Develop an Economic Statement and Framework

• Delivered the South Australian Economic Statement, which outlines a vision for the state’s economic future.

Launch and support the Economic Development Board

• Formation of the Economic Development Board was approved by Cabinet.

Develop a policy ‘community of practice’, including First Nations representatives and connected to Cabinet

• Not commenced. To be progressed in 2023-24.

Lead a Population Growth Strategy, to grow the state’s population at the national rate

Continued to develop and deliver the Magnet State program to attract and retain young global talent to support the skilled workforce South Australia needs to have a smart, sustainable and inclusive economy, including:

• Launched New State of Mind campaign in August 2022, showcasing progressive and inspiring voices to shape a modern narrative around South Australia.
• Hosted Force Forty 2022 as a part of South Australia’s Population Strategy to bring together a diverse group of 40, 20-40 year old South Australian global talent, as grass root ambassadors for our state.
• Supported culturally appropriate settlement support services for skilled migrants, to assist in the day to day aspects of establishing in a new country, such as accessing schools, medical services and housing, with a focus on regional settlement.
• Launched an Industry Graduate Program aimed at delivering graduate program access to new talent for small to medium Enterprises in South Australia.
• Continued to see positive Net Interstate Migration.

Develop a framework for policy design including how to integrate First Nations perspectives

• Progressed a draft policy design framework, to be tested and explored with stakeholders.

Unlock our potential by supporting the Northern Water Supply project, Hydrogen Jobs Plan, and Port Bonython Precinct

Build capability in planning for the future to inform long-term policy decisions

• Established Strategic foresight capability in the Strategy and Policy Division, to work with key SA Government agencies to embed in long term policy planning initiatives.

Partner with the Attorney-General’s Department to lead the delivery of the Closing the Gap Implementation Plan across government with a focus on setting benchmarks for future success

• DPC is an active partner in the delivery of the Closing the Gap (CtG) Implementation Plan, including representing on various CtG Working Groups and leading work under Priority Reform  
  Four - shared access to data and information at a regional level.

Respond to Judge Rice’s review of the Public Sector Data Sharing Act (PSDSA) and lead implementation of the SA Data Strategy

• Recommendations are being actively discussed with the government and will be progressed in 2023-24.

• Supported effective and coordinated decision making within the executive government throughout emergency events including the River Murray flood event.

• Delivered ongoing data analytics shared between public sector agencies and other entities, to support policy and emergency management decisions.

• Progressed development of a draft report and consulted with the Police Resource Taskforce.

• Report was delivered to the SA Government in November 2022. Thirty-one recommendations accepted ‘in-principle’ by the SA Government.

Establish and support the Hydrogen Cabinet Taskforce

• Established the Hydrogen and Upper Spencer Gulf Cabinet Taskforce on 14 November 2022. The taskforce first official meeting was held 8 December 2022.

Build our capability to promote integrity and probity across the public sector

Refresh and improve the government communications approval process

Ensure best practice governance and decision-making with proactive, transparent and collaborative Cabinet processes focussed on the future

• Several improvements were implemented to improve Cabinet processes and support decision making processes. Work to improve Cabinet Committee operations is also underway.

Provide integrated and effective advocacy across national and international government forums

Ensure effective, coordinated decision-making in emergency management

• Commenced a review of the Emergency Management Act 2004 to ensure SA’s legislative framework provides suitable authority and decision-making structures across response and recovery, and can meet expectations during catastrophic and protracted events, including security threats.
• Continued to provide analytical support including providing a common operating picture to the State Emergency Centre.

Refresh public sector governance to better align with Cabinet and achieve a greater focus on long-term challenges

Established three South Australian public sector governance committees:

• Senior Leadership Committee leading South Australia’s public sector strategic direction and endorse priority cross-sector strategies and policies prior to Cabinet consideration.
• Economic Officials Committee leading the public sector’s strategic consideration and coordination of key economic matters; support and provide advice to the Jobs and Economic Development Cabinet Committee.
• Social Officials Committee leading the public sector’s strategic consideration of key social matters; support and provide advice to the Health Cabinet Committee.

Lead by example with a ‘compliance plus’ approach to meeting our legislative, regulatory, reporting, audit, risk management and policy requirements

• DPC legislative and compliance obligations were met through the delivery of the Internal Audit plan, overseen by the DPC Risk and Performance Committee.

Establish a co-ordinated, collaborative and outcomes-focused communications practice that helps the whole-of-government to speak as one

• Launched the new We Are.SA website, featuring stories from across SA Government in May 2023.

Establish a Major Programs division to coordinate and deliver designated, complex programs and projects

• A Major Programs division was established in the department in 2022.

Deliver the Magnet State program to attract young talent from interstate and support the retention of local talent

• Launched the ‘New State of Mind’ website and campaign in August 2022, designed to attract and retain 20-40 year-olds to our State.

Develop a ‘Cyber Hazard Lead Program’ to ensure SA is prepared for cyber emergencies

• Established the Cyber Hazard Lead program to greater embed cyber risk and crisis management within the state’s emergency management framework.

Deliver new information sharing products to better support vulnerable families

• Worked with agencies on key targeted data analytical projects including the Hyde Review and the Vulnerable Families Information Management System.

Deliver international engagement programs promoting the state and its competitive advantages, showcasing South Australia’s strategic industries, businesses, knowledge institutions, community, and regions

• Developed and implemented programs for the Premier and the Governor in the UK, Europe, Japan, Korea and South-East Asia and hosted guests of government visits on behalf of the Premier to promote and further key partnerships.

• Managed official functions and ceremonial state events on behalf of the Premier - including observances for Her Majesty Queen Elizabeth II and the SA Voice to Parliament.

• Improved the South Australian government’s cyber resilience by leading whole of government cyber security uplift initiatives, improving cyber threat intelligence and incident response capabilities.

• Continued to modernise and support the whole of government network and technology through the adoption of new strategies, architectures, and infrastructure to reduce risk and enable the enhanced delivery of services for the state.

• Fifteen projects were funded by the State and Commonwealth Governments.

• Supported an independent review of Tarrkarri – Centre for First Nations Cultures.

Integrate our DPC values into everything we do

• The DPC values were embedded into the department’s Role Descriptions, Performance Development Plans and included in DPC’s induction program.

Develop and Implement a DPC values activation program, aligned to the SA Public Sector Values

• Developed a values activation plan to progress the embedding of values in DPC platforms, events, and communication activities.

Design and implement a standardised approach to workforce planning and talent management

• Developed a Workforce Planning Framework and Planning Template to ensure a standardised approach across the department and enable the department to have the skilled workforce to achieve its strategic objectives and key business priorities.

Establish a dedicated First Nations workforce plan

• Developed a First Nations workforce plan, embedded in the department’s Diversity and Inclusion Framework.

Establish effective talent pipeline programs

• Launched the new DPC Gender Equality and Respect Action Plan 2022-24 in August 2022, that outlines our commitment to eliminating violence against women and creating a culture of gender equality and respect in the workplace.

• Launched a new DPC Diversity and Inclusion Framework 2023-25, that includes and commits the department to bold actions to achieve an authentic and inclusive workplace and will shape our work in policy, programs and services.

• Progressed a review of the DPC Disability Access and Inclusion Plan 2020-24 (DAIP) to align deliverables to the Australian Disability Strategy 2021-31 Outcome Areas.

• Provided significant activation support and delivery uplift for multiple agency and private sector high profile events and projects including VAILO ADL 500 and the inaugural Gather Round.

• Commenced development of Aboriginal Leadership Group structure, Terms of Reference and supporting frameworks for implementation in 2023-24, shaped by the DPC Nunga Network.

• Launched in May 2020, the department’s previous Stretch RAP covered the period March 2020 to March 2023. An outcome report was released in May 2023.
• Of the 141 Stretch RAP deliverables, 133 were completed, seven partially completed and one not delivered.

• Continued regular fortnightly pulse questions throughout the year, asked via Limeade Listening (the department’s employee survey tool), to measure and monitor employee engagement, including where relevant, comparisons to data from the 2021 Your Voice Survey, and reported to the Executive Leadership Team monthly.

People and Culture representatives are actively involved in a wide range of Human Resources SA Public Sector Communities of Practices, including but not limited to:

• Whole of Sector HR Leaders; Multi-Agency Learning and eLearning Collaboration; Organisational Development Community of Practice; and Diversity and Inclusion Community of Practice.
• The Office of the Chief Information Officer established a range of Communities of Practices, covering topic areas in Cyber Security, Cloud Services and Infrastructure and Customer Service.
• New Communities of Practice are actively identified and established when programs develop, and collaboration opportunities arise.

• Continued to engage within the department to plan and deliver high quality WHS & Wellbeing services proactively and collaboratively. This incorporated support for areas of training, risk assessment, incident investigation, workplace audits, manual handling and ergonomic advice.

• Continued to implement a robust Wellbeing program that incorporated the Mentally Healthy Workplace Strategy with an active focus on prevention.

Undertook a review across the department’s corporate services functions to support business improvement and the efficient and effective delivery of services. Examples include:

• Implemented the 'Microsoft Power Apps' timesheet solution to simplify the recording, capture and reporting of DPC employees’ hours and attendance.
• Reviewed, designed, and implemented enhanced recruitment and onboarding processes through DPC Connect to support an improved and simplified user experience for DPC.
• Undertook a department-wide full version upgrade of the Objective EDMRS, in concert with the related staff training program and departmental and attached offices support.
• In collaboration with Shared Services SA (SSSA), explored and progressed opportunities to simplify and streamline the SSSA payroll forms and associated payroll processes to improve the end user experience for DPC and, where applicable, broader SA Government SSSA payroll form users.

• Over 70% of the DPC workforce, including leaders, participated in the Cultural Learning Framework Workshops.
• A "Building Cultural Capacity Workshop for Managers" was delivered in April 2023 for all current Managers of First Nations employees. This workshop will continue to be delivered in 2023-24.

• A First Nations representative has joined each of public sector committees for 12 months, starting late January 2023.
• Commenced development of DPC Aboriginal Leadership Group structure, Terms of Reference and supporting frameworks for implementation in 2023-24.
• Two First Nations employees to become members of the DPC Executive Leadership Team in 2023-24.