2018-19 Budget Paper 2 - Chapter 9 - Department of … · Web viewTable 9.1 provides a summary of the Budget and Forward Estimate allocations for the key deliverables within the Department

9 DEPARTMENT OF PREMIER AND CABINET

AGENCY OUTLINEThe 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.

Premier and Cabinet 213

KEY DELIVERABLESTable 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)



$'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 2017-2021The 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 GovernanceFunding 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 ManagementPermanent 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.

214 Premier and Cabinet

This funding will also be accessed by the Department of Police, Fire and Emergency Management for this purpose.


OUTPUT RESTRUCTURESOn 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 INFORMATIONOutputs 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.


Table 9.2 provides an Output Group Expense Summary for the Department.


Table 9.2: 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

Premier

Output Group 1 - Support for Executive Decision

Making1.1 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

Services2.1 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

Parliamentary Offices 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 Community3.2 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

Management5.1 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

Forward Forward Forward Budget Budget Estimate Estimate Estimate

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

Minister for Science and Technology

Output Group 3 - Electronic Services forGovernment Agencies and the Community3.1 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


Making1.2 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 Government6.1 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

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. 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 InformationDuring 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.

Table 9.3: Performance Information - Output Group 1

Performance Measures1

Unit of Measure

2015-16Actual

2016-17Actual

2017-18Target

2018-19Target

Strategic Policy and AdvicePercentage of Cabinet Advisories that are

submitted to the Cabinet Office on time % 92 91 90 95Selected 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 ChangePercentage of strategic policy initiatives

completed on time % 100 95 95 95Selected policy outputs must meet the

minimum benchmark as measured against agreed quality standards3 % 98 na 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 MeasuresUnit of

Measure2015-16

Actual2016-17

Actual2017-18

Target2018-19

Target

Management of Executive Government ProcessesHigh level of satisfaction with the

communications and protocol assistance, advice and service provided1 % na na 85 90

Principal and Subordinate LegislationHigh level satisfaction of key clients with

drafting and delivery of Bills and Statutory Rules1 % na na 85 90



Measure2015-16

Actual2016-17

Actual2017-18

Target2018-19

TargetUpdates occur to www.legislation.tas.gov.au

within two working days for new and revisions to Acts and Statutory Rules1 % na na 85 90

Table 9.4: Performance Information - Output Group 2 (continued)

Unit of Measure

2015-16Actual

2016-17Actual

2017-18Target

2018-19Target

Tasmanian Government CourierPercentage change of delivery costs2,3 % (3.1) (22.9) ≤GOE ≤GOEClient 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 GovernorImproving 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 Community3.1 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

2015-16Actual

2016-17Actual

2017-18Target

2018-19Target

Information, Technology and Digital Services Strategy and Policy DevelopmentSelected ICT policy outputs must meet the

minimum benchmark as measured against agreed quality 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 TasmaniaAutomated Transactions4

Customer satisfaction % na na na >92Customer complaints Number na na na <20Service Availability % na na na >99.9

Service Centres4

Customer satisfaction % na na na >90Ratio of Customer complaints to

compliments Ratio na na na 4:1



Unit of Measure

2015-16Actual

2016-17Actual

2017-18Target

2018-19Target

Service Availability % na na na >99.75

Contact Centre4

Customer satisfaction % na na na >80Ratio of Customer complaints to

compliments Ratio na na na 14:1Service Availability % na na na >99.75Average 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 >90Financial Performance based on Actual vs.

Budget% na na na Within +/-

4Customer satisfaction % na na na >90



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 Management4.1 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

2015-16Actual

2016-17Actual

2017-18Target

2018-19Target

State Service Employment and ManagementIndustrial agreements due in year negotiated

and finalised % 90 90 100 100Section 29 matters resolved (withdrawn or

agreed) % na na 80 80Professional 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

Table 9.6: Performance Information - Output Group 4 (continued)


Unit of Measure

2015-16Actual

2016-17Actual

2017-18Target

2018-19Target

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 ManagementThis 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

2015-16Actual

2016-17Actual

2017-18Target

2018-19Target

Security and Emergency ManagementSelected policy outputs must meet the

minimum benchmark as measured against agreed quality standards % 93 77 90 95






Output Group 6: Local Government6.1 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.



Measure2015-16

Actual2016-17

Actual2017-18

Target2018-19

Target

Local GovernmentSelected policy outputs must meet the

minimum benchmark as measured against agreed quality standards1 % 96 80 90 95

Satisfaction of key clients with delivery of policy services 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

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.


3. New performance measures introduced for 2017-18 as a result of the Department’s review of performance measures.


CAPITAL INVESTMENT PROGRAMTable 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.

Table 9.9: Capital Investment ProgramEstimate

d 2018-19 2019-20 2020-21 2021-22 Total Forward Forward Forward Cost Budget Estimate Estimate Estimate

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

PremierService Tasmania Shops Capital Investment Ongoing 250 250 250 250

Total CIP Allocations 250 250 250 250

Service Tasmania Shops Capital InvestmentThe 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 STATEMENTSTable 9.10: Statement of Comprehensive Income1



Revenue and other income from transactions

Appropriation revenue - recurrent 37 385 37 706 38 173 39 010 39 065 Appropriation revenue - works & services 2 119 250 250 250 250 Grants 79 .... .... .... .... Sales of goods and services2 33 927 35 930 36 140 36 577 36 723 Other revenue3 106 3 551 2 214 3 696 2 245

Total revenue and other income from transactions 73 616 77 437 76 777 79 533 78 283

Expenses from transactionsEmployee benefits 39 314 40 478 40 738 41 826 42 688 Depreciation and amortisation 344 336 335 335 335 Supplies and consumables4 33 677 34 326 33 437 33 745 33 610 Grants and subsidies4 1 546 3 034 2 275 2 626 1 369 Borrowing costs 14 .... .... .... .... Other expenses 151 235 238 240 243

Total expenses from transactions 75 046 78 409 77 023 78 772 78 245

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

equityOther 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.


Table 9.11: Revenue from Appropriation by Output2017-18 2018-19 2019-20 2020-21 2021-22

Forward Forward Forward Budget Budget Estimate Estimate Estimate

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

Premier


Making1.1 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

Services2.1 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

Parliamentary Offices 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 Community3.2 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

Management5.1 Security and Emergency Management1 739 1 252 1 260 1 276 1 294

739 1 252 1 260 1 276 1 294

Capital Investment Program 250 250 250 250 250

Recurrent Services 31 586 31 976 32 475 33 199 33 880 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 .... .... .... ....

Table 9.11: Revenue from Appropriation by Output (continued)



Minister for Science and Technology

Output Group 3 - Electronic Services forGovernment Agencies and the Community3.1 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

Recurrent Services 1 600 1 633 1 657 1 695 1 738 1 600 1 633 1 657 1 695 1 738

Minister for Environment


Making1.2 Climate Change2 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 Government6.1 Local Government 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 Recurrent Services 37 385 37 706 38 173 39 010 39 065 Total Works and Services 2 119 250 250 250 250

39 504 37 956 38 423 39 260 39 315

Total Revenue from Appropriation 39 504 37 956 38 423 39 260 39 315

Table 9.11: Revenue from Appropriation by Output (continued)



Controlled Revenue from Appropriation 39 504 37 956 38 423 39 260 39 315 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 Forward Forward Forward


AssetsFinancial assets

Cash and deposits2 4 463 1 610 1 617 2 631 2 922 Receivables3 2 613 1 943 1 858 1 773 1 688 Other financial assets3 2 751 2 610 2 657 2 704 2 751

9 827 6 163 6 132 7 108 7 361

Non-financial assetsProperty, plant and equipment3 4 021 1 685 1 612 1 539 1 466 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

LiabilitiesPayables3 2 680 1 956 1 997 2 038 2 079 Interest bearing liabilities4 739 .... .... .... .... Provisions3 369 327 327 327 327 Employee benefits3 9 933 9 636 9 756 9 876 9 996 Other liabilities3 895 2 283 2 306 2 329 2 352

Total liabilities 14 615 14 201 14 385 14 569 14 753

Net assets (liabilities) 2 514 (3 269) (3 503) (2 730) (2 680)

EquityReserves 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)


Budget, due to the 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



Cash flows from operating activitiesCash inflows

Appropriation receipts - recurrent 37 385 37 706 38 173 39 010 39 065 Appropriation receipts - capital 2 119 250 250 250 250 Grants 79 .... .... .... .... Sales of goods and services2 33 988 35 991 36 201 36 638 36 784 GST receipts 4 442 4 442 4 442 4 442 4 442 Other cash receipts3 106 3 551 2 214 3 696 2 245

Total cash inflows 78 119 81 940 81 280 84 036 82 786

Cash outflowsEmployee benefits (35 049) (36 017) (36 253) (37 215) (37 982)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)Grants and subsidies4 (1 546) (3 034) (2 275) (2 626) (1 369)Supplies and consumables4 (33 686) (34 335) (33 446) (33 754) (33 619)Other cash payments (149) (233) (236) (238) (241)

Total cash outflows (79 027) (82 398) (81 013) (82 762) (82 235)

Net cash from (used by) operating activities (908) (458) 267 1 274 551

Cash flows from investing activitiesPayments 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 activitiesNet 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

Cash and deposits at the beginning of the reporting

period 6 221 2 937 1 610 1 617 2 631 Cash and deposits at the end of the 4 463 1 610 1 617 2 631 2 922


reporting period



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 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.


Documents

2018-19 Budget Paper 2 - Chapter 9 - Department of … · Web viewTable 9.1 provides a summary of the Budget and Forward Estimate allocations for the key deliverables within the Department