Performance at a glance
The department is committed to implementing a range of strategies, programs and initiatives to achieve our objectives in line with our purpose, vision and strategic goals.
Highlights from the 2020–21 year include:
- launched the South Australian public sector purpose ‘Making a difference so South Australia thrives’
- implemented a new South Australian public sector governance framework comprised of: Chief Executive Council, Economic Growth Council, Thriving SA Council and Easy to Do Business With Council to drive delivery of strategic priorities across government
- continued to lead the strategic development and delivery of Lot Fourteen to capitalise on the cultural, environmental and economic strengths of our city
- coordinated the state-led recovery from the 2019–2020 bushfires with participating recovery partners
- continued to provide leadership, coordination and guidance in pursuing South Australia’s interests in intergovernmental forums
- drove data analytics priorities across government
- progressed a new South Australian public sector Integrated Performance Framework
- continued to roll out the SA Government Services portal to improve the South Australian community’s digital customer experience
- supported the operations of the Aboriginal Affairs Executive Council
- coordinated development of South Australia’s Implementation Plan for the National Agreement on Closing the Gap
- launched the Aboriginal Affairs Action Plan 2021–2022
- held an event to celebrate the Governor’s Multicultural Award winners
- continued implementation of the Diversity and Inclusion Framework 2020–2022
- launched the Aboriginal Career Pathways Program and piloted the Policy Development Program
- continued strategic and creative collaborations to drive initiatives for the government’s Arts and Culture Plan 2019–2024
- launched the ICT, Cyber Security and Digital Government Strategy 2020–25
- developed and implemented several public education campaigns to inform South Australians on key government policies, projects and initiatives.
Agency response to COVID-19
DPC has implemented a range of measures and activities in response to the challenges arising from the COVID-19 pandemic in South Australia. These include:
- supported the Premier’s leadership of the management and recovery from COVID-19 through National Cabinet
- supported contact tracing through data analytics, linkage, operations, publication and analysis on state mobility
- chaired the COVID-19 Transition Committee and assisted with a range of multi-agency initiatives, and prepared protocols for agencies to manage risks and support implementation of directions
- worked with Australian government, other government agencies and remote Aboriginal communities to implement a COVID-19 vaccination program throughout vulnerable Aboriginal communities
- enabled secure remote access to email and data for public servants to perform critical functions from remote locations
- developed the COVID SAfe Check-in in the mySA GOV digital wallet
- operated the covid-19.sa.gov.au digital platform, which delivers South Australia’s COVID-19 daily dashboard and houses all COVID-Safe plans for businesses
- analysed social, economic and non-COVID health factors relating to the pandemic
- analysed and supported COVID SAfe plan regeneration
- published QR check-in statistics daily to the public
- continued to support and participate in activities of the National Coordination Mechanism.
In addition, the DPC Chief Executive continued to fulfil responsibilities as the Assistant State Coordinator, following a declaration under the Emergency Management Act 2004 when a major emergency was declared in relation to the COVID-19 pandemic.
Agency contribution to whole of government objectives
|Key objective||Agency’s contribution|
Continued to lead the strategic development and delivery of Lot Fourteen.
Supported development of the Growth State sector plans, responding to industry needs and guiding the Government’s economic development activities.
Established a new governance framework to drive the planning and delivery of economic priorities in relation to economic growth, population growth and the Economic Business Growth Fund.
Partnered with News Corp to deliver the Future Adelaide campaign to grow confidence and attract interstate investment, visitation and migration.
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.
Managed the Media Panel to provide media advertising services across government under the Master Media Scheme and delivered over $4.5 million in added value.
Established and launched a new public sector purpose and developed a new South Australian Public Sector (SAPS) governance structure focussed on the State Government’s strategic priorities.
Developed a more data-driven and performance-oriented SAPS.
Completed a program plan to reform across government customer service experience.
Commenced planned services to the government services portal, aligned to the customer pain points identified in research findings.
Developed the COVID SAfe Check-in in the mySA GOV digital wallet.
Coordinated development of South Australia’s Implementation Plan for the National Agreement on Closing the Gap.
Developed, in conjunction with SA Health and Aboriginal Health Council of South Australia, a series of Aboriginal targeted posters, including in Pitjantjatjara language.
Agency specific objectives and performance
Objective 1: Drive major initiatives, policies and projects that deliver outcomes in line with government priorities.
|Establish a program that oversees the reports on Growth State: Our Plan for Prosperity to ensure sustained focus on action and delivery of growth targets.||Led the implementation of Growth State: Our Plan for Prosperity to increase the sustainable rate of economic growth, including the finalisation of all remaining sector plans and delivering the Magnet State Program to attract young people to stay in or move to South Australia.|
|Continue to lead the development of Lot Fourteen, the precinct of innovation, business, culture and community.||Continued to lead the development and delivery of a vibrant, engaging and inclusive innovation and ideas precinct at Lot Fourteen. This included completion of the heritage building refurbishment, progress of demolition program, opening of the Stage 1 Public Realm, the Space Discovery Centre and Mission Control Centre.|
|Progress the delivery of significant projects under the Adelaide City Deal to support innovation, manage population growth, and enhance the liveability and cultural experiences of the city and greater Adelaide region.||Progressed the delivery of Adelaide City Deal projects, including the First Nations Entrepreneur Hub, Aboriginal Art and Cultures Centre and the Entrepreneur and Innovation Centre at the Lot Fourteen precinct.|
|Finalise South Australia’s input into a new national agreement on Closing the Gap and develop a jurisdictional action plan.||Finalised the new National Closing the Gap Agreement and developed a Closing the Gap (South Australia) Jurisdictional Action Plan.|
|Negotiate the best possible outcomes for South Australia and support the Premier in intergovernmental forums, including through National Cabinet and the National Federation Reform Council.|
Supported the Government of South Australia’s consideration of the Natural Disaster Royal Commission’s findings and recommendations.
Negotiated the best possible outcomes for South Australia in intergovernmental forums, including through intergovernmental funding agreements, and continued to implement the Adelaide City Deal.
Supported the Premier’s leadership of the management and recovery from COVID-19 through National Cabinet.
|Continue to enhance South Australia’s security and emergency management preparedness and prevention arrangements, with a particular focus on strengthening governance and protective security arrangements.|
Provided community support to bushfire affected locations, including the Adelaide Hills and Kangaroo Island, through the continuation of local recovery and community development efforts.
Initiated and progressed the major five-year review of the State Emergency Management Plan.
Established a process for peer review of South Australian emergency management plans as part of a larger review of South Australian assurance processes.
Introduced the South Australian Protective Security Framework from 1 July 2020.
Developed and implemented the South Australian Recovery Capability Framework.
|Empower Aboriginal people to have a stronger voice in decision making across government and within communities and provide leadership in the promotion of effective governance arrangements.|
Continued active engagement with Aboriginal community leaders and health authorities to help keep remote Aboriginal communities COVID-19 free.
Established a model for delivery of Aboriginal interpreter services and commenced delivery in conjunction with the Interpreting and Translating Service within the Department of Human Services.
Objective 2: Lead a high-performing South Australian public sector.
|Develop and commence implementation of an integrated performance framework across government to increase use of performance data and improve decision-making capability.||Designed and piloted a standardised approach to performance reporting by the South Australian Public Sector to improve the way the sector reports and responds to performance data, as well as increase the focus of the sector on performance.|
|Reinvigorate the cross-government Policy Network Forum and related initiatives to build collaboration in the design of enhanced policy and services.|
Network events were significantly impacted by COVID-19 and reform to the Chief Executive Governance models.
The Politics and Policy of Space forum was conducted, and a refresh of the forum has been undertaken with a reinvigorated structure to be launched in 2022.
|Improve the South Australian Government’s security posture through increased monitoring and incident response capabilities to protect government data.|
Aided the growth of the SouthAustralian cyber security industry through the Australian Cyber Collaboration Centre at Lot Fourteen.
Increased the state’s cyber resilience and preparedness for new and emerging cyber security threats.
|Improve the citizen and business interaction with government through digital delivery of services including establishing a government services portal|
Progressed improving the citizen and business interaction with government through digital delivery of services, including the government services portal.
Progressed the implementation of digital identity initiatives in collaboration with the Australian Government’s Digital Transformation Agency.
Launched the ICT, Cyber Security and Digital Government Strategy
Released the Arts and Culture Digital Access Plan, which informs how strategic and sector-wide digital initiatives can be identified and progressed and improve the public’s access to digital assets.
|Establish a Senior Executives Network to build an integrated, efficient approach to delivery of shared cross-government objectives.|
Developed and implemented a new Public Sector Governance Framework.
Cross sector priorities and governance groups established to drive economic growth, thriving SA and easy to do business with strategic priorities.
|Adopt modern technology to enhance cross-government process for commenting on Cabinet proposals.||Undertook a review of the cabinet office commenting process - further exploration of technological solutions to be carried out in 2021–22.|
|Develop a whole of government data strategy to provide SA government agencies with a collective vision on the use and management of government data.|
Provided whole of government leadership on data sharing under the Public Sector (Data Sharing) Act 2016.
Continued to deliver analytical projects for the South Australian public sector.
Progressed development of a data strategy for South Australia and updated the state-wide Information Sharing Guidelines.
Objective 3: Deliver programs and services to the South Australian community.
|Commence concept planning and design of a new cultural institution collection storage facility.||Finalised the plans for the new cultural institution collection storage facility.|
|Develop and implement a new South Australian Aboriginal Affairs Action Plan for 2021–2022.|
Implemented actions from the South Australia Government Aboriginal Affairs Action Plan 2019–20.
Developed and released a new South Australia Government Aboriginal Affairs Action Plan 2021–2022.
|Continue to implement the Arts and Culture Plan South Australia 2019–2024 and support and promote the growth and development of the arts and culture sector.|
Progressed implementation of agreed recommendations to Government in the Arts and Culture Plan South Australia 2019–2024.
Completed the redevelopment of Carrick Hill house, including a new attic gallery and reinstatement of the Queen's Way as the main entry to the site, and progressed the concept designs for the new visitors’ centre.
Progressed Adelaide Festival Centre roof shell remediation and progressed further internal upgrades and plaza entrances.
Supported the Hans Heysen Foundation to deliver the design and documentation phase of the new gallery at Hahndorf.
|Implement the Local Economic Recovery Program to support and empower communities in their ongoing bushfire recovery efforts.|
Provided oversight of the Local Economic Recovery Grants Program for bushfire affected communities
Supported bushfire recovery activities ($0.8 million).
Coordinated the state-led recovery from 2019–20 bushfires with participating recovery partners.
|Set a foundation for new multicultural policy directions and new legislation to replace the South Australian Multicultural and Ethnic Affairs Commission Act 1980.||Introduced new legislation to replace the South Australian Multicultural and Ethnic Affairs Commission Act 1980.|
|Undertake design development and progress a construction program in partnership with key stakeholders and the aboriginal communities, for the Aboriginal Art and Cultures Centre at Lot Fourteen.||Finalised the outline design brief, preliminary design, full business case, and proposed governance and operating model for the new Aboriginal Art and Cultures Centre at Lot Fourteen.|
|Delivery of COVID-19 support programs in the Arts and Multicultural Affairs.|
Implemented the new Multicultural Emergency COVID-19 Outreach Projects Fund 2020–21 to support the delivery of COVID-19 outreach and recovery projects to multicultural communities, particularly those that are most vulnerable within South Australia.
Delivered the Multicultural Grants Program to ensure funding supports multicultural organisations to advance, celebrate, expand and strengthen their communities.
Objective 4: Be a high-performing and effective central agency.
|Progress People and Culture system reform and improvements to learning and development, performance management, recruitment and talent management solutions through the implementation of DPC Connect.|
Launched and implemented DPC Connect – Learning and Performance Management and Recruitment Modules.
Talent management module to be scoped and implemented in late 2021.
|Facilitate the whole of government employee engagement Your Voice survey and develop a departmental action plan.|
Conducted the I WORK FOR SA – Your Voice Survey and communicated to departmental employees.
Analysis of survey outcomes and development of a departmental action plan progressing in 2021–22.
|Progress delivery of the department’s Diversity and Inclusion Framework 2020–2022, DPC Stretch Reconciliation Action Plan 2020–2023, Gender Equality and Respect Action Plan 2019–2021, and Disability Access and Inclusion Plan 2020–2024 deliverables.|
Launched a new Gender Equality and Respect Action Plan 2021–2022.
Launched our new Diversity and Inclusion Framework.
Embedded reconciliation activities in our work every day through the implementation of actions outlined in our Stretch Reconciliation Action Plan March 2020–March 2023.
Implemented and progressed initiatives and programs for the department’s Disability Access and Inclusion Plan 2020–2024.
|Undertake an end-to-end review of the department’s Freedom of Information process and develop a future state map to enhance efficiencies.|
Completed lean review report and implementation plan.
Progressed implementation of recommendations.
Corporate performance summary
- Continued to support the department’s effective response to the COVID-19 pandemic by ensuring a safe and healthy environment, while maintaining business continuity in accordance with our coronavirus outbreak action plan.
- Implemented a revised project management framework and project management induction process.
- Completed the implementation of the new information asset classification system.
- Implemented the requirements of the new South Australian Government Procurement Framework though the department’s internal procurement framework.
- Undertook a range of cyber security initiatives designed to increase the department’s cyber security resilience and preparedness for new and emerging cyber security threats.
- Developed and implemented a plan to address legacy ICT systems and environments.
- Recognised and celebrated employee achievements via the annual recognition awards. More than 100 nominations were received, with 13 winners and 18 high achievement certificates awarded.
- Developed and implemented revised recruitment and onboarding processes to support the new online system DPC Connect.
- Implemented new performance management, learning and development, and work health and safety systems across the department and supported agencies.
- Achieved White Ribbon re-accreditation for the department.
- Partnered with News Corp to deliver the Future Adelaide campaign to grow confidence and attract interstate investment, visitation and migration.
- Managed the Media Panel to provide media advertising services across government under the Master Media Scheme and delivered over $4 million in added value.
- Developed and implemented several public education campaigns to inform South Australians on key government policies, projects and initiatives.Introduced the South Australian Protective Security Framework from 1 July 2020.
Employment opportunity programs
|Skilling SA Public Sector Project||4 individuals participated in traineeships programs, including 2 Aboriginal school-based trainees, 1 graduate and 1 public sector employee.|
|Cyber Security Traineeships for SA government||3 individuals commenced cyber security traineeships, hosted by DPC and employed by a group training organisation.|
|DPC Aboriginal and Torres Strait Islander Employment Pool Program|
134 Aboriginal and Torres Strait Islander candidates were registered on the employment pools for vacancies across all classifications.
3 candidates from the pool were employed in DPC roles.
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.
As at 31 December 2020, 66% of employees had a discussion in the preceding 6 months.
As at 30 June 2021, 83% of employees had a discussion in the preceding 6 months.
Work health, safety and return to work programs
|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.
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. Due to COVID-19, wellbeing initiatives were presented in a virtual format to include employees who were working from home.
2020 also saw the launch of OCPSE's Mentally Healthy Workplaces Framework. To showcase the department's commitment to a mentally healthy workplace, Healthy Minds at Work was developed to provide access to internal and external support, resources and initiatives that highlight the positive approach to mental health and a safe working environment that the department strives to achieve.
DPC has two Employee Assistance Program providers with a wide range of online resources available to workers and their families, in addition to a variety of delivery methods for counselling services.
|Workplace injury claims||Current year|
(+ / -)
|Total new workplace injury claims||3||2||+33%|
|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|
(+ / -)
|Number of notifiable incidents (Work Health and Safety Act 2012, Part 3)||3||5||-66%|
|Number of provisional improvement and prohibition notices (Work Health and Safety Act 2012 Sections 90, 191 and 195)||0||0||0%|
|Return to work costs**||Current year|
(+ / -)
|Total gross workers compensation expenditure ($)||$81,681||$19,390||+76%|
|Income support payments – gross ($)||$47,524||$11,350||+76%|
**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.