The State Fire Commission’s primary purpose is to minimise the social, economic and environmental impact of fire and other emergencies on the Tasmanian community. This is achieved through implementing strategies for the Tasmania Fire Service that develop resilience to prevent and prepare for emergencies.
The Commission is also responsible for:
· managing incidents involving hazardous materials, including response to terrorist incidents involving chemical, biological and radiological agents;
· road crash rescue (in Hobart, Launceston, Burnie, Devonport and surrounding areas);
· providing an Urban Search and Rescue capability to manage the rescue of people from collapsed buildings and structures;
· a range of community fire safety programs that guard against structural fire and bushfire;
· fire investigations; and
· coordinating Fuel Reduction Program activities on behalf of the Government.
The State Fire Commission reports to the Minister for Police, Fire and Emergency Management, Hon Michael Ferguson MP, and the supporting agency is the Department of Police, Fire and Emergency Management. The Commission delivers all of its services through its operational arm, the Tasmania Fire Service.
This chapter provides the State Fire Commission’s financial information for 2019‑20 and over the Forward Estimates period (2020‑21 to 2022‑23). Further information on the Commission can be found at www.fire.tas.gov.au.
Table 26.1 provides a summary of the Budget and Forward Estimate allocations for the Commission’s key deliverables.
|
|
2019-20
Budget |
2020-21 Forward Estimate |
2021-22 Forward Estimate |
2022-23 Forward Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
Fire Fighting Appliance Replacement Program1 |
3 250 |
3 250 |
3 625 |
3 000 |
|
Fire Station Build Program |
925 |
800 |
800 |
800 |
|
Regional Emergency Management Planning and Development2 |
323 |
387 |
396 |
406 |
|
Remote Area Teams2 |
115 |
160 |
160 |
…. |
|
Supporting our Emergency Services Volunteers2 |
500 |
500 |
500 |
…. |
|
|
|
|
|
|
Notes:
1. Funding includes Aerial Appliance Replacement Program.
2. This initiative is funded through the Department of Police, Fire and Emergency Management.
The Commission is committed to providing its fire fighters with safe and operationally effective fire appliances, allocated using a ‘fit for purpose’ rationale. Each appliance category has an established, defined role and functionality, with a specific scope of application which is considered in the process of allocation to brigades and matched to risk. The Commission has endorsed a sustainable replacement program that will ensure that all fire appliances remain viable for operation in a safe and effective manner.
Over a four year period, beginning in 2019‑20, $13.1 million will fund the Fire Fighting Appliance Replacement Program, which will see the purchase or fabrication of medium tankers, heavy pumpers and aerial appliances.
This initiative is part of an ongoing program for capital upgrades to Commission facilities, which includes a combination of refurbishment and replacement of fire stations. One of the key outcomes of the program will be further reducing the exposure to diesel, particularly through better station design. This will include the separation of fire fighters’ personal protective clothing from firefighting appliance diesel exhaust. This separation provides the added benefit of further eliminating any exposure to the possibility of residual contaminants in protective clothing used in firefighting.
The Government has allocated $1.5 million over four years to enable the SES to employ Regional Emergency Management Planning and Development Officers. These officers will support municipal authorities with emergency management planning as well as provide education support.
This initiative supports the implementation of the Government’s response to the 2015 Independent Review of Emergency Management Arrangements in Tasmania, conducted by the Department of Justice.
The State Fire Commission will continue the implementation of the four year initiative to develop, sustain and grow Remote Area Teams capacity from suitable volunteer fire fighters around the State. Selected volunteers will undergo helicopter insertion training and gain fire fighting skills in this specialised field. This will provide an exciting career path for those volunteers with good physical fitness levels. This initiative is funded by an allocation provided in 2018‑19 of $535 000 over four years.
The 2019-20 Budget continues funding announced in the 2018‑19 State Budget, totalling $2 million over four years to enable all Volunteer Units from the Tasmania Fire Service and State Emergency Service to apply for upgrades to equipment.
|
|
2018-19 |
2019-20 |
2020-21 |
2021-22 |
2022-23 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Revenue and other income from transactions |
|
|
|
|
|
|
Grants1 |
4 242 |
4 901 |
4 980 |
5 015 |
4 378 |
|
Taxation |
71 090 |
77 145 |
80 052 |
82 580 |
85 234 |
|
Sales of goods and services |
6 130 |
6 191 |
6 315 |
6 441 |
6 570 |
|
Fees and fines |
183 |
170 |
173 |
177 |
180 |
|
Interest2 |
43 |
250 |
250 |
250 |
250 |
|
Other revenue |
10 468 |
10 552 |
10 570 |
10 595 |
10 611 |
|
Total revenue and other income from transactions |
92 156 |
99 209 |
102 340 |
105 058 |
107 223 |
|
|
|
|
|
|
|
|
Expenses from transactions |
|
|
|
|
|
|
Employee benefits |
47 722 |
50 209 |
50 213 |
51 217 |
51 927 |
|
Depreciation and amortisation |
6 539 |
6 390 |
6 390 |
6 390 |
6 390 |
|
Supplies and consumables |
35 808 |
38 672 |
40 295 |
41 881 |
42 391 |
|
Borrowing costs3 |
117 |
117 |
83 |
.... |
.... |
|
Other expenses |
3 431 |
3 819 |
3 895 |
3 973 |
4 053 |
|
Total expenses from transactions |
93 617 |
99 207 |
100 876 |
103 461 |
104 761 |
|
|
|
|
|
|
|
|
Net result from transactions (net operating balance) |
(1 461) |
2 |
1 464 |
1 597 |
2 462 |
|
|
|
|
|
|
|
|
Net result |
(1 461) |
2 |
1 464 |
1 597 |
2 462 |
|
|
|
|
|
|
|
|
Comprehensive result |
(1 461) |
2 |
1 464 |
1 597 |
2 462 |
|
|
|
|
|
|
|
Notes:
1. The variation in Grants from 2018‑19 reflects the increase associated with government-funded initiatives including Regional Emergency Management Planning and Development. The decrease in 2022-23 primarily reflects the completion of the Remote Area Teams and Supporting our Emergency Services Volunteers initiatives.
2. The increase in Interest in 2019‑20 reflects a reassessment of this item based on current and anticipated interest receipts.
3. The decrease in Borrowing costs reflects a reduction in interest payments as interest bearing liabilities are eliminated.
|
|
2019 |
2020 |
2021 |
2022 |
2023 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Assets |
|
|
|
|
|
|
Financial assets |
|
|
|
|
|
|
Cash and deposits1 |
9 339 |
9 350 |
8 569 |
7 520 |
10 852 |
|
Receivables2 |
1 420 |
2 734 |
2 734 |
2 734 |
2 734 |
|
Other financial assets |
2 282 |
2 481 |
2 481 |
2 481 |
2 481 |
|
|
13 041 |
14 565 |
13 784 |
12 735 |
16 067 |
|
|
|
|
|
|
|
|
Non-financial assets |
|
|
|
|
|
|
Inventories |
1 643 |
1 905 |
1 905 |
1 905 |
1 905 |
|
Property, plant and equipment |
122 510 |
124 271 |
124 516 |
125 532 |
124 862 |
|
Other assets |
1 017 |
1 196 |
1 196 |
1 196 |
1 196 |
|
|
125 170 |
127 372 |
127 617 |
128 633 |
127 963 |
|
|
|
|
|
|
|
|
Total assets |
138 211 |
141 937 |
141 401 |
141 368 |
144 030 |
|
|
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
Payables |
2 507 |
4 499 |
4 499 |
4 699 |
4 899 |
|
Interest bearing liabilities3 |
3 830 |
3 830 |
1 830 |
.... |
.... |
|
Employee benefits |
15 086 |
14 324 |
14 324 |
14 324 |
14 324 |
|
Superannuation4 |
1 775 |
(779) |
(779) |
(779) |
(779) |
|
Total liabilities |
23 198 |
21 874 |
19 874 |
18 244 |
18 444 |
|
|
|
|
|
|
|
|
Net assets (liabilities) |
115 013 |
120 063 |
121 527 |
123 124 |
125 586 |
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
Reserves |
45 698 |
45 698 |
45 698 |
45 698 |
45 698 |
|
Accumulated funds |
69 315 |
74 365 |
75 829 |
77 426 |
79 888 |
|
Total equity |
115 013 |
120 063 |
121 527 |
123 124 |
125 586 |
|
|
|
|
|
|
|
Notes:
1. The variation in Cash and deposits over the Forward Estimates primarily reflects the implementation of debt reduction strategies implemented by the State Fire Commission.
2. The increase in Receivables in 2020 reflects a more accurate estimate based on the 30 June 2018 outcome.
3. The decrease in Interest bearing liabilities reflects the implementation of debt reduction strategies implemented by the State Fire Commission.
4. The variation in Superannuation reflects a more accurate estimate based on the 30 June 2018 outcome and a determination that assets exceed the liability owing to members.
|
|
2018-19 |
2019-20 |
2020-21 |
2021-22 |
2022-23 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Cash flows from operating activities |
|
|
|
|
|
|
Cash inflows |
|
|
|
|
|
|
Grants1 |
4 242 |
4 901 |
4 980 |
5 015 |
4 378 |
|
Taxation |
68 601 |
74 684 |
77 450 |
79 877 |
82 424 |
|
Sales of goods and services |
6 130 |
6 191 |
6 315 |
6 441 |
6 570 |
|
Fees and fines |
183 |
170 |
173 |
177 |
180 |
|
GST receipts |
1 939 |
1 852 |
1 852 |
1 852 |
1 852 |
|
Interest received2 |
43 |
250 |
250 |
250 |
250 |
|
Other cash receipts |
10 468 |
10 552 |
10 570 |
10 595 |
10 611 |
|
Total cash inflows |
91 606 |
98 600 |
101 590 |
104 207 |
106 265 |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Employee benefits |
(41 713) |
(44 216) |
(44 100) |
(44 982) |
(45 882) |
|
Superannuation |
(6 009) |
(5 993) |
(6 113) |
(6 235) |
(6 045) |
|
Borrowing costs3 |
(117) |
(117) |
(83) |
.... |
.... |
|
GST payments |
(1 939) |
(1 852) |
(1 852) |
(1 852) |
(1 852) |
|
Supplies and consumables |
(32 839) |
(36 260) |
(37 841) |
(39 326) |
(39 706) |
|
Other cash payments |
(3 566) |
(3 819) |
(3 895) |
(3 973) |
(4 053) |
|
Total cash outflows |
(86 183) |
(92 257) |
(93 884) |
(96 368) |
(97 538) |
|
|
|
|
|
|
|
|
Net cash from (used by) operating activities |
5 423 |
6 343 |
7 706 |
7 839 |
8 727 |
|
|
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
|
|
Payments for acquisition of non-financial assets4 |
(4 904) |
(7 469) |
(7 030) |
(7 405) |
(5 780) |
|
Proceeds from the disposal of non-financial assets |
300 |
300 |
300 |
360 |
360 |
|
Net cash from (used by) investing activities |
(4 604) |
(7 169) |
(6 730) |
(7 045) |
(5 420) |
|
|
|
|
|
|
|
|
Cash flows from financing activities |
|
|
|
|
|
|
Net borrowings5 |
.... |
.... |
(1 757) |
(1 843) |
25 |
|
Net cash from (used by) financing activities |
.... |
.... |
(1 757) |
(1 843) |
25 |
|
|
|
|
|
|
|
|
Net increase (decrease) in cash and cash equivalents held |
819 |
(826) |
(781) |
(1 049) |
3 332 |
|
|
|
|
|
|
|
|
Cash and deposits at the beginning of the reporting period |
8 520 |
10 176 |
9 350 |
8 569 |
7 520 |
|
Cash and deposits at the end of the reporting period |
9 339 |
9 350 |
8 569 |
7 520 |
10 852 |
|
|
|
|
|
|
|
Notes:
1. The variation in Grants from 2018‑19 reflects the increase associated with government-funded initiatives including Regional Emergency Management Planning and Development. The decrease in 2022-23 primarily reflects the completion of the Remote Area Teams and Supporting our Emergency Services Volunteers initiatives.
2. The increase in Interest in 2019‑20 reflects a reassessment of this item based on current and anticipated interest receipts.
3. The decrease in Borrowing costs reflects a reduction in interest payments as interest bearing liabilities are eliminated.
4. The variation in Payments for acquisition of non‑financial assets reflects capital investment initiatives in accordance with the State Fire Commission’s Corporate Plan, including the Fire Fighting Appliance Replacement Program.
5. The variation in Net borrowings reflects the implementation of debt reduction strategies implemented by the State Fire Commission.