26    State Fire Commission

Authority Outline

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.


 

Key Deliverables

Table 26.1 provides a summary of the Budget and Forward Estimate allocations for the Commission’s key deliverables.

Table 26.1:       Key Deliverables Statement

 

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.

Fire Fighting Appliance Replacement Program

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.

Fire Station Build Program

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.

Regional Emergency Management Planning and Development

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.

Remote Area Teams

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.

Supporting our Emergency Services Volunteers

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.


 

Detailed Budget Statements

Table 26.2:       Statement of Comprehensive Income

 

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)

1 464 

1 597 

2 462 

 

 

 

 

 

 

Net result

(1 461)

1 464 

1 597 

2 462 

 

 

 

 

 

 

Comprehensive result

(1 461)

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.


 

Table 26.3:       Statement of Financial Position as at 30 June

 

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.


 

Table 26.4:       Statement of Cash Flows

 

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.