8     Department of Police, Fire and Emergency Management

Agency Outline

The Department of Police, Fire and Emergency Management is responsible for the delivery of quality policing, fire and emergency management services in Tasmania. Comprised of Tasmania Police, the Tasmania Fire Service, the State Emergency Service, Forensic Science Service Tasmania, and Business and Executive Services, the Department is responsible to the Minister for Police, Fire and Emergency Management, Hon Michael Ferguson MP.

The Tasmania Fire Service reports separately to the State Fire Commission for the purposes of financial reporting. Under governance arrangements established in 2014‑15, the State Emergency Service Director reports through the Chief Officer of the TFS. The SES is therefore incorporated within chapter 25 of this Budget Paper that provides information in relation to the State Fire Commission.

The Department is committed to providing a safe, secure and resilient Tasmania and building individual and organisational capacity in order to provide high quality services to the Tasmanian community. This capacity will be built by continuing to value the Department’s people, striving to implement innovative ideas and continually improving the Department’s business.

The Department aims:

·       to be a values‑based organisation, which embraces the values of integrity, equity and accountability;

·       for the community to feel safe and be safe;

·       to reduce crime;

·       to improve driver behaviour through traffic law enforcement; and

·       to contribute to community resilience through effective security and emergency management.

This chapter provides the Department’s financial information for 2018‑19 and over the Forward Estimates period (2019‑20 to 2021‑22). Further information on the Department is provided at www.dpfem.tas.gov.au.


Key Deliverables

Table 8.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables within the Department.

Table 8.1:         Key Deliverables Statement

 

2018‑19

2019‑20

2020‑21

2021‑22

 

 

Budget

Forward

Estimate

Forward

Estimate

Forward

Estimate

 

$'000

$'000

$'000

$'000

 

 

 

 

 

Election Commitments

 

 

 

 

Additional Police Vessel Funding1

….

1 200

3 500

….

Crackdown on Anti‑Social Driving

100

100

100

100

Crackdown on Shoplifting

50

100

100

50

Establishing the Firearms Council

100

100

100

100

Future Police Service Workforce Planning

100

….

….

….

Improving Workers’ Compensation Provisions for Police Officers

150

150

150

150

Increased Police Numbers

4 025

7 475

10 925

14 375

Increased Police Support

….

….

165

75

Longford Police Station

2 000

3 000

….

….

New Norfolk Police Station

2 500

2 500

….

….

Office of Security and Emergency Management2

….

….

….

….

Remote Area Teams

100

115

160

160

Sorell Emergency Services Hub

500

1 500

5 000

5 000

Supporting our Emergency Services Volunteers

500

500

500

500

 

 

 

 

 

Notes:

1.    Funding in the Forward Estimates has been provided under the previous Large Vessel Replacement Program. Funding for replacement of the PV Van Diemen has been allocated for the 2022‑23 financial year.

2.    This funding is managed by the Department of Premier and Cabinet.

Additional Police Vessel Funding

The Government has provided $4.7 million in 2019‑20 and 2020‑21 to replace the PV Dauntless. In addition, funding of $6 million in 2022‑23 will be provided to continue the Government’s progressive and ongoing police vessel procurement program. This funding will continue to ensure that vessels are replaced at regular intervals, are reliable and are fit for purpose. The funding provided in 2022‑23 reflects the future replacement of the offshore police patrol vessel PV Van Diemen.

Crackdown on Anti‑Social Driving

This initiative is supported by an allocation of $400 000 over four years so Unmanned Aerial Vehicles (drones) with latest technology can be made available to Tasmania Police, along with training for police officers statewide.

This funding will assist in the Government commitment to crack down on anti‑social driving to ensure police can capture vehicles used in late night hooning, drag nights and mini‑bikes used in urban areas.

Crackdown on Outlaw Motorcycle Gangs

The Government will legislate an amendment to the Police Offences Act 1935 to make it an offence for a person, if a member of a prescribed Outlaw Motorcycle Gang, to wear, carry or openly display in a public place clothing, jewellery or other items that show the patches, insignia or logo of an “identified organisation”. Police officers will have power in a public place to arrest, to seize items, and the court to order their disposal upon conviction.

Crackdown on Shoplifting

The Government has allocated $300 000 over four years to implement a number of initiatives designed to reduce shoplifting from Tasmanian businesses. This policy includes increasing police presence in shopping precincts and providing a no-interest loan scheme to small businesses that want to install good quality, high definition digital recording cameras for CCTV.

Establishing the Firearms Council

The Government will establish a representative peak body to provide advice to the Minister for Police, Fire and Emergency Management and State Government generally, on all matters to do with the regulation and use of firearms in Tasmania. The Tasmanian Firearm Owners Council will be a nine‑member statutory body with the Chair and members to be paid positions. Nominations will be open to major stakeholder bodies. An allocation of $100 000 per annum has been provided to meet these costs.

Future Police Service Workforce Planning

In addition to the new 125 frontline Police officers resulting from the Government’s First‑Class, Next Generation Police Service initiative, the Government has provided $100 000 in 2018‑19 to Tasmania Police to undertake a workforce planning project. This project will identify future, long‑term service delivery requirements and assess the changing operating environment based on environmental scanning and workforce planning analysis. This project will allow Tasmania Police to ensure its capability and capacity is appropriately equipped, trained and structured to meet future requirements.

Improving Workers’ Compensation Provisions for Police Officers

The Government will remove the ‘stepdown’ provisions that apply to Police Officers who are on workers’ compensation as a result of operational‑related injury issues. Police Officers who are unable to return to work as a result of being injured whilst protecting the community, should not be subject to any ‘stepdown’ provisions. The Government will ensure that they will continue to receive 100 per cent of their pay while they are on workers’ compensation. Funding of $150 000 per annum over the next four years has been allocated for this initiative.

Increase Police Numbers

The Government has committed $36.8 million over the Budget and the Forward Estimates to recruit at least 125 more Police Officers.

The majority of these new Police Officers will be deployed to frontline duties at first‑response main Police Stations, and in regional and rural stations around the State to complement existing establishment levels. The new, higher level of police numbers in Tasmania will also allow for a major reset of regional, rural and remote policing, particularly in the areas of relief for all forms of leave and training courses.

This commitment will be informed by the Workforce Planning Review.

Increased Police Support

The Government will provide additional funding of $165 000 in 2020‑21 and $75 000 in 2021‑22 to further support a full time Special Operations Group. This funding will provide capability for enhanced rapid response to terrorism incidents and other emergencies, and to support high‑risk police operations. Having an enhanced specialist ability will ensure a timely and appropriate response to high‑risk incidents and is an important part of the Government’s plan to keep Tasmanians safe.

This commitment will be informed by the Workforce Planning Review.

Longford Police Station

The Government will invest a total of $5 million in 2018‑19 and 2019‑20 on a purpose built Longford Police Station that has the capacity, space and security requirements to respond to the community’s needs.

The population of Longford and surrounding areas is growing and having a secure, well‑equipped and modern station is important for the local community. The new station will provide contemporary accommodation from which to conduct policing activities.

New Norfolk Police Station

The Government has committed $5 million to build the contemporary station to provide an enhanced police presence in the New Norfolk area. This investment will ensure that the new station has the capacity, space and security requirements to respond to the community’s needs.

Office of Security and Emergency Management

Permanent funding of $500 000 per annum commencing in 2018‑19 has been allocated to the Department of Premier and Cabinet to support additional work on flood policy. This further supports the ongoing implementation of the Government’s response to the Blake Review into the Floods of June‑July 2016.

This funding will also be accessed by the Department of Police, Fire and Emergency Management.

Remote Area Teams

The Government will develop, sustain and grow Remote Area Teams capacity from suitable volunteer fire fighters around the State. Selected volunteers will undergo helicopter insertion training and fire fighting skills in this specialised field. The training will be undertaken by the Tasmania Fire Service and will fill the identified need for more firefighters with these skills. This will provide an exciting career path for those volunteers with good physical fitness levels. This initiative is funded by an allocation of $535 000 over the next four years.

Sorell Emergency Services Hub

The Government has allocated $12 million over the next four years to build a new Emergency Services Hub at Sorell. This brand new greenfields facility will house emergency personnel in a modern and well‑equipped hub. The hub will be particularly important in helping to build a positive working relationship between emergency personnel and the community they serve.

The South East region and Sorell in particular is one of Tasmania’s fastest growing areas in the state. This facility will provide accommodation for the SES, who at present do not have a volunteer presence in Sorell. It will also accommodate the increased number of Police resulting from the Government’s First‑Class, Next Generation Police Service initiative.

Supporting our Emergency Services Volunteers

The Government will provide the State Fire Commission with $2 million over the four years to allow all Volunteer Units from the Tasmania Fire Service and State Emergency Service to apply for upgrades to their equipment.

The Volunteer Units, in association with the TFS and SES, will determine what equipment will be purchased with these funds.


 

Output Information

Outputs of the Department of Police, Fire and Emergency Management are provided under the following Output Groups:

·       Output Group 1 ‑ Public Safety;

·       Output Group 2 ‑ Crime;

·       Output Group 3 ‑ Traffic Policing; and

·       Output Group 4 ‑ Emergency Management.

Table 8.2 provides an Output Group Expense Summary for the Department of Police, Fire and Emergency Management.

Table 8.2:         Output Group Expense Summary1

 

2017‑18 

2018‑19 

2019‑20 

2020‑21 

2021‑22 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Minister for Police, Fire and Emergency Management

 

 

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 ‑ Public Safety

 

 

 

 

 

 

1.1 Support to the Community2

140 025 

146 946 

152 190 

157 084 

163 676 

 

 

140 025 

146 946 

152 190 

157 084 

163 676 

 

Output Group 2 ‑ Crime

 

 

 

 

 

 

2.1 Investigation of Crime2

49 448 

50 558 

51 293 

52 452 

53 598 

 

2.2 Poppy Security

1 004 

1 024 

1 037 

1 060 

1 085 

 

2.3 Fisheries Security

5 768 

5 880 

5 958 

6 092 

6 241 

 

2.4 Support to Judicial Services

10 588 

10 806 

10 955 

11 216 

11 505 

 

 

66 808 

68 268 

69 243 

70 820 

72 429 

 

Output Group 3 ‑ Traffic Policing

 

 

 

 

 

 

3.1 Traffic Policing

23 346 

23 615 

23 865 

24 332 

24 849 

 

 

23 346 

23 615 

23 865 

24 332 

24 849 

 

Output Group 4 ‑ Emergency Management

 

 

 

 

 

 

4.1 State Emergency Services3

2 575 

1 854 

1 196 

514 

514 

 

4.2 State Security and Rescue Operations

9 629 

10 299 

10 013 

10 229 

10 471 

 

 

12 204 

12 153 

11 209 

10 743 

10 985 

 

 

 

 

 

 

 

 

Capital Investment Program4

3 750 

500 

500 

500 

500 

 

 

 

 

 

 

 

 

TOTAL

246 133 

251 482 

257 007 

263 479 

272 439 

 

 

 

 

 

 

 

 

Notes:

1.    Agency estimates do not include the indexation impact of any variations to agency expenditure that have been made since the finalisation of the Revised Estimates Report 2017-18 (including December Quarterly Report). For further information see chapter 1 of this Budget Paper.

2.    The increases in Support to the Community and Investigation of Crime primarily reflect the Government’s First Class, Next Generation Police Service initiative.

3.    The decrease in State Emergency Services reflects the cessation of funding provided to assist in the transition of the State Emergency Service to the Tasmania Fire Service.

4.    The profile of funding for the Capital Investment Program varies significantly from year to year due to the cash flow requirements of specific capital projects. Please note that Table 8.2 only includes expenses, therefore does not include asset purchases. The $3.8 million in 2017‑18 reflects one‑off funding for Aerial Fire Appliances that has been provided to the State Fire Commission. Refer to Table 8.7 for further information on capital projects.

Output Group 1:   Public Safety

1.1 Support to the Community

This Output relates to personal safety in the community, maintaining public order and the provision of safety initiatives that assist in developing safe, secure and resilient communities. Through the provision of high‑visibility targeted patrols and the establishment of partnerships with community organisations, the Department aims to ensure that the public has confidence and satisfaction in the services provided.

Services provided under this Output Group and Output Group 2 include the Department’s response to the important issue of family violence and includes significant support provided to a number of other Departments in the provision of their important services.

Table 8.3:         Performance Information ‑ Output Group 1

 

Unit of

2015‑16

2016‑17

2017‑18

2018‑19

Performance Measure

Measure

Actual

Actual

Target

Target

 

 

 

 

 

 

Satisfaction with police services

%

79

79

≥ nat av

≥ nat av

Satisfaction with police in dealing with public order problems

%

73

72

≥ nat av

≥ nat av

Assaults in public places1

Number

828

807

≤3 yr av

≤3 yr av

Total Public Order incidents1

Number

16 511

16 002

≤3 yr av

≤3 yr av

Cost of policing per capita2

Dollars

415

421

na

na

Perceptions of safety in public places ‑ during the day

%

94

94

≥ nat av

≥ nat av

Perceptions of safety in public places ‑ during the night

%

59

57

≥ nat av

≥ nat av

Perceptions of safety at home ‑ alone during the night

%

88

91

≥ nat av

≥ nat av

Fuel reduction burns ‑ reserved land3,4

Number

33

148

59

59

Fuel reduction burns - other land3,5

Number

48

62

65

65

Area covered by fuel reduction burns:

 

 

 

 

 

Reserved land3,4

Hectares

3 885

14 100

24 300

24 300

Other land3,5

Hectares

1 998

3 800

32 400

32 400

Family violence incident reports1

Number

3 223

3 098

≤3 yr av

≤3 yr av

Offences against the person1

Number

4 100

4 270

≤3 yr av

≤3 yr av

Offences against the person clearance rate1

%

94

93

≥3 yr av

≥3 yr av

 

 

 

 

 

 

Notes:

1.    Data for 2015‑16 has been adjusted to reflect final reported figures in the Department’s 2016‑17 Annual Report.

2.    The 2016‑17 actual was released in January 2018 as part of the Report on Government Services 2018 published by the Productivity Commission.

3.    Actual results for 2016‑17 have been corrected from those published as part of the 2016‑17 State Budget.


 

4.    The performance measures ‘Fuel reduction burns ‑ reserved land’ and ‘Area covered by fuel reduction burns - reserved land’ are measures associated with funding transferred in the 2016‑17 Budget from the Department of Primary Industries, Parks, Water and Environment. Reserved land burns are conducted by DPIPWE as the lead agency and may involve multiple tenures including private land.

5.    The performance measure ‘Fuel reduction burns ‑ other land’ and ‘Area covered by fuel reduction burns - Other land’ ensure that Fuel reduction burn reporting is inclusive of all land types other than reserved land. These burns can be undertaken by a number of entities including Tasmanian Fire Service, local government, Sustainable Timbers Tasmania and private land management companies. This includes multiple tenure burning, including private land.

Output Group 2:   Crime

2.1 Investigation of Crime

This Output relates to the detection and apprehension of offenders, including investigation of serious and organised crime. Through crime detection strategies and legislative reform, the Department aims to reduce the number of offences committed against both people and property.

2.2 Poppy Security

This Output focuses on the protection and security of poppy crops, the prevention of poppy crop interferences and the targeting of offenders through investigative techniques. The involvement of industry groups in the protection and security of poppies contributes to the reduction in the number of poppy diversions onto the illicit market.

2.3 Fisheries Security

This Output relates to marine safety and the protection of State and Australian Government marine resources, through the provision of marine compliance and enforcement activities. By using a combination of overt and covert sea patrols, and in‑port, at sea and fish processor inspections, the Department is able to target offenders, facilitate the protection and security of marine resources in both the recreational and commercial fishing sectors and ensure the safety of vessel operators.

2.4 Support to Judicial Services

This Output relates to policing services that support the judicial system, such as, the prosecution of offenders; provision of diversionary programs; bail/warrant processing; victim support services and investigation; and clerical and investigation services on behalf of the coroner. In addition, the Department plays a lead role in the reduction and management of family violence in Tasmania.

Table 8.4:         Performance Information ‑ Output Group 2

 

Unit of

2015‑16

2016‑17

2017‑18

2018‑19

Performance Measure

Measure

Actual

Actual

Target

Target

 

 

 

 

 

 

Investigation of Crime

 

 

 

 

 

Total Offences1

Number

24 964

27 318

≤3 yr av

≤3 yr av

Total Offences clearance rate

%

48

47

≥3 yr av

≥3 yr av

Total Serious Crime1

Number

494

550

≤3 yr av

≤3 yr av

Serious Crime clearance rate1

%

82

84

≥3 yr av

≥3 yr av

Offences against property1

Number

19 793

21 908

≤3 yr av

≤3 yr av

Table 8.4:         Performance Information ‑ Output Group 2 (continued)

 

Unit of

2015‑16

2016‑17

2017‑18

2018‑19

Performance Measure

Measure

Actual

Actual

Target

Target

 

 

 

 

 

 

Investigation of Crime

 

 

 

 

 

Offences against property clearance rate

%

38

37

≥3 yr av

≥3 yr av

Serious drug offenders charged

Number

412

489

≥3 yr av

≥3 yr av

 

 

 

 

 

 

Poppy Security

 

 

 

 

 

Number of poppy crop interferences per 1 000 hectares sown

Number

0.67

2.91

 

≤3 yr av

 

≤3 yr av

 

 

 

 

 

 

Fisheries Security

 

 

 

 

 

Total marine offenders detected

Number

1 277

1 412

≥3 yr av

≥3 yr av

 

 

 

 

 

 

Support to Judicial Services

 

 

 

 

 

State charges prosecuted1

Number

46 676

50 690

≥3 yr av

≥3 yr av

 

 

 

 

 

 

Note:

1.    Data for 2015‑16 has been adjusted to reflect final reported figures in the Department’s 2016‑17 Annual Report.

Output Group 3:   Traffic Policing

3.1 Traffic Policing

This Output relates to the improvement of driver behaviour, traffic law compliance and minimising road trauma. Through the provision of high visibility patrols on highways and arterial roads, targeting high risk driver behaviour and attendance/investigation of vehicle crashes, the Department aims to improve road safety, reduce the incidence of inattentive driving and diminish the use of alcohol/drugs whilst driving.

Table 8.5:         Performance Information ‑ Output Group 3

 

Unit of

2015‑16

2016‑17

2017‑18

2018‑19

Performance Measure

Measure

Actual

Actual

Target

Target

 

 

 

 

 

 

Number of high risk traffic offenders1

Number

28 224

30 547

26 000

26 000

Speeding offences: Police Issued Infringements1

Number

42 670

44 420

42 000

42 000

Random Breath Tests conducted

Number

469 610

505 445

440 000

440 000

Number of drink driving offenders1

Number

2 329

2 187

2 550

2 550

Oral Fluid Tests conducted2

Number

3 738

3 726

3 250

3 250

Number of drug driving offenders1

Number

2 181

2 055

1 700

1 700

Fatal and Serious injury crashes1

Number

280

265

≤3 yr av

≤3 yr av

 

 

 

 

 

 

Notes:

1.    Data for 2015‑16 has been adjusted to reflect final reported figures in the Department’s 2016‑17 Annual Report.

2.    Additional Oral Fluid Tests are conducted when funding is available.

 

Output Group 4:   Emergency Management

4.1 State Emergency Services

This Output involves the provision of emergency services in accordance with the Emergency Management Act 2006 and the Tasmanian Emergency Management Plan. Activities undertaken as part of this Output include emergency risk management and disaster mitigation, preparedness and responsiveness to emergency events, and the development and training of volunteers.

Management arrangements were revised in 2014‑15, and the State Emergency Service Director now reports through the Chief Fire Officer of the Tasmania Fire Service. The State Emergency Service is incorporated within chapter 25 of this Budget Paper.

4.2 State Security and Rescue Operations

This Output relates to the provision of whole‑of‑government policies relating to counter terrorism and terrorist threats and the provision of search and rescue operations. Activities included under the Output consist of involvement in multi‑jurisdictional exercises, supporting national counter terrorism arrangements and the provision of a combination of land, sea and air search and rescue operations.

Table 8.6:         Performance Information ‑ Output Group 4

 

Unit of

2015‑16

2016‑17

2017‑18

2018‑19

Performance Measure

Measure

Actual

Actual

Target

Target

 

 

 

 

 

 

State Security and Rescue Operations

 

 

 

 

 

Number of Search and Rescue Operations

Number

262

345

na

na

Number of exercises managed

Number

25

31

≥prev yr

≥prev yr

Total Helicopter Hours1

Hours

623

748

na

na

 

 

 

 

 

 

Note:

1.   The performance measure ‘Total Helicopter Hours’ reflects the hours the helicopter was utilised for all search and rescue, aero‑medical retrievals, operations and other related training and exercises.

 


 

Capital Investment Program

Table 8.7 provides financial information for the Department’s Capital Investment Program. More information on the CIP is provided in chapter 6 of The Budget Budget Paper No 1.

Table 8.7:         Capital Investment Program

 

Estimated 

2018‑19 

2019‑20 

2020‑21 

2021‑22 

 

Total 

 

Forward 

Forward 

Forward 

 

Cost 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

 

 

 

 

 

 

 

New Infrastructure Commitments

 

 

 

 

 

 

 

 

 

 

 

 

 

Minister for Police, Fire and Emergency Management

 

 

 

 

 

 

Crackdown on Anti‑Social Driving1

400 

100 

100 

100 

100 

 

Increased Police Support1

90 

.... 

.... 

90 

.... 

 

Longford Police Station1

5 000 

2 000 

3 000 

.... 

.... 

 

New Norfolk Police Station1

5 000 

2 500 

2 500 

.... 

.... 

 

Project Unify2

....)

....)

....)

....)

....)

 

Sorell Emergency Services Hub1

12 000 

500 

1 500 

5 000 

5 000 

 

Supporting our Emergency Services

Volunteers1

2 000 

500 

500 

500 

500 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Existing Infrastructure Commitments

 

 

 

 

 

 

 

 

 

 

 

 

 

Minister for Police, Fire and Emergency Management

 

 

 

 

 

 

Body Worn Video

716)

62 

.... 

654 

.... 

 

Large Vessel Replacement Program1,3

19 340)

.... 

1 200 

3 500 

.... 

 

Upgrade Police Housing

5 000)

1 250 

1 250 

.... 

.... 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Total CIP Allocations

 

6 912 

10 050 

9 844 

5 600 

 

 

 

 

 

 

 

 

Notes:

1.    Further information on this capital project is included at Table 8.1 Key Deliverables Statement.

2.    Recurrent funding of $1.2 million and capital funding of $11.9 million has been provided for Project Unify in Finance‑General.

3.    Funding in the Forward Estimates has been provided under the previous Large Vessel Replacement Program. Funding for replacement of the PV Van Diemen has been allocated for the 2022‑23 financial year.


Detailed Budget Statements

Table 8.8:         Statement of Comprehensive Income

 

2017‑18 

2018‑19 

2019‑20 

2020‑21 

2021‑22 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Revenue and other income from transactions

 

 

 

 

 

Appropriation revenue - recurrent1

221 039 

229 023 

235 164 

243 758 

252 718 

Appropriation revenue ‑ works & services2

8 000 

6 912 

10 050 

9 844 

5 600 

Grants

2 654 

2 654 

2 654 

2 654 

2 654 

Sales of goods and services

2 044 

2 044 

2 044 

2 044 

2 044 

Other revenue3

12 169 

12 784 

12 168 

10 046 

10 046 

Total revenue and other income from transactions

245 906 

253 417 

262 080 

268 346 

273 062 

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

Employee benefits1

177 655 

184 604 

189 370 

197 123 

205 241 

Depreciation and amortisation

8 690 

8 690 

8 690 

8 690 

8 690 

Supplies and consumables

42 868 

43 300 

45 057 

44 458 

45 350 

Grants and subsidies4

14 829 

12 609 

11 561 

10 879 

10 879 

Borrowing costs5

.... 

38 

88 

88 

38 

Other expenses

2 091 

2 241 

2 241 

2 241 

2 241 

Total expenses from transactions

246 133 

251 482 

257 007 

263 479 

272 439 

 

 

 

 

 

 

Net result from transactions (net operating balance)

(227)

1 935 

5 073 

4 867 

623 

 

 

 

 

 

 

Net result

(227)

1 935 

5 073 

4 867 

623 

 

 

 

 

 

 

Other economic flows ‑ other non‑owner changes in

equity

 

 

 

 

 

Changes in physical asset revaluation reserve

26 571 

26 571 

26 571 

26 571 

26 571 

Total other economic flows ‑ other non‑owner

changes in equity

26 571 

26 571 

26 571 

26 571 

26 571 

 

 

 

 

 

 

Comprehensive result

26 344 

28 506 

31 644 

31 438 

27 194 

 

 

 

 

 

 

Notes:

1.   The increase in Appropriation revenue ‑ recurrent and Employee benefits in 2018‑19 and across the Forward Estimates period primarily reflects the Government’s First Class, Next Generation Police Service initiative.

2.   The movements in Appropriation revenue ‑ works & services reflects funding for the Capital Investment Program that varies significantly from year to year due to the cash flow requirements of specific capital projects. Refer to Table 8.7 for further information on capital projects.

3.   The decrease in Other revenue primarily reflects the cessation of Australian Government National Partnership Program initiatives, including; Women’s Safety Package ‑ Technology Trials, National Bushfire Mitigation Program and Disaster Resilience.

4.   The decrease in Grants and subsidies reflects; one‑off funding for Aerial Fire Appliances in 2017‑18 and cessation of Australian Government National Partnership Program initiatives.

5.   The variations in Borrowing costs reflect the interest on loans under the Crackdown on Shoplifting election commitment.  For further information refer to Table 8.1 Key Deliverables.

Table 8.9:         Statement of Comprehensive Income ‑ Administered

 

2017‑18 

2018‑19 

2019‑20 

2020‑21 

2021‑22 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Revenue and other income from transactions

 

 

 

 

 

Sales of goods and services

247 

253 

259 

265 

273 

Fees and fines1

900 

500 

500 

500 

500 

Total revenue and other income from transactions

1 147 

753 

759 

765 

773 

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

Transfers to the Consolidated Fund1

1 147 

753 

759 

765 

773 

Total expenses from transactions

1 147 

753 

759 

765 

773 

 

 

 

 

 

 

Net result from transactions (net operating balance)

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

Net result

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

Comprehensive result

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

Note:

1.   The decrease in Fees and fines revenue and Transfers to the Consolidated Fund in 2018‑19 reflects the firearms licence renewal cycle, which occurs every three and five years.

 


 

Table 8.10:       Revenue from Appropriation by Output

 

2017‑18 

2018‑19 

2019‑20 

2020‑21 

2021‑22 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Minister for Police, Fire and Emergency Management

 

 

 

 

 

 

 

 

 

 

 

Output Group 1 ‑ Public Safety

 

 

 

 

 

1.1 Support to the Community1

126 007 

132 923 

138 110 

144 399 

150 991 

 

126 007 

132 923 

138 110 

144 399 

150 991 

Output Group 2 ‑ Crime

 

 

 

 

 

2.1 Investigation of Crime1

47 563 

48 673 

49 408 

50 567 

51 713 

2.2 Poppy Security

1 004 

1 024 

1 037 

1 060 

1 085 

2.3 Fisheries Security

5 463 

5 575 

5 653 

5 787 

5 936 

2.4 Support to Judicial Services

10 588 

10 806 

10 955 

11 216 

11 505 

 

64 618 

66 078 

67 053 

68 630 

70 239 

Output Group 3 ‑ Traffic Policing

 

 

 

 

 

3.1 Traffic Policing

20 470 

20 739 

20 989 

21 456 

21 973 

 

20 470 

20 739 

20 989 

21 456 

21 973 

Output Group 4 ‑ Emergency Management

 

 

 

 

 

4.1 State Emergency Services2

1 431 

100 

115 

160 

160 

4.2 State Security and Rescue Operations

8 513 

9 183 

8 897 

9 113 

9 355 

 

9 944 

9 283 

9 012 

9 273 

9 515 

 

 

 

 

 

 

Capital Investment Program3

8 000 

6 912 

10 050 

9 844 

5 600 

 

 

 

 

 

 

Department of Police, Fire and Emergency

Management

 

 

 

 

 

Total Recurrent Services

221 039 

229 023 

235 164 

243 758 

252 718 

Total Works and Services

8 000 

6 912 

10 050 

9 844 

5 600 

 

229 039 

235 935 

245 214 

253 602 

258 318 

 

 

 

 

 

 

Total Revenue from Appropriation

229 039 

235 935 

245 214 

253 602 

258 318 

 

 

 

 

 

 

Controlled Revenue from Appropriation

229 039 

235 935 

245 214 

253 602 

258 318 

 

229 039 

235 935 

245 214 

253 602 

258 318 

 

 

 

 

 

 

Notes:

1.    The increases in Support to the Community and Investigation in Crime primarily reflect the Government’s First Class, Next Generation Police Service initiative.

2.    The decrease in State Emergency Services in 2018‑19 reflects the cessation of funding provided to assist in the transition of the State Emergency Service to the Tasmania Fire Service.

3.    The profile of funding for the Capital Investment Program varies significantly from year to year due to the cash flow requirements of specific capital projects. The 2017‑18 allocation included one‑off funding of $3.8 million for Aerial Fire Appliances that was provided to the State Fire Commission. Refer to Table 8.7 for further information on capital projects.

 

Table 8.11:       Administered Revenue

 

2017‑18 

2018‑19 

2019‑20 

2020‑21 

2021‑22 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Revenue Collected on Behalf of the Consolidated

Fund

 

 

 

 

 

Academy Trainees ‑ Board Payments

75 

77 

79 

81 

83 

Fines1

900 

500 

500 

500 

500 

Other Sales of Services

172 

176 

180 

184 

190 

 

1 147 

753 

759 

765 

773 

 

 

 

 

 

 

Total Administered Revenue

1 147 

753 

759 

765 

773 

 

 

 

 

 

 

 

Note:

1.   The decrease in Fines reflects the firearms licence renewal cycle, which occurs every three and five years.

Table 8.12:       Administered Expenses

 

2017‑18 

2018‑19 

2019‑20 

2020‑21 

2021‑22 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Transfer to the Consolidated Fund1

1 147 

753 

759 

765 

773 

 

 

 

 

 

 

Total Administered Expenses

1 147 

753 

759 

765 

773 

 

 

 

 

 

 

Note:

1.   The decrease in Transfer to the Consolidated Fund reflects the firearms licence renewal cycle, which occurs every three and five years.

 


 

Table 8.13:       Statement of Financial Position as at 30 June

 

2018 

2019 

2020 

2021 

2022 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Assets

 

 

 

 

 

Financial assets

 

 

 

 

 

Cash and deposits1

1 741 

4 295 

4 295 

4 295 

4 295 

Receivables

1 403 

1 475 

1 475 

1 475 

1 475 

Other financial assets

189 

190 

190 

190 

190 

 

3 333 

5 960 

5 960 

5 960 

5 960 

 

 

 

 

 

 

Non‑financial assets

 

 

 

 

 

Inventories

947 

1 032 

1 032 

1 032 

1 032 

Property, plant and equipment1

222 410 

208 849 

238 130 

265 501 

292 782 

Infrastructure1

33 419 

18 976 

21 426 

25 580 

25 580 

Heritage and cultural assets

434 

434 

434 

434 

434 

Intangibles1

2 728 

4 612 

4 612 

4 612 

4 612 

Other assets

1 632 

1 700 

1 700 

1 700 

1 700 

 

261 570 

235 603 

267 334 

298 859 

326 140 

 

 

 

 

 

 

Total assets

264 903 

241 563 

273 294 

304 819 

332 100 

 

 

 

 

 

 

Liabilities

 

 

 

 

 

Payables1

1 953 

2 352 

2 352 

2 352 

2 352 

Employee benefits1

53 728 

59 304 

59 391 

59 478 

59 565 

Other liabilities1

596 

2 036 

2 036 

2 036 

2 036 

Total liabilities

56 277 

63 692 

63 779 

63 866 

63 953 

 

 

 

 

 

 

Net assets (liabilities)

208 626 

177 871 

209 515 

240 953 

268 147 

 

 

 

 

 

 

Equity

 

 

 

 

 

Reserves

161 979 

143 528 

170 099 

196 670 

223 241 

Accumulated funds

46 647 

34 343 

39 416 

44 283 

44 906 

Total equity

208 626 

177 871 

209 515 

240 953 

268 147 

 

 

 

 

 

 

Note:

1.    The variation in these items in 2019 reflects a more accurate estimate based on the 30 June 2017 outcome.

 


 

Table 8.14:       Statement of Cash Flows

 

2017‑18 

2018‑19 

2019‑20 

2020‑21 

2021‑22 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Cash flows from operating activities

 

 

 

 

 

Cash inflows

 

 

 

 

 

Appropriation receipts - recurrent1

221 039 

229 023 

235 164 

243 758 

252 718 

Appropriation receipts - capital2

8 000 

6 912 

10 050 

9 844 

5 600 

Grants

2 654 

2 654 

2 654 

2 654 

2 654 

Sales of goods and services

2 044 

2 044 

2 044 

2 044 

2 044 

GST receipts

6 200 

6 200 

6 200 

6 200 

6 200 

Other cash receipts3

12 169 

12 784 

12 168 

10 046 

10 046 

Total cash inflows

252 106 

259 617 

268 280 

274 546 

279 262 

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Employee benefits1

(160 408)

(166 579)

(170 703)

(177 633)

(184 892)

Superannuation

(17 160)

(17 938)

(18 580)

(19 403)

(20 262)

Borrowing costs

.... 

(38)

(88)

(88)

(38)

GST payments

(6 200)

(6 200)

(6 200)

(6 200)

(6 200)

Grants and subsidies3

(14 829)

(12 609)

(11 561)

(10 879)

(10 879)

Supplies and consumables

(47 168)

(47 600)

(49 357)

(48 758)

(49 650)

Other cash payments

(2 091)

(2 241)

(2 241)

(2 241)

(2 241)

Total cash outflows

(247 856)

(253 205)

(258 730)

(265 202)

(274 162)

 

 

 

 

 

 

Net cash from (used by) operating activities

4 250 

6 412 

9 550 

9 344 

5 100 

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

Payments for acquisition of non‑financial assets

(4 250)

(6 412)

(9 550)

(9 344)

(5 100)

Net cash from (used by) investing activities

(4 250)

(6 412)

(9 550)

(9 344)

(5 100)

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents

held

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting

period

1 741 

4 295 

4 295 

4 295 

4 295 

Cash and deposits at the end of the reporting period

1 741 

4 295 

4 295 

4 295 

4 295 

 

 

 

 

 

 

Notes:

1.   The increase in Appropriation receipts ‑ recurrent and Employee benefits in 2018‑19 and across the Forward Estimates period primarily reflects the Government’s First Class, Next Generation Police Service initiative.

2.   The variations in Appropriation receipts ‑ capital reflects funding for the Capital Investment Program that varies significantly from year to year due to the cash flow requirements of specific capital projects. Refer to Table 8.7 for further information on capital projects.

3.   The decrease in Grants and subsidies primarily reflects the cessation of Australian Government National Partnership Program initiatives, including; Women's Safety Package ‑ Technology Trials, National Bushfire Mitigation Programme and Disaster Resilience.

 

Table 8.15:       Statement of Cash Flows ‑ Administered

 

2017‑18 

2018‑19 

2019‑20 

2020‑21 

2021‑22 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Cash flows from operating activities

 

 

 

 

 

Cash inflows

 

 

 

 

 

Sales of goods and services

247 

253 

259 

265 

273 

Fees and fines1

900 

500 

500 

500 

500 

Total cash inflows

1 147 

753 

759 

765 

773 

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Transfers to the Consolidated Fund1

(1 147)

(753)

(759)

(765)

(773)

Total cash outflows

(1 147)

(753)

(759)

(765)

(773)

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents

held

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting

period

.... 

.... 

.... 

.... 

.... 

Cash and deposits at the end of the reporting period

.... 

.... 

.... 

.... 

.... 

 

Note:

1.   The decrease in Fees and fines and movements in Transfers to the Consolidated Fund reflects the firearms licence renewal cycle, which occurs every three and five years.