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 TFS reports separately to the State Fire Commission for the purposes of financial reporting. Under governance arrangements established in 2014‑15, the Director of the SES reports through the Chief Officer of the TFS. The SES initiatives are reflected within chapter 27 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 2022‑23 and over the Forward Estimates (2023‑24 to 2025‑26). Further information on the Department is provided at www.dpfem.tas.gov.au.
Table 9.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables being undertaken by the Department.
|
|
2022‑23
Budget |
2023‑24 Forward Estimate |
2024‑25 Forward Estimate |
2025‑26 Forward Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
Automated Regional Sandbag Filling machines1 |
210 |
.... |
.... |
.... |
|
Automatic Vehicle Location Upgrade Project |
.... |
4 700 |
750 |
750 |
|
COVID‑19 Coordination Centre |
3 000 |
.... |
.... |
.... |
|
Crackdown on Antisocial Driving2 |
100 |
110 |
120 |
130 |
|
Emergency Dispatching, Messaging and Alerting Project |
500 |
.... |
.... |
.... |
|
Fire and Emergency Service Volunteer Grants Program1,2 |
500 |
.... |
.... |
.... |
|
Forensic Science Technology Uplift |
2 302 |
1 175 |
130 |
60 |
|
Glock Pistol Replacement |
270 |
270 |
220 |
.... |
|
Multidisciplinary Centres |
8 000 |
7 079 |
.... |
.... |
|
New Enterprise Bargaining Agreement ‑ Police |
3 625 |
3 707 |
3 759 |
3 832 |
|
Operationalise Sorell Emergency Services Hub1 |
420 |
.... |
.... |
.... |
|
Remote Area Teams1 |
160 |
160 |
160 |
160 |
|
Rosebery Police Station |
300 |
700 |
.... |
.... |
|
|
|
|
|
|
Notes:
1. This initiative will be delivered by the State Fire Commission. Refer to chapter 27 of this Budget Paper.
2. This is additional funding for an existing project, which is included in the Capital Investment Program section of this chapter.
This initiative provides for the replacement of the Department’s Automatic Vehicle Location systems, as the current hardware will cease to function effectively from June 2024 due to a scheduled closure of Telstra’s 3G network.
This initiative provides for ongoing coordination of the whole‑of‑government response by the State Controller to the COVID‑19 pandemic.
Funding is provided for a further four years to extend an existing initiative for Unmanned Aerial Vehicles (drones) for Tasmania Police to assist in the crackdown on antisocial driving and to ensure police can capture vehicles used in late night hooning and drag nights, or mini‑bikes used in urban areas.
This initiative will scope the requirements and options for the upgrade of the alerting and messaging communication infrastructure for Tasmanian emergency services staff and volunteers.
This initiative provides funding over four years to deliver upgraded scientific instruments that can provide greater forensic sensitivity, improved efficiency, and higher levels of result accuracy. It will also increase the capacity of forensic refrigeration and freezer storage for serious crime exhibits.
This initiative provides funding over three years to enable the rolling procurement and replacement of the current Glock pistol fleet within Tasmania Police.
This initiative provides funding over two years to pilot two Multidisciplinary Centres that will offer a place of support and safety services to victim‑survivors of sexual and family violence, including counselling, specialist police investigators, and other related services from the one location. This includes $3.3 million for capital investment in the Centres.
Ongoing funding is provided for the recently negotiated Police Enterprise Bargaining Agreement.
This initiative provides funding over two years to upgrade the Rosebery Police Station and improve facilities to meet community needs.
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 9.2 provides an Output Group Expense Summary for the Department.
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
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 |
231 349 |
246 434 |
251 330 |
243 732 |
245 515 |
|
|
231 349 |
246 434 |
251 330 |
243 732 |
245 515 |
|
Output Group 2 ‑ Crime |
|
|
|
|
|
|
2.1 Investigation of Crime2 |
51 097 |
55 298 |
56 786 |
58 056 |
59 536 |
|
2.2 Poppy Security |
1 091 |
1 114 |
1 148 |
1 177 |
1 209 |
|
2.3 Fisheries Security |
6 362 |
6 502 |
6 689 |
6 841 |
7 018 |
|
2.4 Support to Judicial Services |
11 573 |
11 839 |
12 196 |
12 490 |
12 829 |
|
|
70 123 |
74 753 |
76 819 |
78 564 |
80 592 |
|
Output Group 3 ‑ Traffic Policing |
|
|
|
|
|
|
3.1 Traffic Policing |
24 492 |
25 664 |
26 361 |
26 920 |
27 571 |
|
|
24 492 |
25 664 |
26 361 |
26 920 |
27 571 |
|
Output Group 4 ‑ Emergency Management |
|
|
|
|
|
|
4.1 State Emergency Services |
105 004 |
106 071 |
107 628 |
108 211 |
106 646 |
|
4.2 State Security and Rescue Operations |
6 491 |
6 894 |
6 650 |
6 672 |
6 696 |
|
|
111 495 |
112 965 |
114 278 |
114 883 |
113 342 |
|
|
|
|
|
|
|
|
Capital Investment Program |
750 |
1 250 |
1 500 |
500 |
500 |
|
|
|
|
|
|
|
|
TOTAL |
438 209 |
461 066 |
470 288 |
464 599 |
467 520 |
|
|
|
|
|
|
|
Notes:
1. The variation in Support to the Community in 2022‑23 primarily reflects the funding profile for the 2022‑23 and prior year Budget initiatives.
2. The increase in Investigation of Crime reflects an adjustment to the Department’s lease related costs in accordance with AASB 16 Leases.
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 includes the Department’s response to the important issue of family violence and the provision of significant support for services delivered by other Departments.
|
Performance Measure1,2 |
Unit of Measure |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
Satisfaction with police services |
% |
81 |
83 |
≥ nat av |
≥ nat av |
|
Public Place Assaults3 |
Number |
800 |
857 |
≤3 yr av |
≤3 yr av |
|
Public Order Incidents |
Number |
15 241 |
17 847 |
≤3 yr av |
≤3 yr av |
|
Cost of policing per capita4 |
Dollars |
496 |
523 |
na |
na |
|
Perceptions of safety in public places ‑ during the day |
% |
89 |
92 |
≥ nat av |
≥ nat av |
|
Perceptions of safety in public places ‑ during the night |
% |
56 |
57 |
≥ nat av |
≥ nat av |
|
Perceptions of safety at home ‑ alone during the night |
% |
88 |
92 |
≥ nat av |
≥ nat av |
|
Family Violence Incidents3 |
Number |
3 668 |
3 816 |
≤3 yr av |
≤3 yr av |
|
Offences Against the Person3 |
Number |
4 621 |
4 882 |
≤3 yr av |
≤3 yr av |
|
Offences Against the Person clearance rate3,5 |
% |
89 |
87 |
≥3 yr av |
≥3 yr av |
|
Fuel Reduction burns – private land1 |
Number |
40 |
44 |
30 |
30 |
|
Fuel Reduction burns – public land1 |
Number |
100 |
165 |
90 |
90 |
|
Fuel Reduction burns – multiple tenure |
Number |
15 |
15 |
10 |
10 |
|
Area covered by fuel reduction burns1 |
|
|
|
|
|
|
Private land |
Hectares |
4 315 |
3 116 |
3 545 |
3 545 |
|
Public land |
Hectares |
22 784 |
18 572 |
20 000 |
20 000 |
|
|
|
|
|
|
|
Notes:
1. The performance measures associated with Fuel Reduction burns have been adjusted to provide more meaningful information of the number of burns conducted on private or public land.
2. The performance measure ‘Satisfaction with police in dealing with public order problems’ has been removed as the data was removed from the National Survey of Community Satisfaction with Policing and has not been available from 2020‑21.
3. Data for 2019‑20 has been adjusted to reflect final reported figures in the Department’s 2020‑21 Annual Report.
4. The 2019‑20 actuals have been updated based upon the Productivity Commission’s 2022 Report on Government Services.
5. An offence is considered cleared if an offender has been identified and proceeded against by police or cannot be proceeded against and further investigation cannot be established or if the offence is withdrawn by the victim.
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 |
2019‑20 Actual1 |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
Investigation of Crime |
|
|
|
|
|
|
Total Offences |
Number |
27 557 |
24 089 |
≤3 yr av |
≤3 yr av |
|
Total Offences clearance rate2 |
% |
48 |
51 |
≥3 yr av |
≥3 yr av |
|
Serious Crime |
Number |
592 |
700 |
≤3 yr av |
≤3 yr av |
|
Serious Crime clearance rate2 |
% |
81 |
79 |
≥3 yr av |
≥3 yr av |
|
Offences Against Property |
Number |
21 536 |
18 084 |
≤3 yr av |
≤3 yr av |
|
Offences Against Property clearance rate |
% |
38 |
40 |
≥3 yr av |
≥3 yr av |
|
Serious Drug Offenders |
Number |
283 |
282 |
≥3 yr av |
≥3 yr av |
|
|
|
|
|
|
|
|
Poppy Security |
|
|
|
|
|
|
Number of poppy crop interferences per 1 000 hectares sown |
Number |
0.82 |
1.73 |
≤3 yr av |
≤3 yr av |
|
|
|
|
|
|
|
|
Fisheries Security |
|
|
|
|
|
|
Marine Offenders |
Number |
1 334 |
1 208 |
≥3 yr av |
≥3 yr av |
|
|
|
|
|
|
|
|
Support to Judicial Services |
|
|
|
|
|
|
State charges prosecuted |
Number |
53 391 |
50 586 |
≥3 yr av |
≥3 yr av |
|
|
|
|
|
|
|
Notes:
1. Data for 2019‑20 has been adjusted to reflect final reported figures in the Department’s 2020‑21 Annual Report.
2. An offence is considered cleared if an offender has been identified and proceeded against by police or cannot be proceeded against and further investigation cannot be established or if the offence is withdrawn by the victim.
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 |
2019‑20 Actual1 |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
High Risk Traffic Offenders2 |
Number |
28 273 |
30 447 |
28 000 |
30 000 |
|
Speeding Offenders2 |
Number |
36 709 |
37 046 |
40 000 |
40 000 |
|
Random Breath Tests2 |
Number |
281 175 |
121 515 |
270 000 |
270 000 |
|
Drink and Drug Driving Offenders2 |
Number |
4 201 |
4 259 |
4 270 |
4 270 |
|
Oral Fluid Tests |
Number |
4 959 |
5 098 |
6 000 |
5 500 |
|
Fatal and Serious Injury Crashes |
Number |
253 |
297 |
≤3 yr av |
≤3 yr av |
|
|
|
|
|
|
|
Notes:
1. Data for 2019‑20 has been adjusted to reflect final reported figures in the Department’s 2020‑21 Annual Report.
2. These performance measures were materially impacted by COVID‑19 pandemic restrictions.
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 Officer of the Tasmania Fire Service.
This Output also reflects the funding arrangements and activities delivered by the Tasmania 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 are included within chapter 27 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 |
2019‑20 Actual |
2020‑21 Actual |
2021‑22 Target |
2022‑23 Target |
|
|
|
|
|
|
|
|
State Security and Rescue Operations |
|
|
|
|
|
|
Number of Search and Rescue Operations |
Number |
262 |
326 |
na |
na |
|
Number of exercises managed |
Number |
11 |
14 |
≥prev yr |
≥prev yr |
|
Total Helicopter Hours1 |
Hours |
1 135 |
1 120 |
na |
na |
|
|
|
|
|
|
|
Note:
1. This measure reflects the hours the helicopter was utilised for all search and rescue, aero‑medical retrievals, operations and other related training and exercises.
Table 9.7 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 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
Total |
|
Forward |
Forward |
Forward |
|
|
Cost |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
New Projects |
|
|
|
|
|
|
Minister for Police, Fire and Emergency Management |
|
|
|
|
|
|
Automatic Vehicle Location Upgrade Project1 |
6 200 |
.... |
4 700 |
750 |
750 |
|
Forensic Science Technology Uplift1 |
3 667 |
2 302 |
1 175 |
130 |
60 |
|
Multidisciplinary Centres1 |
3 300 |
3 300 |
.... |
.... |
.... |
|
Rosebery Police Station1 |
1 000 |
300 |
700 |
.... |
.... |
|
|
|
|
|
|
|
|
Existing Projects |
|
|
|
|
|
|
Minister for Police, Fire and Emergency Management |
|
|
|
|
|
|
Bridgewater Police Station Upgrade2 |
12 500 |
200 |
200 |
5 900 |
6 200 |
|
Crackdown on Anti‑Social Driving1 |
860 |
100 |
110 |
120 |
130 |
|
Emergency Services Operations Centre2 |
6 500 |
550 |
.... |
.... |
.... |
|
Fire and Emergency Service Volunteer Grants Program1,3 |
2 000 |
500 |
500 |
500 |
500 |
|
Large Vessel Replacement Program2 |
24 640 |
8 000 |
2 300 |
.... |
.... |
|
Launceston Police Station Refurbishment2 |
7 000 |
3 000 |
3 000 |
.... |
.... |
|
Project Unify2 |
46 113 |
5 236 |
13 111 |
10 500 |
10 500 |
|
Sorell Emergency Services Hub2 |
12 000 |
3 000 |
5 110 |
.... |
.... |
|
Special Operations Group Infrastructure ‑ South2 |
3 600 |
950 |
.... |
.... |
.... |
|
St Helens Police Station2 |
7 500 |
200 |
200 |
2 900 |
4 200 |
|
Upgrade Police Housing2 |
21 700 |
3 250 |
.... |
.... |
.... |
|
Volunteer Brigade Equipment Upgrades2,3 |
2 000 |
750 |
1 000 |
.... |
.... |
|
|
|
|
|
|
|
|
Total CIP Allocations |
|
31 638 |
32 106 |
20 800 |
22 340 |
|
|
|
|
|
|
|
Notes:
1. Information on this project is included in the Key Deliverables section of this chapter.
2. Funding profiles over the Budget and Forward Estimates have been revised to reflect a more accurate expenditure profile.
3. This project will be delivered by the State Fire Commission. Refer to chapter 27 of this Budget Paper.
This initiative is to upgrade the Bridgewater Police Station, which was originally built in 1981. The refurbishment will provide police officers and the community with modern, fit‑for‑purpose premises into the future.
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 2022‑23.
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.
This initiative provides for the construction of a new Emergency Services Hub at Sorell. This brand‑new greenfield facility will house police, emergency personnel in a modern and well‑equipped hub.
This initiative will provide a standalone facility in the south of the State for the storage of specialist equipment and complements the previous 2019‑20 Budget initiative for a full‑time Special Operations Group, which included funding for the northern‑based infrastructure.
This project provides for the construction of a new St Helens Police Station. It will provide police officers and the community with a new contemporary building that will accommodate the growing needs of the East Coast area.
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Revenue and other income |
|
|
|
|
|
|
Appropriation revenue ‑ operating1 |
298 083 |
321 474 |
349 058 |
348 335 |
349 799 |
|
Appropriation revenue ‑ capital |
25 281 |
31 088 |
32 106 |
20 800 |
22 340 |
|
Other revenue from government |
5 254 |
1 650 |
.... |
.... |
.... |
|
Grants2 |
5 189 |
4 151 |
3 989 |
4 153 |
2 554 |
|
Sales of goods and services |
3 587 |
3 673 |
3 721 |
3 769 |
3 817 |
|
Other revenue |
125 557 |
127 668 |
130 634 |
130 526 |
129 929 |
|
Total revenue |
462 951 |
489 704 |
519 508 |
507 583 |
508 439 |
|
Total income |
462 951 |
489 704 |
519 508 |
507 583 |
508 439 |
|
|
|
|
|
|
|
|
Expenses |
|
|
|
|
|
|
Employee benefits3 |
227 281 |
241 444 |
248 202 |
252 174 |
259 782 |
|
Depreciation and amortisation4 |
20 329 |
15 720 |
16 226 |
13 525 |
13 525 |
|
Supplies and consumables5 |
61 301 |
79 532 |
80 573 |
78 020 |
78 842 |
|
Grants and subsidies2 |
28 714 |
22 012 |
20 941 |
16 580 |
11 306 |
|
Borrowing costs |
5 |
5 |
5 |
5 |
5 |
|
Other expenses |
100 579 |
102 353 |
104 341 |
104 295 |
104 060 |
|
Total expenses |
438 209 |
461 066 |
470 288 |
464 599 |
467 520 |
|
|
|
|
|
|
|
|
Net result |
24 742 |
28 638 |
49 220 |
42 984 |
40 919 |
|
|
|
|
|
|
|
|
Other comprehensive income |
|
|
|
|
|
|
Changes in physical asset revaluation reserve6 |
(7 534) |
(10 519) |
24 431 |
24 431 |
24 431 |
|
Total other comprehensive income |
(7 534) |
(10 519) |
24 431 |
24 431 |
24 431 |
|
|
|
|
|
|
|
|
Comprehensive result |
17 208 |
18 119 |
73 651 |
67 415 |
65 350 |
|
|
|
|
|
|
|
Notes:
1. The increase in Appropriation revenue ‑ operating primarily reflects the profile of additional funding for 2022‑23 and prior year Budget initiatives.
2. The variation in Grants, and Grants and subsidies reflects the profile of revenue and associated expenditure in accordance with a National Partnership Agreement with the Australian Government.
3. The increase in Employee benefits reflects increased staffing for 2022‑23 Budget initiatives, including increased benefits associated with the new Police Enterprise Bargaining Agreement.
4. The variation in Depreciation and amortisation reflects an adjustment to the Department’s lease related costs in accordance with AASB 16 Leases.
5. The increase in Supplies and consumables primarily reflects the profile of additional funding for 2022‑23 and prior year Budget initiatives.
6. The variation in Changes in physical asset revaluation reserve reflects revised estimates based on 30 June 2021 actuals.
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Administered revenue and other income |
|
|
|
|
|
|
Sales of goods and services |
273 |
281 |
289 |
294 |
302 |
|
Fees and fines |
553 |
566 |
580 |
595 |
609 |
|
Total administered revenue |
826 |
847 |
869 |
889 |
911 |
|
Total administered income |
826 |
847 |
869 |
889 |
911 |
|
|
|
|
|
|
|
|
Administered expenses |
|
|
|
|
|
|
Transfers to the Public Account |
826 |
847 |
869 |
889 |
911 |
|
Total administered expenses |
826 |
847 |
869 |
889 |
911 |
|
|
|
|
|
|
|
|
Administered net result |
.... |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Administered comprehensive result |
.... |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
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 |
193 864 |
214 868 |
239 918 |
236 619 |
235 108 |
|
|
193 864 |
214 868 |
239 918 |
236 619 |
235 108 |
|
Output Group 2 ‑ Crime |
|
|
|
|
|
|
2.1 Investigation of Crime |
52 079 |
53 126 |
54 626 |
55 907 |
57 399 |
|
2.2 Poppy Security |
1 088 |
1 111 |
1 145 |
1 174 |
1 206 |
|
2.3 Fisheries Security |
5 953 |
6 093 |
6 280 |
6 432 |
6 609 |
|
2.4 Support to Judicial Services |
11 535 |
11 801 |
12 158 |
12 452 |
12 791 |
|
|
70 655 |
72 131 |
74 209 |
75 965 |
78 005 |
|
Output Group 3 ‑ Traffic Policing |
|
|
|
|
|
|
3.1 Traffic Policing |
22 158 |
22 659 |
23 360 |
23 921 |
24 575 |
|
|
22 158 |
22 659 |
23 360 |
23 921 |
24 575 |
|
Output Group 4 ‑ Emergency Management |
|
|
|
|
|
|
4.1 State Emergency Services2 |
1 605 |
1 673 |
1 283 |
1 311 |
1 345 |
|
4.2 State Security and Rescue Operations |
9 801 |
10 143 |
10 288 |
10 519 |
10 766 |
|
|
11 406 |
11 816 |
11 571 |
11 830 |
12 111 |
|
|
|
|
|
|
|
|
Capital Investment Program |
25 281 |
31 088 |
32 106 |
20 800 |
22 340 |
|
|
|
|
|
|
|
|
Operating Services |
298 083 |
321 474 |
349 058 |
348 335 |
349 799 |
|
Capital Services |
25 281 |
31 088 |
32 106 |
20 800 |
22 340 |
|
|
323 364 |
352 562 |
381 164 |
369 135 |
372 139 |
|
|
|
|
|
|
|
|
Department of Police, Fire and Emergency Management |
|
|
|
|
|
|
Total Operating Services |
298 083 |
321 474 |
349 058 |
348 335 |
349 799 |
|
Total Capital Services |
25 281 |
31 088 |
32 106 |
20 800 |
22 340 |
|
|
323 364 |
352 562 |
381 164 |
369 135 |
372 139 |
|
|
|
|
|
|
|
|
Appropriation Rollover |
5 254 |
1 650 |
.... |
.... |
.... |
|
|
|
|
|
|
|
|
Total Revenue from Appropriation |
328 618 |
354 212 |
381 164 |
369 135 |
372 139 |
|
|
|
|
|
|
|
|
Controlled Revenue from Appropriation |
328 618 |
354 212 |
381 164 |
369 135 |
372 139 |
|
|
328 618 |
354 212 |
381 164 |
369 135 |
372 139 |
|
|
|
|
|
|
|
Notes:
1. The increase in Support to the Community primarily reflects the profile of additional revenue from appropriation for 2022‑23 and prior year Budget initiatives.
2. The decrease in State Emergency Services in 2023‑24 reflects the completion of funding for Regional Emergency Management Planning and Development.
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
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 |
83 |
85 |
87 |
89 |
91 |
|
Fines |
553 |
566 |
580 |
595 |
609 |
|
Other Sales of Services |
190 |
196 |
202 |
205 |
211 |
|
|
826 |
847 |
869 |
889 |
911 |
|
|
|
|
|
|
|
|
Total Administered Revenue |
826 |
847 |
869 |
889 |
911 |
|
|
|
|
|
|
|
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Transfers to the Public Account |
826 |
847 |
869 |
889 |
911 |
|
|
|
|
|
|
|
|
Total Administered Expenses |
826 |
847 |
869 |
889 |
911 |
|
|
|
|
|
|
|
|
|
2022 |
2023 |
2024 |
2025 |
2026 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Assets |
|
|
|
|
|
|
Financial assets |
|
|
|
|
|
|
Cash and deposits1 |
5 220 |
4 311 |
6 443 |
8 223 |
8 223 |
|
Receivables1 |
1 473 |
2 640 |
3 242 |
3 744 |
3 744 |
|
Other financial assets1 |
950 |
2 785 |
3 173 |
3 497 |
3 497 |
|
|
7 643 |
9 736 |
12 858 |
15 464 |
15 464 |
|
|
|
|
|
|
|
|
Non‑financial assets |
|
|
|
|
|
|
Inventories1 |
2 027 |
2 190 |
2 231 |
2 273 |
2 273 |
|
Property, plant and equipment1,2 |
128 969 |
188 665 |
219 066 |
241 367 |
263 678 |
|
Infrastructure1,2 |
4 749 |
26 000 |
56 835 |
89 275 |
119 945 |
|
Heritage and cultural assets |
434 |
434 |
434 |
434 |
434 |
|
Intangibles1,2 |
20 985 |
23 863 |
36 974 |
47 474 |
57 974 |
|
Other assets1,3 |
18 807 |
7 085 |
7 487 |
7 487 |
7 487 |
|
|
175 971 |
248 237 |
323 027 |
388 310 |
451 791 |
|
|
|
|
|
|
|
|
Total assets |
183 614 |
257 973 |
335 885 |
403 774 |
467 255 |
|
|
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
Payables1 |
4 215 |
5 908 |
7 630 |
9 067 |
9 067 |
|
Interest bearing liabilities1,3 |
17 064 |
6 739 |
8 455 |
6 791 |
4 835 |
|
Employee benefits1 |
77 318 |
81 759 |
81 846 |
81 933 |
82 020 |
|
Other liabilities1 |
1 802 |
1 636 |
2 372 |
2 986 |
2 986 |
|
Total liabilities |
100 399 |
96 042 |
100 303 |
100 777 |
98 908 |
|
|
|
|
|
|
|
|
Net assets (liabilities) |
83 215 |
161 931 |
235 582 |
302 997 |
368 347 |
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
Reserves |
42 267 |
93 972 |
118 403 |
142 834 |
167 265 |
|
Accumulated funds |
40 948 |
67 959 |
117 179 |
160 163 |
201 082 |
|
Total equity |
83 215 |
161 931 |
235 582 |
302 997 |
368 347 |
|
|
|
|
|
|
|
Notes:
1. The variation in this item in 2023 reflects a more accurate estimate based on 30 June 2021 actuals.
2. The variation in Property, plant and equipment, Infrastructure, and Intangibles reflects the timing of infrastructure investment as part of the Department’s Capital Investment Program.
3. The decrease in Other assets and Interest bearing liabilities reflects a more accurate profile of lease arrangements within the Department.
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Cash flows from operating activities |
|
|
|
|
|
|
Cash inflows |
|
|
|
|
|
|
Appropriation receipts ‑ operating |
298 083 |
321 474 |
349 058 |
348 335 |
349 799 |
|
Appropriation receipts ‑ capital |
25 281 |
31 088 |
32 106 |
20 800 |
22 340 |
|
Appropriation receipts ‑ other |
5 254 |
1 650 |
.... |
.... |
.... |
|
Grants |
5 189 |
4 151 |
3 989 |
4 153 |
2 554 |
|
Sales of goods and services |
3 587 |
3 673 |
3 721 |
3 769 |
3 817 |
|
GST receipts |
13 339 |
13 339 |
13 339 |
13 339 |
13 339 |
|
Other cash receipts |
125 557 |
127 695 |
132 061 |
131 709 |
129 929 |
|
Total cash inflows |
476 290 |
503 070 |
534 274 |
522 105 |
521 778 |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Employee benefits |
(203 921) |
(216 613) |
(221 693) |
(224 065) |
(230 100) |
|
Superannuation |
(23 273) |
(24 744) |
(26 422) |
(28 022) |
(29 595) |
|
Borrowing costs |
(5) |
(5) |
(5) |
(5) |
(5) |
|
GST payments |
(13 339) |
(13 339) |
(13 339) |
(13 339) |
(13 339) |
|
Grants and subsidies |
(28 714) |
(22 012) |
(20 941) |
(16 580) |
(11 306) |
|
Supplies and consumables |
(65 601) |
(83 832) |
(84 873) |
(82 320) |
(83 142) |
|
Other cash payments |
(100 579) |
(102 353) |
(104 341) |
(104 295) |
(104 060) |
|
Total cash outflows |
(435 432) |
(462 898) |
(471 614) |
(468 626) |
(471 547) |
|
|
|
|
|
|
|
|
Net cash from (used by) operating activities |
40 858 |
40 172 |
62 660 |
53 479 |
50 231 |
|
|
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
|
|
Payments for acquisition of non‑financial assets1 |
(29 535) |
(34 118) |
(54 306) |
(45 200) |
(43 440) |
|
Net cash from (used by) investing activities |
(29 535) |
(34 118) |
(54 306) |
(45 200) |
(43 440) |
|
|
|
|
|
|
|
|
Cash flows from financing activities |
|
|
|
|
|
|
Net borrowings2 |
(11 323) |
(5 955) |
(6 222) |
(6 499) |
(6 791) |
|
Net cash from (used by) financing activities |
(11 323) |
(5 955) |
(6 222) |
(6 499) |
(6 791) |
|
|
|
|
|
|
|
|
Net increase (decrease) in cash and cash equivalents held |
.... |
99 |
2 132 |
1 780 |
.... |
|
|
|
|
|
|
|
|
Cash and deposits at the beginning of the reporting period |
5 220 |
4 212 |
4 311 |
6 443 |
8 223 |
|
Cash and deposits at the end of the reporting period |
5 220 |
4 311 |
6 443 |
8 223 |
8 223 |
|
|
|
|
|
|
|
Notes:
1. The variation in Payments for acquisition of non‑financial assets reflects the cash flow profile for the Capital Investment Program.
2. The decrease in Net borrowings reflects an adjustment to lease related costs in accordance with AASB 16 Leases.
|
|
2021‑22 |
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
|
|
|
|
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 |
273 |
281 |
289 |
294 |
302 |
|
Fees and fines |
553 |
566 |
580 |
595 |
609 |
|
Total cash inflows |
826 |
847 |
869 |
889 |
911 |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Transfers to the Public Account |
(826) |
(847) |
(869) |
(889) |
(911) |
|
Total cash outflows |
(826) |
(847) |
(869) |
(889) |
(911) |
|
|
|
|
|
|
|
|
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 |
.... |
.... |
.... |
.... |
.... |
|
|
|
|
|
|
|