Annual Report 2018-19: Table of contents | 1 | 2 | 3 | 4 | 5 | 6 | 7

Performance at a glance

During 2018-19, DPC led or supported a range of programs, initiatives, policies and activities to achieve our strategic goals. The department:

  • supported the establishment of agencies and bodies to drive the Government’s economic agenda, including the Productivity Commission and Infrastructure SA
  • negotiated key intergovernmental agreements including the Adelaide City Deal and the new Closing the Gap partnership agreement
  • provided leadership for key across-government initiatives to boost the economy such as Lot Fourteen
  • consulted extensively on the development of the South Australian Arts Plan and the Aboriginal Affairs Action Plan
  • progressed major upgrades and redevelopments to the state’s art and cultural institutions, such as Her Majesty’s Theatre and the Adelaide Festival Centre
  • implemented measures to support a Cabinet-led Government including a new Cabinet process and new Cabinet committees
  • continued to digitise more government services through the website
  • implemented new, more efficient approaches to the supply of specialist media services to government and paying government invoices.

Agency contribution to whole of government objectives

DPC contributed to the achievement of the South Australian Government’s objectives – more jobs, lower costs and better services – as follows.

Key objective Agency’s contribution

More jobs

  • Established Infrastructure SA in November 2018, which began developing a 20-year infrastructure strategy to ensure the state can grow the economy, support local jobs and meet the needs of communities across South Australia
  • Established an Economic Advisory Council in July 2018, to provide strategic policy advice on economic and jobs growth to the Premier
  • Led the Review of the South Australian Government’s International and Interstate Engagement Bodies and Functions (Steven Joyce Review). Recommendations from this review led to establishing a process for the development of an economic growth agenda; Growth State: Our Plan for Prosperity
  • Negotiated the Adelaide City Deal – a $551 million,
    10-year agreement between the Australian Government, the Government of South Australia and the City of Adelaide, to grow Adelaide as an innovative and vibrant city. This agreement includes a range of job creation and economic growth strategies

Lower costs

  • Issued new guidelines to prevent the misuse of taxpayer funds for political purposes by imposing stricter controls on taxpayer funded advertising
  • Entered into a new panel contract for media services – the Master Media Scheme – which resulted in the media service fees being equal to, or better than, industry benchmark

Better services

  • Implemented changes to the structure and functions of government agencies in line with recommendations from the Steven Joyce Review and the Government’s election commitment to lead an efficient and accountable government
  • Established the South Australian Productivity Commission to provide advice on cutting red tape, improve the quality of government services and deliver economic reform
  • Developed a two-year whole of government Aboriginal Affairs Action Plan, to deliver real on-the-ground outcomes that will improve the lives of Aboriginal South Australians. The plan brings together 32 activities focused on three priority areas: economic participation; better services; and capacity building
  • Negotiated new national policy, reform and funding agreements with our Commonwealth and interstate partners in areas of education, water and closing the gap
  • Established a Cyber Security Innovation Node; a partnership to accelerate the growth of the cyber security sector in South Australia, as part of AustCyber’s National Network of Cyber Security Innovation Nodes. The network is designed to foster and accelerate cyber capability development and innovation across the country. The South Australian node is jointly funded by the South Australian Government and AustCyber

Agency specific objectives and performance

DPC implemented activities to meet a range of objectives in 2018-19 in line with our purpose, vision and strategic goals.

Agency objectivesIndicators DPC’s performance

Lead major projects and initiatives to drive the Premier’s vision for South Australia

Provide governance and leadership in the development of the Lot Fourteen site on North Terrace

Lead the development of, and implement, projects and initiatives to increase the rate of economic growth in South Australia

Provide public sector agencies access to economic analysis tools and systems to inform development of their policies and initiatives

Led the process of defining the scope and vision for the delivery of an Aboriginal Art and Cultures Gallery at Lot Fourteen

Collaborated in the design of the Lot Fourteen Defence and Space Landing Pad, supporting the relocation of international companies to South Australia

Established a process to develop a South Australian Growth Agenda (Growth State: Our Plan for Prosperity), in response to the Steven Joyce Review, including:

  • Established a secretariat to support the development of Growth State: Our Plan for Prosperity – to assist agencies to achieve the Government’s overall economic priorities and seek industry views on the priorities and effectiveness of individual initiatives
  • Supported the development of a range of public communications chiefly designed to highlight the Government’s commitments to enhancing growth in South Australia

Provided whole of government access to comprehensive data on exports, and a modelling tool so government agencies can see how their projects impact the economy

Deliver specialist advice to the Premier and support the Cabinet to be an effective decision-making body

Support rigorous Cabinet processes across government, including thorough analysis of the risks, costs and benefits of proposals

Monitor and support delivery of the Government’s priorities and commitments

Support the administration of Cabinet and the Executive Council

Maintain and monitor delivery against the State Emergency Management Plan and the State Emergency Management Committee (SEMC) Strategic Plan


  • 115 Cabinet meetings
  • 55 Executive Council meetings
  • 64 Cabinet Committee meetings across the five Cabinet Committees – Budget, Social Affairs, Economic and Infrastructure, Justice and Legislative Reform, and the Emergency Management Council

Provided quality advice and analysis on more than 1,100 proposals that were considered through the Cabinet process

Provided regular monitoring and supported the delivery of the Government’s priorities and commitments through Cabinet and the Cabinet Committees

Supported the Cabinet Secretary to undertake continuous improvement of Cabinet processes and operations, such as strategic planning sessions for Cabinet and Cabinet Committees

Supported the Premier as Chair of the Emergency Management Council, to progress initiatives including governance arrangements during catastrophic disasters and developing the state’s fixated threat capacity

Worked with state and Commonwealth government agencies to establish an assurance program for the SEMC, review the State Emergency Management Plan, deliver the SEMC taskforce on Countering-Violent Extremism and contribute to national projects including the National Disaster Risk Reduction Framework

Lead Commonwealth-state and international diplomatic relations for the South Australian Government

Negotiate important intergovernmental agreements to achieve good outcomes for South Australia

Engage high level foreign audiences and promote the state through the international visits program

Negotiated the following agreements:

  • Adelaide City Deal
  • National School Reform Agreement 2019-2023
  • National Drought Agreement
  • Closing the Gap Partnership Agreement 2019-2029
  • Murray-Darling Basin Compliance Compact
  • National Partnership on Land Transport Infrastructure Projects 2019-2024

Co-hosted the second national COAG Reducing Violence Against Women Summit with the Commonwealth Government

Provided executive support and secretariat services to the Capital City Committee, a partnership between the South Australian Government and the City of Adelaide aimed at enhancing and promoting the development of the City of Adelaide as the capital city of the state

Through the international visits program, showcased South Australia’s strategic industries, businesses, knowledge institutions, community and regions

Strengthened South Australia’s relationship with France, building on the Australian Government Department of Defence Future Submarine Program, including further developing the sister-region relationship with Brittany

Deliver core functions for Aboriginal Affairs and Reconciliation

Promote Aboriginal Reconciliation and employment diversity

Provide the Aboriginal community with support and advice

Coordinated the whole of government implementation of the Buthera Agreement

Delivered a series of negotiated outcomes and commitment from several government agencies to work with the Narungga Nation Aboriginal Corporation. This will drive economic development and tailor the design and delivery of government services to Narungga people

Progressed the establishment of a South Australian Aboriginal Interpreter Service Office in Adelaide, to ensure that Aboriginal people have access to interpreters as needed when interacting with government services

Administered ex gratia payments to members of the Stolen Generation as part of the Stolen Generation Reparations Scheme

Provided funding to the Office of the Commissioner for Public Sector Employment to administer the South Australian Government Jawun secondment program

Co-led South Australia’s participation in the COAG process to refresh the National Closing the Gap strategy in partnership with a Joint Ministerial Council on Closing the Gap, ensuring Aboriginal people have an integral role in the development and implementation of the refreshed strategy

Deliver core functions for Multicultural Affairs

Provide multicultural affairs support and advice to the Government and the community

Reviewed Multicultural Affairs’ funding programs to ensure an equitable structure is in place that meets community needs. The restructure resulted in four streams of funding: Advance Together; Celebrate Together; Expand Together and Stronger Together

Commenced a review of the South Australian Multicultural and Ethnic Affairs Commission Act 1980 to inform drafting of revised legislation and embed a set of multicultural principles to guide future directions

Celebrated the state’s cultural diversity through hosting the 11th annual Governor’s Multicultural Awards at Government House in March 2019

Supported a range of festivals and major events to celebrate the unique riches of our culturally diverse state, including:

  • Australia Day Parade, with more than 70 multicultural groups participating
  • ANZAC Eve Youth Vigil, with young people from up to 15 multicultural groups participating
  • Christmas Pageant, with five multicultural community groups participating in the ‘Christmas Around the World’ float

Provided support and funding to community organisations that provide services to multicultural communities

Deliver core functions for arts and culture

Provide funding, support, advice and coordination to the arts, cultural and creative sector

Care for the state’s collections, buildings and other assets within the arts, cultural and creative sector

Oversaw the development of a new Arts Plan for South Australia, to ensure that Arts funding in South Australia is driven by performance, artistic expression, collaboration and enterprise

Progressed Her Majesty’s Theatre Redevelopment project and upgrades for the Adelaide Festival Theatre

Supported the Adelaide Festival to present three major international works during the 2019 festival

Delivered funding through a range of peer contested programs to support sector development and presentation of new work

Across government leadership for communications, community engagement, cyber security, digital technology, ICT and data

Develop and coordinate cyber security, digital government, community engagement, ICT technology and innovation policy and initiatives

Strengthen and enhance cyber security resilience of the public sector

Provide seamless interactions for customer transactions across government services

Provide whole of government leadership in data analytics work to inform service delivery, operations and performance

Developed a whole of government Digital Strategy

Progressed the delivery of 17 of the activities and outcomes of the South Australian Government Cyber Security Strategic Plan 2018-2021

Published the D3 Digital Online Toolkit to foster entrepreneurialism and innovation in the development of digital solutions for South Australians

Measured the digital capabilities of the South Australian Government, to inform a plan to increase digital skills as an enabler for more productive government

Assumed responsibility for the South Australian Information Sharing Guidelines which define the process for safely sharing information about vulnerable people to keep them safe from harm

Progressed the Vulnerable Children Project which integrates government data to improve frontline and strategic decision-making for agencies working in areas of child protection

Led whole of government multi-agency data analytics work to inform significant Cabinet, policy and budget decisions

Deliver core functions through Veterans SA

Support the veteran community

Provided centralised information to our ex-servicemen and women and respective service providers on state government support services for veterans

Worked with the City of Adelaide and the veteran community to relocate the Dardanelles Cenotaph from Adelaide’s southwest parklands to Anzac Centenary Memorial Walk

Coordinated events to commemorate the centenary of Armistice Day, including a State Dinner on 10 November 2018

Partnered with the Headstone Project to identify unmarked graves of returned service personnel and place a headstone on the graves

Corporate performance summary

The corporate services function provides support to DPC’s programs as well as several arts statutory authorities, attached offices and agencies. During 2018-19 corporate services:

  • implemented a new approach for the way government oversees, assesses and approves marketing communications and commercial sponsorship activities
  • implemented new storage solutions to support arts and cultural heritage collections
  • established a Diversity and Inclusion Advisory Committee to represent the needs of our diverse workplace and champion strategies to achieve a greater level of diversity and inclusion in the department
  • delivered the agency’s draft stretch Reconciliation Action Plan to Reconciliation Australia
  • developed and implemented online courses for the department’s staff and broader South Australian public sector to increase awareness of our culturally and linguistically diverse population and assist staff to take constructive action against racism
  • revised Premier and Cabinet Circular 39 Complaints Management in the Public Sector in response to the Ombudsman’s complaints management audit recommendations, guiding the development and implementation of complaints management systems within the department and across the South Australian public sector
  • achieved savings by creating efficiencies in office space planning and relinquishing office accommodation space
  • supported several agencies in undertaking campaigns to promote awareness of major government initiatives including payroll tax reform and the Home Battery Scheme
  • developed and implemented automated, electronic briefings and correspondence solutions, and transformed paper-based business processes to be completely digital, to support a more modern workplace

Employment opportunity programs

Program namePerformance

DPC Aboriginal and Torres Strait Islander employment pools

As at 30 June 2019, 304 Aboriginal and Torres Strait Islander candidates were registered on the employment pools for vacancies across all classification levels

In the 2018-19 financial year, six candidates from the pools were engaged into DPC roles

Agency performance management and development systems

Performance management and development systemPerformance

DPC’s Performance Development Program requires employees to establish goals and priorities for their work and development that contribute to DPC’s objectives

At a minimum, employees participate in bi-annual discussions with their manager about performance and development in line with their goals and priorities

DPC continuously monitors and supports employees to engage in regular and meaningful performance development discussions

Compliance with performance development requirements is measured through entries recorded in the agency’s human resources management and learning management systems

As at 30 June 2019, 81.4% of employees had a performance development discussion in the past six months

Work health, safety and return to work programs

Program namePerformance

Injury and Workers’ Compensation Management

DPC uses prevention, early intervention and active case management strategies to minimise the impact of work injury

DPC has consistently maintained a low rate of significant injury, as benchmarked against the South Australian public sector

There was a 74% reduction in workers’ compensation expenditure in 2018-19. This is predominantly a result of machinery of government changes which reduced the number of employees in the department

Wellbeing and Engagement

A comprehensive wellbeing program was delivered in 2018-19, 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

Mental health first aid training was offered to all designated first aiders and health and safety representatives across 2018-19 as well as other interested employees in line with provisions of the South Australian Modern Public Sector Enterprise Agreement – Salaried 2017

DPC has two Employee Assistance Program providers with a wide range of online resources made available to workers and their families in addition to a variety of delivery methods for counselling services

Workplace injury claims Current year
Past year
% Change
(+ / -)

Total new workplace injury claims








Seriously injured workers*




Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE)




*number of claimants assessed during the reporting period as having a whole person impairment of 30% or more under the Return to Work Act 2014 (Part 2 Division 5)

Work health and safety regulations Current year 2018-19 Past year
% Change
(+ / -)

Number of notifiable incidents (Work Health and Safety Act 2012, Part 3)




Number of provisional improvements, improvement and prohibition notices (Work Health and Safety Act 2012 sections 90, 191 and 195)




Return to work costs** Current year 2018-19 Past year
% Change
(+ / -)

Total gross workers’ compensation expenditure ($)




Income support payments – gross ($)




**before third-party recovery

Data for previous years is available at: Data.SA DPC Work Health and Safety & Return to Work Performance

Executive employment in the agency

Executive classification Number of executives







Data for previous years is available at: Data.SA DPC Executives

The Office of the Commissioner for Public Sector Employment has a workforce information page that provides further information on the breakdown of executive gender, salary and tenure by agency.

Annual Report 2018-19: Table of contents | 1 | 2 | 3 | 4 | 5 | 6 | 7