The primary purpose of the State Fire Commission is to minimise the social, economic and environmental impact on the Tasmanian community of fire and other emergencies. This is achieved through implementing strategies for the Tasmania Fire Service and the State Emergency Service that develop resilience to prevent and prepare for emergencies.
The State Fire Commission reports to the Minister for Police, Fire and Emergency Management, Hon Felix Ellis MP, and the supporting agency is the Department of Police, Fire and Emergency Management. The Commission delivers its services through its operational arm, the Tasmania Fire Service.
The Commission is also responsible for:
· managing incidents involving hazardous materials, including response to terrorist incidents involving chemical, biological and radiological agents;
· road crash rescue (in Hobart, Launceston, Burnie, Devonport and surrounding areas);
· providing an Urban Search and Rescue capability to manage the rescue of people from collapsed buildings and structures;
· a range of community fire safety programs that guard against structural fire and bushfire;
· fire investigations; and
· coordinating Fuel Reduction Program activities on behalf of the Government.
The State Emergency Service reports to the Chief Officer of the Tasmania Fire Service. This builds upon existing relationships between volunteer organisations across the broader emergency services spectrum and reflects the close alignment in the delivery of services. Although the Fire Service Act 1979 currently restricts the remit of the State Fire Commission to the Tasmania Fire Service, the review of the Fire Service Act proposes formalising the governance of the Tasmania Fire Service and State Emergency Service as a single entity, whilst retaining independent operational identities.
This chapter provides the State Fire Commission’s financial information for 2023‑24 and over the Forward Estimates (2024‑25 to 2026‑27). Further information on the Commission is provided at www.fire.tas.gov.au.
Table 26.1 provides a summary of the Budget and Forward Estimates allocations for key deliverables being undertaken by the Commission.
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|
2023‑24
Budget |
2024‑25 Forward Estimate |
2025‑26 Forward Estimate |
2026‑27 Forward Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
Supporting our Emergency Services Volunteers ‑ Capital Program Boost |
5 000 |
5 000 |
.... |
.... |
|
|
|
|
|
|
This initiative provides for volunteer Tasmania Fire Service and State Emergency Service capital upgrades to ensure that volunteers have access to contemporary and fit for purpose facilities. These upgrades are in line with key priorities for the State Fire Commission, as identified in the Department of Police, Fire and Emergency Management Strategic Asset Management Plan.
In addition to the key deliverable identified in the above table, the ongoing key deliverables for the State Fire Commission include:
· continuation of the Volunteer Brigade Equipment Upgrades initiative to provide standardised equipment to volunteer brigades and units in areas such as personal protective equipment and communications;
· implementation of the Firefighting Appliance Replacement Program to ensure that all fire appliances remain viable for operation in a safe and effective manner;
· implementation of the Fire Station Build Program for capital upgrades to Commission facilities, which includes a combination of refurbishment and replacement of fire stations;
· continuation of the Fuel Reduction Program and bushfire risk reduction activities across the State;
· regional emergency management planning and development to support municipal authorities with emergency management planning as well as providing education assistance;
· ongoing delivery of SES Community Protection Planning for Flood and Storm Hazard initiatives; and
· continuing to develop, sustain and grow the Remote Area Teams capacity from suitable volunteer firefighters around the State.
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|
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
2026‑27 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Revenue and other income |
|
|
|
|
|
|
Grants1 |
10 350 |
22 328 |
19 035 |
11 918 |
11 525 |
|
Taxation2 |
92 675 |
110 930 |
116 947 |
122 397 |
128 112 |
|
Sales of goods and services |
6 493 |
6 623 |
6 755 |
6 890 |
7 097 |
|
Fees and fines3 |
.... |
184 |
188 |
192 |
188 |
|
Interest |
250 |
250 |
250 |
250 |
250 |
|
Other revenue1 |
9 110 |
1 980 |
2 030 |
2 080 |
2 080 |
|
Total revenue |
118 878 |
142 295 |
145 205 |
143 727 |
149 252 |
|
Total income |
118 878 |
142 295 |
145 205 |
143 727 |
149 252 |
|
|
|
|
|
|
|
|
Expenses |
|
|
|
|
|
|
Employee benefits4 |
60 346 |
67 700 |
69 393 |
70 935 |
73 041 |
|
Depreciation and amortisation |
6 390 |
7 409 |
7 632 |
7 861 |
8 096 |
|
Supplies and consumables5 |
39 176 |
47 235 |
46 873 |
46 545 |
48 168 |
|
Borrowing costs |
35 |
35 |
35 |
.... |
.... |
|
Other expenses |
16 611 |
16 017 |
16 428 |
16 849 |
17 311 |
|
Total expenses |
122 558 |
138 396 |
140 361 |
142 190 |
146 616 |
|
|
|
|
|
|
|
|
Net result |
(3 680) |
3 899 |
4 844 |
1 537 |
2 636 |
|
|
|
|
|
|
|
|
Comprehensive result |
(3 680) |
3 899 |
4 844 |
1 537 |
2 636 |
|
|
|
|
|
|
|
Notes:
1. The variation in Grants and Other revenue reflects the funding profile for the Supporting our Emergency Services Volunteers ‑ Capital Program Boost initiative and reclassification of funding for the Fuel Reduction Program from Other revenue.
2. The increase in Taxation in 2023‑24 reflects an updated profile of the revenue from the Insurance Fire Levy over the Budget and Forward Estimates.
3. The increase in Fees and fines in 2023‑24 reflects the reclassification of revenue received from avoidable false alarm call outs from Sales of goods and services.
4. The increase in Employee benefits in 2023‑24 primary reflects updates to staffing costs based on prior year actuals and to align with the Commission’s Corporate Plan, including additional costs associated with new wage agreement outcomes.
5. The increase in Supplies and consumables in 2023‑24 primarily reflects the profile of prior year Budget initiatives, revisions made to align with the Commission’s Corporate Plan and recognition of costs for use of the Tasmanian Government Radio Network.
|
|
2023 |
2024 |
2025 |
2026 |
2027 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Assets |
|
|
|
|
|
|
Financial assets |
|
|
|
|
|
|
Cash and deposits1 |
9 567 |
22 287 |
16 813 |
13 893 |
13 394 |
|
Receivables2 |
3 554 |
1 587 |
1 587 |
1 587 |
1 587 |
|
Other financial assets2 |
2 481 |
4 222 |
4 222 |
4 222 |
4 222 |
|
|
15 602 |
28 096 |
22 622 |
19 702 |
19 203 |
|
|
|
|
|
|
|
|
Non‑financial assets |
|
|
|
|
|
|
Inventories2 |
1 905 |
3 082 |
3 082 |
3 082 |
3 082 |
|
Property, plant and equipment3 |
129 176 |
154 134 |
158 623 |
162 424 |
165 559 |
|
Infrastructure4 |
.... |
5 000 |
10 000 |
10 000 |
10 000 |
|
Other assets2 |
1 196 |
185 |
185 |
185 |
185 |
|
|
132 277 |
162 401 |
171 890 |
175 691 |
178 826 |
|
|
|
|
|
|
|
|
Total assets |
147 879 |
190 497 |
194 512 |
195 393 |
198 029 |
|
|
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
Payables2 |
8 798 |
1 531 |
1 532 |
1 532 |
1 533 |
|
Interest bearing liabilities5 |
1 830 |
1 486 |
656 |
.... |
.... |
|
Employee benefits2 |
11 981 |
18 804 |
18 804 |
18 804 |
18 803 |
|
Superannuation6 |
994 |
(3 872) |
(3 872) |
(3 872) |
(3 872) |
|
Other liabilities2 |
.... |
6 795 |
6 795 |
6 795 |
6 795 |
|
Total liabilities |
23 603 |
24 744 |
23 915 |
23 259 |
23 259 |
|
|
|
|
|
|
|
|
Net assets (liabilities) |
124 276 |
165 753 |
170 597 |
172 134 |
174 770 |
|
|
|
|
|
|
|
|
Equity |
|
|
|
|
|
|
Reserves3 |
45 698 |
72 610 |
72 610 |
72 610 |
72 610 |
|
Accumulated funds |
78 578 |
93 143 |
97 987 |
99 524 |
102 160 |
|
Total equity |
124 276 |
165 753 |
170 597 |
172 134 |
174 770 |
|
|
|
|
|
|
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Notes:
1. The increase in Cash and deposits in 2024 primarily reflects revised estimates based on 30 June 2022 actuals. The decrease over the Forward Estimates primarily reflects the Commission’s assumptions regarding the continuation of initiatives with fixed‑term funding.
2. The variation in this item in 2024 reflects revised estimates based on the 30 June 2022 actuals, including reclassification across statement categories, together with planned activity as reflected in the Commission’s Corporate Plan.
3. The variation in Property, plant and equipment and Reserves in 2024 reflects the revaluation of the Commission’s land and building portfolio.
4. The increase in Infrastructure in 2024 reflects Supporting our Emergency Services Volunteers ‑ Capital Program Boost initiative.
5. The decrease in Interest bearing liabilities reflects the repayment of a loan held by the Commission.
6. The
variation in Superannuation in 2023‑24 reflects the revaluation of assets
in the State Fire Commission Superannuation Scheme, where the assets were valued
higher than the defined benefit obligation, resulting in a negative balance.
|
|
2022‑23 |
2023‑24 |
2024‑25 |
2025‑26 |
2026‑27 |
|
|
|
|
Forward |
Forward |
Forward |
|
|
Budget |
Budget |
Estimate |
Estimate |
Estimate |
|
|
$'000 |
$'000 |
$'000 |
$'000 |
$'000 |
|
|
|
|
|
|
|
|
Cash flows from operating activities |
|
|
|
|
|
|
Cash inflows |
|
|
|
|
|
|
Grants |
10 350 |
22 328 |
19 035 |
11 918 |
11 525 |
|
Taxation |
92 675 |
110 930 |
116 947 |
122 397 |
128 112 |
|
Sales of goods and services |
6 493 |
6 623 |
6 755 |
6 890 |
7 097 |
|
Fees and fines |
180 |
184 |
188 |
192 |
188 |
|
Interest received |
250 |
250 |
250 |
250 |
250 |
|
Other cash receipts |
8 930 |
1 980 |
2 030 |
2 080 |
2 080 |
|
Total cash inflows |
118 878 |
142 295 |
145 205 |
143 727 |
149 252 |
|
|
|
|
|
|
|
|
Cash outflows |
|
|
|
|
|
|
Employee benefits |
(53 570) |
(59 786) |
(61 241) |
(62 538) |
(64 393) |
|
Superannuation |
(6 776) |
(7 914) |
(8 152) |
(8 396) |
(8 648) |
|
Borrowing costs |
(35) |
(35) |
(35) |
.... |
.... |
|
Supplies and consumables |
(38 978) |
(47 235) |
(46 873) |
(46 545) |
(48 168) |
|
Other cash payments |
(16 611) |
(16 017) |
(16 428) |
(16 849) |
(17 311) |
|
Total cash outflows |
(115 970) |
(130 987) |
(132 729) |
(134 328) |
(138 520) |
|
|
|
|
|
|
|
|
Net cash from (used by) operating activities |
2 908 |
11 308 |
12 476 |
9 399 |
10 732 |
|
|
|
|
|
|
|
|
Cash flows from investing activities |
|
|
|
|
|
|
Payments for acquisition of non‑financial assets |
(9 366) |
(16 624) |
(17 470) |
(12 012) |
(11 581) |
|
Proceeds from the disposal of non‑financial assets |
350 |
350 |
350 |
350 |
350 |
|
Net cash from (used by) investing activities |
(9 016) |
(16 274) |
(17 120) |
(11 662) |
(11 231) |
|
|
|
|
|
|
|
|
Cash flows from financing activities |
|
|
|
|
|
|
Net borrowings |
(1 000) |
(1 000) |
(830) |
(657) |
.... |
|
Net cash from (used by) financing activities |
(1 000) |
(1 000) |
(830) |
(657) |
.... |
|
|
|
|
|
|
|
|
Net increase (decrease) in cash and cash equivalents held |
(7 108) |
(5 966) |
(5 474) |
(2 920) |
(499) |
|
|
|
|
|
|
|
|
Cash and deposits at the beginning of the reporting period |
16 675 |
28 253 |
22 287 |
16 813 |
13 893 |
|
Cash and deposits at the end of the reporting period |
9 567 |
22 287 |
16 813 |
13 893 |
13 394 |
|
|
|
|
|
|
|