Annual Report 2019-20: Table of contents | 1 | 2 | 3 | 4 | 5 | 6 | 7
Performance at a glance
During 2019-2020, the Department of the Premier and Cabinet (DPC) led or supported a range of programs, initiatives, policies and activities to achieve our strategic goals. The department:
- provided bushfire recovery leadership and coordination for South Australia - including negotiating and engaging with the Commonwealth through the National Bushfire Recovery agency, supporting affected communities and councils, program monitoring and evaluation, and coordinating public communication and engagement
- supported the Premier in managing the COVID-19 pandemic through leadership across government and provision of strategic advice
- developed a plan for public sector reform and established a Performance and Reform unit to drive improved public sector performance and leadership
- developed the DPC Stretch Reconciliation Action Plan 2020-2023
- progressed the delivery of the South Australian Arts Plan 2019-2024
- continued to provide leadership for key across-government initiatives to boost the state’s economy
- led the strategic development and delivery of Lot Fourteen to capitalise on the cultural, environmental and economic strengths of our city
- coordinated the collaborative development of the Growth State agenda to prioritise and guide the state government’s economic development initiatives
- released the South Australian Government Cyber Security Framework, a whole of government policy framework
- delivered the Vulnerable Children Project and trialled the key Integrated Data System (KIDS) dashboard which will provide government personnel with a more comprehensive picture of South Australia’s most vulnerable children
- executed the Memorandum of Understanding between South Australia and the Commonwealth’s Digital Transformation Agency with a focus on the first state pilot in Australia of the Trusted Digital Identity Framework
- established the Economic Development Sub-Committee responsible for supporting and guiding Growth State, Our Plan for Prosperity
- completed the construction of Her Majesty’s Theatre.
Agency response to COVID-19
In March 2020, the South Australian Government announced the implementation of measures and emergency planning to deal with the COVID-19 pandemic in South Australia.
The Chief Executive, Department of the Premier and Cabinet was appointed Assistant State Coordinator under the Emergency Management Act 2004, following the declaration of a major emergency.
DPC responded to the challenges of COVID-19 as follows:
- developed a departmental Coronavirus Outbreak Action Plan that outlined our planned response in the event of a COVID-19 outbreak
- played a key role in coordinating the state’s contribution to National Cabinet
- led the planning for the state’s economic rebuilding and recovery work in relation to COVID-19
- activated the State Crisis Centre, assisting with a range of multi-agency initiatives, preparing briefings and advice for the Premier and Ministers, and participated in the National Coordination Mechanism
- assisted SA Health and South Australia Police on a range of multi-agency initiatives, preparing protocols for agencies in managing COVID-19 risks and supporting the implementation of emergency Directions such as the restrictions on people crossing the state border
- worked with the Australian government, other government agencies and remote Aboriginal communities to implement restrictions under the Biosecurity Act 2015 (Cwth) to reduce the likelihood of COVID-19 spreading into vulnerable Aboriginal communities. This included providing health information in traditional language.
- made COVID-19 information available to multicultural communities in over 30 languages
- supported multicultural communities to address the impacts of the COVID-19 pandemic by re-directing funding from cancelled events to support the delivery of COVID-19 outreach projects
- supported the arts sector through the delivery of $2.5 million from the
COVID-19 Arts grants support package - enabled improved access to email and increased concurrent remote access VPN service enabling public servants across government to perform critical functions from remote locations
- led the strategy, development and operation of covid-19.sa.gov.au South Australia’s single digital source of trusted public information for
COVID-19. The platform also delivered South Australia’s COVID-19 daily dashboard and housed all COVID-Safe Plans for businesses.
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.
| Key objective | Agency’s contribution |
|---|---|
| More jobs |
Coordinated the development and launch of Growth State: Our Plan for Prosperity, which is a partnership between government and industry, with the goals of accelerating the economy and retaining and attracting the best and brightest to live and work in South Australia.
Led the strategic development and delivery of Lot Fourteen, establishing the building blocks to drive value for the South Australian economy while realising a place of extraordinary vibrancy and appeal. Lot Fourteen significant milestones included:
|
| Lower costs | Negotiated the best possible outcomes for South Australia in intergovernmental forums, including funding arrangements for public hospitals and health reform, early childhood education, legal assistance services and public dental services, in conjunction with relevant South Australian agencies. |
| Better services |
Established a Performance and Reform unit to lead projects that enhance the performance of the South Australian Public Sector.
Developed and released a whole of South Australia Cyber Security framework, whereby agencies implemented a cyber security program. Finalised the Vulnerable Children Project and trialled the Key Integrated Data System dashboard at the Child Abuse Report Line. Provided bushfire recovery leadership and coordination for South Australia including negotiation and engagement with the Commonwealth through the National Bushfire Recovery Agency. Completed the construction of Her Majesty’s Theatre. Maintained SA.GOV.AU – operation of the state’s single website for reliable government information and services. SA.GOV.AU delivered at 10% year-on-year increase with 11.3 million unique user sessions from 5.57 million unique users during the financial year. Supported the Premier in contributing to the new National Cabinet. Negotiated the intergovernmental relations framework to replace the Council of Australian Governments. |
Agency specific objectives and performance
DPC implemented activities to meet a range of objectives in 2019-2020 in line with our purpose, vision and strategic goals.
Objective 1: Lead whole of government policy, major initiatives and projects that deliver outcomes in line with the Premier and the Cabinet’s priorities
| Number | Indicators | Performance |
|---|---|---|
| 1.1 | Lead the development of Lot Fourteen to capitalise on the cultural, environmental and economic strengths of our city. |
Led the strategic development and delivery of Lot Fourteen, establishing the building blocks to drive value for the South Australian economy while realising a place of extraordinary vibrancy and appeal.
Established a cross-government project delivery team and implemented the project governance structure to ensure the Lot Fourteen vision and objectives are met with inclusion of all relevant government agencies and stakeholders. Progressed plans, business cases and design for an International Centre for Food, Hospitality and Tourism Studies; and an Entrepreneur and Innovation Centre and Hub as part of the Adelaide City Deal. Established the Aboriginal Entrepreneur Hub based at Lot Fourteen as part of the Adelaide City Deal in partnership with the National Indigenous Australians Agency (NIAA). |
| 1.2 | Progress the business case, detailed planning and final cost estimates for the Aboriginal Art and Cultures Centre, which will exhibit art and culture. | Led the option analysis, design and progressed the operating model for the Aboriginal Art and Cultures Centre at Lot Fourteen. |
| 1.3 | Coordinate South Australian Government implementation of the Adelaide City Deal to create innovation and job opportunities, increase population and enhance cultural experiences in the state. | Finalised and released the implementation plan for the Adelaide City Deal. |
| 1.4 | Finalise the Vulnerable Children Project; facilitating information sharing between agencies to provide frontline workers and strategic decision makers with a fuller picture of South Australia’s vulnerable children and their families. | Finalised the Vulnerable Children Project in December 2019. Worked with Department of Human Services and Department for Child Protection to facilitate information sharing between the agencies to provide frontline workers and strategic decision makers with a fuller picture of South Australia’s vulnerable children and their families. |
| 1.5 | Lead the development of a South Australian cyber sector strategy to identify and leverage opportunities for job creation and economic growth. |
Led the development of a South Australian cyber sector strategy to identify and leverage opportunities for job creation and economic growth.
Prepared for the launch of the Australian Cyber Collaboration Centre at Lot Fourteen in July 2020. Developed a Security and Counter Foreign Interference roadmap for Lot Fourteen. |
| 1.6 | Lead the development of a population strategy to increase interstate migration and ensure successful long-term settlement of migrants. | Provided support for the National Population and Planning Framework and secured funding for various migration and population initiatives. |
| 1.7 | Implement a new engagement model that will enhance the government’s engagement with Aboriginal South Australians through both consultation and decision-making processes. | Undertook community consultation and made recommendations on the preferred engagement model that is intended to enhance the government’s engagement with Aboriginal South Australians. |
Objective 2: Drive strong policy outcomes across government portfolios through accurate, timely and evidence-based advice, collaboration and coordination
| Number | Indicators | Performance |
|---|---|---|
| 2.1 | Coordinate collaborative development of the South Australian Growth Agenda to prioritise and guide the state government’s economic development initiatives. | Launched Growth State: Our Plan for Prosperity, following on from the Steven Joyce Review of the South Australian Government’s International and Interstate Engagement Bodies and Functions. |
| 2.2 | Negotiate the best possible outcomes for South Australia in intergovernmental forums. |
Negotiated the best possible outcomes for South Australia in intergovernmental forums in conjunction with relevant South Australian agencies, including funding arrangements for public hospitals and health reform, early childhood education, legal assistance services and public dental services and finalised
the implementation plan for the Adelaide City Deal. Provided support in negotiating and finalising: Supported the effective operation of the Capital City Committee, through the provision of effective secretariat services. |
| 2.3 | Co-lead development of South Australia’s jurisdictional action plan under the refresh of the Council of Australian Governments national Closing the Gap strategy. | Coordinated South Australia’s involvement in the formal refresh of the national Closing the Gap framework. |
| 2.4 | Develop a whole of South Australian Government Reconciliation Action Plan to formalise the government’s commitment to Reconciliation. | Developed and consulted on the Whole of Government Reconciliation Action Plan, to be launched in 2020-2021. |
| 2.5 | Implement relevant actions within the government’s Aboriginal Affairs Action Plan to continue to improve opportunities and services available to Aboriginal South Australians. |
Co-ordinated whole of government implementation and reporting against the South Australian Government Aboriginal Affairs Action Plan.
Launched the DPC Stretch Reconciliation Action Plan 2020-2023 in May 2020. |
| 2.6 | Finalise and progress implementation of a new Arts Plan for South Australia 2019-2024 to deliver a successful sustainable arts ecosystem. | Delivered the Arts Plan for South Australia 2019-2024 to government in July 2019. The government’s response to recommendations were released publicly in September 2019. DPC commenced implementation of the agreed recommendations. |
| 2.7 | Provide strategic advice to the Premier in identifying, scoping and responding to the outcomes of Productivity Commission inquiries. | Provided support to finalise a Joint Government response to the Productivity Commission inquiry report: Murray Darling Basin Plan: Five-year assessment. |
| 2.8 | Develop a whole of South Australia cyber security policy framework to drive strategy and risk-based investment in cyber security. | Released a new South Australian Cyber Security Framework in December 2019. |
| 2.9 | Review and implement an across government cyber security maturity program to strengthen and enhance the cyber security resilience of South Australia. | Implemented the SA Cyber Security program. The program includes an annual attestation to provide overview and assurance. |
| 2.10 | Develop new legislation following the outcome of the review of the South Australian Multicultural and Ethnic Affairs Commission Act 1980. | Drafted new legislation following the outcome of the review of the South Australian Multicultural and Ethnic Affairs Commission Act 1980. |
| 2.11 | Advise on and administer the Public Sector (Data Sharing) Act 2016, the Information Sharing Guidelines and other analytics initiatives involving public sector data. | Advised on and administered the Public Sector (Data Sharing) Act 2016 and assumed responsibility for open data policy. Reviewed the Information Sharing Guidelines and undertook analytics initiatives involving public sector data. |
Objective 3: Deliver programs and services within the Premier’s portfolio responsibilities that support South Australian communities
| Number | Indicators | Performance |
|---|---|---|
| 3.1 | Implement the Multicultural Grants Program to ensure funding better meets the needs and aspirations of South Australia’s growing multicultural communities. | Implemented the Multicultural Grants Program, with 464 applications received, 296 applications funded, and all funds expended in 2019-2020. |
| 3.2 | Host the fourth biennial South Australian Multicultural Festival to celebrate and engage with South Australia’s multicultural communities. |
Hosted the fourth biennial South Australian Multicultural Festival on 10 November 2019 at Victoria Square (Tarntanyangga), Adelaide, in partnership with multicultural organisations and a wide range of community groups to celebrate and engage with South Australia’s multicultural communities. |
| 3.3 | Commence the redevelopment of Carrick Hill to support its cultural, artistic, social and economic viability. | Commenced the redevelopment of Carrick Hill, including development of the upper floors, installation of a lift to increase access and progressed development of the new pavilion. |
| 3.4 | Complete the construction phase of the Her Majesty’s Theatre Redevelopment project to enhance access, capacity, capability and appeal of the theatre and its precinct. | Completed construction of the Her Majesty’s Theatre redevelopment project in June 2020. |
| 3.5 | Progress the redevelopment of the Adelaide Festival Centre Precinct. | Commenced the design and documentation of roof shell works and progressed the technical equipment upgrade at the Adelaide Festival Centre. |
| 3.6 | Support the government’s objectives for international engagement, trade and diplomacy, by delivering and supporting significant inbound and outbound artistic activity and cultural exchange. |
Supported the government’s objectives for international engagement, trade and diplomacy, by delivering and supporting significant inbound and outbound artistic activity and cultural exchange, including planning for an exhibition of South Australian Aboriginal art works in Brittany, major festival partnerships
and performing arts touring.
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. |
| 3.7 | Support the cultural heritage collection storage through the implementation of storage solutions. | Completed stakeholder engagement with all the major arts institutions on the storage solutions strategic business case. |
| 3.8 | Lead, advise and provide expertise on the protection and conversation of the state’s cultural assets. | Artlab Australia provided advice and expertise on the protection and conversation of the state’s cultural assets and collections. |
| 3.9 | Recognise a further two Aboriginal Representative Bodies under the Aboriginal Heritage Act 1988. | Recognised a further two Aboriginal Representative Bodies under the Aboriginal Heritage Act 1988. |
Objective 4: Support the Premier to lead a well administered, Cabinet-led government
| Number | Indicators | Performance |
|---|---|---|
| 4.1 | Continue to support good governance and decision-making through rigorous Cabinet process and policy analysis and collaborative relationships across government. | Supported rigorous Cabinet process across government, through the administration of Cabinet, Executive Council and Cabinet Committees. Worked closely with agencies and through the committees to develop and refine policy proposals, and provided advice on all proposals considered by Cabinet, including a thorough analysis of their risks, costs and benefits. |
| 4.2 |
Implement or continue to manage programs to monitor and support the delivery of:
| Monitored and supported the delivery of the government’s priorities and commitments. |
| 4.3 | Continue the successful delivery of state/protocol events, the international visits program, and the Premier’s international engagements, ensuring strategic alignment with state government priorities including Growth State. | Continued the international visits program by promoting the state and its competitive advantages and offerings, showcasing South Australia’s strategic industries, businesses, knowledge institutions, community and regions. |
| 4.4 | Enhance South Australia’s security and emergency management arrangements by reviewing the State Emergency Management Plan and developing a new South Australian Government Protective Security Framework. | Completed the new South Australian Protective Security Framework, finalised a cyclical review of the State Emergency Management Plan and continued to enhance South Australia’s security and emergency management preparedness and prevention arrangements, with a particular focus on strengthening governance and enhancing recovery capability. |
| 4.5 |
Deliver effective technology platforms to enable government to serve the South Australian community, including a ‘Safety Scan’ digital barring register. Finalise and implement the review of Boards and Committees. |
Supported progress on the delivery of a digitised barring process and Id scanning application. Finalised the review of Boards and Committees, with implementation of the review in 2020. |
Objective 5: Be a high performing and effective central agency
| Number | Indicators | Performance |
|---|---|---|
| 5.1 | Enhance the diversity of our workforce through programs, initiatives and training focussing on diversity and inclusion, reconciliation and gender equality and respect. |
Implemented and progressed initiatives and programs for the department’s:
|
| 5.2 | Support the development of our people through programs and initiatives across performance, development and leadership. | Encouraged employee participation in leadership and development initiatives such as: Aboriginal Frontline; Manager Essentials; Next Execs; Company Directors; Talent Connect; Psychometric assessments for individual and team development, and recruitment purposes. The South Australian Leadership Academy programs were postponed to 2020-2021 due to COVID-19. |
| 5.3 | Continue to support good organisational culture, safety and wellbeing through programs, initiatives and training focusing on flexible working arrangements, domestic violence awareness and employee wellbeing. |
Established a ‘Welcome to DPC Online Induction program’ for all new staff.
Required all DPC employees to participate in domestic violence awareness training, as part of the department’s commitment to preventing violence against women. Supported DPC employees working from home due to COVID-19. Focussed on maintaining a safe working environment and further developed prevention strategies and improvement initiatives in line with the Building Safety Excellence in Public Sector strategy. |
| 5.4 | Support the department to ensure it operates within its budget as published in the 2019-2020 State Budget. | Provided leadership in the delivery of public sector budget, finance and accounting policies, practices and principles within the department. DPC operated within its budgeted net cost of services during 2019-2020. |
| 5.5 | Transition all staff to the modern workplace environment and enhance current modern workplace tools. | Transitioned remaining DPC business units to a modern workplace environment and all staff utilised modern workplace tools that enabled working from home arrangements, to ensure the safety of our employees as a result of the COVID-19 pandemic. |
Corporate performance summary
The corporate services function provides support to the department’s programs as well as a number of arts statutory authorities, attached offices and agencies. During 2019-2020 corporate services:
- developed and implemented a Coronavirus Outbreak Action Plan in response to the COVID-19 outbreak. This included the development of resources to support staff to transition to working offsite
- implemented a state-wide public education campaign to promote critical information on COVID-19 to all South Australians
- delivered an ICT infrastructure refresh program for infrastructure environment servers, storage, network switches and the wireless environment
- increased the rollout of ICT mobility devices and enabled Office 365 for all employees to support efficiencies in the workplace environment
- completed the electronic document records management system upgrade to a web browser interface to enable staff to securely access records more efficiently
- produced the Our Home television documentary to celebrate the cultural diversity of South Australians
- partnered with News Corp to deliver Future Adelaide to grow confidence and attract interstate investment, visitation and migration
- managed the Media Panel to provide media advertising services to government under the Master Media Scheme to deliver over $4 million in added value
- implemented a new across government communications approval process to ensure a planned, coordinated and strategic approach to the government’s communications strategies and programs.
Employment opportunity programs
| Program name | Performance |
|---|---|
| DPC Aboriginal and Torres Strait Islander Employment Pool Program |
As at 30 June 2020, 311 Aboriginal and Torres Strait Islander candidates were registered on the employment pools for vacancies across all classifications.
In the 2019-2020 financial year, three candidates from the pools were engaged in DPC roles. |
| Skilling South Australia Program | In the 2019-2020 financial year, six employees were engaged in Traineeships programs under Skilling South Australia, including two Aboriginal Trainees. |
Agency performance management and development systems
| Performance management and development system | Performance |
|---|---|
| DPC’s Performance Development Program is a planned system for continually improving the performance of individuals and the organisation as a whole. Employees participate in bi-annual discussions as a minimum in line with the Premier’s Direction. |
DPC continuously monitors and supports employees to engage in regular and meaningful performance development discussions to discuss progress, achievements and development goals.
Compliance with performance development requirements is measured through entries recorded in CHRIS 21 or through the learning management system. As at 31 December 2020, 83% of employees had a discussion in the past six months. As at 30 June 2020, 62% of employees had a discussion in the past six months. |
Work health, safety and return to work programs
| Program name | Performance |
|---|---|
| Injury and Workers Compensation Management |
Strategies have been adopted to minimise the cost impact of work injured employees through early intervention, active case and claims management.
DPC has consistently maintained a low rate of significant injury, as benchmarked against the South Australian Public Sector. 2019-2020 has seen an 85% reduction in workers compensation expenditure. The department’s WHS performance measures align with government WHS&IM Performance Measures 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.
Mental Health First Aid Training was offered to all Designated First Aiders and Health and Safety Representatives across 2018-2019 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 family in addition to a variety of delivery methods for counselling services. |
| Workplace injury claims | Current year 2019-2020 | Past year 2018-2019 | % Change (+ / -) |
|---|---|---|---|
| Total new workplace injury claims | 2 | 6 | -67% |
| 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 | 0 |
*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 2019-2020 | Past year 2018-2019 | % Change (+ / -) |
|---|---|---|---|
| Number of notifiable incidents (Work Health and Safety Act 2012, Part 3) | 5 | 0 | -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 2019-2020 | Past year 2018-2019 | % Change (+ / -) |
|---|---|---|---|
| Total gross workers compensation expenditure ($) | $19,390 | $130,841 | -85% |
| Income support payments – gross ($) | $11,350 | $41,659 | -73% |
**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 |
|---|---|
| EXEC0F | 2 |
| Commissioner | 1 |
| SAES2 | 7 |
| SAES1 | 22 |
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 2019-20: Table of contents | 1 | 2 | 3 | 4 | 5 | 6 | 7