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
· 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.
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 |
.... |
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 |
|
|
|
|
|
|
|
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
Funding of $106 000 per annum will be provided to COTA for the next four years to fund Seniors Week.
Additional funding of $375 000 over three years is provided for a Tasmanian Men’s Shed grant fund.
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.
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.
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.
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.
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.
Funding of $2 million over four years is provided for capital improvements to further enhance the Neighbourhood House network.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
Funding of $50 000 per annum over three years will be provided to Paraquad to support participation in sports for Tasmanians with physical disability.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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
|
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|
Premier |
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|
|
|
|
||||||||||||||||||||||||
|
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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 |
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Output Group 6 - Disability Services and Community Development |
|
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|
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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 |
||||||||||||||||||||||||
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|
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|
Minister for Human Services |
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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 |
||||||||||||||||||||||||
|
Output Group 6 - Disability Services and Community 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 |
||||||||||||||||||||||||
|
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|
|
|
|
|
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|
Minister for Aboriginal Affairs |
|
|
|
|
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|
|
|
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|
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|
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 |
||||||||||||||||||||||||
|
|
|
|
|
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|
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|
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|
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Table 2.2: Output Group Expense Summary (continued)1,2
|
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|
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|
Minister for Women
|
|
|
|
|
|
||||||||||||||||||||||||
|
Output Group 6 - Disability Services and Community Development |
|
|
|
|
|
||||||||||||||||||||||||
|
6.5 Women's Policy9 |
572 |
532 |
539 |
551 |
564 |
||||||||||||||||||||||||
|
|
572 |
532 |
539 |
551 |
564 |
||||||||||||||||||||||||
|
|
|
|
|
|
|
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|
Minister for Housing |
|
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|
|
|
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|
|
|
|
|
|
|
||||||||||||||||||||||||
|
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 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
Minister for Veterans' Affairs |
|
|
|
|
|
|
|
|
|
|
|
|
|
Output Group 6 - Disability Services and Community 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.
1.
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.
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.
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.
Table 2.4 Performance Information ‑ Output Group 21
|
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.
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 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.
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.
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.
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.
Table 2.5 Performance Information ‑ Output Group 4
|
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 |
|
|
|
|
|
|
|
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.
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.
Table 2.6 Performance Information ‑ Output Group 5
|
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.
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.
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.
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.
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.
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.
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.
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.
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 Community Development |
|
|
|
|
|
|||||||||||
|
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 |
|||||||||||
|
|
|
|
|
|
|
|
||||||||||
|
Sport and Recreation |
|
|
|
|
|
|||||||||||
|
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.
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 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.
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.
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.
Table 2.8: Performance Information ‑ Output Group 7
|
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.
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 |
|
|
|
|
|
|
|
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.
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
|
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.
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.
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.
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.
Table 2.11: Statement of Comprehensive Income
|
Table 2.11: Statement of Comprehensive Income (continued)
|
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
|
||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
Table 2.13: Revenue from Appropriation by Output
|
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Table 2.13: Revenue from Appropriation by Output (continued)
|
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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
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Table 2.15: Administered Expenses
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Table 2.16: Statement of Financial Position as at 30 June
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Table 2.16: Statement of Financial Position as at 30 June (continued)
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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
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Cash flows from investing activities |
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|
|
|
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Payments for acquisition of non-financial assets8 |
(19 924) |
(39 430) |
(36 429) |
(35 126) |
(20 632) |
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Proceeds from the disposal of non-financial assets |
11 773 |
11 447 |
11 449 |
11 449 |
11 449 |
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Equity injections and cash flows from restructuring |
(4 062) |
(4 000) |
(4 000) |
(4 000) |
(2 825) |
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Net advances paid |
339 |
300 |
300 |
300 |
300 |
||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Net receipts/(payments) for investments |
708 |
1 140 |
1 140 |
1 140 |
1 140 |
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Table 2.17: Statement of Cash Flows (continued)
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|
2017-18 |
2018-19 |
2019-20 |
2020-21 |
2021-22 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'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 |
|
|
|
|
|
|
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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
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