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 sa.gov.au 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 |
|
Lower costs |
|
Better services |
|
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 objectives | Indicators | 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:
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 | Supported:
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:
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:
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 name | Performance |
---|---|
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 system | Performance |
---|---|
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 name | Performance |
---|---|
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 2018-19 | Past year 2017-18 | % Change (+ / -) |
---|---|---|---|
Total new workplace injury claims | 6 | 8 | -25% |
Fatalities | 0 | 0 | 0 |
Seriously injured workers* | 0 | 0 | 0 |
Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE) | 0.0 | 1.3 | -100% |
*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 2017-18 | % Change (+ / -) |
---|---|---|---|
Number of notifiable incidents (Work Health and Safety Act 2012, Part 3) | 0 | 3 | -100% |
Number of provisional improvements, improvement and prohibition notices (Work Health and Safety Act 2012 sections 90, 191 and 195) | 0 | 0 | 0 |
Return to work costs** | Current year 2018-19 | Past year 2017-18 | % Change (+ / -) |
---|---|---|---|
Total gross workers’ compensation expenditure ($) | $130,841 | $499,349 | -74% |
Income support payments – gross ($) | $41,659 | $57,558 | -28% |
**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 |
---|---|
SAES1 | 20 |
SAES2 | 7 |
EXECE0F | 1 |
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