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 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 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.
Table 8.1 provides a summary of the Budget and Forward Estimate allocations for key deliverables within the Department.
|
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.
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 Government’s 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.
As part of the Government’s 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.
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.
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 Government’s two previous Police Housing programs of $2 million specifically for West Coast residences and $5 million for other residences statewide.
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.
|
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 Government’s 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 Government’s 2018‑19 Supporting our Emergency Services Volunteers initiative, which is administered through the State Fire Commission.
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.
|
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 Department’s statistical reporting practices.
3. The 2016‑17 actual has been adjusted to reflect final reported figures in the Department’s 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 ‘Fuel reduction burns ‑ reserved land’ and ‘Area covered by fuel reduction burns: Reserved land’ are measures associated with funding for the Government’s 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 ‘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 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.
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.
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.
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.
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.
|
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 Department’s 2017‑18 Annual Report.
3. The title of this indicator has been revised to align with the Department’s statistical reporting practices.
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.
|
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 |
|
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 Department’s 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 Department’s statistical reporting practices.
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.
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.
|
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 ‘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.
Table 8.7 provides financial information for the Department’s Capital Investment Program. More information is provided in chapter 6 of The Budget Budget Paper No 1.
|
Estimated |
2019‑20 |
2020‑21 |
2021‑22 |
2022‑23 |
|
Total |
|
Forward |
Forward |
Forward |
|
Cost |
Budget |
Estimate |
Estimate |
Estimate |
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
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|
New Infrastructure Commitments |
|
|
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|
|
|
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|
|
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.
|
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.
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|
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 |
|
|
|
|
|
|
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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.
|
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 |
|
|
|
|
|
|
|
|
|
|
|
|
|
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 |
|
|
|
|
|
|
|
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.
|
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.
|
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