4
DEPARTMENT OF HEALTH
AND HUMAN SERVICES
AGENCY OUTLINE
The Department of Health and Human Services is responsible for purchasing and delivering integrated
services that maintain and improve the health and wellbeing of Tasmanians.
The Department coordinates the delivery of its services across Tasmania through a network of facilities,
community services and home-based care; it reports to the Minister for Health, Hon Michael Ferguson MP,
and the Minister for Human Services, Hon Jacquie Petrusma MP.
Service delivery is achieved through direct provision of services by the Department or through service
agreements or contracts with provider organisations. From 1 July 2015, the newly formed Tasmanian
Health Service (THS) will have responsibility for the provision of public hospital services and a broad range
of health services. The Department, on behalf of the Minister for Health, will enter into a Service
Agreement for 2015-16 with the THS and monitor performance against this agreement.
The principal responsibilities of the Department include:

planning and purchasing high quality, safe and efficient health services through the public hospital
system; primary and community health services, including mental health, oral health and correctional
health services; and ambulance services;

delivering health promotion and protection through emergency management, public health and related
preventative health services;

funding care for older Tasmanians, as well as support and assistance to enable them to remain living
independently in their own homes;

funding a network of alcohol and drug abuse prevention and treatment services;

funding a range of accommodation and support services aimed at enhancing the quality of life for
people with a disability;

statutory responsibilities for vulnerable children and young people in relation to child protection and
juvenile justice;

funding a wide range of community services for children and their families, including early intervention,
family support services and child health services; and

delivering secure, affordable housing and support to low income Tasmanians, as well as
accommodation and support for people experiencing homelessness.
This chapter provides the Department's financial information for 2015-16 and over the Forward Estimates
period (2016-17 to 2018-19). Further information about the Department is provided
at www.dhhs.tas.gov.au.
Health and Human Services
59
ONE STATE, ONE HEALTH SYSTEM, BETTER
OUTCOMES - REBUILDING TASMANIA'S HEALTH SYSTEM
The Tasmanian Government is reforming the health system to make it focus more on the needs of
patients.
The Government's vision is for Tasmania to strive to have the healthiest population in Australia by 2025
and a world-class health care system.
The goal is to give Tasmanians a better health system: a complete, statewide system that places the
interests of patients at the forefront of every decision.
Redesign of the health system will ensure that we spend the existing health dollar more efficiently. This
will free up existing funds that will allow the Government to:

address gaps in health services in our local communities;

enable the treatment of more people, meaning reduced waiting times for access to treatment and
reduced waiting lists; and

direct health spending and activity towards the interventions that are shown by evidence to provide the
greatest benefit to patients and the community.
This stage of the reform process focuses heavily on the four major acute hospitals and ensuring that each
facility is working to its defined role in the system. This does not discount the role and importance of the
other parts of the health system, rather it is an acknowledgement of the persistent issues that Tasmania
has faced in the delivery of acute hospital services and in developing and maintaining strong linkages with
primary and community care.
It is clear that the division of Tasmania's acute health service into three distinct management structures
has been a barrier to our hospitals working effectively together to deliver optimal care for all Tasmanians.
This has led to safety and quality issues in some areas, duplication of services resulting in inefficiencies,
identifiable service gaps and higher costs that limit the Government's ability to deliver the range and
volume of services that Tasmanians need.
Through the One State, One Health System, Better Outcomes reforms, a single statewide Tasmanian health
service will provide leadership and stewardship of the health system and break down the existing barriers
to provide better health services for all Tasmanians. It will have greater accountability for its effectiveness
and efficiency and, importantly, be engaged with the Tasmanian community.
Further information on the reforms is available at: http://www.dhhs.tas.gov.au/onehealthsystem.
60
Health and Human Services
KEY DELIVERABLES
Table 4.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables within
the Department.
Table 4.1:
Key Deliverables Statement
2015-16
Budget
2016-17
Forward
Estimate
2017-18
Forward
Estimate
2018-19
Forward
Estimate
$'000
$'000
$'000
$'000
25 000
25 000
25 000
25 000
600
600
600
600
Minister for Health
Additional Funding to Frontline Health1
Children and Adolescent Mental Health Service
Hospital Alternative Program2
750
750
1 000
….
Ice and Other Drugs Strategy3
1 350
1 150
1 150
1 150
Mental Health Policy - Implementation
North West Regional Cancer Centre1
675
175
175
….
2 500
3 000
4 500
4 500
1 246
1 260
2 610
….
2 000
4 000
4 000
4 000
20 000
20 000
20 000
….
500
500
500
500
1 434
1 227
….
….
….
5 000
5 000
….
Hospital and Health Centre Maintenance
3 290
4 260
790
….
Launceston General Hospital Allied Health Clinics
3 000
….
….
….
Hospital Capital Fund
16 197
….
….
….
Redevelopment Project
11 991
173 825
176 576
74 508
Women's and Children's Precinct
42 501
….
….
….
Nurses Graduates - Additional Transition to Practice Placements1
Patient Transport to Support One Health1
Rebuilding Health Services - Elective Surgery Program1
Southern Midlands Paramedics4
Suicide Prevention Strategies
Major Capital Infrastructure
Health Transport and Coordination Infrastructure
Royal Hobart Hospital
Statewide Cancer Centres
St Helens Hospital Redevelopment
9 625
….
….
….
….
250
2 750
4 000
Health and Human Services
61
Table 4.1:
Key Deliverables Statement (continued)
2015-16
Budget
2016-17
Forward
Estimate
2017-18
Forward
Estimate
2018-19
Forward
Estimate
$'000
$'000
$'000
$'000
Autism Continuum of Care
250
250
300
….
Building a Joined Up Human Services Support System
600
600
….
….
Minister for Human Services
220
220
….
….
2 000
2 500
2 500
….
Disability - Additional Support
500
500
500
….
Elder Abuse
150
150
….
….
16 276
21 248
24 180
31 786
Children, Young People and Families Investment
Community Sector Organisations - Additional Funding
Equal Remuneration Order (ERO) Costs5
100
….
….
….
2 000
11 600
39 600
39 600
NDIS Job Ready Workforce
125
125
….
….
Neighbourhood Houses
850
….
….
….
Sheffield Family Support Centre
125
125
125
63
63
63
63
….
421
600
….
….
North West Youth Accommodation and Training Facility
….
1 500
4 500
….
Northern Suburbs Community Centre
83
900
677
….
Establishing Food Co-operatives
National Disability Insurance Scheme (NDIS)
TasCOSS
Youth Justice - Save the Children Bail Program and Post-Detention
Transition Program
Major Capital Infrastructure
Notes:
1. The THS will play a central role in the delivery of these initiatives, and an outline of each is provided in the THS chapter,
chapter 25 of Government Services Budget Paper No 2. While funding for these initiatives has been transferred to the
THS, the Department will retain responsibility for the management and control of the implementation of these
Key Deliverables.
2. The THS will play a central role in the delivery of this initiative, as indicated in chapter 25 of Government Services
Budget Paper No 2. Funding for this initiative has been retained by the Department and the Department will retain
responsibility for the management and control of the implementation of this Key Deliverable.
3. This key deliverable is funded from both the Department's existing Budget and Forward Estimates and additional
funding provided in this Budget ($1 million in 2015-16; $800 000 from 2016-17 and thereafter).
4. This key deliverable is funded from the Department's existing Budget and Forward Estimates.
5. Of the $31.786 million in 2018-19, additional funding of $7.606 million has been allocated in the 2015-16 Budget, with
the remaining $24.18 million entered in prior years.
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Health and Human Services
Minister for Health
Additional Funding to Frontline Health
Additional funding of $100 million will be provided over four years to invest in frontline health services
provided by the THS, which will be established on 1 July 2015 through the merger of the three existing
THOs.
The establishment of the THS is a key component of the One State, One Health System, Better Outcomes
reforms and is designed to improve the coordination of services and reduce duplication and inefficiencies
within the health system.
The THS is required to manage its funding to ensure the efficient operation of the facilities and services
under its control, and the efficient use of its resources and delivery of services purchased by the
Government.
Children and Adolescent Mental Health Service
Additional funding of $600 000 per annum from 2015-16 will increase staffing levels at Children and
Adolescent Mental Health Services (CAMHS). CAMHS is a specialist service that provides treatment and
support to young Tasmanians (under 18) with serious mental illness, and their families. The additional
resources will help to address long standing under-resourcing of this service, to help improve outcomes for
young Tasmanians with serious mental illness by increasing the capacity of CAMHS to provide greater
equity of access to mental health care across age groups.
Hospital Alternative Program
This 2014 election commitment provided $3 million over four years to help keep people with chronic
illness out of hospital, by providing them with quality care in the home or community, including restoring
the Hospital in the Home program. Initiatives under this program will be implemented as part of the One
State, One Health System, Better Outcomes reforms.
Ice and Other Drugs Strategy
Over four years, $4.8 million will be invested to tackle the problem of Ice and other drugs in Tasmania. This
funding will be used to implement recommendations from the review into drug use in the North West,
which was released in November 2014.
Specific initiatives include:

the opening of 12 new residential rehabilitation beds available for clients across the State with a
priority of establishing a residential rehabilitation program for clients based in the North West;

employment of new specialist consultation liaison staff within Alcohol and Drug Services (ADS) based in
Launceston and Ulverstone to work across the North and North West. These staff will work with the
broader health system and community services;

new transport options to improve access for North and North West clients to the southern specialist
Inpatient Withdrawal Unit when appropriate; and
Health and Human Services
63

supporting communities and current service providers, including assistance for health promotion,
prevention and early intervention strategies, such as raising community awareness and improving
health and health policy literacy.
Additional funding of $3.4 million over four years has been provided in this Budget, with $1.4 million over
four years being prioritised from the Department's existing Budget and Forward Estimate allocation.
Mental Health Policy - Implementation
This 2014 election commitment provided additional investment in mental health for the development of
an integrated system that provides support in the right place at the right time, with clear signposts about
where to get help and how. Additional funding is provided for:

Rural Alive and Well - a further $500 000 in 2015-16, in addition to $500 000 provided in 2014-15;

mental health outreach services through the Neighbourhood House network - with a further
investment of $225 000 over the next three years. This is in addition to the $75 000 provided in
2014-15; and

additional advocacy for people with mental illness and people living with a disability - with $300 000
provided over three years. This is in addition to the $100 000 provided in 2014-15.
North West Regional Cancer Centre
The North West Regional Cancer Centre is currently under construction as part of the Statewide Cancer
Project. Construction is due to be completed at the end of 2015. Additional funding of $2.5 million in
2015-16, $3.0 million in 2016-17, and $4.5 million per annum from 2017-18 has been allocated for the
operating costs associated with the North West component of the Northern Integrated Cancer Service.
Under the Northern Integrated Cancer Service, the North West Regional Cancer Centre in Burnie and
Holman Clinic in Launceston will work closely together to provide better services across the North and
North West of the State. Through the development of a critical mass of specialists, the new linear
accelerator will be opened and operated at the North West Regional Hospital to provide vital radiation
oncology treatment to cancer sufferers.
Nurse Graduates - Additional Transition to Practice Placements
This 2014 election commitment provided $5.4 million over four years for additional Transition to Practice
Placement for nursing graduates. This will enable the employment of up to 85 additional graduate nurses
across the State over four years.
Patient Transport to Support One Health
The Government is investing an additional $24 million over the next four years, including $10 million for
capital upgrades (refer to Key Deliverable - Health Transport and Coordination Infrastructure), to provide
improved patient transport and coordination under the Government's One State, One Health System,
Better Outcomes reforms.
Under the reforms, the health system will operate as a single statewide system, with each hospital having
an important but different role to play. Hospitals will specialise in the procedures they are best suited to
provide and patients will be treated at the hospital best suited to the patient's needs.
64
Health and Human Services
Additional funding of $14 million over the Budget and Forward Estimates period will be used to improve
emergency patient transport by streamlining patient transport between facilities, providing transport for
people to access non-urgent medical appointments as well as financial support for private travel and
accommodation where required.
Priorities for investment in improved patient transport services will be identified as part of the
implementation planning to be undertaken during and post the finalisation of the One Health System
White Paper.
Rebuilding Health Services - Elective Surgery Program
This 2014 election commitment provided $76 million over four years for additional elective surgery with a
focus on the reduction of waiting lists. This commitment will deliver up to 15 000 extra elective surgeries,
addressing backlogs and improving the quality of life for thousands of Tasmanians by ensuring patients get
their operations sooner.
Southern Midlands Paramedics
The Government is investing approximately $500 000 per annum to base paramedics at Oatlands. These
funds will support services staffed 24/7 by a paramedic and volunteers. Through servicing the Oatlands
and Central Highlands areas, this service will also help to ease pressure on ambulance stations in
surrounding areas such as Campbell Town and the East Coast. The cost of this initiative will be met within
existing resources.
Suicide Prevention Strategies
This 2014 election commitment provided $3 million over three years for targeted and proactive suicide
prevention strategies.
The funding is prioritised into the following areas:

assisting communities with the implementation of their Suicide Prevention Community Action Plans;

establishing early intervention referral pathways, especially following a suicide attempt or self-harming;

delivering suicide prevention awareness training to persons in key occupations to recognise and
respond to the signs;

ensuring Tasmanian researchers can access information needed to allow in-depth analysis of Tasmanian
suicides, to better target prevention strategies;

developing a targeted Youth Suicide Strategy for Tasmania in consultation with the Youth Network of
Tasmania; and

undertaking analysis of suicide 'hotspots' to mitigate risks if places are known for repeat suicides.
Health Transport and Coordination Infrastructure
Commencing in 2016-17, a funding allocation of $10 million will be provided over two years for health
transport infrastructure. These funds will be used for investment in improved infrastructure associated
with changes to patient coordination, transport and accommodation arising from the One State, One
Health System, Better Outcomes reforms.
Health and Human Services
65
Investment will target capital upgrades to support patients that need to travel for services, staff that may
need to travel to provide outreach services to patients or strategies that limit the need for patients or staff
to travel in order to provide or receive services under a single state wide Tasmanian health system.
Priorities for investment in improved infrastructure will be identified as part of the implementation
planning to be undertaken during and post the finalisation of the One Health System White Paper.
Hospital and Health Centre Maintenance
Funding of $8.3 million over three years is allocated from 2015-16 for hospital and health centre
infrastructure maintenance. This funding will support the sustainable delivery of safe and efficient health
care services across the State and will be used to fund the maintenance, replacement or upgrade of
existing hospital and health centre infrastructure across the State, including at the Hobart Private Hospital,
Launceston General Hospital, Flinders Island Hospital, Launceston Ambulance Station and at rural hospital
locations.
Launceston General Hospital Allied Health Clinics
Funding of $3.0 million has been provided in 2015-16 to expand and refurbish the existing Specialist Clinic
at the Launceston General Hospital (LGH), and for additional minor works in LGH Allied Health Outpatient
Services. The redevelopment of the existing Specialist Clinic will focus on the redesign of the existing space
to support the current model of care and to improve patient experience by ensuring patient confidentiality
and privacy. The redesign of the space into a modular/pod configuration will support an efficient and
comfortable experience for patients from presentation to completion of visit.
Royal Hobart Hospital Redevelopment
The $657 million Royal Hobart Hospital Redevelopment is Tasmania's largest ever health infrastructure
project and will deliver a modern health facility for generations of Tasmanians to come.
The $657 million Project includes $20.1 million for the RHH Cancer Centre upgrade, detailed as a separate
key deliverable under Statewide Cancer Centres.
Following the Royal Hobart Hospital Rescue Taskforce Review, work has recommenced on the project, with
an additional $71.9 million invested in the Project to deliver the following significant improvements:

a safer construction methodology allowing key acute services to continue to be provided on site but
away from the day to day disruption of construction. This means that acute care patients still have
access to critical medical facilities and security;

a fully costed decanting and refurbishment plan including the construction of the temporary facility in
Liverpool Street which better provides for the care of patients who require access to the broader
facilities for their quality of care;

an improved design which will increase the floor area of levels two and three by an additional 1400m².
This will allow increased space for mental health services including more outdoor recreational space;

an improved design for the maternity ward that will increase the number of single bedrooms for
women who have caesarean or complex births;

the addition of a helipad for emergency aeromedical retrievals, that facilitates better linkages to other
hospital sites; and
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Health and Human Services

the accelerated replacement of the hyperbaric chamber which was identified as a construction risk.
Works on the new redevelopment have now commenced and the new Inpatient Precinct, the final element
of the Project, will be completed in the 2018-19 financial year.
Statewide Cancer Services
Funding is provided to build specialist Cancer Centres within the hospital precincts of the Royal Hobart
Hospital, the Launceston General Hospital and the North West Regional Hospital.
The total commitment for the project is $63 million, with $23.9 million from the State, $36.3 million from
the Australian Government, and notable donated contributions from the Elphinstone Group of Companies
($1.6 million), the Menzies Centre ($600 000) and the Cancer Council ($600 000).
Construction of the Cancer Centres at the Royal Hobart Hospital and Launceston General Hospital has been
completed.
At the North West Regional Hospital, $9.1 million will be utilised in 2015-16 on infrastructure for medical
oncology and radiation therapy services, as well as associated education and support facilities. The
development of supporting information technology for the Cancer Centres will receive $483 000 in
2015-16. It is anticipated that all projects under the Statewide Cancer Services program will be completed
in 2015-16.
St Helens Hospital Redevelopment
Following the initial funding allocation of $3 million over two years for the planning and commencement of
this project, a further $4 million is allocated in 2018-19 for construction of the St Helens Hospital
Redevelopment. The construction of a new hospital will achieve a safe, accessible, pleasant and efficient
environment for facility patients/clients, staff and community members. It is anticipated that the total cost
of the redevelopment will be $12.1 million.
Preliminary consultation with the Break O'Day Council is underway to plan for the Redevelopment.
Minister for Human Services
Autism Continuum of Care
This 2014 election commitment provided $1 million over four years to kick-start a longer-term strategy to
provide best practice autism care to Tasmanians.
Building a Joined Up Human Services Support System
The Government's election commitment A Hand-up for Vulnerable Tasmanians, articulated the need to
work on a long-term plan in partnership with the community sector to deliver a more joined up human
services system that provides:

a shared entry point and assessment for Government and community-delivered services;

a lead worker for complex cases, dedicated to building a network of support around individuals and
families; and

an outcomes-based focus, working with individuals and families on their strengths and goals.
Health and Human Services
67
The aim of joined up human services is to improve outcomes for Tasmanians and to provide a hand-up for
the most vulnerable within the Tasmanian community.
Additional funding of $1.2 million is provided over two years to progress this commitment through the
establishment of a dedicated project team that will further the implementation, and then evaluate, five
priority initiatives under the Building a Joined Up Human Services Support System project. This initial work
will help formulate the future roll-out of the Building a Joined Up Human Services Support System
initiative.
Children, Young People and Families Investment (365 Day Plan)
Children and Youth Services (CYS) is progressing a number of actions including:

input into the Safe at Home internal performance review being managed by the Department of Justice,
which aims to improve the effectiveness of responses to family violence;

commencement of Stage 2 of the Out of Home Care System review;

establishing an independent process to review child death and serious injury, as well as a vulnerable
infants and babies strategy;

establishing a statewide Reviewable Events Unit and an Out of Home Care Operations and Carer
Support Unit; and

drafting of Commissioner for Children legislation.
The 2014 election commitment includes the investment of $300 000 (over three years) into short-term
preventative support care, to help keep families together and the investment of $360 000 (over three
years) into a pre-placement process.
Action being taken by the Government under this initiative is in addition to the new funding of $800 000
provided in the 2015-16 Budget for additional support for the prevention of family violence through Our
Watch (see chapter 8 Department of Premier and Cabinet) and Safe-at-Home (see chapter 5 Department
of Justice). The Government is strongly committed to addressing family violence and providing support to
those that it impacts. The Government currently provides estimated direct expenditure of over $16 million
annually across the Departments of Health and Human Services; Police and Emergency Management;
Justice; Education; and Premier and Cabinet to provide services directly aimed at dealing with family
violence. Furthermore, estimated annual funding in excess of $24 million across the Departments of Health
and Human Services and Education is made available to provide services that deal with family violence,
such as social worker support in schools, the sexual assault service and family support services.
Community Sector Organisations - Additional Funding
This 2014 election commitment provided additional funding of $9 million to the community sector over
four years. This additional funding will be used to support increasing costs and sector capacity building.
Disability - Additional Support
This 2014 election commitment provided additional funding of $2 million over four years for disability
services to assist those on waiting lists, who are outside of the NDIS trial cohort. This funding will provide
approximately 12 000 additional hours of support.
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Health and Human Services
Elder Abuse
This 2014 election commitment provided funding of $450 000 over three years to support the
Elder Abuse Strategy including the helpline, peer education and awareness.
Equal Remuneration Order (ERO) Costs
Additional funding of $7.6 million is provided in 2018-19, bringing the total ERO supplementation in
2018-19 to $31.8 million. The ERO is being implemented in nine instalments over eight years; 2018-19 will
be year seven of the ERO. This funding will enable community sector organisations to fully meet their
obligations and requirements under the Fair Work Australia ERO.
The funding supplementation included in this Budget is in addition to the $82.5 million reported in the
2014-15 Budget for the first six years of the ERO. In total, the Tasmanian Government has committed
$114.3 million to funding the first seven years of the ERO. This funding represents the total cost of the ERO
in Tasmania, less an anticipated contribution by the Australian Government of $23.8 million for the same
period. The Australian Government commitment is split across payments made to the State and paid
directly to the National Disability Insurance Agency (NDIA).
Establishing Food Co-operatives
This 2014 election commitment provided $100 000 in 2015-16 to resource start up food co-operatives. This
funding will help families and individuals access low cost, healthy, fresh and nutritious food by establishing
partnerships between community, local food producers, Neighbourhood and Community Houses and food
relief organisations.
National Disability Insurance Scheme (NDIS)
The Tasmanian Government is strongly committed to the full implementation of the National Disability
Insurance Scheme (NDIS).
Funding of $39.6 million is provided in 2018-19 to meet additional costs associated with the transition to
the full NDIS. Over the next four years, $92.8 million of funding will be provided to assist with the
introduction of the NDIS in Tasmania.
Tasmania was chosen as a launch site for the NDIS, which commenced in July 2013. This first stage will
provide support to approximately 1 000 young people aged 15-24 with disability, who are assessed as
eligible. Tasmania has established an implementation team to work in collaboration with the
Australian Government's National Disability Insurance Agency (NDIA), the disability sector, clients, their
families and carers to ensure Tasmania's successful launch and readiness for the full scheme.
This first stage of the NDIS is being undertaken during the period to 2015-16, with transition to the full
scheme occurring from 2016-17 to 2018-19. Around 10 600 Tasmanians with a disability are expected to
benefit from the NDIS when fully implemented in July 2019. During 2015-16, all States and Territories will
finalise the timing of payments, as well as cash and in-kind contribution requirements, for full
implementation of the NDIS. The contribution required by Tasmania will be adjusted in the 2016-17
Budget once agreements are finalised.
Health and Human Services
69
NDIS Job Ready Workforce
This 2014 election commitment provided funding of $250 000 over two years for National Disability
Services (Tasmania) for the development of a job-ready workforce to meet the new jobs required in
Tasmania for the NDIS.
Neighbourhood Houses
This 2014 election commitment provided $1.7 million over two years for Neighbourhood and Community
Houses. This initiative will provide each house with an additional one-off injection of $50 000 over the two
year period from 2014-15 to 2015-16.
Sheffield Family Support Centre
This 2014 election commitment provided $500 000 for the Family Support Centre in Sheffield. The Centre
is managed by Glenhaven Family Care, a Community Sector Organisation in partnership with the Kentish
Council and the community.
TasCOSS
This 2014 election commitment provided $250 000 over four years to TasCOSS to assist in building a
joined-up human services support system in partnership with the Government. This will include the
development of shared tools to oversee, measure and monitor outcomes and assist community sector
organisations to position themselves under the Government's new 'hand-up approach'. This approach is
designed to help vulnerable Tasmanians to move out of disadvantage.
Youth Justice - Save the Children Bail Program and Post-Detention Transition
Program
This 2014 election commitment provided one-on-one support through both the Supporting Young People
on Bail Program and the Post-Detention Transition Program. Additional funding for these initiatives is
supported by approximately $360 000 provided from the Solicitors' Guarantee Fund.
North West Youth Accommodation and Training Facility
Additional funding of $6 million is allocated over two years to build a supported accommodation facility in
Devonport with specialist support services for youth. The Youth Accommodation and Training Facility will
deliver around 25 units of accommodation for low income young people in the Devonport area, who are
homeless, or at risk of homelessness. The facility will also include safe and secure accommodation options
and support services suitable for young people living with disability. Planning for this project will
commence in 2015-16 and it is expected to be completed in 2017.
Northern Suburbs Community Centre
Additional funding of $1.7 million has been provided for the Northern Suburbs Community Centre
(including Rocherlea Neighbourhood House). This project will replace the existing Northern Suburbs
Community Centre in Rocherlea with a new purpose built facility situated in a more appropriate location to
enable easier community access.
70
Health and Human Services
OUTPUT RESTRUCTURE
A restructure of Output Group 2 has occurred since the publication of the 2014-15 Budget. Previously
Output Group 2 Tasmanian Health Organisations consisted of:

Output 2.1 - Tasmanian Health Organisation - South;

Output 2.2 - Tasmanian Health Organisation - North; and

Output 2.3 - Tasmanian Health Organisation - North West.
The new title Output Group 2 Tasmanian Health Service consists of a single Output, Output 2.1 Tasmanian
Health Service.
In addition, Cancer Screening Services has been transferred from Output Group 3 Statewide Services to the
Tasmanian Health Service. This transfer relates to a proportion of funding within Output 3.2 Public Health
Services.
Output 3.2 has been renamed Public Health Services following the restructure of the service. The Output
was previously named Population Health.
OUTPUT INFORMATION
Outputs of the Department of Health and Human Services are provided under the following Output
Groups:

Output Group 1 - Health Services System Management;

Output Group 2 - Tasmanian Health Service;

Output Group 3 - Statewide Services;

Output Group 4 - Human Services System Management;

Output Group 5 - Human Services;

Output Group 6 - Children Services System Management;

Output Group 7 - Children Services; and

Output Group 8 - Independent Children's Review Service.
Table 4.2 provides an Output Group Expense Summary for the Department.
Health and Human Services
71
Table 4.2:
Output Group Expense Summary
2014-15)
2015-16)
Budget)
2016-17)
Forward)
Estimate)
2017-18)
Forward)
Estimate)
2018-19)
Forward)
Estimate)
Budget)
$'000)
$'000)
$'000)
$'000)
$'000)
144 745)
119 695)
108 751)
104 991)
110 847)
144 745)
119 695)
108 751)
104 991)
110 847)
590 110)
650 128)
665 390)
685 223)
679 140)
590 110)
650 128)
665 390)
685 223)
679 140)
62 097)
65 899)
67 371)
66 501)
66 575)
40 582)
32 647)
30 546)
25 788)
26 415)
102 679)
98 546)
97 917)
92 289)
92 990)
72 096)
173 820)
3 000)
6 000)
439 900)
112 102)
165 691)
27 575)
....)
....)
2 768)
3 379)
3 543)
2 941)
2 759)
2 768)
3 379)
3 543)
2 941)
2 759)
21 061)
22 649)
23 423)
25 066)
21 806)
214 066)
217 778)
240 160)
281 077)
289 001)
261 046)
496 173)
127 730)
368 157)
130 691)
394 274)
132 157)
438 300)
133 895)
444 702)
4 897)
4 897)
5 124)
5 124)
5 279)
5 279)
5 315)
5 315)
5 341)
5 341)
Minister for Health
Output Group 1 - Health Services System
Management
1.1 Health Services System Management1
Output Group 2 - Tasmanian Health Service
2.1 Tasmanian Health Service2
Output Group 3 - Statewide Services
3.1 Ambulance Services3
3.2 Public Health Services4
Capital Investment Program5
Special Capital Investment Funds5
Minister for Human Services
Output Group 4 - Human Services System
Management
4.1 Human Services System Management6
Output Group 5 - Human Services
5.1 Community Services7
5.2 Disability Services8
5.3 Housing Services9
Output Group 6 - Children Services System
Management
6.1 Children Services System Management
72
Health and Human Services
Table 4.2:
Output Group Expense Summary (continued)
2014-15)
2015-16)
Budget)
2016-17)
Forward)
Estimate)
2017-18)
Forward)
Estimate)
2018-19)
Forward)
Estimate)
Budget)
$'000)
$'000)
$'000)
$'000)
$'000)
108 599)
108 935)
112 545)
113 220)
115 973)
108 599)
108 935)
112 545)
113 220)
115 973)
892)
922)
944)
948)
962)
892)
922)
944)
948)
962)
4 283)
143)
....)
....)
....)
477)
1 089)
1 157)
1 236)
1 278)
1 639 821)
1 695 629)
1 420 375)
1 450 463)
1 893 892)
Output Group 7 - Children Services
7.1 Children Services
Output Group 8 - Independent Children's Review
Service
8.1 Office of the Commissioner for Children
Capital Investment Program
Special Capital Investment Funds
TOTAL
Notes:
1. The decreases in Health Services System Management primarily reflect the transfer of responsibility for the election
commitments relating to Elective Surgery and Nurse Graduates - Additional Transition to Practice Placements from
the Department to the THS; the cessation of NPA funds and Commonwealth Own Purpose Expenditure Agreements;
and Australian Government funding for eHealth projects ceasing in 2014-15. These decreases are partly offset by
additional funding relating to the Ice and Other Drugs Strategy.
2. The increase in Tasmanian Health Service in 2015-16 primarily reflects: the transfer of responsibility for the election
commitments relating to Elective Surgery and Nurse Graduates - Additional Transition to Practice Placements from
the Department to the THS; additional funding for initiatives including Additional Funding to Frontline Health, North
West Regional Cancer Centre, Patient Transport to Support One Health, and Children and Adolescent Mental Health
Services; and the transfer of Cancer Screening Services from the Department to the THS. The decrease from 2017-18
to 2018-19 reflects the cessation of funding for election commitments.
3. The increase in Ambulance Services in 2015-16 and 2016-17 reflects a more accurate Budget estimate of revenue
and expenditure, primarily relating to Ambulance Fees. The decrease in the outyears is due to a reduction in
depreciation expense associated with motor vehicles from 2016-17, based on the depreciation schedules of the
existing Ambulance fleet.
4. The decrease in Public Health Services reflects the transfer of Cancer Screening Services from the Department to the
THS in 2015-16, the expiry of NPAs including Preventive Health, and revised arrangements for the Essential Vaccines
program.
5. The movements in Capital Investment Program (CIP) and Special Capital Investment Funds (SCIF) primarily reflect
the transfer of completed infrastructure assets to the THS. The Department undertakes capital works on behalf of the
THS and transfers the resulting assets to the THS once completed. This transfer appears as an accrual expense within
the Department and as accrual revenue within the THS.
6. The increase in Human Services System Management in 2015-16 and 2016-17 reflects additional funding provided
for the Building of the Joined Up Human Services Support System.
7. The decrease in Community Services in 2018-19 primarily reflects the expiry of the National Partnership Agreement
on Pay Equity for the Social and Community Services Sector. A new agreement is expected to be negotiated with the
Australian Government.
8. The increase in Disability Services primarily reflects additional funding for NDIS and ERO, and election commitments,
including Community Sector Organisations - Additional Funding and Disability - Additional Support.
9. The decrease in Housing Services in 2015-16 primarily reflects the transfer of Housing Tasmania stock to the
Non-Government Sector as part of the Better Housing Futures Program Stage 2 which occurred during 2014-15.
Health and Human Services
73
Output Group 1: Health Services System Management
1.1 Health Services System Management
This Output performs a number of functions including the provision of support for corporate services,
policy, planning, regulation, funding, monitoring and service improvement across health services. This
Output also provides support to the Secretary in establishing output priorities, including service
improvement and supporting the Tasmanian Health Service to develop consistent, collaborative models of
care particularly for chronic and complex conditions.
This Output includes:

grants provided to non-government organisations in relation to mental health services, home and
community health services, population health and alcohol and drugs;

funding held centrally in relation to health related expenses including payments to nationally funded
centres, the National Blood Authority and the Post Graduate Medical Council;

the Department's contribution to the Australian Government for older people receiving basic
community care as part of cross-billing arrangements under the National Partnership Agreement on
Transitioning Responsibilities for Aged Care and Disability Services; and

centralised functions in relation to the delivery of Statewide Mental Health Services.
Table 4.3:
Performance Information - Output Group 1
Unit of
Performance Measure
Measure
2012-13
Actual
2013-14
Actual
2014-15
Target
2015-16
Target
Implementation of Government reform agenda goals
achieved within published timeframe1
%
na
na
100
100
Priority activities in the Statewide Clinical Governance
Framework Action Plan undertaken1,2
%
na
na
100
na
Number
3
3
3
1
Service Agreements developed and administered in
accordance with the THO Act, and policy settings
endorsed by the Minister for Health3,4
Notes:
1. These performance measures were introduced in the 2014-15 Budget and, as such, prior year actuals are not available
for all measures.
2. Performance measures for the implementation of the Statewide Clinical Governance Framework Action Plan are no
longer applicable. The Clinical Governance Framework has been under active review as a project under the One
Health System Reform program, with progress against project milestones occurring as part of the Program's
governance model.
3. In 2014-15, all three THO service agreements were finalised within the required legislative timeframe. The performance
of all THOs against the requirements of the agreements was monitored and managed in accordance with the
processes outlined in the 2014-15 THO Service Agreement Performance Framework.
4. A single Service Agreement will be required in 2015-16 due to the establishment of the THS on 1 July 2015.
74
Health and Human Services
Output Group 2: Tasmanian Health Service
2.1 Tasmanian Health Service
This Output provides admitted acute, non-admitted acute, emergency department, forensic medicine,
community and aged care, oral health and mental health services to patients through Tasmania's major
public and rural hospitals, residential aged care and community health based services. The State
contribution to the THS is included in this Output.
Performance Information Comments
On 1 July 2015, a single Tasmanian Health Organisation (the Tasmanian Health Service) will commence
operation, replacing the current three THOs. Performance information relating to the THS is provided in
chapter 25 of Government Services Budget Paper No 2.
Output Group 3: Statewide Services
3.1 Ambulance Services
This Output provides integrated pre-hospital emergency and medical services, health transport,
aero-medical and medical retrieval services to the Tasmanian community. It provides these services
through a system of paramedics, doctors, patient transport officers, volunteer officers and the support and
partnership of independent non-government services around the State.
3.2 Public Health Services
This Output provides two service streams: Public and Environmental Health Services, which monitors the
health of the Tasmanian population and implements programs to protect and promote health; and
Population and Health Priorities, which implements programs to prevent or reduce risk factors that lead to
chronic conditions.
Health and Human Services
75
Table 4.4:
Performance Information - Output Group 3
Unit of
Performance Measure
Measure
2012-13
Actual
2013-14
Actual
2014-15
Target
2015-16
Target
Ambulance Services1
Total Ambulance Responses2
Number
76 395
78 944
na
na
Emergency Ambulance Responses3
Number
47 315
48 607
na
na
Satisfaction with Ambulance Services
98
98
98
98
Median Emergency Response Times (Statewide)4
Median Emergency Response Times (Hobart)4
Mins
%
11.0
11.4
11.8
11.8
Mins
10.1
10.4
10.8
10.8
Median Emergency Response Times (Launceston)4
Median Emergency Response Times (Devonport)4
Mins
9.7
10.1
10.5
10.5
Mins
8.9
9.6
10.0
10.0
Median Emergency Response Times (Burnie)4
Ambulance Services expenditure per person 5
Mins
9.1
9.5
10.0
10.0
$
119.8
127.6
na
na
Vaccine coverage in children aged 12-15 months
%
92.7
89.8
90.4
92.5
Vaccine coverage in children aged 24-27 months
%
94.0
93.5
88.7
92.5
Public Health Services
Notes:
1. In 2012, the Ambulance Service refined its case load and response time reporting to exclude vehicle movements that
did not involve patients - such as the movement of a vehicle to a repairer or driving between stations when not on
cases. Excluding these vehicle movements provides a more accurate reflection of actual patient related ambulance
responses. To enable comparison across years, all demand and response time figures reported in this Table have
been calculated using the latest data refinements.
2. The number of vehicles dispatched (responses) is one measure of the Ambulance Service's workload and an indicator
of the demand for ambulance services in Tasmania. This measure includes emergency, urgent and non-urgent
responses (cases managed by Ambulance Tasmania's Health Transport Service are excluded - these include
scheduled bookings for Non-Emergency Patient Transport Service patients). This indicator is a measure of demand
rather than performance. As such, the figure presented here is the actual figure for 2012-13 and 2013-14 and target
figures for 2014-15 and 2015-16 are not presented.
3. This measure is a subset of the figure reported as Total Ambulance Responses but for emergency incidents only.
4. The ambulance emergency response time is the difference in time between an emergency 000 call being received at
the Ambulance Tasmania Communications Centre and the first vehicle arriving at the location to treat the sick or
injured patient. The Median Emergency Response Time (MERT) is the middle time value when all the response times
are ordered from the shortest to the longest. The MERT can be broadly interpreted as the time within which
approximately 50 per cent of the first responding ambulance resources arrive at the scene of an emergency. However,
this is not always the case.
5. The figures here are as published in the annual Report on Government Services, and may differ from those in previous
reports due to statistical parameter adjustments. This indicator is a measure of cost, rather than performance, and as
such it is not possible to set targets for 2014-15 and 2015-16.
Performance Information Comments
Ambulance Services
There is a direct correlation between increased calls for help and slower ambulance response times as the
same number of vehicles become busier.
There are a variety of factors which affect ambulance response times in Tasmania including:

demand for service against the available resource base;

the ageing population as a primary driver of demand;
76
Health and Human Services

a relatively high proportion of the population living in rural and remote areas;

hilly terrain, ribbon urban development along the Derwent and Tamar rivers; and

a high reliance on Volunteer Ambulance Officers.
According to the Rural, Remote and Metropolitan Areas Index, Tasmania has almost twice the national
average population in rural and remote areas than all other jurisdictions. Tasmania also has the lowest
proportion of its population living in highly accessible locations.
Ambulance Tasmania experienced an increase in caseload during 2013-14 compared with the previous
year. The demand for services has increased by 3.3 per cent from the previous year. The daily average
number of Emergency Dispatches increased from 129 in 2012-13 to 133 during 2013-14.
Some impact on response performance has been noted as a result of this increased demand. The
Ambulance Service is starting to see the benefits of a number of operational and clinical initiatives aimed
at improving patient outcomes, which have been implemented over the past 12 months. These include:

launch of the Early Access to Defibrillation Program (EADP);

commencement of the Aeromedical and Medical Retrieval Road Retrieval Unit;

approval and release of Intensive Care Flight Paramedic Clinical Field Protocols;

completion of the In-Vehicle Information System pilot;

amendments to the Ambulance Service Act 1982 came into effect on 1 July 2014 significantly improving
protections for Volunteer Ambulance Officers (VAOs) and Paramedics and improving patient safety;

launch of the 'Join, Learn, Be Ready' Volunteer Recruitment campaign;

completion of the Computer Aided Dispatch (CAD) Server hardware upgrade; and

introduction of Air Maestro aeromedical scheduling and clinical management software in line with
other states and territories.
Public Health Services
The definition for 'fully immunised' changed during 2013-14 with pneumococcal, meningococcal C and
varicella vaccines being included. Children are now considered fully immunised if they have received
vaccines for diphtheria, tetanus and pertussis (DTPa), polio, Haemophilus influenza type b, hepatitis B and
pneumococcal for 12-15 month and 24-27 month age groups; and meningococcal C and measles, mumps,
rubella and varicella (MMRV) for the 24-27 month age group.
Tasmania's 12-15 month age cohort rate reduced during 2013 and is now below the national average for
this group. The change in the definition of fully immunised, cessation of the General Practice Immunisation
Incentive Program and modified Australian Childhood Immunisation Register support during 2013
influenced this reduction, in combination with the fluctuating rates that can be experienced with small
population numbers. There has been a slight decrease in the 24-27 month cohort, however, the rate
remains above the national average. The primary reason for the drop in reported coverage for the 24-27
month age cohort is due to the inclusion of additional vaccines on to the National Immunisation
Program. It is expected that these children will catch-up by their fourth birthday when they present for
their next scheduled vaccination, if not before.
Health and Human Services
77
Output Group 4: Human Services System Management
4.1 Human Services System Management
This Output performs a number of complementary functions including the provision of support for
corporate services, policy, planning, regulation, funding, monitoring and service improvement across
human services. This Output also provides support to the Secretary in establishing Output priorities.
Table 4.5
Performance Information - Output Group 4
Unit of
Performance Measure
Measure
2012-13
Actual
2013-14
Actual
2014-15
Target
2015-16
Target
Organisations receiving a Quality and Safety Review
within relevant timeframes1
%
na
60
42.5
60
Target Population transferred to NDIS trial within
agreed timeframes2
%
na
81.1
93.5
100.0
Social Housing owned and/or managed by the
Community Sector3
%
17.0
34.0
35.0
35.0
Notes:
1. The 2014-15 Target has been revised to 42.5 due to short-term resource constraints in this area during 2014-15.
2. The 2013-14 Actual has been revised from 80.1 to 81.1 to align with NDIA published figures due to the inclusion of
both active and inactive participants. These data have been sourced from National Disability Insurance Agency (NDIA)
data, 30 June 2014 and Appendix C Planned Intake of Participants.
3. In Tasmania, there has been a significant transfer of management of 34 per cent of housing stock in 2013-14 to
community organisations under the Better Housing Futures initiative.
Performance Information Comments
The program of Department led quality and safety audits of community sector organisations is still
relatively new, with a pilot being undertaken in 2013 and formal targets first set in 2013-14.
As Tasmania has 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 (NDIS). The cohort of young people aged 15-24 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.
The first year of the NDIS trial, in 2013-14, resulted in 786 young people benefiting from becoming
participants in the Scheme, which was within one per cent of the expected Bilateral target of 792
participants in the first year.
The full transition to the NDIS trial for this cohort will see around 1 000 young people supported by the
NDIS by mid-2016 and is progressing in accordance with agreed targets.
78
Health and Human Services
In 2009, all Housing Ministers agreed to the large scale transfer of up to 35 per cent of social housing stock
to be managed by the community sector by 2014. Housing Tasmania commenced a program of stock
transfer involving the management of around 3 900 properties by community housing providers under the
Better Housing Futures Program. The properties, in high density public housing areas, have been
progressively transferred to organisations from 2012-13, with the final transfer taking place in July 2014.
The national target of 35 per cent will be exceeded by Tasmania in 2014-15, with 42.7 per cent of social
housing stock under community management as at 31 March 2015.
The management of housing by community organisations will improve outcomes for Tasmanians who need
housing assistance. Community organisations are able to access Australian Government Rent Assistance
and other benefits, which enable them to fund an increased level of maintenance and other services,
including a range of community initiatives.
Output Group 5: Human Services
5.1 Community Services
This Output provides services relating to planning, developing and managing family and community
support services throughout the State. This includes funding for the neighbourhood house program,
integrated family support services, gambling support program and a range of other counselling and
support services. All of these services are provided by community sector organisations.
5.2 Disability Services
This Output provides services relating to planning, developing and managing disability services throughout
the State. Services include disability policy and program, disability assessment and advisory services,
individual support packages and community partnerships.
5.3 Housing Services
This Output provides services relating to planning, developing and managing affordable housing and
homelessness programs throughout the State. This includes all functions relating to the delivery and
management of public housing, capital development, housing reform, community housing, specialist
homelessness services, new homelessness initiatives, private rental assistance and the management of
community sector organisations providing outsourced services.
Health and Human Services
79
Table 4.6:
Performance Information - Output Group 5
Unit of
Performance Measure
Measure
2012-13
Actual
2013-14
Actual
2014-15
Target
2015-16
Target
Disability Services
Accommodation support clients1,2
Community access clients1,3
Number
1 326
1 346
1 167
1 095
Number
1 567
1 419
1 281
1 021
Supported accommodation waiting list4
Number
142
111
90
90
Community access waiting list4
Number
176
82
83
83
Housing Tasmania
Public Housing occupancy rate5
Applicants housed6
%
97.1
98.1
98.0
98.0
Number
1 011
1 066
1 000
1 000
%
89.3
85.3
80.0
80.0
Households assisted through Private Rental Assistance
Number
4 128
4 100
4 000
4 000
Applicants on wait list
Number
2 310
2 465
2 700
2 700
Average wait time for people who are housed
Weeks
37.9
35.7
41.5
41.5
Average time to house Category 1 applicants
Net recurrent cost per dwelling5,7
Weeks
16.2
20.7
20.0
20.0
$
8 015
10 644
8 800
8 500
Days
27.9
28.9
28.0
28.0
New allocations to those in greatest need5
Turnaround time8
Notes:
1. The 2013-14 actuals have been revised due to NDIS transition processes.
2. The 2014-15 target is based upon 2013-14 threshold less 133 clients expected to transition to the NDIS. The 2015-16
target is based upon 2014-15 target less 72 clients expected to transition to the NDIS.
3. The 2014-15 target is based upon 2013-14 threshold less 219 clients expected to transition to the NDIS. The 2015-16
target is based upon the 2014-15 target less 260 people estimated to be diverted directly to the NDIS.
4. The target for 2014-15 and 2015-16 is based upon the March 2015 waiting list figure.
5. Housing Tasmania data is provided from the Report on Government Services (ROGS) where appropriate. For 2013-14,
actual data was previously not available from ROGS. This has now been updated to reflect published ROGS data.
6. This includes applicants housed into public or community housing from the common wait list.
7. This is updated annually to reflect the current year dollar value, with 2012-13 figures updated to reflect 2013-14 dollars.
8. A national review of turnaround time is taking place due to discrepancies in jurisdictions' reporting of ROGS data.
Turnaround time data for 2012-13 has been updated to reflect Housing Tasmania's data definitions.
Performance Information Comments
Disability Services
Disability Services continues to operate in an environment where demand for services outstrips supply.
Whilst an increase in demand for services is consistent with national trends, implementation of the NDIS in
2013-14 and 2014-15 has begun to address the issue.
In terms of services delivered, there was a decrease in the number of clients receiving accommodation
support and community access, reflecting the age cohort transition to the NDIS during 2014-15.
80
Health and Human Services
Housing Tasmania
Public housing occupancy rates remain high at 98.1 per cent for 2013-14. There are efficient assessment
processes through the new Housing Connect model and timely allocations to housing. Demand for public
housing remains high and turnover is low as people remain in safe, affordable and stable housing. This
level of occupancy is expected to continue.
There is a range of affordable housing options available to people in housing need. The number of
applicants housed in both public housing and non-government housing increased slightly with 1 066
people housed in 2013-14. Activity has continued at these levels in 2014-15.
Housing Tasmania continues to perform extremely well in housing people most in need compared to other
jurisdictions. In 2013-14, the national average was that 74.1 per cent of allocations were to people in
greatest need, whereas Tasmania achieved 85.3 per cent of allocations to people in greatest need. Trends
show that new allocations to people in greatest need have reduced slightly; this may continue to decline
due to the transfer of management of properties to the community sector and the reduced range of
properties to match to the needs of applicants.
In 2013-14, there were 4 100 households assisted by Private Rental Assistance. In 2014-15, the number of
households supported has remained steady. Occupancy rates within the private rental market remain high.
The wait list is trending upwards. In 2013, the Housing Connect model came into operation and a broader
common wait list commenced. The wait list trend may reflect the success that Housing Connect is having in
encouraging more people to seek assistance. It may also be the result of the wait list expanding from
public to community housing and applicants having a greater range of housing choices. The
implementation of the Government's Affordable Housing Strategy from 2015-16 will assist in addressing
the current upward trend.
On average, people are waiting shorter times to be housed. The average wait time has declined slightly
from 37.9 weeks in 2012-13 to 35.7 weeks in 2013-14. This is well below the target of 41.5 weeks. The time
to house Category 1 applicants in 2013-14 was an average of 20.7 weeks. This is slightly above the target
and reflects the high occupancy rates and high demand for public housing.
Net recurrent costs per dwelling increased from $8 015 in 2012-13 to $10 644 in 2013-14. This was a result
of the management transfer of Better Housing Futures dwellings to community housing organisations
during the year. The increase in the 2013-14 figure reflects the fact that stock transfers were affected in
June, with the reduced year end stock numbers compared to full year costs. If adjusted to reflect the
transferred stock, then the true net recurrent cost per unit for retained Housing Tasmania properties
would be around $8 600. Savings associated with the Better Housing Futures stock transfer initiative will
be better reflected in 2014-15, which will see a reduction in this measure.
Turnaround times from when public housing properties become vacant to the time the property is let
remain stable. A significant review of this performance indicator is being undertaken nationally to ensure
that there is consistent and comparable data across jurisdictions.
Health and Human Services
81
Output Group 6: Children Services System Management
6.1 Children Services System Management
This Output performs 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 4.7:
Performance Information - Output Group 6
Unit of
Performance Measure
Planned strategic projects with milestones achieved
2012-13
2013-14
2014-15
2015-16
Actual
Actual
Target
Target
%
na
65
100
100
%
100
100
100
100
%
100
100
100
100
Measure
Planned regular operational performance reviews
completed addressing key issues within the remit of
Children's Services
Planned quality appraisals completed within relevant
timeframes
Performance Information Comments
Strategic projects are undertaken by the Planning, Program Development and Legislation, Out of Home
Care Reform, and Information Management units. In 2013-14, 15 of 23 strategic projects were either
completed or scheduled milestones were achieved. Children Services launched a series of extensive
reforms to the Out of Home Care (OOHC) service system during this period. Based on a framework that
takes into account the impacts of trauma on children, the OOHC service system is being progressively
redesigned to provide intervention options that effectively respond to the needs of children who have
experienced trauma.
Performance information dashboards are updated daily by the Performance and Evaluation Unit and are
routinely accessed throughout Children Services. In addition, formal processes for review of performance
were undertaken on a quarterly basis. This involved managers from all programs in Children Services
meeting to review performance information, nominate priorities for future performance analysis as well as
identify and agree upon responses to emerging issues. During 2013-14, four such reviews were scheduled
and completed.
Quality appraisals are undertaken by staff in the Quality Improvement and Workforce Development Unit
for practice issues arising in relation to Child Protection Services, Youth Justice Services and the Ashley
Youth Detention Centre. Key drivers for service quality are determined by applying a combined
understanding of research techniques, performance information, and practice knowledge to identify issues
to be addressed through workforce development strategies. For 2013-14, this included embedding of the
Signs of Safety approach, which focuses on less adversarial and more inclusive engagement practices when
working with children, families and other stakeholders. During 2013-14, there were three quality
appraisals completed within the allocated timeframe and three appraisals were commenced with
completion dates in 2014-15, all of which are on schedule.
82
Health and Human Services
Output Group 7: Children Services
7.1 Children Services
This Output provides services to children, young people and their families through a range of programs
including the child health and parenting service, child protection, out of home care, adoptions and
permanency planning, family violence counselling and support and community and custodial youth justice.
During 2014-15, Children and Youth Services has focused on the consolidation and strengthening of
services through a range of priorities focused on:

Practice Development, comprising the development of a service delivery framework and online
manuals; embedding the Signs of Safety approach in all programs, commencing with child protection;
modernising the child health system; and building practice leadership skills in managers;

Leadership, Workforce Development and Accountability, including collaborating with staff to develop a
shared set of service values and principles; working in partnership with Human Resources to develop a
DHHS human services capability framework; strengthening the learning and development framework;
building improved recruitment, selection and induction processes; and providing support and skills
development for the foster carer network; and

Reform of the Out of Home Care system to provide a needs-led, quality assured, financially viable, safe
and outcomes-focused response to children who cannot live at home.
Health and Human Services
83
Table 4.8:
Performance Information - Output Group 7
2012-13
Actual
2013-14
Actual
2014-15
Target
2015-16
Target
%
85.0
87.6
88.0
88.0
Rate
68.5
71.0
73.5
76.0
Number
8.9
24.7
13.0
10.0
%
48.5
31.9
45.0
60.0
%
17.7
21.5
15.0
17.0
1 034.0
1 064.9
1 045.0
1 045.0
Unit of
Performance Measure
Measure
Children Services
Mothers attending the eight week Child Health
Assessment1
Children in notifications (per 1 000 of population)1,2
Average daily children in active transition at
Response3
Investigation outcome determined within 28 days2,4
Children who were the subject of a substantiation
during the previous year, who were the subject of a
subsequent substantiation within 12 months2
Average daily children in out of home care1,5
Number
Children with approved case and care plans 2
%
68.6
72.6
80.0
80.0
Foster care households with five or more foster
children2
%
7.6
5.1
5.0
3.8
%
3.8
3.2
3.0
4.0
Number
69
112
80
65
Average daily young people in Youth Justice
detention1,5
Number
18.4
11.6
9.9
7.5
Distinct number of young people in Youth Justice
detention1
Number
72
56
52
40
Average daily young people in Community Youth
Justice1,5
Number
389.7
309.2
236.0
190.0
Distinct number of young people in Community Youth
Justice1
Number
811
643
505
400
%
83.8
92.0
90.0
90.0
%
86.1
81.7
82.0
85.0
Children in out of home care who had 3+ non-respite
placements in the last 12 months
Children actively managed while waiting for
therapeutic family violence counselling services
Custodial Youth Justice
Community Youth Justice
Community Service Orders completed before the
statutory expiry date
Youth Justice Community conferences held within six
weeks of receipt of referral for conference
Notes:
1. The 2014-15 and 2015-16 targets are projections rather than targets, reflecting the different processes used to produce
this value.
2. The 2013-14 actuals are preliminary and may differ from figures published in publications such as Report on
Government Services 2015 or Child Protection Australia 2013-14.
3. This average daily measure is being reported in this chapter for the first time in place of the snapshot measure
'Unallocated child protection investigations'. Children in active transition at Response are provisionally allocated to a
team leader while awaiting the allocation of a child protection worker. The Team Leader will respond to critical case
requirements if they emerge prior to allocation.
84
Health and Human Services
4. The title of this indicator has been changed to reflect the greater importance of substantiation of investigations
compared to finalisation.
5. The titles of these indicators have been subject to minor changes.
Performance Information Comments
Child Health and Parenting Services (CHAPS) maintained a consistently high level of engagement with
parents of newborn children, with at least 96 per cent of parents enrolling their newborn children in
2013-14. CHAPS provide a range of health checks and, during 2013-14, the proportion of parents attending
at eight weeks improved across Tasmania. This figure is projected to remain stable during 2014-15 and
2015-16.
Child Protection Services (CPS) 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 decreased
from 48.5 per cent during 2012-13 to 31.9 per cent during 2013-14 due to increasing complexity of cases
and implementation of Signs and Safety. A refocus on performance should see an improvement in results
from 2014-15. The rate of re-substantiations has increased during 2013-14. Effort continues to be directed
to addressing cumulative harm and linking children and their families to support services that work
collaboratively to meet client needs.
During 2013-14, a daily average number of 24.7 children were in active transition from the functional area
of Intake to Response. CPS remains committed to keeping the number of children in active transition low
and an overall reduction was achieved in past years following the introduction of new models of care as
well as information systems and tools to support operational staff.
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 Out of Home Care in
Tasmania increased to 1 064.9 during 2013-14. However, an annual decline in the number of children
being admitted to care has occurred since 2008-09.
A decline in the daily average number of children in care is anticipated during 2014-15 as the number of
children being admitted to care continues to decrease. Ongoing refinement of 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.
During 2013-14, 3.2 per cent of children in care had three or more non-respite placements and the number
of foster care households with five or more children declined to 5.1 per cent. Carer availability is a critical
factor for improving the stability and quality of care and an increase in the number of available carers is
likely to be required to reduce the impact of unnecessary multiple placement changes.
At 30 June 2014, there were 112 children on the waiting list for counselling and support service from the
Children and Young Person's Program. All families on this list receive interim support depending upon need
via phone or face-to-face contact on a weekly, fortnightly, or monthly basis. Where needed, families may
also be referred to external services.
A continuing decline in the reported number of Custodial Youth Justice clients has been observed in recent
years. The daily average number of young people in detention decreased to 11.6 during 2013-14, from
18.4 reported in 2012-13. The total number of custodial clients has also decreased. During 2013-14 there
were 56 distinct young people in detention compared to 72 during the previous year.
Similarly, the daily average number of young people in Community Youth Justice decreased during the
same period, from 389.7 in 2012-13 to 309.2 in 2013-14. There was also a reduction in the total number of
community clients, from 811 distinct young people during 2012-13 to 643 during 2013-14.
Health and Human Services
85
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 number of successful
prosecutions and sentencing options selected by the Courts.
Output Group 8: Independent Children's Review Service
8.1 Office of the Commissioner for Children
Activities provided in this Output include promoting the rights and wellbeing of children and examining the
policies, practices and services provided for children and any law affecting the health, welfare, care,
protection and development of children.
Performance Information Comments
The Office of the Commissioner for Children is an independent, statutory office responsible to the
Parliament of Tasmania. Details of the Commissioner for Children's activities are available in the
Commissioner's Annual Reports, which can be accessed from its website at www.childcomm.tas.gov.au.
86
Health and Human Services
SPECIAL CAPITAL INVESTMENT FUNDS
Table 4.9 identifies expenditure by the Department from the Government's Special Capital Investment
Funds.
Table 4.9:
Special Capital Investment Fund (SCIF) Allocations
Estimated
Total)
Cost
2015-16
)
Budget
2016-17
Forward
Estimate
2017-18
Forward
Estimate
2018-19
Forward
Estimate
$'000
$'000
$'000
$'000
$'000
1 900
1 400
.…
.…
.…
100 000
16 197
.…
.…
.…
17 597
.…
.…
.…
6 000
138
.…
.…
.…
21 000
10 693
6 416
.…
.…
5 000
112
…
.…
.…
6 500
2 000
4 443
.…
.…
12 943
10 859
.…
.…
35 000
649
….
….
….
60 000
1 554
1 157
1 236
1 278
)
32 743
12 016
1 236
1 278
Minister for Health
Hospitals Capital Fund
Mersey Hospital Upgrade
Royal Hobart Hospital
Infrastructure Tasmania Fund
Flinders Island Multi Purpose Centre Upgrade
Glenorchy - Tier Three Community Health Services
Facility
King Island Hospital and Health Centre Upgrade
Kingston - Tier Three Community Health Services
Facility
Royal Hobart Hospital Redevelopment Fund
Royal Hobart Hospital Redevelopment Fund
Minister for Human Services
Housing Fund
Housing Fund
Total SCIF Allocations
Health and Human Services
87
Hospitals Capital Fund
The Hospitals Capital Fund (HCF) was established in 2007-08 to provide capital funding for hospitals around
the State. In 2015-16, $17.6 million has been allocated from the HCF for the upgrade of the Mersey
Community Hospital ($1.4 million) and the redevelopment of the Royal Hobart Hospital ($16.2 million).
These are anticipated to be the final allocations from this Fund.
Infrastructure Tasmania Fund - Health Infrastructure
The Infrastructure Tasmania Fund - Health Infrastructure was established in 2008-09, to implement a
series of capital investment projects. Expenditure in 2015-16 of $12.9 million will include redevelopment of
the Glenorchy Community Health Centre ($10.7 million); and redevelopment of the Kingston Community
Health Centre ($2 million).
Royal Hobart Hospital Redevelopment Fund
The Royal Hobart Hospital Redevelopment Fund was established in 2004-05 for capital redevelopment of
the Royal Hobart Hospital site. Expenditure in 2015-16 of $649 000 is anticipated which will be utilised to
purchase a Clinical Information System. This is the final allocation from this Fund. This Fund was
established prior to the major Royal Hobart Hospital Redevelopment that is currently underway, and is
therefore not included as part of the calculation for the total cost of that project.
Housing Fund
The Housing Fund was established in 2007-08 with an allocation of $60 million for the purpose of
increasing the supply of affordable housing. In 2015-16, it is anticipated that $1.6 million will be spent from
the Housing Fund on projects, which include the:

continuation of support for the National Rental Affordability Scheme (NRAS), with funding towards the
development of up to 1 400 properties under NRAS Stage 4 ($1.1 million); and

acquisition of suitable land for the development of affordable housing sites ($465 000).
88
Health and Human Services
CAPITAL INVESTMENT PROGRAM
Table 4.10 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 4.10:
Capital Investment Program
Estimated)
Total)
Cost)
$'000)
2015-16)
Budget)
$'000)
2016-17)
Forward)
Estimate)
$'000)
2017-18)
Forward)
Estimate)
$'000)
2018-19)
Forward)
Estimate)
$'000)
10 000
....)
5 000)
5 000)
....)
Hospital and Health Centre Maintenance
8 340
3 290)
4 260)
790)
....)
Launceston General Hospital Allied Health Clinics
3 000
3 000)
....)
....)
....)
National Health and Hospitals Network Reforms:
Emergency Department1
Minister for Health
Health Transport and Coordination Infrastructure
9 340
828)
....)
....)
....)
RHH Redevelopment2,3
436 900
11 991)
173 825)
176 576)
74 508)
RHH Women's and Children's Hospital
100 000
42 501)
....)
....)
....)
2 373
840)
....)
....)
....)
1 268
1 204)
....)
....)
....)
St Helens Hospital Redevelopment Project
12 100
....)
250)
2 750)
4 000)
Statewide Cancer Services
63 000
9 625)
....)
....)
....)
11 400
3 333)
....)
....)
....)
Ongoing
9 291)
6 649)
6 488)
6 298)
4 000
1 245)
....)
....)
....)
Ongoing
7 454)
7 616)
7 776)
7 915)
6 000
....)
1 500)
4 500)
....)
1 660
83)
900)
677)
....)
94 685)
200 000)
204 557)
92 721)
Redevelopment of Ravenswood Community Health
Centre
Rural Breast Screening Clinics - Establishment and
Upgrade
Minister for Human Services
Church Street Youth Accommodation and Training
Project
Housing - New Projects
Neighbourhood House Program Capital Investment
Non-Works Housing
North West Youth Accommodation and Training
Facility
Northern Suburbs Community Centre
Total CIP Allocations
Notes:
1. Total funding of $30.7 million was originally provided for National Health and Hospital Network (NHHN) Reforms. The
Elective Surgery and Sub Acute Area components of the NHHN are now complete and the Emergency Department
component will be completed in 2015-16. The estimated total cost for the NHHN Emergency Department has reduced
since the publishing of the 2014-15 Budget Papers, as $360 000 of unspent capital funding was redirected to employ
1.2 FTE Emergency Department Senior Physiotherapists for three years. Of the completed NHHN Elective Surgery
component, $740 000 was also redirected for a trial of a new extended recovery model of care in 2014-15.
2. The estimated total cost for the RHH Redevelopment has increased since the publishing of the 2014-15 Budget Papers
as an additional State Government contribution of $71.9 million was approved in December 2014 following the Royal
Hobart Hospital Rescue Taskforce Review.
3. With respect to the RHH Redevelopment Project, funding of $100 million was allocated from the Special Capital
Investment Fund (SCIF) Hospitals Capital Fund, $436.9 million under the RHH Redevelopment CIP Project, and
Health and Human Services
89
$100 million under the CIP RHH Women's and Children's Hospital. This $636.9 million, with the additional $20.1 million
for the RHH Cancer Centre upgrade, completes the total allocation of $657 million referenced throughout this chapter.
Health Transport and Coordination Infrastructure
See the Key Deliverables section at the commencement of this chapter.
Hospital and Health Centre Maintenance
See the Key Deliverables section at the commencement of this chapter.
Launceston General Hospital Allied Health Clinics
See the Key Deliverables section at the commencement of this chapter.
National Health and Hospitals Network Reforms
Funding of $30.7 million was originally allocated in 2010-11, over four years, for capital improvements
relating to the National Health Reform initiatives: Elective Surgery, Emergency Department and Sub-Acute
under the National Partnership Agreement on Improving Public Hospital Services. In 2014-15, $1.1 million
was redirected to recurrent Emergency Department and Elective surgery projects. As a result, the available
funding for National Health and Hospital Network Reforms has been reduced to $29.6 million. In 2015-16,
$828 000 is allocated for Emergency Departments. This will be the final allocation under these reforms.
Royal Hobart Hospital Redevelopment and the Royal Hobart Hospital Women's and
Children's Precinct
See the Key Deliverables section at the commencement of this chapter.
Redevelopment of Ravenswood Community Health Centre
Funding of $2.4 million was allocated in 2013-14, over three years, for the refurbishment of the existing
Ravenswood Community Health Centre Facility. It is estimated that $840 000 will be spent during 2015-16.
Rural Breast Screening Clinics - Establishment and Upgrade
Funding of $1.3 million was allocated in 2013-14, over two years, to: establish a new mobile breast
screening clinic dedicated to North West Tasmania; refurbish the existing mobile screening clinic; establish
a new clinic site; and upgrade existing sites. It is estimated that $1.2 million will be spent during 2015-16 to
complete the Project.
St Helens Hospital Redevelopment Project
See the Key Deliverables section at the commencement of this chapter.
Statewide Cancer Services
See the Key Deliverables section at the commencement of this chapter.
90
Health and Human Services
Church Street Youth Accommodation and Training Project
The construction of the Church Street Youth Accommodation and Training Facility has a total project
budget of $11.4 million, with $10.4 million provided by the State Government and $1 million provided by
the Australian Government. The Australian Government component was agreed after the publication of
the 2014-15 Budget and has been fully expended. The project will deliver a mixed accommodation facility
that will provide tenants with stable, supported, long-term accommodation, which will enable them to
access key services, to reconnect with their family and community and to focus on employment, education
and training opportunities. Construction works are well advanced, with construction anticipated to be
completed in 2015-16.
Housing - New Projects
Funding of $9.3 million is provided in 2015-16 for Housing Tasmania's capital program, including the
purchase and construction of public housing. Further details of the Housing capital program are provided
in chapter 6 of The Budget Budget Paper No 1.
Neighbourhood House Program
Funding of $4 million is provided over three years to expand the current capital and maintenance program
across the State. These funds will facilitate capital works that improve the suitability and sustainability of
neighbourhood houses to meet current, contemporary community activities and programs. In 2015-16,
$1.2 million will be expended from the Neighbourhood House Program.
Non-Works Housing
A Non-Works Housing allocation of $7.5 million is allocated in 2015-16. This is for the repayment of loans
from the Australian Government under the former Commonwealth-State Housing Agreement.
North West Youth Accommodation and Training Facility
See the Key Deliverables section at the commencement of this chapter.
Northern Suburbs Community Centre
See the Key Deliverables section at the commencement of this chapter.
Health and Human Services
91
DETAILED BUDGET STATEMENTS
Table 4.11:
Statement of Comprehensive Income
Revenue and other income from transactions
Appropriation revenue - recurrent1
Appropriation revenue - works & services2
2014-15)
2015-16)
Budget)
$'000)
Budget)
$'000)
2016-17)
Forward)
Estimate)
$'000)
2017-18)
Forward)
Estimate)
$'000)
2018-19)
Forward)
Estimate)
$'000)
1 108 668) 1 164 964) 1 210 034) 1 269 649) 1 281 232)
7 915)
11 142)
11 910)
186 109)
28 508)
Other revenue from government3
16 784)
1 603)
....)
....)
....)
Revenue from Special Capital Investment Funds 2
38 055)
32 739)
12 016)
1 236)
1 278)
Grants2,4
117 766)
113 186)
208 380)
34 892)
77 228)
Sales of goods and services5
103 207)
98 725)
97 887)
99 088)
100 317)
275)
245)
239)
232)
256)
18 891)
20 624)
21 008)
20 623)
19 222)
Interest
Other revenue
Total revenue and other income from transactions
Expenses from transactions
Employee benefits6
Depreciation and amortisation7
Supplies and consumables8
Grants and subsidies9
Borrowing costs
Contributions provided10
Other expenses
Total expenses from transactions
1 411 561) 1 443 228) 1 561 474) 1 611 829) 1 508 041)
192 578)
184 710)
188 473)
182 887)
188 722)
29 659)
28 743)
28 743)
26 166)
25 740)
184 350)
173 360)
177 826)
178 471)
181 662)
1 087 285) 1 295 443) 1 013 167) 1 050 994) 1 486 279)
8 713)
8 584)
8 156)
7 762)
7 386)
131 975)
....)
....)
....)
....)
5 261)
4 789)
4 010)
4 183)
4 103)
1 639 821) 1 695 629) 1 420 375) 1 450 463) 1 893 892)
Net result from transactions (net operating
balance)
(228 260)
(252 401)
141 099)
161 366)
(385 851)
13 080)
12 347)
11 951)
11 986)
11 986)
13 080)
12 347)
11 951)
11 986)
11 986)
(215 180)
(240 054)
153 050)
173 352)
(373 865)
Other economic flows included in net result
Net gain/(loss) on non-financial assets
Total other economic flows included in net result
Net result
92
Health and Human Services
Table 4.11:
Statement of Comprehensive Income (continued)
2014-15)
2015-16)
Budget)
$'000)
2016-17)
Forward)
Estimate)
$'000)
2017-18)
Forward)
Estimate)
$'000)
2018-19)
Forward)
Estimate)
$'000)
Budget)
$'000)
66 828)
26 296)
26 388)
26 485)
26 590)
changes in equity
66 828)
26 296)
26 388)
26 485)
26 590)
Comprehensive result
(148 352)
(213 758)
179 438)
199 837)
(347 275)
Other economic flows - other non-owner changes
in equity
Changes in physical asset revaluation reserve
Total other economic flows - other non-owner
Notes:
1. The increase in Appropriation revenue - recurrent in 2015-16 reflects additional funding provided in the 2015-16 Budget
for Health and Human Services initiatives.
2. The movement in Appropriation revenue - works & services, Revenue from Special Capital Investment Funds and
Grants primarily reflects movements in funding from CIP and SCIF, including those components of CIP that are funded
by the Australian Government.
3. Other revenue from Government in 2014-15 and 2015-16 reflects the utilisation of funds carried forward under
Section 8A(2) of the Public Account Act 1986.
4. The significant decrease in Grants in 2017-18 reflects the limited drawdown in Australian Government capital funding
in this year for the RHH Redevelopment Project. In 2017-18, the majority of Project funding will be sourced from
Appropriation revenue - works & services.
5. The decrease in Sales of goods and services in 2015-16 primarily reflects the finalisation of receipts from the Australian
Government for the Tasmania eHealth project.
6. The movement in Employee benefits primarily reflects the impact of the 2014-15 Budget Savings Strategies and the
transfer of Cancer Screening Services from the Department to the THS.
7. The decrease in Depreciation and amortisation reflects a more accurate estimate of depreciation and amortisation
profiles. The decrease from 2016-17 primarily reflects Ambulance Tasmania motor vehicles, based on the current
depreciation schedule of the existing Ambulance fleet.
8. The decrease in Supplies and consumables in 2015-16 primarily reflects the reclassification of expenditure relating to
the Royal Hobart Hospital Redevelopment asset purchases, and the transfer of Cancer Screening Services from the
Department to the THS.
9. The increase in Grants and subsidies in 2015-16 primarily reflects additional funding for the THS for initiatives including
Additional Funding to Frontline Health, North West Regional Cancer Centre, Patient Transport to Support One Health,
and Children and Adolescent Mental Health Services. Other movements reflect the transfers of assets to the THS, as
the Department undertakes capital works on behalf of the THS and transfers these assets to the THS once completed.
10. The balance against Contributions provided in 2014-15 reflects the transfer of the Housing Tasmania stock to the
Non-Government Sector entities as part of the Better Housing Futures Program Stage 2.
Health and Human Services
93
Table 4.12:
Revenue from Appropriation by Output
2014-15)
2015-16)
Budget)
2016-17)
Forward)
Estimate)
2017-18)
Forward)
Estimate)
2018-19)
Forward)
Estimate)
Budget)
$'000)
$'000)
$'000)
$'000)
$'000)
102 827)
95 540)
97 903)
95 175)
102 302)
102 827)
95 540)
97 903)
95 175)
102 302)
590 110)
649 936)
665 299)
685 191)
679 140)
590 110)
649 936)
665 299)
685 191)
679 140)
3.1 Ambulance Services
50 726)
51 096)
52 699)
53 456)
54 131)
3.2 Public Health Services3
19 102)
13 743)
14 209)
14 296)
14 555)
69 828)
64 839)
66 908)
67 752)
68 686)
1 980)
7 994)
9 510)
180 932)
28 508)
762 765)
810 315)
830 110)
848 118)
850 128)
1 980)
7 994)
9 510)
180 932)
28 508)
764 745)
818 309)
839 620) 1 029 050)
878 636)
2 640)
2 964)
3 061)
2 501)
2 523)
2 640)
2 964)
3 061)
2 501)
2 523)
18 346)
18 358)
18 254)
18 960)
19 170)
178 854)
187 263)
209 105)
249 229)
256 068)
39 656
38 000
38 616
38 637
38 716
236 856
243 621
265 975
306 826
313 954
Minister for Health
Output Group 1 - Health Services System
Management
1.1 Health Services System Management1
Output Group 2 - Tasmanian Health Service
2.1 Tasmanian Health Service2
Output Group 3 - Statewide Services
Capital Investment Program
Recurrent Services
Works and Services
Minister for Human Services
Output Group 4 - Human Services System
Management
4.1 Human Services System Management4
Output Group 5 - Human Services
5.1 Community Services
5.2 Disability Services5
5.3 Housing Services6
94
Health and Human Services
Table 4.12:
Revenue from Appropriation by Output (continued)
2014-15)
2015-16)
Budget)
2016-17)
Forward)
Estimate)
2017-18)
Forward)
Estimate)
2018-19)
Forward)
Estimate)
Budget)
$'000)
$'000)
$'000)
$'000)
$'000)
4 565)
4 682)
4 761)
4 837)
4 968)
4 565)
4 682)
4 761)
4 837)
4 968)
100 990)
102 492)
105 228)
106 460)
108 743)
100 990)
102 492)
105 228)
106 460)
108 743)
852)
890)
899)
907)
916)
852)
890)
899)
907)
916)
5 935)
3 148)
2 400)
5 177)
....)
345 903)
354 649)
379 924)
421 531)
431 104)
5 935)
3 148)
2 400)
5 177)
....)
351 838)
357 797)
382 324)
426 708)
431 104)
Output Group 6 - Children Services System
Management
6.1 Children Services System Management
Output Group 7 - Children Services
7.1 Children Services
Output Group 8 - Independent Children's Review
Service
8.1 Office of the Commissioner for Children
Capital Investment Program
Recurrent Services
Works and Services
Department of Health and Human Services
Total Recurrent Services
Total Works and Services
1 108 668) 1 164 964) 1 210 034) 1 269 649) 1 281 232)
7 915)
11 142)
11 910)
186 109)
28 508)
1 116 583) 1 176 106) 1 221 944) 1 455 758) 1 309 740)
Appropriation Carried Forward
Total Revenue from Appropriation
Controlled Revenue from Appropriation
Administered Revenue from Appropriation
16 784)
1 603)
....)
....)
....)
1 133 367)
1 177 709)
1 221 944)
1 455 758)
1 309 740)
1 133 367) 1 177 709) 1 221 944) 1 455 758) 1 309 740)
....)
....)
....)
....)
....)
1 133 367)
1 177 709)
1 221 944)
1 455 758)
1 309 740)
Notes:
1. The decrease in Health Services System Management primarily reflects the transfer of responsibility for the election
commitments relating to Elective Surgery and Nurse Graduates - Additional Transition to Practice Placements from
the Department to the THS. This is partly offset by additional funding relating to the Ice and Other Drugs Strategy
Budget initiative.
2. The increase in Tasmanian Health Service primarily reflects: the transfer of responsibility for the election commitments
relating to Elective Surgery and Nurse Graduates - Additional Transition to Practice Placements from the Department
to the THS; additional funding for initiatives including Additional Funding to Frontline Health, North West Regional
Cancer Centre, Patient Transport to Support One Health, and Children and Adolescent Mental Health Services; and
the transfer of Cancer Screening Services from the Department to the THS. The decrease from 2017-18 to 2018-19
reflects the cessation of funding for 2014 election commitments.
3. The decrease in Public Health Services in 2015-16 reflects the transfer of Cancer Screening Services from the
Department to the THS.
Health and Human Services
95
4. The increase in Human Services System Management in 2015-16 and 2016-17 reflects additional funding for the
Building a Joined Up Human Services Support System.
5. The increase in Disability Services primarily reflects additional funding for NDIS and ERO, and 2014 election
commitments, including Community Sector Organisations - Additional Funding and Disability - Additional Support.
6. The decrease in Housing Services in 2015-16 primarily reflects the implementation of savings initiatives associated
with the outsourcing of housing stock through the Better Housing Futures initiative and DHHS corporate review.
96
Health and Human Services
Table 4.13:
Statement of Financial Position as at 30 June
2015)
2016)
Budget)
$'000)
2017)
Forward)
Estimate)
$'000)
2018)
Forward)
Estimate)
$'000)
2019)
Forward)
Estimate)
$'000)
Budget)
$'000)
47 720)
42 253)
42 319)
41 994)
41 597)
2 706)
6 968)
6 497)
6 058)
5 805)
4 467)
7 170)
7 014)
7 122)
7 272)
13 029)
18 573)
19 014)
19 410)
19 763)
4 909)
6 357)
6 247)
6 320)
6 424)
72 831)
81 321)
81 091)
80 904)
80 861)
6 287)
2 711)
2 911)
910)
929)
Assets
Financial assets
Cash and deposits
Investments1
Receivables2
Equity investments3
Other financial assets2
Non-financial assets
Inventories4
Property, plant and equipment5
Infrastructure6
Heritage and cultural assets
Intangibles4
Other assets2
1 812 781) 1 353 650) 1 521 514) 1 709 686) 1 357 251)
....)
....)
5 000)
10 000)
10 000)
442)
475)
480)
486)
492)
14 642)
12 446)
11 352)
10 351)
9 665)
4 516)
5 730)
5 830)
5 628)
5 786)
1 838 668) 1 375 012) 1 547 087) 1 737 061) 1 384 123)
Total assets
1 911 499) 1 456 333) 1 628 178) 1 817 965) 1 464 984)
Liabilities
Payables
Interest bearing liabilities7
16 398)
16 690)
16 947)
16 425)
16 834)
188 365)
184 244)
174 961)
165 519)
157 604)
Employee benefits4
62 286)
42 028)
43 635)
43 716)
45 109)
Superannuation4
Other liabilities4
20 698)
16 433)
16 469)
16 280)
16 678)
29 533)
15 272)
15 062)
15 084)
15 093)
317 280)
274 667)
267 074)
257 024)
251 318)
1 594 219)
1 181 666)
1 361 104)
1 560 941)
1 213 666)
Total liabilities
Net assets (liabilities)
Equity
Reserves
Accumulated funds
Other equity
Total equity
2 007 078) 1 915 818) 1 942 206) 1 968 691) 1 995 281)
(418 953)
(740 246)
(587 196)
(413 844)
(787 709)
6 094)
6 094)
6 094)
6 094)
6 094)
1 594 219)
1 181 666)
1 361 104)
1 560 941)
1 213 666)
Notes:
1. The movement in Investments primarily reflects the effect of borrowings of $5 million by the Department to fund the
cost of staff separations in the THOs in 2014-15. These borrowings are passed through the Department to the THS.
2. The increases in Receivables, Other financial assets and Other assets in 2016 reflect a more accurate estimate based
on the 30 June 2014 outcome.
3. The increase in Equity investments in 2016 reflects an increase in activity and payments through the HomeShare
Program following the Government's decision to change the eligibility criteria to make the program more accessible to
more Tasmanians.
Health and Human Services
97
4. The decrease in Inventories, Intangibles, Employee benefits, Superannuation and Other liabilities in 2016 reflects a
more accurate estimate based on the 30 June 2014 outcome.
5. The movement in Property, plant and equipment in 2016 reflects: a more accurate estimate based on the 30 June 2014
outcome; changes to the timing of the Royal Hobart Hospital Redevelopment following the Royal Hobart Hospital
Rescue Taskforce Review; the transfer of completed assets to the THS; and the transfer of properties to the NonGovernment Sector under the Better Housing Futures Program Stage 2 in 2014-15.
6. The increase in Infrastructure in 2017 reflects additional funding provided under Health Transport and Coordination
Infrastructure.
7. The decrease in Interest Bearing Liabilities reflects the repayment of borrowings under the Commonwealth-State
Housing Agreement.
98
Health and Human Services
Table 4.14:
Statement of Cash Flows
2014-15)
2015-16)
Budget)
$'000)
Budget)
$'000)
2016-17)
Forward)
Estimate)
$'000)
2017-18)
Forward)
Estimate)
$'000)
2018-19)
Forward)
Estimate)
$'000)
Cash flows from operating activities
Cash inflows
Appropriation receipts - recurrent
Appropriation receipts - capital1
Receipts from Special Capital Investment Funds1
1 108 668) 1 164 964) 1 210 034) 1 269 649) 1 281 232)
7 915)
11 142)
11 910)
186 109)
28 508)
1 278)
38 055)
32 739)
12 016)
1 236)
Grants1
117 766)
113 186)
208 380)
34 892)
77 228)
Sales of goods and services2
104 195)
100 072)
98 117)
98 927)
100 097)
46 098)
47 253)
48 431)
49 644)
50 894)
276)
245)
239)
232)
256)
18 921)
20 624)
21 008)
20 623)
19 222)
GST receipts
Interest received
Other cash receipts
Total cash inflows
1 441 894) 1 490 225) 1 610 135) 1 661 312) 1 558 715)
Cash outflows
Employee benefits3
Superannuation3
(170 150)
(166 057)
(164 648)
(161 040)
(164 857)
(21 731)
(21 237)
(22 183)
(21 954)
(22 071)
Borrowing costs
(8 713)
(8 584)
(8 156)
(7 762)
(7 386)
GST payments
(48 433)
(49 646)
(50 896)
(46 100)
(47 255)
Grants and subsidies4
(913 097)
(959 242)
(985 667) (1 047 994) (1 049 379)
Supplies and consumables5
(186 755)
(172 890)
(177 861)
(176 786)
(181 432)
(3 381)
(4 791)
(4 188)
(4 183)
(4 126)
Other cash payments6
Total cash outflows
Net cash from (used by) operating activities
(1 349 927) (1 380 056) (1 411 136) (1 469 365) (1 480 147)
91 967)
110 169)
198 999)
191 947)
78 568)
(127 069)
(116 095)
(201 631)
(194 859)
(82 936)
13 080)
12 347)
11 951)
11 986)
11 986)
(3 000)
(2 191)
(441)
(396)
(353)
509)
458)
471)
439)
253)
(116 480)
(105 481)
(189 650)
(182 830)
(71 050)
Cash flows from investing activities
Payments for acquisition of non-financial assets7
Proceeds from the disposal of non-financial assets
Equity injections and cash flows from restructuring8
Net advances paid
Net cash from (used by) investing activities
Health and Human Services
99
Table 4.14:
Statement of Cash Flows (continued)
2014-15)
2015-16)
Budget)
$'000)
2016-17)
Forward)
Estimate)
$'000)
2017-18)
Forward)
Estimate)
$'000)
2018-19)
Forward)
Estimate)
$'000)
Budget)
$'000)
Cash flows from financing activities
Net borrowings9
(7 328)
(9 121)
(9 283)
(9 442)
(7 915)
Net cash from (used by) financing activities
(7 328)
(9 121)
(9 283)
(9 442)
(7 915)
(31 841)
(4 433)
66)
(325)
(397)
79 561)
46 686)
42 253)
42 319)
41 994)
47 720)
42 253)
42 319)
41 994)
41 597)
Net increase (decrease) in cash and cash
equivalents held
Cash and deposits at the beginning of the
reporting period
Cash and deposits at the end of the reporting
period
Notes:
1. The movement in Appropriation receipts - capital, Receipts from Special Capital Investment Funds and Grants primarily
reflects movement in funding from CIP and SCIF, including those components of CIP that are funded by the Australian
Government.
2. The decrease in Sales of goods and services in 2015-16 primarily reflects the finalisation of receipts from the Australian
Government for the Tasmania eHealth project in 2014-15. The decrease in 2016-17 reflects one-off receipt of
Department of Veterans Affairs fees by Ambulance Tasmania as a result of a reconciliation of prior year data, and the
finalisation of payments under the current agreement from the Royal Flying Doctor Services for medical services on
the Bass Strait Islands in 2015-16.
3. The movement in Employee benefits and Superannuation primarily reflects the effect of the 2014-15 Budget Savings
Strategies and the transfer of Cancer Screening Services from the Department to the THS in 2015-16.
4. The increase in Grants and subsidies in 2015-16 primarily reflects additional funding for initiatives that will be
undertaken by the THS including: Additional Funding to Frontline Health, North West Regional Cancer Centre, Patient
Transport to Support One Health, and Children and Adolescent Mental Health Services; and additional funding for the
Department for the Ice and Other Drugs Strategy.
5. The decrease in Supplies and consumables in 2015-16 primarily reflects the reclassification of expenditure relating to
the Royal Hobart Hospital Redevelopment to payments for the acquisition of non-financial assets, and the transfer of
Cancer Screening Services from the Department to the THS.
6. The increase in Other cash payments in 2015-16 primarily reflects an increase in workers compensation payable by
the Department.
7. The movement in Payments for the acquisition of non-financial assets primarily reflects movement in funding from CIP
and SCIF, including those components of CIP that are funded by the Australian Government.
8. The movement in Equity injections and cash flows from restructuring reflects an increase in activity and payments
through the HomeShare Program in 2014-15 following the Government's decision to change the eligibility criteria to
make the program more accessible to more Tasmanians.
9. The movement in Net borrowings reflects the repayment of borrowings of $5 million by the Department to fund the
cost of staff separations in the THOs in 2014-15. This funding is passed through the Department to the THS.
100
Health and Human Services
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Chapter 4 - Department of Health and Human Services