Annual reports | Table of contents | Section B | Section C
Section A: Reporting required under the Public Sector Act 2009, the Public Sector Regulations 2010 and the Public Finance and Audit Act 1987
Agency purpose or role
The Department of the Premier and Cabinet (DPC) delivers specialist policy advice to the Premier and Ministers and supports the Cabinet process. It has overarching responsibility for Commonwealth-state relations and manages the Premier’s Council of Australian Governments (COAG) agenda.
The department leads the implementation of South Australia’s strategic priorities and policy commitments in the areas of economic and social development, international relationships and strengthening engagement between government and the community.
DPC provides direction and leadership to the South Australian public sector, promoting a public value approach that puts citizens at the centre of policy, service design and delivery.
The department also leads key government initiatives to benefit other government agencies and the South Australian community. These initiatives include unlocking the full potential of the state’s resources, energy and renewable assets, the provision of shared business services across government, management of the government’s digital technology strategies and infrastructure, and delivery of government information, services and transactions through the Service SA network.
- Modern and responsive services
- Value creating
- High performing
Key strategies and their relationship to SA Government objectives
|Key strategy||SA Government objective|
|Customer centric||Reforming Democracy; Modern Public Service; Public Value; Participatory Budgeting; Open State|
|Driving South Australia’s strategic agenda||Energy Plan; SA, a place where people and business thrive; Delivering for SA; Public Value; Seven Strategic Priorities|
|Innovative practices and solutions delivered in a secure and trusted ICT environment||Digital by Default; Modern Public Service; Maximising use of government data to benefit citizens/South Australians; Cyber Security|
|Economic reform||Economic Priorities: Unlocking our resources, energy and renewables; Best place to do business; French Strategy; China Engagement Strategy|
Agency programs and initiatives and their effectiveness and efficiency
|Program/initiative||Indicators of performance / effectiveness / efficiency||Outcome for South Australia|
|Cabinet, Cabinet Committees and Executive Council||
In 2016-17, DPC provided high-level advice and supported:||Cabinet and Executive Council are able to make more informed decisions about the matters that affect all South Australians.|
|Crystal Methamphetamine Ministerial Taskforce||DPC supported the development of program, service and legislative reforms to address the use of Crystal Methamphetamine. The South Australian Government committed $8 million to the ‘Stop the Hurt Ice Action Plan’, including new services in regional locations and additional support for law enforcement to tackle high-end dealers. The outcomes will be measured in 2017-18.||Proposed reforms will address feedback from the community received through consultation.|
|LGBTIQ law reform||
DPC delivered on the government’s commitment to remove discrimination against Lesbian, Gay, Bisexual, Transgender, Intersex and Queer South Australians by commencing four pieces of legislation to:||These reforms will have a positive impact on the lives of LGBTIQ South Australians and their families by providing better access to legal rights and protections.|
|Data Sharing||DPC led the development of the Public Sector (Data Sharing) Act 2016 which established the Office for Data Analytics (ODA) in May 2017.||Promotes sharing of information by government for improved policy development and service delivery.|
The Early Intervention Research Directorate (EIRD) was established in November 2016 and the engagement of an External Expert Consortium began in March 2017. The initial Prevention and Early Intervention Strategy will be delivered by December 2017. |
ODA worked with EIRD to successfully complete the Child Protection Information Sharing Project proof of concept. As a result, the Vulnerable Children Project has commenced and will be delivered by December 2018.
Supports the government’s response to the Child Protection Systems Royal Commission.|
Improved sharing of information by government to protect and support vulnerable children and their families.
DPC established the independent review of the emergency management response to the extreme weather event of September and October 2016, led by former Police Commissioner, Gary Burns. DPC coordinated the government’s response to the Burns Review in collaboration with partner agencies and emergency services,
provided Cabinet with progress reports, and finalised 10 recommendations assigned to DPC.|
The State Crisis Centre was activated in response to extreme weather events in September 2016 and February 2017.
Emergency management arrangements have been strengthened. |
Improved support for executive government decision making during disaster events.
|Partnering with governments||
DPC coordinated and supported the Premier’s participation in the Council of Australian Government (COAG) meetings across a range of issues. Signed COAG agreements in 2016-17 included:|
Project Agreements for:
DPC led negotiations for the sale of Techport to the Federal Government. This will enable the ongoing build of ships and submarines to deliver broad economic benefit to South Australia.
DPC enhanced collaboration between the Northern Territory and South Australia by holding a joint Cabinet meeting/First Ministers forum in Alice Springs and established a partnership strategy with the Northern Territory.
The best possible outcomes for South Australia were negotiated at the Commonwealth level.|
Improved services, infrastructure and job/business opportunities for regional and remote areas.
|Integrated sustainable energy policy and climate policy||
DPC supported the Climate Change and Carbon Neutral Adelaide Cabinet Task Force to drive, coordinate and integrate climate change, energy and low carbon economic development policy. |
The Energy Plan Implementation Task Force was established in March 2017 to lead across government, the delivery of a comprehensive plan to take charge of the state’s energy future.
The percentage of renewable electricity generated in South Australia increased from 43% in 2015-16 to 48.4% in 2016-17 and over $7.6 billion was invested.
|Reliable, affordable and clean power for South Australians. Low carbon investment and job creation opportunities.|
|Aspire social impact bond||DPC negotiated the Aspire social impact bond, the first in Australia to specifically target homelessness. The bond was released to market in February 2017, raising $9 million in investor capital.||Up to 600 homeless South Australians will receive sustainable accommodation with wrap-around support services.|
|SAHMRI II (building and proton therapy treatment centre)||DPC obtained Commonwealth and state government funding for a proton therapy centre, the first in the southern hemisphere.||South Australians will have access to Australia’s only proton therapy treatment centre which is exceptional in advanced, specialised cancer treatment.|
|Steel Task Force||
DPC’s Steel Task Force developed a capital investment and environmental liability support package for the Administrator’s sale of the Arrium Whyalla Steelworks, port and mining businesses to achieve the best possible sale outcome.|
DPC worked with the Whyalla Response Office, the Industry Advocate and the Small Business Commissioner to help sustain the Whyalla community and businesses.
|Whyalla Steelworks (2,600 direct jobs) plus the thousands of jobs in the Arrium supply chain are more secure.|
|Port Pirie Transformation||DPC facilitated the investment of $745 million at the Port Pirie Smelter by Nyrstar and Air Liquidé. This supports 875 jobs and creates 600 new temporary construction jobs at Port Pirie.||Secured employment opportunities and the future of the smelting facility in Port Pirie.|
|South Australia’s Copper Strategy||DPC released the International Copper Technology and Research Hub Concept Report and Copper Development Road Map and delivered the inaugural Copper to the World Conference.||National and international awareness of investment opportunities in the state’s copper resources and industry will help economic development and job opportunities.|
DPC continued to deliver a $20 million precompetitive geoscience initiative to transform mineral exploration in South Australia, including:||Supported the economy by creating and retaining jobs while stimulating private mineral exploration investment.|
|Energy Resources||As the lead agency for co-regulation for upstream petroleum operations DPC has minimised red tape while deploying world-class protection for social, natural and economic environments in the state. This underpins trust in South Australia’s regulation of multiple-use land access for responsible upstream petroleum operations. Round one of the Plan for Accelerating Exploration (PACE) Gas Program was delivered, with five projects receiving grant funding ranging from $2 million to $6 million.||Land access was enabled for the life-cycle of trustworthy energy resource projects.|
|Mineral Resources||The South Australia Drill Core Reference Library located in the Tonsley innovation precinct is now commissioned, and open to industry, schools, research partners and public stakeholders.||This world-class facility has delivered open access to geoscience resources, 3D technology and education, to support unlocking of the state’s resources.|
|French Strategy||DPC has driven collaboration between France and South Australia with the signing of a Memorandum of Understanding between Team France and the Government of South Australia.||Opportunities for South Australian business will be maximised by the coordinated, collaborative approach between France and South Australia.|
|Chinese Consulate||DPC assisted with the establishment of a permanent site for a new Chinese Consulate in SA.||Improved relations between China and South Australia.|
|International Relations||DPC provided leadership and investment in 45 outbound and inbound missions, engagement with Australian and international diplomatic networks, and cultural and sports diplomacy initiatives. DPC assisted in the establishment of five Chinese organisations in Adelaide, leading to the creation of 40 FTE jobs.||Enhanced job creation and growth in trade and investment in South Australia.|
|Modern Public Service; South Australia the best place to do business||
DPC has improved service delivery through:||Improved customer experience, regulatory efficiency, efficiencies and savings across government.|
|Modern Public Service; Digital by default||
A range of digital forms across government were consolidated to reduce duplication and the content was simplified. DPC also completed the one door for data initiative and procurement reform to support faster decisions and a more strategic approach.|
A new look sa.gov.au was launched as a mobile-first design, meeting international accessibility standards, and with clearer, simpler content.
DPC continued to lead and support agencies to develop citizen centric digital services, launching a User Centred Design Toolkit .The mySA GOV app was launched in May 2017, allowing South Australians to verify their identity once and then transact in a convenient way by securely storing credentials electronically. Almost 9,000 users have downloaded the app for storing their Proof of Age Card, Boat Licence or Land Agent and Sales Representative Registration. Service SA introduced an Assisted Sign-Up Service for the app and helped over 11,000 customers to create an account. This contributed to an 11.3% increase in the use of online services in 2016-17.
|Improved customer experience when transacting with government; simple and easy access to online government services and information.|
|Community engagement/Reforming Democracy||
A range of initiatives supported community engagement and consultation across government:||Citizens have access to many opportunities to contribute to policy development and government decision making; fostering an open and transparent government.|
Legislation administered by the agency
Acts committed to the Premier
- Agent-General Act 1901
- Competition Policy Reform (South Australia) Act 1996
- Constitution Act 1934
- Emergency Management Act 2004
- Fees Regulation Act 1927
- Government Business Enterprises (Competition) Act 1996
- Mutual Recognition (South Australia) Act 1993
- Remuneration Act 1990
- Trans-Tasman Mutual Recognition (South Australia) Act 1999
- Unauthorised Documents Act 1916
- Year 2000 Information Disclosure Act 1999
Acts committed to the Minister for the Public Sector
- Public Sector Act 2009
- Public Sector (Data Sharing) Act 2016
- Public Sector (Honesty and Accountability) Act 1995
- Freedom of Information Act 1991 (administered by the Attorney-General's Department)
Acts committed to the Minister Mineral Resources and Energy
- Australian Energy Market Commission Establishment Act 2004
- Broken Hill Proprietary Company's Indenture Act 1937
- Cooper Basin (Ratification) Act 1975
- Electricity Act 1996
- Electricity Trust of South Australia (Torrens Island Power Station) Act 1962 (The)
- Energy Products (Safety and Efficiency) Act 2000
- Gas Act 1997
- Mines and Works Inspection Act 1920
- Mining Act 1971
- National Electricity (South Australia) Act 1996
- National Energy Retail Law (South Australia) Act 2011
- National Gas (South Australia) Act 2008
- Natural Gas Authority Act 1967
- Offshore Minerals Act 2000
- Opal Mining Act 1995
- Petroleum and Geothermal Energy Act 2000
- Petroleum (Submerged Lands) Act 1982
- Roxby Downs (Indenture Ratification) Act 1982
- Stony Point (Liquids Project) Ratification Act 1981
- Whyalla Steel Works Act 1958
Acts committed to the Minister for Water and the River Murray
- Water Industry Act 2012
Organisation of the agency
A detailed organisational chart is available on the DPC website (PDF, 127.4 KB).
Other agencies related to DPC (within the Premier’s/Ministers’ areas of responsibility)
Office for the Public Sector
The Office for the Public Sector has central responsibility for reform, industrial relations, worker’s compensation performance and injury management services, and supports the statutory role and responsibilities of the Commissioner for Public Sector Employment. As head of the Office for the Public Sector, the Commissioner's role encompasses whole-of-government policy and continuous improvement. The Commissioner has the function of advancing the objects of the Public Sector Act 2009 and promoting observance of the public sector principles. Results are reported annually to Parliament in the State of the Sector report.
During 2016-17 the Office for the Public Sector led a reform program to improve employee performance, remove barriers to employee mobility and ensure the workforce reflected community diversity. Achievements include:
- Implementation of new policies on performance management and development, induction, exit feedback, flexible working
- Release of a strategy and program to support gender equality in leadership
- Setting new targets for Aboriginal employment in the public sector
- Jobs4Youth, established in 2014, is on track to recruit 800 young people into the public sector by 2018
- Introduction of the Flexibility for the Future initiative to increase uptake of flexible work arrangements
- A new service was established to support agencies undergoing major workforce transition.
Office of the Agent-General
The Office of the Agent-General works to increase awareness of South Australia across the United Kingdom and Europe and drive preference for the state as a destination of choice for foreign investment, migration, study and tourism, as well as being a producer of premium food and wine. Key outcomes for 2016-17 include:
- Worked in close collaboration with Investment Attraction South Australia to promote South Australia to the UK company RDM Group which was interested in an Australian-based project. It was officially announced in January 2017 that the company had decided to set up an office in Adelaide at Tonsley.
- Initiated and established relations between the Society of Maritime Industries (UK) and the SA Defence Industry and hosted an event to promote opportunities available to companies considering setting up in South Australia. Of the 49 companies attending the event, 14 have since arranged to meet with Defence SA at the biennial Pacific International Maritime Exposition to be held in October 2017 in Sydney. Two of these companies will also travel to Adelaide for meetings and company visits.
- Hosted South Australia Club events to showcase South Australian companies, products and services. During the year, 42 companies were featured at five events with a total of 850 attendees.
- Jointly hosted an event in March 2017 with the Regional Council of Bretagne (where the company that will build Australia’s future submarines in Adelaide, DCNS, has a major shipyard). The 200 guests included the Hon Susan Close, Minister for Education and Child Development, the Australian High Commissioner to the UK and the French Ambassador to the UK.
Office of the Economic Development Board
The purpose of the Economic Development Board is to maximise the value of emerging economic opportunities for South Australia, so that South Australia is recognised as the most competitive place in Australia in which to invest and grow a business.
During 2016-17, the Office of the Economic Development Board:
- Developed and planned the inaugural Ageing Well Revolution International Conference to be held in Adelaide in November 2017. The conference will showcase South Australian projects and companies and supports a key strategy to position South Australia as a recognised world leader in the ageing well sector. The board aims to identify and capitalise on business opportunities in the sector to accelerate and expand the development and delivery of world-class innovative goods and services which improve health outcomes, develop new industries and create jobs.
- Investigated the establishment of a macroalgae industry in South Australia. This included defining priorities and developing a five-year plan of action. This project was a result of the board exploring potential industries that are at an early stage of their life-cycle and where South Australia has a comparative advantage such as a natural endowment (mineral resources), favourable environmental conditions, closely linked allied industrial sectors, or sectors with already established advantages (arts and cultural, wine, food, clean environment).
- Conducted a first-time survey of South Australian Innovative Companies, that looked at innovation practices. Results found that 81% of companies were reporting business growth, either through the introduction of new products and services or through accessing new markets. More than 68% collaborated with other businesses and institutions during the innovation process, with clients being the most common partner. The survey provided evidence that businesses that innovate, introduce more products and services to the market, increase market share and boost exports.
Office of the State Coordinator-General
The Office of the State Coordinator-General (SGC) actively works to drive investment in South Australia by creating an environment that welcomes private sector development and stimulates job creation. Key outcomes for 2016-17 included:
- SCG determined that 33 development proposals with a combined estimated value of $843 million were assigned to the Development Assessment Commission (DAC). A total of 20 projects were granted Development Plan Consent with an estimated value of $435 million. A total of 24 projects that were called-in, were lodged with DAC for assessment to the estimated value of $321 million.
- SCG continued to accelerate planning and development approvals to support the Renewing Our Streets and Suburbs initiative, resulting in 307 dwellings and 208 allotments being granted development approval.
The Nuclear Fuel Cycle Royal Commission Consultation and Response Agency (CARA)
CARA operated from May 2015 to March 2017 to provide South Australians with the opportunity to consider the Royal Commission’s evidence, understand the choices and provide their views on increasing South Australia’s participation in the nuclear fuel cycle.
CARA completed the largest community consultation in the state’s history, with more than 50,000 South Australians providing feedback, tens of thousands participating in discussions and events across the state, and two citizens’ juries providing a report to inform the government’s response to the Royal Commission.
Employment opportunity programs
|Program name||Result of the program|
|DPC Aboriginal and Torres Strait Islander Employment Pool||As at 30 June 2017, 287 candidates were registered for vacancies across all classification levels. Overall, 41 candidates from the pool were engaged into DPC roles during 2016-17.|
|Youth Recruitment– Jobs4Youth||The four-year Jobs4Youth program ended in 2017. DPC exceeded the allocation of 55 trainees/graduates over four years, with a total of 71 trainees/graduates recruited between 2014 and 2017. In 2016-17 DPC engaged 13 trainees.|
Agency performance management and development systems
|Performance management and development system||Assessment of effectiveness and efficiency|
|OurDevelopment||92.64% of DPC’s eligible workforce completed a performance development process in accordance with the Commissioner for Public Sector’s Employment Guideline on Performance Management and Development.|
Worker health, safety and rehabilitation programs and their effectiveness
|Worker health, safety and rehabilitation programs||Effectiveness|
|Injury and Workers Compensation Management||Effective management strategies have been adopted to minimise the cost impact of work injured employees through early intervention, active case management and claims resolution as evidenced by regular reporting and analysis. DPC has consistently maintained a low rate of significant injury, as benchmarked against the South Australian public sector. Early intervention assessments are conducted within 24 hours of an injury being reported. The department’s WHS performance measures align with government safety performance targets and have been achieved.|
|Wellbeing and Engagement||A comprehensive Wellbeing Program has been delivered, based on the concept of Healthy Body/Healthy Mind. The program also aims to help build resilience and a positive culture with a focus on psychological wellbeing. The Wellbeing Program has been monitored and demonstrated positive outcomes against all targets.|
Fraud detected in the agency
|Category/nature of fraud||Number of instances|
Allegation of manipulation of timesheets
Strategies implemented to control and prevent fraud
The processes for preventing, detecting and responding to the risks of fraud are documented in the department’s Corruption and Maladministration Policy and Corruption and Maladministration Strategy which is consistent with the across government Fraud and Corruption Policy issued by the Commissioner for Public Sector Employment.
Processes are in place for recording, analysing, reporting and escalating fraud and corruption loss events and control failures. These include key mechanisms to prevent, detect and respond to the risks of fraud. These processes are supported by:
- annual internal audit plans
- monthly Executive Financial Performance Reports
- certification of internal controls under the DPC Financial Management Compliance Program and the end of financial year statements preparation process.
The financial report is supported by a system of internal controls that are monitored and assessed during the financial year through the department’s internal assurance processes and other processes undertaken by Shared Services SA as the external service provider.
The induction process ensures that all new employees are made aware of the Code of Ethics for the South Australian Public Sector and the Corruption and Maladministration Policy. This policy clearly stipulates a zero tolerance position in respect to fraud and corruption. All staff are also required to complete an online Fraud Awareness course at least once every three years.
Appropriate business practices are also reinforced through the department’s Financial Management Compliance Program.
Further, each business unit is required to undertake regular fraud and corruption risk assessments on their operations, monitor identified/potential risks and document mitigating actions in the risk register. Risk registers are subject to a six-monthly review.
Data for the past five years is available at: https://data.sa.gov.au/data/dataset/d4d850a1-bdd3-400d-9c86-94e2ec814d63
Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Whistle-blowers’ Protection Act 1993
Data for the past five years is available at: https://data.sa.gov.au/data/dataset/9fe5534d-0677-40a7-8acf-b34f690b5e0b
Executive employment in the agency
|Executive classification||Number of executives|
Data for the past five years is available at: https://data.sa.gov.au/data/dataset/fdc0f6a3-1049-43c5-8dfd-476994169a6d
For further information, the Office for the Public Sector has a data dashboard showing the breakdown of executives by gender, salary and tenure, by agency.
The following is a summary of external consultants engaged by the agency, the nature of work undertaken and the total cost of the work undertaken.
|All consultancies below $10,000 each||Varied||subtotal 26||$103 266|
|Consultancies above $10,000 each|
|Accru Harris Orchard||Review the SAES Induction Program|
|Accru Harris Orchard||Develop a Workforce Attribution Strategy project|
|Acil Allen Consulting||Expert advice on Energy Plan trade-off study|
|Applied Hybrid Energy Pty Ltd||Specialist energy policy and commercial advice on the future direction for South Australian electricity markets|
|BEE Consultants||Improvement and implementation of new processes for advice provided by the Office for the Public Sector|
|Brubrior Investments Pty Ltd||Assist the Government in achieving the best possible outcome from the development of Olympic Dam, the Nyrstar Port Pirie Smelter Transformation project, and undertake Steering Committee activities|
|CQ Partners Pty Ltd||Provision of the South Australian Energy Market Options report|
|Davis Advisory Pty Ltd||Strategic advice in relation to the allocation of environmental liabilities for the Whyalla Steelworks to assist in encouraging investment|
|Deloitte Touche Tohmatsu||Internal audit services|
|Det Norske Veritas Pty Ltd||Independent review of high pressure gas pipeline in South Australia|
|Econsearch Pty Ltd||Update the data and industry aggregations within the Regional Industry Structure and Employment input-output model for 2015-16|
|Ernst & Young||Review of Shared Services Australia's Quality Framework|
|Ernst & Young||Security Emergency Management Strategic Planning Review|
|Essential Media Communications||Research, analysis and advice for the development of a whole of government communications plan|
|Fenix Performance Solutions||Due diligence in relation to Arrium|
|Fenix Performance Solutions||Nyrstar Port Pirie Task Force advisory|
|Frontier Economics Pty Ltd||Expert advice on energy market transition|
|Gallagher Bassett Services Pty Ltd||Examine the application of strategic data analytics in the management of medical services expenditure under return to work arrangements for SA Public Sector employees|
|Gary Thomas Burns||Review of the extreme weather event, 28 September to 5 October 2016|
|Gordan and Jackson Barristers Clerks||Advice on South Australia insolvency and bankruptcy reform measures|
|Gus Commercial Consulting (SA)||Provide advice, direction and support in high value or high risk projects such as Alinta, Nyrstar, Olympic Dam, Port of Whyalla and Smart City|
|Harocon Pty Ltd||Undertake modelling of financial assurance framework options for the rehabilitation of mining (non-extractive) and petroleum sites in South Australia|
|Human Capital International||Design and development of the Shared Services SA Management Frameworks|
|Humanwebs||Facilitation of a South Australia Public Sector Human Resources strategy workshop|
|Independent Economics||Evaluating the efficiency of a financial services tax|
|Indigenous Participation Solutions||Desktop analysis of Social Procurement - current practices, policy and data|
|Innovation Performance Australia Pty Ltd||Advice on defence and trade related matters|
|Integrated Global Partners Pty Ltd||Business review: Office of the Chief Operating Officer|
|Integrated Global Partners Pty Ltd||Diagnostic review of DPC operational structures to streamline accountabilities and improve performance|
|Interface Consultants||Injury Management Transition project|
|JBS&G Australia Pty Ltd||Establish the contamination liability estimate for the Whyalla Steelworks site and preparation of an Environmental Indemnity Terms Sheet|
|KDN Services Pty Ltd||Review the ICT organisational structure|
|Kloud Solutions SA Pty Ltd||Develop design specification for a Cloud Business Intelligence environment|
|KPMG||Advisory services to the CHRIS 21 Payroll Reform Project Board|
|Lateral Economics||Engaging Dr Nicolas Gruen to prepare Making it Stick report as part of the reform agenda for the South Australia Government|
|Lumino Events Pty Ltd||Logistic and management services for Ageing Well International Conference|
|Outsourced Support Services||Advisory services for the French Strategy|
|Pjr Business Consulting P/L||Shared Services SA: account validation table rationalisation for the Department of Education and Child Development|
|Powell & Co Pty Ltd||Strategic Risk Management Services|
|PPB Advisory||Specialist financial consultancy services|
|PPB Advisory||Expert advice on the State's financial support package proposals in relation to Arrium and other steel industry matters|
|PwC Australia||Review of the Shared Services SA Cost Recovery Model|
|Robert I Thomas||Advisory and committee services related to Dry Creek Salt Field Closure, Targeted Lead Abatement Program and Arrium project|
|SA Power Networks||SA Government Generation Concept Design|
|Science to manage uncertainty||Preparation of the Seaweed Industry Development Action Plan|
|System Solutions Engineering||Advisory on the Media Monitoring Engineering Services project|
|Tacsi Inc||South Australian Public Sector Innovation Lab|
|Talent With Energy Pty Ltd||Review of the hydrogen refuelling station and feasibility study|
|Taylor Fry Pty Ltd||Actuarial review of outstanding claim provisions for crown self-insured agencies workers compensation claims|
|Taylored Consulting Pty Ltd||Analysis and reporting of results of the Shared Services SA Staff Climate Survey|
|The University of Adelaide||Contemporaneity in the distribution of goods and services tax revenue|
|UGM Consulting||Deliver three half-day energy programs|
|University of South Australia||Recommendations for measures to benchmark and track visitor experiences in South Australia|
|University of Technology Sydney||Advice on project towards 100% renewable energy for Kangaroo Island|
|Workforce Planning Global||Development of Workforce Planning Guide|
|Subtotal 56||$5 234 271|
|Total all consultancies||82||$5 337 537|
Data for the past five years is available at: https://data.sa.gov.au/data/dataset/consultants-engaged-by-the-department-of-the-premier-and-cabinet
See also https://www.tenders.sa.gov.au/tenders/index.do for a list of all external consultancies, including nature of work and value. See also the Consolidated Financial Report of the Department of Treasury and Finance http://treasury.sa.gov.au/ for total value of consultancy contracts across the public sector.
Financial performance of the agency
The following is a summary of the overall financial position of the agency. The information is unaudited. Full audited financial statements for 2016-17 are provided as Appendix A.
Statement of Comprehensive Income
Net cost of providing services
Net Revenue from SA Government
Total Comprehensive Result
The department reported a $19.327 million surplus for the 2016-17 financial year. This result is $41.395 million favourable when compared with the 2016-17 budget, mainly due to vacancies and delayed expenditure that will be carried over into future years.
Statement of Financial Position
The department’s net assets at 30 June 2017 were $74.72 million higher than budget, mainly due to a higher than budgeted deposit account balance caused by delayed expenditure, and balances transferred from the Department of State Development relating to the Office of the Economic Development Board and Resources and Energy Group.
Other financial information
Nil to report
Other information requested by the Minister(s) or other significant issues affecting the agency or reporting pertaining to independent functions
Nil to report