11 Department of Treasury and Finance
11Department of Treasury and FinanceAgency OutlineThe Department of Treasury and Finance is responsible to the Treasurer, Hon Peter Gutwein MP.Treasury undertakes various functions associated with State economic and financial management, including:monitoring economic developments and forecasting economic trends in the Tasmanian economy;preparing and monitoring the State Budget, managing the Public Account and providing advice on financial management in the public sector;monitoring and providing advice on the performance of government businesses;managing the Government's office accommodation portfolio, managing insurable risks of agencies, managing property sales and wholeofgovernment procurement;providing policy advice on regulatory and financial issues, intergovernmental financial relations and State tax issues and State taxation collection on behalf of the Commissioner of State Revenue; andsupporting the Tasmanian Economic Regulator, the Tasmanian Gaming Commission, and the Commissioner for Licensing and the Licensing Board to carry out their regulatory and integrity functions.This chapter provides the Department's financial information for 201516 and over the Forward Estimates period (201617?to?201819). Further information on the Department is provided at treasury..au.Key DeliverablesTable?11.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables.Table 11.1:Key Deliverables Statement 201516Budget201617ForwardEstimate201718ForwardEstimate201819ForwardEstimate$'000$'000$'000$'000Budget Information Management System 2 7712 8851 535....Revenue Collection Compliance Activities145151158164State Revenue System Replacement Payroll Tax and Duties745718........Budget Information Management SystemThe Budget Information Management System (BIMS) is a critical wholeofGovernment business tool that will be used by all Government agencies to support the State Budget function. The annual Budget papers, revised estimate reports and financial advice to the Treasurer will all be dependent on the information provided by this system.The existing system, the Budget Management System (BMS), has aged and poses a risk to the State Budget function and has limitations in regard to its capabilities, including for example, longer range fiscal modelling. Treasury is replacing BMS with a modern, flexible, supported and more efficient system that will:remove the risk of disruption to the State Budget function;be more responsive and provide a broader information base to support Government decisions; andintroduce greater flexibility and adaptability to meet future requirements.The BIMS Project was initially established in 2011 to investigate options for the replacement of the existing system. Phases one and two of the project have been completed and include documentation of existing processes, the establishment of highlevel functional requirements, a review of other jurisdictions' budget management systems and a market assessment of potential solutions through a Request for Information process. Phase?three, which will be completed by 30?June?2015, involves the development of detailed system requirements to enable the project to proceed to a Request for Tender for the implementation of a commercial off the shelf solution.The next phase of the BIMS Project, scheduled for completion in 2018, will involve activities to select a solution, implement and provide post implementation support.Centralised Property ManagementThe first stage of this Government commitment is the implementation of centralised management and coordination of major office accommodation leases for Government within the Hobart CBD. This strategic approach to major leases will lead to more efficient and effective management of the Government's leased office accommodation.Treasury has commenced a review of major Hobart CBD office leases that are subject to renewal in the remainder of 2015?and is working with agencies to ensure lease negotiations optimise wholeofgovernment ernment Fleet Savings InitiativeIn the 2014-15 State Budget, the Government committed to reducing the operating cost of running the passenger and light commercial Government motor vehicle fleet. ?In order to achieve fleet savings agencies have indicated that a range of utilisation and optimisation measures are being implemented to reduce fleet operating costs. These savings measures include: reducing vehicles; improved utilisation of existing vehicles; andselecting smaller vehicles.Savings targets are on track since the Government's commitments were made in 2014. Treasury will continue to regularly monitor and report, on a whole-of-government basis, agency progress towards achieving fleet operating cost savings targets. Further information is contained in chapter 3 of this Budget Paper.Charter of Budget Responsibility BillTreasury has commenced the preparation of amendments to the Charter of Budget Responsibility Act 2007 to implement the changes detailed in the 201415?Budget. It is proposed that amendments will be tabled in Parliament in late?2015.These amendments will also require a report on the longrun sustainability of the Government's finances to be released by the Treasurer every five years. The first report will be released in 201516.Financial Management Bill Treasury has developed a draft Financial Management Bill to replace the Public Account Act?1986 and the Financial Management and Audit Act?1990. The new Financial Management Bill has been drafted to improve the efficiency, effectiveness and transparency of government financial management. The Financial Management Bill is expected to be tabled in late 2015. Subject to the Bill being passed, Treasury will be working with stakeholder groups, providing targeted communications and training prior to the planned transition to the new legislation on 1?July?ernment Business Enterprise/State-owned Company ReformRetirement Benefits Fund ReviewTreasury commenced a strategic review of the Retirement Benefits Fund (RBF) in 2013 to identify the most appropriate means to provide superannuation to public sector employees and members of RBF into the future. Treasury engaged PricewaterhouseCoopers Securities Ltd to provide advice on the Review.In July?2014, following receipt of the Stage Two Report, the Treasurer asked RBF, Tasplan and Quadrant to work together to develop options for the delivery of the accumulation and the defined benefit schemes they believe should be considered by Government.The Government is presently considering these options in consultation with the three funds to identify its preferred reform model and to best protect the interests of RBF members and minimise financial risks to the Government and maximise the economic outcomes for Tasmania. ForestryIn 2014, the Government established a review to examine the current Forestry Tasmania operating model, its commercial arrangements and constraints and how these are affecting Forestry Tasmania's financial performance. The review also identified options for the shortterm to limit the losses and consider the current and future role of Government in public production native forests.The Government's objectives for the review were to:examine the most appropriate options to deliver economically viable and sustainable forest management and wood production outcomes for the State;consider the Forestry Tasmania operating model, commercial arrangements and constraints and the impact on its financial performance; andidentify options for the shortterm to limit the losses and consider the current and future role of Government in public production forests.The Treasurer and the Minister for Resources appointed a Steering Committee to conduct the review. The Steering Committee was chaired by the Secretary of Treasury and included representatives from the Departments of Premier and Cabinet and State Growth and the Chair of Forestry Tasmania. Deloitte?Touche?Tohmatsu was appointed to assist with the review. Deloitte and the Steering Committee provided reports to the Government in April?2015.Following consideration of the reports, the Government agreed in principle that Forestry Tasmania would transition to a composite operating model that focuses Forestry?Tasmania on managing public native forest and optimises the scope for private sector participation in bringing the public sector forest resources to market. It also agreed in principle that the transition and operating deficits would be funded in the shortterm by the sale of Forestry Tasmania's hardwood plantations and further cost reductions in Forestry Tasmania.The Government will consult with industry regarding implementation of this decision and then finalise its preferred approach. The Board of Forestry Tasmania will be responsible for managing the transition.The focus for 201516 will be on industry consultation, selection of a preferred composite operating model, undertaking an expression of interest process for residue solutions, the plantation sale due diligence and implementation.Liquor Licensing - Review of Act Treasury is currently undertaking a review of the Liquor?Licensing?Act 1990 with the aim of providing Government with options to: provide for a more transparent licence and permit process and more flexible and effective enforcement processes;strengthen existing consumer responsibilities; align the regulation of liquor with the key strategies of the Tasmanian Alcohol Action Framework; andclarify Government regulatory responsibilities and increase the regulators' ability to undertake these responsibilities effectively. It is anticipated that legislation giving effect to agreed recommendations coming out of the review will be introduced in September?2015.Parliament SquareThe redevelopment of parliament square will revitalise the cultural, business and heritage aspects of Hobart's cityscape, providing a strong link from the city centre to the waterfront. Following an extensive three stage tender process to divest the site, Citta Property Group Pty Ltd was identified as the preferred tenderer.A sales contract with Citta was negotiated that included conditions to ensure the Government's longterm interest in the site is protected. Following completion of the sale and transfer of the land in December?2014, construction of the new office tower and restoration works associated with the heritage buildings in Davey Street has commenced. Further information on the project is provided at treasury..au/parliamentsquare.Revenue Collection - Compliance ActivitiesThis initiative involves the appointment of two additional revenue compliance inspectors to enable the Compliance Section of the State Revenue Office to accelerate the audit of compliance targets, thereby protecting and improving the State's revenue base, and ensuring that the correct amount of taxation revenue is being collected from taxpayers. Activity will primarily be focussed in the areas of land and payroll tax, adopting a risk management framework. It is expected that this additional investment in compliance activities will be more than offset by additional tax revenues arising from taxpayers more fully complying with their tax obligations.State Revenue System Replacement - Payroll Tax and Duties The State Revenue Office is currently replacing the State's ageing revenue collection system with a modern application, Client View, to increase efficiency, improve taxpayer experience and data quality, and remove legacy technology risks.Client View is a taxation collection and revenue system that presents a consistent view of client details, net debtor situation and service delivery communication events across all revenue lines. The Client View Project consists of three phases.The first phase for the management of land tax was completed in early?2015. Completion of this phase enabled the State Revenue Office to successfully complete the 201415 land tax issue of over 60?000?notices in the new Client View System Phase two of the project is underway and will extend into 201516. This phase involves development of the modules for the management of payroll tax and insurance and motor vehicle duties. The final phase, relating to duty on property transfers, will be undertaken in 201617, allowing the retirement of the ageing Tasmanian Revenue and Collection System.White Papers on Reform of the Federation and Taxation ReformThe Australian Government has committed to producing White Papers on the Reform of the Federation and the Reform of Australia's Taxation System for release in the lead up to the next Australian Government election.The Federation White Paper will consider reform to CommonwealthState roles and responsibilities, vertical fiscal imbalance and horizontal fiscal equalisation. It aims to clarify roles and responsibilities between all levels of Government to ensure that, as far as possible, each level of Government is sovereign in its own sphere. Issue papers have been released for the five areas of the Federation White Paper: A Federation for Our Future; Health; Education;Housing and Homelessness; and Federal Financial Relations. The Federation Green Paper is expected to be publicly released in the second half of 2015. A Discussion Paper on Taxation was released in March?2015. The Discussion Paper was focussed on how an efficient and fair tax system should be structured. Work has also commenced on potential reform options to be covered in the Taxation Green Paper, which is expected to be released in the second half of?2015.Australia's substantial vertical fiscal imbalance and longterm fiscal pressures for all levels of government mean that the Federation White Paper will be closely linked to reforms considered in the Taxation White Paper and will necessitate close interaction between the two processes. Treasury will continue to work closely with the Department of Premier and Cabinet and other agencies to respond to these two processes.Output InformationOutputs of the Department of Treasury and Finance are provided under the following Output Groups:Output Group 1 - Financial and Resource Management Services;Output Group 2 - Economic and Fiscal Policy Advice;Output Group 3 - Revenue and Regulatory Management Services; andOutput Group 4 - Community Assistance.Table 11.2 provides an Output Group Expense Summary for the Department.Table 11.2:Output Group Expense Summary 2014-15)Budget)2015-16)Budget)2016-17)Forward)Estimate)2017-18)Forward)Estimate)2018-19)Forward)Estimate)$'000)$'000)$'000)$'000)$'000)TreasurerOutput Group 1 - Financial and Resource Management Services1.1 Budget Development and Management 2 547) 2 444) 2 538) 2 615) 2 760)1.2 Financial Management and Accounting Services 3 410) 3 309) 3 396) 3 482) 3 668)1.3 Shareholder Advice on Government Businesses 2 573) 2 346) 2 406) 2 537) 2 663)1.4 Government Property and Accommodation Services 986) 991) 1 015) 1 040) 1 085)1.5 Government Procurement Services1 2 046) 2 474) 2 454) 2 512) 2 566) 11 562) 11 564) 11 809) 12 186) 12 742)Output Group 2 - Economic and Fiscal Policy Advice2.1 Economic Policy Advice 1 221) 1 210) 1 249) 1 285) 1 354)2.2 Regulatory Policy 2 595) 2 521) 2 598) 2 669) 2 815)2.3 Intergovernmental Financial Matters 1 182) 1 128) 1 161) 1 194) 1 260) 4 998) 4 859) 5 008) 5 148) 5 429)Output Group 3 - Revenue and Regulatory Management Services3.1 Tax Administration and Revenue Collection2 8 358) 8 731) 8 964) 9 203) 9 691)3.2 Regulation and Administration of Liquor and Gaming 6 352) 6 263) 6 430) 6 585) 6 927)3.3 Economic Regulation3 2 026) 1 823) 1 830) 2 064) 1 902) 16 736) 16 817) 17 224) 17 852) 18 520)Output Group 4 - Community Assistance4.1 Bass Strait Islands Community Service Obligation 9 000) 9 400) 9 800) 10 200) 10 600)4.2 Public Trustee Community Service Obligation 1 556) 1 642) 1 728) 1 764) 1 800)4.3 Community Support Levy 4 600) 4 564) 4 570) 4 580) 4 589) 15 156) 15 606) 16 098) 16 544) 16 989)TOTAL 48 452) 48 846) 50 139) 51 730) 53 680)Notes:The increase in Government Procurement Services (Output?1.5) in 201516 reflects revised arrangements for the annual Microsoft agreement whereby Treasury pays the full cost and recovers the annual cost from the agencies involved. The increase in Tax Administration and Revenue Collection (Output 3.1) in 2015-16 reflects additional funding for revenue collection compliance activities.The fluctuations in expenditure on Economic Regulation (Output?3.3) reflect the work program of the Tasmanian?Economic Regulator. Output Group 1:Financial and Resource Management Services1.1 Budget Development and ManagementThis Output includes management of the State Budget process, the provision of advice on budgetary issues and monitoring of the State's financial performance against the Government's Fiscal Strategy.1.2 Financial Management and Accounting ServicesThis Output includes wholeofgovernment financial management activities and the provision of advice on financial management and reform, consistent with the Government's strategies and priorities. It supports a range of services relating to the management of financial assets and liabilities, associated risk mitigation strategies and the preparation of wholeofgovernment financial and statistical reports. 1.3 Shareholder Advice on Government BusinessesThis Output includes monitoring and provision of advice on government businesses. It supports the provision of advice on reforms and policies relating to the Government's ownership of businesses. Submissions and presentations to the credit rating agencies are included in this Output.1.4 Government Property and Accommodation ServicesThis Output covers the administration of Government property and accommodation services, including the management of governmentowned and leased office buildings and the disposal of surplus Crown property.1.5 Government Procurement ServicesThis Output includes the provision of advice in relation to Government procurement activities and the administration of wholeofgovernment contracts and the Tasmanian Risk Management Fund.Table 11.3:Performance Information Output Group 1Performance MeasureUnit of Measure201213Actual201314Actual201415Target201516TargetStakeholder satisfaction rating (expressed as a percentage)1%na79>90>90Proportion of financial reports receiving an unqualified audit opinion2%100100100100Treasurymanaged property vacancy rate3%53<1.5<1.5State Service workers' compensation contributions as a percentage of the average premium charged by private insurers4%8086<80<80Proportion of financial reports published by the required date5 %100100100100Variance between Budget estimate and actual GBE/SOC returns6%11.96.1<5.0<5.0Notes:The satisfaction rating of the quality of the Department’s services is obtained from the results of the Department's stakeholder survey. The survey has been undertaken every second year and was last conducted in November?2014 for 201314. The Department is moving to conduct annual surveys, with the next stakeholder survey scheduled for November?2015.An unqualified audit opinion from the AuditorGeneral indicates that the financial reports are a true and accurate reflection of the Government's finances. The vacancy rate is the proportion of all owned and leased office space managed by the Department that is currently vacant and available for occupation. The Tasmanian Risk Management Fund includes a self insurance scheme for the workers' compensation liabilities of participating agencies. An indication of the Government's management of workers' compensation claims can be obtained by comparing the workers' compensation contributions paid by agencies to the Fund with the workers' compensation premiums charged by private insurers. The measure is calculated by comparing average agency workers' compensation contributions, as a proportion of salaries, with the premium rate of private insurers. The change in the Fund's performance for 201314 from 201213 is mainly due to the private insurers' contribution rate increasing.The wholeofgovernment financial reports published in 201314 were the Preliminary Outcomes Report 201213, Treasurer's Annual Financial Report 201213, September Quarterly Report 201314, December Quarterly Report?201314 and the March Quarterly Report 201314. The positive variance to the Budget estimates in both 201213 and 201314 relates to variations in the performance of the businesses largely due to external influences impacting on profitability as well as uncertainty relating to the impacts of the energy reform process.Output Group 2:Economic and Fiscal Policy Advice2.1 Economic Policy AdviceThis Output relates to the provision of advice on international, national and Tasmanian economic conditions and developments, and forecasting economic trends in the Tasmania economy. It also includes the provision of advice on economic policy and reform issues, including Council of Australian Governments and other national policy initiatives.2.2 Regulatory PolicyThis Output includes the provision of advice relating to the regulation and taxation of gaming activities and licensing of liquor sales, state revenue policy and the legislative review program.2.3 Intergovernmental Financial MattersThis Output relates to provision of advice on all intergovernmental financial matters, including support to the State Grants Commission.Table 11.4:Performance Information Output Group 2Performance Measure1Unit of Measure 201213Actual201314Actual201415Target201516TargetStakeholder satisfaction rating (expressed as a percentage)2%na89>90>90Variance between Budget estimate and actual taxation receipts3%2.21.9<5.0<5.0Variance between Budget estimate and actual Australian Government payments4%0.12.4<5.0<5.0Variance between Budget forecast and ABS estimate of gross state product growth5%1.50.8<1.0<1.0Variance between Budget forecast and ABS estimate of employment growth5%0.7 0.9<1.0<1.0Notes:Following a review of performance measures some measures have been modified for the 2015-16 Budget.The satisfaction rating of the quality of the Department’s services is obtained from the results of the Department's stakeholder survey. The survey has been undertaken every second year and was last conducted in November?2014 for 201314. The Department is moving to conduct annual surveys, with the next stakeholder survey scheduled for November?2015.The accuracy of the Department's taxation receipt forecasts is determined by comparing the Budget with the actual end of year outcome. The accuracy of the Department's Australian Government payments estimates for 201314 is determined by comparing the 201314?State Budget estimate for the financial year with payment advices received from the Australian Government during 201314.The accuracy of the Department's GSP and employment growth forecasts are determined by comparing the Budget with the most recent estimates of growth for the financial year published by the Australian Bureau of Statistics. Output Group 3:Revenue and Regulatory Management Services3.1 Tax Administration and Revenue CollectionThis Output comprises the administration of taxation legislation and the collection of State revenue, including monitoring the compliance of taxpayers with State revenue legislation. It also includes the administration of various grants, subsidies and concessions to the Tasmanian community.3.2 Regulation and Administration of Liquor and GamingThis Output provides for the regulation and control of casino gaming, gaming machines, internet gaming, Keno, minor gaming, betting exchanges and totalizators and support to the Tasmanian Gaming Commission in the discharge of its statutory functions under the Gaming Control Act?1993. It also includes the regulation and administration of liquor licensing and the provision of support to the Commissioner for Licensing and the Licensing Board of Tasmania in their statutory functions under the Liquor Licensing Act.3.3 Economic RegulationThis Output comprises provision of support to the Tasmanian Economic Regulator in the exercise of its statutory functions, which include the regulation of the electricity and gas supply industries, the economic regulation of the water and sewerage sector and the undertaking of independent pricing reviews on behalf of the Government.Table 11.5:Performance Information Output Group 3Performance MeasureUnit of Measure201213Actual 201314Actual 201415Target 201516TargetStakeholder satisfaction rating (expressed as a percentage)1%na84>90>90Total overdue taxation debt as a percentage of total taxation revenue2%1.61.7<0.8<0.8Percentage of formal recommendations accepted by the Tasmanian Gaming Commission3%9898>80>80Percentage of objections in which the Commissioner of State Revenue's assessment or decision was confirmed4%9575>80>80Revenue Branch operating expenses as a percentage of taxation revenue5%1.00.7<1.5<1.5Percentage of liquor applications submitted to a hearing before the Licensing Board within 40?days of receipt6%95100>80>80Notes:The satisfaction rating of the quality of the Department’s services is obtained from the results of the Department's stakeholder survey. The survey has been undertaken every second year and was last conducted in November?2014 for 201314. The Department is moving to conduct annual surveys, with the next stakeholder survey scheduled for November?2015.In providing revenue management services to the Commissioner of State Revenue, the Department seeks to ensure that taxpayers are well informed of their obligations and that tax debt stress and overdue taxation debts are minimised. Accordingly, the target is for overdue taxation debt to be a very small percentage of total taxation revenue. While recognising that the Tasmanian Gaming Commission (TGC) is an independent statutory body, a measure of the quality of the services provided is the proportion of all formal recommendations contained in decision papers that are accepted by the TGC. Objections may be lodged against assessments issued to clients or decisions of the Commissioner, Deputy Commissioner or a delegate of the Commissioner. The Department seeks to ensure that the original assessments and decisions are accurate and that the number of successful objections to these are minimised. Accordingly, the target is for over 80?per?cent of objections to result in the original assessment being confirmed as accurate. The result for 201314 was influenced by a number of complex cases and also matters where further information was provided by the taxpayer that supported their objection.An indication of the efficiency of the revenue management services provided by the Department can be gained by comparing total taxation revenue collected with the operating costs required to administer and collect that revenue. The Department assists the Licensing Board by receiving applications for licences, undertaking investigations on behalf of the Commissioner for Licensing and providing recommendations to the Board on whether the applicant is qualified in accordance with the requirements of the Liquor Licensing Act. The measure relates to the time taken by the Department to undertake its investigations and prepare submissions for the monthly Board meetings. Output Group 4: Community Assistance4.1 Bass Strait Islands Community Service ObligationThis Output comprises the payment of the Bass Strait Islands Community Service Obligation to Hydro?Tasmania relating to the subsidised supply of electricity and pensioner concessions to electricity customers on King and Flinders Island.4.2 Public Trustee Community Service Obligation This Output comprises the payment of the Community Service Obligation to the Public Trustee relating to the provision of trustee service to clients with low asset values.4.3 Community Support LevyThis Output comprises the collection and disbursement of funds through the Department's Revenue, Gaming and Licensing Division for the Community Support Levy.Capital Investment ProgramTable 11.6 provides financial information for the Department's Capital Investment Program. Further information on the Capital Investment Program is provided in chapter?6 of The Budget Budget?Paper?No?1.Table 11.6: Capital Investment ProgramEstimated)Total)Cost)2015-16)Budget)2016-17)Forward)Estimate)2017-18)Forward)Estimate)2018-19)Forward)Estimate)$'000)$'000)$'000)$'000)$'000)TreasurerBudget Information Management System Project17 517) 2 771) 2 885) 1 535)....)State Revenue System Replacement - Payroll Tax and Duties12 115) 745) 718)....)....)Total CIP Allocations) 3 516) 3 603) 1 535)....)Note:The 201516 Budget includes a Section 8A(2) Carry Forward of estimated unspent Capital Investment Program funding from 201415 of $236?000 for the Budget Information Management System Project and $40 000 for the State Revenue System Replacement - Payroll Tax and Duties Project.Detailed Budget StatementsTable 11.7:Statement of Comprehensive Income2014-15)Budget)2015-16)Budget)2016-17)Forward)Estimate)2017-18)Forward)Estimate)2018-19)Forward)Estimate)$'000)$'000)$'000)$'000)$'000)Revenue and other income from transactionsAppropriation revenue - recurrent 37 535) 38 888) 39 309) 40 397) 41 409)Appropriation revenue - works & services1 1 254) 3 240) 3 603) 1 535)....)Other revenue from government 400) 276)....)....)....)Fees and fines 8 702) 8 523) 8 241) 8 777) 8 636)Other revenue2 752) 1 133) 1 133) 1 149) 1 166)Total revenue and other income from transactions 48 643) 52 060) 52 286) 51 858) 51 211)Expenses from transactionsEmployee benefits 26 716) 26 352) 27 346) 28 167) 29 092)Depreciation and amortisation3 269) 221) 183) 390) 1 148)Supplies and consumables4 6 169) 6 831) 6 670) 6 783) 6 601)Grants and subsidies 15 158) 15 304) 15 800) 16 246) 16 691)Other expenses 140) 138) 140) 144) 148)Total expenses from transactions 48 452) 48 846) 50 139) 51 730) 53 680)Net result from transactions (net operating balance) 191) 3 214) 2 147) 128)(2 469)Net result 191) 3 214) 2 147) 128)(2 469)Comprehensive result 191) 3 214) 2 147) 128)(2 469)Notes:1.The increase in Appropriation revenue works & services from 201516 reflects Capital Investment Program funding.2.The increase in Other revenue in 201516 reflects revised arrangements for the annual Microsoft agreement whereby Treasury pays the full cost and recovers the annual cost from the agencies involved. 3.The increase in Depreciation and amortisation from 201718 reflects amortisation following completion of the State Revenue System Replacement (Payroll Tax and Duties) Project in 201617 and the Budget Information Management System Project in 201718.4.The increase in Supplies and Consumables in 2015-16 reflects revised arrangements for the annual Microsoft agreement whereby Treasury pays the full cost and recovers the annual cost from the agencies involved and due to costs associated with the Community Support Levy funded Social and Economic Impact Study of Gambling in Tasmania.Table 11.8:Statement of Comprehensive Income Administered2014-15)Budget)2015-16)Budget)2016-17)Forward)Estimate)2017-18)Forward)Estimate)2018-19)Forward)Estimate)$'000)$'000)$'000)$'000)$'000)Revenue and other income from transactionsFees and fines 1 227) 1 349) 1 376) 1 403) 1 430)Total revenue and other income from transactions 1 227) 1 349) 1 376) 1 403) 1 430)Expenses from transactionsTransfers to the Consolidated Fund 1 227) 1 349) 1 376) 1 403) 1 430)Total expenses from transactions 1 227) 1 349) 1 376) 1 403) 1 430)Net result from transactions (net operating balance)....)....)....)....)....)Net result....)....)....)....)....)Comprehensive result....)....)....)....)....)Table 11.9:Revenue from Appropriation by Output2014-15)Budget)2015-16)Budget)2016-17)Forward)Estimate)2017-18)Forward)Estimate)2018-19)Forward)Estimate)$'000)$'000)$'000)$'000)$'000)TreasurerOutput Group 1 - Financial and Resource Management Services1.1 Budget Development and Management 2 397) 2 447) 2 464) 2 522) 2 577)1.2 Financial Management and Accounting Services 3 218) 3 220) 3 204) 3 267) 3 328)1.3 Shareholder Advice on Government Businesses 2 338) 2 214) 2 203) 2 318) 2 360)1.4 Government Property and Accommodation Services 695) 720) 717) 732) 747) 8 648) 8 601) 8 588) 8 839) 9 012)Output Group 2 - Economic and Fiscal Policy Advice2.1 Economic Policy Advice 1 149) 1 205) 1 205) 1 233) 1 257)2.2 Regulatory Policy 2 454) 2 512) 2 507) 2 561) 2 612)2.3 Intergovernmental Financial Matters 1 121) 1 124) 1 122) 1 147) 1 171) 4 724) 4 841) 4 834) 4 941) 5 040)Output Group 3 - Revenue and Regulatory Management Services3.1 Tax Administration and Revenue Collection 7 895) 8 613) 8 584) 8 764) 8 946)3.2 Regulation and Administration of Liquor and Gaming 5 684) 5 764) 5 747) 5 859) 5 980) 13 579) 14 377) 14 331) 14 623) 14 926)Output Group 4 - Community Assistance4.1 Bass Strait Islands Community Service Obligation 9 000) 9 400) 9 800) 10 200) 10 600)4.2 Public Trustee Community Service Obligation 1 556) 1 642) 1 728) 1 764) 1 800) 10 556) 11 042) 11 528) 11 964) 12 400)Capital Investment Program1 1 254) 3 240) 3 603) 1 535)....)Department of Treasury and FinanceTotal Recurrent Services 37 507) 38 861) 39 281) 40 367) 41 378)Total Works and Services1 1 254) 3 240) 3 603) 1 535)....) 38 761) 42 101) 42 884) 41 902) 41 378)Table 11.9:Revenue from Appropriation by Output (Continued)2014-15)Budget)2015-16)Budget)2016-17)Forward)Estimate)2017-18)Forward)Estimate)2018-19)Forward)Estimate)$'000)$'000)$'000)$'000)$'000)Reserved by LawContribution to the Community Support Levy Account from Betting Exchange Revenues (Gaming Control Act 1993, Section 151) 28) 27) 28) 30) 31) 28) 27) 28) 30) 31)Appropriation Carried Forward 400) 276)....)....)....)Total Revenue from Appropriation 39 189) 42 404) 42 912) 41 932) 41 409)Controlled Revenue from Appropriation 39 189) 42 404) 42 912) 41 932) 41 409) 39 189) 42 404) 42 912) 41 932) 41 409)Note:The increase in Capital Investment Program and Total Works and Services from 201415 reflects Capital Investment Program funding for the Budget Information Management System Project and the State Revenue System Replacement (Payroll Tax and Duties) Project.Table 11.10:Statement of Financial Position as at 30 June2015)Budget)2016)Budget)2017)Forward)Estimate)2018)Forward)Estimate)2019)Forward)Estimate)$'000)$'000)$'000)$'000)$'000)AssetsFinancial assetsCash and deposits 3 642) 3 694) 3 096) 2 614) 1 827)Receivables 377) 338) 341) 344) 347)Other financial assets 357) 389) 396) 403) 410) 4 376) 4 421) 3 833) 3 361) 2 584)Non-financial assetsProperty, plant and equipment 819) 977) 876) 779) 682)Heritage and cultural assets 84) 84) 84) 84) 84)Intangibles1 2 056) 5 828) 9 348) 10 589) 9 538)Other assets 471) 477) 483) 489) 495) 3 430) 7 366) 10 791) 11 941) 10 799)Total assets 7 806) 11 787) 14 624) 15 302) 13 383)LiabilitiesPayables 723) 742) 824) 906) 988)Employee benefits 7 978) 7 333) 7 936) 8 399) 8 862)Other liabilities 220) 193) 198) 203) 208)Total liabilities 8 921) 8 268) 8 958) 9 508) 10 058)Net assets (liabilities)(1 115) 3 519) 5 666) 5 794) 3 325)EquityAccumulated funds(1 115) 3 519) 5 666) 5 794) 3 325)Total equity(1 115) 3 519) 5 666) 5 794) 3 325)Note:The increase in Intangibles reflects the workinprogress on the Budget Information Management System Project and the State Revenue System Replacement (Payroll Tax and Duties) Project.Table 11.11:Statement of Cash Flows2014-15)Budget)2015-16)Budget)2016-17)Forward)Estimate)2017-18)Forward)Estimate)2018-19)Forward)Estimate)$'000)$'000)$'000)$'000)$'000)Cash flows from operating activitiesCash inflowsAppropriation receipts - recurrent 37 535) 38 888) 39 309) 40 397) 41 409)Appropriation receipts - capital1 1 254) 3 240) 3 603) 1 535)....)Fees and fines 8 701) 8 522) 8 240) 8 776) 8 635)GST receipts 1 600) 1 600) 1 600) 1 600) 1 600)Other cash receipts 752) 1 133) 1 133) 1 149) 1 166) Total cash inflows 49 842) 53 383) 53 885) 53 457) 52 810)Cash outflowsEmployee benefits(23 213)(23 739)(23 669)(24 515)(25 206)Superannuation(3 065)(3 039)(3 027)(3 142)(3 377)GST payments(1 600)(1 600)(1 600)(1 600)(1 600)Grants and subsidies(15 158)(15 304)(15 800)(16 246)(16 691)Supplies and consumables2(6 164)(6 826)(6 665)(6 778)(6 596)Other cash payments(124)(121)(119)(123)(127)Total cash outflows(49 324)(50 629)(50 880)(52 404)(53 597)Net cash from (used by) operating activities 518) 2 754) 3 005) 1 053)(787)Cash flows from investing activitiesPayments for acquisition of non-financial assets1(1 329)(3 516)(3 603)(1 535)....)Net cash from (used by) investing activities(1 329)(3 516)(3 603)(1 535)....)Net increase (decrease) in cash and cash equivalents held(811)(762)(598)(482)(787)Cash and deposits at the beginning of the reporting period 4 453) 4 456) 3 694) 3 096) 2 614)Cash and deposits at the end of the reporting period 3 642) 3 694) 3 096) 2 614) 1 827)Notes:The increases in Appropriation receipts capital and in Payments for acquisition of nonfinancial assets reflect funding for the Budget Information Management System Project and the State Revenue System Replacement (Payroll Tax and Duties) Project.The increase in Supplies and Consumables in 2015-16 reflects revised arrangements for the annual Microsoft agreement whereby Treasury pays the full cost and recovers the annual cost from the agencies involved and due to costs associated with the Community Support Levy funded Social and Economic Impact Study of Gambling in Tasmania.Table 11.12:Statement of Cash Flows - Administered2014-15)Budget)2015-16)Budget)2016-17)Forward)Estimate)2017-18)Forward)Estimate)2018-19)Forward)Estimate)$'000)$'000)$'000)$'000)$'000)Cash flows from operating activitiesCash inflowsFees and fines 1 227) 1 349) 1 376) 1 403) 1 430)Total cash inflows 1 227) 1 349) 1 376) 1 403) 1 430)Cash outflowsTransfers to the Consolidated Fund(1 227)(1 349)(1 376)(1 403)(1 430)Total cash outflows(1 227)(1 349)(1 376)(1 403)(1 430)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....)....)....)....)....) ................
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