21              Inland Fisheries Service

Authority Outline

The Inland Fisheries Service (IFS) has wide statutory powers under the Inland Fisheries Act 1995 to regulate, manage and protect freshwater fish and improve fisheries in inland waters.

The responsible Minister is the Minister for Primary Industries and Water, Hon Jeremy Rockliff MP, and the supporting agency is the Department of Primary Industries, Parks, Water and Environment.

The IFS manages Tasmania's inland fisheries for the benefit of anglers and the Tasmanian community. This requires management of:

       Tasmanian inland recreational fisheries;

       inland commercial fisheries and associated aquaculture industries; and

       conservation of native fish and eradication of pest fish.

This chapter provides the IFS's financial information for 2017‑18 and over the Forward Estimates period (2018‑19 to 2020‑21). Further information on the IFS is provided at www.ifs.tas.gov.au.

Key Deliverables

The key deliverables for the IFS include:

       continuing and reinforcing the extensive work completed to date in the eradication of carp in Lake Sorell with the aim of eradication in 2018‑19. The Forward Estimates reflect the IFS funding the completion of the program with ongoing monitoring in subsequent years as Australian Government part-funding to the Carp Management Program (CMP) ceases on 30 June 2017;

       increasing angling opportunities in Southern Tasmania;

       continuing a number of projects to develop and improve angler access to lakes, rivers and streams throughout the State, including road and facilities improvements at various popular waters; and

       supporting the preparation for, and planning of, the 2019 World Fly Fishing Championships.


 

Detailed Budget Statements

Table 22.1: Statement of Comprehensive Income

 

2016-17)

 

Budget)

2017-18)

 

Budget)

2018-19)

Forward)

Estimate)

2019-20)

Forward)

Estimate)

2020-21)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Revenue and other income from transactions

 

 

 

 

 

Grants

1 123)

1 123)

1 123)

1 123)

1 123)

Sales of goods and services1

1 026)

639)

647)

657)

665)

Fees and fines

1 699)

1 634)

1 650)

1 666)

1 683)

Interest2

110)

50)

51)

51)

52)

Total revenue and other income from transactions

3 958)

3 446)

3 471)

3 497)

3 523)

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

Employee benefits3

2 089)

2 223)

2 265)

2 149)

2 173)

Depreciation and amortisation

262)

284)

286)

287)

288)

Supplies and consumables4

1 534)

1 306)

1 283)

1 235)

1 003)

Total expenses from transactions

3 885)

3 813)

3 834)

3 671)

3 464)

 

 

 

 

 

 

Net result from transactions (net operating balance)

73)

(367)

(363)

(174)

59)

 

 

 

 

 

 

Net result

73)

(367)

(363)

(174)

59)

 

 

 

 

 

 

Other economic flows - other non-owner changes in equity

 

 

 

 

 

Changes in physical asset revaluation reserve5

10)

120)

....)

100)

....)

Total other economic flows - other non-owner changes in equity

10)

120)

....)

100)

....)

 

 

 

 

 

 

Comprehensive result

83)

(247)

(363)

(74)

59)

 

 

 

 

 

 

Notes:

1.   The decrease in Sales of goods and services in 2017‑18 reflects reduced Australian Government funding for the Carp Management Program and a reduction in the sales of elver due to a decrease in demand.

2.   The decrease in Interest revenue in 2017‑18 reflects current interest rate estimates and a reduction in the total value of interest earning assets held during the 2016‑17 financial year.

3.   The increase in Employee benefits in 2017‑18 reflects the maintenance of fixed term staffing levels to facilitate the completion of the Carp Management Program. The decrease over the Forward Estimates reflects the progressive completion of the Program over those years.

4.   The decrease in Supplies and consumables over the Budget and Forward Estimates reflects the progressive completion of the Carp Management Program.

5.   The increase in Changes in physical asset revaluation reserve in 2017‑18 represents the change in equity that results from the purchase of non-financial assets budgeted for in 2017‑18.


 

Table 22.2: Statement of Financial Position as at 30 June

 

2017)

 

Budget)

2018)

 

Budget)

2019)

Forward)

Estimate)

2020)

Forward)

Estimate)

2021)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Assets

 

 

 

 

 

Financial assets

 

 

 

 

 

Cash and deposits1

2 722)

1 672)

1 595)

1 708)

2 055)

Receivables2

174)

150)

160)

160)

160)

 

2 896)

1 822)

1 755)

1 868)

2 215)

Non-financial assets

 

 

 

 

 

Property, plant and equipment2

3 906)

4 273)

3 928)

3 792)

3 456)

Infrastructure3

....)

120)

120)

120)

120)

Investment property2

2 435)

2 894)

2 959)

2 877)

2 915)

 

6 341)

7 287)

7 007)

6 789)

6 491)

 

 

 

 

 

 

Total assets

9 237)

9 109)

8 762)

8 657)

8 706)

 

 

 

 

 

 

Liabilities

 

 

 

 

 

Payables2

133)

75)

80)

75)

85)

Employee benefits2

555)

594)

605)

579)

559)

Total liabilities

688)

669)

685)

654)

644)

 

 

 

 

 

 

Net assets (liabilities)

8 549)

8 440)

8 077)

8 003)

8 062)

 

 

 

 

 

 

Equity

 

 

 

 

 

Reserves

2 274)

2 308)

2 308)

2 408)

2 408)

Accumulated funds

3 075)

2 932)

2 569)

2 395)

2 454)

Other equity

3 200)

3 200)

3 200)

3 200)

3 200)

Total equity

8 549)

8 440)

8 077)

8 003)

8 062)

 

 

 

 

 

 

Notes:

1. The decrease in Cash and deposits in 2018 reflects utilisation of cash for the purchase of fixed assets in 2016‑17.

2. The variations in Receivables, Property, plant and equipment, Investment property, Payables and Employee benefits between 2017 Budget and 2018 Budget primarily reflects revised estimates based on 30 June 2016 actuals.

3. The increase in Infrastructure in 2018 reflects the purchase of the Hydro Creek Fish Trap.


 

Table 22.3: Statement of Cash Flows

 

2016-17)

 

Budget)

2017-18)

 

Budget)

2018-19)

Forward)

Estimate)

2019-20)

Forward)

Estimate)

2020-21)

Forward)

Estimate)

 

$'000)

$'000)

$'000)

$'000)

$'000)

 

 

 

 

 

 

Cash flows from operating activities

 

 

 

 

 

Cash inflows

 

 

 

 

 

Grants

1 123)

1 123)

1 123)

1 123)

1 123)

Sales of goods and services1

1 026)

639)

647)

657)

665)

Fees and fines

1 699)

1 634)

1 650)

1 666)

1 683)

GST receipts

60)

80)

80)

80)

80)

Interest received

110)

50)

51)

51)

52)

Total cash inflows

4 018)

3 526)

3 551)

3 577)

3 603)

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Employee benefits2

(1 889)

(2 009)

(2 046)

(1 941)

(1 963)

Superannuation

(200)

(214)

(219)

(208)

(210)

GST payments

(100)

(80)

(80)

(80)

(80)

Supplies and consumables3

(1 534)

(1 306)

(1 283)

(1 235)

(1 003)

Total cash outflows

(3 723)

(3 609)

(3 628)

(3 464)

(3 256)

 

 

 

 

 

 

Net cash from (used by) operating activities

295)

(83)

(77)

113)

347)

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

Payments for acquisition of non-financial assets4

(200)

(120)

)....)

....)

....)

Proceeds from the disposal of non-financial assets5

80)

....)

....)

....)

....)

Net cash from (used by) investing activities

(120)

(120)

20(1212....

....)

....)

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents held

175)

(203)

(77)

113)

347)

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting period

2 547)

1 875)

1 672)

1 595)

1 708)

Cash and deposits at the end of the reporting period

2 722)

1 672)

1 595)

1 708)

2 055)

 

 

 

 

 

 

Notes:

1.   The decrease in Sales of goods and services in 2017‑18 reflects reduced Australian Government funding for the Carp Management Program and a reduction in the sales of elver due to a decrease in demand.

2.   The increase in Employee benefits in 2017‑18 reflects the maintenance of fixed term staffing levels to facilitate the completion of the Carp Management Program. The decrease over the Forward Estimates reflects the progressive completion of the Program over those years.

3.   The decrease in Supplies and consumables over the Budget and Forward Estimates reflects the progressive completion of the Carp Management Program.

4.   The decrease in Payments for acquisition of non-financial assets in 2018‑19 is due to the cessation of the capital works program. The amount of $120 000 in 2017-18 relates to the construction of the Hydro Creek Fish Trap, which will be concluded in 2017-18.

5.   The decrease in Proceeds from the disposal of non‑financial assets in 2017‑18 reflects the projected disposal schedule.