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 26 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 Departmentís people, striving to implement innovative ideas and continually improving the Departmentís 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 Departmentís financial information for 2019‑20 and over the Forward Estimates period (2020‑21 to 2022‑23). 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

 

2019‑20

 

Budget

2020‑21

Forward

Estimate

2021‑22

Forward

Estimate

2022‑23

Forward

Estimate

 

$'000

$'000

$'000

$'000

 

 

 

 

 

Police Equipment

100

100

100

100

Police Infrastructure

1 000

....

....

....

Police Salaries - Additional Funding1

8 921

12 982

16 011

14 962

Regional Emergency Management Planning and Development2

323

387

396

406

Upgrade Police Housing

1 500

1 500

1 500

1 500

 

 

 

 

 

Notes:

1.    The Police Salaries - Additional Funding initiative includes funding previously announced under the Increased Police Numbers 2018 election commitment as detailed in the 2018‑19 State Budget.

2.    This initiative will be delivered by the State Fire Commission. Further information is provided in chapter 26 of this Budget Paper.

Police Equipment

The Government will provide the Special Operations Group with $100 000 per annum over the Budget and Forward Estimates period for the purchase of new equipment. This funding supports the Governmentís commitment to establish a full‑time core SOG, which supports an enhanced rapid response to terrorism incidents and other emergencies, as well as supporting high risk police operations.

Police Infrastructure

As part of the Governmentís commitment to a full‑time core SOG and an enhanced rapid response capability, a one‑off capital allocation of $1 million has been provided in 2019‑20 to enable a secure, fit for purpose facility.

Police Salaries - Additional Funding

The Government will provide additional funding to further support its 2018 election commitment for 125 additional Police Officers. This additional funding is in recognition of the increased recruitment costs during the 2019‑20 to 2021‑22 financial years as new Officers are recruited, trained and equipped.

Upgrade Police Housing

The Government has invested a further $6 million over the next four years to continue upgrading residential accommodation for police officers and their families stationed in remote and regional areas of Tasmania. This funding will allow the Department to continue to improve the standard of accommodation available to officers, and ensure they and their families continue to take up residence in remote locations.

This commitment builds on the Governmentís two previous Police Housing programs of $2 million specifically for West Coast residences and $5 million for other residences statewide.

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 Summary

 

2018‑19 

2019‑20 

2020‑21 

2021‑22 

2022‑23 

 

 

 

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

146 946 

161 014 

168 389 

173 911 

174 754 

 

146 946 

161 014 

168 389 

173 911 

174 754 

Output Group 2 ‑ Crime

 

 

 

 

 

2.1 Investigation of Crime2

50 558 

48 351 

49 442 

50 161 

50 907 

2.2 Poppy Security

1 024 

1 037 

1 058 

1 083 

1 106 

2.3 Fisheries Security

5 880 

5 957 

6 090 

6 212 

6 333 

2.4 Support to Judicial Services

10 806 

10 953 

11 215 

11 444 

11 679 

 

68 268 

66 298 

67 805 

68 900 

70 025 

Output Group 3 ‑ Traffic Policing

 

 

 

 

 

3.1 Traffic Policing

23 615 

23 142 

23 593 

24 025 

24 433 

 

23 615 

23 142 

23 593 

24 025 

24 433 

Output Group 4 ‑ Emergency Management

 

 

 

 

 

4.1 State Emergency Services3

1 854 

3 568 

915 

933 

792 

4.2 State Security and Rescue Operations2

10 299 

7 273 

7 363 

7 436 

7 507 

 

12 153 

10 841 

8 278 

8 369 

8 299 

 

 

 

 

 

 

Capital Investment Program4

500 

500 

500 

500 

.... 

 

 

 

 

 

 

TOTAL

251 482 

261 795 

268 565 

275 705 

277 511 

 

 

 

 

 

 

Notes:

1.    The variation in Support to the Community includes the impact of the Governmentís A First‑Class, Next Generation Police Service policy and Police Salaries - Additional Funding initiatives. It also includes the impact of the implementation of the new Australian Accounting Standard AASB 16 Leases and the allocation of overheads by the Department.

2.    The variation in this Output includes the impact of the new Australian Accounting Standard AASB 16 Leases from 1 July 2019.

3.    The variation 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. This reduction is partially offset by an increase in National Partnership Payment funding provided for the National Bushfire Mitigation Programme and Disaster Recovery from the Australian Government.

4.    The decrease in Capital Investment Program in 2022‑23 reflects the completion of the Governmentís 2018‑19 Supporting our Emergency Services Volunteers initiative, which is administered through the State Fire Commission.

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 Departmentís 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

2016‑17

2017‑18

2018‑19

2019‑20

Performance Measure1

Measure

Actual

Actual

Target

Target

 

 

 

 

 

 

Satisfaction with police services

%

79

88

≥ nat av

≥ nat av

Satisfaction with police in dealing with public order problems

%

72

77

≥ nat av

≥ nat av

Public Place Assaults2

Number

807

816

≤3 yr av

≤3 yr av

Public Order Incidents2,3

Number

16 178

17 283

≤3 yr av

≤3 yr av

Cost of policing per capita4

Dollars

445

484

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

%

57

60

≥ nat av

≥ nat av

Perceptions of safety at home ‑ alone during the night

%

91

91

≥ nat av

≥ nat av

Fuel reduction burns ‑ reserved land5

Number

148

80

59

60

Fuel reduction burns ‑ other land6

Number

62

49

65

65

Area covered by fuel reduction burns:

 

 

 

 

 

Reserved land5

Hectares

14 100

16 457

24 300

20 000

Other land6

Hectares

3 800

3 545

32 400

10 000

Family Violence Incidents2,3

Number

3 155

3 385

≤3 yr av

≤3 yr av

Offences Against the Person3

Number

4 310

4 574

≤3 yr av

≤3 yr av

Offences Against the Person clearance rate3

%

92

95

≥3 yr av

≥3 yr av

 

 

 

 

 

 

Notes:

1.    2019‑20 results may be impacted due to Police Officers receiving training in new systems and technology.

2.    The title of this indicator has been revised to align with the Departmentís statistical reporting practices.

3.    The 2016‑17 actual has been adjusted to reflect final reported figures in the Departmentís 2017‑18 Annual Report.

4.    The 2016-17 and 2017‑18 actuals were released in January 2019 as part of the Report on Government Services 2019 published by the Productivity Commission. The 2016‑17 actual has been adjusted to reflect ROGS.

5.    The performance measures ĎFuel reduction burns ‑ reserved landí and ĎArea covered by fuel reduction burns: Reserved landí are measures associated with funding for the Governmentís Fuel Reduction Program. Reserved land burns are conducted by the Department of Primary Industries, Parks, Water and Environment as the lead agency and may involve multiple tenures including private land. The targets for 2019‑20 have been reassessed based on recent actual trends.

6.    The performance measure ĎFuel reduction burns ‑ other landí and ĎArea covered by fuel reduction burns: Other landí 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 the Tasmanian Fire Service, local government, Sustainable Timber Tasmania and private land management companies. This includes multiple tenure burning, including private land. The targets for 2019‑20 have been reassessed based on recent actual trends.

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

2016‑17

2017‑18

2018‑19

2019‑20

Performance Measure1

Measure

Actual

Actual

Target

Target

 

 

 

 

 

 

Investigation of Crime

 

 

 

 

 

Total Offences2

Number

27† 439

26 174

≤3 yr av

≤3 yr av

Total Offences clearance rate

%

47

51

≥3 yr av

≥3 yr av

Serious Crime2,3

Number

573

487

≤3 yr av

≤3 yr av

Serious Crime clearance rate2

%

79

88

≥3 yr av

≥3 yr av

Offences Against Property2

Number

21 937

20 430

≤3 yr av

≤3 yr av

Offences Against Property clearance rate

%

37

40

≥3 yr av

≥3 yr av

Serious Drug Offenders3

Number

489

494

≥3 yr av

≥3 yr av

 

 

 

 

 

 

Poppy Security

 

 

 

 

 

Number of poppy crop interferences per 1 000 hectares sown

Number

2.91

 

1.10

 

≤3 yr av

 

≤3 yr av

 

 

 

 

 

 

Fisheries Security

 

 

 

 

 

Marine Offenders2,3

Number

1 408

1 479

≥3 yr av

≥3 yr av

 

 

 

 

 

 

Support to Judicial Services

 

 

 

 

 

State charges prosecuted

Number

50 690

52 714

≥3 yr av

≥3 yr av

 

 

 

 

 

 

Notes:

1.    2019‑20 results may be impacted due to Police Officers receiving training in new systems and technology.

2.    Data for 2016‑17 has been adjusted to reflect final reported figures in the Departmentís 2017‑18 Annual Report.

3.    The title of this indicator has been revised to align with the Departmentís statistical reporting practices.

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

2016‑17

2017‑18

2018‑19

2019‑20

Performance Measure1

Measure

Actual

Actual

Target

Target

 

 

 

 

 

 

High Risk Traffic Offenders2,3,4

Number

32 197

31 282

26 000

26 000

Speeding Offenders2,3,4

Number

44 945

41 021

42 000

42 000

Random Breath Tests4

Number

505 445

478 219

440 000

440 000

Drink Driving Offenders2,3,4

Number

2 296

2 173

2 550

2 550

 

Table 8.5:†††††††† Performance Information - Output Group 3 (continued)

 

Unit of

2016‑17

2017‑18

2018‑19

2019‑20

Performance Measure1

Measure

Actual

Actual

Target

Target

 

 

 

 

 

 

Oral Fluid Tests4

Number

3 726

3 936

3 250

3 340

Drug Driving Offenders2,3,4

Number

2 158

2 212

1 700

1 720

Fatal and Serious Injury Crashes2

Number

266

264

≤3 yr av

≤3 yr av

 

 

 

 

 

 

Notes:

1.    2019‑20 results may be impacted due to Police Officers receiving training in new systems and technology.

2.    The 2016‑17 Actual has been adjusted to reflect final reported figures in the Departmentís 2017‑18 Annual Report.

3.    Data has been adjusted to reflect revised counting rules to include traffic offenders from court prosecutions and youth cautions.

4.    The title of this indicator has been revised to align with the Departmentís statistical reporting practices.

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, responsiveness and recovery from 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 included within chapter 26 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, countering violent extremism, 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

2016‑17

2017‑18

2018‑19

2019‑20

Performance Measure

Measure

Actual

Actual

Target

Target

 

 

 

 

 

 

State Security and Rescue Operations

 

 

 

 

 

Number of Search and Rescue Operations

Number

345

304

na

na

Number of exercises managed

Number

31

19

≥prev yr

≥prev yr

Total Helicopter Hours1

Hours

748

751

na

na

 

 

 

 

 

 

Note:

1.    The performance measure ĎTotal Helicopter Hoursí 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 Departmentís Capital Investment Program. More information is provided in chapter 6 of The Budget Budget Paper No 1.

Table 8.7:†††††††† Capital Investment Program

 

Estimated

2019‑20 

2020‑21 

2021‑22 

2022‑23 

 

Total

 

Forward 

Forward 

Forward 

 

Cost 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

New Infrastructure Commitments

 

 

 

 

 

 

 

 

 

 

 

Minister for Police, Fire and Emergency Management

 

 

 

 

 

Police Infrastructure

1 000 

1 000 

.... 

.... 

.... 

Upgrade Police Housing

6 000 

1 500 

1 500 

1 500 

1 500 

 

 

 

 

 

 

 

 

 

 

 

 

Existing Infrastructure Commitments

 

 

 

 

 

 

 

 

 

 

 

Minister for Police, Fire and Emergency Management

 

 

 

 

 

Body Worn Video

716 

.... 

654 

.... 

.... 

Crackdown on Anti‑Social Driving

400 

100 

100 

100 

.... 

Increased Police Support

90 

.... 

90 

.... 

.... 

Large Vessel Replacement Program1

19 340 

1 200 

5 000 

4 000

500 

Longford Police Station1

5 000 

2 700 

1 500 

.... 

.... 

New Norfolk Police Station1

5 000 

3 500 

1 000 

.... 

.... 

Project Unify2

.... 

.... 

.... 

.... 

.... 

Sorell Emergency Services Hub1

12 000 

3 500 

5 500 

2 500 

.... 

Supporting our Emergency Services Volunteers

2 000 

500 

500 

500 

.... 

Upgrade Police Housing

5 000 

1 250 

.... 

.... 

.... 

 

 

 

 

 

 

Total CIP Allocations

 

15 250 

15 844 

8 600 

2 000 

 

 

 

 

 

 

Notes:

1.    Funding for this project has been re-profiled to more accurately reflect the anticipated expenditure profile.

2.    Funding for Stage 1 of Project Unify is allocated within Finance‑General.


 

Detailed Budget Statements

Table 8.8:†††††††† 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

 

 

 

 

 

Appropriation revenue - operating1

229 023 

237 054 

246 540 

254 706 

257 526 

Appropriation revenue - capital2

6 912 

15 250 

15 844 

8 600 

2 000 

Grants3

2 654 

6 078 

3 380 

2 905 

2 554 

Sales of goods and services4

2 044 

3 420 

3 503 

3 587 

3 673 

Other revenue3

12 784 

10 266 

10 266 

10 266 

10 266 

Total revenue and other income from transactions

253 417 

272 068 

279 533 

280 064 

276 019 

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

Employee benefits1

184 604 

191 458 

200 276 

207 345 

209 800 

Depreciation and amortisation5

8 690 

18 616 

18 616 

18 616 

18 616 

Supplies and consumables6

43 300 

35 525 

36 126 

36 231 

36 779 

Grants and subsidies7

12 609 

13 867 

11 218 

11 230 

10 219 

Borrowing costs

38 

88 

88 

38 

.... 

Other expenses

2 241 

2 241 

2 241 

2 245 

2 097 

Total expenses from transactions

251 482 

261 795 

268 565 

275 705 

277 511 

 

 

 

 

 

 

Net result from transactions (net operating balance)

1 935 

10 273 

10 968 

4 359 

(1 492)

 

 

 

 

 

 

Net result

1 935 

10 273 

10 968 

4 359 

(1 492)

 

 

 

 

 

 

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

28 506 

36 844 

37 539 

30 930 

25 079 

 

 

 

 

 

 

Notes:

1.    The increase in Appropriation revenue - operating and Employee benefits across the Forward Estimates period primarily reflects additional funding for commitments including those within A First‑Class, Next Generation Police Service policy, and Police Salaries - Additional Funding.

2.    The variation in Appropriation revenue - 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 variation in Grants and Other revenue primarily reflects National Partnership Payment funding provided for the National Bushfire Mitigation Programme and Disaster Recovery from the Australian Government, and a reallocation of revenue from Other revenue to Grants.

4.    The increase in Sales of goods and services in 2019-20 reflects reassessment of estimated receipts completed during the 2018‑19 financial year.

5.    The increase in Depreciation and amortisation in 2019-20 is primarily a result of the change in accounting treatment for leases introduced as part of the new Australian Accounting Standard AASB 16 Leases from 1 July 2019.

6.    The decrease in Supplies and consumables in 2019-20 is primarily a result of the change in accounting treatment for leases introduced as part of the new Australian Accounting Standard AASB 16 Leases from 1 July 2019.

7.    The increase in Grants and subsidies in 2019‑20 primarily reflects payments related to National Partnership Payment funding provided for the National Bushfire Mitigation Programme and event related payments for Disaster Recovery from the Australian Government.

Table 8.9:†††††††† Statement of Comprehensive Income - Administered

 

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

 

 

 

 

 

Sales of goods and services

253 

257 

262 

270 

278 

Fees and fines

500 

500 

500 

553 

565 

Total revenue and other income from transactions

753 

757 

762 

823 

843 

 

 

 

 

 

 

Expenses from transactions

 

 

 

 

 

Transfers to the Public Account

753 

757 

762 

823 

843 

Total expenses from transactions

753 

757 

762 

823 

843 

 

 

 

 

 

 

Net result from transactions (net operating balance)

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

Net result

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

Comprehensive result

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

 

 

 

 

 

 

 


 

Table 8.10:†††††† Revenue from Appropriation by Output

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

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

132 923 

139 768 

147 065 

153 231 

154 469 

 

132 923 

139 768 

147 065 

153 231 

154 469 

Output Group 2 - Crime

 

 

 

 

 

2.1 Investigation of Crime

48 673 

49 333 

50 423 

51 441 

52 267 

2.2 Poppy Security

1 024 

1 037 

1 058 

1 083 

1 106 

2.3 Fisheries Security

5 575 

5 652 

5 785 

5 907 

6 028 

2.4 Support to Judicial Services

10 806 

10 953 

11 215 

11 444 

11 679 

 

66 078 

66 975 

68 481 

69 875 

71 080 

Output Group 3 - Traffic Policing

 

 

 

 

 

3.1 Traffic Policing

20 739 

20 974 

21 427 

21 921 

22 346 

 

20 739 

20 974 

21 427 

21 921 

22 346 

Output Group 4 - Emergency Management

 

 

 

 

 

4.1 State Emergency Services2

100 

441 

561 

579 

438 

4.2 State Security and Rescue Operations3

9 183 

8 896 

9 006 

9 100 

9 193 

 

9 283 

9 337 

9 567 

9 679 

9 631 

 

 

 

 

 

 

Capital Investment Program4

6 912 

15 250 

15 844 

8 600 

2 000 

 

 

 

 

 

 

Department of Police, Fire and Emergency

Management

 

 

 

 

 

Total Operating Services Expenditure

229 023 

237 054 

246 540 

254 706 

257 526 

Total Capital Services Expenditure4

6 912 

15 250 

15 844 

8 600 

2 000 

 

235 935 

252 304 

262 384 

263 306 

259 526 

 

 

 

 

 

 

Total Revenue from Appropriation

235 935 

252 304 

262 384 

263 306 

259 526 

 

 

 

 

 

 

Controlled Revenue from Appropriation

235 935 

252 304 

262 384 

263 306 

259 526 

 

235 935 

252 304 

262 384 

263 306 

259 526 

 

 

 

 

 

 

Notes:

1.    The increase in Support to the Community primarily reflects additional funding for commitments including the A First‑Class, Next Generation Police Service policy, and Police Salaries - Additional Funding.

2.    The increase in State Emergency Services reflects the Regional Emergency Management Planning and Development initiative, which will be delivered through the State Fire Commission.

3.    The decrease in State Security and Rescue Operations in 2019‑20 from 2018‑19 reflects one‑off funding provided for the interjurisdictional Emergency Alert system in 2018-19.

4.    The variation in Total Capital Services Expenditure reflects expected cash flow requirements of specific capital projects. Refer to Table 8.7 for further information on capital projects.


 

Table 8.11:†††††† Administered Revenue

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Revenue Collected on Behalf of the Public Account

 

 

 

 

 

Academy Trainees - Board Payments

77 

79 

81 

83 

85 

Fines

500 

500 

500 

553 

565 

Other Sales of Services

176 

178 

181 

187 

193 

 

753 

757 

762 

823 

843 

 

 

 

 

 

 

Total Administered Revenue

753 

757 

762 

823 

843 

 

 

 

 

 

 

 

 

 

 

 

 

Table 8.12:†††††† Administered Expenses

 

2018-19 

2019-20 

2020-21 

2021-22 

2022-23 

 

 

 

Forward 

Forward 

Forward 

 

Budget 

Budget 

Estimate 

Estimate 

Estimate 

 

$'000 

$'000 

$'000 

$'000 

$'000 

 

 

 

 

 

 

Transfer to the Public Account

753 

757 

762 

823 

843 

 

 

 

 

 

 

Total Administered Expenses

753 

757 

762 

823 

843 

 

 

 

 

 

 


 

Table 8.13:†††††† 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

4 295 

349 

349 

349 

349 

Receivables1

1 475 

1 973 

1 973 

1 973 

1 973 

Other financial assets1

190 

580 

580 

580 

580 

 

5 960 

2 902 

2 902 

2 902 

2 902 

 

 

 

 

 

 

Non-financial assets

 

 

 

 

 

Inventories

1 032 

1 073 

1 073 

1 073 

1 073 

Property, plant and equipment1

208 849 

218 926 

250 797 

279 578 

296 259 

Infrastructure1

18 976 

11 353 

17 007 

18 507 

26 007 

Heritage and cultural assets

434 

434 

434 

434 

434 

Intangibles1

4 612 

5 567 

5 567 

5 567 

5 567 

Other assets1,2

1 700 

41 487 

36 396 

31 305 

26 214 

 

235 603 

278 840 

311 274 

336 464 

355 554 

 

 

 

 

 

 

Total assets

241 563 

281 742 

314 176 

339 366 

358 456 

 

 

 

 

 

 

Liabilities

 

 

 

 

 

Payables

2 352 

2 227 

2 227 

2 227 

2 227 

Interest bearing liabilities2

.... 

40 218 

35 026 

29 199 

23 123 

Employee benefits1

59 304 

61 869 

61 956 

62 043 

62 130 

Other liabilities1

2 036 

1 857 

1 857 

1 857 

1 857 

Total liabilities

63 692 

106 171 

101 066 

95 326 

89 337 

 

 

 

 

 

 

Net assets (liabilities)

177 871 

175 571 

213 110 

244 040 

269 119 

 

 

 

 

 

 

Equity

 

 

 

 

 

Reserves

143 528 

148 054 

174 625 

201 196 

227 767 

Accumulated funds

34 343 

27 517 

38 485 

42 844 

41 352 

Total equity

177 871 

175 571 

213 110 

244 040 

269 119 

 

 

 

 

 

 

Notes:

1.    The variation in these items in 2020 reflects a more accurate estimate based on the 30 June 2018 outcome.

2.    The variation in Other assets and Interest bearing liabilities reflects a change in accounting treatment for leases introduced as part of the new Australian Accounting Standard AASB 16 Leases from 1 July 2019.


 

Table 8.14:†††††† 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

 

 

 

 

 

Appropriation receipts - operating1

229 023 

237 054 

246 540 

254 706 

257 526 

Appropriation receipts - capital2

6 912 

15 250 

15 844 

8 600 

2 000 

Grants3

2 654 

6 078 

3 380 

2 905 

2 554 

Sales of goods and services4

2 044 

3 420 

3 503 

3 587 

3 673 

GST receipts

6 200 

6 200 

6 200 

6 200 

6 200 

Other cash receipts3

12 784 

10 266 

10 266 

10 266 

10 266 

Total cash inflows

259 617 

278 268 

285 733 

286 264 

282 219 

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Employee benefits1

(166 579)

(172 553)

(180 424)

(186 735)

(188 958)

Superannuation

(17 938)

(18 818)

(19 765)

(20 523)

(20 755)

Borrowing costs

(38)

(88)

(88)

(38)

.... 

GST payments

(6 200)

(6 200)

(6 200)

(6 200)

(6 200)

Grants and subsidies5

(12 609)

(13 867)

(11 218)

(11 230)

(10 219)

Supplies and consumables

(47 600)

(39 825)

(40 426)

(40 531)

(41 079)

Other cash payments

(2 241)

(2 241)

(2 241)

(2 245)

(2 097)

Total cash outflows

(253 205)

(253 592)

(260 362)

(267 502)

(269 308)

 

 

 

 

 

 

Net cash from (used by) operating activities

6 412 

24 676 

25 371 

18 762 

12 911 

 

 

 

 

 

 

Cash flows from investing activities

 

 

 

 

 

Payments for acquisition of non-financial assets6

(6 412)

(14 750)

(15 344)

(8 100)

(2 000)

Net cash from (used by) investing activities

(6 412)

(14 750)

(15 344)

(8 100)

(2 000)

 

 

 

 

 

 

Cash flows from financing activities

 

 

 

 

 

Net borrowings7

.... 

(9 926)

(10 027)

(10 662)

(10 911)

Net cash from (used by) financing activities

.... 

(9 926)

(10 027)

(10 662)

(10 911)

 

 

 

 

 

 

Net increase (decrease) in cash and cash equivalents

held

.... 

.... 

.... 

.... 

.... 

 

 

 

 

 

 

Cash and deposits at the beginning of the reporting

period

4 295 

349 

349 

349 

349 

Cash and deposits at the end of the reporting period

4 295 

349 

349 

349 

349 

 

 

 

 

 

 

Notes:

1.    The increase in Appropriation receipts - operating and Employee benefits across the Forward Estimates period primarily reflects additional funding for commitments including those within A First‑Class, Next Generation Police Service policy, and Police Salaries - Additional Funding.

2.    The variation in Appropriation receipts - capital reflects cash flow requirements of specific capital projects. Refer to Table 8.7 for further information on capital projects.

3.    There has been a transfer of funding from Other cash receipts to Grants. The variation in Grants from 2019‑20 and over the Forward Estimates Period primarily reflects National Partnership Payment funding provided for the National Bushfire Mitigation Programme and event related payments for Disaster Recovery from the Australian Government.

4.    The increase in Sales of goods and services in 2019-20 reflects reassessment of estimated receipts completed during the 2018‑19 financial year.

5.    The variation in Grants and subsidies primarily reflects payments related to National Partnership Payment funding provided for the National Bushfire Mitigation Programme and Disaster Recovery by the Australian Government.

6.    The variation in Payments for acquisition of non-financial assets 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.

7.    The Net borrowings that commence in 2019-20 reflects a change in accounting treatment for leases introduced as part of the new Australian Accounting Standard AASB 16 Leases from 1 July 2019.

Table 8.15:†††††† Statement of Cash Flows - Administered

 

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

 

 

 

 

 

Sales of goods and services

253 

257 

262 

270 

278 

Fees and fines

500 

500 

500 

553 

565 

Total cash inflows

753 

757 

762 

823 

843 

 

 

 

 

 

 

Cash outflows

 

 

 

 

 

Transfers to the Public Account

(753)

(757)

(762)

(823)

(843)

Total cash outflows

(753)

(757)

(762)

(823)

(843)

 

 

 

 

 

 

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

.... 

.... 

.... 

.... 

....