ACT Budget 2019-20. Budget Statement G: Community ... · Web viewBUDGET STATEMENTS 2019-20 for...

BUDGET STATEMENTS

2019-20

for

Community Services Directorate

ContentsBUDGET STATEMENTS..............................................................................................................1

COMMUNITY SERVICES DIRECTORATE.....................................................................................1

Purpose................................................................................................................................ 1

2019-20 Priorities.................................................................................................................1

Estimated Employment Level...............................................................................................5

Strategic Objectives and Indicators......................................................................................6

Output Classes (Controlled GGS)........................................................................................11

Accountability Indicators....................................................................................................17

Changes to Appropriation..................................................................................................23

Financial Statements – Controlled GGS..............................................................................27

Financial Statements – Territorial......................................................................................34

HOUSING ACT.........................................................................................................................42

Purpose.............................................................................................................................. 42

2019-20 Priorities...............................................................................................................42

Estimated Employment Level.............................................................................................43

Strategic Objectives and Indicators....................................................................................44

Output Classes....................................................................................................................46

Accountability Indicators....................................................................................................47

Financial Statements – Controlled (PTE)............................................................................50

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COMMUNITY SERVICES DIRECTORATE

PurposeThe Community Services Directorate’s (the Directorate) primary purpose is to empower people to meet their full potential within an inclusive and equitable community by:

Intervening early to support people to be safe, to ensure basic needs are met to enable active community participation, and to support positive life outcomes;

Delivering services that are human centred, holistic, tailored and integrated with a focus on ensuring the right supports are provided to those most in need, proactively identifying risks, and enabling people to work towards self-sufficiency as much as possible;

Building strong communities with a focus on using evidence to inform services and programs, community development approaches that connect people to local communities, and maximising inclusion through targeted community-based programs. This includes alignment of government priorities and legislation to address community identified needs;

Enabling inclusive participation by supporting Canberrans to participate in decision making, to form community connections, and to live fulfilling lives, fostering cohesion, equity and inclusion for all; and

Driving collaboration and partnerships within and external to the Directorate, working collaboratively with other government agencies and building effective relationships with non-government community partners. This includes embedding the cultural change needed to intervene early and improve life trajectories as part of an integrated and holistic services system.

2019-20 PrioritiesStrategic and operational priorities for 2019-20 include:

Supporting People with Disability

Supporting the ACT Government and community through ongoing policy development, programs, events and grants to create a more inclusive community so that people with a disability are able to fully enjoy their rights as citizens;

Continue to implement and evaluate the Integrated Service Response Program to ensure those people with disability, who have complex needs, receive a coordinated service response from both the NDIS and the mainstream service system, and provide emergency funding when this is required;

Implement the first action plan of the Disability Justice Strategy to ensure people with disability are treated equally before the law;

2019-20 Budget Statements 4 Community Services Directorate

Progress the objectives of the National Disability Strategy 2010-2020 across the ACT Government, with the Disability Reference Group and wider Canberra community;

Enhance the capacity of the ACT Senior Practitioner to provide oversight of the use of restrictive practices and to work towards reducing and eliminating the use of restrictive practices in the disability services sector, including under the NDIS;

Continue to strengthen the Child Development Service, and the range of assessment, referral, information and linkage services available for children birth to 6 years with developmental delay, and autism assessment for children up to 12 years;

Strengthen the Child Development Service collaboration with Aboriginal Community Controlled Organisations and services providing targeted programs for Aboriginal and Torres Strait Islander families, to improve engagement and streamline access to allied health assessments to ensure children’s needs are identified early; and

Continue to build referral pathways and integrated service responses with the National Disability Insurance Agency (NDIA) funded Early Childhood Early Intervention provider (NDIS EACH), including service provision to families in the Child and Family Centres and the Child Development Service.

Social Inclusion / Connected Communities

Implementation of the three-year Action Plan under the ACT Carers Strategy;

Establish Canberra as a Welcoming City and deliver on commitments under the Welcoming Cities Standard (Established level);

Expand English language programs for refugees and asylum seekers, and assist refugees, asylum seekers and new migrants enter the workforce through employment participation services;

Support the Multicultural community through delivery of grant programs and awards to recognise achievements and celebrate a range of events including the National Multicultural Festival and Refugee Week;

Enhance the ACT Services Access Card to ensure the needs of ACT asylum seekers continue to be met;

Continue to support the Multicultural Advisory Council to raise awareness of the aspirations, needs and concerns of those communities within government and the community;

Implement actions under the ACT Multicultural Framework 2015-2020 Second Action Plan, including reviewing multicultural grants and undertaking an independent review into language schools;

Continue to promote gender equity and wellbeing for women and girls through implementation of the ACT Women’s Plan 2016-26 including the development of the Second Action Plan 2020-22;


Support the Ministerial Advisory Council on Women in its role to advise the Minister for Women on issues of importance to women in the ACT, and in assisting the Government to develop and implement policies that work to improve the status of women in the community;

Continue the ACT Veterans Grants Program supporting organisations providing services and further support to veterans and their families in the ACT;

Support the ACT Veterans Advisory Council in its role to provide advice to the ACT Government about matters relating to the veterans community;

Continue the ACT Seniors Grants Program supporting innovative projects that promote inclusion and social participation for seniors;

Support the Ministerial Advisory Council on Ageing in its role to provide strategic advice to the Minister for Seniors and Veterans on issues affecting older Canberrans;

Promote Canberra as an age-friendly city which enables and values the active participation of older members of the community through Age-Friendly Canberra: a Vision for Our City, including through the development of an Age-Friendly City Plan;

Provide funding for the ACT Seniors Card Program, to provide eligible seniors with a range of discounts from participating businesses and services;

Support the ACT’s response to the National Plan to Respond to the Abuse of Older Australians (Elder Abuse) 2019-2023;

Continue the work to support implementation of the ACT Reportable Conduct scheme and the Working with Vulnerable People scheme;

Support improved outcomes for Aboriginal and Torres Strait Islander peoples and greater autonomy of the community by implementing the Aboriginal and Torres Strait Islander Agreement 2019-2028;

Provide strategic advice and policy development for government through the implementation and monitoring of targets against the Aboriginal and Torres Strait Islander Agreement and through high level support to the ACT Aboriginal and Torres Strait Islander Elected Body;

Work with the Aboriginal and Torres Strait Islander community to develop options to establish community led governance mechanisms for places of significance to the community and continue to support the United Ngunnawal Elders Council;

Support the Aboriginal and Torres Strait Islander community through the delivery of cultural, leadership and scholarship grant programs and foster the delivery of services by Aboriginal and Torres Strait Islander community controlled organisations by providing grants for new and emerging organisations;

Establish an ACT Aboriginal and Torres Strait Islander Co-design forum to support development of community led solutions to issues impacting community;


Continue delivery of actions which build recognition of the Reconciliation Day public holiday;

Develop implementation initiatives for Early Support Service Delivery in the ACT to strengthen the human services system and provide early intervention supports to improve outcomes for the Canberra community; and

Improve the capability of the ACT public service to recognise and respond to domestic and family violence through implementing the Frontline Worker Training strategy.

Children, Young People and Family Services

Implement and coordinate the Commonwealth funded Australian Early Development Census;

Research and develop evidence based policies to contemporise children, youth and families service practices and quality management systems;

Continue the implementation of national recommendations arising from the Royal Commission into Institutional Responses to Child Sexual Abuse;

Work nationally on behalf of ACT as co-sponsor of Priority 1 and 2 working groups under the Fourth Action Plan 2018-2020 of the Framework for Protecting Australia’s Children 2009-2020;

Review therapeutic protection for children and young people, as provided for in the Children and Young People Act 2008;

Implement agreed recommendations from the Human Rights Commission Commission Initiated review of Allegations Regarding Bimberi Youth Justice Centre;

Continue the Our Booris Our Way review to understand the reasons for children and young people entering care and develop strategies to reduce over-representation of Aboriginal and Torres Strait Islander children and young people in care;

Implement the initial initiatives that address the Our Booris Our Way review recommendations;

Establish an Integrated Management System for the Child and Family Centre Program and Child Development Service, including an electronic portal as a source of policy, procedures and related resources for staff and clear governance processes to embed a business as usual continuous improvement process;

Continue to deliver culturally safe and inclusive services and programs for Aboriginal and Torres Strait Islander children and families through the Child Development Service and Child and Family Centres;

Increase and improve pathways to safety and support for people with diverse needs and lived experiences of domestic and family violence by driving system-wide responses and service improvements through the Family Safety Hub;


Elevate the rights, needs and voices of children and young people through implementing a government-wide response to the Final Report of the Domestic Violence Prevention Council Extraordinary Meeting regarding children and young people;

Continue implementation of ‘A Step Up for Our Kids’ (Out of Home Care Strategy), including a mid-strategy evaluation to support improved service responses for children, young people and families involved, or at risk of involvement, in statutory services;

Implement and embed the new client management system for Child and Youth Protection Services including Bimberi Youth Justice Centre, and extend the new system to the Child and Family Centres and Child Development Service;

Consider and implement recommended focus areas from the Blueprint Taskforce Final Report for the final four years of the Blueprint for Youth Justice in the ACT 2012-22;

Continue to work alongside families to improve outcomes for Aboriginal and Torres Strait Islander children and young people by delivering Family Group Conferencing and supporting Gugan Gulwan and OzChild to deliver Functional Family Therapy; and

Increase permanency and stability for children and young people on long term orders in out of home care through increased Enduring Parental Responsibility and Adoption Orders.

Estimated Employment Level

Table 1: Estimated Employment Level

2017-18Actual

Outcome

2018-19Budget

2018-19Estimated Outcome

2019-20Budget

Staffing (FTE) 602.4 627.9 1 632.4 2 657.7 3

Notes:1. The increase in 2018-19 budget compared with 2017-18 actual outcome represents the additional staff numbers

relating to new initiatives less the reduction in staff numbers due to the ceasing initiatives from prior years.2. The increase in 2018-19 estimated outcome from the original budget is mainly due to the increased capability to

support government transparency, boosting the National Multicultural Festival and the strengthened services for Aboriginal and Torres Strait Islander children and families.

3. The increase in 2019-20 budget compared with 2018-19 estimated outcome represents the staff returning to CSD’s budget from Housing ACT, as a realignment of operational responsibilities, new initiatives less the reduction in staff numbers due to the ceasing initiatives from prior years.


Strategic Objectives and Indicators

Strategic Objective 1

Strengthen the capacity of people with disabilities, their families and carers to maximise control over their lives

The ACT is committed to the delivery of the NDIS to ensure that it achieves the objectives set out in the National Disability Insurance Scheme Act 2013, including enabling people with disability to exercise choice and control in the pursuit of their goals and the planning and delivery of their supports.

The ACT has entered into a Bilateral Agreement with the Commonwealth on the National Disability Insurance Scheme (NDIS) commencing 1 July 2019. Through this agreement the ACT commits to improve the outcomes of people with disability by supporting them through the NDIS with the goal of increasing social and economic participation.

Strategic Indicator 1: Number of participants in the NDIS

2018-19 2019-20 2020-21 2021-22 2022-23Target Target Estimate Estimate Estimate5,177 7,544 1 7,726 7,903 8,073

Note:1. The 2019-20 target and forward estimates reflect estimated NDIS population in the ACT, where as in 2018-19 the

target reflected the estimated number of participants with approved plans in the Bilateral Agreement with the Commonwealth. The result is reported through the Council of Australian Governments (COAG) Disability Reform Council Quarterly Reports.


Improve outcomes for children and families through the provision of coordinated locally based services

The Directorate aims to improve outcomes for children and families through the Child and Family Centres Program. The Child and Family Centres Program has been developed on an evidence based, best practice model offering a one-stop shop for services and programs for children and families. Services and programs are delivered in partnership with other ACT Government agencies and community based organisations.

This indicator shows the number of occasions of service delivered at Child and Family Centres in partnership with early intervention and prevention services.

Strategic Indicator 2: Number of occasions of service to Child and Family Centre clients

2018-19 2019-20 2020-21 2021-22 2022-23Target Target Estimate Estimate Estimate8,000 8,250 8,250 8,250 8,250



Improve the outcomes for people in the community by providing a range of support and services

The Directorate provides funding to community organisations to deliver community development activities, counselling, referral services and emergency relief. The community organisations work in partnership with the ACT Government to build stronger communities, enhance resilience, strengthen capacity and facilitate participation of individuals and the broader community.

Strategic Indicator 3: Value of community services support programs

2018-19 2019-20 2020-21 2021-22 2022-23Target Target Estimate Estimate Estimate$'000 $'000 $'000 $'000 $'000

11,659 13,286 1 14,068 13,488 2 13,114 2

Notes:1. The increase in the 2019-20 target from the 2018-19 target is due mainly to extending the Room4Change program and

the inclusion of the Safer Families program in supporting frontline crisis services.2. The reduction in the 2021-22 and 2022-23 estimates from the 2020-21 estimate is due to the cessation of the

Social and Community Sector (SACS) National Partnership Agreement on the Equal Remuneration Order (ERO).


Promote and increase participation in community life by Canberrans, including those from culturally and linguistically diverse backgrounds

The Directorate promotes community participation by people from culturally and linguistically diverse backgrounds, including through the implementation of the ACT Multicultural Framework 2015-2020.

The proportion of Canberrans who agree that Canberra as a community accepts people from different cultures is an indication of how well the Directorate is contributing to this objective. This is measured annually through the Canberra Omnibus Survey (COS).

Strategic Indicator 4: The proportion of Canberrans who agree that Canberra as a community accepts people from different cultures

2018-19 2019-20 2020-21 2021-22 2022-23Target Target Estimate Estimate Estimate

90% 90% 90% 90% 90%



Promote an anti-violence culture in the ACT to ensure that women feel safe

The Directorate works to enhance the status of women and girls in the ACT and to create a community where they are safe, healthy, equally represented and valued for their contribution to society. This is achieved through the implementation of the ACT Women’s Plan and work under the National Plan to Reduce Violence against Women and their Children 2010-2022. This is also achieved through targeted women’s programs such as grant and leadership programs for women and girls, International Women’s Day and Violence Prevention Awards, and the application of women’s safety assessments to ACT funded events and environment design in urban planning.

The data is obtained from the ‘Community Satisfaction with Policing’ national survey, measuring women’s perception of safety when they are by themselves walking in the neighbourhood during the day and at night.

Strategic Indicator 5: The proportion of women who feel safe when they are by themselves, walking in the neighbourhood during the day and at night 1


% % % % %Day 93 93 93 93 93

Night 38 40 41 42 42

Note:1. The description of the strategic indicator is amended from “The proportion of ACT women who feel safe by

themselves in public places during the day and at night” to “The proportion of women who feel safe when they are by themselves walking in the neighbourhood during the day and at night”. This change better reflects the underlying data from the ‘Community Satisfaction with Policing’ national survey. The night time safety indicator remains low nationally and is a focus for improvement.


Provision of services and interventions that reduce the risk of re-substantiated reports of abuse

The Directorate provides child protection services for children and young people. A reduced re-substantiation rate is an indication that assessment, evaluation of risk and action have been taken to minimise experiences of abuse and neglect to reoccur. Repeated occurrences of maltreatment, as indicated by re-substantiation, are an indicator of cumulative harm. This is a national indicator for child protection services.

Strategic Indicator 6: Re-substantiation rates

2018-19 2019-20 2020-21 2021-22 2022-23

Target%

Target%

Estimate%

Estimate%

Estimate%


Re-substantiation Rate — Within 3 Months 12 12 12 12 12Re-substantiation Rate — Within 12 Months 22 22 22 22 22


Provision of services that improve outcomes for young people involved with the justice system

The Directorate aims to improve outcomes by providing support services to young people at risk and through the support and supervision of young offenders.

Recidivism rates measure the return of young people to the youth justice system, after receiving a final Court Order. They are an indicator of outcomes for young people, in particular whether interventions have been successful in assisting young people to exit the youth justice system.

Strategic Indicator 7: Recidivism of young people 2018-19 2019-20 2020-21 2021-22 2022-23

Target Target Estimate Estimate Estimate % % % % %

Recidivism of Sentenced Young People in Custody

43 43 43 43 43

Recidivism of Young People on Community Based Orders 34 34 34 34 34


Improve stability of children in care through case management and appropriate services and programs

The Directorate provides child protection services for children and young people by promoting their safety within the family unit. Where a child is at risk and cannot remain within the family home, the Directorate supports the child in out of home care.

Uninterrupted placements signal appropriately targeted intervention, stability and continuity of care. This maximises opportunities to achieve positive outcomes for vulnerable children and young people.

Strategic Indicator 8: Proportion of children exiting care having experienced no more than two placements in care


% % % % %75 75 75 75 75



Ensure the high quality of suitable entities for care and protection purposes

The Directorate has responsibility for the oversight of suitable entities for care and protection purposes. This function requires that suitable entities in the ACT are financially sound, supported by robust governance structures and adhere to current best practice standards.

Strategic Indicator 9: The proportion of suitable entities compliant with registration standards


% % % % %100 100 100 100 100

Strategic Objective 10 1

Ensure the high quality of suitable entities for community housing purposes

The Directorate has responsibility for the oversight of suitable entities for community housing purposes. This function requires that suitable entities in the ACT are financially sound, supported by robust governance structures and adhere to current best practice standards.

Strategic Indicator 10: The proportion of suitable entities compliant with registration standards


% % % % %N/A 100 100 100 100

Note:1. This is a new Strategic Objective introduced in 2019-20 Budget.


Output Classes (Controlled GGS)

Output Class 1: National Disability Insurance Scheme (NDIS) Implementation (Discontinued)

Table 2: Output Class 1: National Disability Insurance Scheme (NDIS) Implementation

2018-19 2019-20Estimated Outcome Budget

$'000 $'000

Total Cost 1 99,704 0Controlled Recurrent Payments 1 99,704 0

Note:1. This Output Class is discontinued in the Directorate’s 2019-20 Budget. From 2019-20, the Directorates’ cash

contribution to the NDIS is recorded in the new National Disability Insurance Scheme (NDIS) Implementation Territorial Budget Statements.

Output 1.1: National Disability Insurance Scheme (NDIS) Implementation

This output reflects funding provided by the Territory to the Commonwealth, recognising the ongoing commitment to people with disability in the ACT will be supported by the Territory during the final transition period into the NDIS. Responsibility for the accountability of service provision under the scheme will rest with the Commonwealth.

Table 3: Output 1.1: National Disability Insurance Scheme (NDIS) Implementation


$'000 $'000

Total Cost 99,704 0Controlled Recurrent Payments 99,704 0


Output Class 2: Strategic Policy, Inclusion and Participation

Table 4: Output Class 2: Strategic Policy, Inclusion and Participation


$'000 $'000

Total Cost 1, 2 60,307 62,907Controlled Recurrent Payments 2 59,353 61,724

Notes:1. Total cost includes amortisation of $0.033 million in 2019-20.2. The increase in the 2019-20 budget from the 2018-19 estimated outcome is mainly due to the new initiatives provided

in the 2019-20 Budget.

Output 2.1: Inclusion and Participation

Inclusion and Participation provides strategic advice to strengthen the inclusion and participation of all people in Canberra’s community, including people from multicultural backgrounds, youth, women, veterans and seniors and people with disability. The contribution and support for the engagement of all people is recognised through community events, awards, ceremonies and grants. Inclusion and Participation administers and funds community sector services and programs.

Table 5: Output 2.1: Inclusion and Participation


$'000 $'000

Total Cost 1 41,302 39,895Controlled Recurrent Payments 1 40,732 39,305

Note:1. The decrease in the 2019-20 budget from the 2018-19 estimated outcome is mainly due to the transfer of the

Office for Aboriginal and Torres Strait Islander Affairs from Output 2.1 Inclusion and Participation to Output 2.3 Strategic Policy, partially offset by the new initiatives provided in the 2019-20 Budget.


Output 2.2: Office for Disability

The ACT Office for Disability promotes social inclusion and community participation of people with disability through supporting the implementation of the NDIS; progressing the objectives of the National Disability Strategy including equal access to justice for people with disability through the Disability Justice Strategy; progressing the Disability Inclusion Grants to provide increased opportunities for people with disability to participate in mainstream community activities; promoting International Day of People with Disability; and supporting the Disability Reference Group, the ACT Inclusion Council and the Chief Minister’s Inclusion Awards.

Table 6: Output 2.2: Office for Disability


$'000 $'000


Note:1. The decrease in the 2019-20 budget from the 2018-19 estimated outcome is mainly due to the funding profile of the

NDIS Transition Integrated Service Response initiative.

Output 2.3: Strategic Policy

Strategic Policy works on a range of whole-of-directorate and whole-of-government policy reform activities, and provides support for intergovernmental activities and policy advice to government. It leads strategic engagement and policy reform with inter-jurisdictional groups and Commonwealth bodies, progresses service system reform work, and progresses CSD accountabilities under the whole-of-government digital reform agenda.

Strategic Policy work focuses on improving outcomes for the most vulnerable and disadvantaged sections of our community through concentrating on early support for children and families, equality for Aboriginal and Torres Strait Islander people and communities, recognition of otherwise marginalised sections of the community, and development of robust data practices to inform future policy development.

Table 7: Output 2.3: Strategic Policy


$'000 $'000


Note:1. The increase in the 2019-20 budget from the 2018-19 estimated outcome is mainly due to the transfer of the

Office for Aboriginal and Torres Strait Islander Affairs from Output 2.1 Inclusion and Participation to Output 2.3 Strategic Policy and the new initiatives provided in the 2019-20 Budget.


Output 2.4: Quality, Complaints and Regulation

Quality, Complaints and Regulation (QCR) operates independently from program, funding or policy streams within the Directorate. It includes the Office for the Human Services Registrar, which regulates human service providers under ACT legislation. QCR is responsible for building capacity of service providers to deliver quality and viable services, whilst investigating incidents and complex complaints made about government and non-government service providers. QCR provides support to strategic committees and projects, and also represents the Directorate on matters relating to quality and safeguards for vulnerable and disadvantaged members of our community.

Table 8: Output 2.4: Quality, Complaints and Regulation


$'000 $'000


Notes:1. Total cost includes amortisation of $0.033 million in 2019-20.2. The decrease in the 2019-20 budget from the 2018-19 estimated outcome is due to the funding profile for the review

of Aboriginal and Torres Strait Islander children and young people involved with Child and Youth Protection, partially offset by the new initiatives provided in the 2019-20 Budget.

Output 2.5: Safer Families

The Office of the Coordinator General for Family Safety provides strategic leadership, coordination, policy analysis and innovation expertise to drive cultural change and system reform, and to build whole-of-Government and whole-of-community capability to address domestic and family violence.

Table 9: Output 2.5: Safer Families


$'000 $'000


Note:1. The increase in the 2019-20 budget from the 2018-19 estimated outcome is due to the new initiatives provided in the

2019-20 Budget.


Output Class 3: Children, Youth and Families

Table 10: Output Class 3: Children, Youth and Families


$'000 $'000


Notes:1. Total cost includes depreciation and amortisation of $2.789 million in 2018-19 and $3.065 million in 2019-20.2. The increase in the 2019-20 budget from the 2018-19 estimated outcome is mainly due to the new initiatives provided


Output 3.1: Child and Family Centres

Early intervention and prevention services are provided through a universal platform with targeted services for vulnerable families. Services provided include parenting groups, advice and support, sustained home visiting, specialist clinical services, and community development and education programs. Services are delivered in partnership with other agencies, local community organisations and service providers.

Table 11: Output 3.1: Child and Family Centres


$'000 $'000

Total Cost 1 6,278 6,591Controlled Recurrent Payments 5,964 6,225

Note:1. Total cost includes depreciation of $0.215 million in 2018-19 and $0.209 million in 2019-20.

Output 3.2: Child Development Service

The Child Development Service has a focus on early identification and intervention and provides assessment, referral, information and linkages for children birth to 6 years living in the ACT, where there are concerns relating to their development. Autism assessments are provided for children up to 12 years. Children 7-8 years with complex needs who have not had a previous assessment by allied health professionals can access the service.

Table 12: Output 3.2: Child Development Service


$'000 $'000


Note:1. Total cost includes depreciation of $0.230 million in 2018-19 and $0.230 million in 2019-20.2. The increase in the 2019-20 budget from the 2018-19 estimated outcome is mainly due to the

Children and Young People’s Equipment Loan Scheme (CAYPELS).


Output 3.3: Child and Youth Protection Services

Provision of statutory child protection and youth justice services is aimed at improving and promoting the safety and the wellbeing of children, young people, their families and the community.

Table 13: Output 3.3: Child and Youth Protection Services


$'000 $'000


Notes:1. Total cost includes depreciation and amortisation of $2.344 million in 2018-19 and $2.626 million in 2019-20.2. The increase in the 2019-20 budget from the 2018-19 estimated outcome is mainly due to the new initiatives provided



Accountability Indicators

Output Class 1: National Disability Insurance Scheme (NDIS) Implementation (Discontinued)

Output 1.1: National Disability Insurance Scheme (NDIS) Implementation

Table 14: Accountability Indicator Output 1.1

2018-19Target


2019-20Target

National Disability Insurance Scheme (NDIS) Implementation a. 12 monthly payments on behalf of the Territory to the

Commonwealth for the National Disability Insurance Scheme 1 12 12 N/A 1

Note:1. The accountability indicator is discontinued as the NDIS Implementation Output Class is discontinued in the

Directorate’s 2019-20 Budget.

Output Class 2: Strategic Policy, Inclusion and Participation

Output 2.1: Inclusion and Participation

Table 15: Accountability Indicators Output 2.1

2018-19Targets


2019-20Targets

Inclusion and Participationa. Number of community building, participation grants and

scholarship programs administered14 15 15

b. Percentage of participants who successfully complete the Work Experience and Support Program

90% 90% 90%

c. Implementation of projects included in the Whole of Government plan on Aboriginal and Torres Strait Islander Agreement 1

3 3 N/A

d. Proportion of funded services that were visited by a Relationship Manager during the financial year

70% 70% 75%

e. Number of community engagement opportunities for veterans in the ACT

7 7 7

f. Number of community engagement opportunities for seniors in the ACT 2

N/A N/A 7

Notes:1. This indicator is transferred to item (a) under Output 2.3 Strategic Policy.2. This is a new indicator introduced in 2019-20 Budget. It measures the number of community engagement

opportunities for seniors in the ACT.


Output 2.2: Office for Disability


2018-19Targets


2019-20Targets

Office for Disabilitya. Community engagement activities on National Disability

Strategy 6 8 8

b. Coordinate Connect and Participate Expo - Number of community group stallholders 1 120 106 N/A

c. Coordinate Connect and Participate Expo - Number of people attending 1 3,000 3,350 N/A

d. Implement Companion Card Program - Number of Companion Card affiliates 90 90 94

Note:1. The Connect and Participate Expo (CAP Expo) is subject to review in 2019-20 to consider if it remains the most

effective way to promote community participation activities.

Output 2.3: Strategic Policy


2018-19Targets


2019-20Targets

Strategic Policya. Implementation of projects included in the

Whole of Government plan on Aboriginal and Torres Strait Islander Agreement 1

N/A N/A 3

b. Satisfaction of funded organisations with government contract administration (as measured by annual survey)

90% 90% 90%

c. Provision of strategic policy advice on human services issues to drive improved outcomes for children, young people and their families 2

2 2 2

d. Performance improvement initiatives 3 3 3 3

Notes:1. This indicator is transferred from item (c) under Output 2.1 Inclusion and Participation. The three projects are:

‘Finalise implementation of the Outcomes Framework under the Aboriginal and Torres Strait Islander Agreement 2018-2028’, ‘development of capacity and capability building projects for Aboriginal and Torres Strait Islander agencies’, ‘delivery of Aboriginal and Torres Strait Islander Codesign Forum’.

2. The two initiatives are: ‘Early Support implementation initiatives’ and ‘Policy on Permanency for Aboriginal and Torres Strait Islander children and young people, and Dispensing with Consent for non-Aboriginal and Torres Strait Islander young people’.

3. The three initiatives are: ‘Annual Report on Government Services’, ‘Australian Early Development Census program – ACT Government response’ and ‘Implementation of Integrated Planning framework under Community Services Directorate Strategic Plan’.


Output 2.4: Quality, Complaints and Regulation


2018-19Targets


2019-20Targets

Quality, Complaints and Regulationa. Regulatory and process reform initiatives 1 3 3 3b. Number of regulated service providers 2 232 275 180c. Number of tenancies managed by registered community

housing providers 3N/A N/A 1,810

Notes:1. The three reform initiatives are: ‘Continuation of the establishment of the Senior Practitioner for Restrictive Practices’,

‘National approach to NDIS Worker Screening’ and ‘Child Protection Quality Assurance and Improvement Committee’.2. The higher 2018-19 estimated outcome is due mainly to a higher than expected number of new disability providers

registering. The lower 2019-20 target reflects the transfer of an oversight of disability providers to the NDIS Quality and Safeguards Commission and remaining oversight of non-NDIS providers as well as oversight in relation to the reduction and elimination of restrictive practices and collection of information on visitable places.

3. This indicator is transferred from item (c) under Housing ACT Output 1.1 Social Housing Services.

Output 2.5: Safer Families


2018-19Target


2019-20Target

Safer Familiesa. Family Violence Statement presented to the

ACT Legislative Assembly 1 1 1


Output Class 3: Children, Youth and Families

Output 3.1: Child and Family Centres


2018-19Targets


2019-20Targets

Child and Family Centres a. Number of Community Development/Education Programs 1 325 225 225b. Number of Parenting Assistance Sessions 1,125 1,125 1,125c. Client satisfaction with services 90% 90% 90%

Note:1. Child and Family Centres (CFC) programs are voluntary services to the public and the program offers reflect the need

of local communities. The lower 2018-19 estimated outcome than the target reflects the consolidation of the Growing Healthy Families (GHF) program into the core CFC service offer. The targeted GHF programs to support Aboriginal and Torres Strait Islander children and families are now delivered through targeted parenting assistance sessions and occasions of service. This reflects the intensity and an individual approach to support families.

Output 3.2: Child Development Service


2018-19Targets


2019-20Targets

Child Development Servicea. Hours of service provided to the clients of the

Child Development Service 21,125 20,280 21,125


Output 3.3: Child and Youth Protection Services


2018-19Targets


2019-20Targets

Child and Youth Protection Services

a. Number of custody days used annually 1 5,000 4,200 5,000

b. Youth Justice Case Plans completed 90% 90% 90%

c. Child Protection Reports and Child Concern Reports about children and young people 2 17,000 18,000 18,000

d. Child Protection Reports requiring appraisal 3 3,000 2,400 2,500

e. Number of child protection reports received and proceeding to appraisal that were substantiated 4 500 450 500

f. Number of children and young people receiving a service during the year 5 3,000 2,640 2,800

g. Number of Aboriginal and Torres Strait Islander children and young people receiving support during the year 6 650 630 630

h. Total number of children and young people for whom the Director-General has parental responsibility 7 820 800 820

i. Total out-of-home care days used annually 300,000 300,000 300,000

j. Number of out-of-home care days used by Aboriginal and Torres Strait Islander children and young people 8 78,750 92,000 89,000

k. Average investment per out-of-home care day 9 $147 $147 $160

l. Number of permanency placements 10 25 18 25

Notes:1. Variance in custody days is influenced by the offences committed, court practices, and the opportunity for young

people to engage with diversion and early intervention services. This figure fluctuates based on the number of young people remanded or sentenced to custody. Since 2011, the impact of reforms has significantly reduced the actual results as fewer young people come into detention; highlighting the continued success of reforms under the Blueprint for Youth Justice in the ACT 2012-22.

2. Reports are initiated by the community contacting Child and Youth Protection Services (CYPS). The number of reports received can fluctuate depending on a range of factors, including but not limited to publicity about child abuse and neglect.

3. The number of reports proceeding to appraisal can fluctuate depending on the number of reports received and the individual level of risk identified for a particular child, young person or family.

4. The number of substantiated reports can fluctuate depending on the results of the appraisal for each child or young person. The 2018-19 estimated outcome is lower than target, and this indicates fewer children and young people reported to CYPS experienced substantiated abuse and neglect.

5. This indicator is related to the number of child protection interventions undertaken, number of children requiring out of home care and the number of young people subject to youth justice supervision.

6. This indicator is a sub-set of the indicator above and is impacted by the same drivers.7. This is a point in time measure (as at 30 June). The number of children in care of the Director-General can fluctuate on

a daily basis, depending on factors such as orders or agreements commencing or expiring. The 2018-19 estimated result may be early evidence of the success of the reforms implemented under A Step UP for Our kids Out of Home Care Strategy.

8. The higher than estimated outcome in 2018-19 reflects the number of Aboriginal and Torres Strait Islander children and young people who are on long term orders and remain in long term care.

9. The higher 2019-20 target reflects indexation and the increase in placement costs.


10. The number of adoptions or Enduring Parental Responsibility orders finalised in a given timeframe can fluctuate depending on a range of factors, including the individual needs of the child or young person and court processes. There are a number of matters under the consideration of Courts which may be finalised before the end of the financial year.


Changes to Appropriation

Table 23: Changes to appropriation – Controlled Recurrent Payments

2018-19 Estimated Outcome

$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 269,097 297,035 304,331 310,175 310,175

FMA Section 16B Rollovers from 2017-18Audrey Fagan grants and scholarships 40 0 0 0 0More support for refugees and new migrants 134 0 0 0 0

2019-20 Budget Policy DecisionsBetter Government – Supporting government transparency 362 734 0 0 0More support for families and inclusion – Boosting the National Multicultural Festival

134 586 611 637 653

More support for families and inclusion – Strengthening services for Aboriginal and Torres Strait Islander children and families

308 0 0 0 0

Child and Youth Record Information System completion 0 130 154 154 154

Strengthening security and CCTV facilities at Bimberi Youth Justice Centre

0 0 50 50 50

Growing the inclusion of Canberra's seniors 0 81 81 0 0

Strengthening services for Aboriginal and Torres Strait Islander children and young people

0 420 431 443 450

Continuing to reduce and eliminate restrictive practices 0 74 152 156 158

Delivering family-centred responses for Aboriginal and Torres Strait Islander families impacted by family violence

0 100 208 46 0

Reducing the risk of deaths from family violence 0 87 236 243 247Extending the Family Safety Hub legal services pilot 0 100 0 0 0Extending the Room4Change program to help prevent family violence

0 456 1,224 1,262 1,301

Training ACT Government frontline workers to respond to family violence

0 196 186 168 159

Supporting smarter working in the new ACT Government office projects

0 426 439 0 0

Maintaining support for disability services in the transition to the full scheme National Disability Insurance Scheme

0 5,423 4,534 4,647 4,763

Supporting sustainable Out of Home Care placements 1,134 9,822 3,648 1,596 1,475

2019-20 Budget Technical AdjustmentsRe-profile - Safer Families – Training in domestic violence for frontline workers

-355 355 0 0 0

Re-profile - Gugan Gulwan Youth Aboriginal Corporation Accommodation

-50 50 0 0 0

Re-profile - Implementing the Commonwealth Redress Scheme for Institutional Child and Sexual Abuse

-149 149 0 0 0

Re-profile - Family Safety Hub -114 114 0 0 0Re-profile - More support for refugees and new migrants -241 -24 -25 290 0

Revised Indexation Parameters 0 -220 -306 -302 6,717



$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Revised Superannuation Parameters -245 -456 -553 -719 -498Transfer HR and Finance User Charges to Shared Services 0 -261 -267 -274 -281

Workers Compensation Savings 0 -525 -525 -525 -525

Pay Equity for the Social and Community Services Sector - ACT Government Contribution

-50 73 56 21 -1,323

Attracting and Retaining for Child and Youth Protection Workers

0 1,347 1,723 2,124 2,152

Expanding Microsoft user licensing 0 141 145 148 152

Safer Families (Enhancing access to justice for non-English speakers) from JACS to CSD

0 200 0 0 0

Safer Families Package Offset Enhanced Child Protection Case Management and Coordination

0 -125 -497 -509 -520

Transfer NDIS Cash Contribution from CSD 0 -130,014 -134,955 -138,327 -141,786

2019-20 Budget 270,005 186,474 181,081 181,504 183,673


Table 24: Changes to appropriation – Capital Injections, Controlled


$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 3,979 415 426 437 437

FMA Section 16B Rollovers from 2017-18Bimberi Youth Justice Centre communication 68 0 0 0 0Child and Youth Protection System critical information migration

2 0 0 0 0

Bimberi Youth Justice Centre infrastructure upgrade 211 0 0 0 0Client Management System for Child and Youth Protection Services

240 0 0 0 0

2019-20 Budget Policy DecisionsContinuing to reduce and eliminate restrictive practices 0 329 0 0 0Strengthening security and CCTV facilities at Bimberi Youth Justice Centre

0 307 300 0 0

Child and Youth Record Information System completion 0 600 599 0 0

2019-20 Budget Technical AdjustmentsRevised Indexation Parameters -3 0 0 -1 11Re-profile - Building connections for early intervention and prevention

-1,232 1,232 0 0 0

Re-profile - Bimberi Youth Justice Centre - Infrastructure upgrades

-15 15 0 0 0

2019-20 Budget 3,250 2,898 1,325 436 448


Table 25: Changes to appropriation – Expenses on Behalf of the Territory


$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 0 0 0 0 0

2019-20 Budget Technical AdjustmentsTransfer NDIS Cash Contribution from Health 0 21,126 21,653 22,195 22,750Transfer NDIS Cash Contribution from Education 0 3,024 3,100 3,178 3,257Transfer NDIS Cash Contribution from CMTEDD 0 1,200 1,230 1,261 1,292Transfer NDIS Cash Contribution from CSD 0 130,014 134,955 138,327 141,786Maintaining support for disability services in the transition to the full scheme National Disability Insurance Scheme

0 2,500 -378 2,200 4,944

2019-20 Budget 0 157,864 160,560 167,161 174,029


Financial Statements – Controlled GGS

Table 26: Community Services Directorate: Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var%

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Income

Revenue269,097 Controlled Recurrent

Payments270,005 186,474 -31 181,081 181,504 183,673

705 User Charges 705 705 - 705 705 705460 Resources Received Free of

Charge460 1,656 260 1,686 1,717 1,749

591 Other Revenue 591 591 - 591 591 591

270,853 Total Revenue 271,761 189,426 -30 184,063 184,517 186,718

Gains1,520 Other Gains 1,605 1,667 4 1,700 1,734 1,769

1,520 Total Gains 1,605 1,667 4 1,700 1,734 1,769

272,373 Total Income 273,366 191,093 -30 185,763 186,251 188,487

Expenses 66,253 Employee Expenses 67,055 73,316 9 73,296 74,645 75,620

9,908 Superannuation Expenses 9,712 10,664 10 11,155 11,442 11,82124,753 Supplies and Services 24,111 25,692 7 24,583 24,945 25,530

2,589 Depreciation and Amortisation

2,789 3,098 11 3,812 3,871 3,870

170,819 Grants and Purchased Services

172,054 80,642 -53 75,975 74,488 74,824

0 Borrowing Costs 0 19 # 18 18 1383 Other Expenses 83 82 -1 82 84 84

274,405 Total Expenses 275,804 193,513 -30 188,921 189,493 191,762

-2,032 Operating Result -2,438 -2,420 1 -3,158 -3,242 -3,275

-285 Other Comprehensive Income

-1,137 -365 -136 94 329

Items that will not be Reclassified Subsequently to Profit or Loss331 Net Effect of a Change in

Accounting Policy0 228 # 457 687 922

-616 Other Movements -1,137 -593 48 -593 -593 -593-285 Total Other Comprehensive

Income-1,137 -365 68 -136 94 329

-2,317 Total Comprehensive Income

-3,575 -2,785 22 -3,294 -3,148 -2,946


Table 27: Community Services Directorate: Balance Sheet

Budgetat

30/6/19 $'000


$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Current Assets6,144 Cash and Cash Equivalents 3,173 2,865 -10 2,557 2,249 1,9411,628 Receivables 670 670 - 670 670 670

330 Other Assets 336 336 - 336 336 336

8,102 Total Current Assets 4,179 3,871 -7 3,563 3,255 2,947

Non Current Assets74,314 Property, Plant and

Equipment75,046 74,523 -1 74,399 73,327 72,505

4,256 Intangible Assets 2,976 4,710 58 4,721 3,533 2,345625 Capital Works in Progress 702 907 29 0 0 0

79,195 Total Non Current Assets 78,724 80,140 2 79,120 76,860 74,850

87,297 TOTAL ASSETS 82,903 84,011 1 82,683 80,115 77,797

Current Liabilities1,419 Payables 1,482 1,481 .. 1,480 1,479 1,478

0 Finance Leases 0 229 # 230 234 16316,895 Employee Benefits 16,974 17,495 3 18,069 18,699 19,398

135 Other Provisions 73 73 - 73 73 731,604 Other Liabilities 325 325 - 325 325 325

20,053 Total Current Liabilities 18,854 19,603 4 20,177 20,810 21,437

Non Current Liabilities0 Finance Leases 0 95 # 235 45 127

1,555 Employee Benefits 1,337 1,488 11 1,643 1,801 1,9591,561 Other Provisions 1,550 1,550 - 1,550 1,550 1,550

3,116 Total Non Current Liabilities 2,887 3,133 9 3,428 3,396 3,636

23,169 TOTAL LIABILITIES 21,741 22,736 5 23,605 24,206 25,073

64,128 NET ASSETS 61,162 61,275 .. 59,078 55,909 52,724

REPRESENTED BY FUNDS EMPLOYED

59,587 Accumulated Funds 56,952 56,837 .. 54,411 51,012 47,5924,541 Asset Revaluation Surplus 4,210 4,438 5 4,667 4,897 5,132

64,128 TOTAL FUNDS EMPLOYED 61,162 61,275 .. 59,078 55,909 52,724


Table 28: Community Services Directorate: Statement of Changes in Equity

Budgetat

30/6/19 $'000


$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Opening Equity57,925 Opening Accumulated Funds 57,277 56,952 -1 56,837 54,411 51,012

4,541 Opening Asset Revaluation Reserve

4,210 4,210 - 4,438 4,667 4,897

62,466 Balance at the Start of the Reporting Period

61,487 61,162 -1 61,275 59,078 55,909

Comprehensive Income-616 Net Effect of Correction of an

Error-1,137 -593 48 -593 -593 -593

-2,032 Operating Result - Including Economic Flows

-2,438 -2,420 1 -3,158 -3,242 -3,275

331 Net Effect of Change in Accounting Policy - ARR

0 228 # 229 230 235

-2,317 Total Comprehensive Income

-3,575 -2,785 22 -3,522 -3,605 -3,633

0 Total Movement in Reserves 0 0 - 0 0 0

Transactions Involving Owners Affecting Accumulated Funds3,979 Capital Injections 3,250 2,898 -11 1,325 436 448

3,979 Total Transactions Involving Owners Affecting Accumulated Funds

3,250 2,898 -11 1,325 436 448

Closing Equity59,587 Closing Accumulated Funds 56,952 56,837 .. 54,411 51,012 47,592

4,541 Closing Asset Revaluation Reserve

4,210 4,438 5 4,667 4,897 5,132

64,128 Balance at the end of the Reporting Period

61,162 61,275 .. 59,078 55,909 52,724


Table 29: Community Services Directorate: Cash Flow Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

CASH FLOWS FROM OPERATING ACTIVITIESReceipts

269,097 Controlled Recurrent Payments 270,005 186,474 -31 181,081 181,504 183,6731,296 User Charges 763 1,296 70 1,296 1,296 1,296

13,771 Other 13,771 13,878 1 13,940 13,940 13,940284,164 Operating Receipts 284,539 201,648 -29 196,317 196,740 198,909

Payments65,854 Employee 66,365 72,628 9 72,555 73,845 74,751

9,945 Superannuation 9,749 10,664 9 11,155 11,442 11,82124,368 Supplies and Services 23,239 24,110 4 22,967 23,300 23,853

170,819 Grants and Purchased Services 172,054 80,642 -53 75,975 74,488 74,8240 Interest Expenses 0 19 # 18 18 13

13,787 Other 13,787 13,893 1 13,955 13,955 13,955284,773 Operating Payments 285,194 201,956 -29 196,625 197,048 199,217

-609 NET CASH INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES

-655 -308 53 -308 -308 -308

CASH FLOWS FROM INVESTING ACTIVITIESReceipts

0 Investing Receipts 0 0 - 0 0 0

Payments3,678 Purchase of Property, Plant and

Equipment2,949 2,898 -2 1,325 436 448

3,678 Investing Payments 2,949 2,898 -2 1,325 436 448

-3,678 NET CASH INFLOW/(OUTFLOW) FROM INVESTING ACTIVITIES

-2,949 -2,898 2 -1,325 -436 -448

CASH FLOWS FROM FINANCING ACTIVITIESReceipts

3,979 Capital Injections 3,250 2,898 -11 1,325 436 4483,979 Financing Receipts 3,250 2,898 -11 1,325 436 448

Payments0 Financing Payments 0 0 - 0 0 0

3,979 NET CASH INFLOW/(OUTFLOW) FROM FINANCING ACTIVITIES

3,250 2,898 -11 1,325 436 448

-308 NET INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS

-354 -308 13 -308 -308 -308

6,452 CASH AT THE BEGINNING OF REPORTING PERIOD

3,527 3,173 -10 2,865 2,557 2,249

6,144 CASH AT THE END OF REPORTING PERIOD

3,173 2,865 -10 2,557 2,249 1,941


Notes to the Controlled Budget Statements

Significant variations are as follows:

Operating Statement

controlled recurrent payments:

- the increase of $0.908 million in the 2018-19 estimated outcome from the original budget is mainly due to the increased capability to support government transparency ($0.362 million), boosting the National Multicultural Festival ($0.134 million), strengthening services for Aboriginal and Torres Strait Islander children and families ($0.308 million) and the support in sustainable Out of Home Care placements ($1.134 million), partially offset by reprofiling of funding from 2018-19 into 2019-20 ($0.909 million).

- the decrease of $83.531 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the transfer of the Direcorate’s cash contribution for NDIS from the controlled account to the territorial account ($99.704 million), partially offset by new initiatives ($16.697 million).

resources received free of charge:

- the increase of $1.196 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the recongnition of human resources and finance services provided by the Shared Services of the ACT Government.

employee expenses:

- the increase of $0.802 million in the 2018-19 estimated outcome from the original budget is mainly due to the increased capability to support government transparency ($0.290 million), boosting the National Multicultural Festival ($0.043 million), strengthening services for Aboriginal and Torres Strait Islander children and families ($0.178 million) and the revised indexation parameters ($0.291 million).

- the increase of $6.261 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to increased staffing costs associated with new initiatives ($5.264 million) and revised wage parameters for the child and youth protection professionals ($1.197 million).

superannuation expenses:

- the increase of $0.952 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to new initiatives.

supplies and services:

- the decrease of $0.642 million in the 2018-19 estimated outcome from the original budget is mainly due to the reprofiling of funding from 2018-19 into 2019-20 ($0.668 million).


- the increase of $1.581 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the increased operational expenditures associated with new initiatives ($1.581 million).

grants and purchased services:

- the increase of $1.235 million in the 2018-19 estimated outcome from the original budget is mainly due to the support in sustainable Out of Home Care placements ($1.134 million).

- the decrease of $91.412 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the transfer of the Direcorate’s cash contribution for NDIS from the controlled account to the territorial account ($99.704 million), partially offset by new initiatives ($9.365 million).

interest expenses:

- the increase of $0.019 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the recognisation of leased vehicles as right-of-use assets as a result of the application of AASB 16 Leases from 1 July 2019.

Balance Sheet

cash and equivalents:

- the decrease of $2.971 million in the 2018-19 estimated outcome from the original budget is mainly due to the back pay to employee as a result of new Enterprise Agreement.

current and non-current receivables:

- the decrease of $0.958 million in the 2018-19 estimated outcome from the original budget is mainly due to the receipt of outstanding debt.

property, plant and equipment:

- the increase of $0.732 million in the 2018-19 estimated outcome from the original budget is mainly due to the transfer of Affordable Rental Properties from Housing ACT to the Community Services Directorate.

current and non-current capital works in progress:

- the increase of $0.205 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the capital works in progress for the completion of Children and Youth Record Information System and the system for continuing to reduce and eliminate restrictive practices, offset by the expected completion of the Building Connections for Early Intervention and Prevention project.


intangible assets:

- the decrease of $1.280 million in the 2018-19 estimated outcome from the original budget is mainly due to the re-profile of the Building Connections for Early Intervention and Prevention project.

- the increase of $1.734 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the expected completion of the Building Connections for Early Intervention and Prevention project.

current and non-current finance leases:

- the increase of $0.324 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the recognisation of leased vehicles as right-of-use assets as a result of the application of AASB 16 Leases from 1 July 2019.

Cash Flow Statement

Variations in the Statement are explained in the notes above.


Financial Statements – Territorial

Table 30: Community Services Directorate: Statement of Income and Expenses on behalf of the Territory

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var%

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Revenue0 Payment for Expenses on

Behalf of the Territory0 157,864 # 160,560 167,161 174,029

0 Total Revenue 0 157,864 # 160,560 167,161 174,029

Expenses 0 Grants and Purchased

Services0 157,864 # 160,560 167,161 174,029

0 Total Expenses 0 157,864 # 160,560 167,161 174,029

0 Operating Result 0 0 - 0 0 0

Other Comprehensive IncomeItems that will not be Reclassified Subsequently to Profit or Loss

0 Total Other Comprehensive Income

0 0 - 0 0 0

0 Total Comprehensive Income

0 0 - 0 0 0


Table 31: Community Services Directorate: Statement of Assets and Liabilities on behalf of the Territory

Budgetat

30/6/19 $'000

Est.Outcome as at

30/6/18$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Current Assets

0 Total Current Assets 0 0 - 0 0 0

Non Current Assets

0 Total Non Current Assets 0 0 - 0 0 0

0 TOTAL ASSETS 0 0 - 0 0 0

Current Liabilities

0 Total Current Liabilities 0 0 - 0 0 0

0 TOTAL LIABILITIES 0 0 - 0 0 0

0 NET ASSETS 0 0 - 0 0 0


0 TOTAL FUNDS EMPLOYED 0 0 - 0 0 0


Table 32: Community Services Directorate: Cash Flow Statement on behalf of the Territory

2018-19 Budget

$'000

2018-19 Estimated

Outcome $'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000


0 Payment for Expenses on Behalf of the Territory

0 157,864 # 160,560 167,161 174,029

0 Operating Receipts 0 157,864 # 160,560 167,161 174,029

Payments0 Grants and Purchased

Services0 157,864 # 160,560 167,161 174,029

0 Operating Payments 0 157,864 # 160,560 167,161 174,029

0 NET CASH INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES

0 0 - 0 0 0


0 Investing Receipts 0 0 - 0 0 0

Payments0 Investing Payments 0 0 - 0 0 0

0 NET CASH INFLOW/(OUTFLOW) FROM INVESTING ACTIVITIES

0 0 - 0 0 0


0 Financing Receipts 0 0 - 0 0 0

Payments0 Financing Payments 0 0 - 0 0 0

0 NET CASH INFLOW/(OUTFLOW) FROM FINANCING ACTIVITIES

0 0 - 0 0 0

0 NET INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS

0 0 - 0 0 0

0 CASH AT THE BEGINNING OF REPORTING PERIOD

0 0 - 0 0 0

0 CASH AT THE END OF REPORTING PERIOD

0 0 - 0 0 0


Table 33: Community Services Directorate: Statement of Changes in Equity on behalf of the Territory

Budgetat

30/6/19 $'000

Est.Outcome as at

30/6/18$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Opening Equity

0 Balance at the Start of the Reporting Period

0 0 - 0 0 0

Comprehensive Income

0 Total Comprehensive Income

0 0 - 0 0 0

0 Total Movement in Reserves

0 0 - 0 0 0

Transactions Involving Owners Affecting Accumulated Funds

0 Total Transactions Involving Owners Affecting Accumulated Funds

0 0 - 0 0 0

Closing Equity

0 Balance at the end of the Reporting Period

0 0 - 0 0 0


Notes to the Territorial Budget Statements

From 2019-20, the ACT enters into the full scheme of the National Disability Insurance Scheme (NDIS) Bilateral Agreement with the Commonwealth. As a result, the ACT cash contribution to the NDIS is considered as an expense administered by the Community Services Directorate (the Directorate) on behalf of the Territory. The ACT cash contribution includes funds and cash equivalents for in-kind services that are no longer eligible under the full scheme of the NDIS. The related contributions are previously managed separately by the Community Services Directorate, the Health Directorate, the Education Directorate and the Chief Minister, Treasury and Economic Development Directorate.

Significant variation is as follows:

Statement of Income and Expenses on behalf of the Territory

payment for expenses on behalf of the Territory:

- the increase of $157.864 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the transfer of funds from the above-mentioned ACT Government Directorates to the Territory account in 2019-20 representing the Territory’s cash contribution to the NDIS.

Statement of Changes in Equity and Cash Flow Statement on behalf of the Territory

Variations in these Statements are explained in the notes above.


Table 34: Output Class 1: National Disability Insurance Scheme (NDIS) Implementation Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var%

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000


Payments99,704 0 -100 0 0 0

99,704 Total Revenue 99,704 0 -100 0 0 0

Gains

0 Total Gains 0 0 - 0 0 0

99,704 Total Income 99,704 0 -100 0 0 0

Expenses 99,704 Grants and Purchased

Services99,704 0 -100 0 0 0

99,704 Total Ordinary Expenses 99,704 0 -100 0 0 0

0 Operating Result 0 0 - 0 0 0


Table 35: Output Class 2: Strategic Policy, Inclusion and Participation Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var%

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Income


Payments59,353 61,724 4 60,221 59,325 59,061


Charge0 252 # 258 265 272

591 Other Revenue 591 591 - 591 591 591

61,003 Total Revenue 60,352 62,975 4 61,478 60,589 60,332

Gains1,520 Other Gains 1,605 1,667 4 1,700 1,734 1,769

1,520 Total Gains 1,605 1,667 4 1,700 1,734 1,769

62,523 Total Income 61,957 64,642 4 63,178 62,323 62,101



0 Depreciation and Amortisation

0 33 # 66 66 66


31,349 32,050 2 32,672 31,823 31,102

30 Other Expenses 30 30 - 30 31 31

60,897 Total Ordinary Expenses 60,307 62,907 4 61,457 60,579 60,339

1,626 Operating Result 1,650 1,735 5 1,721 1,744 1,762


Table 36: Output Class 3: Children, Youth and Families Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var%

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Income


Payments110,948 124,750 12 120,860 122,179 124,612


Charge460 1,404 205 1,428 1,452 1,477

110,146 Total Revenue 111,705 126,451 13 122,585 123,928 126,386

Gains

0 Total Gains 0 0 - 0 0 0

110,146 Total Income 111,705 126,451 13 122,585 123,928 126,386



2,589 Depreciation and Amortisation

2,789 3,065 10 3,746 3,805 3,804


41,001 48,592 19 43,303 42,665 43,722

0 Borrowing Costs 0 19 # 18 18 1353 Other Expenses 53 52 -2 52 53 53

113,804 Total Ordinary Expenses 115,793 130,606 13 127,464 128,914 131,423

-3,658 Operating Result -4,088 -4,155 -2 -4,879 -4,986 -5,037


HOUSING ACT

PurposeAt Housing ACT, we provide social housing and specialist homelessness funding to meet the needs and circumstances of low income and disadvantaged people.

Through strengthening social housing and reducing homelessness, we help alleviate social isolation and build resilience, contributing to a safer, stronger and more inclusive community – a community where everybody has the opportunity for a bright future regardless of their characteristics, circumstances or background.

We are committed to excellence and the highest ethical standards as we focus on client outcomes, respond to individual needs, and steward the public housing portfolio.

Housing ACT is a division of the Community Services Directorate (CSD) reporting separately as a public trading enterprise (PTE), and treated as a ‘not-for-profit’ entity under the Australian Accounting Standards.

The Director-General of CSD is appointed as the Commissioner for Social Housing (Commissioner) and is an incorporated body under the Housing Assistance Act 2007 (ACT).

2019-20 PrioritiesNew strategic and operational initiatives in 2019-20 include:

implementing the ACT Housing Strategy: Growing and Renewing Public Housing 2019-2024 plan that supports the work of the ACT Housing Strategy and its goal to strengthen social housing assistance by delivering safe and affordable housing to support low income and disadvantaged Canberrans. A total investment of $600 million over five years to deliver 1,200 new properties for public housing tenants, including an extra 200 homes for people on public housing waitlists, by:

o demolishing approximately 300 existing propertieso building approximately 700 new properties on the demolished blockso building approximately 360 new properties on new land provided through

the Indicative Land Release Programo purchasing approximately 140 properties from the market

progressing to the construction phase of Common Ground Dickson to provide permanent supportive housing and affordable rental for people who are homeless, or at risk of homelessness


collaborating across government on projects to support the service and accommodation needs of low income and disadvantaged people, including long-term supported mental health accommodation, and supported accommodation options for the Justice Housing Program.

Continuing strategic and operational initiatives in 2019-20 include:

continuing development of digital service delivery to ensure public housing tenants and other members of the community are able to access essential housing and homelessness services and information 24 hours a day, seven days a week

continuing the implementation of the Energy Efficiency Improvement Scheme in public housing properties

progressing construction of a second complex of dedicated and culturally appropriate accommodation for Aboriginal and Torres Strait Islander older persons

continued development of a model social landlord framework that defines a set of service principles focused on achieving better outcomes for all current and future tenants.

Estimated Employment Level

Table 37: Estimated Employment Level#

2017-18Actual

Outcome

2018-19Budget


2019-20Budget

Staffing (FTE) 243 260 255 2671

Note(s):# above estimates are rounded down

1. The 2019-20 Budget reflects a net increase in 7 Full Time Equivalent (FTE), from 260.5 FTE in 2018-19 to 267.5 FTE in 2019-20. The increase in FTE numbers is a result of an internal form and function review, as well as additional resources agreed by Government. This includes:

a. an additional:

i. 16.0 FTE to grow and renew public housing

ii. 13.4 FTE to continue efficient and effective services and operations

iii. 1.6 FTE to reduce homelessness by delivering another Common Ground in Dickson

iv. 2.0 FTE to support delivery of the Justice Housing Program.

b. this is offset by:

i. 21.0 FTE returning to CSD’s budget as a realignment of operational responsibilities; and

ii. 5.0 FTE being discontinued due to the completion of the Asset Recycling Initiative – Public Housing Renewal Program.


Strategic Objectives and Indicators


Appropriately housing people most in need

Housing assistance is targeted at those most in need in the community. Stable, safe and secure long term housing provides the foundation upon which individuals and families can build their future, engage with the community and take up opportunities for education, training and employment to build capacity and resilience. Therefore, the provision of housing assistance aims to reduce social isolation and disadvantage and build a safer, healthier and more inclusive community where people are better able to participate and take up opportunities to achieve their potential.

Strategic Indicator 1

Of all new households that were allocated within three months, the proportion that were in the greatest need.

Allocating housing to those most in need in the community remains the key focus for public housing. This indicator measures the proportion of those housed within a three month period that were in the greatest need, where need may include: being homeless, women, with or without children, escaping family or domestic violence, being in housing that is detrimental to health and safety or otherwise inappropriate due to the residents having mental health issues, serious medical issues or a disability, including being frail-aged, and particularly where the natural support networks are at risk of breaking down.


99% 99% 99% 99% 99%


Access to safe, affordable and sustainable housing that contributes to opportunities for social and economic participation

Social housing enables tenants to take up opportunities to more fully participate in and contribute to the community and achieve their potential. Working in partnership with the specialist homelessness service providers, Housing ACT assists vulnerable families to improve their social inclusion by providing secure long term sustainable housing and appropriate support and assistance that builds foundation skills, capacity and resilience.



Proportion of tenants indicating that public housing assists them in participating in the community

Social housing helps build stronger, safer and more cohesive communities through reducing disadvantage and exclusion for some of the most vulnerable in the community. Improving access to education, training and employment opportunities better enables tenants to engage in social, cultural, civic and recreational activities and thereby more fully participate in the community and achieve their potential.


79% 79% 80% 80% 81%


Prevention and reduction of homelessness

A key to successful housing outcomes for those transitioning from homelessness or crisis accommodation is access to appropriate and adequate supports to assist them in achieving sustainable housing.


People who are homeless or at risk of homelessness are assisted to achieve independent housing

Specialist homelessness services support people who are homeless or at risk of homelessness to achieve sustainable housing, social inclusion and greater economic participation – re-establishing their capacity to live independently – through the delivery of a range of support services which may include supported accommodation. This indicator shows the achievement of independent housing outcomes as a result of the support and assistance provided through specialist homelessness services. It is measured as the proportion of all specialist homelessness services clients (with a closed support period in the financial year) who achieve independent housing at the end of support. Independent housing refers to public or community housing (whether renter or rent free) and private or other housing (whether renter, rent free or owner).


62% 62% 63% 63% 64%


Output ClassesSocial housing primarily occurs through the provision of subsidised rental housing. A rental subsidy is provided to eligible tenants, calculated to ensure that no more than 25% of assessable household income is paid. In addition, social housing is provided to community housing providers, homelessness service providers and other specialist housing providers for their use to accommodate and support high needs and low income individuals and families.

Housing ACT also funds homelessness service providers to provide intensive support and assistance to individuals and families who are homeless, and those who are at risk of becoming homeless, to address their individual circumstances and needs, and provide them with the skills and capacity to secure and sustain long term housing and better participate in the community.

There is only one output class for the provision of social housing services.

Output Class 1: Social Housing Services

Table 38: Output Class 1: Social Housing Services


$'000 $'000

Total Cost 206,370 205,999Controlled Recurrent Payments 49,257 51,345

Note(s):1. Total cost includes depreciation and amortisation of $46.595 million in 2018-19 and $36.287 million in 2019-20.

Output 1.1: Social Housing Services

The provision of safe, affordable and appropriate housing that supports tenants to sustain their housing long term through:

assessing an applicant’s eligibility for housing, priority category and their support needs

allocating housing to eligible applicants and community housing providers and other community sector support providers that best meets the needs of tenants

managing the public housing property portfolio to ensure that it best meets the needs of tenants, and managing the social housing tenancies.

Providing funding and support to the homelessness and community housing service providers to address homelessness and provide sustainable long term housing options.


Accountability Indicators

Output Class 1: Social Housing Services

Output 1.1: Social Housing Services


2018-19Targets


2019-20Targets

a. Allocation of housing to those in greatest needPercentage of public housing applications to priority and high need applicants

98% 100% 99%

b. Number of social housing propertiesIncludes all Housing ACT properties whether tenanted by public housing tenants or head leased to community service providers 1

11,809 11,700 11,770

c. Number of tenancies managed by registered community housing providers 2

1,800 1,800 N/A

d. Percentage of public housing tenants receiving a rebate

95% 94% 95%

e. Number of client service visits 3 12,500 11,000 11,000

f. Satisfaction with provision of public housing 76% 73% 76%

g. Average cost per dwelling of public housing 4 $12,639 $13,150 $15,249

h. Satisfaction with provision of community housing 5

81% 70% 79%

i. Occupancy rate for public housing 96% 97% 97%

j. Percentage of public housing households with no rental debt

87% 84% 87%

k. Percentage of rent received 99% 98% 98%

Notes:1. The lower number of social housing properties in the 2018-19 Estimated Outcome in comparison to the 2018-19

Targets is explained by delays in the capital program (both Housing ACT and Public Housing Renewal Taskforce programs, which are not counted), with approximately 103 properties in the pipeline and the majority expected to be delivered in 2019-20 and the remainder in 2020-21.

2. This indicator will be transferred to CSD’s Quality, Complaints and Regulation output from the 2019-20 Budget.3. The measure of the number of client services visits was updated for 2018-19 to include more categories of visits and

in this way, to better represent the activity undertaken by housing managers to make contact with tenants in their own homes. The target for 2018-19 did not take into account tenancy management changes in the 2018-19 year which resulted in fewer visits for some tenants with less intensive service needs.

4. The higher average cost per dwelling of public housing in 2019-20 is mainly due to higher property ownership costs and expenses associated with growing and renewing public housing, including additional Housing ACT staffing costs, expenses associated with demolition and an accelerated depreciation schedule required by Treasury as part of the growth and renewal program.


5. The estimated result for 2018-19 is below the target (based on a national benchmark) due to a range of factors including lower satisfaction with dwelling condition at some older community housing sites.


Changes to Appropriation

Table 40: Changes to appropriation – Controlled Recurrent Payments


$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 48,637 49,904 50,081 48,883 48,883

2019-20 Budget Policy DecisionsMore support for families and inclusion: - Commencing operations of the Drug and Alcohol Court 48 151 211 0 0 - Providing alternatives to jail through the Justice Housing Program

77 366 377 353 0

Reducing homelessness by delivering another Common Ground

0 70 567 1,281 1,123

2019-20 Budget Technical Adjustments000

Better Government – Expanding Microsoft user licensing 0 34 35 36 37Commonwealth Grants Adjustment 855 158 175 168 168National Housing and Homelessness Agreement 102 200 319 464 973Revised Funding Profile: - Housing ACT Digital Transformation Program -262 262 0 0 0 - Supported Accommodation for people with Mental Illness

-200 200 0 0 0

2019-20 Budget 49,257 51,345 51,765 51,185 51,184


Table 41: Changes to appropriation – Capital Injections, Controlled


$'000

2019-20 Budget

$'000

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

2018-19 Budget 9,310 9,043 7,766 5,000 5,000

2019-20 Budget Policy DecisionsMore support for families and inclusion - Providing alternatives to jail through the Justice Housing Program

100 7,161 0 0 0

Growing and renewing more public housing 0 20,000 0 0 0Reducing homelessness by delivering another Common Ground

0 2,147 nfp nfp nfp

2019-20 Budget Technical AdjustmentsRevised Funding Profile: - Better Housing for Aboriginal and Torres Strait Islander -Older People

-2,388 2,388 0 0 0

- Second Common Ground - design and planning -250 250 0 0 0 - Housing ACT Digital Transformation Program -39 39 0 0 0 - Improved Energy Efficiency for Public Housing -724 724 0 0 0Transfer of funds from ACT Health for Supported Mental Health Accommodation.

0 2,900 0 0 0

2019-20 Budget 6,009 44,652 7,766 5,000 5,000


Financial Statements – Controlled (PTE)

Table 42: Housing ACT: Operating Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var%

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000

Income


Payments49,257 51,345 4 51,765 51,185 51,184

88,218 User Charges 88,218 89,953 2 91,285 92,104 93,249523 Interest 966 371 -62 165 255 296100 Gains on Investments 100 100 - 100 100 100

8,731 Other Revenue 9,710 11,367 17 10,461 11,003 11,034

146,209 Total Revenue 148,251 153,136 3 153,776 154,647 155,863


3,694 Superannuation Expenses 3,555 3,886 9 4,092 4,239 4,37098,154 Supplies and Services 96,644 105,568 9 108,044 113,336 117,97737,198 Depreciation and

Amortisation46,595 36,287 -22 35,613 36,132 36,019


23,913 24,441 2 25,019 25,315 25,280

2,620 Interest Expenses 2,620 2,422 -8 2,215 2,014 1,8204,961 Other Expenses 6,112 4,688 -23 4,542 4,650 4,764

196,710 Total Expenses 206,370 205,999 .. 209,330 216,464 221,799

-50,501 Operating Result -58,119 -52,863 9 -55,554 -61,817 -65,936

Other Comprehensive Income

170,017 Increase/(Decrease) in Asset Revaluation Surplus

-65,926 -7,450 89 90,844 101,544 104,516

170,017 Total Other Comprehensive Income

-65,926 -7,450 89 90,844 101,544 104,516

119,516 Total Comprehensive Income

-124,045 -60,313 51 35,290 39,727 38,580


Table 43: Housing ACT: Balance Sheet

Budgetat

30/6/19 $'000


$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Current Assets24,702 Cash and Cash Equivalents 27,336 8,706 -68 12,023 13,693 15,427

8,460 Receivables 9,648 9,671 .. 9,869 10,008 10,0843,075 Assets Held for Sale 4,574 9,077 98 9,336 9,601 9,869

456 Other Assets 443 443 - 443 443 443

36,693 Total Current Assets 42,001 27,897 -34 31,671 33,745 35,823

Non Current Assets6 Receivables 134 137 2 140 143 146

5,423,924 Property, Plant and Equipment

5,298,613 5,293,927 .. 5,332,737 5,371,954 5,410,249

8,703 Investment Properties 8,070 7,976 -1 7,964 7,970 7,97613,207 Capital Works in Progress 15,894 29,683 87 26,814 26,045 25,276

134 Other Assets 0 0 - 0 0 0

5,445,974 Total Non Current Assets 5,322,711 5,331,723 .. 5,367,655 5,406,112 5,443,647

5,482,667 TOTAL ASSETS 5,364,712 5,359,620 .. 5,399,326 5,439,857 5,479,470

Current Liabilities7,376 Payables 2,739 2,747 .. 2,755 2,763 2,7714,511 Interest-Bearing Liabilities 4,511 4,403 -2 4,265 4,068 3,865

0 Finance Leases 0 419 # 240 115 128,112 Employee Benefits 8,554 8,850 3 9,149 9,443 9,7465,558 Other Liabilities 5,500 3,992 -27 4,883 4,740 4,597

25,557 Total Current Liabilities 21,304 20,411 -4 21,292 21,129 20,991

Non Current Liabilities48,969 Interest-Bearing Liabilities 48,969 44,567 -9 40,301 36,232 32,367

517 Employee Benefits 329 358 9 387 417 4470 Other Provisions 220 220 - 220 220 220

226 Other Liabilities 6 12 100 18 24 30

49,712 Total Non Current Liabilities 49,524 45,157 -9 40,926 36,893 33,064

75,269 TOTAL LIABILITIES 70,828 65,568 -7 62,218 58,022 54,055

5,407,398 NET ASSETS 5,293,884 5,294,052 .. 5,337,108 5,381,835 5,425,415


1,354,316 Accumulated Funds 1,436,047 1,465,665 2 1,439,877 1,405,060 1,366,1244,053,082 Asset Revaluation Surplus 3,857,837 3,828,387 -1 3,897,231 3,976,775 4,059,291

5,407,398 TOTAL FUNDS EMPLOYED 5,293,884 5,294,052 .. 5,337,108 5,381,835 5,425,415


Table 44: Housing ACT: Statement of Changes in Equity

Budgetat

30/6/19 $'000


$'000

Budgetat

30/6/20 $'000

Var%

Estimateat

30/6/21 $'000

Estimateat

30/6/22 $'000

Estimateat

30/6/23 $'000

Opening Equity1,454,363 Opening Accumulated Funds 1,538,253 1,436,047 -7 1,465,665 1,439,877 1,405,0603,775,812 Opening Asset Revaluation

Reserve3,816,510 3,857,837 1 3,828,387 3,897,231 3,976,775

5,230,175 Balance at the Start of the Reporting Period

5,354,763 5,293,884 -1 5,294,052 5,337,108 5,381,835

Comprehensive Income-50,501 Operating Result - Including

Economic Flows-58,119 -52,863 9 -55,554 -61,817 -65,936

170,017 Inc/Dec in Asset Revaluation Reserve Surpluses

-65,926 -7,450 89 90,844 101,544 104,516

119,516 Total Comprehensive Income

-124,045 -60,313 51 35,290 39,727 38,580

-107,253 Transfer to/from Accumulated Funds

-107,253 22,000 121 22,000 22,000 22,000

107,253 Movement in Asset Revaluation Reserve

107,253 -22,000 -121 -22,000 -22,000 -22,000

0 Total Movement in Reserves 0 0 - 0 0 0

Transactions Involving Owners Affecting Accumulated Funds9,310 Capital Injections 6,009 44,652 643 7,766 5,000 5,000

48,397 Inc/Dec in Net Assets due to Admin Restructure

57,157 15,829 -72 0 0 0

57,707 Total Transactions Involving Owners Affecting Accumulated Funds

63,166 60,481 -4 7,766 5,000 5,000

Closing Equity1,354,316 Closing Accumulated Funds 1,436,047 1,465,665 2 1,439,877 1,405,060 1,366,1244,053,082 Closing Asset Revaluation

Reserve3,857,837 3,828,387 -1 3,897,231 3,976,775 4,059,291

5,407,398 Balance at the end of the Reporting Period

5,293,884 5,294,052 .. 5,337,108 5,381,835 5,425,415


Table 45: Housing ACT: Cash Flow Statement

2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'000


48,637 Controlled Recurrent Payments

49,257 51,345 4 51,765 51,185 51,184

87,374 User Charges 87,071 88,784 2 90,098 90,907 92,037523 Interest Received 966 371 -62 165 255 296

9,166 Other 9,473 9,339 -1 7,590 7,221 7,363145,700 Operating Receipts 146,767 149,839 2 149,618 149,568 150,880

Payments26,564 Employee 26,664 28,563 7 29,658 30,635 31,417

3,694 Superannuation 3,555 3,886 9 4,092 4,239 4,37098,508 Supplies and Services 96,959 106,183 10 108,308 113,602 118,24323,389 Grants and Purchased

Services23,913 24,441 2 24,885 25,181 25,146

2,614 Interest Expenses 2,614 2,416 -8 2,209 2,008 1,8143,480 Other 3,509 3,512 .. 3,515 3,518 3,521

158,249 Operating Payments 157,214 169,001 7 172,667 179,183 184,511

-12,549 NET CASH INFLOW/(OUTFLOW) FROM OPERATING ACTIVITIES

-10,447 -19,162 -83 -23,049 -29,615 -33,631


39,396 Proceeds from Sale of Property, Plant and Equipment

40,287 82,262 104 134,125 160,027 152,159

403 Proceeds from Sale/Maturity of Investments

403 248 -38 183 184 184

39,799 Investing Receipts 40,690 82,510 103 134,308 160,211 152,343

Payments46,021 Purchase of Property, Plant

and Equipment48,092 121,959 154 111,126 129,536 117,808

46,021 Investing Payments 48,092 121,959 154 111,126 129,536 117,808

-6,222 NET CASH INFLOW/(OUTFLOW) FROM INVESTING ACTIVITIES

-7,402 -39,449 -433 23,182 30,675 34,535


9,310 Capital Injections 6,009 44,652 643 7,766 5,000 5,000300 Proceeds from Borrowings 300 300 - 300 300 300

9,610 Financing Receipts 6,309 44,952 613 8,066 5,300 5,300

Payments4,919 Repayment of Borrowings 4,919 4,811 -2 4,703 4,565 4,367

0 Repayment of Finance Lease Liabilities

0 160 # 179 125 103


2018-19 Budget

$'000


$'000

2019-20 Budget

$'000

Var %

2020-21 Estimate

$'000

2021-22 Estimate

$'000

2022-23 Estimate

$'0004,919 Financing Payments 4,919 4,971 1 4,882 4,690 4,470

4,691 NET CASH INFLOW/(OUTFLOW) FROM FINANCING ACTIVITIES

1,390 39,981 # 3,184 610 830

-14,080 NET INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS

-16,459 -18,630 -13 3,317 1,670 1,734

38,782 CASH AT THE BEGINNING OF REPORTING PERIOD

43,795 27,336 -38 8,706 12,023 13,693

24,702 CASH AT THE END OF REPORTING PERIOD

27,336 8,706 -68 12,023 13,693 15,427


Notes to the Controlled Budget Statements

Significant variations are as follows:

Operating Statement

controlled recurrent payments:

- the increase of $0.620 million in the 2018-19 estimated outcome from the original budget is due to funding adjustments of Commonwealth grants

- the increase of $2.088 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to additional funding for ACT Housing Strategy and other budget initiatives that will enhance service delivery to tenants and the community, as well as indexation of Commonwealth grants.

user charges:

- the increase of $1.735 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to an increase in rental revenue through indexation to welfare payments and a slightly higher occupancy rate post the Public Housing Renewal Program.

interest revenue:

- the increase of $0.443 million in the 2018-19 estimated outcome from Budget is due to higher cash holding as a result of better than expected operating result excluding non-cash items and the timing of some significant payments

- the decrease of $0.595 million in the 2019-20 Budget is due to reduction in cash holdings throughout the year, as funds are applied to meet operational expenses and outlays on capital projects.

other revenue:

- the increase of $0.979 million in the 2018-19 estimated outcome from the original budget is mainly due to higher profit on the sale of properties and higher other recoveries

- the increase of $1.657 million in the 2019-20 Budget is mainly due to higher profit on sale of properties due to increased number of sales as part of growing and renewing public housing.

employee expenses:

- the increase of $1.776 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to wages increase under the Enterprise Agreement and additional staff required to manage additional operational requirements, offset by a realignment of operational activities within the Directorate.


supplies and services:

- the decrease of $1.510 million in the 2018-19 estimated outcome from the original budget is mainly due to lower property ownership costs in general rates and water charges, as well as delays in repairs and maintenance

- the increase of $8.924 million in the 2019-20 Budget from the 2018-19 estimated outcome is due to indexation costs, including the range of property ownerships costs such as rates, water and sewerage, insurance and administrative costs.

depreciation and amortisation:

- the increase of $9.397 million in the 2018-19 estimated outcome from the original budget is mainly due to the timing and progress of the Public Housing Renewal Program as the building value is to be fully depreciated prior to the transfer of sites to the Suburban Land Agency

- the decrease of $10.308 million in the 2019-20 Budget from the 2018-19 estimated outcome is due to depreciation expense returning to normal levels post the Public Housing Renewal Program, partially offset by additional accelerated depreciation expense under growing and renewing public housing.

grants and purchased services:

- the increase of $0.524 million in the 2018-19 estimated outcome from the original budget is due to delays with the implementation of some programs from 2017-18 to 2018-19

- the increase of $0.528 million in the 2019-20 Budget from the 2018-19 estimated outcome is due to additional funding for budget initiatives and indexation on service funding agreements.

borrowing costs:

- the decrease of $0.198 million in the 2019-20 Budget from the 2018-19 estimated outcome is due to repayment of the Commonwealth Government loans in accordance with the loan repayment schedules.

other expenses:

- the increase of $1.151 million in the 2018-19 estimated outcome from the original budget is mainly due to higher bad and doubtful debt provision and higher cost of demolition, as a higher number of sites have been identified for redevelopment

- the decrease of $1.424 million in the 2019-20 Budget from the 2018-19 estimated outcome as the cost of demolition will be treated as accelerated depreciation under the growing and renewing public housing program.


Balance Sheet

current assets:

- the increase of $5.308 million in the 2018-19 estimated outcome from the original budget is mainly due to higher cash holdings, resulting from an improved bottom line as well as increases in receivables and assets held for sale

- the decrease of $14.104 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to a reduction in cash holdings, as funds are required to meet operational expenses, partially offset by increase in assets held for sale due to an expanded sale program to fund the growth and renewal of public housing.

non-current assets:

- the decrease of $123.263 million in the 2018-19 estimated outcome from original budget is mainly due to revision of property values following the annual asset revaluation of the property portfolio.

current liabilities:

- the decrease of $4.253 million in the 2018-19 estimated outcome from the original budget is mainly due to lower accrued expenses and payables at year end

- the decrease of $0.893 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to seasonal adjustments to revenue raised and received in advance from tenants.

non-current liabilities:

- the decrease of $4.367 million in the 2019-20 Budget from the 2018-19 estimated outcome is mainly due to the repayment of the Commonwealth Government loans in accordance with the loan repayment schedule.

Statement of Changes in Equity

asset revaluation reserve surpluses:

- the decrease of $195.245 million in the 2018-19 estimated outcome from original budget is consistent with the short to medium term market outlook.

transactions involving owners affecting accumulated funds:

- the increase of $5.459 million in the 2018-19 estimated outcome from the original budget is mainly due to the net impact and timing of the transfer of equity (properties to/from/between Housing ACT and the Suburban Land Agency or the Public Housing Renewal Taskforce) under the Public Housing Renewal Program

- the decrease of $2.685 million in the 2019-20 Budget from the 2018-19 estimated outcome is due to the cessation of the Public Housing Renewal Program, partially


offset by increase in capital injection funding to grow and renew public housing, a second Common Ground, and other construction projects.

Cash Flow Statement

Variations in the Statement are explained in the notes above.


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