense Summary for the Department of State Growth.

State Growth 301




$'000 $'000 $'000 $'000 $'000

Minister for Infrastructure Output Group 2 - Infrastructure

2.1 Infrastructure Tasmania 800 800 800 800 800

2.2 Infrastructure Strategy2 2 168 1 595 419 274 280

2.3 Land Transport Safety3 21 151 25 981 26 419 26 947 27 315

2.4 Passenger Transport 3 316 3 676 3 474 3 546 3 625

2.5 Traffic Management and Engineering Services 4 166 3 989 3 579 3 643 3 715

31 601 36 041 34 691 35 210 35 735

Output Group 6 - Subsidies and Concessions 6.1 Shipping and Ferry Subsidies 1 100 1 133 1 167 1 202 1 242

6.2 Metropolitan General Access Services 40 110 41 313 42 552 43 829 45 295

6.3 Rural and Special Needs School Bus Services 24 432 25 165 25 920 26 698 27 591

6.4 Non-Metropolitan General Access Services 7 826 7 826 7 626 7 626 7 626

6.5 Construction of Streets in Towns 52 52 52 52 52

73 520 75 489 77 317 79 407 81 806



Minister for Education and Training5 Output Group 1 - Industry, Skills Development and

Business Growth 1.3 Skills Development6,7 108 877 118 718 123 109 107 550 108 126

108 877 118 718 123 109 107 550 108 126

Minister for Energy Output Group 3 - Energy Policy and Advice

3.1 Energy Policy and Advice8 2 448 3 332 2 221 2 262 2 307

2 448 3 332 2 221 2 262 2 307

302 State Growth

Table 11.2: Output Group Expense Summary (continued)1 2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Minister for State Growth5 Output Group 1 - Industry, Skills Development and Business Growth

1.1 Coordinator-General9 18 562 24 007 54 332 5 972 5 577

1.2 Industry and Business Development10,11 61 644 48 571 34 389 27 551 25 414

80 206 72 578 88 721 33 523 30 991

Minister for Resources Output Group 4 - Resources Policy and Regulatory

Services

4.1 Forestry Policy and Reform12 1 500 3 196 2 453 1 928 1 105

4.2 Mineral Resources13 9 547 11 234 8 251 7 571 7 534

11 047 14 430 10 704 9 499 8 639


Minister for Tourism, Hospitality and Events Output Group 5 - Culture and Creative Industries

5.4 Events and Hospitality14 14 457 19 133 16 565 14 844 12 604

14 457 19 133 16 565 14 844 12 604

Minister for the Arts Output Group 5 - Culture and Creative Industries

5.1 Tasmanian Museum and Art Gallery15 10 530 9 719 10 201 10 428 10 180

5.2 Arts Industry Development16 8 157 7 749 7 831 7 852 7 883

5.3 Screen Industry Development17 2 084 2 836 2 147 2 168 1 692

20 771 20 304 20 179 20 448 19 755


TOTAL 581 520 587 119 592 599 524 571 521 230



State Growth 303

2. The variations in Infrastructure Strategy reflect the cash flow of the 2014 election commitment for Kings Meadows Flood Protection and the 2017-18 Budget Initiative Forward Planning for Roads (including Launceston Traffic Planning).

3. The increase in Land Transport Safety in 2018-19 primarily reflects the continuation of the Road Safety Levy. 4. This funding relates to expenses within the Capital Investment Program that are primarily maintenance costs and depreciation

and therefore exclude asset purchases. For further information, refer to chapter 6 of The Budget Budget Paper No 1. 5. In 2018-19 Skills Development has been transferred from the Minister for State Growth to the Minister for Education and

Training. 6. The variations in Skills Development primarily reflect the cash flows of election commitments including grants to TasTAFE for

the Agriculture Centre of Excellence, Drysdale extension at Claremont College and Devonport and the Trades and Water Centre of Excellence.

7. In 2018-19 funding of $84.92 million will be provided as a grant to TasTAFE to support training activity and operations. This gives effect to the Government’s commitment to ensure a minimum 70 per cent of training funding is provided to TasTAFE.

8. The decrease in Energy Policy and Advice in 2019-20 primarily reflects the cessation of funding for the Advancing the Case for a Nationally Funded Second Interconnector 2014 election commitment.

9. The increases in Coordinator-General in 2018-19 and 2019-20 reflects additional funding for Industry Assistance Grants and the cash flow of the Northern Cities Major Development Initiative. This Output also includes funding for Enterprize Hubs, which is the responsibility of the Minister for Science and Technology.

10. The decrease in Industry and Business Development primarily in 2018-19 reflects the cash flow of prior year initiatives and other key deliverables including: The Community Infrastructure Fund, Employment Partnership: Jobs Action Package, Population Growth Strategy, Growing the Visitor Economy and The Hedberg.

11. This Output also includes funding that relates to strategies and activities that are the responsibility of the Ministers for Advanced Manufacturing and Defence Industries, Minister for Science and Technology and Minister for Trade.

12. The increase in Forest Policy and Reform in 2018-19 reflects the transfer of funds for the Tasmanian Forests Agreement from the Finance-General.

13. The variations in Mineral Resources reflect additional funding for the Mining Exploration Grants Program and the cash flow of the commitment for the relocation of Mineral Resources Tasmania to Burnie.

14. The increase in Events and Hospitality primarily reflects additional funding for election commitments including: Event Attraction Fund, Great Customer Experience, Reimagining the Gorge and Tasmanian Hospitality Association Workforce Development.

15. The variations in Tasmanian Museum and Art Gallery primarily reflect the cash flow of Organisation Reform funding, and additional funding for the Permanent Children’s Exhibition at TMAG.

16. The decrease in Arts Industry Development in 2018-19 primarily reflects a redistribution of corporate overheads across departmental Outputs.

17. The increase in Screen Industry Development in 2018-19 reflects additional funding for the Screen Innovation Fund.

Output Group 1: Industry, Skills Development and Business Growth

1.1 Coordinator-General

The Office of the Coordinator-General is Tasmania’s principal entity to attract and support investment in the State. The activities of the Office are a fundamental element to the Tasmanian Government’s agenda of promoting and developing Tasmania’s attractiveness for investment and creating jobs. Outcomes of the Office of the Coordinator-General are achieved by working collaboratively across the broader Department of State Growth, other State and Australian Government agencies, statutory authorities and local government. The Office operates broadly across four interconnected areas including Investment Attraction and Facilitation, Major Projects, the Northern Cities Major Development Initiative and Red Tape Reduction, which will incorporate the role of a Small Business Advocate who will work to create a more level playing field and assist small businesses in trying to resolve disputes with larger businesses, State Government bodies and local councils.

1.2 Industry and Business Development

The Industry and Business Development Output:

focuses on maximising growth and job creation through business and industry. The Output provides a regional interface to engage with Tasmanian businesses and supports the State’s core industries to leverage their competitive strengths;

304 State Growth

provides a range of services that support the growth of Tasmanian business. This includes support for small business through business development services and online tools, and information on starting, running and growing a business; and

includes a range of international engagement functions to promote economic growth, including export support, economic diplomacy, international brand building, businesses and skilled migration promotion and Antarctic gateway development. The Trade and International Relations function works across government and industry partners to optimise Tasmania’s international market development across a range of goods and services sectors.

1.3 Skills Development

Skills Tasmania is responsible for:

managing Tasmania’s publicly funded training and workforce development system; directing Government training subsidies to training that is relevant to key industries; supports innovation and economic growth; and delivering positive employment outcomes;

developing policy and strategy relating to skills and workforce development. This work has two key components: facilitating the delivery of high quality vocational education and training by TasTAFE and other Registered Training Organisations; and working with industry to support workforce development activities that assist Tasmanian enterprises to attract and retain the skilled workers they need to grow and to strategically deploy skills in the workplace to drive business productivity; and

managing the regulation of apprenticeships and traineeships, providing support services to RTOs and for the overall management and performance monitoring of the Tasmanian training system.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Continue to reduce red tape by progressing the

resolution of the priority red tape issues

identified in the Annual Red Tape reduction

Report1,2,3 Yes/No na Yes Yes Yes

Investment facilitated by the Office of the

Coordinator-General2,4 $ million 280 306 320 340

International students commencing their studies in

Tasmania2 Number 3 182 4 389 4 500 4 700

Supporting access to a skilled workforce through

State nomination of skilled migrants2 Number 323 934 1 200 1 500

Grow the value of Tasmania’s premium exports to

international markets2,5 $ million 2 460 2 341 2 400 2 500

Provision of information and advisory services to

SMEs1,2,6 Number na na 4 900 5 090

Policy, project and program advice and

implementation meets the expectations of

stakeholders1,2,7

Stakeholder

feedback survey na na Satisfied Satisfied

State Growth 305


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

VET Graduates employed after training8 % of total 77.6 79.3 78.5 79.0

VET Graduates with improved employment status

after training9

% of total 61.2 56.7 62.0 62.0

Apprentice/Trainee commencements10 Number 5 067 4 850 6 500 6 500

Apprentice/Trainee in training11 Number 8 167 7 595 8 400 8 400

Total VET commencements1,2,12 Number na na na 25 000

Notes: 1. “na” indicates that data is not available or measurement has not yet commenced. 2. This is a new performance measure in 2018-19. 3. The Annual Red Tape Reduction Report produced and published each year lists the red tape issues that have been identified for

Government to take action on. This includes a list of identified red tape issues. The measures capture the active implementation of those commitments.

4. This measure includes investment where the Office of the Coordinator-General has had a supporting role in directly engaging with an entity to support new, or to retain, investment in Tasmania; providing facilitation including advice, processes identification and navigation, and supporting engagement with linked parties; and/or by providing recommendations to Government resulting in financial support to facilitate investment.

5. Premium exports is calculated as total exports less bulk commodities. 6. This measure captures the number of advice services and assistance packages, provided by Business Tasmania, Enterprise

Centres, Digital Ready and, targeted industry-specific grants programs. 7. Satisfaction and outcomes are measured by feedback from the Minister’s Office and, where appropriate, colleagues and clients.

The feedback focuses on the quality, relevance and timeliness of advice. 8. Graduates employed after training data is sourced from National Centre for Vocational Education Research Limited (NCVER) Student

Outcomes Survey 2017, released November 2017. This data relates to graduates from 2016. 9. Graduates with improved employment status after training data is sourced from NCVER Student Outcomes Survey 2017, released

November 2017. Improved employment status after training is employment status changing from not employed before training to employed after training, or employed at a higher skill level after training, or received a job related benefit as reported by the graduate.

10. Apprentice/trainee commencements represents the number of Tasmanian trainees and apprentices who began their apprenticeship or traineeship in the 12 months to 30 June. Consistent with national trends (although not to the same extent in Tasmania), this number has been trending downward since 2012-13, but is now stabilising.

11. Apprentice/Trainee in training represents the number of Tasmanian Apprentice and Trainees undertaking training as at 30 June. Consistent with national trends (although not to the same extent in Tasmania), this number has been trending downwards since 2012-13, but is now stabilising.

12. Total VET commencements represents the number of Government-funded Tasmanian program enrolments in a VET course that commenced in the previous calendar year.

Output Group 2: Infrastructure

2.1 Infrastructure Tasmania

The Tasmanian Government established Infrastructure Tasmania to provide a coordinated approach to the planning and delivery of all major infrastructure in Tasmania.

Infrastructure Tasmania’s core functions are:

assessment and prioritisation of all major publicly funded infrastructure;

leading the development of an infrastructure strategy for the State;

306 State Growth

coordination of funding submissions under State and Australian Government budget processes, including;

the management of Tasmania’s interface with Infrastructure Australia; and

provision of advice on a range of infrastructure related issues and initiatives;

coordination of strategic infrastructure solutions across all levels of government; and

the completion of reviews and investigations at the request of the Government.

2.2 Infrastructure Strategy

This Output delivers effective strategic policy advice on infrastructure and transport issues affecting Tasmania. This includes the development of policy frameworks, high level policy implementation tasks and the coordination of major infrastructure planning initiatives, with a focus on:

working with Infrastructure Tasmania to ensure that planning and investment in Tasmania’s transport system is strategic, considered and supportive of industry and community development;

developing an understanding of the key issues affecting our transport system and identifying opportunities for positive change;

developing strategic transport infrastructure policy frameworks to guide the development of the transport system and enhance the safe and efficient movement of people and freight; and

advancing Tasmania’s interests in relation to national transport and infrastructure policy reforms and issues.

2.3 Land Transport Safety

This Output provides the legislation, regulatory policies and practices to support an efficient, safe and reliable land transport system that connects people, enhances visitor experiences and supports state growth, with a focus on:

providing strategic road safety policy advice, supporting the Road Safety Advisory Council, encouraging community involvement in road safety, delivering road safety education and awareness programs for Tasmanians and visitors, and administering the School Crossing Patrol Officer program;

delivery of all registration and licensing services to the Tasmanian community including, but not limited to, developing and maintaining legislation, business policies, practices and procedures, providing information, collection of fees and delivering services relating to the registration of vehicles and licensing of drivers; and

developing, encouraging and enforcing compliance with state-based regulations for roadworthiness, vehicle standards, dimensions and mass limits, loading and operation of vehicles; and undertaking management of approved inspection stations and transport operation schemes.

2.4 Passenger Transport

This Output manages the regulation and delivery of passenger transport services that support the efficient, equitable and appropriate movement of people, including the administration of targeted transport assistance schemes and subsidies for students, the unemployed, aged pensioners and persons living with disability, with a focus on:

State Growth 307

the sustainable delivery of passenger transport services;

administering contracts for the delivery of regular passenger transport services in metropolitan, urban fringe and regional and rural areas; and

implementation of initiatives to support the uptake of passenger transport.

2.5 Traffic Management and Engineering Services

This Output delivers cost-effective safety improvements to reduce the incidence of road crashes and provides specialist, technical traffic management and engineering solutions for the Government and the community. Key projects include delivering specific projects under the auspices of the Towards Zero - Tasmanian Road Safety Strategy 2017-2026.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Proposals assessed by Infrastructure Tasmania within

required timeframes1 % 100 100 100 100

Reviews requested by Government completed by

Infrastructure Tasmania within required timeframes1 % 100 100 100 100

Provision of effective support to the Government by

providing road safety and road transport policy advice

and information to enable informed decision making2 Satisfaction Satisfied Satisfied Satisfied Satisfied

Motor Registry System availability % 99 99 99 99

Vehicles found to be unregistered of those checked3 % 0.58 0.60 0.65 0.65

Heavy Vehicles found overweight4 % 2.64 3.2 ≤5 na

Speed Limit reviews completed within 28 days of

request5 % na na 80 80

Safety reviews completed within 28 days of request6 % na 99 80 80

Wheelchair accessible taxis licensed7 Number 83 74 81 81

Average Bus Age on contracted services8 Number 14.1 14.2 16.5 16.5

Notes: 1. Proposals are publicly-funded major economic infrastructure proposals. Timeframes will be developed on a case by case basis

and documented in Infrastructure Tasmania’s yearly work program. 2. Satisfaction and outcomes are largely measured by feedback from the Minister’s Office and, where appropriate colleagues and

clients. The feedback focuses on the quality, relevance and timeliness of advice. 3. This measure is based upon Automatic Number Plate Recognition cameras in accordance with the Memorandum of

Understanding between the Department and the Motor Accidents Insurance Board. 4. From 2018-19, heavy vehicle compliance and enforcement will become the responsibility of the National Heavy Vehicle

Regulator. 5. Speed is a key factor in road safety and this measure ensures that requests for speed limit reviews are completed in a timely

manner. “na” indicates that data is not available or measurement has not yet commenced. 6. The Department receives many requests for safety reviews at junctions and other road locations and this measure reports on

the timeliness of the safety assessment and response to request process. 7. The number of WATS licences on issue diminished in 2016-17, following a review of the licence register which revealed a number

of inactive licences.

308 State Growth

8. This is a measure of the effectiveness of government strategies to ensure that the average age of buses on government contracted services is appropriate. The average bus age on contracted services is expected to increase from 2016-17 levels, as current contracts near the end of their term and operators seek to defer vehicle replacement decisions where possible. It is anticipated the average age will decrease beyond 2018-19, once operators have contract certainty and resume fleet investment.

Output Group 3: Energy Policy and Advice

3.1 Energy Policy and Advice

This Output provides policy advice and support to the Minister for Energy on matters affecting energy in Tasmania. The aim is to maintain an efficient and effective regulatory structure for the Tasmanian energy sector, for the benefit of Tasmanian energy consumers, with a focus on:

implementing the Government’s Tasmanian Energy Strategy and the Tasmanian First Energy policy to ensure energy is well placed to contribute to, and enable, future economic growth in Tasmania;

enhancing the framework to support the affordability and sustainability of energy markets and prices in Tasmania;

supporting the continuing implementation of reforms to the Tasmanian electricity supply industry;

supporting the Minister in his Shareholder Minister responsibilities for the State-owned electricity businesses;

advancing Tasmania's interests in National Energy Market policy reforms and developments;

monitoring Tasmania’s energy security and continuing to improve the preparedness to deal with any high impact, low probability supply emergencies; and

managing programs and projects related to energy as requested by the Government.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Attend emergency security meetings and participate in

emergency exercises at both the state and national

level1,2 Number na na 2 2

Policy, project and program advice and analysis meets the

expectations of stakeholders1,3 Satisfaction Satisfied Satisfied Satisfied Satisfied

Notes: 1. This is a new performance measure in 2018-19. 2. The number of meetings that are held and attended each year varies depending on the level of risk and frequency of planned

exercises. “na” indicates that data is not available or measurement has not yet commenced. 3. Satisfaction and outcomes are measured by feedback from the Minister’s Office and, where appropriate, colleagues and clients.

The feedback focuses on the quality, relevance and timeliness of advice.

State Growth 309

Output Group 4: Resources Policy and Regulatory Services

4.1 Forestry Policy and Reform

This Output provides high level support on forest resource policy and management issues. It has a focus on forest policy projects of strategic importance as well as delivery of specific programs to assist the development and growth of the forest industry. The Output facilitates a number of inter-agency committees relating to forest policy and programs.

4.2 Mineral Resources

This Output facilitates mineral exploration and mining development and fosters and encourages responsible land management in Tasmania, with a focus on:

improving the quality and quantity of geoscience information, essential to the encouragement of mineral exploration and responsible land management, including the continued development of the TIGER data management system and a comprehensive three dimensional geological model of the State;

promoting Tasmania nationally and internationally as being highly prospective for mineral exploration and mining through targeted and strategic marketing; and

providing information for sustainable land use planning and infrastructure development decisions through activities such as geohazard mapping, resource identification to protect against sterilisation and management and rehabilitation of abandoned mining lands.

This Output also ensures the responsible management of the State’s mineral resources and a fair and sustainable return to the community when a resource of metallic, construction, industrial and fuel minerals or geothermal energy is developed. This is achieved by focusing on:

assessment and regulation of legal titles for mineral tenements; and

managing the royalty regime and collecting fees and rentals.

Under the Mining for Tasmania’s Future Policy, Mineral Resources Tasmania functions and resources have been moved from Rosny to Burnie progressively over the previous term of the Government. In line with the Government’s commitment, the Mornington Core Library and staff who utilise it will not be relocated and the remaining functions and facilities at the Core Library are being improved as part of the initiative. This will ensure that Mineral Resources Tasmania can provide the most effective contribution to managing the State’s extensive minerals and energy resources.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Project management, policy advice and analysis is consistent

with client and stakeholder expectations1,2 Satisfaction Satisfied Satisfied Satisfied Satisfied

Tasmania's percentage of industry's mineral exploration

expenditure in Australia3 % 1.3 0.9 1.0 1.3

310 State Growth


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Area covered by modern geoscientific data collection

techniques with subsequent 1:25 000 geological mapping

coverage4,5 % 66.4 73.7 63.8 63.8

Programmed abandoned mining lands rehabilitation projects

completed % 73.6 100 100 100

Notes: 1. Satisfaction and outcomes are measured by feedback from the Minister’s Office and, where appropriate, colleagues and clients.

The feedback focuses on the quality, relevance and timeliness of advice. 2. This is a new performance measure in 2018-19. 3. Statistics derived from the first three quarters of each financial year from ABS exploration data. The target for 2017-18 has been

revised due to 2016-17 actuals. 4. The area covered by modern remote sensing data (less than 15 years old) is subject to change. The performance targets are

regularly refactored based on area of modern remote sensing data available at a given point in time. 5. The method used to calculate this performance measure has been altered. The definition of modern remote sensing data is now

defined as data created from 1996 onwards. The definition of modern mapping has also been changed to reflect this - modern mapping is now defined as data produced or updated from 1996 onwards. Figures prior to and including ‘2016-17 Actual’ were calculated using a previous method of calculation. Figures for ‘2017-18 Target’ and onwards have been calculated with the new definition and are not directly comparable with earlier figures.

Output Group 5: Culture and Creative Industries

5.1 Tasmanian Museum and Art Gallery

Through the Tasmanian Museum and Art Gallery, this Output aims to increase community understanding of the cultural and natural world by collecting, conserving, interpreting and researching material evidence within the areas of humanities including visual arts, history and anthropology and the biological and physical sciences. It provides the community with opportunities to experience the past and the present, invites participation in the State’s collection and offers a stimulating museum and art environment.

5.2 Arts Industry Development

This Output focuses on working with Tasmanian artists and arts organisations to grow this important industry. It aims to broaden the engagement of Tasmanians in the arts, highlight the State’s diverse arts and cultural sector and build the sustainability of arts businesses. This is achieved through a range of industry development programs and projects, coupled with the provision of funding to individual artists, arts organisations and major Tasmanian cultural institutions to assist their planning and realisation of projects, as well as to develop and present new work. These projects generate economic activity, create employment opportunities and add to our terrific array of cultural tourist attractions. The Output also includes investment funding and professional assistance to Tasmanian museums (other than TMAG), art galleries and moveable cultural heritage organisations, as a key part of the Government’s ongoing support for the preservation of the State’s moveable cultural heritage.

State Growth 311

5.3 Screen Industry Development

This Output aims to build on the success that has occurred in the sector through increased local, interstate and international screen production in this State. It also provides support for professional and project development, and the development of interactive games. In doing so, it seeks to promote Tasmanian talent and stories to a world-wide audience. This Output also aims to position Tasmania as a centre for the creation and development of quality content in the digital media environment as an important part of the growing creative industries sector.

5.4 Events and Hospitality

This Output aims to build and sustain a strong events sector, promote investment and support for the sector, and maximise the value and return on investment of events supported by the Government through major event partnerships, grant and development programs, and a research program. The aim is to develop a seasonally balanced events portfolio that brings people to Tasmania; helps achieve the Government’s goal of 1.5 million tourists by 2020; builds the visitor economy; gets people moving around the State; encourages positive conversation about Tasmania; creates job opportunities; benefits communities through economic stimulus; and makes Tasmania the boutique events capital of Australia. This Output also includes oversight of Princes Wharf No. 1 Shed, a key event venue on the Hobart waterfront.

This Output also supports hospitality industry development through working closely with the Tasmanian Hospitality Association to address key issues facing the industry. This includes collaboration with Output 1.3 to support skills and capability development, career pathways, recruitment and retention, and providing consistent high quality service. This Output also supports raising the industry profile and improving profitability and sustainability.


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Tasmanian Museum and Art Gallery

TMAG Total Visitors1 Number 1 220/day 415 172 pa 366 750 pa 375 000 pa

Arts Industry Development

Attendance at selected cultural venues2 Number 243 527 282 456 290 000 290 000

Contribution to Gross State Product of selected arts

industries $ million 65.0 61.0 70.0 71.0

Attendance at selected performing arts events Number 243 527 282 456 282 456 282 456

Number of artists, arts and museum-workers

supported3 Number na na na na

Screen Industry Development

Developed projects that advance into production4 Ratio 6.5:1 6:1 10:1 8:1

Leveraged spend in the State Ratio 8.25:1 5:65 4:1 4:1

312 State Growth

Notes: 1. TMAG was open six days a week in 2015-16. The average daily number of visitors was up by 11 percent from the previous year.

Total visitation to TMAG’s site on Hobart’s waterfront was also up at 383 026 visitors, an increase of 6 percent from the previous year. Due to a change in methodology, aimed at capturing total visitations per annum, the target for 2017-18 will move to an annual figure, rather than a daily target. Using this methodology the target for 2016-17 would be 366 750 visits per annum.

2. Attendance at selected cultural venues includes only those organisations receiving assistance under the Museums, Art Galleries and Heritage Organisations funding program of Arts Tasmania. This program was replaced by the Cultural Heritage Program in 2016-17. The 2017-18 target was revised due to the increase in attendance in 2016-17.

3. This is a new measure and replaces ABS data Participation in Selected Cultural Activities, Australia (Cat. No. 4921.0) which is captured triennially. Baseline data collected during 2016-17 will inform the development of performance targets. Collection methodology of data for this indicator is in development as part of KPI review of acquittal data, with the first figures to be available in 2019-20.

4. The industry standard ratio for developed projects advancing into production is 10:1. The ratio varies because of the time taken by some projects to go into production, and because of that time, this ratio has been taken over three years.

Output Group 6: Subsidies and Concessions

6.1 Shipping and Ferry Subsidies

This Output relates to payments for the provision of services for the Bruny Island Ferry, Furneaux Shipping and King Island Shipping.

6.2 Metropolitan General Access Regular Passenger Transport Services

This Output relates to the contract funding provided to suppliers of public bus services, including school-day-only services in the metropolitan areas of Hobart, Launceston, Devonport and Burnie.

6.3 Rural and Special Needs School Bus Services

This Output relates to contract payments to suppliers of rural and special needs school bus services during the school year.

6.4 Non-Metropolitan General Access Regular Passenger Transport Services

This Output relates to contract funding provided to suppliers of public bus services outside the metropolitan areas of Hobart, Launceston, Devonport and Burnie but includes services to, from and between the metropolitan areas.

6.5 Construction of Streets in Towns

This Output contributes to the construction of streets as provided under the Local Government (Highways) Act 1982 and the Local Government Act 1993.

State Growth 313

CAPITAL INVESTMENT PROGRAM Table 11.8 provides financial information for the Department’s Capital Investment Program. More information on the Capital Investment Program is provided in chapter 6 of The Budget Budget Paper No 1.

Table 11.8: Capital Investment Program1,2

Estimated 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

New Infrastructure Commitments Minister for Infrastructure

Extending the Great Eastern Drive - Binalong Bay Road3 4 500 .... 2 000 2 500 ....

Greater Hobart Traffic Vision3,4 73 775 3 325 6 250 7 600 13 600

Launceston and Tamar Valley Traffic Vision3,4 75 080 2 180 4 700 7 700 20 500

New Bridgewater Bridge3,4,5 576 000 6 000 27 000 33 000 55 000

Roads of Strategic Importance4,5 400 000 10 000 20 000 20 000 50 000

Roads Package to Support Tasmania's Visitor Economy3,4 66 067 7 150 14 750 16 017 13 817

South East Traffic Solution3,4 27 000 1 050 5 700 8 750 5 500

State Road Upgrades - North West and West Coast

Region3,4 50 050 4 350 4 250 6 250 9 250

State Road Upgrades - Northern Region3,4,6 54 182 4 150 7 000 17 332 14 467

State Road Upgrades - Southern Region3,4,6 99 837 11 750 14 220 12 517 13 217

Tourism Journeys3 800 800 .... .... ....

West Tamar Highway Traffic Solution3 12 000 1 750 5 600 3 650 1 000


Minister for Infrastructure

Asset Management Ongoing 5 663 5 783 5 933 6 102

Bass Highway - Birralee to Exton 9 600 1 467 .... .... ....

Bass Highway - Wynyard 2 875 2 300 .... .... ....

Bridge Renewal Program Ongoing 490 870 .... ....

Bridge Strengthening on Esk and Tamar Highways 10 000 4 100 4 900 .... ....

Bridport Western Access Road5 2 900 380 .... .... ....

Brooker Highway - Elwick, Goodwood, Howard Roads5 32 000 .... .... 1 500 ....

314 State Growth

Table 11.8: Capital Investment Program (continued)1,2

Estimated 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Colebrook Main Road 6 500 2 998 .... .... ....

Domain Highway Planning5 5 000 4 337 .... .... ....

Environmental Management Ongoing 585 599 615 633

Esk Main Road 13 000 4 000 .... .... ....

Freight Access Bridge Upgrades 19 050 5 350 4 400 4 500 ....

Great Eastern Drive 6 300 3 000 3 000 .... ....

Heavy Vehicle Safety and Productivity Ongoing 820 860 .... ....

Highland Lakes Road5 9 000 2 500 100 .... ....

Hobart Airport Interchange5,7 30 000 25 000 2 000 .... ....

Infrastructure Development5,7 Ongoing 3 912 1 005 1 023 1 055

Infrastructure Maintenance5,7 Ongoing 69 850 71 051 72 840 69 121

Launceston Northbank 1 350 675 .... .... ....

Midland Highway5,6 450 000 100 164 41 034 5 067 1 471

Mowbray Connector 7 000 6 500 .... .... ....

Murchison Highway5 8 000 2 311 .... .... ....

Program Management Ongoing 1 213 1 247 1 282 1 322

Real-Time Traffic Congestion Management in Hobart 1 800 640 .... .... ....

Road Safety and Traffic Management5,8 Ongoing 12 970 13 091 13 454 13 647

Strategic Planning and Policy Ongoing 2 970 3 026 3 099 3 181


A Workforce for Now and the Future 200 50 50 50 ....


Notes: 1. The profile of funding for the CIP varies significantly from year to year due to the cash flow requirements of specific capital

projects. 2. All roads project estimates are provided at the ‘P50’ level. This is based on the project cost with sufficient contingency to provide

a 50 percent likelihood that this cost will not be exceeded. On this basis projects are managed at a whole of program level to achieve a balance in cost estimating.

3. Funding for these projects is part of the State Government’s 2018 election commitments. 4. This project includes funding beyond the 2018-19 Budget and Forward Estimates period. 5. This project includes funding from the Australian Government. For further information, refer to chapter 6 of The Budget Budget

Paper No 1. 6. The State Government’s contribution to the Midland Highway has now been incorporated into the State Road

Upgrades - Southern Region and State Road Upgrades - Northern Region. 7. The Australian Government committed funding for a number of local government roads as part of its 2016 election

commitments. This funding is provided to the relevant council via the State Government. 8. This project includes funding from the Road Safety Levy.

State Growth 315

Roads and Rail

Funding of $316.8 million has been allocated in 2018-19 for roads infrastructure projects, with total roads funding over the Budget and Forward Estimates period estimated at $1.1 billion, including $406.4 million in Australian Government funding.

In addition, the Government has committed funding of $8.1 million for rail infrastructure in the 2018-19 Budget for Tasmanian Railway Pty Ltd with total rail funding over the Budget and Forward Estimates period of $135.4 million, including $58.2 million in Australian Government rail funding. Under the Tasmanian Rail Revitalisation Program, both the State and Australian Government funding is provided as equity to Tasmanian Railway Pty Ltd via Finance-General.

As part of the 2017-18 Budget, the Tasmanian Government committed additional funding of $59.8 million over a further four years, commencing in 2019-20, in order to facilitate the second Tranche of the Program, dependent on a matching contribution from the Australian Government. The Australian Government, through its 2018-19 Budget, has also now committed to fund an additional $59.8 million for the second Tranche of the Tasmanian Rail Revitalisation Program. The combined Tasmanian and Australian Government funding under the second Tranche of the Program over an additional four year period will build on Tranche one, upgrading priority sections of the State’s freight rail network, with all key rail freight corridors benefitting from this investment.

From 2018-19, road investment will be managed under separate programs of work to allow greatest flexibility in delivery of projects, adjusting to stakeholder feedback and approvals timeframes. Specific programs in 2018-19 include:

Greater Hobart Traffic Vision;

Launceston and Tamar Valley Traffic Vision;

Roads Package to Support Tasmania’s Visitor Economy;

A South East Traffic Solution roads package;

A West Tamar Highway Traffic Solutions;

State Roads Upgrades - Northern Region;

State Roads Upgrades - North West and West Coast Regions; and

State Roads Upgrades - Southern Region.

For more information in relation to the Roads Program see chapter 6 of The Budget Budget Paper No 1.

316 State Growth

DETAILED BUDGET STATEMENTS Table 11.9: Statement of Comprehensive Income

2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000




Grants3 160 612 163 338 102 824 63 040 93 190


Fees and fines 13 644 14 012 14 476 14 862 14 862

Interest 2 380 2 380 2 380 2 380 2 380

Other revenue 1 972 1 972 2 172 1 972 1 972






Borrowing costs 1 670 1 670 1 670 1 670 1 670

Other expenses5 7 752 6 078 527 531 536


Net result from transactions (net operating balance) 114 429 148 229 106 090 85 970 136 153

Other economic flows included in net result Net gain/(loss) on non-financial assets 4 4 4 4 4


Net result 114 433 148 233 106 094 85 974 136 157




State Growth 317

Notes: 1. The variations in Appropriation revenue - recurrent primarily reflect the cash flow of election commitments as well as the

Northern Cities Major Development Initiative projects. 2. The variations in Appropriation revenue - works & services primarily reflect additional election commitments funding provided

for the Capital Investment Program. Refer to Table 11.8 for further information on capital projects. 3. The profile of Grants revenue funding over the Forward Estimates reflects cash flows for Australian Government receipts, in

particular relating to the CIP. 4. The variations in Grants and subsidies over the Forward Estimates primarily reflect the cash flow of election commitments as

well as the Northern Cities Major Development Initiative projects. 5. The decrease in Other Expenses in 2019-20 primarily reflects cash flows for Australian Government infrastructure funding that

is not capitalised.

Table 11.10: Statement of Comprehensive Income - Administered

2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Revenue and other income from transactions1 Appropriation revenue - recurrent 66 771 64 840 64 938 66 551 67 619

Grants 310 542 80 80 80

Taxation 42 100 43 784 45 535 47 356 49 251


Fees and fines 9 821 9 978 10 135 10 278 10 537

Other revenue 42 333 34 108 34 608 28 108 23 108


Expenses from transactions2 Employee benefits 230 462 .... .... ....

Supplies and consumables 136 136 136 136 136


Transfers to the Consolidated Fund 99 554 93 265 95 771 91 335 88 601



Net result .... .... .... .... ....


Notes: 1. The variations in Revenue and other income from transactions are detailed in Table 11.12 Administered Revenue. 2. The variations in Expenses from transactions are detailed in Table 11.13 Administered Expenses

318 State Growth




$'000 $'000 $'000 $'000 $'000

Minister for Infrastructure Output Group 2 - Infrastructure

2.1 Infrastructure Tasmania 800 800 800 800 800

2.2 Infrastructure Strategy1 2 108 1 133 359 214 220

2.3 Land Transport Safety2 11 839 14 145 14 351 14 686 15 054

2.4 Passenger Transport 2 896 3 256 3 054 3 126 3 205

2.5 Traffic Management and Engineering Services 3 907 3 730 3 320 3 384 3 456

21 550 23 064 21 884 22 210 22 735

Output Group 6 - Subsidies and Concessions 6.1 Shipping and Ferry Subsidies 1 100 1 133 1 167 1 202 1 242

6.2 Metropolitan General Access Services 40 110 41 313 42 552 43 829 45 295

6.3 Rural and Special Needs School Bus Services 24 432 25 165 25 920 26 698 27 591

6.4 Non-Metropolitan General Access Services 7 826 7 826 7 626 7 626 7 626

73 468 75 437 77 265 79 355 81 754





271 282 298 204 305 771 323 805 345 858

Minister for Education and Training Output Group 1 - Industry, Skills Development and

Business Growth

1.3 Skills Development4,5 103 132 113 135 117 389 107 707 108 283

103 132 113 135 117 389 107 707 108 283

Capital Investment Program 50 50 50 50 ….


Works and Services 50 50 50 50 ….

103 182 113 185 117 439 107 757 108 283

State Growth 319




$'000 $'000 $'000 $'000 $'000

Minister for Energy Output Group 3 - Energy Policy and Advice

3.1 Energy Policy and Advice6 1 970 2 854 1 743 1 784 1 829

1 970 2 854 1 743 1 784 1 829


1 970 2 854 1 743 1 784 1 829

Minister for State Growth Output Group 1 - Industry, Skills Development and

Business Growth

1.1 Coordinator-General7 18 573 23 518 54 343 5 983 5 588

1.2 Industry and Business Development8,9 54 727 41 343 29 022 22 444 20 307

73 300 64 861 83 365 28 427 25 895


73 300 64 861 83 365 28 427 25 895

Minister for Resources Output Group 4 - Resources Policy and Regulatory

Services 4.1 Forestry Policy and Reform 1 495 1 535 1 548 1 573 1 100

4.2 Mineral Resources10 9 038 10 725 7 742 7 062 7 025

10 533 12 260 9 290 8 635 8 125



25 556 27 346 24 438 23 845 23 335

320 State Growth




$'000 $'000 $'000 $'000 $'000

Minister for Tourism, Hospitality and Events Output Group 5 - Culture and Creative Industries

5.4 Events and Hospitality11 14 272 18 948 16 380 14 659 12 419

14 272 18 948 16 380 14 659 12 419


14 272 18 948 16 380 14 659 12 419

Minister for the Arts Output Group 5 - Culture and Creative Industries

5.1 Tasmanian Museum and Art Gallery12 10 296 9 485 9 967 10 194 9 946

5.2 Arts Industry Development13 7 390 6 982 7 064 7 085 7 116

5.3 Screen Industry Development14 2 084 2 836 2 147 2 168 1 692

19 770 19 303 19 178 19 447 18 754



23 242 23 479 23 394 23 703 23 053

Department of State Growth



512 804 548 877 572 530 523 980 540 672

Reserved by Law

Contribution towards Construction of Streets in Towns by Municipal Councils (Local Government Act 1993) 52 52 52 52 52

52 52 52 52 52




512 856 548 929 572 582 524 032 540 724

State Growth 321

Notes: 1. The variations in Infrastructure Strategy reflect the cash flow of the 2014 election commitment for Kings Meadows Flood

Protection and the 2017-18 Budget Initiative Forward Planning for Roads (including Launceston Traffic Planning). 2. The increase in Land Transport Safety in 2018-19 primarily reflects a redistribution of corporate overheads across departmental

Outputs. 3. The increase in the Capital Investment Program primarily reflects additional funding for election commitments including: Greater

Hobart Traffic Vision; Launceston and Tamar Valley Traffic Vision; Roads Package to Support Tasmania’s Visitor Economy; South East Traffic Solution; State Road Upgrades - Northern Region; State Road Upgrades - North West and West Coast Region; State Road Upgrades - Southern Region; and West Tamar Highway Traffic Solution.

4. The variations in Skills Development primarily reflect the cash flows of election commitments including grants to TasTAFE for the Agriculture Centre of Excellence, Drysdale extension at Claremont College and Devonport and Trades and Water Centre of Excellence.

5. In 2018-19 funding of $84.92 million will be provided as a grant to TasTAFE to support training activity and operations. This gives effect to the Government’s commitment to ensure a minimum 70 per cent of training funding is provided to TasTAFE.

6. The decrease in Energy Policy and Advice in 2019-20 primarily reflects the cessation of funding for the Advancing the Case for a Nationally Funded Second Interconnector 2014 election commitment.

7. The increases in Coordinator-General in 2018-19 and 2019-20 reflects additional funding for Industry Assistance Grants and the cash flow of Northern Cities Major Development Initiative. This Output also includes funding for Enterprize Hubs, which is the responsibility of the Minister for Science and Technology.

8. The decrease in Industry and Business Development in 2018-19 primarily reflects the cash flow of prior year initiatives and other key deliverables including: The Community Infrastructure Fund; Employment Partnership: Jobs Action Package; Population Growth Strategy; Growing the Visitor Economy; and The Hedberg.

9. This Output also includes funding that relates to strategies and activities that are the responsibility of the Ministers for Advanced Manufacturing and Defence Industries, Science and Technology and Trade.

10. The variations in Mineral Resources reflect additional funding for the Mining Exploration Grants Program and the cash flow of the commitment for the relocation of Mineral Resources Tasmania to Burnie.

11. The increase in Events and Hospitality primarily reflects additional funding for election commitments including: Event Attraction Fund; Great Customer Experience; Reimagining the Gorge; and Tasmanian Hospitality Association Workforce Development.

12. The decrease in Tasmanian Museum and Art Gallery in 2018-19 primarily reflects the cash flow of Organisation Reform funding, the increase in 2019-20 reflects additional funding for the Permanent Children’s Exhibition at TMAG.

13. The decrease in Arts Industry Development in 2018-19 primarily reflects a redistribution of corporate overheads across departmental Outputs

14. The increase in Screen Industry Development in 2018-19 reflects additional funding for the Screen Innovation Fund.

322 State Growth

Table 11.12: Administered Revenue

2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000

Revenue Collected on Behalf of the Consolidated Fund Commonwealth Capital Grants 80 80 80 80 80

Drivers Licences 6 970 7 090 7 210 7 319 7 520

Fines 12 12 12 12 12

MAIB Commission 2 525 2 588 2 653 2 719 2 794

Motor Vehicle Taxes and Fees 42 100 43 784 45 535 47 356 49 251

Other Revenue1 1 213 8 8 8 8

Other Sales of Services 2 208 2 229 2 250 2 272 2 296

Personalised and Custom Plates 454 465 477 489 502

Photo Licence Fees 1 720 1 750 1 780 1 807 1 857

Regulatory Fees 1 072 1 078 1 084 1 090 1 097

Royalty Income2 41 120 34 100 34 600 28 100 23 100

Sales of Goods 33 33 33 33 33

Vehicle Inspection Services Fees 47 48 49 50 51

99 554 93 265 95 771 91 335 88 601

Revenue from Appropriation Annual Appropriation 66 771 64 840 64 938 66 551 67 619

66 771 64 840 64 938 66 551 67 619

Other Revenue

Commonwealth Recurrent Grants3 230 462 .... .... ....

230 462 .... .... ....


Notes: 1. The decrease in Other Revenue in 2018-19 reflects the cessation of payments from the Tasmanian Risk Management Fund in

relation to the June 2016 flood event that resulted in road and bridge damage. 2. The decrease in Royalty income from 2018-19 reflects an adjusted forecast based on information from mining companies about

expected Royalty payments, analysis of commodity prices and 2017-18 receipts. 3. The decrease in 2019-20 for Commonwealth Recurrent Grants reflects the cessation of Australian Government funding for

Exporter Assistance.

State Growth 323

Table 11.13: Administered Expenses

2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000


Contribution to Marine and Safety Authority1 1 603 2 613 1 793 2 463 2 523

Conveyance Allowance 1 630 1 630 1 630 1 630 1 630

Exporter Assistance2 230 462 .... .... ....

Sustainable Timber Tasmania CSO 12 000 12 000 12 000 12 000 12 000

Government Contribution to the Tasmanian Symphony Orchestra 1 519 1 519 1 519 1 519 1 519

National Transport Commission: Local Government Contribution 1 500 1 500 1 500 1 500 1 500

Payments for Forest Practices Authority 1 473 1 503 1 533 1 563 1 563

Pensioner Air Travel Subsidy 10 10 10 10 10

Private Forests Tasmania 1 550 1 583 1 615 1 647 1 647

Student-Only Passenger Services 26 415 27 207 28 023 28 864 29 829

Tasmanian Icon Program - Tasmanian Symphony Orchestra 500 500 500 500 500

Tasmanian Railway Pty Ltd3 8 100 8 100 8 100 8 100 8 100

Ten Days on the Island 1 275 1 301 1 327 1 354 1 383

Theatre Royal4 178 856 870 883 897

Transport Access Scheme 4 518 4 518 4 518 4 518 4 518

West Coast Wilderness Railway5 4 500 .... .... .... .... 67 001 65 302 64 938 66 551 67 619

Transfer to the Consolidated Fund 99 554 93 265 95 771 91 335 88 601


Notes: 1. The increase in 2018-19 reflects Taking Recreational Boating and Fishing to the Next Level. 2. The decrease in 2019-20 for Exporter Assistance relates to the cessation of Australian Government funding. 3. From 2018-19, funding for the State Government component of the Tasmanian Rail Revitalisation Program will now be provided

as an equity contribution through Finance-General. 4. The increase in 2018-19 for Theatre Royal reflects additional funds to support the Theatre Royal Management Board in meeting

costs associated with the construction and operation of the new $96 million creative industries and performing arts development, The Hedberg.

5. The reduction in 2018-19 reflects the completion of the Government’s current funding agreement for the West Coast Wilderness Railway. The Railway’s current financial projections and passenger demand forecasts indicate that they have cash reserves to maintain Railway operations over the short to medium term.

324 State Growth

Contribution to Marine and Safety Tasmania

This contribution supports Marine and Safety Tasmania in carrying out its functions of managing the Government’s non-commercial marine facilities and Tasmania’s marine regulatory environment. The 2018-19 Budget reflects additional funding of $4.8 million over the Forward Estimates for Taking Recreational Boating and Fishing to the Next Level.

Conveyance Allowance

The Department administers allowances paid to parents and guardians of students who do not have access to Government subsidised public passenger transport services for travel to and from school. It is intended to assist with the cost of providing private transport to the nearest bus stop or school. Allowances are also paid to Bass Strait Islands residents to assist with the cost of flights and ground travel to mainland Tasmania to access education.

Sustainable Timber Tasmania CSO (Non-commercial and Roads)

This provision will ensure that permanent timber production zone land continues to be managed and is accessible and available for multiple uses. It includes funding for maintenance of the forestry road network to allow for continued community, tourism and firefighting access, management of public recreation sites, provision of forest education activities, special species timber management and ongoing facilitation of forestry research.

Government Contribution to the Tasmanian Symphony Orchestra

The Tasmanian Symphony Orchestra, one of the world’s finest small orchestras, continues to receive State Government support. The TSO plays to audiences throughout the State and its award-winning recordings are heard throughout the world. A versatile orchestra, the TSO is renowned for its expertise in music of the classical and early romantic periods, and is recognised internationally as a champion of Australian music.

National Transport Commission: Local Government Contribution

Under the reform measures that abolished local road tolls in favour of national heavy vehicle charges, $1.5 million is provided annually from motor tax receipts to local government to compensate for loss of revenues from heavy vehicles.

Payment for Forest Practices Authority

This payment represents the Government’s contribution to the Forest Practices Authority. The role of the FPA is to advance the objective of the State’s forest practices system and to foster a cooperative approach towards policy implementation and management.

Pensioner Air Travel Subsidy

Aged pensioner residents of the Bass Strait Islands are entitled to an air fare subsidy when travelling between the Bass Strait Islands and Northern Tasmania. The subsidy is a 50 per cent concession on one return airfare from their Island residence to Northern Tasmania each financial year.

State Growth 325

Private Forests Tasmania

This payment represents the Government’s contribution to Private Forests Tasmania. The role of PFT is to facilitate and expand the development of the private forest resource in Tasmania in a manner that is consistent with sound forest land management practice.

Student-Only Passenger Services

This Output relates to contract payments to suppliers of fare charging student-only bus services during the school year.

Tasmanian Icon Program - Tasmanian Symphony Orchestra

The Tasmanian Icon Program is designed to utilise world-class Tasmanian talent to promote the State both nationally and internationally. Currently, funded icons are the Tasmanian Symphony Orchestra, Menzies Institute for Medical Research and the Tasmanian Tigers State Cricket Team (the latter two being funded through other agencies).

Tasmanian Railway Pty Ltd

This payment represents the Government’s grant contribution to Tasmanian Railway Pty Ltd. The payment allows TasRail to manage, maintain and operate the Tasmanian rail network on a sustainable basis, and also provides for critical annual maintenance of rolling stock assets.

Ten Days on the Island

Ten Days on the Island is Tasmania’s premier arts festival. The Government will continue to support Ten Days on the Island to deliver a festival of excellence with a particular focus on regional Tasmania.

Theatre Royal

The Theatre Royal is Australia’s oldest continually operating theatre. The Government’s commitment in funding the Theatre Royal recognises the Theatre Royal as a significant piece of Tasmania's history and a centre for the performing arts.

Transport Access Scheme

The Scheme provides for payments to operators of taxis including wheelchair accessible taxis to support fare concessions and subsidies made available to eligible persons with permanent disabilities or medical conditions that significantly restrict their personal mobility.

West Coast Wilderness Railway

The West Coast Wilderness Railway is an iconic West Coast attraction that helps attract visitors to the region and Queenstown. This funding supported capital works and the maintenance of the Railway’s operations.

326 State Growth

Table 11.14: Statement of Financial Position as at 30 June

2018 2019 2020 2021 2022



$'000 $'000 $'000 $'000 $'000



Investments2 36 282 89 915 86 115 79 815 77 315

Receivables 5 577 6 625 6 621 6 617 6 613

Equity investments 50 50 75 100 125


115 199 155 366 147 580 141 466 142 000

Non-financial assets Inventories 331 349 359 369 379


Infrastructure3 4 498 194 4 800 918 5 045 756 5 269 664 5 543 455


Investment property 586 586 879 1 172 1 465

Intangibles3 3 002 1 222 811 400 ....

Other assets3 1 873 12 739 12 823 12 907 12 991

5 102 042 5 424 335 5 680 990 5 916 715 6 202 273

Total assets 5 217 241 5 579 701 5 828 570 6 058 181 6 344 273

Liabilities Payables 10 916 9 097 9 215 9 333 9 451

Interest bearing liabilities4 47 586 84 116 76 486 69 718 69 248

Provisions 3 678 2 514 2 474 2 434 2 394


Other liabilities 8 091 8 761 8 721 8 681 8 641



Equity Contributed capital 417 334 417 334 417 334 417 334 417 334

Reserves 1 871 018 2 132 235 2 282 182 2 432 129 2 582 076

Accumulated funds 2 840 391 2 905 589 3 011 683 3 097 657 3 233 814

Total equity 5 128 743 5 455 158 5 711 199 5 947 120 6 233 224

State Growth 327

Notes: 1. The variations in Cash and Deposits over the Forward Estimates primarily reflect administering loan schemes including programs

funded by the Australian Government. 2. The increase in Investments in 2018-19 primarily reflects the current estimate of loan advances including: the Tourist

Accommodation Refurbishment Loan Scheme, the Agri-growth Loan Scheme and Commonwealth Administered Farm Assistance Loan Schemes.

3. The variations in these items reflects revised estimates based on 30 June 2017 actuals. 4. The increase in Interest bearing liabilities reflects the current estimate of borrowings required to meet estimated loan advance

demand.

Table 11.15: Statement of Financial Position as at 30 June - Administered

2018 2019 2020 2021 2022



$'000 $'000 $'000 $'000 $'000



Receivables1 1 855 112 112 112 112


5 451 4 094 4 094 4 094 4 094

Non-financial assets Other assets 6 12 12 12 12

6 12 12 12 12

Total assets 5 457 4 106 4 106 4 106 4 106

Liabilities

Payables1 644 1 173 1 173 1 173 1 173

Employee benefits1 272 386 386 386 386





Total equity 1 906 1 270 1 270 1 270 1 270

Note: 1. The variations in these items reflect revised estimates based on 30 June 2017 actuals.

328 State Growth

Table 11.16: Statement of Cash Flows

2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000




Grants3 160 612 163 338 102 824 63 040 93 190


Fees and fines 13 644 14 012 14 476 14 862 14 862

GST receipts 16 898 16 898 16 898 16 898 16 898

Interest received 2 380 2 380 2 380 2 380 2 380




Superannuation (6 342) (6 602) (6 467) (6 595) (6 647)

Borrowing costs (1 760) (1 760) (1 760) (1 760) (1 760)

GST payments (16 899) (16 899) (16 899) (16 899) (16 899)



Other cash payments5 (7 752) (6 078) (527) (531) (536)





Proceeds from the disposal of non-financial assets 4 4 4 4 4

Net advances paid (2 500) (27 884) 3 800 6 300 2 500


State Growth 329

Table 11.16: Statement of Cash Flows (continued)

2017-18 2018-19 2019-20 2020-21 2021-22



$'000 $'000 $'000 $'000 $'000


Net borrowings7 (5 470) 14 530 (7 630) (6 768) (470)

Net cash from (used by) financing activities (5 470) 14 530 (7 630) (6 768) (470)

Net increase (decrease) in cash and cash equivalents held (11 281) (16 018) (4 007) 165 3 013



Notes: 1. The variations in Appropriation receipts - recurrent primarily reflect the cash flow of 2018 election commitments as well as the

Northern Cities Major Development Initiative projects. 2. The variations in Appropriation receipts - capital in 2018-19 and over the Forward Estimates primarily reflect 2018 election

commitments funding provided for the Capital Investment Program. Refer to Table 11.8 for further information on capital projects.

3. The profile of Grants revenue over the Forward Estimates reflects cash flows for Australian Government receipts, in particular relating to the CIP.

4. The variations in Grants and subsidies over the Forward Estimates primarily reflect the cash flow of 2018 election commitments as well as the Northern Cities Major Development Initiative projects.

5. The decrease in Other cash payments in 2019-20 primarily reflects cash flows for Australian Government infrastructure funding that is not capitalised.

6. The variations in Payments for acquisition of non-financial assets primarily reflect expenditure incurred for projects included in the Department’s Capital Investment Program. Details on the Department’s CIP program is shown in Table 11.8 Capital Investment Program.

7. The variations in Net borrowings reflect the cash flows associated with administering loan schemes including loan schemes funded by the Australian Government.

330 State Growth




$'000 $'000 $'000 $'000 $'000



Grants 310 542 80 80 80

Taxation 42 100 43 784 45 535 47 356 49 251


Fees and fines 9 821 9 978 10 135 10 278 10 537



Cash outflows Employee benefits (230) (462) .... .... ....


Transfers to the Consolidated Fund (99 554) (93 265) (95 771) (91 335) (88 601)

Supplies and consumables (136) (136) (136) (136) (136)





Note: 1. The decrease in Other cash receipts primarily reflect an adjusted forecast for Royalty income based on information from mining

companies about expected Royalty payments, analysis of commodity prices and 2017-18 receipts.

Treasury and Finance 331

12 DEPARTMENT OF TREASURY

AND FINANCE

AGENCY OUTLINE The Department of Treasury and Finance is responsible to the Treasurer, Hon Peter Gutwein MP.

Treasury has responsibility for implementing strategies to achieve the Government’s longer-term economic and fiscal objectives. It provides the Government with objective advice on the economic and financial management of the State, implements Government policy and performs financial analysis, monitoring and reporting functions on behalf of the Government.

Treasury undertakes various functions associated with State economic and financial management, including:

monitoring and analysing trends in economic conditions and forecasting economic parameters for Tasmania;

preparing and monitoring the State Budget, managing the Public Account and providing advice on financial and resource management in the public sector taking into account the Government’s strategies and priorities;

monitoring and providing advice on the performance and management of government businesses;

managing the Government’s office accommodation portfolio, managing insurable risks of agencies, managing property sales and whole-of-government procurement;

providing policy advice on regulatory and financial issues, intergovernmental financial relations and State taxation issues and State taxation collection on behalf of the Commissioner of State Revenue; and

supporting the Tasmanian Economic Regulator, the State Grants Commission, the Tasmanian Liquor and Gaming Commission, the Commissioner for Licensing, the Commissioner of State Revenue and the Superannuation Commission to carry out their statutory, regulatory and integrity functions.

This chapter provides the Department’s financial information for 2018-19 and over the Forward Estimates period (2019-20 to 2021-22). Further information on the Department is provided at www.treasury.tas.gov.au.

332 Treasury and Finance

KEY DELIVERABLES Table 12.1 provides a summary of the Budget and Forward Estimates for key deliverables.


2018-19

Budget

2019-20

Forward

Estimate

2020-21

Forward

Estimate

2021-22

Forward

Estimate

$'000 $'000 $'000 $'000

Commonwealth Grants Commission 2020 Methodology Review 569 330 .... ....

Energy Markets Review 763 795 829 ....

Energy on Farms1 1 500 2 000 2 000 ....

Extension of Energy Rebate Scheme1 8 000 2 000 .... ....

Future Gaming Market Implementation 427 445 465 ....

Metro Tasmania - Derwent River Ferry Service1 500 500 500 500

Metro Tasmania - Single Ticket Scheme1 3 500 3 500 250 250

Tasmanian Irrigation - Tranche 3 Program1 .... 5 000 15 000 25 000

TasRail Contribution1 .... 14 950 14 950 14 950

TasWater Contribution1 20 000 20 000 20 000 20 000

Note: 1. These Key Deliverables will be funded by Finance-General.

Commonwealth Grants Commission 2020 Methodology Review

The Goods and Services Tax is distributed to the States on the basis of Horizontal Fiscal Equalisation, which is administered by the Commonwealth Grants Commission.

Every five years, the CGC conducts a comprehensive review of its methodology. Changes in the CGC’s methodology have the potential to reallocate millions of dollars of GST between jurisdictions. The opportunity to actively participate in the review is critically important for the State, with GST being the largest single revenue source for Tasmania, providing 40 per cent of Tasmania’s revenue in 2017-18. The 2020 Methodology Review is wide ranging and resource intensive. In order to minimise the risks to Tasmania from any changes to the distribution methodology, a dedicated project team has been established in Treasury to respond to the 2020 Methodology Review. The Methodology Review will be completed by February 2020.

The project team has also prepared the State’s submission to the Productivity Commission inquiry into Australia’s System of Horizontal Fiscal Equalisation, which is examining a number of options for changing the GST distribution process. The Methodology Review and the Productivity Commission inquiry are being run concurrently, but separately.


Energy Markets Review

The Government is committed to delivering the lowest regulated electricity prices in the nation by 2022. As part of the Government’s overall strategy in regard to energy pricing, Treasury will be developing the policy to delink the Tasmanian regulated wholesale electricity pricing mechanism from volatility in the Victorian wholesale market as well as reviewing a number of other energy market policies. This includes a review of solar feed-in tariff and irrigation tariff arrangements.

Energy on Farms

Equity contributions totalling $5.5 million over three years will be provided to Tasmanian Irrigation Pty Ltd to construct mini and micro hydro-electric systems as part of the irrigation system network.

Extension of Energy Rebate Scheme

The Government is extending the Energy Rebate Scheme for large unregulated electricity customers for another 12 months. The aim of the Scheme is to cushion customers from the impact of continuing high wholesale electricity prices in the National Electricity Market. A total of $10 million is being allocated to meet the cost of the rebates that will be incurred in the 2018-19 year.

Future Gaming Market Implementation

The Government’s Future Gaming policy will see the Deed between the State and the Federal Group, for exclusivity in the conduct of casino operations, electronic gaming machines and keno, end in 2023.

Post-2023, the operation of gaming machines in hotels and clubs will move from a single licensed operator to individual venue licences. Additional high-roller casino licences will be issued and a different distribution of the revenues from the relevant gaming activities will also occur.

There are a number of tasks that must be completed before the end of the Deed to implement the Government’s policy, including consultation with stakeholders in relation to the proposed framework, and revised taxation and licensing arrangements for existing casinos, high-roller casino(s) and individual venues. The changes will require legislative amendment to the Gaming Control Act 1993, a public tender process for the rights to operate the gaming machine monitoring network in hotels and clubs and the development and implementation of a regulatory regime to support the new gaming environment.

A dedicated project team will be established in Treasury to undertake the complex and diverse range of tasks required to implement the new gaming environment.

Metro Tasmania - Derwent River Ferry Service

Grant funding of $500 000 has been allocated for Metro Tasmania Pty Ltd in 2018-19 for a preliminary study to inform the introduction of a Derwent River ferry service. From 2019-20 onwards $500 000 per annum of equity contributions has been allocated to Metro Tasmania Pty Ltd to support establishment of the service.

Metro Tasmania - Single Ticket Scheme

Funding totalling $7.5 million over the Budget and Forward Estimates is being provided to assist Metro Tasmania Pty Ltd with the upgrades required to its systems and infrastructure, as part of the introduction of a common ticketing system for all Tasmanian public passenger transport services, allowing passengers to use a range of passenger transport systems on a single ticket.


Tasmanian Irrigation - Tranche 3 Program

As part of the Government’s Tranche 3 Irrigation - taking agriculture to the next level election policy, an additional $70 million has been allocated to a third tranche of irrigation schemes. A total of $45 million has been allocated over the Budget and the Forward Estimates period.

TasRail Contribution

Equity contributions of $14.95 million per annum in 2019-20, 2020-21 and 2021-22 will be provided to Tasmanian Railway Pty Ltd for the rail revitalisation project across the State, including replacing life-expired assets, strengthening culverts and other upgrades to rail lines and bridges. The funding is the second stage of the Rail Infrastructure Investment Program, with the State receiving matching funding from the Australian Government.

TasWater Contribution

During 2018-19, Treasury will assist the Government with its plans for further reform of the Tasmanian water and sewerage industry, including enabling the State to become a part owner of TasWater.

The focus for 2018-19 will include:

preparing legislation for the Spring Session of 2018 to give effect to the shared ownership of TasWater by the State and Local Government and to changed governance arrangements;

working with TasWater and the owner councils on the company’s governance framework, to recognise the State’s interest in TasWater;

developing an agreement with TasWater, in relation to the annual $20 million contribution from the State to TasWater over a ten year period from 2018-19, to implement an accelerated infrastructure investment program; and

working with TasWater to deliver the cap on water and sewerage price increases.

Financial Management Act Implementation

The Financial Management Act 2016 was passed by Parliament during 2016 and will apply from 1 July 2019. On that date, the FMA will replace the existing Financial Management and Audit Act 1990 and the Public Account Act 1986 and represents the last major step in an ongoing reform to Tasmania’s financial management framework.

The implementation of the FMA is well progressed but has been delayed due to competing commitments, including those associated with the implementation of the new Budget Information Management System, and to provide sufficient time to communicate and engage with stakeholders.

During 2018-19, Treasury will finalise key elements of the transition to the FMA and undertake further consultation to ensure the successful implementation of what is a significant reform to the Government’s financial management framework.


Tax Reform Measures

Treasury has prepared legislation to enact the Government’s election commitments to introduce a range of tax measures. The State Revenue Office will implement the measures including establishing the necessary administrative arrangements. The tax measures to be implemented include:

extending the Payroll Tax Rebate Scheme for apprentices and trainees in areas of skills shortages, to 30 June 2021;

introducing a reduced rate of payroll tax for wages between $1.25 million and $2 million;

providing a three year payroll tax exemption for wages paid by a business to its employees in regional Tasmania, where an interstate business relocates to Tasmania and establishes its operations in a regional area;

providing a 50 per cent duty discount to first home buyers of established homes valued at up to and including $400 000, for an initial twelve month period;

providing a 50 per cent duty discount to eligible pensioners that sell their existing home and downsize to a new home or unit at a lower cost, for an initial twelve month period;

implementing a Foreign Investor Duty Surcharge of an additional three per cent of the dutiable value for all purchases of residential property by foreign residents and an additional half per cent of the dutiable value on all purchases of primary production land by foreign residents; and

providing a three year land tax exemption for all newly built housing that is made available for long-term rental.

In addition, Treasury has prepared legislation to enact additional tax measures that were announced by the Government following the 2018 election, including:

providing a one year land tax exemption for short stay accommodation properties that are made available for long-term rental accommodation within the Greater Hobart Area, which was announced following the Housing Summit held on 15 March 2018; and

extending the First Home Owner Grant of $20 000 for eligible first home buyers of newly constructed homes, those who have new homes constructed, and owner builders from 1 July 2018 to 30 June 2019 inclusive.


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, Superannuation and Regulatory Management Services; and

Output Group 4 - Community Assistance.






$'000 $'000 $'000 $'000 $'000

Treasurer Output Group 1 - Financial and Resource

Management Services 1.1 Budget Development and Management 2 561 2 787 2 785 2 839 2 969

1.2 Financial Management and Accounting Services 3 377 3 899 3 930 3 972 4 154

1.3 Shareholder Advice on Government Businesses2 2 421 3 085 3 192 3 253 2 953

1.4 Government Property and Accommodation Services 1 356 1 475 1 247 1 269 1 329

1.5 Government Procurement Services 2 458 2 670 2 725 2 771 2 834

12 173 13 916 13 879 14 104 14 239

Output Group 2 - Economic and Fiscal Policy Advice 2.1 Economic Policy Advice 1 940 1 413 1 349 1 371 1 437

2.2 Regulatory Policy 2 505 3 066 3 149 3 309 3 468

2.3 Intergovernmental Financial Matters3 1 328 1 719 1 510 1 313 1 375

5 773 6 198 6 008 5 993 6 280

Output Group 3 - Revenue, Superannuation and Regulatory Management Services 3.1 Tax Administration and Revenue Collection 9 227 9 330 9 420 9 569 10 001

3.2 Regulation and Administration of Liquor and Gaming4 6 423 7 227 7 471 7 474 7 297

3.3 Economic Regulation5 2 041 1 944 1 994 2 305 2 090

3.4 Office of the Superannuation Commission6 17 338 14 569 14 721 14 824 15 066

35 029 33 070 33 606 34 172 34 454

Output Group 4 - Community Assistance 4.1 Bass Strait Islands Community Service Obligation 10 049 10 240 10 471 10 706 10 946

4.2 Public Trustee Community Service Obligation 2 023 2 068 2 115 2 162 2 210

4.3 Community Support Levy 4 375 3 983 4 178 4 474 3 956

16 447 16 291 16 764 17 342 17 112

TOTAL 69 422 69 475 70 257 71 611 72 085



2. The increase in Shareholder Advice on Government Businesses in 2018-19 to 2020-21 is due to the establishment of a dedicated project team for the Energy Markets Review project.

3. The increase in Intergovernmental Financial Matters in 2018-19 to 2019-20 is due to the Commonwealth Grants Commission 2020 Methodology Review.

4. The increase in Regulation and Administration of Liquor and Gaming in 2018-19 to 2020-21 is due to the establishment of a dedicated project team for the Future Gaming Markets Implementation Project.

5. The fluctuations in expenditure on Economic Regulation reflect the work program of the Tasmanian Economic Regulator. Water and sewerage pricing investigations are being undertaken in 2017-18 and scheduled for 2020-21.


6. The decrease in Office of the Superannuation Commission in 2018-19 is due the reallocation of resources across other Outputs of Treasury responsible for specific functions to support the Office and to resource the Government’s priority projects to be undertaken by Treasury over the Budget and Forward Estimates period.

Output Group 1: Financial and Resource Management Services

1.1 Budget Development and Management

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

1.2 Financial Management and Accounting Services

This Output includes whole-of-government financial management activities and the provision of advice on financial management and reform, consistent with the Government’s strategies and priorities. It supports a range of services relating to the management of financial assets and liabilities, associated risk mitigation strategies and the preparation of whole-of-government financial and statistical reports.

1.3 Shareholder Advice on Government Businesses

This Output includes monitoring and provision of advice on government businesses. It supports the provision of advice on reforms and policies relating to the Government’s ownership of businesses. Submissions and presentations to the credit rating agencies are included in this Output.

1.4 Government Property and Accommodation Services

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

1.5 Government Procurement Services

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



Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target

Stakeholder satisfaction rating (expressed as a

percentage)1 % na na >90 na

Proportion of financial reports receiving an unqualified

audit opinion2 %

100 100

100

100

Treasury-managed property vacancy rate3 % 5.5 2.6 <1.5 <1.5

State Service workers’ compensation contributions as a

percentage of the average premium charged by private

insurers4 %

84 90

<80

<90

Proportion of financial reports published by the required

date5 %

100 100

100

100

Variance between Budget estimate and actual GBE/SOC

returns6 %

2.5

14.1

<5.0

<5.0

Notes: 1. The satisfaction rating of the quality of Treasury’s services is obtained from the results of Treasury’s Stakeholder Survey.

Treasury’s Stakeholder Survey is undertaken every three years, with the previous survey conducted in 2015. The next stakeholder survey will be completed in 2018.

2. An unqualified audit opinion from the Auditor-General indicates that the financial reports are a true and accurate reflection of the Government’s finances.

3. The vacancy rate is the proportion of all owned and leased office space managed by Treasury that is currently vacant and available for occupation. The target was slightly exceeded for 2016-17 primarily as a result of continuing vacancy at the Stoney Rise and St John Street buildings.

4. This measure is calculated by comparing average agency workers’ compensation contributions, as a proportion of salaries, with the average premium rate of private insurers. The measure can be subject to significant fluctuation from year to year due to the significant range of factors impacting on both agency and private insurance premiums. The target for 2018-19 has been changed to better reflect current trends.

5. The whole-of-government financial reports published in 2016-17 were the Preliminary Outcomes Report 2015-16, Treasurer’s Annual Financial Report 2015-16, September Quarterly Report 2016-17, December Quarterly Report 2016-17 and the March Quarterly Report 2016-17.

6. Returns from Government Businesses and State-owned Companies comprise dividends, tax equivalent payments, rate equivalent payments and guarantee fees. The positive variances to the Budget estimates is due to better than expected performance of a number of government businesses, largely due to external influences resulting in increased profitability.


Output Group 2: Economic and Fiscal Policy Advice

2.1 Economic Policy Advice

This Output relates to the provision of advice on international, national and Tasmanian economic conditions and developments and forecasting economic trends in the Tasmanian economy. It also includes the provision of advice on economic policy and reform issues, including reform of Tasmania’s water and sewerage industry, and Council of Australian Governments and other national economic policy initiatives.

2.2 Regulatory Policy

This Output includes the provision of advice relating to the regulation and taxation of gaming activities and regulation and licensing of liquor sales, state revenue policy and the legislative review program.

2.3 Intergovernmental Financial Matters

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


Performance Measure

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target


percentage)1 %

na

na

>90

na

Variance between Budget estimate and actual taxation

receipts2 %

4.0

4.5

<5.0

<5.0

Variance between Budget estimate and actual

Australian Government payments3 %

1.7

20.2

<5.0

<5.0

Variance between Budget forecast and ABS estimate of

Gross State Product growth4

% pts 1.2 1.1 <1.0 <1.0

Variance between Budget forecast and ABS estimate of

employment growth4

% pts 0.8 .... <1.0 <1.0

Notes: 1. The satisfaction rating of the quality of Treasury’s services is obtained from the results of Treasury’s Stakeholder Survey.


2. The accuracy of the Department’s taxation receipt forecasts is determined by comparing the Budget with the actual end of year outcome. The information published in Treasury’s 2016-17 Annual Report was based on the preliminary outcome and has been revised to reflect the final audited outcome.

3. The accuracy of the Department’s Australian Government payments is determined by comparing the State Budget estimate in the financial year with actual payment advices received from the Australian Government. The primary reason for not meeting the identified target for 2016-17 was the unexpected one-off Australian Government payment of $730.4 million for the transfer of the Mersey Community Hospital to the State. The information published in Treasury’s 2016-17 Annual Report was based on the preliminary outcome and has been revised to reflect the final audited outcome.

4. The accuracy of Treasury’s Gross State Product and employment growth forecasts is determined by comparing the Budget forecasts with the most recent estimates of growth for the financial year published by the Australian Bureau of Statistics. For growth in Gross State Product in 2016-17, Treasury’s forecast in the 2016-17 Budget was greater than the most recent estimate by the ABS for that year and this variance will be revised if the ABS revises its estimate for 2016-17. For employment growth in 2016-17, there was zero variance (at the one decimal point level) between the 2016-17 Budget forecast and the ABS estimate.


Output Group 3: Revenue, Superannuation and Regulatory Management Services

3.1 Tax Administration and Revenue Collection

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

3.2 Regulation and Administration of Liquor and Gaming

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

3.3 Economic Regulation

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

3.4 Office of the Superannuation Commission

This Output comprises provision of support to the Superannuation Commission in undertaking statutory functions under the Public Sector Superannuation Reform Act 2016; the Public Sector Superannuation Reform Regulations 2017; and the Public Sector Superannuation Reform (Parliamentary Superannuation) Regulations 2016. Under the public sector reforms, the operating costs of administering the five public sector defined benefit schemes are funded directly by appropriation to Treasury, rather than through operating expenses being charged directly against scheme assets.



Performance Measure1

Unit of

Measure

2015-16

Actual

2016-17

Actual

2017-18

Target

2018-19

Target


percentage)2 % na na >90 na

Total overdue taxation debt as a percentage of total

taxation revenue3 % 1.4 1.0 <0.8 <0.8

Percentage of formal recommendations accepted by the

Tasmanian Liquor and Gaming Commission4 % 98 86 >80 >80

Percentage of objections in which the Commissioner of

State Revenue’s assessment or decision was

confirmed5 % 63 65 >80 >80

Revenue Branch operating expenses as a percentage of

taxation revenue6 % 0.9 0.9 <1.5 <1.5

Percentage of liquor applications submitted to the

Commissioner for Licensing within 40 days of

advertising7 % 100 100 >80 >95

Notes: 1. In 2018-19, Treasury will review its performance information presented in the Budget Papers and include appropriate indicators

for the Office of the Superannuation Commission. 2. The satisfaction rating of the quality of Treasury’s services is obtained from the results of Treasury’s Stakeholder Survey.


3. The State Revenue Office seeks to ensure that taxpayers are well informed of their obligations and that tax debt stress and overdue taxation debts are minimised. Accordingly, the target is for overdue taxation debt to be a very small percentage of total taxation revenue. The proportions of debt in recent years have been influenced by better identification of overdue debt through systems improvements and a more streamlined and consistent process for moving unpaid amounts through to a debtor management process.

4. While recognising that the Tasmanian Liquor and Gaming Commission 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 Commission.

5. Objections may be lodged against assessments issued to clients or decisions of the Commissioner, Deputy Commissioner or a delegate of the Commissioner. Treasury seeks to ensure that the original assessments and decisions are accurate. The lower level of assessments or decisions of the Commissioner of State Revenue that have been confirmed on objection in the 2016-17 year is a result of a significant decrease in the number of objections that have been treated as valid. That is, only objections with valid grounds have been dealt with via the objection process. Invalid objections have an alternative process and have been excluded from this result.

6. 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.

7. Treasury assisted the Commissioner for Licensing by receiving applications for licences, undertaking investigations and providing recommendations to the Commissioner on whether a licence applicant is qualified in accordance with the requirements of the Liquor Licensing Act.


Output Group 4: Community Assistance

4.1 Bass Strait Islands Community Service Obligation

This Output comprises the payment of the Bass Strait Islands Community Service Obligation to Hydro Tasmania relating to the subsidised supply of electricity and pensioner concessions to electricity customers on King and Flinders Islands.

4.2 Public Trustee Community Service Obligation

This Output comprises the payment of the Community Service Obligation to the Public Trustee relating to the provision of trustee services to clients with low asset values.

4.3 Community Support Levy

This Output comprises the collection and disbursement of funds from the Community Support Levy.


CAPITAL INVESTMENT PROGRAM Table 12.6 provides financial information for the Department’s Capital Investment Program. Further information on the Capital Investment Program is provided in chapter 6 of The Budget Budget Paper No 1.




$'000 $'000 $'000 $'000 $'000

Existing Commitments Treasurer

Budget Information Management System Project 7 517 1 500 .... .... ....

Total CIP Allocations 1 500 .... .... ....

Budget Information Management System Project

In April 2018, Treasury released a new Budget Information Management System, delivering contemporary technology to all Government agencies in support of developing and managing the 2018-19 State Budget and associated functions. The release of BIMS follows extensive planning and development work that has been undertaken over a number of years. The new BIMS provides improved flexibility and adaptability and the solution will provide more responsive budget functions and enable the development of more efficient business processes and improved productivity. Annual Budget Papers, Revised Estimate Reports and budget monitoring and development advice to the Treasurer will all be supported by enhanced information management provided by the new system. With the core of the system in place, the last phase of the Project to be undertaken in 2018-19 will focus on implementing a range of new features including additional reporting, the development of dashboard technology and new business intelligence functions. These improvements will continue to build on useability features and increased access to the underlying budget data.





$'000 $'000 $'000 $'000 $'000


Appropriation revenue - works & services1 2 900 1 500 .... .... ....

Grants 235 .... .... .... ....

Fees and fines 8 889 8 625 8 618 8 916 8 709

Other revenue 1 420 1 861 1 608 1 621 1 636



Depreciation and amortisation 1 170 1 132 1 165 1 049 961



Other expenses 7 497 7 759 7 760 7 762 7 765


Net result from transactions (net operating balance) 2 770 1 058 (1 016) (1 199) (776)

Net result 2 770 1 058 (1 016) (1 199) (776)

Comprehensive result 2 770 1 058 (1 016) (1 199) (776)

Notes: 1. The decrease in Appropriation revenue - works & services reflects the timing of Capital Investment funding. 2. The decrease in Supplies and consumables in 2018-19 reflects the reallocation of resources from the Office of the Superannuation

Commission to resource the Government’s priority projects to be undertaken by Treasury.





$'000 $'000 $'000 $'000 $'000

Revenue and other income from transactions Fees and fines 1 469 1 502 1 531 1 559 1 588


Expenses from transactions Transfers to the Consolidated Fund 1 469 1 502 1 531 1 559 1 588



Net result .... .... .... .... ....






$'000 $'000 $'000 $'000 $'000

Treasurer Output Group 1 - Financial and Resource

Management Services 1.1 Budget Development and Management 2 494 2 585 2 558 2 623 2 746

1.2 Financial Management and Accounting Services 3 186 3 649 3 645 3 705 3 878

1.3 Shareholder Advice on Government Businesses 2 261 2 874 2 955 3 032 2 728

1.4 Government Property and Accommodation Services 816 1 058 1 082 1 106 1 161

8 757 10 166 10 240 10 466 10 513

Output Group 2 - Economic and Fiscal Policy Advice 2.1 Economic Policy Advice 1 905 1 362 1 287 1 316 1 379

2.2 Regulatory Policy 2 435 2 944 3 000 3 177 3 329

2.3 Intergovernmental Financial Matters 1 298 1 671 1 451 1 261 1 321

5 638 5 977 5 738 5 754 6 029

Output Group 3 - Revenue, Superannuation and Regulatory Management Services 3.1 Tax Administration and Revenue Collection 8 984 9 006 9 035 9 225 9 649

3.2 Regulation and Administration of Liquor and Gaming 5 921 6 680 6 862 6 892 6 692

3.4 Office of the Superannuation Commission 17 376 14 410 14 554 14 670 14 925

32 281 30 096 30 451 30 787 31 266

Output Group 4 - Community Assistance 4.1 Bass Strait Islands Community Service Obligation 10 049 10 240 10 471 10 706 10 946

4.2 Public Trustee Community Service Obligation 2 023 2 068 2 115 2 162 2 210

12 072 12 308 12 586 12 868 13 156

Capital Investment Program 2 900 1 500 .... .... ....

Department of Treasury and Finance


Total Works and Services 2 900 1 500 .... .... ....

61 648 60 047 59 015 59 875 60 964



61 648 60 047 59 015 59 875 60 964





$'000 $'000 $'000 $'000 $'000



Receivables 281 319 322 324 327


5 397 7 570 8 077 8 219 8 828


Property, plant and equipment1 804 1 373 1 330 1 303 1 275


Intangibles2 9 438 10 061 9 059 8 156 7 345

Other assets1 424 649 653 658 660

10 750 12 167 11 126 10 201 9 364

Total assets 16 147 19 737 19 203 18 420 18 192

Liabilities

Payables1 208 599 605 610 618


Other liabilities 34 207 208 210 212




Total equity 8 242 11 174 10 158 8 959 8 183

Notes: 1. The increases in Property, plant and equipment, Other assets and Payables in 2019 reflect the incorporation of the balances of

assets and liabilities relating to the Office of the Superannuation Commission. 2. The increase in Intangibles in 2019 reflects the work-in-progress on the Budget Information Management System Project.





$'000 $'000 $'000 $'000 $'000



Appropriation receipts - capital 2 900 1 500 .... .... ....

Grants 235 .... .... .... ....

Fees and fines 8 880 8 613 8 607 8 905 8 697

GST receipts 1 600 1 600 1 600 1 600 1 600




Superannuation (3 821) (3 968) (4 008) (4 082) (4 365)

GST payments (1 600) (1 600) (1 600) (1 600) (1 600)





Net cash from (used by) operating activities 4 150 2 408 615 251 717

Cash flows from investing activities Payments for acquisition of non-financial assets (3 844) (1 620) (120) (120) (120)

Net cash from (used by) investing activities (3 844) (1 620) (120) (120) (120)

Net increase (decrease) in cash and cash equivalents held 306 788 495 131 597







$'000 $'000 $'000 $'000 $'000


Fees and fines 1 469 1 502 1 531 1 559 1 588


Cash outflows Transfers to the Consolidated Fund (1 469) (1 502) (1 531) (1 559) (1 588)



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


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