South Australian Metropolitan Fire Service, 2017-2018 Annual Report
ISSN 0812-4256
Date presented to Minister: 25 September 2018.
To:
Hon Corey Wingard MP
Minister for Police, Emergency Services and Correctional Services
Minister for Recreation, Sport and Racing
This annual report is to be presented to Parliament to meet the statutory reporting requirements of South Australian Fire and Emergency Services Act 2005 and meets the requirements of Premier and Cabinet Circular PC013 Annual Reporting.
This report is verified to be accurate for the purposes of annual reporting to the Parliament of South Australia.
Submitted on behalf of the South Australian Metropolitan Fire Service by:
Paul Fletcher
Acting Chief Officer and Acting Chief Executive
Section A: Reporting required under the Public Sector Act 2009, the Public Sector Regulations 2010 and the Public Finance and Audit Act 1987
Agency purpose or role
The South Australian Metropolitan Fire Service (MFS) is the primary provider of urban firefighting services to the state of South Australia and a statutory authority committed to protecting life, property and the environment from fire and other emergencies.
The MFS is a community-focused organisation that aims to reduce the number of preventable emergency incidents, and protect lives and reduce the economic, social and environmental losses to the community resulting from fires and other emergencies that do occur.
By preventing and quickly and effectively responding to emergencies, the MFS helps make all South Australians safer by protecting lives, property and prosperity. The MFS holds a unique position of public trust and value because our personnel take measured risks to serve the community.
The MFS visibly helps ensure our neighbourhoods remain safe and welcoming. The MFS also protects the State’s manufacturing and retail industries, thereby protecting jobs, skills and technologies that might not be replaced.
As an agency, the MFS is responsible to the Minister for Emergency Services and works in collaboration with the SA Country Fire Service, State Emergency Service and the South Australian Fire and Emergency Services Commission.
Objectives
- COMMUNITY – Help make South Australian community safer and more prosperous.
- PREVENTION – Minimise the frequency and effects of fires and other emergencies.
- RESPONSE – Reduce risk to life, property, environment and economy through operational excellence.
- PREPAREDNESS – Develop a sustainable community-focused organisation.
- PUBLIC VALUE – Exceed expected standards of corporate governance and provide public value.
Key strategies and their relationship to SA Government objectives
Key strategy | SA Government objective |
---|---|
COMMUNITY – Deliver first class emergency services that minimise the social, environmental and economic loss. | Aligning principles to underpin a resilient South Australia with robust Emergency Management arrangements. |
PREVENTION – Promote, maintain and improve community education, fire investigation, building inspection and commissioning of building fire safety systems to ensure cost effective fire safety solutions that protect lives. | Improving the safety of South Australians – in their homes, community and at work. Low rates of preventable emergencies promote community positivity and investment, supporting economic growth. |
RESPONSE – Work collaboratively to continuously improve the integration of emergency response and ensure we provide the nearest, fastest, and most appropriate resources. | Providing robust Emergency Management arrangements. (e.g. coordinated all agency approach) and better public services. |
PREPAREDNESS – Continuous improvement of our responses and incident management capabilities including data management, incident review systems and professional development of personnel. | Improving the safety and resilience of South Australians with robust Emergency Management arrangements. The more effective our service is, the safer the community and business feel. |
PUBLIC VALUE – Meet expected standards of governance, risk management, compliance and value expected by our community and stakeholders. | Providing an efficient and accountable government service and enhancing customer satisfaction. Solutions that are economically, socially and ecologically sustainable. |
Agency programs and initiatives and their effectiveness and efficiency
Program name | Indicators of performance/effectiveness/efficiency | Outcome for South Australia |
---|---|---|
PREVENTION | Identify risks associated with fire and other emergencies.
Foster behaviours that increase community preparedness:
| MFS Prevention programs have minimised the frequency and effects of fire and other emergencies. |
PREVENTION | The MFS undertook 234 building development proposal assessments during 2017-18. 91% of building development assessments were completed within 28 days. | MFS Built Environs programs help to ensure the safety of SA public buildings. This includes ensuring new developments have required safety systems and do not employ high risk products or construction methods. |
RESPONSE | Ensure effective operational call receipt and dispatch.
| The MFS Communication Centre ensured that resources from across the SA Emergency Services sector were promptly and effectively dispatched to all emergencies. |
RESPONSE | Ensure effective fire ground operations:
| This performance means that in over 75% of cases, property damage was limited to the room of origin. This greatly limited community losses. The result is a combination of efficiency (response time) and effectiveness (the quality of firefighter performance). |
PREPAREDNESS – Learning and Development | A highly skilled workforce that can safely undertake the roles required of MFS personnel.
| MFS Recruits are enrolled in a 75 day in-house training program that develops essential emergency response skills. Recruits and other MFS personnel are provided with access to nationally recognised competency-based training through the MFS SDF. High-level accredited training is considered essential given the high risk nature of firefighting. |
PREPAREDNESS – Infrastructure and Logistics |
| MFS fleet reserve capability was severely impacted during 2017-18 by the continued loan of two MFS urban pumping appliances to CFS Mount Barker. In addition, the contracted manufacturer was behind schedule on the construction of new MFS appliances. |
PUBLIC VALUE – Environmental Practices |
| During 2017-18 the total MFS photovoltaic energy generation capability target of 125Kw was achieved. All new MFS stations are now built with a minimum of 12.5 kilowatts. |
PUBLIC VALUE - Finance | Indicators of fiscal performance include:
| The MFS received unqualified Auditor General’s and Financial Reports during 2017-18. |
PUBLIC VALUE – Work Health & Safety |
| MFS conducted an internal audit of agency WH&S programs. No areas of non-compliance were identified. |
Legislation administered by the agency
Part 3 of the Fire and Emergency Services Act 2005
Organisation of the agency
- Community Safety and Resilience
- Metropolitan Operations
- Regional Operations
- Special Operations
- Infrastructure and Logistics
- Learning and Development
- Executive Services
MFS Organisational Chart is available at: http://www.mfs.sa.gov.au/public/download.jsp?id=107792
Other agencies related to this agency (within the Minister's area/s of responsibility)
- South Australian Fire and Emergency Services Commission (SAFECOM)
- South Australian Country Fire Service (CFS)
- State Emergency Service (SES)
Employment opportunity programs
Program name | Result of the program |
---|---|
WORKFORCE RENEWAL – Enhance the capacity and efficiency of recruitment and recruit training processes. | Efficiencies have been realised through the introduction of an application fee; and through re-engineering and resequencing the Firefighter Recruitment and Selection Process. Each new Recruit Course takes 75 business days. Graduates receive the nationally recognised Certificate II in Firefighting and Emergency Operations. |
WORKFORCE RENEWAL – Increase the gender and cultural diversity among potential firefighter recruit applicants | Actively engaging with community forums and marketing the service to members of the community who may not have previously considered firefighting as a profession. Four Recruit Courses have been completed from the 2016 to 2018 intake with approximately 25% of participants being identified as from a diverse background. The MFS will also:
|
WORKFORCE RENEWAL – Enhanced MFS capability to train personnel in high-risk settings as firefighters and officers. | The MFS invests heavily in workforce learning and development to ensure new and existing operational personnel can work safely and effectively in high-risk environments. The MFS provides a minimum of eight years competency based training through the Staff Development Framework and tertiary level qualifications through the Executive Development Program. Planning has commenced to develop a new Structural Fire Behaviour Training Facility at Grand Junction Road, Angle Park |
Agency performance management and development systems
Performance management and development system | Assessment of effectiveness and efficiency |
---|---|
MFS Organisational Doctrine – Provides broad guidance to personnel concerning how to behave and think in both operational and non-operational settings. | Produced and implemented a comprehensive MFS organisational doctrine to facilitate cultural modernisation and improve operational quality and safety. Continued implementation of the MFS organisational doctrine will occur including aligned behaviour management, cultural renewal and diversity strategies. |
MFS Staff Development Framework (SDF) – All MFS personnel are provided access to career-long nationally recognised competency-based training. All new Firefighters must complete six years of mandatory development. | 162 personnel were compulsorily enrolled in nationally recognised qualifications through the MFS SDF. 100% of these personnel completed their mandatory SDF requirements. 72 additional personnel voluntarily enrolled in nationally recognised professional development programs during 2017-18. Collectively, MFS personnel were enrolled in a total of 1 544 units of study. 936 full-time and retained MFS personnel completed both the Provide First Aid (PFA) and Provide Advanced Resuscitation (PAR) first aid training modules during this period. In addition, a further 30 – 40 non-uniformed personnel also undertook these training modules. |
Work health, safety and return to work programs of the agency and their effectiveness
Program name and brief description | Effectiveness |
---|---|
MFS Employee Assistance Program | There has been a 200% increase in EAP referrals in the last 12 months with the greatest increase during the last half of the financial year which is attributed to the PTSD survey and ‘On the Couch’ awareness session. |
MFS Station Visits | 100% of planned Station Visits by the Employee Support Coordinator and Physiological Consultant was achieved. |
MFS Flu Vaccination Program | 85% of workforce voluntarily participated. |
MFS Employee Wellness & Safety | An Employee Wellness & Safety department is in the process of being established with five key areas to assist in reducing workplace injuries and illness. |
MFS Mental Health First Aid Program | MFS employees have undertaken accreditation to conduct Mental Health First Aid Training and the program is being delivered across the entire MFS workforce with 10% having received the training to date. |
MFS Hep B Vaccination Program | 100% of the operational workforce voluntarily participated. |
PFAS Contamination Program | 220 PFAS surveys have been received and all have been provided with blood test referrals. To date 50% have undertaken the blood sampling. |
Risk Management – The MFS Work Health Safety and Injury Management (WHS&IM) system is aligned to AS/NZS 4801 (Occupational health and safety management systems – specification with guidelines for use). The system is underpinned by the philosophies and methods set out in AS/NZS/ISO 31 000, (Risk Management – Principles and guidelines) to ensure the MFS achieves its safety and injury management objectives. | WHS&IM system performance is evaluated through audit, review and investigation, the analysis of hazard, incident, near miss (HIRM) and workers compensation (SIMS) data and surveys to ensure effectiveness and ongoing improvement. |
Injury Management – Firefighting remains a physically and mentally demanding occupation; the MFS commits considerable priority and resources to managing employee injuries. | There was 1 notifiable incident during 2017-18. However, it did not result in the issuing of provisional improvement, improvement or prohibition notice. Consequently, there were no prosecutions or enforceable undertakings required. There was a 3.3% decrease in new claims numbers from the 2016-17 period. Analysis of the claims data shows there were 33 cancer claims of which 23 were from former employees. There were 5 psychological claims of which 3 have made a successful return to full duties. There was a 21% reduction in claim expenditure compared to the 2016-17 period. Data analysis shows the greatest reductions were achieved in the redemption of medical expenses (86.7%) and income support (93.4%). Presumptive cancer claim expenditure this financial year was $295 435 (a 79.5% decrease from last year). |
Work health and safety return to work performance
2017-18 | 2016-17 | % Change | |
---|---|---|---|
Workplace injury claims | |||
Total new workplace injury claims | 147 | 152 | -3.29% |
Fatalities | 2 | 1 | +200% |
Seriously injured workers* | 0 | 3 | -300% |
Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE) | 26.34 | 37.89 | -30% |
Work health and safety regulation | |||
Number of notifiable incidents (WHS Act 2012, | 1 | 4 | -75% |
Number of provisional improvement, improvement and prohibition notices (WHS Act 2012 Sections 90, 191 and 195) | 0 | 0 | 0% |
Return to work costs** | |||
Total gross workers compensation expenditure ($) | $3 267 807 | $4 124 220 | -21% |
Income support payments – gross ($) | $587 537 | $599 898 | -2% |
*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)
**before third party recovery
Data for the past five years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-whs-and-return-to-work/resource/aec7c488-944d-477e-9dc2-aaeaf4e44b55
Fraud detected in the agency
Category/nature of fraud | Number of instances |
---|---|
Type of fraud | 0 |
Strategies implemented to control and prevent fraud
SAFECOM maintains a governance structure and internal controls that are designed to prevent and minimise the impact of fraud including:
Fraud, corruption, misconduct ad maladministration policy, procedure and control plan in place.
Financial and human resource policies and procedures.
An Audit and Risk Committee that reports to the SAFECOM Board.
Regular financial monitoring and reporting.
Whistle-blowers' disclosure
Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Whistle-blowers’ Protection Act 1993 | 0 |
Data for the past five years is available at https://data.sa.gov.au/data/dataset/annual-report-data-whistle-blower/resource/6b7df5a7-ff17-45d8-b002-3937ebcb18c8
Executive employment in the agency
Executive classification | Number of executives |
---|---|
EXEC0B | 1 |
EXEC0C | 1 |
Data for the past five years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-executive-employment/resource/fdd65825-b107-4e97-984b-3060dbf35a27
The Office of the Commissioner of Public Sector Employment has a data dashboard for further information on the breakdown of executive gender, salary and tenure by agency.
Consultants
The following is a summary of external consultants that have been engaged by the agency, the nature of work undertaken and the total cost of the work undertaken.
Consultancies below $10,000 each | ||
Mick Doyle | Functional Fitness Working Group | $ 4 950 |
Property & Consulting Australia | Stakeholder management and engagement | $ 3 000 |
G-Force Building & Consulting | Structural calculations and site survey | $ 600 |
G-Force Building & Consulting | Site inspection | $ 535 |
Subtotal | $9 085 | |
Consultancies above $10,000 each | ||
BDO Advisory | Enterprise Agreement Financial Framework | $17 579 |
Subtotal | $17 579 | |
Total all consultancies | $ 26 664 |
Data for the past five years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-consultants/resource/b5e9600e-81b2-47e1-952a-f0ca6a673c33
See also the Consolidated Financial Report of the Department of Treasury and Finance http://treasury.sa.gov.au/ for total value of consultancy contracts across the SA Public Sector.
Contractors
The following is a summary of external contractors that have been engaged by the agency, the nature of work undertaken and the total cost of the work undertaken.
Contractor | Purpose | Value |
Art of Staff | Classification review | $1 020 |
Australian Receivables | Provision of debt collection services | $14 843 |
Bound Consulting Group | Organisational development | $1 130 |
Centricminds | Microsite | $10 500 |
David Gordon Smith | Database update | $6 400 |
Eli Murn | Road Awareness Program (RAP) presenter | $875 |
Insync Solutions | Road Awareness Program (RAP) Pen test | $720 |
Jeff McDonald | Mobile computer terminal and radio installation | $88 102 |
Kellogg Brown & Root | USAR Agreement – Retainer fee for engineer | $1 364 |
MIMP Connecting Solutions | IT works | $810 |
Momentum Information Solutions | Professional services | $594 |
NEC Australia | Network management services | $290 |
Royal Park Salvage | Salvage services at incident | $5 262 |
Royal Park Salvage | Savage services at major incident | $343 864 |
Rubicor Group | Assessment centre | $49 819 |
Safe Select | Professional services | $30 582 |
SMS Management & Technology | Professional services | $1 200 |
Tyele Riddle | Road Awareness Program (RAP) presenter | $1 750 |
Quark & Associates | Professional services | $6 876 |
Verto Group | Road Awareness Program (RAP) software maintenance | $9 008 |
Data for the past five years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-contractors/resource/d8bd26b6-ac63-4a2f-8a66-adde91c465d0.
The details of all South Australian Government-awarded contracts for goods, services, and works are displayed on the SA Tenders and Contracts website here.
The website also provides details of across government contracts here.
Financial performance of the agency
South Australian Metropolitan Fire Service Statement of Comprehensive Income | |
For the year ended 30 June 2018 | $’000 |
Expenses | |
Employee benefits | 180 045 |
Supplies and services | 16 766 |
Grants and subsidies | 291 |
Depreciation and amortisation | 7 408 |
Total expenses | 204 510 |
Income | |
Fees and charges | 5 158 |
Grants and contributions | 1 194 |
Net gain or loss on disposal of non-current assets | - |
Interest revenues | 36 |
Other income | 481 |
Total income | 6 869 |
Net cost of providing services | 197 641 |
Revenues from SA Government | |
Revenues from SA Government | 141 917 |
Other financial information
Nil to report.
Other information requested by the Minister(s) or other significant issues affecting the agency or reporting pertaining to independent functions
Not applicable.
Section B: Reporting required under any other act or regulation
South Australian Fire and Emergency Services Act 2005
South Australian Fire and Emergency Services Act 2005
Section 22 – Annual Reports state that:
- The Commission must, on or before 31 October in each year, provide to the Minister a report on the activities of the emergency services during the preceding financial year.
- The report must –
- Incorporate the information contained in the annual reports of the emergency service organisations for the relevant financial year; and
- Include any other financial statements of account required under this Division; and
- Include any other information that would be required if the Commission were reporting under the Public Sector Act 2009; and
Section C: Reporting of public complaints as requested by the Ombudsman
Summary of complaints by subject
Public complaints received by South Australian Metropolitan Fire Service | |
---|---|
Category of complaints by subject | Number of instances |
Staff Conduct – Behaviour | 2 |
Staff Conduct – Driving an MFS Vehicle | 1 |
Alleged Property Damage – Fire Incident | 1 |
Data for the past five years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-complaints/resource/298a27a0-2da1-4314-bb1f-9b3eb213260a
Complaint outcomes
Nature of complaint or suggestion | Services improved or changes as a result of complaints or consumer suggestions |
---|---|
Staff Conduct - Behaviour | Complaint investigated. Verbal apology to complainant. Letter to complainant noting staff member counselled. |
Staff Conduct - Behaviour | No action taken at request of complainant. |
Staff Conduct – Driving an MFS Vehicle | No action taken at request of complainant. |
Alleged Property Damage – Fire Incident | Complaint investigated. Letter to complainant noting findings of investigation. |
Appendix: Audited financial statements 2017-18
the audited financial statements 2017-18 are not readily available in a format other than PDF. If you required further information on the MFS audited financial statements 2017-18 please contact enquiry@samfs.sa.gov.au or phone 8204 3600 during business hours.