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 Jacquie Petrusma 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 initiatives are reflected within chapter 26 of this Budget Paper, 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 2021‑22 and over the Forward Estimates (2022‑23 to 2024‑25). Further information on the Department is provided at www.dpfem.tas.gov.au.
Table 8.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables being undertaken by the Department.
|
|
2021‑22
Budget |
2022‑23 Forward Estimate |
2023‑24 Forward Estimate |
2024‑25 Forward Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
|
Election Commitments |
|
|
|
|
|
Bridgewater Police Station Upgrade |
.... |
50 |
50 |
5 900 |
|
Crime Stoppers Support |
25 |
25 |
25 |
25 |
|
Emergency Services Personnel and Volunteers Health and Wellbeing Program |
1 500 |
1 500 |
1 500 |
1 500 |
|
Fire and Emergency Services Volunteer Grants Program1 |
.... |
.... |
500 |
500 |
|
Fire and Emergency Services Volunteer Recruitment Teams and Secretariat1 |
600 |
600 |
600 |
600 |
|
Increase in Police Numbers |
.... |
1 450 |
2 900 |
5 075 |
|
More Support for Police |
250 |
500 |
750 |
1 000 |
|
Red Hot Tips Program1 |
625 |
625 |
625 |
625 |
|
State Operations Centre Multi‑hazard Intelligence Team1 |
.... |
300 |
300 |
300 |
|
St Helens Police Station |
.... |
50 |
50 |
2 900 |
|
Tasmania Fire Service Fuel Reduction Program1 |
625 |
625 |
625 |
625 |
|
Volunteer Brigade Equipment Upgrades1 |
250 |
250 |
500 |
500 |
|
Volunteer Brigade Fire Truck Defibrillators1 |
250 |
.... |
.... |
.... |
|
|
|
|
|
|
|
Other Initiatives |
|
|
|
|
|
Australian Fire Danger Rating System (AFDRS)1 |
1 379 |
.... |
.... |
.... |
|
Country Police Station Relief Policy |
2 621 |
2 634 |
2 648 |
2 664 |
|
COVID‑19 Response ‑ COVID‑19 Coordination Centre |
3 500 |
.... |
.... |
.... |
|
Emergency Services Operations Centre2 |
3 000 |
.... |
.... |
.... |
|
Kentish and Latrobe Flood Mitigation Projects |
3 600 |
2 260 |
1 200 |
.... |
|
Large Vessel Replacement Program2 |
.... |
.... |
2 800 |
.... |
|
Special Operations Group Infrastructure ‑ South |
1 500 |
2 100 |
.... |
.... |
|
|
|
|
|
|
Notes:
1. These initiatives will be delivered by the State Fire Commission. Refer to chapter 26 of this Budget Paper.
2. This represents additional funding provided in the 2021‑22 Budget for existing capital projects. Overall project cash flows are included in the Capital Investment Program section of this chapter.
This initiative will provide funding to upgrade the Bridgewater Police Station. Originally built in 1981, this refurbishment will provide police officers and the community with modern, fit‑for‑purpose premises into the future.
This initiative will provide funding to Crime Stoppers to undertake additional community engagement and to adopt anti‑theft measures such as the Bikelinc Program in Tasmania.
This initiative provides additional funding to the Health and Wellbeing program. This will deliver additional services, such as psychologists to ensure emergency service personnel and volunteers receive the support they require.
This initiative will deliver an additional 50 police officers commencing from 2022‑23 to bolster frontline services and deliver a greater focus on criminal investigation capability.
This initiative will enable more support to Police by employing State Service employees in specialised roles, such as prosecution, cybercrime and digital evidence analysis.
This initiative will provide funding to build a new St Helens Police Station. This Project will provide police officers and the community with a new contemporary building that will accommodate the growing needs of the East Coast area.
This initiative will provide permanent funding to ensure that whenever police officers from rural and remote police stations are on leave, communities will continue to receive the same level of policing through a fully funded relief policy ensuring that a police officer remains on duty in rural and remote regions.
This initiative provides funding for the ongoing coordination of the whole‑of‑government response by the State Controller to the COVID‑19 pandemic following the declaration of a State of Emergency in Tasmania by the Government.
This initiative will provide for the construction of a purpose‑built State Operations Centre for crisis coordination and emergency management in Tasmania, with works expected to be completed in 2021‑22. This funding is in addition to $3.5 million provided for this initiative in the 2020‑21 Budget.
This initiative provides funding to progress flood mitigation works in the Kentish and Latrobe municipalities to support the ongoing implementation of the Government’s response to the Report of the Independent Review into the Tasmanian Floods of June and July 2016.
Additional funding has been provided in 2023‑24 to enable the procurement of a fit‑for‑purpose offshore police patrol vessel to replace PV Van Diemen. This is part of a large vessel replacement program that commenced in 2014. Refer to the Capital Investment Program section in this chapter for information on the overall program.
This initiative will provide funding for a standalone facility in the south of the State for the storage of specialist equipment, and complements the previous 2019‑20 commitment for a full‑time Special Operations Group, which included funding for the northern‑based infrastructure.
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;
· Output Group 4 ‑ Emergency Management; and
· Output Group 89 ‑ Public Building Maintenance Program.
Table 8.2 provides an Output Group Expense Summary for the Department.
|
|
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
|
|
|
|
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 |
207 624 |
231 349 |
235 475 |
241 195 |
240 303 |
|
|
207 624 |
231 349 |
235 475 |
241 195 |
240 303 |
|
Output Group 2 ‑ Crime |
|
|
|
|
|
|
2.1 Investigation of Crime |
50 120 |
51 097 |
52 032 |
53 121 |
53 970 |
|
2.2 Poppy Security |
1 064 |
1 091 |
1 116 |
1 148 |
1 168 |
|
2.3 Fisheries Security |
6 214 |
6 362 |
6 505 |
6 659 |
6 779 |
|
2.4 Support to Judicial Services |
11 293 |
11 573 |
11 843 |
12 144 |
12 376 |
|
|
68 691 |
70 123 |
71 496 |
73 072 |
74 293 |
|
Output Group 3 ‑ Traffic Policing |
|
|
|
|
|
|
3.1 Traffic Policing |
23 945 |
24 492 |
24 982 |
25 538 |
25 945 |
|
|
23 945 |
24 492 |
24 982 |
25 538 |
25 945 |
|
Output Group 4 ‑ Emergency Management |
|
|
|
|
|
|
4.1 State Emergency Services |
104 492 |
105 004 |
105 812 |
107 458 |
107 971 |
|
4.2 State Security and Rescue Operations2 |
7 306 |
6 491 |
6 685 |
6 610 |
6 609 |
|
|
111 798 |
111 495 |
112 497 |
114 068 |
114 580 |
|
Output Group 89 ‑ Public Building Maintenance Program |
|
|
|
|
|
|
89.1 Public Building Maintenance Program3 |
3 689 |
.... |
.... |
.... |
.... |
|
|
3 689 |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Capital Investment Program4 |
1 154 |
750 |
250 |
1 000 |
1 000 |
|
|
|
|
|
|
|
|
TOTAL |
416 901 |
438 209 |
444 700 |
454 873 |
456 121 |
|
|
|
|
|
|
|
Notes:
1. The increase in Support to the Community in 2021‑22 reflects the expense component of funding transferred for the Tasmanian Government Radio Network to the Department from Finance‑General, and additional funding for new initiatives.
2. The decrease in State Security and Rescue Operations in 2021‑22 is due to a one‑off payment in 2020‑21 for additional Emergency Alert Stage 4 expenditure.
3. The decrease in the Public Building Maintenance Program reflects the completion of maintenance and upgrades to Police Stations funded through the Program.
4. The decrease in the Capital Investment program in 2021‑22 reflects the completion of the Body Worn Video initiative. The increase in 2023‑24 reflects new funding for the Volunteer Brigade Equipment Upgrades and the Fire and Emergency Services Volunteer Grants Program.
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 include significant support provided to a number of other Departments in the provision of their important services.
|
Performance Measure |
Unit of Measure |
2018‑19 Actual |
2019‑20 Actual |
2020‑21 Target1 |
2021‑22 Target |
|
|
|
|
|
|
|
|
Satisfaction with police services |
% |
85 |
81 |
≥ nat av |
≥ nat av |
|
Satisfaction with police in dealing with public order problems |
% |
79 |
75 |
≥ nat av |
≥ nat av |
|
Public Place Assaults |
Number |
889 |
794 |
≤3 yr av |
≤3 yr av |
|
Public Order Incidents |
Number |
14 841 |
15 241 |
≤3 yr av |
≤3 yr av |
|
Cost of policing per capita2 |
Dollars |
480 |
489 |
na |
na |
|
Perceptions of safety in public places ‑ during the day |
% |
93 |
89 |
≥ nat av |
≥ nat av |
|
Perceptions of safety in public places ‑ during the night |
% |
60 |
56 |
≥ nat av |
≥ nat av |
|
Perceptions of safety at home ‑ alone during the night |
% |
90 |
88 |
≥ nat av |
≥ nat av |
|
Family Violence Incidents |
Number |
3 642 |
3 576 |
≤3 yr av |
≤3 yr av |
|
Offences Against the Person |
Number |
4 687 |
4 554 |
≤3 yr av |
≤3 yr av |
|
Offences Against the Person clearance rate |
% |
91 |
91 |
≥3 yr av |
≥3 yr av |
|
Fuel reduction burns ‑ reserved land3 |
Number |
57 |
111 |
60 |
60 |
|
Fuel reduction burns ‑ other land4 |
Number |
26 |
53 |
60 |
60 |
|
Area covered by fuel reduction burns: |
|
|
|
|
|
|
Reserved land3 |
Hectares |
19 977 |
25 438 |
20 000 |
20 000 |
|
Other land4 |
Hectares |
4 035 |
4 203 |
3 545 |
3 545 |
|
|
|
|
|
|
|
Notes:
1. 2020‑21 Targets have not been updated as actuals data was not available to the Department in time for the preparation of 2021‑22 Budget Papers. Actuals data will be published in the Agency’s annual report, which will be published by 31 October 2021.
2. The 2018‑19 and 2019‑20 actuals have been updated based on the January 2021 Report on Government Services 2021 published by the Productivity Commission.
3. The performance measures ‘Fuel reduction burns ‑ reserved land’ and ‘Area covered by fuel reduction burns: Reserved land’ relate to 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.
4. The performance measures ‘Fuel reduction burns ‑ other land’ and ‘Area covered by fuel reduction burns: Other land’ ensure that Fuel reduction burns 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.
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.
|
Performance Measure |
Unit of Measure |
2018‑19 Actual |
2019‑20 Actual |
2020‑21 Target1 |
2021‑22 Target |
|
|
|
|
|
|
|
|
Investigation of Crime |
|
|
|
|
|
|
Total Offences |
Number |
27 936 |
27 386 |
≤3 yr av |
≤3 yr av |
|
Total Offences clearance rate |
% |
47 |
49 |
≥3 yr av |
≥3 yr av |
|
Serious Crime |
Number |
601 |
556 |
≤3 yr av |
≤3 yr av |
|
Serious Crime clearance rate |
% |
78 |
87 |
≥3 yr av |
≥3 yr av |
|
Offences Against Property |
Number |
21 910 |
21 452 |
≤3 yr av |
≤3 yr av |
|
Offences Against Property clearance rate |
% |
36 |
38 |
≥3 yr av |
≥3 yr av |
|
Serious Drug Offenders |
Number |
352 |
283 |
≥3 yr av |
≥3 yr av |
|
|
|
|
|
|
|
|
Poppy Security |
|
|
|
|
|
|
Number of poppy crop interferences per 1 000 hectares sown |
Number |
0.57 |
0.79 |
≤3 yr av |
≤3 yr av |
|
|
|
|
|
|
|
|
Fisheries Security |
|
|
|
|
|
|
Marine Offenders |
Number |
1 479 |
1 335 |
≥3 yr av |
≥3 yr av |
|
|
|
|
|
|
|
|
Support to Judicial Services |
|
|
|
|
|
|
State charges prosecuted |
Number |
54 267 |
53 364 |
≥3 yr av |
≥3 yr av |
|
|
|
|
|
|
|
Note:
1. 2020‑21 Targets have not been updated as actuals data was not available to the Department in time for the preparation of 2021‑22 Budget Papers. Actuals data will be published in the Agency’s annual report, which will be published by 31 October 2021.
2.
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.
|
Performance Measure |
Unit of Measure |
2018‑19 Actual |
2019‑20 Actual |
2020‑21 Target1 |
2021‑22 Target |
|
|
|
|
|
|
|
|
High Risk Traffic Offenders2 |
Number |
31 076 |
28 280 |
28 000 |
28 000 |
|
Speeding Offenders2 |
Number |
41 216 |
36 719 |
40 000 |
40 000 |
|
Random Breath Tests2 |
Number |
438 322 |
281 175 |
350 000 |
270 000 |
|
Drink and Drug Driving Offenders2,3 |
Number |
4 336 |
4 199 |
4 270 |
4 270 |
|
Oral Fluid Tests2 |
Number |
4 518 |
4 959 |
4 000 |
6 000 |
|
Fatal and Serious Injury Crashes |
Number |
274 |
244 |
≤3 yr av |
≤3 yr av |
|
|
|
|
|
|
|
Notes:
1. 2020‑21 Targets have not been updated as actual data was not available to the Department in time for the preparation of 2021‑22 Budget Papers. Actuals data will be published in the Agency’s annual report, which will be published by 31 October 2021.
2. 2019‑20 actuals data was materially impacted by COVID‑19 restrictions.
3. The performance measures Drink Driving Offenders and Drug Driving Offenders have been combined to create a new measure: Drink and Drug Driving Offenders.
This Output involves the provision of emergency services in accordance with the Emergency Management Act 2006, and the Tasmanian Emergency Management Arrangements. Activities undertaken as part of this Output include: road crash rescue, emergency risk management and disaster mitigation; preparedness, responsiveness and recovery from emergency events; and the development and training of volunteers. The State Emergency Service Director reports through the Chief Fire Officer of the Tasmania Fire Service.
This Output also reflects the funding arrangements and activities delivered by the Tasmanian Fire Service under the Fire Service Act 1979 such as community fire safety programs, fire investigation and the Fuel Reduction Program.
The Tasmania Fire Service and the State Emergency Service financial information 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.
|
Performance Measure |
Unit of Measure |
2018‑19 Actual |
2019‑20 Actual |
2020‑21 Target1 |
2021‑22 Target |
|
|
|
|
|
|
|
|
State Security and Rescue Operations |
|
|
|
|
|
|
Number of Search and Rescue Operations |
Number |
250 |
262 |
na |
na |
|
Number of exercises managed2 |
Number |
28 |
11 |
≥prev yr |
≥prev yr |
|
Total Helicopter Hours3 |
Hours |
867 |
1 135 |
na |
na |
|
|
|
|
|
|
|
Notes:
1. 2020‑21 Targets have not been updated as actuals data was not available to the Department in time for the preparation of 2021‑22 Budget Papers. Actuals data will be published in the Agency’s annual report, which will be published by 31 October 2021.
2. A number of scheduled exercises were unable to be conducted due to the COVID‑19 pandemic.
3. 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 on the Capital Investment Program is provided in chapter 6 of The Budget Budget Paper No 1.
|
|
Estimated |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
|
|
Total |
|
Forward |
Forward |
Forward |
|
|
Cost |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
New Infrastructure Commitments1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
Minister for Police, Fire and Emergency Management |
|
|
|
|
|
|
Bridgewater Police Station Upgrade |
12 500 |
.... |
50 |
50 |
5 900 |
|
Emergency Services Operations Centre |
6 500 |
3 000 |
.... |
.... |
.... |
|
Fire and Emergency Service Volunteer Grants Program |
1 500 |
.... |
.... |
500 |
500 |
|
Large Vessel Replacement Program |
24 640 |
.... |
.... |
2 800 |
.... |
|
Special Operations Group Infrastructure ‑ South |
3 600 |
1 500 |
2 100 |
.... |
.... |
|
St Helens Police Station |
7 500 |
.... |
50 |
50 |
2 900 |
|
Volunteer Brigade Equipment Upgrades |
2 000 |
250 |
250 |
500 |
500 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Existing Infrastructure Commitments2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
Minister for Police, Fire and Emergency Management |
|
|
|
|
|
|
Body Worn Video |
716 |
654 |
.... |
.... |
.... |
|
Crackdown on Anti‑Social Driving |
400 |
100 |
.... |
.... |
.... |
|
Emergency Services Operations Centre1 |
6 500 |
3 350 |
.... |
.... |
.... |
|
Large Vessel Replacement Program1 |
24 640 |
2 500 |
3 000 |
4 500 |
.... |
|
Launceston Police Station Refurbishment |
7 000 |
750 |
3 000 |
3 000 |
.... |
|
Longford Police Station |
5 000 |
2 700 |
.... |
.... |
.... |
|
New Norfolk Police Station |
5 000 |
3 000 |
.... |
.... |
.... |
|
Police Infrastructure |
1 000 |
850 |
.... |
.... |
.... |
|
Project Unify |
46 113 |
5 131 |
5 236 |
13 111 |
10 500 |
|
Sorell Emergency Services Hub |
12 000 |
3 000 |
3 000 |
5 110 |
.... |
|
Supporting our Emergency Services Volunteers |
2 000 |
500 |
.... |
.... |
.... |
|
Upgrade Police Housing |
21 700 |
3 000 |
3 350 |
3 200 |
.... |
|
|
|
|
|
|
|
|
Total CIP Allocations |
|
30 285 |
20 036 |
32 821 |
20 300 |
|
|
|
|
|
|
|
Notes:
1. These projects are included in Table 8.1 in the Key Deliverables section of this chapter, along with a description for each project.
2. The
majority of Existing Infrastructure Commitments have been re‑profiled to
more accurately reflect anticipated expenditure.
This initiative provides funding for Body Worn Video infrastructure. Body Worn Video is a specialised form of technology a user wears to capture video and audio from a first person perspective.
This initiative provides for Unmanned Aerial Vehicles (drones) with latest technology to be made available to Tasmania Police, along with training for police officers statewide.
This initiative provides for the refurbishment of the Launceston Police Station. The refurbishment will provide police officers and the community with modern, fit‑for‑purpose premises well into the future.
The population of Longford and surrounding areas is growing and having a secure, well‑equipped and modern station is important for the local community. This initiative provides for a new station that will provide contemporary accommodation from which to conduct policing activities.
This initiative will build a 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.
As part of the Government’s commitment to a full‑time core Special Operations Group and an enhanced rapid response capability, a one‑off capital allocation has been provided to enable a secure, fit‑for‑purpose facility.
The Government has allocated funding to build a new Emergency Services Hub at Sorell. This brand new greenfield 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 State Fire Commission will continue the implementation of a four year initiative to enable all Volunteer Units from the Tasmania Fire Service and State Emergency Service to apply for upgrades to equipment. This initiative is funded by an allocation provided in 2018‑19 over four years.
|
|
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Revenue and other income |
|
|
|
|
|
|
Appropriation revenue ‑ operating1 |
260 087 |
298 033 |
307 695 |
335 532 |
340 668 |
|
Appropriation revenue ‑ capital |
32 106 |
25 281 |
20 036 |
32 821 |
20 300 |
|
Other revenue from government |
10 700 |
5 254 |
.... |
.... |
.... |
|
Grants2 |
24 741 |
5 189 |
3 793 |
3 598 |
4 087 |
|
Sales of goods and services |
3 503 |
3 587 |
3 673 |
3 721 |
3 769 |
|
Other revenue |
123 531 |
125 557 |
127 596 |
129 929 |
129 929 |
|
Total revenue |
454 668 |
462 951 |
462 793 |
505 601 |
498 753 |
|
Total income |
454 668 |
462 951 |
462 793 |
505 601 |
498 753 |
|
|
|
|
|
|
|
|
Expenses |
|
|
|
|
|
|
Employee benefits3 |
215 128 |
227 281 |
231 057 |
238 908 |
245 561 |
|
Depreciation and amortisation |
18 550 |
20 329 |
20 811 |
21 317 |
18 616 |
|
Supplies and consumables4 |
61 552 |
61 301 |
70 452 |
70 696 |
71 027 |
|
Grants and subsidies5 |
22 731 |
28 714 |
20 299 |
19 890 |
16 854 |
|
Borrowing costs |
5 |
5 |
5 |
5 |
5 |
|
Other expenses |
98 935 |
100 579 |
102 076 |
104 057 |
104 058 |
|
Total expenses |
416 901 |
438 209 |
444 700 |
454 873 |
456 121 |
|
|
|
|
|
|
|
|
Net result |
37 767 |
24 742 |
18 093 |
50 728 |
42 632 |
|
|
|
|
|
|
|
|
Other comprehensive income |
|
|
|
|
|
|
Changes in physical asset revaluation reserve6 |
(65 164) |
(7 534) |
(10 519) |
24 431 |
24 431 |
|
Total other comprehensive income |
(65 164) |
(7 534) |
(10 519) |
24 431 |
24 431 |
|
|
|
|
|
|
|
|
Comprehensive result |
(27 397) |
17 208 |
7 574 |
75 159 |
67 063 |
|
|
|
|
|
|
|
Notes:
1. The increase in Appropriation revenue ‑ operating in 2021‑22 primarily reflects the transfer of expenditure for TasGRN from Finance‑General, and additional funding for new initiatives.
2. The decrease in Grants from 2021‑22 reflects that the Department will receive funding for TasGRN through Appropriation revenue ‑ operating rather than by grant funding from Finance‑General.
3. The increase in Employee benefits reflects additional funding for the Superannuation Guarantee Contribution, and the COVID‑19 Coordination Centre, Country Police Station Relief Policy and Increase to Police Numbers initiatives.
4. The increase in Supplies and consumables in 2022‑23 reflects expenditure associated with the TasGRN.
5. The variation in Grants and subsidies reflects the timing of funding for 2021 election commitments.
6. The variation in Changes in physical asset revaluation reserve in 2021‑22 to 2022‑23 reflects revised estimates based on 30 June 2020 actuals.
|
|
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Administered revenue and other income |
|
|
|
|
|
|
Sales of goods and services |
262 |
273 |
279 |
286 |
294 |
|
Fees and fines |
500 |
553 |
566 |
580 |
594 |
|
Total administered revenue |
762 |
826 |
845 |
866 |
888 |
|
Total administered income |
762 |
826 |
845 |
866 |
888 |
|
|
|
|
|
|
|
|
Administered expenses |
|
|
|
|
|
|
Transfers to the Public Account |
762 |
826 |
845 |
866 |
888 |
|
Total administered expenses |
762 |
826 |
845 |
866 |
888 |
|
|
|
|
|
|
|
|
Administered net result |
.... |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Administered comprehensive result |
.... |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
|
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
|
|
|
|
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 |
157 858 |
193 864 |
201 223 |
227 030 |
230 133 |
|
|
157 858 |
193 864 |
201 223 |
227 030 |
230 133 |
|
Output Group 2 ‑ Crime |
|
|
|
|
|
|
2.1 Investigation of Crime |
50 724 |
52 079 |
53 169 |
54 418 |
55 434 |
|
2.2 Poppy Security |
1 061 |
1 088 |
1 113 |
1 145 |
1 165 |
|
2.3 Fisheries Security |
5 805 |
5 953 |
6 096 |
6 250 |
6 370 |
|
2.4 Support to Judicial Services |
11 255 |
11 535 |
11 805 |
12 106 |
12 338 |
|
|
68 845 |
70 655 |
72 183 |
73 919 |
75 307 |
|
Output Group 3 ‑ Traffic Policing |
|
|
|
|
|
|
3.1 Traffic Policing |
21 532 |
22 158 |
22 680 |
23 271 |
23 713 |
|
|
21 532 |
22 158 |
22 680 |
23 271 |
23 713 |
|
Output Group 4 ‑ Emergency Management |
|
|
|
|
|
|
4.1 State Emergency Services2 |
1 280 |
1 605 |
1 508 |
1 113 |
1 137 |
|
4.2 State Security and Rescue Operations3 |
10 572 |
9 801 |
10 101 |
10 199 |
10 378 |
|
|
11 852 |
11 406 |
11 609 |
11 312 |
11 515 |
|
|
|
|
|
|
|
|
Capital Investment Program |
32 106 |
25 281 |
20 036 |
32 821 |
20 300 |
|
|
|
|
|
|
|
|
Operating Services |
260 087 |
298 083 |
307 695 |
335 532 |
340 668 |
|
Capital Services |
32 106 |
25 281 |
20 036 |
32 821 |
20 300 |
|
|
292 193 |
323 364 |
327 731 |
368 353 |
360 968 |
|
|
|
|
|
|
|
|
Department of Police, Fire and Emergency Management |
|
|
|
|
|
|
Total Operating Services |
260 087 |
298 083 |
307 695 |
335 532 |
340 668 |
|
Total Capital Services4 |
32 106 |
25 281 |
20 036 |
32 821 |
20 300 |
|
|
292 193 |
323 364 |
327 731 |
368 353 |
360 968 |
|
|
|
|
|
|
|
|
Appropriation Rollover |
10 700 |
5 254 |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Total Revenue from Appropriation |
302 893 |
328 618 |
327 731 |
368 353 |
360 968 |
|
|
|
|
|
|
|
|
Controlled Revenue from Appropriation |
302 893 |
328 618 |
327 731 |
368 353 |
360 968 |
|
|
302 893 |
328 618 |
327 731 |
368 353 |
360 968 |
|
|
|
|
|
|
|
Notes:
1. The increase in Support to the Community in 2021‑22 reflects the transfer of expenditure for TasGRN from Finance‑General, and additional funding for new initiatives.
2. The increase in State Emergency Services in 2021‑22 reflects funding for the 2020‑21 Budget initiative: SES Community Protection Planning for Flood and Storm Hazard.
3. The decrease in State Security and Rescue Operations in 2021‑22 is due to a one‑off payment in 2020‑21 for additional Emergency Alert Stage 4 expenditure.
4. The variation in Capital Services reflects the funding for the Capital Investment Program, which varies significantly from year to year due to the cash flow requirements of specific projects.
|
|
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
|
|
|
|
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 |
81 |
83 |
85 |
87 |
89 |
|
Fines |
500 |
553 |
566 |
580 |
594 |
|
Other Sales of Services |
181 |
190 |
194 |
199 |
205 |
|
|
762 |
826 |
845 |
866 |
888 |
|
|
|
|
|
|
|
|
Total Administered Revenue |
762 |
826 |
845 |
866 |
888 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Transfer to the Public Account |
762 |
826 |
845 |
866 |
888 |
|
|
|
|
|
|
|
|
Total Administered Expenses |
762 |
826 |
845 |
866 |
888 |
|
|
|
|
|
|
|
|
|
2021 |
2022 |
2023 |
2024 |
2025 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Assets |
|
|
|
|
|
|
Financial assets |
|
|
|
|
|
|
Cash and deposits1 |
2 479 |
5 220 |
5 220 |
5 220 |
5 220 |
|
Receivables1 |
2 509 |
1 473 |
1 473 |
1 473 |
1 473 |
|
Other financial assets1 |
547 |
950 |
950 |
950 |
950 |
|
|
5 535 |
7 643 |
7 643 |
7 643 |
7 643 |
|
|
|
|
|
|
|
|
Non‑financial assets |
|
|
|
|
|
|
Inventories1 |
1 188 |
2 027 |
2 027 |
2 027 |
2 027 |
|
Property, plant and equipment1,2 |
160 216 |
128 969 |
120 353 |
153 844 |
176 025 |
|
Infrastructure1,2 |
592 |
4 749 |
16 106 |
45 066 |
76 626 |
|
Heritage and cultural assets |
434 |
434 |
434 |
434 |
434 |
|
Intangibles2 |
18 900 |
20 985 |
26 221 |
39 332 |
49 832 |
|
Other assets3 |
18 365 |
18 807 |
14 118 |
9 429 |
4 338 |
|
|
199 695 |
175 971 |
179 259 |
250 132 |
309 282 |
|
|
|
|
|
|
|
|
Total assets |
205 230 |
183 614 |
186 902 |
257 775 |
316 925 |
|
|
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
Payables1 |
3 860 |
4 215 |
4 215 |
4 215 |
4 215 |
|
Interest bearing liabilities3 |
13 119 |
17 064 |
12 691 |
8 318 |
318 |
|
Employee benefits1 |
68 186 |
77 318 |
77 405 |
77 492 |
77 579 |
|
Other liabilities1 |
3 689 |
1 802 |
1 802 |
1 802 |
1 802 |
|
Total liabilities |
88 854 |
100 399 |
96 113 |
91 827 |
83 914 |
|
|
|
|
|
|
|
|
Net assets (liabilities) |
116 376 |
83 215 |
90 789 |
165 948 |
233 011 |
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
Reserves |
58 980 |
42 267 |
31 748 |
56 179 |
80 610 |
|
Accumulated funds |
57 396 |
40 948 |
59 041 |
109 769 |
152 401 |
|
Total equity |
116 376 |
83 215 |
90 789 |
165 948 |
233 011 |
|
|
|
|
|
|
|
Notes:
1. The variation in this item in 2022 reflects a more accurate estimate based on 30 June 2020 actuals.
2. The variation in Property, plant and equipment, Infrastructure, and Intangibles reflects the timing of the Capital Investment Program.
3. The
decrease in Other assets and Interest bearing liabilities over the 2021‑22
Budget and Forward Estimates reflects the completion of existing lease
agreements. New lease agreements will be reflected in the Budget as contracts
are finalised.
|
|
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Cash flows from operating activities |
|
|
|
|
|
|
Cash inflows |
|
|
|
|
|
|
Appropriation receipts ‑ operating |
260 087 |
298 083 |
307 695 |
335 532 |
340 668 |
|
Appropriation receipts ‑ capital |
32 106 |
25 281 |
20 036 |
32 821 |
20 300 |
|
Appropriation receipts ‑ other |
10 700 |
5 254 |
.... |
.... |
.... |
|
Grants |
24 741 |
5 189 |
3 793 |
3 598 |
4 087 |
|
Sales of goods and services |
3 503 |
3 587 |
3 673 |
3 721 |
3 769 |
|
GST receipts |
13 339 |
13 339 |
13 339 |
13 339 |
13 339 |
|
Other cash receipts |
123 531 |
125 557 |
127 596 |
129 929 |
129 929 |
|
Total cash inflows |
468 007 |
476 290 |
476 132 |
518 940 |
512 092 |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Employee benefits |
(193 675) |
(203 921) |
(206 656) |
(212 952) |
(218 140) |
|
Superannuation |
(21 366) |
(23 273) |
(24 314) |
(25 869) |
(27 334) |
|
Borrowing costs |
(5) |
(5) |
(5) |
(5) |
(5) |
|
GST payments |
(13 339) |
(13 339) |
(13 339) |
(13 339) |
(13 339) |
|
Grants and subsidies |
(22 731) |
(28 714) |
(20 299) |
(19 890) |
(16 854) |
|
Supplies and consumables |
(65 852) |
(65 601) |
(74 752) |
(74 996) |
(75 327) |
|
Other cash payments |
(98 935) |
(100 579) |
(102 076) |
(104 057) |
(104 058) |
|
Total cash outflows |
(415 903) |
(435 432) |
(441 441) |
(451 108) |
(455 057) |
|
|
|
|
|
|
|
|
Net cash from (used by) operating activities |
52 104 |
40 858 |
34 691 |
67 832 |
57 035 |
|
|
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
|
|
Payments for acquisition of non‑financial assets1 |
(41 652) |
(29 535) |
(22 886) |
(55 521) |
(44 200) |
|
Net cash from (used by) investing activities |
(41 652) |
(29 535) |
(22 886) |
(55 521) |
(44 200) |
|
|
|
|
|
|
|
|
Cash flows from financing activities |
|
|
|
|
|
|
Net borrowings |
(10 452) |
(11 323) |
(11 805) |
(12 311) |
(12 835) |
|
Net cash from (used by) financing activities |
(10 452) |
(11 323) |
(11 805) |
(12 311) |
(12 835) |
|
|
|
|
|
|
|
|
Net increase (decrease) in cash and cash equivalents held |
.... |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Cash and deposits at the beginning of the reporting period |
2 479 |
5 220 |
5 220 |
5 220 |
5 220 |
|
Cash and deposits at the end of the reporting period |
2 479 |
5 220 |
5 220 |
5 220 |
5 220 |
|
|
|
|
|
|
|
Note:
1. The increase in Payments for acquisition of non‑financial assets in 2021‑22 reflects a re‑profiling of cash flows for the Capital Investment Program to reflect the timing of expected payments.
|
|
2020‑21 |
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
|
|
|
|
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 |
262 |
273 |
279 |
286 |
294 |
|
Fees and fines |
500 |
553 |
566 |
580 |
594 |
|
Total cash inflows |
762 |
826 |
845 |
866 |
888 |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Transfer to the Public Account |
(762) |
(826) |
(845) |
(866) |
(888) |
|
Total cash outflows |
(762) |
(826) |
(845) |
(866) |
(888) |
|
|
|
|
|
|
|
|
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 |
.... |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|