ANNUAL REPORT DEPARTMENT OF POLICE, FIRE

Annual Report 2019–20

ANNUAL REPORT

DEPARTMENT

OF POLICE, FIRE

& EMERGENCY

MANAGEMENT

2019–2020

dpfem.tas.gov.au

Department of Police, Fire and Emergency Management

Annual Report 2019–20

Department of Police, Fire and Emergency Management Annual Report 2019–20

Excerpts from this publication may be reproduced, with appropriate acknowledgement,

as permitted under the Copyright Act 1968.

An electronic version of this report is available at www.dpfem.tas.gov.au

For further information please contact:

Department of Police, Fire and Emergency Management

47 Liverpool Street, HOBART, TAS 7000

GPO Box 308, HOBART, TAS 7001

Email: tasmania.police@police.tas.gov.au

Published October 2020

ISSN: 2207-0494 (print)

ISSN: 2207-508 (online)

Published by: Before Creative

Disclaimer: The information in this Annual Report 2019–20 is correct at the time of publication.

Annual Report 2019–20

Contents

ABBREVIATIONS AND ACRONYMS 4

Tasmania Police Business Priorities 22

Performance Measures 23

LETTER TO THE MINISTER 5

OUTPUT GROUP 2: CRIME 24

Tasmania Police Business Priorities 24

SECRETARY’S FOREWORD 6

Performance Measures 26

OUTPUT GROUP 3: TRAFFIC POLICING 27

2019–20 OUR YEAR IN REVIEW 8

Tasmania Police Business Priorities 27

Performance Measures 28

OUR DEPARTMENT 10

Our Vision, Mission, Values and Principles

Our Strategic Framework

Our Performance Measures

Our Key Deliverables

Corporate Governance

Agency Management Group

Corporate Management Group

Committees and Boards

Organisational Structure Changes

Organisational Structure of the Department of Police,

Fire and Emergency Management (at 30 June 2020)

Tasmania Police Commands

Our Geographical Police Districts

Police Support Commands

Business and Executive Services

Forensic Science Service Tasmania

Tasmania Fire Service

State Emergency Service

DPFEM COVID-19 REPORT

OUTPUT GROUP 4:

EMERGENCY MANAGEMENT 29

Tasmania Police Business Priorities 29

Performance Measures 30

2019–20 COMPLIANCE INDEX 31

OUR COMPLIANCE REPORT 33

Corporate Governance 33

Statutory and Non-statutory Boards and Committees 34

Legislation Administered and Enacted by the Department 37

Public Access and Information Disclosure 38

Our People and Policies 41

Compliance Reporting to Other Legislation 48

Royal Commission Reporting 53

Pricing Policy 53

Risk Management 53

Asset Management 54

Procurement 55

List of Tables: 2019–20 Annual Report 61

OUR PERFORMANCE MEASURES 20

Financial Statements 62

Budget Allocation 20

Auditors Report 117

Output Groups 20

Our Key Deliverables 21

OUTPUT GROUP 1: PUBLIC SAFETY 22

Annual Report 2019–20

Abbreviations and Acronyms

AA Audit Act

AAS Australian Accounting Standards

AASB Australian Accounting Standards Board

ABS Australian Bureau of Statistics

ATO Australian Tax Office

C Contracts

CALD Culturally and linguistically diverse

DNA Deoxyribonucleic acid

Department of Police, Fire and

DPFEM Emergency Management

Department of Primary Industry, Parks,

DPIPWE Water and Environment

EMA Emergency Management Act 2006

Emergency Services Computer Aided

ESCAD Dispatch

ED Employment Direction

Ex Excluding

FC Financial Controls

Financial Management Association

FMAA of Australia

FR Financial Reporting

FSST Forensic Science Service Tasmania

FTE Full Time Equivalent

GP General Practitioner

GPS Global Positioning System

GST Goods and Services Tax

International Financial Reporting

IFRS Standards

km/h Kilometres per hour

LGBTIQ+ Lesbian, gay, bisexual, transgender,

gender diverse, intersex, queer,

asexual and questioning

LED

LGA

n/a

PIDA

PSSRA

RTIA

SOG

SCC

SES

SSA

SSR

TFS

TasGR N

TMRN

Light Emitting Diode

Local Government Area

Not applicable

Procurement Framework

Procurement Processes

Public Interest Disclosure Act 2002

Public Sector Superannuation Reform

Act 2016

Right to Information Act 2009

Special Operations Group

State Control Centre

State Emergency Service

State Service Act 2000

State Service Regulations 2011

Tasmania Fire Service

Tasmania Government Radio Network

Tasmanian Mobile Radio Network

Treasurer's Instructions

Annual Report 2019–20

Letter to the Minister

Hon Mark Shelton MP

Minister for Police, Fire and Emergency Management

Parliament House

HOBART TAS 7000

Dear Minister

In accordance with the requirements of section 36(1) of the State Service Act 2000 and section 27 of the Financial

Management and Audit Act 1990, I am pleased to submit for presentation to Parliament, the 2019–20 Annual Report

for the Department of Police, Fire and Emergency Management.

Yours sincerely

D L Hine AO APM

Secretary

Annual Report 2019–20

Secretary’s Foreword

2019–20 will be remembered

for the most serious public

health emergency in our

lifetime, COVID-19.

To support our response, in

March 2020 the first State of

Emergency in living memory was

declared under the Emergency

Management Act 2006 (EMA).

This is the legal framework

for emergency powers, such

as border restrictions, which

helped limit the impact of the

virus on our community.

While the Department of

Health is the lead agency, as

State Controller under the

EMA, I exercised responsibility

for coordinating the whole of

government response to the COVID-19 pandemic.

Police officers and State Service employees from across

government have taken up positions within the State

Control Centre (SCC), working in policy, legal, planning,

public information and recovery areas. Others across the

Department continued to deliver policing and support

services while their colleagues were seconded to the SCC.

Police officers have enforced compliance with the

unprecedented restrictions on movement, and have

gone about their business professionally and with good

judgement. That has been a significant factor in Tasmania

Police maintaining high levels of public confidence and

trust during a challenging period and contributed to

maintaining a safe place to live and work.

The COVID-19 response and recovery will be part of

the ‘new normal’ for the foreseeable future. It has been

a remarkable community effort to date to bring the virus

under control and I want to thank all Tasmanians for their

individual commitment to the response.

The pandemic had a significant impact on policing

activities, resulting in reductions in crime and public

order offences in the reporting period. There was an

approximate 2% reduction in recorded crime, including

assaults, burglaries, stolen motor vehicles and arson

related offences, influenced by the period of COVID-19

restrictions. Fraud offences continued to increase,

and this will be a focus of a new Crime and Intelligence

Command to be established in July 2020.

We are on track to deliver the State Government’s

commitment of an additional 125 police officers by 2022.

A further 30 officers were added to our establishment

during 2019–20. This included four officers to establish a

full time Special Operations Group capability, an allocation

to create a Crime and Intelligence Command, and a

position in each of the three regional Drug Investigation

Services to target serious drug offenders, including those

trafficking in crystal methamphetamine (Ice). At the

completion of the program, we will have 1,358 FTE which

will be the highest number of police in the agency’s history.

DPFEM provides housing for Tasmania Police officers

stationed in remote and country towns throughout the

State. The Upgrade Police Housing project has continued

to renovate properties, delivering quality accommodation

for police officers and their families. Renovations were

completed on a number of police properties in the

North-West and North-East, including two houses on

Flinders Island.

In June 2020, the Department received an additional

$8.7 million to upgrade 29 police houses in regional areas,

and $7 million to upgrade infrastructure at the Launceston

Police Station, which last received a makeover in 2006.

The health and welfare of our people was a continued

focus during the year. An online hub, MyPulse, was launched

to provide resources including mental health screening

and face to face health clinics for emergency service

responders and State Service employees. We have also

committed to increasing the number of Wellbeing Support

and Critical Incident Stress Management peers available

to provide support to those who need it. In August 2019,

a new business unit, Wellbeing Support, was established

and located in non-emergency service buildings to increase

confidentiality of the services provided.

In October 2019, Project Unify successfully delivered

Phase One of a significant program of reform establishing

a secure, reliable, contemporary and integrated policing

operational information system known as ‘Atlas’. Project

Unify also delivered a new integrated search facility known

as ‘Compass’.

Atlas now holds core data sets and the intelligence

management functions with some 78 million records

being migrated into the new system.

Planning continues for future phases to transition aging

applications into the Atlas system ensuring the best

possible access, security and support for operational police

and the Tasmanian community.

Annual Report 2019–20

Tasmania Police collaborated with the Department

of Justice on a nation-leading trial, using electronic

technology, to monitor the movement of high-risk family

violence perpetrators to improve safety for victims and

their children.

The two-year trial used electronic tracking devices for

perpetrators to ensure they do not approach their victims.

Selected victims of family violence were offered the

option to have a portable device with duress capability

to alert police to a potential breach of a family violence

order. The preliminary results from the trial show a

significant reduction in high risk incidents, assaults and

threats of family violence. The Tasmanian Institute of Law

Enforcement Studies will undertake an evaluation of the

trial for consideration of the Government.

We celebrated the 50th anniversary of our Tasmania

Police Pipe Band during the year. The Pipe Band would be

familiar to many Tasmanians from their performances at

community and ceremonial events including the Hobart

Christmas Pageant, Government House events and

Tasmania Police graduations.

The Pipe Band is comprised of committed volunteers who

represent Tasmania Police with pride. A highlight of the

celebrations was the Pipe Band’s invitation to play at the

Royal Edinburgh Military Tattoo, which is testament

to their talent and professionalism.

My thanks to everyone in the Department for your

hard work in challenging circumstances. I am proud of

the policing and emergency management service we

provide to the Tasmanian community.

D L Hine AO APM

Secretary

Annual Report 2019–20

2019–20

Our Year in Review

Key Business Priorities

The key business priorities for Tasmania Police and Business and Executive Services are established within

the strategic framework of Future Focus 2017–20.

The following information provides a summary of the key business priorities for 2019–20 that are of strategic

or whole-of-department significance.

HEALTH AND WELLBEING DIGITAL INFORMATION TASMANIAN RISK

Launched MyPulse, a central online

STRATEGY MANAGEMENT FUND

hub for wellbeing, targeted

Commenced planning for a new Completed the transition of

at career frontline responders

Departmental Digital Information Workers Compensation insurance

across the Department and

strategy. This strategy is future to the Tasmanian Risk Management

Ambulance Tasmania. MyPulse

investment in technology and Fund for both employees and

provides physical and mental health

communications, including volunteers following the State Fire

screens, e-learning modules and

information security. It is anticipated Commission endorsement

face-to-face wellbeing training.

that the strategy will be released in 2018 –19.

in the first half of 2020–21.

Provided a mix of proactive and

MEMORANDUM OF

preventative health and wellbeing

DIVERSITY AND

UNDERSTANDING

programs, such as the Ready for

INCLUSION

BETWEEN TASMANIA

Response 12-week fitness and

POLICE, STATE FIRE

Tasmania Police launched a number

nutrition program, so that our

COMMISSION AND

of recruitment strategies targeted

emergency personnel can perform

DPFEM BUSINESS AND

at attracting applicants from diverse

at their optimal best.

EXECUTIVE SERVICES

backgrounds, including CALD,

The Memorandum of Understanding

Aboriginal and Torres Strait Islander

NEW NORFOLK STATION,

for corporate services is currently

population and members of the

LONGFORD STATION

being developed through a Working

LGBTIQ+ community.

AND SORELL EMERGENCY

Group. The Working Group is

SERVICES HUB

Tasmania Police collaborated with

determining the level of service

Progressed work on developing

various organisations to identify

required and how best to meet the

contemporary police stations for

suitable police recruit applicants

needs of the individual service arms.

the Longford and New Norfolk

from CALD backgrounds, including

communities, as well as the new

providing support and advice to

PROJECT UNIFY

Emergency Services Hub in Sorell.

those applicants unable to meet

Delivered Atlas; a new secure,

These investments will provide

entry requirements. It is intended

reliable, contemporary and integrated

fit-for-purpose, modern and well-

that these strategies will increase the

operational policing information

equipped accommodation from

diversity of police recruit applicants

system. Atlas went live on

which to respond to the needs

and subsequent representation on

16 October 2019, along with a new,

of the community.

recruit courses, to better reflect

enhanced search facility known as

our community.

Compass. Atlas provides new services

ONLINE LEARNING SYSTEM

for managing warrants, searches,

The Department also procured

Released a new online learning

intelligence submissions and child

an unconscious bias training program

system that provides a modern,

safety referrals. It holds core data

targeted at Departmental leaders,

user-friendly learning environment

sets and the intelligence management

managers and supervisors that

for staff and volunteers. During

function with some 78 million

aims to improve decision-making

COVID-19, this system allowed for

records being migrated into the

and professional relationships

ongoing learning from an online

new system.

and creating a more open and

platform which staff and volunteers

inclusive organisation.

could access from home.

Annual Report 2019–20

POLICE RECRUITMENT

Continued to progress police

recruitment towards meeting

the Tasmanian Government’s

commitment to increase police

numbers by 125 by mid-2022.

40 recruits and 11 Accelerated

Training Program members

graduated during 2019–20.

A further three recruit courses and

two Accelerated Training Program

courses are scheduled for 2020–21.

At the completion of the recruitment

campaign, Tasmania Police will have

1,358 FTE, the highest number of

police officers in the agency’s history.

PROJECT AUTHENTICATE

(BODY WORN CAMERAS)

Deployed 751 body worn camera

devices to all general uniform

policing units.

Body worn cameras are an additional

tool for police officers and contribute

to a safer working environment for

frontline members.

The delivery of the body

worn camera devices has

also complemented existing

accountability measures and

streamlined processes regarding

complaints against police officers.

CAPABILITY REVIEW

PROJECT

Completed the Capability Review

Project in December 2019, producing

the Next Generation Policing report

which identifies a range of capabilities

and recommendations to consider

in relation to future requirements

and needs.

POLICE OFFICER

ALLOCATION MODEL

Finalised the Police Officer Allocation

Model in December 2019, providing

a rational model to inform the

allocation of police officers to

positions or locations. The model

takes account of various factors,

including offence rates, calls for

service, family violence, disadvantage

index, population, demographics,

socio-economic and geographical

considerations, while also recognising

professional judgement. The model

is being used to support the current

and future increases in police

numbers.

AT-RISK YOUTH STRATEGY

Implemented the Policing

At-Risk Youth Strategy 2019–2022

in September 2019. Key components

of the strategy are ensuring

interventions occur at the earliest

opportunity and coordinating efforts

amongst agencies to promote a more

holistic approach. The strategy will

allow Tasmania Police to focus its

resources on those most at risk, at

FATIGUE MANAGEMENT

POLICY

Tasmania Police is working with

a specialist external consultant to

develop the draft policy. This work

will continue to be progressed

during 2020–21.

RAPID RESPONSE

CAPABILITY

Four full time Special Operations

Group positions have been filled

and work commenced towards

developing a full time Special

Operations Group model,

including an enhanced rapid

response capability.

the earliest possible opportunity.

Annual Report 2019–20

Our Department

The Department of Police, Fire and Emergency

Management is an all-hazards emergency management

agency responsible for providing quality policing, fire and

emergency management services to

the Tasmanian community.

The Department consists of Tasmania Police, Tasmania

Fire Service, State Emergency Service, and Forensic

Science Service Tasmania, with corporate support

provided by Business and Executive Services.

Although the Tasmania Fire Service and State Emergency

Service are significant areas of the Department, they

are not extensively addressed in this report. More

information is available in the 2019–20 State Fire

Commission Annual Report.

Our Vision, Mission,

Values and Principles

The Department has a common vision, mission and values

for all its operational areas, and this is supported by a set

of principles. These guide the delivery of our services and

the behaviours of our people.

OUR VISION

A safe, secure and resilient Tasmania.

OUR MISSION

To provide effective policing, fire and emergency

management services.

OUR VALUES

INTEGRITY

We believe in honest, professional, transparent and

ethical behaviour in all aspects of our business.

EQUITY

We believe in fair, consistent and inclusive behaviour

when interacting with our people and our community.

ACCOUNTABILITY

We believe in being answerable for our decisions and

actions, behaving professionally and being responsible

for our outcomes.

OUR PRINCIPLES

COMMUNITY FOCUS

We will engage and work with the community to

provide effective services for the community.

COLLABORATION

We will work together and with others to achieve

positive outcomes.

VALUES-LED

Our service and behaviours will reflect our values.

PROFESSIONAL

We will be respectful, honest, confident and

competent.

ACCOUNTABLE

We will be responsible and transparent.

Our Strategic Framework

The Department’s overarching strategic framework

is established by Future Focus 2017-2020. Future Focus

identifies four areas of strategic focus for the Department

as a whole, and for its operational services.

These focus areas are:

COMMUNITY SERVICE

Delivering what the community needs to be safe,

engaged and reassured.

LEADERSHIP

Having the skills and resources to be informed,

accountable and innovative in what we do.

PEOPLE

Looking after our workforce and planning for the future.

COMMUNICATION

Ensuring that our messages are heard by the community

and that their voices are heard by us.

Annual Report 2019–20

These focus areas have been incorporated into our

business priorities for the 2019–20 reporting period.

Our 2019–20 Year in Review summary provides highlights

of our key priority areas that are of strategic or whole-of-

department significance.

Our Performance Measures

OUTPUT GROUPS

The Department (excluding the Tasmania Fire Service)

has four Output Groups with a specific aim and set of

priorities. These Output Groups are:

• Public Safety

• Crime

• Traffic Policing

• Emergency Management

Further information on the Output Groups are in the

Our Performance Measures Chapter.

Our Key Deliverables

The 2019–20 Government Services Budget Paper No. 2,

Volume 1 includes a budget allocation for a range of key

deliverables for the Department.

An update of our progress against these key deliverables

is outlined in the Our Performance Measures Chapter.

Corporate Governance

The Secretary, Mr Darren Hine, is responsible for

managing the Department and also holds the positions

of Commissioner of Police and State Emergency

Management Controller.

The high-level governance and decision-making forums

for the Department are outlined below.

Agency Management Group

The Agency Management Group provides a forum for

whole-of-agency decision-making and coordination. The

Group consists of the Secretary, Deputy Commissioner of

Police, Chief Fire Officer and Deputy Secretary of Business

and Executive Services.

Corporate Management Group

The Corporate Management Group brings together

strategic decision-makers from Tasmania Police, including

Business and Executive Services.

Committees and Boards

The Department has a range of committees and boards

to provide assurance that we effectively manage our

resources and risk, and to deliver our key priorities.

Further information and membership of all the above

groups is listed under the Boards and Committees section

in the Compliance section of this Annual Report.

Organisational Structure Changes

During 2019–20, the Department underwent the following

structural changes:

WELLBEING SUPPORT

On 4 August 2019, the Wellbeing Support business unit

was established in Business and Executive Services. The

Director, Wellbeing Support reports to the Deputy

Secretary, Business and Executive Services.

Wellbeing Support has offices in Hobart, Ulverstone and

Launceston which are now geographically separated from

agency hubs to ensure that confidentiality is enhanced.

NORTHERN DISTRICT (TASMANIA POLICE)

On 1 July 2019, the new St Helens Division was created in

the Northern District. Details of the reallocation of police

stations can be found in the Our Organisational Structure,

Northern District section.

SOUTHERN DISTRICT (TASMANIA POLICE)

The Southern District was restructured and two new

divisions, Clarence Division and East Coast Division, were

established. Details of the reallocation of police stations

can be found in the Our Organisational Structure, Southern

District section.

Annual Report 2019–20

Department of Police, Fire and Emergency Management Organisational Structure (as at 30 June 2020)

Annual Report 2019–20

Tasmania Police Commands

Tasmania Police consists of seven commands; three

geographical police districts and four support commands:

• Southern, Northern and

Western Districts

• Education and Training

• Operations Support

• Professional Standards, and

• Special Response and

Counter-Terrorism.

TASMANIA POLICE DISTRICTS MAP

WESTERN DISTRICT

NORTHERN DISTRICT

SOUTHERN DISTRICT

Our Geographical Police Districts

SOUTHERN DISTRICT

Headquarters 43 Liverpool Street

Address HOBART TAS 7000

Size

25,518 square kilometres

Population as at 275,434

30 June 2019

Police positions 1.79

per 1,000

population

DIVISION STATIONS

Bridgewater Bothwell, Bridgewater, Bushy Park,

Hamilton, Kempton, Liawenee,

Maydena, New Norfolk, Oatlands

Clarence Bellerive, Clarence Plains

East Coast Bicheno, Dunalley, Nubeena,

Orford, Richmond, Sorell,

Swansea, Triabunna

Glenorchy Glenorchy

Hobart Hobart

Kingston Alonnah, Cygnet, Dover, Geeveston,

Huonville, Kingston, Woodbridge

SUPPORT SERVICES

Criminal

Hobart, Glenorchy, Bellerive,

Investigation

Bridgewater, Kingston, Family

Services

Violence Unit

District Support Road and Public Order Services,

Services Community Support Services

Drug

Crime Management Unit, Dog

Investigation

Handling Unit

Services

Prosecution Coronial Services

Services

Annual Report 2019–20

NORTHERN DISTRICT WESTERN DISTRICT

Headquarters

Address

137–149 Cimitiere Street,

LAUNCESTON TAS 7250

Size

19,975 square kilometres

Population as at 146,258

30 June 2019

Police positions 1.77

per 1,000

population

DIVISION STATIONS

Deloraine Campbell Town, Deloraine,

Evandale, Longford,

Perth, Westbury

North-East Beaconsfield, Bridport,

Derby, Exeter, George Town,

Gladstone, Lady Barron,

Ringarooma, Scottsdale

Launceston Launceston, Newnham,

Ravenswood

St Helens Fingal, St Marys, St Helens,

Whitemark

SUPPORT SERVICES

Northern

Crime Management Unit, Criminal

Criminal

Investigation Branch, Dog Handler

Investigation

Unit, Drug Investigation Services,

Services

Family Violence Unit,

Forensic Services

District Support Community Support Services,

Services Coronial Services, Early Intervention

and Youth Action Unit,

Prosecution Services, Road

and Public Order Services

Headquarters

Address

88–90 Wilson Street,

BURNIE TAS 7320

Size

22,526 square kilometres

Population as at 112 ,765

30 June 2019

Police positions 2.12

per 1,000

population

DIVISION STATIONS

Burnie Burnie, Smithton, Wynyard

Devonport Devonport, Latrobe, Port Sorell,

Railton, Sheffield

Central West Currie, Penguin, Queenstown,

Rosebery, Strahan, Ulverstone,

Waratah, Zeehan

SUPPORT SERVICES

Western

Crime Investigation Branch

Criminal

Devonport and Burnie, Crime

Investigation

Management Unit, Family Violence

Services

Unit, Dog Handler Unit,

Drug Investigation Services,

Forensic Services

District Support Road and Public Order Services,

Services Prosecution Services, Community

Support Services

1. Area of Tasmania Police Districts is the sum of the land area of Local Government Areas (LGA) contained in the District. Source of area

data: Australian Bureau of Statistics (ABS), 3218.0 Regional Population Growth, Australia; Table 6. Provisional Estimated Resident Population

for 30 June 2019, LGA, Tasmania. Released 25 March 2020. Note: The sum of the land area for Western District does not include the South

West Heritage area, as it does not have a specified LGA.

2. Source: ABS, 3218.0 Regional Population Growth, Australia; Table 6. Provisional Estimated Resident Population for 30 June 2019, LGA,

Tasmania. Released 25 March 2020.

3. Rate is District police FTE positions provided by DPFEM People and Culture per 1,000 persons (District population/1,000). These figures are

not directly comparable with those in previous annual reports.

Annual Report 2019–20

Police Support Commands

EDUCATION AND TRAINING

Tasmania Police Academy,

151 South Arm Highway, ROKEBY TAS 7019

Provides education and training support across the

Department, including developing and conducting

promotional courses, police recruitment and training.

Education and Training includes:

• Recruit Training Services

• Learning and Development Services

• Library

• Business Operations.

OPERATIONS SUPPORT

30-32 Bathurst Street,

HOBART TAS 7000

Provides specialist functions and state-wide support

to other Tasmania Police commands, through the

following divisions:

• Firearms Services

• Forensic Services

• Investigative and Intelligence Support Services

• Marine and Rescue Services

(including helicopter operations)

• Radio Dispatch Services

• Safe Families Coordination Unit

• Serious Organised Crime Division

• State Community Policing.

PROFESSIONAL STANDARDS

37–43 Liverpool Street,

HOBART TAS 7000

Professional Standards has state-wide responsibility to

protect and promote integrity and ensure policing in

Tasmania is a trusted profession. The Command reports

directly to the Deputy Commissioner of Police and is

comprised of two divisions:

• Internal Investigations

• Management Review.

The major function of Internal Investigations is to

receive, administer and investigate complaints made

against members of Tasmania Police, including allegations

of serious criminal offences, corruption, and high-risk

behaviours involving police.

Management Review is responsible for audit, review and

evaluation, to develop and contribute to policies and

training that set the standards for performance, conduct

and integrity of police.

SPECIAL RESPONSE AND

COUNTER-TERRORISM

47 Liverpool Street,

HOBART TAS 7000

Provides a focal point for whole-of-government security

activities and projects involving counter-terrorism. It

liaises with the private sector, the Australian Government

and other jurisdictions in relation to counter-terrorism

arrangements and contributes to the development of

national counter-terrorism policies.

The Special Response and Counter-Terrorism Command

is a member of the Tasmanian Security and Emergency

Management Group, and works closely with the

Emergency Management Unit, the State Emergency

Service and the Office of Security and Emergency

Management, Department of Premier and Cabinet.

Special Response and Counter-Terrorism also manages a

range of specialist capabilities, maintained as part of the

response to a terrorism incident, through the following

units:

• Policy Development

• Emergency and Risk Management

• Special Operations Group

• Protective Security.

Business and Executive Services

47 Liverpool Street,

HOBART TAS 7000

Business and Executive Services provides support to the

Department through the following business units:

BUSINESS SERVICES

Provides core corporate services across the Department

and consists of the following units:

• Audit and Risk

• Engineering and Fleet Management Services

• Finance and Payroll Services

• Information Services

• Property and Procurement Services.

TECHNOLOGY AND INNOVATION

Provides core information technology communication

systems and services across the Department. It also

supports the operations of the Triple Zero and Emergency

Services Computer Aided Dispatch (ESCAD) systems

for Tasmanian Police, Ambulance Tasmania, Tasmania Fire

Service and State Emergency Service. It consists of the

following units:

• Communications Systems and Technology

• Emergency Services Business Support Unit

• Information Security

• Information Technology Services.

Annual Report 2019–20

PEOPLE AND CULTURE

Provides high-level advice and services across the

Department in the following areas:

• Employment Conditions and Strategy

• Organisational Development

• Injury Management and Advisory Service

• Work Health and Safety.

STRATEGY AND SUPPORT

Provides high-level support and advice across the

Department, and consists of the following units:

• Legislation Development and Review Services

(including Right to Information Services)

• Media and Communications

• Policy Development and Research Services

• Reporting Services.

STRATEGIC PROJECTS

Manages and develops projects of strategic significance to

the Department and comprises the following:

• Business Improvement Unit

• Tasmanian Government Radio Network Project

• Project Unify.

WELLBEING SUPPORT

Provides preventative health and wellbeing programs

through the following services:

• Critical Incident Stress Management

• Clinical Psychological Services

• Wellbeing Support

• Health and Wellbeing program.

Forensic Science Service Tasmania

St Johns Avenue,

NEW TOWN TAS 7008

Forensic Science Service Tasmania (FSST) is a nationally

accredited service, providing a comprehensive range of

forensic biology and forensic chemistry services including:

• examination of major crime scenes

• screening of evidence items

• identification of biological material

• DNA profiling and maintenance of the Tasmanian

DNA database

• toxicology analysis

• identification and confirmation of illicit drugs

• botanical cannabis identification

• investigation of clandestine drug laboratories

• analysis of glass, paint and fibres

• detection and identification of explosives and trace

ignitable fluids

• general identification of unknown chemicals

and powders

• calibration and certification of evidential breathalysers.

Annual Report 2019–20

Tasmania Fire Service

Head Office,

Corner of Argyle and Melville Streets,

HOBART TAS 7000

The Tasmania Fire Service is the operational area of the

State Fire Commission and includes over 230 fire brigades

across Tasmania. These fire brigades are comprised

of 335 career firefighters and approximately 5,139

volunteer firefighters.

The Tasmania Fire Service undertakes:

• emergency responses

• emergency call handling and dispatch

• fire investigation

• training

• community fire education

• building safety

• fire equipment sales and service

• fire alarm monitoring

• implementation of mitigation and prevention

programs for both structure fires and bushfires

• risk modelling and predictive services.

State Emergency Service

State Headquarters and Head Office,

Corner of Argyle and Melville Streets,

HOBART TAS 7000

The State Emergency Service (SES) prepares for and

responds to many types of emergencies such as severe

storms and floods, road crash rescue, search and rescue,

and a range of other general rescue activities.

SES also supports other emergency service organisations

in planning, public information, warnings and media. Each

of Tasmania’s SES units provides a 24/7 response service

to their local communities through the help of committed

employees and a 600 strong volunteer workforce.

In addition to operational and training activities, the SES

is responsible for emergency management planning,

emergency risk management and supporting recovery. SES

provides education to Tasmanian emergency management

stakeholders by:

• helping them prepare for future emergencies

• helping them to understand their role, and

• increasing awareness of the role of SES and others.

SES provides advice to the State and Local Governments,

and to the State Emergency Management Committee and

Regional Emergency Management Committees.

Further information about the operations of the Tasmania

Fire Service and the SES are reported 2019–20 State Fire

Commission Annual Report.

Annual Report 2019–20

DPFEM COVID-19 Report

STATE CONTROLLER

The Commissioner of Police, Darren Hine, is also the

State Controller, whereby he can become responsible

for co-ordinating the whole-of-government response to

an emergency. In March 2020 he recommended that the

Premier declare a State of Emergency due to the threat

posed to the Tasmanian community by COVID-19.

In a State of Emergency, the State Controller is granted

additional powers to enable the coordination of the

emergency response. These powers include the ability

to limit and control the movement of people, take over

premises and direct government employees to perform

certain work.

Most significantly, based on Public Health advice, the

State Controller has issued legal Directions requiring the

quarantine of arrivals into the State under the Emergency

Management Act 2006. This has also included the legal

responsibility for approving any exemptions from

quarantine requirements.

STATE CONTROL CENTRE

DPFEM has played a crucial role in Tasmania’s emergency

response to the COVID-19 worldwide pandemic, including

operating the State Control Centre (SCC).

The SCC was established on 19 March 2020 when the

Premier declared a State of Emergency.

While the Department of Health was the Response

Management Authority for leading the operational

response, the role of the SCC was to co-ordinate whole-

of-government activities, recovery and consequential

management for the emergency. Although each

Government agency remained in control of its own

functional area, the SCC ensured the co-ordination of all

relevant stakeholder input and activities.

At its peak, around 50 staff from across government were

working in the SCC in functional areas including:

• State Controller

• Public Information Unit

• Policy

• State Operational Liaison Advisor - Public Health

• Operational liaison officers in all agencies as the State

Emergency Management Team

• Legal

• Administration and Planning

• Recovery

The main emergency response elements that have

been managed by government agencies include:

• Border control

• Hotel quarantine

• Exemptions from quarantine

• COVID safe workplaces

Annual Report 2019–20

COMPLIANCE CHECKS

Tasmania Police and volunteers from SES and TFS

performed compliance checking of those in home

quarantine. The checks involved phone calls and location

checks, ensuring people were staying home during their

quarantine period.

The numbers of people in home quarantine around the

State varied from several hundred to a peak of more than

5,000 during the North-West outbreak.

During the period of the ‘stay at home’ requirements,

police also conducted checks to establish that people

were outside of their home only for essential reasons.

The Australian Defence Force also supported compliance

checks on the North-West.

During the North-West outbreak police conducted traffic

check points to ensure compliance with the additional ‘stay

at home’ requirements in place for the region.

Between 25 March 2020 and 30 June 2020, the teams

conducted more than 17,000 compliance checks.

RIVALS INTO TASMANIA

Tasmania Police met every flight and ferry that arrived into

Tasmania and remained in attendance while passengers

were processed by DPIPWE’s border officers. Police

officers escorted each bus going to Government hotel

quarantine to assist government liaison officers who remain

on site at hotels.

Photo credit: Mark Forteath, DPFEM

Annual Report 2019–20

Our Performance Measures

Budget Allocation

The Department’s budget allocation, key deliverables and performance

information is outlined in the 2019–20 Government Services Budget Paper

No. 2, Volume 1.

In 2019–20, an expenditure budget of $261.795 million was allocated to the

Department. This does not include the Tasmania Fire Service (TFS) and State

Emergency Service, which report separately to the State Fire Commission for

the purposes of financial reporting.

A comprehensive financial statement for 2019–20 is included at the end of this

Annual Report.

Output Groups

The Department (excluding TFS) has four Output

Groups, each with a specific aim and set of priorities,

as outlined below:

OUTPUT GROUP AIM KEY FOCUS AREAS

1. Public Safety For the community to feel safe and be safe 1.1 Support to the Community

2. Crime To reduce crime 2.1 Investigation of Crime

2.2 Poppy Security

2.3 Fisheries Security

2.4 Support to Judicial Services

3. Traffic Policing To improve driver behaviour through traffic

law enforcement

3.1 Traffic Policing

4. Emergency To contribute towards community

4.1 State Emergency Management Services

Management resilience through effective security

4.2 State Security and Rescue Operations

and emergency management

Each Output Group has a set of Performance Measures that are used to

assess the efficiency and effectiveness of the Department.

Our progress against these Performance Measures are contained in

the Summary of Performance Information at the end of each of the

Output Group Chapters.

In addition, the Tasmania Police Business Priorities are developed to provide an

enhanced focus on priority areas. Our performance in relation to the 2019–20

priority areas is provided at the beginning of each Output Group chapter.

Annual Report 2019–20

Our Key Deliverables

The Budget Paper provides a summary of the Budget

and Forward Estimate allocations for a range of key

deliverables within the Department.

An update of our progress against these key deliverables

are outlined below:

POLICE EQUIPMENT – SPECIAL

OPERATIONS GROUP

The State Government provided the Special Operations

Group (SOG) $100,000 per annum for the purchase of

new equipment. This funding supports the Government’s

commitment to establish a full time core SOG.

Although disrupted due to importation issues surrounding

COVID-19, some key SOG equipment has been updated

and replaced.

POLICE INFRASTRUCTURE – SPECIAL

OPERATIONS GROUP FACILITY

As part of the State Government’s commitment to a full

time core SOG and an enhanced rapid response capability,

a one-off capital allocation of $1 million was provided in

2019–20 to enable the construction of a secure, fit-for-

purpose SOG facility.

A concept design for the facility and

a suitable site have been selected, and work on the facility

is expected to be completed in the 2020–21

financial year.

Four full time SOG positions have been filled and work has

commenced towards developing a business case for a full

time SOG model.

ADDITIONAL POLICE OFFICERS

The State Government provided additional funding

to further support its 2018 election commitment to

increase police numbers to 1,358 FTE by mid-2022. Two

recruit courses graduated in the 2019–20 period, with

40 constables and a further 11 constables completing the

Accelerated Training Program.

There were 1,276 FTE police officers as at 30 June 2020,

with an additional 44 trainees completing recruit training.

A further three recruit courses and two Accelerated

Training Program course are scheduled for 2020–21.

This recruitment has seen a mix of both new recruits and

Accelerated Training Program members that include police

officers joining from other Australian and New Zealand

police services. This allows for a mix of experienced and

new members to join Tasmania Police at a time of high

recruitment.

UPGRADE POLICE HOUSING

In 2019–20 the Department continued to deliver the

Upgrade Police Housing – State-wide Capital Investment

Program. This program began in 2015–16 and was further

extended in 2019–20 with $6 million allocated through to

2022-23.

This initiative improves the quality of police residences

in remote country or community areas through a mix of

construction, renovation, purchase and lease of residences

in order to meet the program outputs. The scope of the

program includes ensuring residences are safe, dry, warm

and contemporary.

In 2019–20, the Upgrade Police Housing project spent

a total of $2.75 million on providing renovations to

police residences across the State, including Lady Barron,

Whitemark, Bicheno, Bridport, Scottsdale and Bushy Park.

The Department also purchased residences at Smithton

and Swansea during the reporting period.

Annual Report 2019–20

Output Group 1: Public Safety

The aim of this Output Group is for the community to feel safe and be safe.

Public Safety 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.

Tasmania Police Business Priorities

The Tasmania Police Business Priorities have highlighted high visibility policing

and policing public places as priority action areas in 2019–20.

The performance outcomes for the key focus areas are reported in

Table 1 below with more detailed information provided in Table 2

Performance Measures.

TABLE 1: PUBLIC SAFETY KEY FOCUS AREAS AND PERFORMANCE OUTCOMES

PRIORITY AREA KEY FOCUS AREA PERFORMANCE OUTCOMES

High-visibility

Satisfaction with policing Performance Measure 1

policing

services

Satisfaction with police in

Performance Measure 2

dealing with public order

issues

Response times Tasmania Police revised the methodology used to calculate

response times during 2019–20. The new median-based

methodology brings police in line with other Tasmanian

emergency service agencies and follows the findings of a

KPMG review.

In 2019–20, Tasmania Police recorded a median response time

of 15 minutes for high priority operational dispatch incidents,

which was similar to 14 minutes the previous year. Tasmania

Police also recorded a median response time of 20 minutes

for low priority incidents, compared to 19 minutes the

previous year.

Policing public

Public place assaults Performance Measure 3

places

Public order incidents Performance Measure 4

Satisfaction with safety in Performance Measures 6 and 7

public places

Safety in crowded place Performance Measures 6 and 7

Annual Report 2019–20

Performance Measures

TABLE 2: SUMMARY OF PERFORMANCE INFORMATION – OUTPUT GROUP 1: PUBLIC SAFETY

GOVERNMENT SERVICES

BUDGET PAPER

PERFORMANCE MEASURE

UNIT OF

MEASURE

2016–17

ACTUAL

2017–18

ACTUAL

2018–19

ACTUAL

2019–20

TARGET

2019–20

ACTUAL

1. Satisfaction with police

services

% 79 88 85 ≥ nat av

(78)

2. Satisfaction with police in

dealing with public order

problems

% 72 77 79 ≥ nat av

(71)

3. Public Place Assaults

Number 807 818 889 ≤ 3 yr av

(838)

794

4. Public order incidents

5,6

Number 16,182 17,284 14,841 ≤ 3 yr av

(16,102)

15,241

5. Cost of policing per capita

Dollars 456 493 473 n/a

n/a

6. Perceptions of safety in public

places – during the day

% 94 94 93 ≥ nat av

(90)

7. Perceptions of safety in public

places – during the night

% 57 60 60 ≥ nat av

(53)

8. Perceptions of safety at home –

alone during the night

91 91 90

≥ nat av

(88)

9. Family Violence Incidents

5,6

Number 3,165 3,476 3,642 ≤ 3 yr av

(3,428)

3,576

10. Offences Against the Person

Number 4,310 4,633 4,687 ≤ 3 yr av

(4,543)

4,554

11. Offences Against the Person

clearance rate

5,6

% 92 94 91 ≥ 3 yr av

(92)

Sources: National Survey of Community Satisfaction with Policing 2019–20, Department of Police, Fire and Emergency Management (DPFEM)

Offence Reporting System 2, Emergency Services Computer-Aided Dispatch System, Command and Control System and Family Violence

Management System.

4. This indicator is derived from the National Survey of Community Satisfaction with Policing 2019–20; and DPFEM Offence Reporting System 2,

Emergency Services Computer-Aided Dispatch System, Command and Control System, and Family Violence Management System.

5. Data for 2018–19 have been revised from the figures published in the 2018–19 DPFEM Annual Report.

6. Data for 2016–17 and 2017–18 have also been revised from the figures published in the 2018–19 DPFEM Annual Report.

7. Data for this indicator have been revised to reflect 2018–19 dollars as per the Report on Government Services 2020.

8. This figure is not available until the Report on Government Services 2021 is released in January 2021.

Annual Report 2019–20

Output Group 2: Crime

The crime output relates to the detection and apprehension of offenders,

including investigation of serious and organised crime. The Department aims

to reduce the number of offences committed against both people and property

through crime detection strategies and legislative reform.

Tasmania Police Business Priorities

The Tasmania Police Business Priorities have highlighted youth offending, serious

and organised crime, violence against women and children, and volume crime

as priority areas for action during 2019–20.

The performance outcomes for the key focus areas are reported against in Table 3

below with more detailed information provided in Table 4 Performance Measures.

TABLE 3: CRIME KEY FOCUS AREAS AND PERFORMANCE OUTCOMES

PRIORITY

AREA

KEY FOCUS

AREA

PERFORMANCE OUTCOMES

Youth Offending

Finalise and

implement

Policing At-Risk

Youth Strategy

The Policing At-Risk Youth Strategy 2019-22 commenced in September 2019,

with the aim of intervening as early as possible with at-risk youth.

The strategy aims to co-ordinate policing efforts and resources to prevent

children reoffending. This work will require a realignment of policing

activities across the State to identify child offenders who are at greatest

risk of reoffending. Tasmania Police will also review how we can work more

effectively with schools to identify young people showing signs of becoming

repeat offenders earlier.

Throughout the life of this strategy, our response to youth justice issues will

continue to evolve with increased opportunities for improvement through the

sharing of services, knowledge and skills.

Serious and

Person offences See the Public Safety Chapter in Table 1: Summary of Performance

organised crime

Information - Public Safety Performance Measures 10 and 11

Serious crime Performance Measure 3 and 4

offenders

Serious drug Performance Measure 7

offenders

Violence against

Family violence

women and

response

children

Priority family

violence

perpetrators

See the Public Safety Chapter in Table 1: Summary of Performance Information -

Public Safety Performance Measure 9

In the reporting period, Tasmania Police recorded 3,576 family violence

incidents (under the Family Violence Act 2004), as well as 2,328 matters

classified as family arguments or family information reports (family-related

incidents not involving family violence).

There has been an upward trend in reported family violence incidents over

the past five years. This sustained level of reporting suggests a cultural change

through reduced level of tolerance by the community and persons affected by

family violence, and greater community and victim awareness and confidence

in family violence responses and services.

During 2019–20 Tasmania Police provided 3,015 notifications to schools

regarding 4,421 students affected by family violence.

Annual Report 2019–20

PRIORITY

AREA

KEY FOCUS

AREA

PERFORMANCE OUTCOMES

Violence against

Review of

women and

electronic

children

monitoring

(Project Vigilance)

Assaults and

sexual assaults

against women

and children

9,10

As a commitment to the protection of women and children from family

violence, the Department established a technology trial involving the GPS

monitoring of high-risk family violence perpetrators. Victims of family violence

could also voluntarily opt into the trial, where they were provided a small

portable device with duress capability to prompt early police intervention

where there was potential for a breach of a current Family Violence Order.

Between November 2018 and April 2020, 73 perpetrators participated in the

trial. Of these 73 perpetrators, 52 were subject to electronic monitoring for

at least six months. Initial data suggests a significant drop in family violence

involving those offenders.

From 1 July 2020, the initiative will move from project status to ‘business

as usual’.

1,564 assaults against women

117 sexual assaults against women

317 assaults against children

74 sexual assaults against children

Volume Crime

Home Burglaries

Car Burglaries

Recidivist

Offending

Community

Resilience

Property Crime

1,219 offences

1,620 offences

53%

The use of various crime prevention initiatives within the geographical police

districts have been successful in both disrupting and preventing crime, as well

as building community resilience.

Tasmania Police engages with vulnerable people in the community including

the elderly to provide advice and support on reducing their attraction as

volume crime targets.

Tasmania Police provides a number of strategies to engage with at-risk youth

who are vulnerable as potential volume crime offenders. These strategies

include youth diversion programs to deter offending and positive interaction

such as mentoring, to build relationships with at-risk youth.

The use of social media in combatting crime has been a valuable tool in

eliciting timely and effective information from the public and for police to

communicate important information directly to the Tasmanian community.

The identification of suspects and their locations are some of the outcomes

achieved through the use of social media in a criminal investigation context.

Performance Measures 5 and 6

9. Women are defined as female victims aged 18 years or more at the date of report.

10. Children are defined as victims aged 17 years or less at the date of report.

11. The indicator Motor Vehicle Burglaries is being reported on for this key focus area.

12. The indicator Crime Offender Recidivism Rate is being reported on for this key focus area. It measures the number of unique

persons charged by police for crime offences in the previous reporting year who were subsequently charged for a crime offence

in the twelve-month period that immediately followed.

Annual Report 2019–20

Performance Measures

TABLE 4: SUMMARY OF PERFORMANCE INFORMATION – OUTPUT GROUP 2: CRIME

GOVERNMENT SERVICES

BUDGET PAPER -

PERFORMANCE MEASURE

UNIT OF

MEASURE

2016–17

ACTUAL

2017–18

ACTUAL

2018–19

ACTUAL

2019–20

TARGET

2019–20

ACTUAL

INVESTIGATION OF CRIME

1. Total Offences

Number 27,439 26,303 27,936 ≤ 3 yr av

27,386

(27,226)

2. Total Offences clearance

rate

13,14,15

% 47 51 47 ≥ 3 yr av

(48)

3. Serious Crime

Number 573 513 601 ≤ 3 yr av

(562)

556

4. Serious Crime clearance

rate

13,14,15

% 79 83 78 ≥ 3 yr av

(80)

5. Offences Against Property

Number 21,937 20,495 21,910 ≤ 3 yr av

(21,447)

21,452

6. Offences Against Property

clearance rate

13,14,15

% 37 40 36 ≥ 3 yr av

(38)

7. Serious Drug Offenders

13,14

Number 490 497 352 ≥ 3 yr av

(446)

283

POPPY SECURITY

8. Number of poppy crop

Number 2.91 1.10 0.57 ≤ 3 yr av

0.79

interferences per 1,000

(1.46)

hectares sown

FISHERIES SECURITY

9. Marine Offenders

Number 1,408 1,478 1,479 ≥ 3 yr av

1,335

(1,455)

SUPPORT TO JUDICIAL SERVICES

10. State charges prosecuted

Number 50,524 52,706 54,267 ≥ 3 yr av

53,364

(52,499)

Sources: DPFEM Offence Reporting System 2, Prosecution System, Information Bureau, Fines and Infringement Notices Database,

Drug Offence Reporting System and Drug Investigation Services.

Performance Information Comments

against the person and financially damaging offences

The Summary of Performance Information reports on

against property. The performance measure ‘State

measures relating to crime detection and investigation.

charges prosecuted’ is a measure of the number of

The performance measure ‘Total Offences’ includes

charges that were prosecuted across the whole State.

all offences which generate an offence report, while

‘Serious Crime’ includes the most severe offences

13. Data for 2018–19 have been revised from the figures published in the 2018–19 DPFEM Annual Report.

14. Data for 2016–17 and 2017–18 have also been revised from the figures published in the 2018–19 DPFEM Annual Report.

15. 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.

Annual Report 2019–20

Output Group 3: Traffic Policing

The aim of this Output Group relates to the improvement of driver

behaviour, traffic law compliance, and minimising road trauma.

The Department aims to improve road safety, reduce the incidence of

inattentive driving and diminish the use of alcohol or drugs whilst driving.

This is achieved through the provision of high visibility patrols on highways

and arterial roads, targeting high-risk driver behaviour and attendance at,

or investigation of, vehicle crashes.

Tasmania Police Business Priorities

The Tasmania Police Business Priorities have highlighted the development of

the Tasmania Police Road Safety Strategy and high-risk road behaviour as

priority areas for action in 2019–20.

The performance outcomes for the key focus areas are reported against

in Table 5 below with more detailed information provided in Table 6

Performance Measures.

TABLE 5: TRAFFIC POLICING KEY FOCUS AREAS AND PERFORMANCE OUTCOMES

PRIORITY AREA KEY FOCUS AREA PERFORMANCE OUTCOMES

Tasmania Police

Develop Tasmania Police

Road Safety

Road Safety Strategy

Strategy

Serious and fatal crashes

Tasmania Police implemented the Tasmania Police Road Safety

Strategy 2019–2021 during the reporting period. The Strategy

outlines how Tasmania Police aims to reduce the likelihood,

severity and consequence of crashes by focusing on five priority

areas: speed; alcohol and drug driving; distraction; safety

restraints; and fatigue.

The Strategy supports the State’s Towards Zero Tasmanian Road

Safety Strategy 2017-2026, which is based on the holistic Safe

Systems approach to road safety and reducing road trauma. The

Strategy supports the direction of Towards Zero by focusing the

enforcement efforts of Tasmania Police on those behaviours and

actions that most contribute to serious injury and fatal crashes.

Performance Measure 7

High-risk road

High-risk drivers and Performance Measure 1

behaviour

motorcycle riders

Evade police offenders 392 offenders

Speeding Performance Measure 2

Use of seatbelts

1,638 offenders

Alcohol and drug use Performance Measures 3, 4, 5 and 6

Mobile phone use

2,070 offenders

16. The indicator Seatbelt Compliance Offenders is being reported on for this key focus area.

17. The indicator Mobile Phone Offenders is being reported on for this key focus area.

Annual Report 2019–20

Performance Measures

TABLE 6: SUMMARY OF PERFORMANCE INFORMATION – OUTPUT GROUP 3: TRAFFIC POLICING

GOVERNMENT SERVICES

BUDGET PAPER -

PERFORMANCE MEASURE

UNIT OF

MEASURE

2016–17

ACTUAL

2017–18

ACTUAL

2018–19

ACTUAL

2019–20

TARGET

2019–20

ACTUAL

1. High-Risk Traffic Number 32,198 31,184 31,076 26,000 28,280

Offenders

18,19,20,21

2. Speeding Offenders

18,20

Number 44,945 4 0,913 41,216 42,000 36,719

3. Random Breath Tests Number 505,445 478,219 438,322 440,000 281,175

4. Drink Driving Offenders

18,20

Number 2,296 2,173 1,908 2,550 1,542

5. Oral Fluid Tests Number 3,726 3,936 4,518 3,340 4,959

6. Drug Driving Offenders

18,20,21

Number 2,159 2,213 2,428 1,720 2,657

7. Fatal and Serious Number 266 263 274 ≤ 3 yr av 244

Injury Crashes

20,21

(268)

Sources: Department of Police, Fire and Emergency Management Prosecution System, Fines and Infringements Database, Information Bureau

System, Traffic Crash Reporting System, Manual Police District Reporting and the Department of State Growth Crash Data Manager System.

Performance Information Comments

The performance measure ‘high-risk traffic offenders’

compliance offenders, mobile phone offenders,

includes offenders who have committed one or more

dangerous and reckless driving offenders, and drink

of the following offences: detected speeding by 15 km/h

and drug driving offenders.

or more by speed cameras or police officers, seatbelt

18. In 2017–18, traffic offender counting rules were revised to include offenders from prosecutions and youth cautions.

19. In 2017–18, the ‘high-risk traffic offenders’ definition was updated to include mobile phone offenders.

20. Data for 2018–19 have been revised from the figures published in the 2018–19 DPFEM Annual Report.

21. Data for 2016–17 and 2017–18 have also been revised from the figures published in the 2018–19 DPFEM Annual Report.

22. This key performance indicator has been affected by the impacts of COVID-19. Roadside static Random Breath Testing and Random

Drug Testing was suspended to reduce the risk of COVID-19 transmission. However, other forms of testing continued on a more targeted

and risk-assessed basis.

23. This key performance indicator may have been affected by the impacts of COVID-19. Given the reduction of the static Random Breath

Testing, it follows there may be a reduction in the number of offenders detected.

Annual Report 2019–20

Output Group 4:

Emergency Management

The Emergency Management output focuses on the provision of whole-of-

government policies relating to counter-terrorism and terrorist threats, and the

provision of search and rescue operations.

(Note: A summary of performance outputs for the State Emergency Service is

reported in the State Fire Commission Annual Report 2019–20.)

Tasmania Police Business Priorities

The Tasmania Police Business Priorities have highlighted leadership and effective

incident management during emergency responses, and operational preparedness,

as priority areas for action in 2019–20.

The performance outcomes for the key focus areas are reported against in Table 7

below with more detailed information provided in Table 8 Performance Measures.

TABLE 7: EMERGENCY MANAGEMENT KEY FOCUS AREAS AND PERFORMANCE OUTCOMES

PRIORITY AREA KEY FOCUS AREAS REPORTING REFERENCE

Provide leadership

Implement strategic A pilot course in relation to Contemporary Strategic

and effective incident

command arrangements Command was developed but, due to COVID-19, was

management during

unable to be conducted within the reporting period.

emergency responses

Pending the status of border restrictions, it is anticipated

that the course will be piloted in the next financial year.

Operational

Frontline capability and

preparedness

capacity

Work continued, in conjunction with the Australia New

Zealand Counter-Terrorism Committee, to develop an

enhanced online counter-terrorism awareness training

program for frontline police officers. Unfortunately,

the completion of this work was delayed due to the

COVID-19 outbreak.

The Henty Mine disaster on the West Coast impacted

considerably on Tasmania Police resources and tested mine

disaster recovery capacity.

Following the declaration of a State of Emergency in

response to COVID-19, Tasmania Police tested its

emergency management preparedness and capability in

a live environment. During this period, Police Operation

Centres with key personnel were established, mandatory

COVID-19 training was implemented, all members were

required to be familiar with personal protective equipment

and procedures, and ensuring that frontline operational

positions were not compromised by quarantined staff.

(refer to the COVID-19 Report Chapter for further

information relating to the police response.)

Annual Report 2019–20

TABLE 7: EMERGENCY MANAGEMENT KEY FOCUS AREAS AND PERFORMANCE OUTCOMES (CONT)

PRIORITY AREA KEY FOCUS AREAS REPORTING REFERENCE

Operational

Develop enhanced rapid Work commenced to explore and identify options for

preparedness

response capability the development of an enhanced rapid response capability.

This has been supported by development of a state-wide

SOG capability and the appointment of four full time SOG

members. These members will work as part of a project

group to develop and implement plans for the future

SOG operating environment, including any additional

full-time component.

Future work will involve the development of a business case

relevant to expenditure of $1million for a purpose built,

secure facility that meets the needs of the SOG, including

the establishment of both working and steering groups.

Performance Measures

TABLE 8: SUMMARY OF PERFORMANCE INFORMATION – OUTPUT GROUP 4: EMERGENCY MANAGEMENT

GOVERNMENT SERVICES

BUDGET PAPER -

PERFORMANCE MEASURE

UNIT OF

MEASURE

2016–17

ACTUAL

2017–18

ACTUAL

2018–19

ACTUAL

2019–20

TARGET

2019–20

ACTUAL

STATE SECURITY AND RESCUE OPERATIONS

1. Number of search and rescue Number 345 304 250 n/a

262

operations conducted by police

2. Number of exercises managed

Number 31 19 28 ≥ prev yr

by Special Response and

Counter-Terrorism Command

3. Total helicopter hours

Number 748 751 867 n/a

1,135

24. Data for 2018–19 have been revised from the figures published in the 2018–19 DPFEM Annual Report.

25. This performance indicator has been affected by the impacts of COVID-19. A number of scheduled exercises were cancelled to reduce

the risk of COVID-19 transmission.

Annual Report 2019–20

2019–20

Compliance Index

COMPLIANCE SOURCE PAGE NO

AIDS TO ACCESS

Table of contents Auditor-General’s Special Report

Inside front cover

no. 4 of 1993,

Standard of Annual Reporting

by Government Departments

Table of compliance This page

Abbreviations 4

OUR DEPARTMENT

Our role SSR s. 9(a)(i) 10

Organisational chart SSR s. 9(a)(ii) 12

Output Group Structure SSR s. 9(a)(iii) 11

Organisational structure changes SSR s. 9(a)(iv) 11

Our Divisions SSA s. 36(1)(a) 13

TI FR-4

Statutory and non-statutory bodies SSR s.9(d) 34

STRATEGIC PRIORITIES

Major initiatives to give effect to SSR s. 9(a)(v) 21

Government policy

Performance report SSA s. 36(1)(a) See Key Deliverables

TI FR-4

Chapter and Output

Group Chapters

LEGISLATION

Legislation administered SSR s. 9(d) 37

Legislation enacted during the year SSR s. 9(d) 37

PUBLIC ACCESS AND INFORMATION DISCLOSURE

Appeals process SSR s. 9(c)(iii) 38

Contact details SSR s. 9(c)(ii) 121

Community awareness SSR s. 9(c)(i) 38

Gifts and Benefits Tasmanian Government Gifts, 38

Benefits and Hospitality Policy

Publications SSR s. 9(c)(i) 38

Public interest disclosure PIDA s. 86 39

Right to information requests RTIA s. 23 and s. 53 40

OUR PEOPLE AND POLICIES

Human Resource information SSA s. 36(1a) 41

Industrial democracy and employee participation SSR s. 9(b)(iv) 44

Annual Report 2019–20

Occupational health and safety (incl. WHS Plan) SSR s. 9(b)(vi) 47

ED No. 27 s5(2)

Performance management SSA s. 36(1)(ba) 44

ED No. 26

Superannuation contributions PSSRA s. 55 44

Workplace diversity State Service Diversity and 45

Inclusion Framework 2017-20

Workplace health and wellbeing ED No. 23 47

COMPLIANCE REPORTING TO OTHER LEGISLATION

State Controller to provide report on any

Section 63 EMA See Declaration of

authorisation or declaration of State of Emergency

a State of Alert page 48

made

ROYAL COMMISSIONS

Deaths in Custody Royal Commission into 53

Aboriginal Deaths in Custody

PRICING POLICY

Pricing policy TI FR-4 (4.1.2) 53

RISK MANAGEMENT

Risk management TI FR-4 (4.1.5) 53

ASSET MANAGEMENT AND PROCUREMENT

Asset management TI FR-4 (4.1.6) 54

Capital projects TI FR-4 (4.1.3) 55

Contract extensions TI FR-4 (4.1.8.6.1) 55

Contracts where an exemption from the TI FR-4 (4.1.8.5) 55

requirement to disaggregate has been approved

Confidentiality of Government contracts TI FR-4 (4.1.8.1) 55

Contracts with value over $50,000 TI FR-4 (4.1.8.2) 55

Debts written off TI FC-14 58

Exemptions from Treasurer’s Instructions TI FC- (1.2) 58

Grants TI FC-12 n/a

Limited/direct procurement TI FR-4 (4.1.8.5) 59

Loss and damage TI FC-4 59

Support for local business TI FR-4 (4.1.8.2) 60

FINANCIAL STATEMENTS

Audit report FMA s. 42 (4) 117

AA s. 19(4)

Financial statements FMA s. 42 (1) 62

Head of agency certification TI FR-2 64

TI FR-3 (3.1)

FMA s. 42

Significant financial performance directives which TI FR-4 (4.1.1) n/a

affected the achievement of operational objectives

Annual Report 2019–20

Our Compliance Report

The Department continued to meet its compliance requirements in

2019–20. This section of the Annual Report outlines our statutory

reporting responsibilities.

Corporate Governance

Membership of the executive governance and high-level decision-making

forums for the Department are outlined below. Further information on the

functions of these forums is outlined in the Our Department chapter of this

Annual Report.

AGENCY MANAGEMENT GROUP MEMBERSHIP

MEMBER POSITION

Secretary/Commissioner of Police Chair

Deputy Commissioner of Police Member

Chief Officer, Tasmania Fire Service Member

Deputy Secretary, Business and Executive Services Member

Manager, Media and Communications Adviser

Manager, Office of the Commissioner Adviser

Manager, Office of the Deputy Secretary, Business and Executive Services Adviser

Principal Staff Officer, Chief Fire Officer Adviser

CORPORATE MANAGEMENT GROUP MEMBERSHIP

MEMBER POSITION

Secretary/Commissioner of Police Chair

Deputy Commissioner of Police Member

Deputy Secretary, Business and Executive Services Member

Assistant Commissioner of Police, Operations Member

Assistant Commissioner of Police, Specialist Support Member

Manager, Office of the Commissioner Adviser

Manager, Office of the Deputy Secretary, Business and Executive Services Adviser

Manager, Media and Communications Adviser

Staff Officers Adviser

Annual Report 2019–20

Statutory and Non-statutory

Boards and Committees

The Department has a range of governance committees and boards to ensure

that our resources to deliver key priorities are managed effectively.

AUDIT AND RISK COMMITTEE

The Audit and Risk Committee is a statutory board that operates in accordance

with Section 51 of the Financial Management Act 2016.

The Committee oversights risk management, and internal and external audit

activities. It provides high-level assistance and advice with respect to matters

of financial reporting and corporate governance. The Deputy Secretary of

Business and Executive Services chairs the Committee which meets quarterly,

with an additional extraordinary meeting scheduled with the Tasmanian Audit

Office in relation to audit findings of financial statements.

AUDIT AND RISK COMMITTEE MEMBERSHIP

MEMBERS POSITION

Deputy Secretary, Business and Executive Services Chair

Deputy Commissioner of Police Member

Chief Officer, Tasmania Fire Service Member

Director, Business Services, Business and Executive Services Member

Specialist Agency Analyst, Department of Treasury and Finance State Fire Commission Representative

Director, Monitoring, Reporting and Analysis, Department of Health Independent committee member

Internal Audit Representative from Wise, Lord and Ferguson Member

Tasmania Audit Office Independent committee member

Manager, Audit and Risk, Business and Executive Services Secretariat

POLICE REVIEW BOARD

The Police Review Board is established under the Police Service Act 2003.

The principal function of the Board is the determination of applications for

review in respect to promotions, demotions and terminations.

Strategy and Support, Business and Executive Services provides secretariat

support to the Board.

POLICE REVIEW BOARD MEMBERSHIP

MEMBERS POSITION

Mr Donald Jones

Mr Michael Stoddart

Mr Ross Paine

Ms Leigh Mackey

Hon. Stephen Parry

Chair

Member

Annual Report 2019–20

TASMANIA POLICE CHARITY TRUST

The Tasmania Police Charity Trust was established in December 2006. It

provides the opportunity for employees of the Department to work together

with the community to raise funds to support nominated charities and

disadvantaged individuals in Tasmania.

TASMANIA POLICE CHARITY TRUST MEMBERSHIP

MEMBERS POSITION

Commissioner of Police Chair

Deputy Commissioner of Police Deputy Chair

Director, Business Services Treasurer

Ms Rebecca Munnings, Public Officer, DPFEM Member

Inspector Michael Johnston, Tasmania Police Member

Sergeant Anthony Peters, Tasmania Police Member

Constable Richard Douglas, Tasmania Police Member

Constable Leigh Devine, Tasmania Police Member

Ms Jemma Ball, DPFEM Member

Hon. Stephen Parry External Member

Ms Catherine Shaw Secretariat

PROCUREMENT REVIEW COMMITTEE

The Procurement Review Committee is established in accordance with the

Treasurer’s Instructions No. PF-5. The Committee is responsible for ensuring that

a fair and equitable procurement process is followed and that the principles

and processes required by the Treasurer’s Instructions and in the Free Trade

Agreements Guideline (where applicable) are adhered to.

The Committee is responsible for reviewing the Department’s procurement

processes prior to the purchase or awarding of a contract where the

procurement is valued at $50,000 or over (ex GST). It encompasses the

procurement of goods and services, consultancies, building maintenance and

construction work.

PROCUREMENT REVIEW COMMITTEE MEMBERSHIP

MEMBERS POSITION

Director, Business Services Chair

Manager, Property and Procurement Services Member

Manager, Procurement, Contracts and Supply Member

Manager, Finance and Payroll Services Member

Manager, Budgets and Financial Systems Member

Manager, Tasmania Fire Training Member

Manager, Procurement and Contracts TasGRN Member

Assistant Manager, Procurement, Contracts and Supply Member

Annual Report 2019–20

STATE EMERGENCY MANAGEMENT COMMITTEE

The State Emergency Management Committee is established under Sections

7-9 of the Emergency Management Act 2006 to support the institution and

coordination of emergency management, including review of emergency

management policy. Schedule 3 of the Act makes provisions for the

membership and the conduct of meetings. The Secretary, DPFEM

as the State Controller, is chair of this Committee.

STATE EMERGENCY MANAGEMENT COMMITTEE MEMBERSHIP

MEMBERSHIP POSITION

State Emergency Management Controller (Commissioner of Police) Chair

Director, State Emergency Service Executive Officer and Member

Secretary, Department of Premier and Cabinet Member

Secretary, Department of Health Member

Secretary, Department of Primary Industries, Parks, Water and Environment Member

Secretary, Department of State Growth Member

Secretary, Department of Justice Member

Secretary, Department of Education Member

Secretary, Department of Treasury and Finance Member

Secretary, Department of Communities Tasmania Member

Deputy Secretary, Department of Premier and Cabinet Member

Deputy Commissioner of Police Member

Chief Officer, Tasmania Fire Service Member

Director of Public Health, Department of Health Member

Chief Executive Officer, Ambulance Tasmania, Department of Health Member

Chief Executive Officer, Local Government Association of Tasmania Member

Regional Emergency Management Controllers, Tasmania Police Members

Chairs of State Emergency Management Committee Sub Committees Members

Any other person holding a position or office determined by the State Controller As Required

Any other persons the State Controller considers appropriate As Required

Annual Report 2019–20

Legislation Administered and

Enacted by the Department

LEGISLATION ADMINISTERED

As at 30 June 2020, the following Acts and Regulations were administered

on behalf of the Minister for Police, Fire and Emergency Management.

ACTS REGUL ATIONS

• Australian Crime Commission • Community Protection (Offender

(Tasmania) Act 2004 Reporting) Regulations 2016

• Community Protection (Offender • Emergency Management

Reporting) Act 2005 Regulations 2020

• Emergency Management Act 2006 • General Fire Regulations 2010

• Fire Service Act 1979 • Fire Service (Finance) Regulations

2017

• Fire Service (Extension of

Regulations) Act 2017 • Fire Service (Miscellaneous)

Regulations 2017

• Firearms Act 1996

• Firearms Regulations 2016

• Marine Safety (Misuse of Alcohol)

Act 2006 • Marine Safety (Misuse of Alcohol)

Regulations 2016

• Marine Search and Rescue Act

1971 • Police Offences Regulations 2014

• Police Offences Act 1935 • Police Service Regulations 2013

• Police Powers (Vehicle Interception) • Road Safety (Alcohol and Drugs)

Act 2000 Regulations 2018

• Police Service Act 2003

• Removal of Fortifications Act 2017

• Road Safety (Alcohol and Drugs)

Act 1970

• Telecommunications (Interception)

Tasmania Act 1999

• Witness Protection Act 2000

LEGISLATION COMMENCED

The following legislation was

developed and passed by Parliament

in 2019–20:

• Community Protection (Offender

Reporting) Amendment Regulations

2020

• Emergency Management

Regulations 2020

• Police Offences Amendment

Regulations 2020

• Police Offences Amendment

(Prohibited Insignia) Regulations

2019

• Workers Rehabilitation and

Compensation Amendment

Act 2019

LEGISLATION DEVELOPED

The following legislation was

developed and tabled during the year,

but at the time of reporting was still

before Parliament:

• Police Legislation Miscellaneous

Amendments Bill 2019

• Police Offences Amendment

(Repeal of Begging) Bill 2019

Annual Report 2019–20

Public Access and

Information Disclosure

APPEALS PROCESS

Under section 9 of the State Service Regulations 2011,

the Department is required to annually report on

processes available for appeals against decisions made

by the Department.

The Department operates under, and enforces a diverse

range of legislation. Where an individual or organisation

seeks review of a decision made by the Department, the

appeal process may vary depending on the legislation under

which the decision was made and the output in question.

Infringement Notices

To enquire or apply to the issuing authority for a review

of an infringement notice, contact Traffic Liaison Services,

Tasmania Police on (03) 6173 2963 or email

traffic.liaison.services@police.tas.gov.au.

Applications for review are required in writing.

Police Record Check

Submissions of concerns regarding Police Record Checks

are required in writing. Further information is available on

the Tasmania Police website (www.police.tas.gov.au) or

by contacting Criminal History Services, Tasmania Police

on (03) 6173 2928 or email

criminal.history.services@police.tas.gov.au.

Other Appeals Against Decisions

Under the State Service Act 2000, applicants to

employment processes may seek a review to the

Tasmanian Industrial Commission in relation to a

permanent recruitment process or an administrative

action undertaken by the Department.

COMMUNITY AWARENESS

In 2019–20, Tasmania Police reached a milestone in its

capacity to engage with the Tasmanian community. The

Tasmania Police Facebook page, which was first published

in 2013, reached 200,000 ‘followers’. This is equivalent to

38% of the Tasmanian population.

During the reporting period, the Department’s social media

platforms were used extensively to inform the community

about the COVID-19 restrictions. One post regarding the

significant use of police resources to enforce restrictions

over the Easter 2020 break reached 850,000 people, which

was the highest reach in the last twelve months.

Tasmania Police Instagram has continued to increase with

approximately 34,000 followers, an increase from 12,000

the previous reporting period.

Social media platforms are used to proactively inform the

community about a range of incidents including missing

people, shark sightings, crime trends, road closures and

arrests and charges. Various community engagement

campaigns are also undertaken, such as for recruitment,

road safety and crime prevention. Tasmania Police also uses

social media to seek information from the community, for

example the location and identification of wanted people.

In the reporting period, Tasmania Police has implemented

an investigative tool to quickly and easily obtain digital

evidence from members of the community. The Axon

Community digital evidence tool is provided by Axon

Public Safety Australia, which also provides body worn

cameras for Tasmania Police.

Through a portal link published on the Tasmania Police

Facebook page, members of the community who witness

an incident can securely upload photos and videos

direct to investigating officers when requested. Between

1 July 2019 and 30 June 2020, 29 Axon Community

portals seeking public submission have been opened and

published on Facebook.

GIFTS AND BENEFITS REGISTER

The Department maintains a register of all gifts, benefits

and hospitality of $10.00 and over, consistent with the

whole-of-government Gifts, Benefits and Hospitality

Policy. The 2019–20 register is available on our website.

https://www.police.tas.gov.au/information-disclosure/

routine-information-disclosures/

PUBLICATIONS

During 2019–20, a range of publications were produced

that provide information about the Department. These

publications are available from the Tasmania Police

website: www.police.tas.gov.au and are listed below.

Corporate Publications

• DPFEM Annual Report 2018–19

• DPFEM Business Priorities 2019–20

• DPFEM Crime Statistics Supplement 2018–19

• Contracts >$2 million (disclosures of Tasmania Police

contracts valued at more than $2 million)

Tasmania Police Corporate Performance Reports

• 2018–19 Annual Corporate Performance Report

• July 2019 Corporate Performance Report

• August 2019 Corporate Performance Report

• September 2019 Corporate Performance Report

• October 2019 Corporate Performance Report

• November 2019 Corporate Performance Report

• December 2019 Corporate Performance Report

• January 2020 Corporate Performance Report

• February 2020 Corporate Performance Report

• March 2020 Corporate Performance Report

• April 2020 Corporate Performance Report

• May 2020 Corporate Performance Report

Annual Report 2019–20

Public Interest Disclosures

The Department is committed to the objectives and

aims of the Public Interest Disclosures Act 2002, and values

transparency and accountability in all administrative and

management practices.

Under section 86 of the Public Interest Disclosures Act 2002,

the Department is required to report on its activities

during the year in relation to the Act.

The Department’s Public Interest Disclosures procedure,

which includes information on how to make a disclosure,

is available on the Tasmania Police website

www.police.tas.gov.au

During 2019–20, a nil return is provided in the prescribed

table format.

TABLE 9: NUMBER OF PUBLIC INTEREST DISCLOSURES DURING 2019–20

DISCLOSURE TYPE RESPONSE

The number and type of disclosures made to the Department during the year and the number of nil

disclosures determined to be a public interest disclosure

The number of disclosures determined by the Department to be public interest disclosures that it nil

investigated during the year

The number and type of disclosed matters referred to the Department during the year by the nil

Ombudsman

The number and types of disclosed matters referred during the year by the Department to the nil

Ombudsman to investigate

The number and types of investigations of disclosed matters taken over by the Ombudsman from nil

the Department during the year

The number and types of disclosed matters that the Department has declined to investigate during nil

the year

The number and type of disclosed matters that were substantiated upon investigation and the action nil

taken on completion on the investigation

Any recommendations made by the Ombudsman that relate to the Department nil

Annual Report 2019–20

RIGHT TO INFORMATION REQUESTS

The Department of Justice publishes a comprehensive

The Department is committed to increasing the

Annual Report on the operation of the Right to Information

Government’s accountability to the public by giving people

Act 2009, which is available on the Department of

access to information in accordance with the Right to

Justice website.

Information Act 2009.

The following table provides details of the number of

The Department also discloses matters of public interest

applications for assessed disclosure – Right to Information

on our website.

requests during 2019–20.

In accordance with the Department’s aim to improve the

sharing of information and increase transparency, and in

accordance with section 53 of the Right to Information Act

2009, we provide information to the Department

of Justice on our administration of this Act.

TABLE 10: NUMBER OF APPLICATIONS FOR ASSESSED DISCLOSURE –

RIGHT TO INFORMATION REQUESTS DURING 2019–20.

APPLICATIONS NUMBER RECEIVED

Applications received 344

Refused (under Sections 9, 10, 11, 12, 16, 17, 19, 20 of the Act) 27

Number of applications released with exemptions applied 318

(under Sections 27, 28, 29, 30, 31, 34, 35, 36, 37, 39 of the Act)

For internal review (under Section 43 of the Act)

Internal review outcome – original decision upheld in full 7

Internal review outcome – original decision upheld in part 3

Internal review outcome – original decision reversed in full Nil

For external review by the Ombudsman (under Part 4 of the Act) 4

External review outcome – original decision upheld in full Nil

External review outcome – outcome by other means 2

External review outcome – awaiting determination 9

Source: DPFEM Electronic Document and Records Management System.

External review figures are for those reviews completed

in the financial year. These may include matters from

previous years that have been determined by the

Ombudsman’s Office in 2019–20.

Right to Information

(Review of a Decision)

Information in relation to the right to information review

process can be found in Part 4 – Review of Decisions, of

the Right to Information Act 2009.

Applications for an internal review should be made in

writing, within

the required timeframes and addressed to the:

Principal Officer,

Right to Information

Department of Police, Fire and Emergency Management

GPO Box 308

HOBART, TAS 7001

Or email:

rti@dpfem.tas.gov.au

26. The numbers for internal review do not total, as it includes figures from previous reporting periods

Annual Report 2019–20

Our People and Policies

HUMAN RESOURCE INFORMATION

As at 30 June 2020, the Department employed 2,418 employees (headcount).

This included 573 State Service Employees, 39 of which were SES State

Service Employees, 1,376 Tasmania Police employees and 469 Tasmania Fire

Service employees. (Note: the tables below do not include Tasmania Fire

Service employees).

TABLE 11: TOTAL NUMBER OF DPFEM EMPLOYEES AS AT 30 JUNE 2020

EMPLOYEE

CATEGORIES

2016–17 2017–18 2018–19

2019–20

Category 1 – Institutional or Close Contact Custody 0 0

Category 2 – Other Custody-Related Police Operations 0

TOTAL

Source: Professional Standards Command

Category 1: Institutional or Close Contact Custody:

Category 2: Other Custody-Related Police

Operations:

• deaths in (or during transfer to/from) institutional

settings (including police stations, lockups,

• other deaths during custody-related police operations

police vehicles)

(including situations where officers did not have

• other deaths in police operations where officers were

such close contact with the person as to be able

to significantly influence or control the person’s

in close contact with the deceased.

behaviour, and most sieges).

Pricing Policy

In accordance with the Treasurer’s Instruction Financial Reporting-4 (4.1.2) pricing

policies for goods and services provided by the Department are based on a

full-cost recovery model.

The Department has responsibility for providing some goods and services such

as Offence Reports, Forensic photographs, Speed Camera photographs and

Traffic/Crash reports. These services require that fees and charges should be

set at a level which ensures that the full cost of providing a good or service can

be accounted for explicitly and recovered at an appropriate level.

Risk Management

Risk Management was a business priority during the past 12 months and work

continued to progress across the Department. Several risk reviews were

undertaken to ensure risks are current and influencing strategy and operations.

A corporate risk framework continues to support external, strategic,

operational, and program risks. However, Tasmania Police, Tasmania Fire

Service and State Emergency Service frontline risks are managed within those

operational arms.

28. This matter relates to a death in Brighton on 17 February 2020. Police were called to the address regarding the behaviour of a male

resident. During the subsequent interaction with the male he was shot twice by police and died at the scene. At the time of reporting, a

report was being prepared for the Coroner.

29. This matter relates to a death in St Helens on 13 January 2019. On this occasion police attended an address to speak to a male person who

appears to have subsequently taken his own life. At the time of reporting, the matter was with the Coroner pending an inquest.

30. This matter relates to a death in Burnie on 21 February 2020, when police attended an address to speak to a male person. Whilst

attempting to negotiate with the male he exited the house and self-harmed. He later died in hospital. At the time of reporting, the matter

was with the Coroner for consideration.

Annual Report 2019–20

Asset Management

The Department ensures assets are managed in accordance with the

mandatory requirements of the Treasurer’s Instructions relating to the asset

management policies, strategies and initiatives, including information on major

capital projects.

The Department’s assets are managed within whole-of government policies and

guidelines. Some of the key strategies used by the Department for the effective

and efficient use of assets include:

• optimising the use of built resources to support the provision of emergency

services activities at dispersed sites

• managing capital funding for building improvements equitably and according

to priorities, ensuring appropriate standards of accommodation to support

best practice in service delivery

• progressing towards industry best practice in procurement practices and full

compliance with the Department of Treasury and Finance requirements, and

• maximising the responsible use of facilities, facilitating partnership

agreements for sharing facilities and enhancing community engagement, and

utilisation in relation to volunteer facilities where appropriate.

ACQUISITIONS

During 2019–20, the following two residences were purchased:

ADDRESS

PRICE

39 Gordon Street, Swansea $455,000

13 Nutview Court, Smithton $249,000

DISPOSALS

During 2019–20, the following four properties were disposed of:

ADDRESS PRICE

84 Main Street, Cressy $229,966

7 Meech Street, Currie $241,327

1 Hamilton Street, Latrobe $313,927

51-53 Wilmot Street, Port Sorell $293,897

MAINTENANCE

In 2019–20, the Department tendered for new statutory maintenance

providers to ensure building compliance across the Department. These

contracts have been entered into for a maximum of seven years.

During 2019–20, several maintenance projects were completed including:

• heating ventilation and air-conditioning upgrades to Burnie and Hobart

police stations

• main electrical switchboard and generator upgrades for the Support

Services building

• LED lighting upgrades to increase energy efficiency state-wide

• access control and security systems upgrades

Annual Report 2019–20

• redevelopment of the Burnie police station amenities room, and trade

waste upgrades.

In addition, maintenance staff responded to a number of emergency

maintenance incidents during the year, including coordinating additional cleaning

as part of the COVID-19 response.

CAPITAL PROJECTS

The Department has undertaken significant construction preparation

for new police stations to be erected in Longford and New Norfolk, plus

planning and functional analysis for an Emergency Services Hub with State

Emergency Services, Tasmania Fire Service and Tasmania Police co-located

at Sorell. Further details regarding these projects can be found in the

2019–20 Our Year in Review section.

Procurement

The Department ensures procurement is undertaken in accordance with the

mandatory requirements of the Treasurer’s Instructions relating to procurement.

CONTRACT EXTENSIONS

There were no contract extensions approved in accordance with the Treasurer’s

Instruction PP-6 for the financial year 2019–20.

CONFIDENTIALITY OF GOVERNMENT CONTRACTS

The Treasurer’s Instruction C-1 provides for an Accountable Authority to

approve the inclusion of a confidentiality provision for contracts entered into

on or after 15 September 2012. No confidentiality provision for contracts were

approved during 2019–20.

CONTRACTS EXEMPT FROM

DISAGGREGATION REQUIREMENT

Under the Treasurer’s Instructions PF-2, an Accountable Authority may approve

an exemption from the requirement to disaggregate substantial contracts.

No exemptions were approved during 2019–20 as outlined in this Instruction.

CONTRACTS OVER $50,000

During 2019–20 contracts awarded (excluding consultancy) with a value

of $50,000 or over (ex GST) for the financial year 2019–20 are listed in

the table below.

TABLE 26: CONTRACTS WITH A VALUE OF $50,000 OR OVER (EX GST)

CONTRACTOR

NAME

CONTRACTOR

LOCATION

CONTRACT

DESCRIPTION

CONTRACT

PERIOD

TOTAL VALUE

OF CONTRACT

(EX GST)

ABC Healthcare Moonah, Tasmania

Services Pty Ltd

Ainstie

South Launceston,

Construction (Tas)

Tasmania

Pty Ltd

Airmaster Cambridge,

Australia Pty Ltd Tasmania

Cleaning – 47 Liverpool Street,

Hobart

Renovation of Three Police

Residences Located in

Scottsdale (2) and Bridport (1)

Statutory Maintenance –

Maintenance of Mechanical

Services

1/3/2020 – $554,994.00

31/8/2025

1/2/2020 – $854,900.00

31/7/2020

1/6/2020 – $1,409,089.57

31/5/2027

Building

Glenorchy, Tasmania Burnie Police Station Building

One-off $74,900.00

Automation

Management System (BMS)

purchase

Controls

Controls Upgrade

Annual Report 2019–20

CONTRACTOR

NAME

CONTRACTOR

LOCATION

CONTRACT

DESCRIPTION

CONTRACT

PERIOD

TOTAL VALUE

OF CONTRACT

(EX GST)

BMW Australia

Ltd

Calmar Pty Ltd

T/A Hart Marine

Contact Electrical

Pty Ltd

Digital Wellness

*Dynamic Gift

***Promotions

Edith Cowan

University

*FYB Pty Ltd

Industrial Fire &

Electrical Pty Ltd

Johnstone, McGee

and Gandy Pty Ltd

*Leigh Kelly

Agencies

*Leigh Kelly

Agencies

Otis Elevator

Company Pty Ltd

Pathtech Pty Ltd

Philp Lighton

Architects Pty Ltd

*Rosenbauer

Australia Pty Ltd

Mulgrave, Victoria

Mornington,

Victoria

New Town,

Tasmania

North Sydney, New

South Wales

Tuncurry, New

South Wales

Joondalup, Western

Australia

Williamstown

North, Victoria

Riverside, Tasmania

Hobart, Tasmania

Launceston,

Tasmania

Launceston,

Tasmania

Hobart, Tasmania

Melbourne, Victoria

Hobart, Tasmania

Brisbane,

Queensland

Replacement of Departmental

Police Pack Motorcycles

Design, Construction and

Delivery of Police Patrol Vessel

Statutory Maintenance –

Maintenance of Generator and

Uninterruptible Power Supply

Services (UPS) Equipment

Coordination and Delivery of

an Online 12-Week Fitness and

Nutrition Program

Protective Personal Equipment

– Disposable Face Masks

Evaluation of Project Wellbeing

Software Maintenance and

Support for Content Manager

CM9

Statutory Maintenance –

Maintenance of Security

Services

Statutory Maintenance

Consulting Service

Uniform

Uniform and Equipment

Statutory Maintenance – Lift

Services

Saliva Drug Testing Equipment

– Oral Fluid Collection Kit

Redevelopment of DPFEM

Level 7 Operations Support

Building, 37-43 Liverpool

Street, Hobart

Uniform and Equipment

18/12/2019 –

17/12 /2024

1/1/2020 –

30/6/2021

1/6/2020 –

31/5/2027

4/5/2020 –

17/8/2020

One-off

purchase

29/10/2019 –

28/10/2022

1/7/2020 –

30/6/2025

1/6/2020 –

31/5/2027

1/8/2019 –

31/7/2026

1/7/2019 –

30/3/2027

1/7/2019 –

30/3/2027

1/6/2020 –

31/5/2027

1/8/2019 –

31/7/2025

One-off

purchase

1/7/2019 –

30/3/2027

$903,867.72

$3,223,341.00

$403,037.81

$58,950.00

$373,000.00

$200,867.10

$644,688.10

$108,423.00

$458,272.00

$1,449,731.46

$616,004.00

$449,400.00

$1,102,500.00

$142,376.00

$620,000.00

* Items awarded and purchased by DPFEM and used for Tasmania Police, State Emergency Service and Tasmania Fire Service. These contracts

are not separately reported in the State Fire Commission Annual Report.

** Item awarded and funded by DPFEM for the use of State Emergency Service.

*** Items awarded as a result of a modified procurement process approved in accordance with Treasurer’s Instruction PF-7 COVID-19

Procurements for the financial year 2019–20.

Annual Report 2019–20

CONTRACTOR

NAME

CONTRACTOR

LOCATION

CONTRACT

DESCRIPTION

CONTRACT

PERIOD

TOTAL VALUE

OF CONTRACT

(EX GST)

SafeSelect

Converge

International

*Stewart &

Heaton Clothing

Co Pty Ltd

*Stewart &

Heaton Clothing

Co Pty Ltd

*Stratex Pty Ltd

Stubbs

Construction

**WMA Water

Pty Ltd

Wormald

Hobart, Tasmania

Fairfield, Victoria

Moonah, Tasmania

Wivenhoe,

Tasmania

Hobart, Tasmania

Derwent Park,

Tasmania

Police Applicant Testing

Uniform

Uniform and Equipment

Half Face Silicone Mask

Respirators

Burnie Police Station Shower

Refurbishment

Tasmania Strategic Flood

Mapping

Maintenance of Fire and

Electrical Services

16/6/2020 –

15/6/2022

1/7/2019 –

30/3/2027

1/7/2019 –

30/3/2027

1/10/2019 –

30/9/2026

One-off

purchase

1/3/2020 –

1/3/2025

1/6/2020 –

31/5/2027

$182,800.00

$747,399.38

$405,832.00

$1,029,600.00

$85,470.00

$957,370.00

$1,073,695.00

CONSULTANCIES OVER $50,000

During 2019–20, the following consultancies with a value of $50,000 or over are listed in the table below.

TABLE 27: CONSULTANCY CONTRACTS WITH A VALUE OF $50,000 OR OVER (EX GST)

CONTRACTOR

NAME

CONTRACTOR

LOCATION

CONTRACT

DESCRIPTION

CONTRACT

PERIOD

TOTAL VALUE

OF CONTRACT

(EX GST)

Efficiency Tasmania Franklin, Tasmania Program Management 1/7/2019 – $219,827.73

Services 20/12/2019

Efficiency Tasmania Franklin, Tasmania Senior Business Analyst 6/4/2020 – $224,400.00

– Planning 31/12/2020

GMC Hobart, Tasmania Senior Business Analyst 3/6/2019 – $177,031.00

– Business Solutions 22/11/2019

GMC Hobart, Tasmania Business Analyst – 3/6/2019 – $157,105.0 0

Program Management 22/11/2019

GMC Hobart, Tasmania Business Analyst – 1/7/2019 – $121,093.00

Program Management 20/12/2019

GMC Hobart, Tasmania Senior Business Analyst 6/4/2020 – $165,000.00

– Business Solutions 31/12/2020

GSD Advisors Pty Ltd Hobart, Tasmania Contracting Services 1/7/2019 – $238,391.00

30/6/2020

GSD Advisors Pty Ltd Hobart, Tasmania Quality Assurance 3/1/2020 – $257,400.00

Services 30/6/2020

Patterson Brown Dynnyrne, Tasmania Contracting Services 1/7/2019 – $164,227.49

30/6/2020

Annual Report 2019–20

CONTRACTOR

NAME

CONTRACTOR

LOCATION

CONTRACT

DESCRIPTION

CONTRACT

PERIOD

TOTAL VALUE

OF CONTRACT

(EX GST)

Tempus Innovative North Hobart, Contracting Services 1/7/2019 – $54,187. 50

Solutions Tasmania 30/6/2020

The Write Solution Dodges Ferry, Contracting Services 1/7/2019 – $62,207.19

Tasmania 30/6/2020

Victor Borg Melbourne, Victoria Contracting Services 1/7/2019 – $53,332.01

30/6/2020

DEBTS WRITTEN OFF

In accordance with the Treasurer’s Instruction FC-14, there were no debts written

off under these instructions during 2019–20.

EXEMPTIONS FROM THE TREASURER’S INSTRUCTIONS

• During 2019–20, the following exemptions under Treasurer’s Instruction FC-9

relating to purchases on the Tasmanian Government Card were granted:

Secretary, DPFEM to incur entertainment expenses

• Safe Home, Safe Families,

or Safe at Home officers to

purchase gift vouchers for

victims of family violence

• Welfare and critical incident stress management officers to purchase

personal refreshments.

Table 28 shows exemptions approved during 2019–20 in relation to procuring

legal services under the Treasurer’s Instruction F C-17.

Accountable Authorities must refer all request for legal advice to Crown Law

who in turn may determine if external advice is required.

TABLE 28: EXEMPTIONS TO PROCURING LEGAL SERVICES

SUPPLIER NAME CONTRACT DESCRIPTION REASON FOR APPROVAL TOTAL VALUE

OF CONTRACT

(EX GST)

Minter Ellison Legal Advice to TasGRN Project FC-7 $475,465.41

Annual Report 2019–20

LIMITED/DIRECT PROCUREMENT

The following table provides detailed information on contracts awarded as a

result of a direct/limited submission sourcing process approved in accordance

with the Treasurer’s Instruction PP-2 for financial year 2019–20.

TABLE 29: CONTRACTS AWARDED AS A RESULT OF DIRECT/LIMITED SUBMISSION SOURCING

SUPPLIER NAME CONTRACT DESCRIPTION REASON FOR

APPROVAL

TOTAL VALUE

OF CONTRACT

(EX GST)

TECS End of life Hardware Replacement PP-2.18.2, PP-2.18.3 $82,481.84

– Paging Project

Building Automation Heating, Ventilation and Air

PP-2.18.3 $224,100.00

Controls Conditioning (HVAC) Controls

Upgrade – DPFEM Support

Services Building

Unicom Supply of Unication AE1 Pager PP-2.18.2, PP-2.18.3 $249,780.00

Units

TESS Solutions TESS Software Maintenance and

PP-2.18.2 $720,000.00

(Australia) Pty Ltd Support Agreement for Fixed

Speed Cameras

LOSS AND DAMAGE

The Tasmanian Risk Management Fund (TRMF) covers the Department’s

insurable risks. The following is a summary of insurance claims lodged with

TRMF during 2019–20:

TABLE 30: SUMMARY OF CLAIMS LODGED WITH THE TRMF

ITEM NUMBER OF CLAIMS TOTAL VALUE OF CLAIMS

General Property 0 0

General Liability 1 $7,800.00

Motor Vehicle 147 $572,167.0 4

Workers Compensation 181 $6,396,502.00

Personal Accident 0 0

Transit/removal 1 $1,500.00

Note: Table 30 items are recorded in Gross costs, except for Motor Vehicles which are Net of the excesses.

Annual Report 2019–20

PROCUREMENT FROM BUSINESSES THAT PROVIDE

EMPLOYMENT TO PERSONS WITH DISABILITIES

Under the Treasurer’s Instruction PP-2, agencies may directly procure from

businesses that ‘predominantly exist to provide the services of persons with a

disability’ without the need to undertake a full quotation or tender process. No

contracts were awarded under these instructions in 2019–20.

SUPPORT FOR LOCAL BUSINESS

The Department procurement policy is consistent with the Government’s Buy

Local Policy, which provides Tasmanian businesses with every opportunity to

compete for agency business.

The following table provides a summary of the level of participation of local

businesses for contracts and procurement (including ongoing contracts,

tenders and/or quotations with a value of $50,000 or over (ex GST) for

2019–20).

TABLE 31: SUMMARY OF PARTICIPATION BY LOCAL BUSINESS (FOR CONTRACTS,TENDERS AND/OR QUOTATIONS

WITH A VALUE OF $50,000 OR OVER (EX GST))

TYPE OF PARTICIPATION NUMBER / VALUE

Total number of contracts awarded (including consultancy) 38

Total number of contracts awarded (including consultancy) to Tasmanian businesses 27

Value of contracts awarded $18,574,978.60

Value of contracts awarded to Tasmanian businesses $10,241,201.29

Total number of tenders called and/or quotation processes run 28

Total number of bids and/or written quotations received 140

Total number of bids and/or written quotations received from Tasmanian businesses 73

Annual Report 2019–20

List of Tables: 2019–20 Annual Report

TABLE

NO:

TABLE NAME LOCATION IN

ANNUAL REPORT

PAGE

NO.

1 Public Safety Key Focus Areas and Performance Outcomes

2 Summary of Performance Information – Output Group 1:

Public Safety

3 Crime Key Focus Areas and Performance Outcomes

4 Summary of Performance Information – Output Group 2:

Crime

5 Traffic Policing Key Focus Areas and Performance

Outcomes

6 Summary of Performance Information – Output Group 3:

Traffic Policing

7 Emergency Management Focus Areas and Performance

Outcomes

8 Summary of Performance Information – Output Group 4:

Emergency Management

9 Public Interest Disclosures during 2019–20

10 Applications for Assessed Disclosure – Right to Information

Requests during 2019–20

11 Total Number of DPFEM Employees as at 30 June 2020

12 Total Number of Tasmania Police Employees by

Command/Business Unit as at 30 June 2020

13 Total Number of State Service Employees by Command/

Business unit as at 30 June 2020

14 Tasmania Police Employees by Rank as at 30 June 2020

15 State Service Employees by Award Classification as at 30

June 2020

16 Employment Authority as at 30 June 2020

17 Employee Turnover as at 30 June 2020

18 Senior Executive by Band as at 30 June 2020

19 Gender Analysis as at 30 June 2020

20 Employment Category by Gender as at 30 June 2020

21 Employees by Age and Gender as at 30 June 2020

22 Gender by Police Rank

23 Gender by State Service Employee Classification as at 30

June 2020

24 COVID-19 Instruments under the Emergency Management

Act 2006 during 2019–20

25 Deaths in Police Custody and During Custody-Related

Police Operations (Tasmania)

26 Contracts with a Value of $50,000 or over (ex GST)

27 Consultancy Contracts with a Value of $50,000 or over

(ex GST)

28 Exemptions to Procuring Legal Services

29 Contracts Awarded as a result of Direct/Limited

Submissions Sourcing

30 Summary of Claims lodged with the TRMF in 2019–20

31 Summary of Participation by Local Business (for contracts,

tenders and/or quotations with a value of $50,000 or

over [ex GST]

Output Group 1: Public Safety 22

Output Group 1: Public Safety 23

Output Group 2: Crime 24

Output Group 2: Crime 26

Output Group 3: Traffic Policing 28

Output Group 4: Emergency 29

Management

Output Group 4: Emergency 30

Management

Public Access and Information 39

Disclosure

Public Access and Information 40

Disclosure

Our People and Policies 41

Our People and Policies 42

Our People and Policies 43

Our People and Policies 45

Our People and Policies 46

Our People and Policies 47

Compliance Reporting to other 48

Legislation

Royal Commissions Reporting 53

Procurement 55

Procurement 57

Procurement 58

Procurement 59

Procurement 60

Annual Report 2019–20

FINANCIAL

STATEMENTS

For the year ended 30 June 2020

Annual Report 2019–20

Table of

Contents

CERTIFICATION

STATEMENT OF COMPREHENSIVE INCOME

FOR THE YEAR ENDED 30 JUNE 2020

STATEMENT OF FINANCIAL POSITION AS AT

30 JUNE 2020 66

STATEMENT OF CASH FLOWS FOR THE YEAR

ENDED 30 JUNE 2020 67

STATEMENT OF CHANGES IN EQUITY FOR

THE YEAR ENDED 30 JUNE 2020

NOTES TO AND FORMING PART OF THE

FINANCIAL STATEMENTS FOR THE YEAR

ENDED 30 JUNE 2020

INDEPENDENT AUDITOR’S REPORT

117

Annual Report 2019–20

Certification

The accompanying Financial Statements of the Department of Police, Fire and Emergency Management are

in agreement with the relevant accounts and records and have been prepared in compliance with Treasurer’s

Instructions issued under the provisions of the Financial Management Act 2016 to present fairly the financial

transactions for the year ended 30 June 2020 and the financial position as at the end of the year.

At the date of signing I am not aware of any circumstances which would render the particulars included in the

financial statements misleading or inaccurate.

D L Hine

Secretary

23 September 2020

Annual Report 2019–20

STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2020

NOTES

2020

BUDGET

$’000

2020

ACTUAL

$’000

2019

ACTUAL

$’000

Income from continuing operations

Revenue from Government

Appropriation revenue - operating 6.1 237,054 237,0 41 228,032

Appropriation revenue - capital 6.1 15,250 4,550 2,415

Other revenue from Government 6.1 … 2,041 7,245

Grants 6.2 6,078 3,224 3,284

Sales of goods and services 6.3 3,420 3,534 4,358

Contribution from the State Fire Commission 6.4 … 16,361 13,674

Contributions received 6.5 … 333 …

Other revenue 6.6 10,266 47,188 39,641

Total revenue from continuing operations 272,068 314,272 298,649

Net gain/(loss) on non-financial assets 7.1 … (63) (402)

Net gain/(loss) on financial instruments and statutory 7.2 … 11 (27)

receivables/payables

Total income from continuing operations 272,068 314,220 298,220

Expenses from continuing operations

Employee benefits 8.1 191,458 215,225 202,666

Depreciation and amortisation 8.2 18,616 14,085 6,085

Supplies and consumables 8.3 35,525 71,469 71,544

Grants and subsidies 8.4 13,867 12,630 15,140

Finance cost 8.5 … 473 …

Other expenses 8.6 2,329 5,315 3,881

Total expenses from continuing operations 261,795 319,197 299,316

Net result from continuing operations 10,273 (4,977) (1,096)

Net result 10,273 (4,977) (1,096)

Other comprehensive income

Items that will not be reclassified to net result

in subsequent periods

Changes in property, plant and equipment revaluation 12.1 26, 571 4,272 2,784

surplus

Total other comprehensive income 26,571 4,272 2,784

Comprehensive result 36,844 (705) 1,688

This Statement of Comprehensive Income should be read in conjunction with the accompanying notes.

Budget information refers to original estimates and has not been subject to audit.

Explanations of material variances between budget and actual outcomes are provided in Note 4 of the

accompanying notes.

Annual Report 2019–20

STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2020

NOTES

2020

BUDGET

$’000

2020

ACTUAL

$’000

2019

ACTUAL

$’000

Assets

Financial assets

Cash and cash equivalents 13.1 349 5,220 4,520

Receivables 9.1 1,973 1,472 2,503

Other financial assets 9.2 580 950 547

Non-financial assets

Inventories 9.3 1,073 2,027 1,188

Property, plant and equipment 9.4 230,713 168,348 164,042

Right-of-use assets 9.5 … 16,857 …

Intangibles 9.6 5,567 14,220 10,638

Other assets 9.7 41,487 1,730 4,297

Total assets 281,742 210,824 187,735

Liabilities

Payables 10.1 2,227 4,215 3,860

Lease liabilities 10.2 40,218 17,033 …

Employee benefits 10.3 61,869 77,143 68,012

Other liabilities 10.5 1,857 1,802 3,689

Total liabilities 106,171 100,193 75,561

Net assets 175,571 110, 631 112 ,174

Equity

Reserves 12.1 148,054 101,301 97,489

Accumulated funds 27, 517 9,330 14,685

Total equity 175,571 110 ,631 112 ,174

This Statement of Financial Position should be read in conjunction with the accompanying notes.

Budget information refers to original estimates and has not been subject to audit.

Explanations of material variances between budget and actual outcomes are provided in Note 4 of the

accompanying notes.

Annual Report 2019–20

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2020

NOTES

2020

BUDGET

$’000

2020

ACTUAL

$’000

2019

ACTUAL

$’000

Inflows Inflows Inflows

Cash flows from operating activities (Outflows) (Outflows) (Outflows)

Cash inflows

Appropriation receipts - operating

Appropriation receipts - capital

Other revenue from Government

Grants – continuing operations

Sales of goods and services

GST receipts

Contribution from State Fire Commission

Other cash receipts

237,054

15,250

…

6,078

3,420

6,200

…

10,266

237,0 41

4,550

…

3,390

3,835

14,725

16,528

45,509

228,032

2,415

2,041

3,162

4,352

15,039

12,197

41,244

Total cash inflows 278,268 325,578 308,482

Cash outflows

Employee benefits

Finance costs

GST payments

Supplies and consumables

Grants and subsidies

Other cash payments

(191,371)

…

(6,200)

(39,825)

(13,867 )

(2,329)

(206,103)

(473)

(14,234)

(68,140)

(12,650)

(5,161)

(196,265)

…

(15,597)

(73,596)

(14,996)

(4,035)

Total cash outflows (253,592) (306,761) (304,489)

Net cash from / (used by) operating activities

13.2

24,676 18,817 3,993

Cash flows from investing activities

Cash outflows

Payments for acquisition of non-financial assets (14,750) (10,572) ( 7,067)

Total cash outflows (14,750) (10,572) (7,067)

Net cash from / (used by) investing activities (14,750) (10,572) (7,067)

Cash flows from financing activities

Cash inflows

Proceeds from borrowings

Total cash inflows

Cash outflows

…

(9,926)

…

(7, 545)

…

…Repayment of lease liabilities (excluding interest)

Total cash outflows (9,926) (7,545) …

Net cash from / (used by) financing activities (9,926) (7,545) …

Net increase (decrease) in cash held and cash

equivalents held … 700 (3,074)

Cash and cash equivalents at the beginning of

the reporting period 349 4,520 7,594

Cash and cash equivalents at the end of the

reporting period 13.1 349 5,220 4,520

This Statement of Cash Flows should be read in conjunction with the accompanying notes.

Budget information refers to original estimates and has not been subject to audit.

Explanations of material variances between budget and actual outcomes are provided in Note 4 of the accompanying notes.

Annual Report 2019–20

STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2020

NOTES

RESERVES

$’000

ACCUMULATED

FUNDS $’000

TOTAL EQUITY

$’000

Balance as at 1 July 2019 97,489 14,685 112 ,174

Total comprehensive result 4,272 (4,977) (705)

Transfer sale proceeds to the Crown Lands

Administration Fund (CLAF)

… (838) (838)

Transfer to/(from) reserves 12.1 (460) 460 …

Balance as at 30 June 2020 101,301 9,330 110 , 631

NOTES

RESERVES

$’000

ACCUMULATED

FUNDS $’000

TOTAL EQUITY

$’000

Balance as at 1 July 2018 94,912 15,923 110, 8 35

Total comprehensive result 2,784 (1,096) 1,688

Transfer sale proceeds to the Crown Lands

Administration Fund (CLAF) … (349) (349)

Transfer to/(from) reserves 12.1 (207) 207 …

Balance as at 30 June 2019 97,489 14,685 112 ,174

This Statement of Changes in Equity should be read in conjunction with the accompanying notes.

Annual Report 2019–20

Notes to and forming part of the Financial Statements

for the year ended 30 June 2020

NOTE 1: ADMINISTERED NOTE 7: NET GAINS / (LOSSES) 88

FINANCIAL STATEMENTS 71

7.1 Net gain/(loss) on non-financial assets 88

1.1 Schedule of Administered Income and Expenses

1.2 Schedule of Administered Assets and Liabilities

1.3 Schedule of Administered Cash Flows

1.4 Schedule of Administered Changes in Equity

NOTE 2: DEPARTMENTAL

OUTPUT SCHEDULES

7.2 Net gain/(loss) on financial instruments

71 and statutory receivables/payables 89

NOTE 8: EXPENSES FROM

TRANSACTIONS 89

8.1 Employee benefits 89

8.2 Depreciation and amortisation 91

2.1 Output Group Information 73 8.3 Supplies and consumables 92

2.2 Reconciliation of Total Output Groups 8.4 Grants and subsidies 93

Comprehensive Result to

8.5 Finance costs 93

Statement of Comprehensive Income 78

8.6 Other expenses 93

2.3 Reconciliation of Total Output Groups

Net Assets to Statement of Financial Position 78

NOTE 9: ASSETS 94

2.4 Administered Output Schedule 79

9.1 Receivables 94

9.2 Other financial assets 95

NOTE 3: EXPENDITURE UNDER

9.3 Inventories 95

AUSTRALIAN GOVERNMENT

FUNDING ARRANGEMENTS 80

9.4 Property, plant and equipment 95

9.5 Right-of-Use assets 99

9.6 Intangibles 99

NOTE 4: EXPLANATIONS OF

9.7 Other assets 100

MATERIAL VARIANCES BETWEEN

BUDGET AND ACTUAL OUTCOMES 80

4.1 Statement of Comprehensive Income

4.2 Statement of Financial Position

4.3 Statement of Cash Flows

NOTE 5: UNDERLYING NET RESULT

NOTE 10: LIABILITIES 100

10.1 Payables 100

10.2 Lease liabilities 101

10.3 Employee benefits 101

10.4 Superannuation 102

10.5 Other liabilities 102

NOTE 11: COMMITMENTS

NOTE 6: REVENUE 84

AND CONTINGENCIES 103

11.1 Schedule of Commitments 103

6.1 Revenue from Government 85

6.2 Grants 85

11.2 Contingent Assets and Liabilities 104

6.3 Sales of goods and services 86

6.4 Contribution from State Fire Commission 87

6.5 Contributions received 87

6.6 Other revenue 88

Annual Report 2019–20

112

NOTE 12: RESERVES 105 NOTE 16: EVENTS OCCURRING

AFTER BALANCE DATE

12.1 Reserves 105

NOTE 13: CASH FLOW

NOTE 17: OTHER SIGNIFICANT

RECONCILIATION 105

ACCOUNTING POLICIES

AND JUDGEMENTS 112

13.1 Cash and cash equivalents

13.2 Reconciliation of Net Result to

Net Cash from Operating Activities

17.1 Objectives and Funding 112

106

17.2 Basis of Accounting 113

13.3 Acquittal of Capital Investment and

Special Capital Investment Funds

17.3 Reporting Entity 113

106

17.4 Functional and Presentation Currency 113

13.4 Reconciliation of liabilities arising from

Financing Activities

17.5 Fair Presentation 113

107

17.6 Changes in Accounting Policies 113

NOTE 14: FINANCIAL INSTRUMENTS

14.1 Risk exposures

14.2 Categories of Financial Assets and Liabilities

14.3 Derecognition of Financial Assets

14.4 Comparison between Carrying Amount and

Net Fair Value of Financial Assets and Liabilities 110

NOTE 15: NOTES TO

ADMINISTERED STATEMENTS 111

105

17.7 Administered Transactions and Balances 116

17.8 Activities Undertaken Under a Trustee

or Agency Relationship 116

107

17.9 Unrecognised Financial Instruments 116

109

17.10 Foreign Currency 116

110

17.11 Comparative Figures 116

17.12 Rounding 116

17.13 Departmental Taxation 116

17.14 Goods and Services Tax 116

15.1 Explanations of Material Variances between

Budget and Actual Outcomes 111

15.2 Administered Sales of Goods and Services 111

15.3 Administered Fees and Fines 112

15.4 Administered Other Revenue 112

(To be finalised)

Annual Report 2019–20

Note 1: Administered Financial Statements

The Department administers, but does not control, certain resources on behalf of the Government as a whole.

It is accountable for the transactions involving such administered resources, but does not have the discretion to

deploy resources for the achievement of the Department’s objectives.

1.1 SCHEDULE OF ADMINISTERED INCOME AND EXPENSES

NOTES

2020

BUDGET

$’000

2020

ACTUAL

$’000

2019

ACTUAL

$’000

Administered revenue

Sales of goods and services 15.2 257 279 280

Fees and fines 15.3 500 1,076

Other revenue 15.4 … 43

Total administered revenue 757 1,398 1,281

Administered expenses

Transfers to the Public Account 757 1,400 1,282

Total administered expenses 757 1,400 1,282

Administered net result … (2) (1)

Administered comprehensive result … (2) (1)

This Schedule of Administered Income and Expenses should be read in conjunction with the accompanying notes.

Budget information refers to original estimates and has not been subject to audit.

Explanations of material variances between budget and actual outcomes are provided in Note 15.1 of the

accompanying notes.

1.2 SCHEDULE OF ADMINISTERED ASSETS AND LIABILITIES

NOTES

2020

BUDGET

$’000

2020

ACTUAL

$’000

2019

ACTUAL

$’000

Administered assets

Receivables … 4 6

Total administered assets … 4

Administered equity

Accumulated funds … 4

Total administered equity … 4

This Schedule of Administered Assets and Liabilities should be read in conjunction with the accompanying notes.

Budget information refers to original estimates and has not been subject to audit.

Explanations of material variances between budget and actual outcomes are provided in Note 15.1 of the

accompanying notes.

968

Annual Report 2019–20

968

1.3 SCHEDULE OF ADMINISTERED CASH FLOWS

NOTES

2020

BUDGET

$’000

2020

ACTUAL

$’000

2019

ACTUAL

$’000

Administered cash flows from operating activities

Administered cash inflows

Sales of goods and services 257 281 281

Fees and fines 500 1,076

Other revenue … 43

Total administered cash inflows 757 1,400 1,282

Administered cash outflows

Transfers to the Public Account (757) (1,400) (1,282)

Total administered cash outflows (757) (1,400) (1,282)

Administered net cash from / … … …

(used by) operating activities

Net increase / (decrease) in administered cash held … … …

Administered cash and cash equivalents … … …

at the beginning of the reporting period

Administered cash and cash equivalents … … …

at the end of the reporting period

This Schedule of Administered Cash Flows should be read in conjunction with the accompanying notes.

Budget information refers to original estimates and has not been subject to audit.

Explanations of material variances between budget and actual outcomes are provided in Note 15.1 of the

accompanying notes.

1.4 SCHEDULE OF ADMINISTERED CHANGES IN EQUITY

NOTES

RESERVES

$’000

ACCUMULATED

FUNDS

$’000

TOTAL

EQUITY

$’000

Balance as at 1 July 2019 … 6

Total comprehensive result … (2) (2)

Balance as at 30 June 2020 … 4 4

NOTES

RESERVES

$’000

ACCUMULATED

FUNDS

$’000

TOTAL

EQUITY

$’000

Balance as at 1 July 2018 … 7

Total comprehensive result … (1) (1)

Balance as at 30 June 2019 … 6

The Schedule of Administered Changes in Equity should be read in conjunction with the accompanying notes.

Annual Report 2019–20

Note 2: Departmental Output Schedules

2.1 OUTPUT GROUP INFORMATION

Comparative information has not been restated for external administrative restructures.

Budget information refers to original estimates and has not been subject to audit.

OUTPUT GROUP 1 – PUBLIC SAFETY

2020

BUDGET

$'000

2020

ACTUAL

$'000

2019

ACTUAL

$'000

Income from continuing operations

Appropriation revenue - operating 139,768 123,705 119,7 7 9

Other revenue from Government … 417 4,310

Grants 751 … 5

Sales of goods and services 1,074 499 573

Contribution from the State Fire Commission … 6,937 5,593

Contributions received … 170 …

Other revenue 9,241 33,980 30,807

Total revenue from continuing operations 150,834 165,708 161,067

Net gain/(loss) on non-financial assets … (33) (205)

Net gain/(loss) on financial instruments and statutory receivables … 6 (14)

Total income from continuing operations 150,834 165,681 160,848

Expenses from continuing operations

Employee benefits 113 , 567 118,642 112 ,151

Depreciation and amortisation 16,729 3,610 3,104

Supplies and consumables 19,835 46,378 38,612

Grants and subsidies 9,844 9,766 11, 0 01

Finance costs … 40 …

Other expenses 1,039 2,459 2,452

Total expenses from continuing operations 161,014 180,895 167,320

Net result from continuing operations (10,180) (15,214) (6,472)

Net result (10,180) (15,214) (6,472)

Other comprehensive income

Items that will not be reclassified to net result in

subsequent periods

Changes in property, plant and equipment revaluation surplus 26,571 4,272 2,784

Total other comprehensive income 26, 571 4,272 2,784

Comprehensive result 16,391 (10,943) (3,688)

Expense by output

Output 1.1 Support to the Community 161,014 180,895 167,320

Total 161,014 180,895 167,320

Net assets

Total assets deployed for Output Group 1 – Public Safety 107,201 101,704

Total liabilities incurred for Output Group 1 – Public Safety (45,943) (40,315)

Net assets deployed for Output Group 1 – Public Safety 61,258 61,389

Annual Report 2019–20

OUTPUT GROUP 2 – CRIME

2020

BUDGET

$'000

2020

ACTUAL

$'000

2019

ACTUAL

$'000

Income from continuing operations

Appropriation revenue - operating 66,975 76,952 74,149

Other revenue from Government … 327 349

Grants … 144 207

Sales of goods and services … 353 416

Contribution from the State Fire Commission … 4,216 3,400

Contributions received … 103 …

Other revenue 875 4,944 3,995

Total revenue from continuing operations 67,850 87,039 82,516

Net gain/(loss) on non-financial assets … (20) (125)

Net gain/(loss) on financial instruments and statutory receivables … 4 (9)

Total income from continuing operations 67,850 87,023 82,382

Expenses from continuing operations

Employee benefits 55,724 70,284 67,245

Depreciation and amortisation 1,315 2,136 1,886

Supplies and consumables 7,831 12,969 12,518

Grants and subsidies 350 393 904

Finance cost … 12 …

Other expenses 1,078 2,027 1,025

Total expenses from continuing operations 66,298 87,821 83,578

Net result from continuing operations 1,552 (798) (1,196)

Net result 1,552 (798) (1,196)

Comprehensive result 1,552 (798) (1,196)

Expense by output

Output 2.1 Investigation of Crime 48,351 61,848 58,958

Output 2.2 Poppy Security 1,037 915 833

Output 2.3 Fisheries Security 5,957 8,890 8,923

Output 2.4 Support to Judicial Services 10,953 16,168 14,864

Total 66,298 87,821 83,578

Net Assets

Total assets deployed for Output Group 2 – Crime 56,193 53,138

Total liabilities incurred for Output Group 2 – Crime (28,821) (25,229)

Net assets deployed for Output Group 2 – Crime 27,372 27,909

Annual Report 2019–20

OUTPUT GROUP 3 – TRAFFIC POLICING

2020

BUDGET

$'000

2020

ACTUAL

$'000

2019

ACTUAL

$'000

Income from continuing operations

Appropriation revenue - operating 20,974 17,550 16,479

Grants 2,350 2,573 2,524

Sales of goods and services … 159 180

Contribution from the State Fire Commission … 2,176 1,755

Contributions received … 53 …

Other revenue … 1,560 1,181

Total revenue from continuing operations 23,324 24,071

2 2 ,119

Net gain/(loss) on non-financial assets … (10) (64)

Net gain/(loss) on financial instruments and statutory receivables … 2 (5)

Total income from continuing operations 23,324 24,063 22,050

Expenses from continuing operations

Employee benefits 19,680 16,294 15,478

Depreciation and amortisation 426 1,102 974

Supplies and consumables 2,647 5,884 5,505

Grants and subsidies 177 124 466

Finance cost … 6 …

Other expenses 212 662 267

Total expenses from continuing operations 23,142 24,072 22,690

Net result from continuing operations 182 (9) (640)

Net result 182 (9) (640)

Comprehensive result 182 (9) (640)

Expense by output

Output 3.1 Traffic Policing 23,142 24,072 22,690

Total 23,142 24,072 22,690

Net Assets

Total assets deployed for Output Group 3 – Traffic Policing 28,858 27,10 0

Total liabilities incurred for Output Group 3 – Traffic Policing (6,874) (5,843)

Net assets deployed for Output Group 3 – Traffic Policing 21,984 21,257

Annual Report 2019–20

OUTPUT GROUP 4 – EMERGENCY MANAGEMENT

2020

BUDGET

$'000

2020

ACTUAL

$'000

2019

ACTUAL

$'000

Income from continuing operations

Appropriation revenue - operating 9,337 18,834 17,625

Grants 2,977 507 547

Sales of goods and services 2,346 2,523 3,191

Contribution from the State Fire Commission … 3,039 2,925

Other revenue 150 5,184 3,420

Total revenue from continuing operations 14,810 30,087 27,708

Net gain/(loss) on non-financial assets … (1) (8)

Net gain/(loss) on financial instruments and statutory receivables … … (1)

Total income from continuing operations 14,810 30,086 27,699

Expenses from continuing operations

Employee benefits 2,487 9,401 7,379

Depreciation and amortisation 146 7,191 122

Supplies and consumables 5,212 4,677 12,471

Grants and subsidies 2,996 1,847 2,268

Finance cost … 411 …

Other expenses … 164 135

Total expenses from continuing operations 10,841 23,691 22,375

Net result from continuing operations 3,969 6,395 5,324

Net result 3,969 6,395 5,324

Comprehensive result 3,969 6,395 5,324

Expense by output

Output 4.1 State Emergency Management Services 3,568 6,398 6,942

Output 4.2 State Security and Rescue Operations 7,273 17,293 15,433

Total 10,841 23,691 22,375

Net Assets

Total assets deployed for Output Group 4 – Emergency Management 18,477 4,263

Total liabilities incurred for Output Group 4 – Emergency Management (18,245) (2,841)

Net assets deployed for Output Group 4 – Emergency Management 232 1,422

Annual Report 2019–20

OUTPUT GROUP – CAPITAL INVESTMENT PROGRAM

2020

BUDGET

$'000

2020

ACTUAL

$'000

2019

ACTUAL

$'000

Income from continuing operations

Appropriation revenue - capital 15,250 4,550 2,415

Other revenue from Government … 1,297 2,586

Other revenue … 1,519 238

Total revenue from continuing operations 15,250 7,366 5,239

Total income from continuing operations 15,250 7, 366 5,239

Expenses from continuing operations

Employee benefits … 605 413

Depreciation and amortisation … 45 …

Supplies and consumables … 1,560 2,438

Grants and subsidies 500 500 500

Finance cost … 5 …

Other expenses … 1 …

Total expenses from continuing operations 500 2,716 3,351

Net result from continuing operations 14,750 4,650 1,888

Net result 14,750 4,650 1,888

Comprehensive result 14,750 4,650 1,888

Expense by output

Capital Investment Program 500 2,716 3,351

Total 500 2,716 3,351

Net Assets/(Liabilities)

Total assets deployed for Capital Investment Program 95 1,529

Total liabilities incurred for Capital Investment Program (310) (1,332)

Net assets/(liabilities) deployed for Capital Investment Program (215) 197

Further details of specific projects within this Output are included in Note 13.3 Acquittal of Capital Investment Funds.

Annual Report 2019–20

2.2 RECONCILIATION OF TOTAL OUTPUT GROUPS COMPREHENSIVE

RESULT TO STATEMENT OF COMPREHENSIVE INCOME

2020

BUDGET

$'000

2020

ACTUAL

$'000

2019

ACTUAL

$'000

Total Comprehensive result of Output Groups

Reconciliation to comprehensive result

Output Group 1 – Public Safety 16,391 (10,943) (3,688)

Output Group 2 – Crime 1,552 (798) (1,196)

Output Group 3 – Traffic Policing 182 (9) (640)

Output Group 4 – Emergency Management 3,969 6,395 5,324

Output Group – Capital Investment Program 14,750 4,650 1,888

Comprehensive result 36,844 (705) 1,688

(taken from Statement of Comprehensive Income)

2.3 RECONCILIATION OF TOTAL OUTPUT GROUPS NET

ASSETS TO STATEMENT OF FINANCIAL POSITION

2020

ACTUAL

$'000

2019

ACTUAL

$'000

Total net assets deployed for Output Groups 110, 631 112 ,174

Reconciliation to net assets

Output Group 1 – Public Safety 61,258 61,389

Output Group 2 – Crime 27,372 27,909

Output Group 3 – Traffic Policing 21,984 21,257

Output Group 4 – Emergency Management 232 1,422

Output Group – Capital Investment Program (215) 197

Net assets (taken from Statement of Financial Position) 110, 631 112 ,174

Annual Report 2019–20

2.4 ADMINISTERED OUTPUT SCHEDULE

Comparative information has not been restated for external administrative restructures.

Budget information refers to original estimates and has not been subject to audit.

2020

BUDGET

$'000

2020

ACTUAL

$'000

2019

ACTUAL

$'000

Administered income

Sales of goods and services 257 279 280

Fees and fines 500 1,076 968

Other revenue … 43 33

Total administered revenue 757 1,398 1,281

Other gain/(loss) … … …

Total administered income 757 1,398 1,281

Administered expenses from continuing operations

Grants and transfer payments 757 1,400 1,282

Total administered expenses 757 1,400 1,282

Administered net result … (2) (1)

Administered comprehensive result … (2) (1)

Administered expense by output

Administered items 757 1,400 1,282

Total 757 1,400 1,282

Annual Report 2019–20

Note 3: Expenditure under Australian Government

Funding Arrangements

STATE

FUNDS

STATE

FUNDS

AUSTRALIAN

GOVERNMENT

FUNDS

AUSTRALIAN

GOVERNMENT

FUNDS

2020

ACTUAL

$’000

2019

ACTUAL

$’000

2020

ACTUAL

$’000

2019

ACTUAL

$’000

National Partnership Payments

Via Appropriation

Natural Disaster Resilience Program … … 927 1,172

National Bushfire Mitigation Program … … 143 147

Women’s Safety Package – Technology Trial 693 … … …

Prepared Communities … … 45 …

Family Law Information Sharing … … 16 …

Total 693 … 1,131 1,319

Note 4: Explanations of Material Variances

between Budget and Actual Outcomes

The following are brief explanations of material variances between original budget estimates and actual outcomes.

Variances are considered material where the variance exceeds the greater of 10 per cent of budget estimate and

$1.5 million.

4.1 STATEMENT OF COMPREHENSIVE INCOME

NOTE

2020

BUDGET

$’000

2020

ACTUAL

$’000

VARIANCE

$’000

VARIANCE

Revenue and other

income from transactions

Appropriation revenue – capital (a) 15,250 4,550 (10,700)

(70)

Other revenue from Government (b) … 2,041 2,041

100

Grants (c) 6,078 3,224 (2,854)

(47)

Contribution from State Fire Commission (d) … 16,361 16,361

100

Other revenue (e) 10,266 47,188 36,922

360

Expenses from transactions

Employee benefits (f) 191,458 215,225 23,767

Depreciation and amortisation (g) 18,616 14,085 (4, 531)

(24)

Supplies and consumables (h) 35,525 71,469 35,944

101

Other expenses (i) 2,329 5,315 2,986

128

Other comprehensive income

Changes in physical asset revaluation reserve (j) 26,571 4,272 (22,299)

(84)

Annual Report 2019–20

Notes to Statement of Comprehensive Income variances

a. This variance relates to the delay in the commencement of several projects namely the New Norfolk Police Station,

the Longford Police Station and the Sorell Emergency Services Hub. Refer also to Note 13.3.

b. Other revenue from Government relates to funding for body worn video equipment ($0.7m), Longford Police Station

($0.7m), Sorell Emergency Services Hub ($0.5m) which were carried over from 2018-19. This was not anticipated at

the time the original budget was formulated.

c. The budget includes $3.5m of funding from the Australian Government for National Partnership projects. Actuals

have been included in Other revenue. This is due to a change in budget methodology initiated by the Department of

Treasury and Finance that is yet to be reflected against actual costs.

d. The State Fire Commission makes a contribution towards the State Emergency Services ($2.7m) and the salaries and

operating costs of business and executive services ($13.6m). This contribution was not included in the original budget.

e. This variance relates to reimbursements for Tasmanian Government Radio Network (TasGRN) project ($12.7m) and

Project Unify ($4.3m) which were not included in the original budget as these projects are budgeted for centrally

by Finance-General, Department of Treasury and Finance. Other revenue was also received for reimbursement of

COVID-19 expenditure ($1.4m), TMRN service fees ($2.4m), Crown Lands Administration Fund retention of sale

proceeds ($2.4m), Tasmanian flood mapping project ($0.7m), and recognition of lease income from operating leases

($2.7m). These revenue items were not included in the original budget.

f. The increase in Employee benefits over budget relates primarily to salaries for project staff ($7.0m) not being included

in the original budget and an increase in leave provisions ($9.1m). In addition, salaries for staff of business and executive

services transferred from the State Fire Commission to the Department are not included in the original budget

($7.6m).

g. The variance in Depreciation and amortisation compared to budget is lower than expected due to a change in the

methodology for calculation of leases introduced as part of the new Australian Accounting Standard AASB 16 Leases

from 1 July 2019.

h. The increase in Supplies and consumables relates to unbudgeted TasGRN project costs ($7.7m), TMRN service

fees ($10.4m), Project Unify ($0.5m), COVID-19 expenditure ($0.6m), Triple Zero Project ($1.0m), IT and software

licences ($3.7m), and Public building maintenance funds ($0.5m). In addition, there was a late change in the accounting

treatment for leases for major office accommodation and motor vehicle fleet ($5.5m).

i. The increase in Other expenses primarily relates to an increase in the workers compensation premium ($1.2m).

j. In 2019–20 the Department undertook an index revaluation of its land and buildings. The indices were provided by

independent valuers Opteon Property Group. The result was an increase in the valuation of land of $1.9m together

with an increase in the valuation of buildings of $2.8m. The original budget anticipated a greater upward movement in

the physical asset revaluation at the time it was formulated.

Annual Report 2019–20

4.2 STATEMENT OF FINANCIAL POSITION

Statement of Financial Position variances are considered material where the variance exceeds the greater of 10 per cent

of Budget estimate and $1.5 million.

Budget estimates for the 2019–20 Statement of Financial Position were compiled prior to the completion of the actual

outcomes for 2018-19. As a result, the actual variance from the Original Budget estimate will be impacted by the

difference between estimated and actual opening balances for 2019–20. The following variance analysis also includes major

movements between the 30 June 2020 and 30 June 2019 actual balances.

NOTE

2020

BUDGET

$’000

2020

ACTUAL

$’000

2019

ACTUAL

$’000

BUDGET

VARIANCE

$’000

ACTUAL

VARIANCE

$’000

Assets

Cash and cash equivalents (a) 349 5,220 4,520 4,871

Property, plant and equipment (b) 23 0 ,713 168,348 164,042 (62,365) 4,306

Right-of-use-assets (c) … 16,857 n/a 16,857 n/a

Intangibles (d) 5,567 14,220 10,638 8,653 3,582

Other assets (e) 41,487 1,730 4,297 (39,757) (2,567)

Liabilities

Lease liabilities (f) 40,218 17,033 n/a (23,185) n/a

Employee benefits (g) 61,869 77,143 68,012 15,274 9,131

Other liabilities (h) 1,857 1,802 3,689 (55) (1,887)

Reserves (i) 148,054 101,301 97,489 (46,753) 3,642

Notes to Statement of Financial Position variances

a. The increase in Cash and cash equivalents compared with budget reflects higher cash balances held for projects

carried forward from 2018-19.

b. The increase in Property, plant and equipment actual to actual is primarily due to additions for buildings ($3.4m)

and work in progress for buildings and plant and equipment ($2.6m). The decrease in Property, plant and equipment

actual to budget is due to the anticipation of a greater increase in the value of property, plant and equipment when

the budget was derived.

c. The increase in Right-of-use assets against both budget and actuals reflects a change in accounting treatment under

AASB 16 Leases introduced on 1 July 2019. The budget was recorded against Other assets, not Right-to-use assets.

d. The increase in Intangibles actual to actual is due to the capitalisation of software associated with Project Unify,

a commercial off the shelf system to replace legacy operational information systems. The budget for this was included

in Finance-General.

e. The decrease in Other assets actual to actual is due to a decrease in prepayments for the Health and Wellbeing

program ($2.0m) and Microsoft licences ($0.7m). The decrease from budget reflects a change in accounting treatment

for leases introduced as part of AASB 16 Leases from 1 July 2019 now recorded as a Right-to-use asset.

f. The increase in Lease liabilities from actuals reflects the introduction of AASB 16 Leases which commenced on

1 July 2019. The decrease in Lease liabilities from budget is primarily due to an alternative recognition methodology

for major office accommodation and motor vehicle fleet. At the time of the 2019–20 budget formulation the

recognition criteria were under development.

g. The increase in Employee benefits actual to actual is due to an increase in the provision for accrued salaries

(additional two days of accrual) $1.9m, annual leave $2.6m, and long service leave $4.3m.

h. The reduction in Other liabilities actual to actual is the result of there being no carry forward of funds under

the Financial Management Act 2016.

i. In 2019–20 the Department undertook an index revaluation of its land and buildings. The indices were provided by

Opteon Property Group. The result was an increase in the valuation of land of $1.9m and an increase in buildings of

$2.8m. The original budget anticipated a greater upward movement in the physical asset revaluation reserve at the

time it was formulated.

700

Annual Report 2019–20

4.3 STATEMENT OF CASH FLOWS

Statement of Cash Flows variances are considered material where the variance exceeds the greater of 10 per cent

of Budget estimate and $1.5 million.

NOTE

2020

BUDGET

$’000

2020

ACTUAL

$’000

VARIANCE

$’000

VARIANCE

Cash flows from operating activities

Cash inflows

Appropriation receipts – capital (a) 15,250 4,550 (10,700) (70)

Grants (b) 6,078 3,390 (2,688) (44)

GST receipts (c) 6,200 14,725 8,525 138

Contribution from State Fire Commission (d) … 16, 528 16,528 100

Other cash receipts (e) 10,266 45,509 35,243 343

Cash outflows

Employee benefits (f ) 191,371 206,103 14,732 8

Supplies and consumables (g) 39,825 68,140 28,315 71

GST payments (h) 6,200 14,234 8,034

130

Other cash payments (i) 2,329 5,161 2,832

122

Cash flows from investing activities

Cash outflows

Payments for acquisition of non-financial assets (j) 14,750 10,572 (4,178)

(28)

Cashflows from financing activities

Cash outflows

Repayment of lease liabilities (k) 9,926 7, 545 (2,381)

(24)

Notes to Statement of Cash Flows variances

a. This variance relates to the delay in the commencement of several projects namely the New Norfolk Police Station,

the Longford Police Station and the Sorell Emergency Services Hub.

b. The budget includes $3.5m of funding from the Australian Government for National Partnership projects. Actuals

have been included in Other revenue. This is due to a change in budget methodology initiated by the Department of

Treasury and Finance that is yet to be reflected against actual costs.

c. GST receipts is the reimbursement of GST from the ATO for GST incurred on expenditure. The increase reflects the

fact that all expenditure relating to the State Fire Commission is transacted through the Department and the GST

component was not reflected in the original budget.

d. The State Fire Commission makes a contribution towards the State Emergency service ($2.7m) and the salaries and

operating costs of business and executive services ($13.6m). This contribution was not included in the original budget.

e. This variance relates to reimbursements for Tasmanian Government Radio Network (TasGRN) project ($12.7m) and

Project Unify ($4.3m) which were not included in the original budget as these projects are budgeted for centrally

by Finance-General, Department of Treasury and Finance. Other revenue was also received for reimbursement of

COVID-19 expenditure ($1.4m), TMRN service fees ($2.4m), Crown Lands Administration Fund retention of sale

proceeds ($2.4m), Tasmanian flood mapping project ($0.7m), and recognition of lease income from operating leases

($2.7m). These revenue items were not included in the original budget.

f. The increase in Employee benefits over budget relates primarily to salaries for project staff ($7.0m) and salaries for

staff of business and executive services ($7.6m) transferred from State Fire Commission to the Department and not

included in the original budget.

g. The increase in Supplies and consumables relates to unbudgeted TasGRN project costs ($7.7m), TMRN service

fees ($9.2m), Project Unify ($0.5m), COVID-19 expenditure ($0.6m), Triple Zero Project ($1.0m), IT and software

licences ($3.5m), and Public building maintenance funds ($0.5m). In addition, there was a late change in the accounting

treatment for leases for major office accommodation and motor vehicle fleet ($5.5m).

Annual Report 2019–20

h. GST payments is the payment of GST to the ATO for GST incurred on expenditure. The increase reflects the

fact that all expenditure relating to the State Fire Commission is transacted through the Department and the GST

component was not reflected in the original budget.

i. The increase in Other expenses primarily relates to an increase in the workers compensation premium ($2.4m).

j. The decrease from budget for Payments for acquisition of non-financial assets relates to the delay in commencement

of several projects namely the New Norfolk Police Station, the Longford Police Station and the Sorell Emergency

Services Hub.

k. The decrease in Repayment of lease liabilities (excluding interest) from budget is primarily due to an alternative

recognition methodology for major office accommodation and motor vehicle fleet. At the time of the 2019–20 budget

formulation the recognition criteria were under development.

Note 5: Underlying Net Result

Non-operational capital funding is the income from continuing operations relating to funding for capital projects. This

funding is classified as revenue from continuing transactions and included in the Net result from continuing operations.

However, the corresponding capital expenditure is not included in the calculation of the Net result from continuing

operations. Accordingly, the Net result from continuing operations will portray a position that is better than the true

underlying financial result.

For this reason, the Net result is adjusted to remove the effects of funding for capital projects.

NOTES

2020

BUDGET

$’000

2020

ACTUAL

$’000

2019

ACTUAL

$’000

Net result from continuing operations 10,273 (4,977) (1,096)

Less impact of Non-operational capital funding

Revenue from Government - capital 15,250 4,550 2,415

Revenue from Government – other … 2,041 7,245

Total 15,250 6,591 9,660

Underlying Net result from continuing operations (4,977) (11, 56 8 ) (10,756)

The COVID-19 pandemic has impacted the 2019–20 operations of the Department and this impact is expected to

continue into the 2020–21 financial year. Additional information is provided in Note 16.

Note 6: Revenue

Income is recognised in the Statement of Comprehensive Income when an increase in future economic benefits related

to an increase in an asset or a decrease of a liability has arisen that can be measured reliably.

Until 30 June 2019, income is recognised in accordance with AASB 111 Construction Contracts, AASB 118 Revenue and

AASB 1004 Contributions.

From 1 July 2019, income is recognised in accordance with the requirements of AASB 15 Revenue from Contracts with

Customers or AASB 1058 Income of Not-for-Profit Entities, dependent on whether there is a contract with a customer

defined by AASB 15.

Annual Report 2019–20

6.1 REVENUE FROM GOVERNMENT

Appropriations, whether operating or capital, are recognised as revenues in the period in which the Department gains

control of the appropriated funds. Except for any amounts identified as carried forward, control arises in the period

of appropriation.

Revenue from Government includes revenue from appropriations, appropriations carried forward under section 8A(2)

of the Public Account Act 1986 and Items Reserved by Law.

As a result of the commencement of the Financial Management Act 2016, from 2020-21 Revenue from Government

will include revenue from appropriations, unexpended appropriations rolled over under section 23 of the Financial

Management Act 2016 and Items Reserved by Law.

Section 8A(2) of the Public Account Act 1986 allowed for an unexpended balance of an appropriation to be transferred

to an account in the Special Deposits and Trust Fund for such purposes and conditions as approved by the Treasurer. In

the initial year, the carry forward is recognised as a liability, Revenue Received in Advance. The carry forward from the

initial year is recognised as revenue in the reporting year, assuming that the conditions of the carry forward are met and

the funds are expended.

Section 23 of the Financial Management Act 2016 allows for an unexpended appropriation at the end of the financial

year, as determined by the Treasurer, to be issued and applied from the Public Account in the following financial year.

The amount determined by the Treasurer must not exceed five per cent of an Agency’s appropriation for the financial

year. Rollover of unexpended appropriations under section 23 will be disclosed under the Financial Management Act 2016

for the first time in 2020-21.

The Budget information is based on original estimates and has not been subject to audit.

2020

BUDGET

$’000

2020

ACTUAL

$’000

2019

ACTUAL

$’000

Continuing operations

Appropriation revenue - operating

Current year 237,054

237,054

15,250

237,0 41 228,032

237,041 228,032

Appropriation revenue - capital 4,550 2,415

Other revenue from Government

Appropriation carried forward under section 8A(2)

… 2,041 7,245

of the Public Account Act 1986 taken up as revenue

in the current year

Total revenue from Government from continuing operations 252,304 243,632 237,692

Total revenue from Government 252,304 243,632 237,692

6.2 GRANTS

In 2018-19, Grants payable by the Australian Government were recognised as revenue when the Department gains

control of the underlying assets. Where grants are reciprocal, revenue was recognised as performance occurred under

the grant. Non-reciprocal grants were recognised as revenue when the grant is received or receivable. Conditional grants

were reciprocal or non-reciprocal depending on the terms of the grant.

From 2019-20, Grants revenue, where there is a sufficiently specific performance obligation attached, are recognised

when the Department satisfies the performance obligation and transfers the promised goods or services. The Department

typically satisfies its performance obligations when the Department gains control of the underlying asset. The Department

recognises revenue associated with performance obligations using the output method when work is performed.

Grants revenue without a sufficiently specific performance obligation are recognised when the Department gains control

of the asset (typically Cash).

Annual Report 2019–20

2020

$’000

2019

$’000

Grants with sufficient specific performance obligations

Motor Accident Insurance Board 2,917 n/a

Parks Australia 62 n/a

Supporting our Emergency Services Volunteers 69 n/a

Department of Health and Human Services (Tasmanian Government) 81 n/a

Department of Health and Human Services (Australian Government) 60 n/a

Total 3,189 n/a

Grants without sufficiently specific performance obligations

Department of Premier and Cabinet 35 n/a

Total 35 n/a

Continuing Operations

Grants from the Australian Government

Specific grants n/a 343

Total n/a

Other grants

State Government grants

Motor Accident Insurance Board n/a 2,860

Department of Health and Human Services n/a 81

Total n/a 2,941

Total revenue from Grants 3,224 3,284

6.3 SALES OF GOODS AND SERVICES

Revenue from the provision of services is recognised when the Department satisfies its performance obligation by

transferring the promised services. The Department typically satisfies its performance obligations when the significant

risks and rewards of ownership have been transferred to the buyer. The Department recognises revenue associated with

performance obligations in proportion to the stage of completion. The stage of completion is assessed by reference to

surveys and work performed.

2020

$’000

2019

$’000

Services

Commissions 56 51

Helicopter evacuations 2,500 3,165

National criminal history checks 692 788

Police Academy facilities hire 201 234

Prosecution document search fees 25 34

Other 60

Total 3,534 4,358

343

Annual Report 2019–20

6.4 CONTRIBUTION FROM STATE FIRE COMMISSION

Amounts received as contributions are recognised when the services which generate this revenue are provided.

2020

$’000

2019

$’000

Contribution from State Fire Commission for State Emergency Service 2,760 2,706

Contribution from State Fire Commission for business and executive services 13,601 10,968

Total 16,361 13,674

The Department provides services to the State Fire Commission (SFC) for the State Emergency Service and for business

and executive services. The services provided incorporate Technology and Innovation Services, Business Services,

Wellbeing Support, Strategic Projects, People and Culture, and Strategy and Support. The SFC makes a contribution

to the Department for these services.

6.5 CONTRIBUTIONS RECEIVED

Services received free of charge by the Department, are recognised as income when a fair value can be reliably

determined and when the services would have been purchased if they had not been donated. Use of those resources

is recognised as an expense.

Contributions of assets at no cost of acquisition or for nominal consideration are recognised at their fair value when the

Department obtains control of the asset, it is probable that future economic benefits comprising the contribution will

flow to the Department and the amount can be measured reliably. However, where the contribution received is from

another government department as a consequence of restructuring of administrative arrangements, they are recognised

as contributions by owners directly within equity. In these circumstances, book values from the transferor department

have been used.

State Emergency Services (SES) volunteers give a significant number of hours to providing emergency response

services to the community for storm or flood response, road crash rescue, search and rescue and in other support

roles. The SES also provides many broader emergency management functions involving planning, education, awareness

and the co-ordination of various projects or programs that help build community resilience against natural disasters.

The operations of the State Emergency Service would not be possible without the support of 600 dedicated volunteers

across the state. SES volunteers are categorised as either operational roles or non-operational roles. Under AASB 1058

Income of Not-for-Profit Entities, a value for volunteers is not recognised in the financial statements as the recognition

criteria has not been met. The Department is reviewing methodologies to enable SES volunteer services to be

accurately measured and valued in accordance with AASB 1058.

2020

$’000

2019

$’000

Fair value of assets assumed at no cost or for nominal value

333 …

Total 333 …

Note 1: The Department of Justice provided an upgrade to the Launceston Prison at no cost for the Department.

Annual Report 2019–20

6.6 OTHER REVENUE

Revenue from other sources is recognised when the goods or services which generate this revenue are provided.

Lease income from operating leases where the Department is a lessor is recognised on a straight line basis.

The Department does not have any finance leases as lessor.

2020

$’000

2019

$’000

Property rental 179 480

Contributions from Government 3,678 1,757

Crown Lands Administration Fund 2,399 …

Workers compensation recoveries 2,182 1,028

Lease income from operating leases 2,735 …

Reimbursements 3.042 2 , 811

TMRN service fees 8,899 7,886

TasGR N Project 12,734 9,112

Disaster mitigation program 1,060 1,319

Safe Homes, Safe Families Program 1,567 1,370

Project Unify 4,317 7,170

Project Triple Zero 289 2,232

Flood expenses recovery … 808

COVID-19 Reimbursement of expenses 1,377 …

Public Building Maintenance Funds 678 …

Bushfire expenses recovery 111 731

Tasmanian flood mapping project 650 1,100

Other 1,291 1,837

Total 47,188 39,641

Note 7: Net Gains / (Losses)

7.1 NET GAIN/(LOSS) ON NON-FINANCIAL ASSETS

Gains or losses from the sale of non-financial assets are recognised when control of the assets has passed to the buyer.

Key Judgement

Impairment exists when the recoverable amount of an asset is less than its carrying amount. Recoverable amount is the

higher of fair value less costs to sell and value in use.

Specialised non-financial assets are not used for the purpose of generating cash flows; therefore their recoverable amount

is expected to be materially the same as fair value, as determined under AASB 13 Fair Value Measurement.

All other non-financial assets are assessed to determine whether any impairment exists, with impairment losses

recognised in Statement of Comprehensive Income.

Impairment losses recognised in prior periods are assessed at each reporting date for any indications that the loss has

decreased or no longer exists. An impairment loss is reversed if there has been a change in the Estimates used to

determine the recoverable amount. An impairment loss is reversed only to the extent that the asset’s carrying amount

does not exceed the carrying amount that would have been determined, net of depreciation or amortisation, if no

impairment loss had been recognised.

2020

$’000

2019

$’000

Impairment of non-financial assets (170) (378)

Net gain/(loss) on disposal of physical assets 107 (24)

Total net gain/(loss) on non-financial assets (63) (402)

Annual Report 2019–20

7.2 NET GAIN/(LOSS) ON FINANCIAL INSTRUMENTS

AND STATUTORY RECEIVABLES/PAYABLES

Financial assets are impaired under the expected credit loss approach required under AASB 9 Financial Instruments.

The expected credit loss is recognised for all debt instruments not held at fair value through profit or loss.

Key Judgement

An impairment loss using the expected credit loss method for all trade debtors uses a lifetime expected loss allowance.

The expected loss rates are based upon historical observed loss rates that are adjusted to reflect forward looking

macroeconomic factors.

2020

$’000

2019

$’000

Impairment of receivables 11 (27)

Total net gain/(loss) on financial instruments 11 (27)

and statutory receivables/payables

Note 8: Expenses from Transactions

Expenses are recognised in the Statement of Comprehensive Income when a decrease in future economic benefits

related to a decrease in asset or an increase of a liability has arisen that can be measured reliably.

8.1 EMPLOYEE BENEFITS

Employee benefits include, where applicable, entitlements to wages and salaries, annual leave, sick leave, long service

leave, superannuation and any other post-employment benefits.

(A) EMPLOYEE EXPENSES

2020

$’000

2019

$’000

Wages and salaries 167,734 158,298

Annual leave 16,479 15,439

Long service leave 6,977 6,152

Superannuation – defined contribution scheme 15,709 14,238

Superannuation – defined benefit scheme 7,901 8,057

Other employee expenses 425 482

Total 215,225 202,666

Superannuation expenses relating to defined benefits schemes relate to payments into the Public Account. The amount of

the payment is based on a department contribution rate determined by the Treasurer, on the advice of the State Actuary.

The current employer contribution rate is 12.95 per cent (2019: 12.95 per cent) of salary.

Superannuation expenses relating to defined contribution schemes are paid directly to the superannuation funds at a rate

of 9.5 per cent (2019: 9.5 per cent) of salary. In addition, departments are also required to pay into the Public Account

a “gap” payment equivalent to 3.45 per cent (2019: 3.45 per cent) of salary in respect of employees who are members

of contribution schemes.

(B) REMUNERATION OF KEY MANAGEMENT PERSONNEL

Key management personnel are those persons having authority and responsibility for planning, directing and controlling

the activities of the agency, directly or indirectly.

Remuneration during 2019-20 for key personnel is set by the State Service Act 2000. Remuneration and other terms

of employment are specified in employment contracts. Remuzneration includes salary, motor vehicle and other non-

monetary benefits. Long-term employee expenses include movements in long service leave entitlements, long service

leave paid out, and superannuation obligations. Negative amounts represent more leave being taken in a given year

than accrued.

No termination benefits were paid in 2018-19 or 2019–20.

Annual Report 2019–20

Acting Arrangements

When members of key management personnel are unable to fulfil their duties, consideration is given to appointing other

members of senior staff to their position during their period of absence. Individuals are considered members of key

management personnel when acting arrangements are for a period of four weeks or more.

The following were key management personnel of the Department at any time during the 2019–20 financial year and

unless otherwise indicated were key management personnel for the entire period:

KEY MANAGEMENT PERSONNEL

Darren Hine Secretary and Commissioner of Police

Scott Tilyard Deputy Commissioner of Police

Donna Adams Deputy Secretary

Richard Cowling Assistant Commissioner, Operations to 6 December 2019 and then extended leave to

22 June 2020

Jonathan Higgins Assistant Commissioner, Specialist Support to 6 December 2019 and then Assistant

Commissioner, Operations from 9 December 2019

Key acting personnel

Scott Wilson-Haffenden Acting Deputy Secretary, 9 August 2019 to 31 October 2019 and 19 March 2020 to

9 June 2020

Todd Crawford Acting Deputy Secretary, 1 November 2019 to 10 January 2020

Jonathan Higgins Acting Deputy Commissioner, 20 March 2020 to 25 May 2020

Timothy Dooley Acting Assistant Commissioner, Specialist Support, 9 December 2019 to 5 January 2020

and from 8 June 2020 (due to cease 5 July 2020)

Adrian Bodnar Acting Assistant Commissioner, Specialist Support, 6 January 2020 to 2 February 2020

Mark Mewis Acting Assistant Commissioner, Specialist Support, 3 February 2020 to 26 April 2020

Ian Whish-Wilson Acting Assistant Commissioner, Specialist Support, 27 April 2020 to 7 June 2020

Joanne Stolp Acting Assistant Commissioner, Operations, from 27 March 2020 to 1 June 2020

SHORT TERM BENEFITS LONG-TERM BENEFITS

2020

SALARY

$’000

OTHER

BENEFITS

$’000

SUPER

ANNUATION

$’000

OTHER BENEFITS &

LONG SERVICE LEAVE

$’000

TOTAL

$’000

Key management

personnel

Darren Hine 352 23 43 (7) 411

Scott Tilyard 275 25 35 3 338

Donna Adams 203 21 26 5 255

Richard Cowling 204 18 27 (79) 170

Jonathan Higgins 177 27 22 9 235

Key acting personnel

Scott Wilson-Haffenden 103 … 13 … 116

Todd Crawford 44 … 6 … 50

Timothy Dooley 14 … 2 … 16

Jonathan Higgins 25 … 3 … 28

Adrian Bodnar 14 … 2 … 16

Mark Mewis 42 … 6 … 48

Ian Whish-Wilson 21 … 3 … 24

Joanne Stolp 33 … 4 … 37

Total 1,507 114 192 (69) 1,744

Annual Report 2019–20

The following were key management personnel of the Department at any time during the 2018-19 financial year and

unless otherwise indicated were key management personnel for the entire period:

KEY MANAGEMENT PERSONNEL

Darren Hine Secretary and Commissioner of Police

Scott Tilyard Deputy Commissioner of Police

Donna Adams Deputy Secretary

Glenn Frame Assistant Commissioner, Operations to 18 March 2019

Richard Cowling Assistant Commissioner, Specialist Support to 11 November 2018

and then Assistant Commissioner, Operations from 12 November 2018

Jonathan Higgins Assistant Commissioner, Specialist Support from 19 November 2018

SHORT TERM BENEFITS LONG-TERM BENEFITS

2019

SALARY

$’000

OTHER

BENEFITS

$’000

SUPER

ANNUATION

$’000

OTHER BENEFITS &

LONG SERVICE LEAVE

$’000

TOTAL

$’000

Key management

personnel

Darren Hine 337 24 42 12 415

Scott Tilyard 273 25 34 8 340

Donna Adams 237 22 29 5 293

Glenn Frame 149 15 21 (38) 147

Richard Cowling 216 21 28 (2) 263

Jonathan Higgins 188 23 22 13 246

Total

1,400 13 0 176 (2) 1,704

There are no significant related party transactions requiring disclosure.

8.2 DEPRECIATION AND AMORTISATION

All applicable non-financial assets having a limited useful life are systematically depreciated over their useful lives in

a manner which reflects the consumption of their service potential. Land, being an asset with an unlimited useful life,

is not depreciated.

Depreciation is provided for on a straight-line basis, using rates which are reviewed annually. Major depreciation

periods are:

• Vehicles 3-5 years

• Plant and equipment 2-20 years

• Buildings 10-100 years

• Infrastructure 5-15 years

All intangible assets having a limited useful life are systematically amortised over their useful lives reflecting the pattern in

which the asset’s future economic benefits are expected to be consumed by the Department.

Major amortisations rates are:

• Software 2-20 years

Annual Report 2019–20

(A) DEPRECIATION

2020

$’000

2019

$’000

Buildings 2,963 2,839

Plant, equipment and vehicles 1,334 1,231

Infrastructure 1,302 1,610

Right-of-use assets 7,721 …

Total 13,320 5,680

(B) AMORTISATION

2020

$’000

2019

$’000

Intangibles 765

Total 765

Total depreciation and amortisation 14,085 6,085

8.3 SUPPLIES AND CONSUMABLES

2020

$’000

2019

$’000

Audit fees – financial audit 62 62

Audit fees – internal audit 49 82

Property, vehicle and equipment rental 9,021 15,410

Consultants 4,290 5,466

Property services 5,640 5,288

Maintenance 7,326 6 , 510

Communications 15,578 15,066

Information technology 11, 0 90 6,983

Travel and transport 7,050 6,229

Advertising and promotion 48 70

Contractors 1,931 923

Personal equipment (including body armour and ammunition) 210 308

Equipment costs (lease costs, minor purchases) 1,281 1,113

Administration costs (printing, publications, office supplies) 1,703 1,591

Training and personnel costs 1,101 1,560

Uniforms (including materials, tailoring and protective clothing) 1,644 1,351

Other supplies and consumables 3,445 3,532

Total 71,469 71,544

Audit fees paid or payable to the Tasmanian Audit Office for the audit of the Department’s financial statements were

$62,090 (2018-19 $62,090).

405

Annual Report 2019–20

8.4 GRANTS AND SUBSIDIES

Grant and subsidies expenditure is recognised to the extent that:

• the services required to be performed by the grantee have been performed; or

• the grant eligibility criteria have been satisfied.

A liability is recorded when the Department has a binding agreement to make the grants but services have

not been performed or criteria satisfied. Where grant monies are paid in advance of performance or eligibility,

a prepayment is recognised.

2020

$’000

2019

$’000

Natural Disaster Resilience Program 332 573

State Emergency Management Program 305 349

Emergency Volunteer Fund 78 112

National Bushfire Mitigation Program 143 …

Migrant Resource Centre 220 135

Road and Rescue Call Outs 44 55

Police Pipe Band – 50 year anniversary tour 40 40

Empower integration and automation … 185

Emergency Alert 227 389

Supporting our Emergency Services Volunteers 500 500

State Fire Commission – Remote Area Teams 115 100

State Fire Commission - Fuel Reduction Unit 7,000 9, 514

Sustainable Timbers Tasmania – Fuel Reduction 2,000 2,000

Small Business Security Cameras 150 …

Red Hot Tips Fuel Reduction 295 …

Other grants and subsidies 1,182 1,188

Total 12,630 15,140

8.5 FINANCE COSTS

All finance costs are expensed as incurred using the effective interest method. Finance costs include lease charges.

2020

$’000

2019

$’000

Interest Expense

Interest on lease liabilities 473 …

Total 473 …

8.6 OTHER EXPENSES

Other expenses are recognised when it is probable that the consumption of loss of future economic benefits resulting in

a reduction in assets and/or an increase in liabilities has occurred and the consumption or loss of future economic benefits

can be measured reliably.

2020

$’000

2019

$’000

Workers Compensation 3,549 2,326

Legal expenses 280 506

Disbursement of third party revenue collected 1,045 508

Other 441 541

Total 5,315 3,881

Annual Report 2019–20

Note 9: Assets

Assets are recognised in the Statement of Financial Position when it is probable that the future economic benefits will

flow to the Department and the asset has a cost or value that can be measured reliably.

9.1 RECEIVABLES

Receivables are initially recognised at fair value plus any directly attributable transaction costs. Trade receivables that do

not contain a significant financing component are measured at the transaction price.

Receivables are held with the objective to collect the contractual cash flows and are subsequently measured at amortised

cost using the effective interest method. Any subsequent changes are recognised in the net result for the year when

impaired, derecognised or through the amortisation process. An allowance for expected credit losses is recognised for

all debt financial assets not held at fair value through profit and loss. The expected credit loss is based on the difference

between the contractual cash flows and the cash flows that the entity expects to receive, discounted at the original

effective interest rate.

For trade receivables, a simplified approach in calculating expected credit losses is applied, with a loss allowance based

on lifetime expected credit losses recognised at each reporting date. The Department has established a provision

matrix based on its historical credit loss experience for trade receivables, adjusted for forward-looking factors specific

to the receivable.

2020

$’000

2019

$’000

Receivables 405

(16)

389

986

1,472

902

Less: Expected credit loss (27)

875

Other Receivables

Tax assets 1,443

Total 2,503

Settled within 12 months 2,503

Total 2,503

RECONCILIATION OF MOVEMENT IN

EXPECTED CREDIT LOSS OF RECEIVABLES

2020

$’000

2019

$’000

Carrying amount at 1 July 27

Amounts written off during the year …

Increase/(decrease) in provision recognised in profit or loss (11)

Carrying amount at 30 June 16

There has been a significant decrease in gross trade receivables as at 30 June 2020 compared to 30 June 2019, primarily

due to the timing of invoices. For aging analysis of the financial assets, refer to Note 14.1.

185

Annual Report 2019–20

547

9.2 OTHER FINANCIAL ASSETS

The Department records accrued revenue at the expected recovery amount.

2020

$’000

2019

$’000

Accrued revenue 950 547

Total 950

Settled within 12 months 950 547

Total 950

9.3 INVENTORIES

Inventories held for distribution are valued at cost adjusted, when applicable, for any loss of service potential. Inventories

acquired for no cost or nominal consideration are valued at current replacement cost.

Inventories held for resale are valued at the lower of cost or net realisable value.

2020

$’000

2019

$’000

Uniform store 1,760

174

2,027

1,002

Forensic Science Service Tasmania store 186

Communications store …

Total 1,188

Consumed within 12 months 1,188

Total 1,188

9.4 PROPERTY, PLANT AND EQUIPMENT

Key estimate and judgement

(i) Valuation basis

Land and buildings are recorded at fair value less accumulated depreciation. All other non-current physical assets, including

work in progress, are recorded at historic cost less accumulated depreciation and accumulated impairment losses. All

assets within a class of assets are measured on the same basis.

Cost includes expenditure that is directly attributable to the acquisition of the asset. The costs of self-constructed assets

includes the cost of materials and direct labour, any other costs directly attributable to bringing the asset to a working

condition for its intended use, and the costs of dismantling and removing the items and restoring the site on which they

are located. Purchased software that is integral to the functionality of the related equipment is capitalised as part of that

equipment.

When parts of an item of property, plant and equipment have different useful lives, they are accounted for as separate

items (major components) of property, plant and equipment.

Fair value is based on the highest and best use of the asset. Unless there is an explicit Government policy to the contrary,

the highest and best use of an asset is the current purpose for which the asset is being used or building being occupied.

(ii) Subsequent costs

The cost of replacing part of an item of property, plant and equipment is recognised in the carrying amount of the item

if it is probable that the future economic benefits embodied within the part will flow to the Department and its costs

can be measured reliably. The carrying amount of the replaced part is derecognised. The costs of day-to-day servicing of

property, plant and equipment are recognised in profit or loss as incurred.

Annual Report 2019–20

(iii) Asset recognition threshold

The asset capitalisation thresholds adopted by the Department are:

• Land $10,000

• Buildings $50,000

• Plant and equipment $10,000

• Infrastructure $10,000

• Heritage $10,000

Assets valued at less than the threshold amount are charged to the Statement of Comprehensive Income in the year of

purchase (other than where they form part of a group of similar items which are material in total).

(iv) Fair value measurement

All assets of the Department for which fair value is measured or disclosed in the nancial statements are categorised

within the following fair value hierarchy, based on the data and assumptions used in the most recent specic appraisals:

• Level 1 – represents fair value measurements that reflect unadjusted quoted market prices in active markets for

identical assets and liabilities.

• Level 2 – represents fair value measurements that are substantially derived from inputs (other than quoted prices

included within Level 1) that are observable, either directly or indirectly.

• Level 3 – represents fair value measurements that are substantially derived from unobservable inputs.

(v) Revaluations

The Department has adopted a revaluation threshold of $50,000 above which assets are revalued on a fair value basis.

Assets are grouped on the basis of having a similar nature or function in the operations of the Department.

Assets are revalued with sufficient regularity to ensure they reflect fair value at balance date. Any accumulated

depreciation at the date of a full revaluation is eliminated against the gross carrying amount of the asset and the net

amount restated to the revalued amount of the asset.

Annual Report 2019–20

(A) CARRYING AMOUNT

2020

$’000

2019

$’000

Land

At fair value 41,387 39,479

Total 41,387 39,479

Buildings

At fair value 122,851 116 , 9 23

Less: Accumulated depreciation (8,972) (5, 813)

113 , 879 111,110

Work in progress (at cost) 1,079 551

Total 114 ,95 8 111, 661

Plant, equipment and vehicles

At cost 30,746 30,574

Less: Accumulated depreciation (21,335) (20,001)

9,411 10,573

Work in progress (at cost) 1,566 …

Total 10,977 10,573

Infrastructure

At cost 35,926 35,926

Less: Accumulated depreciation (35,334) (34,031)

Total 592 1,895

Heritage assets

At cost 434

Total property, plant and equipment 168,348 164,042

The latest revaluations as at 30 June 2020 were based on indices supplied by Opteon Property Group. The indices

indicate an average annual increase in land and building values for the Department from 30 June 2019 to 30 June 2020.

Market conditions are changing and there is currently significant market uncertainty due to COVID-19. This indexation

is based upon information available at the time of preparation and therefore predominately relates to pre COVID-19

market conditions. Reliance on this indexation should have regard to increased market and valuation uncertainty and

potential market volatility.

The Department’s land and buildings were revalued in full as at 30 June 2017 by independent valuers Opteon

Property Group. The revaluation was based on fair value in accordance with relevant accounting standards and

Treasurer’s Instructions.

Accumulated depreciation at the date of the full revaluation was eliminated against the gross carrying amount of the

asset and the net amount restated to the revalued amount of the asset.

In 2019–20, buildings were deemed impaired. The impairment arose as a result of building expenditure on

Police residences being greater than the fair value of the buildings. The amount of the impairment loss is $170,960

($378,000 in 2018-19).

434

Annual Report 2019–20

(B) RECONCILIATION OF MOVEMENTS

Reconciliations of the carrying amounts of each class of property, plant and equipment at the beginning and end of the

current and previous financial year are set out below. Carrying value means the net amount after deducting accumulated

depreciation and accumulated impairment losses.

2020

LAND

LEVEL 2

$’000

BUILDINGS

LEVEL 2

$’000

PLANT,

EQUIPMENT

AND VEHICLES

$’000

INFRASTRUCTURE

$’000

HERITAGE

$’000

TOTAL

$’000

Carrying value at 1 July

39,479

111, 661 10,573 1,895 434 164,042

Additions

348

2,820 172 ... ... 3,340

Disposals

(324)

(408) ... ... ... (732)

Revaluation increments

1,884

2,388 ... ... ... 4,272

(decrements)

Impairment losses

...

(170) ... ... ... (170)

Assets held for sale

...

... ... ... ... ...

Work in progress at cost

...

1,630 1,566 ... ... 3,196

Write offs

...

... ... ... ... ...

Depreciation and

...

(2,963) (1,334) (1,302) ... (5,599)

amortisation

Carrying value

41,387

114 ,95 8 10,977 592 434 168,348

at 30 June

2019

LAND

LEVEL 2

$’000

BUILDINGS

LEVEL 2

$’000

PLANT,

EQUIPMENT

AND VEHICLES

$’000

INFRASTRUCTURE

$’000

HERITAGE

$’000

TOTAL

$’000

Carrying value at 1 July 39,264 111, 23 4 11, 366 3,505 434 165,803

Additions 6 890 438 ... ... 1,334

Disposals (159) (213) ... ... ... (372)

Revaluation increments 368 2,416 ... ... ... 2,784

(decrements)

Impairment losses ... (378) ... ... ... (378)

Assets held for sale ... ... ... ... ... ...

Work in progress at cost ... 551 ... ... ...

Write offs ... ... ... ... ... ...

Depreciation and ... (2,839) (1,231) (1,610) ... (5,680)

amortisation

Carrying value 39,479 111,6 61 10,573 1,895 434 164,042

at 30 June

551

Annual Report 2019–20

9.5 RIGHT-OF-USE ASSETS

From 1 July 2019, AASB 16 requires the Department to recognise a right-of-use asset, where it has control of the

underlying asset over the lease term. A right-of-use asset is measured at the present value of initial lease liability, adjusted

by any lease payments made at or before the commencement date and lease incentives, any initial direct costs incurred,

and estimated costs of dismantling and removing the asset or restoring the site. Right-of-use assets includes assets in

respect of leases previously treated as operating leases under AASB117, and therefore not recognised on the Statement

of Financial Position.

The Department has elected not to recognise right-of-use assets and lease liabilities arising from short-term leases,

rental arrangements for which Finance-General has substantive substitution rights over the assets and leases for which

the underlying asset is of low-value. Substantive substitution rights relate primarily to whole-of-Government office

accommodation and fleet vehicles. An asset is considered low-value when it is expected to cost less than $10,000.

Right-of-use assets are depreciated over the shorter of the assets useful life and the term of the lease. Where the

Department obtains ownership of the underlying leased asset or if the cost of the right-of-use asset reflects that the

Department will exercise a purchase option, the Department depreciates the right-of-use asset overs its useful life.

2020

BUILDINGS

$’000

PLANT,

EQUIPMENT &

VEHICLES

$’000

TOTAL

$’000

Carrying value at 1 July 1,500 21,911 23,411

Additions 889 279 1,167

Depreciation and amortisation (458) (7,263) ( 7,721)

Carrying value at 30 June 1,930 14,927 16,857

9.6 INTANGIBLES

An intangible asset is recognised where:

• it is probable that an expected future benefit attributable to the asset will flow to the Department; and

• the cost of the asset can be reliably measured.

Intangible assets held by the Department are valued at fair value less any subsequent accumulated amortisation and any

subsequent accumulated impairment losses where an active market exists. Where no active market exists, intangibles are

valued at cost less any accumulated amortisation and any accumulated impairment losses.

(A) CARRYING AMOUNT

2020

$’000

2019

$’000

Intangibles with a finite useful life

At cost 17,105 6 ,719

Less: Accumulated amortisation (2,812) (686)

14,220 6,033

Work in progress (at cost) … 4,605

Total 14,220 10,638

100

Annual Report 2019–20

(B) RECONCILIATION OF MOVEMENTS (INCLUDING FAIR VALUE LEVELS)

2020

LEVEL 2

$’000

2020

TOTAL

$’000

2019

TOTAL

$’000

Carrying amount at 1 July 10,638 10,638 5,567

Additions 4,347 4,347 871

Work in progress … … 4,605

Amortisation expense (765) (765) (405)

Carrying amount at 30 June 14,220 14,220 10,638

9.7 OTHER ASSETS

(A) CARRYING AMOUNT

Prepayments relate to actual transactions that are recorded at cost.

2020

$’000

2019

$’000

Other current assets

Prepayments 1,730 4,297

Total 1,730 4,297

Recovered within 12 months 1,730 4,297

Total 1,730 4,297

Note 10: Liabilities

Liabilities are recognised in the Statement of Financial Position when it is probable that an outflow of resources

embodying economic benefits will result from the settlement of a present obligation and the amount at which the

settlement will take place can be measured reliably.

10.1 PAYABLES

Payables, including goods received and services incurred but not yet invoiced, are recognised at amortised cost, which due

to the short settlement period, equates to face value, when the Department becomes obliged to make future payments

as a result of a purchase of assets or services.

2020

$’000

2019

$’000

Creditors 3,134 1,510

Accrued expenses 1,081 2,350

Total 4,215 3,860

Settled within 12 months 4,215 3,860

Total 4,215 3,860

Settlement is usually made within 30 days.

101

Annual Report 2019–20

- -

10.2 LEASE LIABILITIES

On 1 July 2019, a lease liability is measured at the present value of the lease payments that are not paid at that date.

The discount rate used to calculate the present value of the lease liability is the rate implicit in the lease. Where

the implicit rate is not known and cannot be determined the Tascorp indicative lending rate including the relevant

administration margin is used.

The Department has elected not to recognise right-of-use assets and lease liabilities arising from short-term leases,

rental arrangements for which Finance-General has substantive substitution rights over the assets and leases for which

the underlying asset is of low-value. Substantive substitution rights relate primarily to office accommodation. An asset is

considered low-value when it is expected to cost less than $10,000.

The Department has entered into the following leasing arrangements:

CLASS OF RIGHT OF USE ASSET DETAILS OF LEASING ARRANGEMENTS

Plant and equipment

The Department has two plant and equipment leases. One is with

Rotor-Lift Pty Ltd for the provision of aero-medical rescue services.

This agreement has monthly instalments over a three-year period

with payments adjusted annually for CPI. The other is for Information

Technology Servers with quarterly instalments over a five-year period.

Building

The Department leases various properties for lease terms ranging from

one year to seven years. Payments are regular and are subject to annual

CPI increases.

Short Term Leases

The Department leases properties for residence. The majority of

these agreements expire by 30 June 2021 and have been treated as

short-term leases.

2020

$’000

Current

Lease liabilities 7,841

Non-current

Lease liabilities 9,192

Total 17,033

The following amounts are recognised in the Statement of Comprehensive Income

2020

$’000

Interest on lease liabilities included in note 8.5 473

Lease expenses included in note 8.3

Short term leases 1,971

Lease of low-value assets 1,374

Variable lease payments …

Income from sub-leasing right-of-use assets (2,735)

Net expenses from leasing activities 1,083

10.3 EMPLOYEE BENEFITS

Key estimate and judgement

Liabilities for wages and salaries and annual leave are recognised when an employee becomes entitled to receive a benefit.

Those liabilities expected to be realised within 12 months are measured as the amount expected to be paid. Other

employee entitlements are measured as the present value of the benefit at 30 June, where the impact of discounting is

material, and at the amount expected to be paid if discounting is not material.

102

Annual Report 2019–20

270

A liability for long service leave is recognised, and measured as the present value of expected future payments to be made

in respect of services provided by employees up to the reporting date.

Sick leave entitlements are not vested in employees and are not considered to give rise to a liability therefore no provision

has been made.

2020

$’000

2019

$’000

Accrued salaries 4,812 2,992

Annual leave 25,000 22,375

Long service leave 46,976 42,375

Accumulated leave schemes 355

Total 77,143 68,012

Expected to settle wholly within 12 months 22,832 20,487

Expected to settle wholly after 12 months 54 , 311 47,525

Total 77,143 68,012

10.4 SUPERANNUATION

(i) Defined contribution plans

A defined contribution plan is a post-employment benefit plan under which an entity pays fixed contributions into a

separate entity and will have no legal or constructive obligation to pay further amounts. Obligations for contributions

to defined contribution plans are recognised as an expense when they fall due.

(ii) Defined benefit plans

A defined benefit plan is a post-employment benefit plan other than a defined contribution plan.

Key estimate and judgement

The Department does not recognise a liability for the accruing superannuation benefits of Departmental employees. This

liability is held centrally and is recognised within the Finance-General Division of the Department of Treasury and Finance.

10.5 OTHER LIABILITIES

Other liabilities are recognised in the Statement of Financial Position when it is probable that an outflow of resources

embodying economic benefits will result from the settlement of a present obligation and the amount at which the

settlement will take place can be reliably measured.

2020

$’000

2019

$’000

Revenue received in advance

Appropriation carried forward from current and

previous years under section 8A of the Public Account Act 1986

… 2,041

Other liabilities

Employee benefits – on-costs 799 721

Grant funds received in advance 1,003

Total 1,802 3,689

Settled within 12 months 1,059 2,594

Settled in more than 12 months 743 1,095

Total 1,802 3,689

927

103

Annual Report 2019–20

Note 11: Commitments and Contingencies

In 2018-19, the Department had entered into a number of operating lease agreements for property, plant and equipment,

where the lessors effectively retain all the risks and benefits incidental to ownership of the items leased. Equal instalments

of lease payments were charged to the Statement of Comprehensive Income over the lease term, as this is representative

of the pattern of benefits to be derived from the leased property.

From 2019-20, leases are recognised as right of use assets and lease liabilities in the Statement of Financial Position,

excluding short term leases, substantive substitution assets, and leases for which the underlying asset is of low value,

which are recognised as an expense in the Statement of Comprehensive Income.

Commitment figures are shown as GST inclusive.

11.1 SCHEDULE OF COMMITMENTS

2020 2019

$’000 $’000

BY TYPE

Capital commitments

Property, plant and equipment 3,493 2,303

Total capital commitments 3,493 2,303

Lease commitments

Short term and/or low-value leases 185 …

Operating leases … 40,260

Substantive substitution assets 9,254 …

Total lease commitments 9,439 40,260

Other commitments

Other commitments 15,939 …

15,939 …

BY MATURITY

Capital commitments

One year or less 2,782 1,584

From one to five years 711 719

More than 5 years … …

Total capital commitments 3,493 2,303

Operating lease commitments

One year or less 4,372 15,999

From one to five years 5,067 23,254

More than five years … 1,007

Total operating lease commitments 9,439 40,260

Other commitments

One year or less 3,720 …

From one to five years 10,570 …

More than five years 1,649 …

Total other commitments 15,939 …

28,871 42,563

104

Annual Report 2019–20

Capital commitments

Capital commitments for Property, plant and equipment include the replacement and build of a new Police Patrol Vessel,

the replacement of the Police Pack motorcycles and redevelopments of the Department’s support building.

Operating lease commitments

The Department leases various properties that are short-term and expire during 2020–21.

The Government’s motor vehicle fleet is managed by LeasePlan Australia and is treated as a substantive substitution

asset lease with Finance-General. Lease payments vary according to the type of vehicle and, where applicable, the price

received for replaced vehicles. The Department also leases building properties which are held by Finance-General.

Other commitments

Other commitments include mechanical and electrical services for the Department, cleaning services

and software maintenance.

11.2 CONTINGENT ASSETS AND LIABILITIES

Contingent assets and liabilities are not recognised in the Statement of Financial Position due to uncertainty regarding the

amount or timing of the underlying claim or obligation.

Quantifiable contingencies

A quantifiable contingent asset is a possible asset that arises from past events and whose existence will be confirmed only

by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the entity.

A quantifiable contingent liability is a possible obligation that arises from past events and whose existence will be

confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the

control of the entity; or a present obligation that arises from past events but is not recognised because it is not probable

that an outflow of resources embodying economic benefits will be required to settle the obligation. To the extent that

any quantifiable contingencies are insured, details provided below are recorded net.

2020

$’000

2019

$’000

Quantifiable contingent liabilities

Contingent claims 25 …

Total quantifiable contingent liabilities 25 …

105

Annual Report 2019–20

Note 12: Reserves

12.1 RESERVES

2020

LAND & BUILDINGS

$’000

TOTAL

$’000

Asset revaluation reserve

Balance at the beginning of financial year 97,489 97,489

Revaluation increment/(decrement) 4,272 4,272

Transfer to accumulated surplus/(deficit) (460) (460)

Balance at end of financial year 101,301 101,301

2019

LAND & BUILDINGS

$’000

TOTAL

$’000

Asset revaluation reserve

Balance at the beginning of financial year 94,912 94,912

Revaluation increment/(decrement) 2,784 2,784

Transfer to accumulated surplus/(deficit) (207) (207)

Balance at end of financial year 97,489 97,489

(A) NATURE AND PURPOSE OF RESERVES

Asset Revaluation Reserve

The Asset Revaluation Reserve is used to record increments and decrements on the revaluation of non-financial assets.

Note 13: Cash Flow Reconciliation

Cash means notes, coins, any deposits held at call with a bank or financial institution, as well as funds held in the Specific

Purpose Accounts, being short term of three months or less and highly liquid. Deposits are recognised at amortised cost,

being their face value.

13.1 CASH AND CASH EQUIVALENTS

Cash and cash equivalents includes the balance of the Special Purpose Accounts held by the Department, and other cash

held, excluding those accounts which are administered or held in a trustee capacity or agency arrangement.

2020

$’000

2019

$’000

Special Purpose Account balance

S519 Department of Police and Emergency Management Operating Account 5,205 4,505

Total 5,205 4,505

Other cash held

Cash and cash equivalents 15 15

Total 15 15

Total cash and cash equivalents 5,220 4,520

106

Annual Report 2019–20

13.2 RECONCILIATION OF NET RESULT TO NET CASH FROM OPERATING ACTIVITIES

2020

$’000

2019

$’000

Net result (4,977) (1,096)

Depreciation and amortisation 14,085 6,085

(Gain) loss on non-financial assets (107) 24

Contributions received (333) …

Impairment losses 170 378

Bad and doubtful debts … 1

Expected credit losses (11) 27

Decrease (increase) in receivables 574 66

Decrease (increase) in inventories (839) (115)

Decrease (increase) in accrued revenue (403) 33

Decrease (increase) in prepayments 2,567 (3,028)

Decrease (increase) in tax assets 457 (596)

Increase (decrease) in creditors 1,624 39

Increase (decrease) in accrued expenses (1,234) 1,271

Increase (decrease) in employee benefits 9,131 6,317

Increase (decrease) in other liabilities (1,887) (5,413)

Net cash from (used by) operating activities 18,817 3,993

13.3 ACQUITTAL OF CAPITAL INVESTMENT AND SPECIAL CAPITAL INVESTMENT FUNDS

The Department received Works and Services Appropriation funding to fund specific projects.

Cash outflows relating to these projects are listed below by category.

Budget information refers to original estimates and has not been subject to audit.

(a) Project expenditure

2020

BUDGET

$'000

2020

REVISED

BUDGET

$’000

2020

ACTUAL

$'000

2019

ACTUAL

$'000

Capital Investment Program

Large Vessel Replacement Program 1,200 1,200 1,200 …

Sorell Emergency Services Hub 3,500 … … …

New Norfolk Police Station 3,500 … …

Longford Police Station 2,700 … … 65

Crackdown on Anti-Social Driving 100 100 100 100

Police Infrastructure 1,000 … … …

Upgrade Police Housing 2,750 2,750 2,750 1,250

Supporting our Emergency Services Volunteers 500 500 500

Total 15,250 4,550 4,550 2,415

Delays have resulted in the commencement of several projects namely the Sorell Emergency Services Hub, the New

Norfolk Police Station, the Longford Police Station and spending on police infrastructure against Capital investment

program funds. The budgets for these projects have been transferred to 2020–21.

Expenditure on the Sorell Emergency Services Hub and the Longford Police Station was spent against section 8A(2) of

the Public Account Act 1986 which was carried forward from 2018–19 and is shown as Work in progress in Note 9.4(b).

500

107

Annual Report 2019–20

500

(b) Classification of cash flows

The project expenditure above is reflected in the Statement of Cash Flows as follows.

2020

$'000

2019

$'000

Cash outflows

Payments for acquisition of assets 3,391 1,829

Grants and subsidies 500

Other cash payments 659 86

Total cash outflows 4,550 2,415

13.4 RECONCILIATION OF LIABILITIES ARISING FROM FINANCING ACTIVITIES

Liabilities arising from financing activities are liabilities for which cash flows were, or future cash flows will be, classified in

the Statement of Cash Flows as cash flows from financing activities.

2020 LEASE LIABILITIES $’000

Balance as at 1 July 2019 23,410

Acquisitions / New leases 1,168

Changes from financing cash flows:

Cash Received …

Cash Repayments (7, 545)

Balance as at 30 June 2020 17,033

Note 14: Financial Instruments

14.1 RISK EXPOSURES

(A) RISK MANAGEMENT POLICIES

The Department has exposure to the following risks from its use of financial instruments:

• credit risk; and

• liquidity risk.

The Head of Agency has overall responsibility for the establishment and oversight of the Department’s risk management

framework. Risk management policies are established to identify and analyse risks faced by the Department, to set

appropriate risk limits and controls, and to monitor risks and adherence to limits.

(B) CREDIT RISK EXPOSURES

Credit risk is the risk of financial loss to the Department if a customer or counterparty to a financial instrument fails to

meet its contractual obligations.

Financial

Instrument

Accounting and strategic policies

(including recognition criteria and

measurement basis)

Nature of underlying instrument (including

significant terms and conditions affecting the

amount, timing and certainty of cash flows)

FINANCIAL ASSETS

Receivables Receivables are recognised at the

nominal amounts due, less any

provision for impairment.

Credit terms are generally 30 days.

Cash and cash

equivalents

Cash and cash equivalents are

recognised at face value.

Cash means notes, coins and any deposits

held at call with a bank or financial institution.

It is a requirement for any changes

in deposit strategy to be approved

by the Treasurer.

108

Annual Report 2019–20

Receivables age analysis – expected credit loss

The simplified approach to measuring expected credit losses is applied, which uses a lifetime expected loss allowance for

all trade receivables.

The expected loss rates are based on historical observed loss rates adjusted for forward looking factors that will have an

impact on the ability to settle the receivables. The loss allowance for trade debtors as at 30 June 2020 is as follows:

EXPECTED CREDIT LOSS ANALYSIS OF RECEIVABLES AS AT 30 JUNE 2020

NOT

PAST

DUE

$’000

PAST

DUE

>30 < 60

DAYS

$’000

PAST

DUE

> 60 < 90

DAYS

$’000

PAST

DUE

> 90

DAYS

$’000

TOTAL

$’000

Expected credit loss rate (A) 1.95% 18.48% 38.14% 75.20%

Total gross carrying amount (B) 369 32 … 4

405

Expected credit loss (A x B) 7 6 … 3

EXPECTED CREDIT LOSS ANALYSIS OF RECEIVABLES AS AT 30 JUNE 2019

NOT

PAST

DUE

$’000

PAST

DUE

>30 < 60

DAYS

$’000

PAST

DUE

> 60 < 90

DAYS

$’000

PAST

DUE

> 90

DAYS

$’000

TOTAL

$’000

Expected credit loss rate (A) 1.21% 11.12 % 21.33% 41.87%

Total gross carrying amount (B) 818 34 37 13

902

Expected credit loss (A x B) 10 4 8 5

Liquidity risk is the risk that the Department will not be able to meet its financial obligations as they fall due.

The Department’s approach to managing liquidity is to ensure that it will always have sufficient liquidity to meet

its liabilities when they fall due.

Financial Accounting and strategic policies

Nature of underlying instrument (including

Instrument (including recognition criteria and

significant terms and conditions affecting the

measurement basis)

amount, timing and certainty of cash flows)

FINANCIAL LIABILITIES

Payables Payables, including goods received and

Settlement is usually made within 30 days.

services incurred but not yet invoiced,

are recognised at the amortised cost,

which due to the short settlement

period, equates to face value, when the

Department becomes obliged to make

future payments as a result of a purchase

of assets or services.

Lease Liabilities Lease liabilities are recognised at the

Lease repayments are monthly or quarterly according

present value of the lease payments that

to the leasing arrangements.

are not paid at that date. Lease payments

have been discounted using the Tascorp

indicative lending rates.

109

Annual Report 2019–20

The following tables detail the undiscounted cash flows payable by the Department by remaining contractual maturity for

its financial liabilities. It should be noted that as these are undiscounted, totals may not reconcile to the carrying amounts

presented in the Statement of Financial Position:

2020

MATURITY ANALYSIS FOR FINANCIAL LIABILITIES

1 YEAR

$’000

2 YEARS

$’000

3 YEARS

$’000

4 YEARS

$’000

5 YEARS

$’000

MORE THAN

5 YEARS

$’000

UNDISCOUNTED

TOTAL

$’000

CARRYING

AMOUNT

$’000

Financial liabilities

Payables

4,215

… … … … … 4,215 4,215

Lease Liabilities

7,842 7,954 653 409

166

9 17,033

17,033

Tot al

12,057 7,954 653 409

166

9 21,248

21,248

2019

MATURITY ANALYSIS FOR FINANCIAL LIABILITIES

1 YEAR

$’000

2 YEARS

$’000

3 YEARS

$’000

4 YEARS

$’000

5 YEARS

$’000

MORE THAN

5 YEARS

$’000

UNDISCOUNTED

TOTAL

$’000

CARRYING

AMOUNT

$’000

Financial liabilities

Payables

3,860

… … … … … 3,860

3,860

Tot al

3,860 … … …

…

… 3,860

3,860

14.2 CATEGORIES OF FINANCIAL ASSETS AND LIABILITIES

AASB CARRYING AMOUNT

2020

$'000

Financial assets

Cash and cash equivalents 5,220

Financial assets measured at amortised cost 2,422

Total 7,642

Financial Liabilities

Financial liabilities measured at amortised cost 21,248

Total 21,248

110

Annual Report 2019–20

AASB CARRYING AMOUNT

2019

$'000

Financial assets

Cash and cash equivalents 4,520

Financial assets measured at amortised cost 3,050

Total 7,570

Financial Liabilities

Financial liabilities measured at amortised cost 3,860

Total 3,860

14.3 DERECOGNITION OF FINANCIAL ASSETS

The Department did not derecognise any financial assets during 2019–20.

14.4 COMPARISON BETWEEN CARRYING AMOUNT AND

NET FAIR VALUE OF FINANCIAL ASSETS AND LIABILITIES

CARRYING

AMOUNT

2020

$’000

NET FAIR

VALUE

2020

$’000

CARRYING

AMOUNT

2019

$’000

NET FAIR

VALUE

2019

$’000

Financial assets

Cash and cash equivalents 5,220 5,220 4,520 4,520

Other financial assets 1,094 1,094 1,606 1,606

Total financial assets 6,314 6,314 6,126 6,126

Financial liabilities (recognised)

Payables 4,215 4,215 3,860 3,860

Lease Liabilities 17,033 17,033 … …

Total financial liabilities (recognised) 21,248 21,248 3,860 3,860

Financial Assets

The net fair values of cash and non-interest bearing monetary financial assets approximate their carrying amounts.

Financial Liabilities

The net fair values for trade creditors are approximated by their carrying amounts. The net fair values for lease liabilities

reflect the carrying amount the Department is required to pay.

111

Annual Report 2019–20

Note 15: Notes to Administered Statements

15.1 EXPLANATIONS OF MATERIAL VARIANCES

BETWEEN BUDGET AND ACTUAL OUTCOMES

The following are brief explanations of material variances between revised budget estimates and actual outcomes.

Variances are considered material where the variance exceeds 10 per cent of budget estimate.

(A) SCHEDULE OF ADMINISTERED INCOME AND EXPENSES

NOTE

2020

ORIGINAL

BUDGET

$’000

ACTUAL

$’000

VARIANCE

$’000

VARIANCE

Fees and fines (a) 500 1,076 576

115%

Notes to Schedule of Administered Income and Expenses variances

(a) The increase in Fees and fines relates to greater than anticipated revenue relating to firearms fees.

(B) SCHEDULE OF ADMINISTERED CASH FLOWS

NOTE

2020

ORIGINAL

BUDGET

$’000

ACTUAL

$’000

VARIANCE

$’000

VARIANCE

Fees and fines (a) 500 1,076 576

115%

Notes to Schedule of Administered Cash Flow variances

(a) The increase in Fees and fines relates to greater than anticipated revenue relating to firearms fees.

15.2 ADMINISTERED SALES OF GOODS AND SERVICES

Amounts earned in exchange for the provision of goods are recognised when the significant risks and rewards of

ownership have been transferred to the buyer. Revenue from the provision of services is recognised in proportion to the

stage of completion of the transaction at the reporting date. The stage of completion is assessed by reference to surveys

of work performed.

2020

$’000

2019

$’000

Services

Document search fees 119

Academy trainee board 146

Other sales of goods and services 14

Total 279

116

145

280

112

Annual Report 2019–20

15.3 ADMINISTERED FEES AND FINES

Revenue from fees and fines is recognised upon the first occurrence of either:

(i) receipt by the State of self-assessed fees or

(ii) the time the obligation to pay arises, pursuant to the issue of an assessment.

2020

$’000

2019

$’000

Fees

Firearms licenses/registrations 1,076 968

Total 1,076

15.4 ADMINISTERED OTHER REVENUE

Revenue from other sources is recognised when the goods or services which generate this revenue are provided.

2020

$’000

2019

$’000

Found and confiscated proceeds 43

Total 43

Note 16: Events Occurring After Balance Date

Subsequent to balance date, the COVID-19 pandemic continues to impact both communities and businesses throughout

the world including Australia and Tasmania. As at the date of signing these statements Tasmania has no active cases,

however measures taken by various governments to contain the virus have affected economic activity. This is considered

a non-adjusting subsequent event as at 30 June 2020, however this pandemic may have a financial impact for the

Department in the 2020–21 financial year and potentially financial years beyond this date. The scale, timing and

duration of the potential impacts on the Department are unknown.

At the date of signing, there were no events subsequent to balance date which would have a material effect on the

Department’s financial statements.

Note 17: Other Significant Accounting Policies and Judgements

17.1 OBJECTIVES AND FUNDING

The Department’s objectives are:

• 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 towards community resilience through effective security and emergency management.

The Department is structured to meet the following outcomes:

• an effective community service,

• a safe and secure environment,

• prevention of crime in the community, and

• law enforcement services aimed at detecting, investigating and resolving offences.

968

113

Annual Report 2019–20

Departmental activities are classified as either controlled or administered.

Controlled activities involve the use of assets, liabilities, revenues and expenses controlled or incurred by the Department

in its own right. Administered activities involve the management or oversight by the Department, on behalf of the

Government, of items controlled or incurred by the Government.

The Department is a Tasmanian Government not-for-profit entity that is predominantly funded through Parliamentary

appropriations. The financial report encompasses all funds through which the Department controls resources to carry on

its functions.

17.2 BASIS OF ACCOUNTING

The Financial Statements are a general purpose financial report and have been prepared in accordance with:

• Australian Accounting Standards issued by the Australian Accounting Standards Board and Interpretations, and

• The Treasurer’s Instructions issued under the provisions of the Financial Management Act 2016.

The Financial Statements were signed by the Secretary on 23 September 2020.

Compliance with the Australian Accounting Standards may not result in compliance with International Financial Reporting

Standards, as the AAS include requirements and options available to not-for-profit organisations that are inconsistent with

IFRS. The Department is considered to be not-for-profit and has adopted some accounting policies under the AAS that

do not comply with IFRS.

The Financial Statements have been prepared on an accrual basis and, except where stated, are in accordance with

the historical cost convention. The accounting policies are generally consistent with the previous year except for those

changes outlined in Note 17.6.

The Financial Statements have been prepared as a going concern. The continued existence of the Department in its

present form, undertaking its current activities, is dependent on Government policy and on continuing appropriations by

Parliament for the Department’s administration and activities.

The Department has made no assumptions concerning the future that may cause a material adjustment to the carrying

amount of assets and liabilities within the next reporting period.

17.3 REPORTING ENTITY

The Department of Police, Fire and Emergency Management is responsible for the delivery of quality policing, fire and

emergency management services in Tasmania. The Department comprises of Tasmania Police, the Tasmania Fire Service,

the State Emergency Service, Forensic Science Service Tasmania and Business and Executive Services.

The Tasmania Fire Service reports separately to the State Fire Commission for the purposes of financial reporting and

are therefore not included in this financial report. As a result, transactions between the Department of Police, Fire and

Emergency Management and the State Fire Commission have not been eliminated.

The Financial Statements include all the controlled activities of the Department. The Financial Statements consolidate

material transactions and balances of the Department and entities included in its output groups. Material transactions and

balances between the Department and such entities have been eliminated.

17.4 FUNCTIONAL AND PRESENTATION CURRENCY

These Financial Statements are presented in Australian dollars, which is the Department’s functional currency.

17.5 FAIR PRESENTATION

No departure from Australian Accounting Standards has been made in preparation of these Financial Statements.

17.6 CHANGES IN ACCOUNTING POLICIES

(a) Impact of new and revised Accounting Standards

In the current year, the Department has adopted all of the new and revised Standards and Interpretations issued by the

Australian Accounting Standards Board that are relevant to its operations and effective for the current annual reporting

period. These include:

114

Annual Report 2019–20

• AASB 15 Revenue from Contracts with Customers – This Standard establishes principles that require an entity to apply

to report useful information to users of financial statements about the nature, amount, timing, and uncertainty of

revenue and cash flows arising from a contract with a customer.

AASB 15 supersedes AASB 111 Construction Contracts, AASB 118 Revenue and related Interpretations and it applies,

with limited exceptions, to all revenue arising from contracts with customers. AASB 15 establishes a five-step model

to account for revenue arising from contracts with customers and requires that revenue be recognised at an amount

that reflects the consideration to which an entity expects to be entitled in exchange for transferring goods or services

to a customer.

The Standard requires the Department to exercise judgement, taking into consideration all of the relevant facts and

circumstances when applying each step of the model to contracts with their customers. The Standard also specifies

the accounting for the incremental costs of obtaining a contract and the costs directly related to fulfilling a contract. In

addition, the Standard requires relevant disclosures.

There has been no impact on adopting AASB 15 in the Statement of Comprehensive Income.

• AASB 16 Leases –This Standard introduces a single lessee accounting model and requires a lessee to recognise assets

and liabilities. The standard results in most of the Department’s operating leases being brought onto the Statement of

Financial Position and additional note disclosures. The calculation of the lease liability takes into account appropriate

discount rates, assumptions about the lease term, and required lease payments. A corresponding right to use asset

is recognised, which is amortised over the term of the lease. Operating lease costs are no longer shown. In the

Statement of Comprehensive Income, impact of leases is through amortisation and interest charges. In the Statement

of Cash Flows, lease payments is shown as cash flows from financing activities instead of operating activities. The

Department has adopted AASB 16 retrospectively with the cumulative effect of applying the standard recognised

from 1 July 2019 by adopting the transitional practical expedient permitted by the Standard.

The Department elected to use the practical expedient to expense lease payments for lease contracts that, at their

commencement date, have a lease term of 12 months or less and do not contain a purchase option (short-term

leases), and lease contracts for which the underlying asset is valued at $10,000 or under when new (low value assets).

In applying AASB 16 for the first time, the Department has used the following practical expedients permitted by the

standard:

• not reassess whether a contract is, or contains, a lease at 1 July 2019, for those contracts previously assessed under

AASB 117 and Interpretation 4;

• applying a single discount rate to a portfolio of leases with reasonably similar characteristics;

• relying on its previous assessment on whether leases are onerous immediately before the date of initial application as

an alternative to performing an impairment review;

• not recognise a lease liability and right-of-use-asset for short-term leases that end within 12 months of the date of

initial application;

• excluding the initial direct costs from the measurement of the right-of-use asset at the date of initial application; and

• using hindsight in determining the lease term where the contract contained options to extend or terminate the lease.

THE EFFECT OF ADOPTING AASB 16 ON THE STATEMENT OF FINANCIAL POSITION IS AS FOLLOWS:

NOTE $’000

Assets

Right-of-use assets 9.5 2 3,411

Liabilities

Lease liabilities 10.2 (23,411)

Equity

Accumulated funds …

115

Annual Report 2019–20

RECONCILIATION OF OPERATING LEASE COMMITMENTS AS AT 30 JUNE 2019 TO LEASE LIABILITIES ON 1 JULY 2019:

$’000

Operating lease commitments as at 30 June 2019 (ex GST) 36,600

Weighted average incremental borrowing rate as at 1 July 2019 2.14%

Reconciliation:

Discounted operating lease commitments as at 1 July 2019 34,363

Add:

Commitments relating to leases previously classified as finance leases (ex GST) …

Lease payments relating to renewal periods not included in operating …

lease commitments as at 30 June 2019

Less practical expedients:

Commitments relating to short-term leases (2,953)

Commitments relating to substantive substitution assets (3,173)

Commitments relating to leases of low-value assets (6,689)

Add / (less):

Contracts re-assessed as lease contracts 1,517

Adjustments relating to changes in the index or rate affecting variable payments 345

Lease liabilities as at 1 July 2019 23,410

• AASB 1058 Income of Not-for-Profit Entities - This Standard establishes principles for not-for-profit entities that applies

to transactions where the consideration to acquire an asset is significantly less than fair value, principally to enable a

not-for-profit entity to further its objectives, and the receipt of volunteer services.

The timing of income recognition under AASB 1058 depends on whether a transaction gives rise to a liability or other

performance obligation, or a contribution by owners, related to an asset (such as cash or another asset) received.

If the transaction is a transfer of a financial asset to enable the Department to acquire or construct a recognisable

non-financial asset to be controlled by the Department (i.e. an in-substance acquisition of a non-financial asset), the

Department recognises a liability for the excess of the fair value of the transfer over any related amounts recognised.

The Department will recognise income as it satisfies its obligations under the transfer, similarly to income recognition

in relation to performance obligations under AASB 15 as discussed above.

Revenue recognition for the Department’s appropriations, taxes, royalties and most grants and contributions will

not change under AASB 1058, as compared to AASB 1004. Revenue will continue to be recognised when the

Department gains control of the asset (e.g. cash or receivable) in most instances.

Under AASB 1058, the Department will recognise volunteer services when the services can be measured reliably. The

Department is reviewing methodology to accurately capture and value these activities in accordance with AASB 1058.

The Department has adopted AASB 1058 retrospectively with the cumulative effect of applying the Standard

recognised from 1 July 2019 by adopting the transitional practical expedient permitted by the Standard. The

Department has also adopted the transitional practical expedient as permitted by the Standard, whereby existing

assets acquired for consideration significantly less than fair value principally to enable the entity to further its

objectives, remain recorded at cost and are not restated to their fair value.

There has been no effect of adopting AASB 1058.

(b) Impact of new and revised Accounting Standards yet to be applied

There are no applicable Standards that have been issued by the AASB and are yet to be applied which

impact the Department.

116

Annual Report 2019–20

17.7 ADMINISTERED TRANSACTIONS AND BALANCES

The Department administers, but does not control, certain resources on behalf of the Government as a whole.

It is accountable for the transactions involving such administered resources, but does not have the discretion to

deploy resources for the achievement of the Department’s objectives.

Administered assets, liabilities, expenses and revenues are disclosed in Note 1 to the Financial Statements.

17.8 ACTIVITIES UNDERTAKEN UNDER A TRUSTEE OR AGENCY RELATIONSHIP

Transactions relating to activities undertaken by the Department in a trust or fiduciary (agency) capacity do not form part

of the Department’s activities. Trustee and agency arrangements, and transactions/balances relating to those activities, are

neither controlled nor administered.

Fees, commissions earned and expenses incurred in the course of rendering services as a trustee or through an agency

arrangement are recognised as controlled transactions.

17.9 UNRECOGNISED FINANCIAL INSTRUMENTS

The Department has no unrecognised financial instruments.

17.10 FOREIGN CURRENCY

Transactions denominated in a foreign currency are converted at the exchange rate at the date of the transaction. Foreign

currency receivables and payables are translated at the exchange rates current as at balance date.

17.11 COMPARATIVE FIGURES

Comparative figures have been adjusted to reflect changes in accounting policy or the adoption of new standards. Details

of the impact of changes in accounting policy on comparative figures are shown at Note 17.6.

Where amounts have been reclassified within the Financial Statements, the comparative statements have been restated.

Restructures of Outputs within the Department (internal restructures) that do not affect the results shown on the face

of the Financial Statements are reflected in the comparatives in the Output Schedule at Note 2.

The comparatives for external administrative restructures are not reflected in the Financial Statements.

17.12 ROUNDING

All amounts in the Financial Statements have been rounded to the nearest thousand dollars, unless otherwise stated.

As a consequence, rounded figures may not add to totals. Amounts less than $500 are rounded to zero and are

indicated by the symbol “…”.

17.13 DEPARTMENTAL TAXATION

The Department is exempt from all forms of taxation except for Fringe Benefits Tax and the Goods and Services Tax.

17.14 GOODS AND SERVICES TAX

Revenue, expenses and assets are recognised net of the amount of Goods and Services Tax (GST), except where the

GST incurred is not recoverable from the Australian Taxation Office. Receivables and payables are stated exclusive of

GST. The net amount recoverable, or payable, to the ATO is recognised as an asset or liability within the Statement of

Financial Position.

In the Statement of Cash Flows, the GST component of cash flows arising from operating, investing or financing activities

which is recoverable from, or payable to, the Australian Taxation Office is, in accordance with the Australian Accounting

Standards, classified as operating cash flows.

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- -

Independent Auditor’s Report

To the Members of Parliament

The Department of Police, Fire and Emergency Management

Report on the Audit of the Financial Statements

Opinion

I have audited the financial statements of the Department of Police, Fire and Emergency

Management (the Department), which comprise the statement of financial position as at 30 June

2020 and statements of comprehensive income, changes in equity and cash flows for the year then

ended, notes to the financial statements, including a summary of significant accounting policies,

other explanatory notes and the statement of certification by the Secretary of the Department.

In my opinion, the accompanying financial statements:

(a) present fairly, in all material respects, the Department’s financial position as at 30 June 2020

and its financial performance and its cash flows for the year then ended

(b) are in accordance with the Financial Management Act 2016 and Australian Accounting

Standards.

Basis for Opinion

I conducted the audit in accordance with Australian Auditing Standards. My responsibilities under

those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial

Statements section of my report. I am independent of the Department in accordance with the

ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code

of Ethics for Professional Accountants (including Independence Standards) (the Code) that are

relevant to my audit of the financial statements in Australia. I have also fulfilled my other ethical

responsibilities in accordance with the Code.

The Audit Act 2008 further promotes the independence of the Auditor General. The Auditor

General is the auditor of all Tasmanian public sector entities and can only be removed by Parliament.

The Auditor General may conduct an audit in any way considered appropriate and is not subject to

direction by any person about the way in which audit powers are to be exercised. The Auditor

General has for the purposes of conducting an audit, access to all documents and property and can

report to Parliament matters which in the Auditor General’s opinion are significant.

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I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for

my opinion.

My audit is not designed to provide assurance on the accuracy and appropriateness of the budget

information in the Department’s financial statements.

Key Audit Matters

Key audit matters are those matters that, in my professional judgement, were of most significance

in my audit of the financial statements of the current period. These matters were addressed in the

context of my audit of the financial statements as a whole, and in forming my opinion thereon, and

I do not provide a separate opinion on these matters.

Why this matter is considered to be one of the

most significant matters in the audit

Land and buildings

Refer to note 9.4

The Department's land, $41.39m

, and

buildings, $113.88m, are

recognised at fair

value and are

independently revalued every

five years.

In the years between valuations,

carrying values are updated using

independently provided indices.

In determining the value of land and buildings,

the Department

exercises significant

judgement and the valuation is highly

dependent on a range o

f assumptions and

estimates. For these reasons, the valuation of

land and buildings is an area requiring

particular audit attention.

In 2019 20

, land and building assets were

adjusted by an indexation factor provided by an

external expert.

Audit procedures to address the matter

included

•

Assessing the

scope, expertise and

independence of the expert

who provided

the indices.

• Evaluating the analysis undertaken by the

expert to determine the indices.

•

Critically assessing the

accuracy of the

indexation applied by management.

• Evaluating management’s

assessment of

impairment.

•

Assessing the adequacy of relevant

disclosures in the financial statements.

Responsibilities of the Secretary for the Financial Statements

The Secretary is responsible for the preparation and fair presentation of the financial statements in

accordance with Australian Accounting Standards, and the financial reporting requirements of

Section 42 (1) of the Financial Management Act 2016. This responsibility includes such internal

control as determined necessary to enable the preparation of the financial statements that are free

from material misstatement, whether due to fraud or error.

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In preparing the financial statements, the Secretary is responsible for assessing the Department’s

ability to continue as a going concern unless the Department’s operations will cease as a result of

an administrative restructure. The assessment must disclose, as applicable, matters related to going

concern and the appropriateness of using the going concern basis of accounting.

Auditor’s Responsibilities for the Audit of the Financial Statements

My objectives are to obtain reasonable assurance about whether the financial statements as a

whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s

report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a

guarantee that an audit conducted in accordance with the Australian Auditing Standards will always

detect a material misstatement when it exists. Misstatements can arise from fraud or error and are

considered material if, individually or in the aggregate, they could reasonably be expected to

influence the economic decisions of users taken on the basis of the financial statements.

As part of an audit in accordance with the Australian Auditing Standards, I exercise professional

judgement and maintain professional scepticism throughout the audit. I also:

• Identify and assess the risks of material misstatement of the financial statements, whether

due to fraud or error, design and perform audit procedures responsive to those risks, and

obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion.

The risk of not detecting a material misstatement resulting from fraud is higher than for one

resulting from error, as fraud may involve collusion, forgery, intentional omissions,

misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit

procedures that are appropriate in the circumstances, but not for the purpose of expressing

an opinion on the effectiveness of the Department’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of

accounting estimates and related disclosures made by the Secretary.

• Conclude on the appropriateness of the Secretary’s use of the going concern basis of

accounting and, based on the audit evidence obtained, whether a material uncertainty exists

related to events or conditions that may cast significant doubt on the Department’s ability

to continue as a going concern. If I conclude that a material uncertainty exists, I am required

to draw attention in my auditor’s report to the related disclosures in the financial statements

or, if such disclosures are inadequate, to modify my opinion. My conclusion is based on the

audit evidence obtained up to the date of my auditor’s report. However, future events or

conditions may cause the Department to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements,

including the disclosures, and whether the financial statements represent the underlying

transactions and events in a manner that achieves fair presentation.

I communicate with the Secretary regarding, among other matters, the planned scope and timing

of the audit and significant audit findings, including any significant deficiencies in internal control

that I identify during my audit.

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From the matters communicated with the Secretary, I determine those matters that were of most

significance in the audit of the financial statements of the current period and are therefore the key

audit matters. I describe these matters in my auditor’s report unless law or regulation precludes

public disclosure about the matter or when, in extremely rare circumstances, I determine that a

matter should not be communicated in my report because the adverse consequences of doing so

would reasonably be expected to outweigh the public interest benefits of such communication.

Leigh Franklin

Assistant Auditor General, Financial Audit Services

Delegate of the Auditor General

Tasmanian Audit Office

24 September 2020

Hobart

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SERVICE GENERAL ENQUIRIES

PHONE NUMBERS

WEBSITE AND EMAIL

Emergency (police, fire, ambulance) Triple Zero (000)

Tasmania Police 131 444 (Tasmania)

1800 765 827 (interstate)

www.police.tas.gov.au

tasmania.police@police.tas.gov.au

Tasmania Fire Service (03) 6173 2740 www.fire.tas.gov.au

fire@fire.tas.gov.au

State Emergency Service (03) 6173 2700 www.ses.tas.gov.au

ses@ses.tas.gov.au

Forensic Science Service Tasmania (03) 6165 8000 www.fsst.tas.gov.au

FSST.Admin@fsst.tas.gov.au

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