South Australian Metropolitan Fire Service, 2020-2021 Annual Report
To:
Hon Vincent Tarzia MP
Minister for Police, Emergency Services and Correctional Services
This annual report will be presented to Parliament to meet the statutory reporting requirements of (insert relevant acts and regulations) and 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:
Mr Michael Morgan
Chief Officer and Chief Executive
Overview: about the agency
Our Strategic focus
Our Purpose | 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 incidents, to 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 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 South Australian Fire and Emergency Services Commission (SAFECOM), the SA Country Fire Service and the State Emergency Service. |
Our Vision | A safer and more prosperous South Australia. Fires and other emergencies have the potential to harm the public and the things they value. We seek to actively reduce the number of preventable emergency incidents that occur and ensure our organisation and communities are better prepared for those emergencies that do happen. |
Our Values | Community – We will put the needs of our community first. Safety – We will take all reasonable measures to ensure the safety of the public and our personnel. Professionalism – Our personnel must be experts in what they do, committed to achieving the highest standards. Teamwork – Teamwork is essential in all aspects of emergency service provision. Loyalty, Respect and Integrity – We will act with courage, tenacity and in the best interest of the public. Responsibility, Accountability and Quality – We will take responsibility for our actions and aim to provide the best possible service and value to our community. Learning and Improvement – We will learn from our actions and seek to do things even better in the future. |
Our functions, objectives and deliverables | Our Objectives are: COMMUNITY – Help make the 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. To achieve our objectives, we have adopted the following strategic priorities:
ORGANISATIONAL PERFORMANCE AND VALUE
PEOPLE AND CULTURE
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Our organisational structure
The agency's performance
Performance at a glance
- The MFS is responsible for the protection of the South Australian community from the effects of fires, road crash, hazardous materials, rescues and other incidents and deals with the effects of emergencies on a daily basis. The MFS operates from 20 stations throughout greater metropolitan Adelaide and 17 stations in major regional centres.
- During 2020-21 the MFS responded to approximately 21000 emergency incidents. Of these, 18066 generated a response from Metropolitan Operations; and 2760 from Regional Operations. In comparison, these activity rates are relatively consistent with the data from the previous financial year.
- MFS Regional Operations provide an emergency service to the major regional centres protecting a significant proportion of South Australia’s regional population, infrastructure and economic assets. During 2020-21, five MFS regional stations responded to more than 260 emergency incidents, and these include: Mount Gambier (497), Whyalla (299), Port Pirie (289), Port Augusta (287) and Mount Barker (267).
- MFS statistics show that the risks to our community continue to change over time. Data indicates that the rate of structural fires has continued to drop however, fires now burn hotter and faster and have greater potential to cause significant damage and loss. Other risks, including the risk of road crashes requiring rescue, continues to be a concern as the population of urban areas increases. Both metropolitan and regional operations reported increases in the number of rescues performed with an annual total of 5406 (in comparison to 5021 in 2019-20).
- Implemented systems that allow MFS call receipt and dispatch personnel to receive 000 calls from remote locations using secure internet links.
- Effectively responded to significant urban fires including the Kilburn recycling plant, Glenelg South IGA supermarket and Visy Industries Wingfield, as well as providing strike teams and resources to support the South Australian Country Fire Service (CFS) and other agencies during the 2020-21 bushfire season.
- Undertook key initiatives to reduce the risks within South Australian built environs, including reviews of buildings containing aluminium composite panels (ACP) and the provision of engineering briefs and reports for defence projects based in South Australia.
- Increased capability in the scientific area to support risks associated with emerging alternate energies, including hydrogen and solar.
Agency response to COVID-19
In response to the global COVID-19 pandemic, the MFS Special Operations/ HAZMAT team took lead responsibility for:
- The development and coordination of the MFS COVID-19 Taskforce.
- Ensuring that the MFS followed the advice of the Office of the Commissioner for Public Sector Employment and SA Health.
- Ongoing consultation with the United Firefighters Union of SA regarding amended operational practice, to enable the continuation of our operational capability, whilst also ensuring the safety of our personnel.
- Supporting the State Emergency Management team in SA Health.
- The provision of advice and physical resources to effectively facilitate MFS staff in implementing work from home and remote meeting strategies.
- Navigate the MFS through the Transition to Recovery and access to COVID-19 Vaccination programs.
The MFS also actively supported the International COVID-19 Detector Dog Project. The State Control Centre Health held responsibility for the project which was managed by the Adelaide University in partnership with both state and federal stakeholders. The project was part of an international study group, involving 17 international partners and major national stakeholders and was supported by the Australian Government Department of Home Affairs.
Agency specific objectives and performance
To achieve our objectives, we have adopted the following strategic priorities:
- Community Focus
- Deliver first class emergency services that minimise social, economic and environmental loss.
- Actively engage with our community and authorising environment to identify risks and priorities.
- Ensure we provide the right services in the right places.
- Ensure the services we provide are effective, efficient and represent public value.
- Allocate our budget on the basis of community risks and priorities and operate within it.
- Frontline Services
PREVENTION
- Promote the adoption of cost-effective fire safety solutions that protect lives and property.
- Identify innovative ways to deliver our successful Road Awareness and Juvenile Firelighter Intervention programs as the restrictions imposed by COVID-19 continue.
- Maintain our high rates of fire cause identification and eliminating products identified as potential fire causes from the marketplace.
RESPONSE
- Maintaining 100% response rate to all emergencies.
- The MFS will increase the number of Officers accredited to manage or serve in functional management roles at major national and state-level emergencies.
- Maintaining our current standards of call receipt and dispatch for the SA emergency services sector.
- Maintaining our current levels of direct support to our workforce and community during and after emergencies. This includes ensuring the sustainability of our successful employee wellness and mental health programs.
- Frontline Support Services
PREPAREDNESS
- Implement the new Senior Firefighter Level 2 Development Program to enhance the training provided to personnel progressing to the rank of Station Officer or temporarily acting up.
- Implement key findings of the review of the MFS Staff Development Framework.
- Complete promotions processes for the ranks of Station Officer and Commander.
- Finalise and implement the MFS Learning and Development Doctrine to enhance the quality, consistency and interoperability of our educational and assessment methods.
- Ensure effective and efficient procurement, management and use of fit for purpose infrastructure, appliances and equipment.
- Governance and Public Value
ORGANISATIONAL PERFORMANCE AND VALUE
- Improve the integration and effectiveness of services provided by the emergency services sector to deliver public value.
- Freely provide transparent and accurate information to the public and our workforce.
- Ensure the effective management of MFS functional support services.
- Meet expected standards of governance, risk management, compliance and value expected by our community and stakeholders.
PEOPLE AND CULTURE
- Improve the physical, mental and emotional wellness of MFS personnel.
- Develop a professional culture that improves effectiveness, efficiency and public value.
- Develop a sustainable, highly skilled workforce that reflects our community.
- Employ effective Human Resources management systems consistent with the broader SA public sector.
Agency objectives | Indicators | Performance |
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Frontline Services – Community | Foster behaviours that increase community preparedness. This includes a range of activities such as educational visits, consumer warnings, home fire safety presentations, teachers’ resources and information distribution. |
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Frontline Services –Prevention | Identify risks associated with fire and other emergencies. | The MFS investigated:
Fire cause established in 95% of all fires examined. This success rate means that causes are identified, and dangerous products are promptly removed from the community. |
Foster behaviours that increase community preparedness. MFS provides the following programs:
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Frontline Services –Prevention Cont’d | Ensure South Australian environs are safe places to live and work. MFS Built Environs programs help to ensure the safety of the South Australian public buildings. This includes ensuring new developments have required fire safety systems and do not employ high risk products or construction methods. | MFS conducted:
MFS Built Environs also:
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Frontline Services –Response & Recovery | Ensure the development and delivery of effective emergency management systems. |
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Ensure appropriate response is committed to 100% of all incident types. |
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Ensure the safe and effective management and control of incidents and emergencies. |
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Frontline Services –Response & Recovery Cont’d | Ensure the MFS responds to all fires and other emergencies with timely and weighted response. |
(Collective Regional target of 90%.) |
Ensure effective operational call receipt and dispatch. |
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Frontline Support Services – Learning & Development | A highly skilled workforce that can safely undertake roles required of MFS personnel. |
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Establish and maintain effective career development systems. |
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Frontline Support Services – Infrastructure & Logistics | Ensure the provision of efficient whole of life vehicle and equipment solutions. MFS fleet reserve capability was severely impacted by:
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Fleet Age:
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Frontline Support Services – Governance & Public Value | Develop the leadership and management skills of our personnel. | The MFS develops current and future leaders through access to graduate and post-graduate management qualifications. At senior management level, personnel have access to Graduate Certificate, Diploma and Masters programs.
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Frontline Support Services – Governance & Public Value Cont’d | Ensure sustainable and environmentally friendly practices are employed. | The MFS aims to:
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Increase the total of MFS photovoltaic energy generation. |
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Ensure all required organisational plans are developed. The MFS is required to develop key plans for submission to the SAFECOM Board. | The following plans were submitted:
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Ensure effective corporate governance. |
Indicators or fiscal performance:
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Corporate performance summary
- The MFS is responsible for the receipt of 000 calls for the South Australian Country Fire Service (CFS), the South Australian State Emergency Service (SES), the MFS and the emergency dispatch of crews for these agencies. In the past financial year, the MFS handled approximately 26385 emergency calls. The average time to answer 000 emergency calls was 4.8 seconds (within target of 5 seconds). In 85.6% of cases, Triple Zero calls were answered on first presentation.
- Metropolitan Operations attended approximately 18 000 incidents during 2020-21. Of these, 841 were structure fires, 409 vehicle fires, 4236 rescues and 391 HAZMAT incidents. Average Metropolitan ‘out the door time’ was 106 seconds, consistent with our target of less than 120 seconds.
- During 2020-21, Regional Operations attended approximately 2760 incidents. This included 146 structure fires, 58 vehicle fires, 1170 rescues and 73 HAZMAT incidents.
- The MFS Road Awareness Program (RAP) delivered nearly 50% more presentations compared to last financial year (190 presentations in 2020-21 compared to 128 presentations in 2019-20). This program continues to receive positive results for measures of changed behaviour and program quality.
- During 2020-21, unfortunately all educational tours, visits and community events were cancelled due to COVID-19 restrictions. Despite these limitations, the MFS were able to conduct 147 home fire safety presentations to a total of 4306 people. These presentations continue to create a positive impact in the continuing decline in the number of structure fires.
- The MFS Built Environment section has continued to actively engage in the combustible cladding audit which has been completed on residential, accommodation and health care buildings. Work continues with regards to factories, office and retail buildings. The MFS has been in support of the partial removal of aluminium composite panels on some premises, dependent on operational requirements and the overall safety for occupants. The MFS will continue to liaise with both government and private building owners to work towards positive outcomes.
- Following COVID-19 production shutdowns and global disruptions in shipping, the MFS received delivery of four new Heavy Urban Pump appliances. In October 2020, the MFS ordered a further eight appliances (a combination of Heavy Urban General Pump and Heavy Urban Rescue appliances). Funding to support the replacement of MFS appliances was announced as part of the Government’s response to the Independent Review into the 2019/20 Bushfire Season. Fleet age is projected to reduce significantly over the next five years due to additional funding provided in the 2020-21 budget.
- Selection and provision of new replacement Breathing Apparatus equipment for operational personnel was undertaken. In May 2021, supply and training was completed for MFS Regional Operations. Training and roll out for MFS Metropolitan Operations commenced and is expected to be completed in early 2021-22.
- To ensure efficiencies, the MFS has actively engaged with their emergency service sector partners to select and procure new helmets for operational personnel. The MFS is specifying the ‘structural helmet’ and this process remains ongoing.
- The MFS Fire Behaviour Training Facility at Angle Park was commissioned and officially opened. This facility will ensure MFS firefighters and emergency services staff are provided with the critical operational training required to respond to high-risk urban fires.
- Completed a major review of the Staff Development Framework that included extensive consultation with personnel and has enhanced and updated program alignment as well as training and assessment strategies.
- Completed the development of a new elevated work platform training program that meets SafeWork SA requirements and incorporates a new nationally recognised unit of competency. The program formally commenced in June 2021.
Disability Access and Inclusion Plan
The South Australian Emergency Services Sector has finalised its Disability Access and Inclusion Plan 2020-2024 which supports the Inclusive SA: State Disability Inclusion Plan 2019-2023.
The Plan sets out the actions that the MFS as a member of the South Australian Emergency Services Sector (ESS) will take over the next three years to improve access and inclusion for people living with a disability including our staff and the people that access our information and resources.
The MFS will monitor and contribute to the ESS report on the operation and implementation of the Plan annually to the Chief Executive of the Department of Human Services.
Employment opportunity programs
Program name | Performance |
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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 Public Safety (Firefighting & Emergency Operations). The impact of the COVID-19 pandemic saw the predicted staff separation rate significantly reduce; hence, this caused the Recruitment Program to be revised to enable the MFS to remain within our authorised FTE count. Separations are expected to return to predicted rates in the coming years. |
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. This continues to be achieved through promotional campaigns and activities including public space advertising, radio and digital media advertising and numerous career and pre-application information sessions. The MFS will also:
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Workforce Renewal – Enhanced MFS capability to train personnel in high-risk settings as firefighters and officers. | The MFS continues to invest 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 six years competency-based training through the Staff Development Framework and tertiary level qualifications through the Executive Development Program. The new Structural Fire Behaviour Training Facility at Grand Junction Road, Angle Park has been completed and has been officially opened. Use of the training facility has commenced. |
Agency performance management and development systems
Performance management and development system | Performance |
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MFS Organisational Doctrine – Provides broad guidance to personnel about how to behave and think in both operational and non-operational settings. | Continued implementation of the MFS organisational doctrine occurred, including alignment with 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. | 418 personnel were compulsorily enrolled in nationally recognised qualifications through the MFS SDF. In addition, 75 personnel voluntarily enrolled in nationally recognised professional development programs. Collectively, MFS personnel were enrolled in a total of 1030 units of study. |
The draft policy entitled ‘Managing Behaviour of MFS Employees’ will guide the behaviour management of all MFS employees covered by the provisions of Part 3, Division 7 of the South Australian Fire and Emergency Services Act (2005). The policy is accompanied by a draft ‘MFS Behavioural Appraisal template’, designed as a supportive mechanism for continuous improvement, through the provision of timely feedback and ongoing development of employee behaviours, skills and competencies. | Draft policy and appraisal template will be progressed through active consultation and engagement with relevant stakeholders, via the MFS Diversity and Inclusion Advisory Committee. |
Emergency Services Sector Planned Review and Development (PRD) for MFS operational support staff. | PRD sessions between MFS employees and their line managers continue, in compliance with sector policy requirements. |
Review and development of operational staff. | Operational personnel participate in mandatory performance management discussions through less formal but effective post incident review, skills acquisition and reacquisition training on an ongoing basis. |
Work, health, safety and return to work programs
Program name | Performance |
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MFS Employee Support Program | 100% of Station Visits by the Employee Support Coordinator and Psychological Consultant based on risk priority was achieved. Increasing numbers of personnel seeking assistance in the short term as the MFS places priority on mental health awareness. |
MFS Vaccination Program | 90% of the workforce voluntarily participated in flu vaccinations. 100% participation in the HepB vaccination program for those in frontline full-time employment. The MFS readily distributed information to staff about access and booking options for COVID-19 vaccinations. Staff were assured that their decision was voluntary. The MFS provides vaccinations for USAR Cat 2 qualified personnel for protection consistent with diseases and infections that might reasonably expect to be encountered whilst on deployment. |
Program name | Performance |
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MFS Employee Wellness & Safety | Continued development of strategies to assist in reducing workplace injury/illness and ensure the safest effective recovery/return to work. Programs include: Transition to retirement Pre and post retirement support processes are 70% completed. Health and Fitness Injury/illness data analysis compliments the ongoing movement screening testing, gym equipment rationalisation and purchase and the commencement of station gym refurbishments. Voluntary health checks continue along with the development of annual health checks aligned to functional fitness requirements. White Ribbon Campaign MFS is an accredited White Ribbon organisation and continues to provide a safer workplace through this ongoing program. AFAC Champions of Change Coalition Continuing to implement the strategies developed by AFAC to enhance cultural change management processes. Diversity and Inclusion Strategies are being developed and implemented to ensure the MFS becomes a more diverse and inclusive organisation. Operational Safety The MFS remains committed to a second round of voluntary PFAS blood testing in the second half of 2021. MFS continues to be involved in AFAC activities including PPC, Operational strategies, WHS and procurement (PPC, appliances, equipment). Review of Drug and Alcohol policy and procedures. Mental Health Resilience PEER program - Training upgraded and membership expanded. This program remains ongoing. Other programs that are being periodically reviewed to provide assistance include: Domestic and Family Violence; Bullying and Harassment; and Physical Health, Fitness and Wellbeing. |
Program name | Performance |
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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 internal and external audit, review and investigation of incidents, analysis of hazard, incident, near miss (My SAFETY) reports, 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 were 4 notifiable incidents during the 2020-21 period with one resulting in the issuing of a provisional improvement, improvement or prohibition notice. Total gross workers compensation expenditure increased by 44.25% with the major contributing factor being an increase of 66.71% in income payments. |
Workplace injury claims | Current year | Past year 2019-20 | % Change |
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Total new workplace injury claims | 143 | 138 | 19.92% |
Fatalities | 0 | 1 | 0% |
Seriously injured workers* | 4 | 1 | 120% |
Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE) | 33.52 | 39.29 | 15.85% |
*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 2020-21 | Past year 2019-20 | % Change |
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Number of notifiable incidents (Work Health and Safety Act 2012, Part 3) | 4 | 2 | 100% |
Number of provisional improvements, improvement and prohibition notices (Work Health and Safety Act 2012 Sections 90, 191 and 195) | 1 | 0 | 100% |
Return to work costs** | Current year 2020-21 | Past year 2019-20 | % Change |
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Total gross workers compensation expenditure ($) | 8 196 479 | 5 682 283 | 44.25% |
Income support payments – gross ($) | 3 689 122 | 2 212 909 | 66.71% |
**before third party recovery
Data for previous 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
Executive employment in the agency
Executive classification | Number of executives |
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EXEC0B | 1 |
EXEC0C | 1 |
Data for previous 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 for Public Sector Employment has a workforce information page that provides further information on the breakdown of executive gender, salary and tenure by agency.
Financial performance
Financial performance at a glance
The following is a brief summary of the overall financial position of the agency. The information is unaudited. Full audited financial statements for 2020-2021 are attached to this report.
Statement of Comprehensive Income | 2020-21 Budget $000s | 2020-21 Actual $000s | Variation $000s | 2019-20 Actual $000s |
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Total Income | 174 878 | 174 747 | (131) | 177 492 |
Total Expenses | 162 769 | 174 522 | 11 753 | 149 891 |
Net Result | 12 109 | 225 | (11 281) | 27 601 |
Total Comprehensive Result | 12 109 | 225 | (11 281) | 77 276 |
Statement of Financial Position | 2020-21 Budget $000s | 2020-21 Actual $000s | Variation $000s | 2019-20 Actual $000s |
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Current assets | 8 697 | 2 312 | (6 385) | 7 875 |
Non-current assets | 196 828 | 190 157 | (6 671) | 186 791 |
Total assets | 205 525 | 192 469 | (13 056) | 194 666 |
Current liabilities | 38 015 | 36 676 | (1 339) | 32 989 |
Non-current liabilities | 75 802 | 75 969 | ( 167) | 82 078 |
Total liabilities | 113 817 | 112 645 | (1 506) | 115 067 |
Net assets | 91 708 | 79 824 | (11 884) | 79 599 |
Equity | 91 708 | 79 824 | (11 884) | 79 599 |
Consultants disclosure
The following is a summary of external consultants that have been engaged by the agency, the nature of work undertaken, and the actual payments made for the work undertaken during the financial year.
Consultancies with a contract value below $10,000 each
Consultancies | Purpose | $ Actual payment |
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All consultancies below $10,000 each - combined | Various | $18 508 |
Consultancies with a contract value above $10,000 each
Consultancies | Purpose | $ Actual payment |
GHD Pty Ltd | PFAS contamination testing | 131 243 |
IFB Investigations | Investigations of allegations | 63 963 |
Total | $195 206 |
Data for previous 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 for total value of consultancy contracts across the South Australian Public Sector.
Contractors disclosure
The following is a summary of external contractors that have been engaged by the agency, the nature of work undertaken, and the actual payments made for work undertaken during the financial year.
Contractors with a contract value below $10,000
Contractors | Purpose | $ Actual payment |
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All contractors below $10,000 each - combined | Various | $25 081 |
Contractors with a contract value above $10,000 each
Contractors | Purpose | $ Actual payment |
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Babcock Pty Ltd | Engineering Support Services | $884 277 |
MWAH | Diversity and Inclusion Consultation | $156 310 |
The Galup Organization | Talent Selection Fee | $127 738 |
NGS Global | Capability and Development Assessment | $41 560 |
Weber Frankiw Surveyors | Land Surveyance Fee | $12 182 |
David Gordon Smith | Development of Database (J-Flip and Asset Tracker) | $10 500 |
Total | $1 232 567 |
Data for previous years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-contractors/resource/d8bd26b6-ac63-4a2f-8a66-adde91c465d0
The details of South Australian Government-awarded contracts for goods, services, and works are displayed on the SA Tenders and Contracts website. View the agency list of contracts.
The website also provides details of across government contracts.
Risk management
Fraud detected in the agency
Category/nature of fraud | Number of instances |
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Type of fraud | 0 |
NB: Fraud reported includes actual and reasonably suspected incidents of fraud.
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 and 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.
Data for previous years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-fraud/resource/e7e46474-7f6b-4562-9de3-759307df4a8c
Public interest disclosure
Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Public Interest Disclosure Act 2018:
Nil
Data for previous years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-whistle-blower/resource/6b7df5a7-ff17-45d8-b002-3937ebcb18c8
Note: Disclosure of public interest information was previously reported under the Whistleblowers Protection Act 1993 and repealed by the Public Interest Disclosure Act 2018 on 1/7/2019.
Public complaints
Number of public complaints reported
Complaint categories | Sub-categories | Example | Number of Complaints 2020-21 |
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Professional behaviour | Staff attitude | Failure to demonstrate values such as empathy, respect, fairness, courtesy, extra mile; cultural competency | 0 |
Professional behaviour | Staff competency | Failure to action service request; poorly informed decisions; incorrect or incomplete service provided | 0 |
Professional behaviour | Staff knowledge | Lack of service specific knowledge; incomplete or out-of-date knowledge | 0 |
Communication | Communication quality | Inadequate, delayed or absent communication with customer | 0 |
Communication | Confidentiality | Customer’s confidentiality or privacy not respected; information shared incorrectly | 0 |
Service delivery | Systems/technology | System offline; inaccessible to customer; incorrect result/information provided; poor system design | 0 |
Service delivery | Access to services | Service difficult to find; location poor; facilities/ environment poor standard; not accessible to customers with disabilities | 0 |
Service delivery | Process | Processing error; incorrect process used; delay in processing application; process not customer responsive | 0 |
Policy | Policy application | Incorrect policy interpretation; incorrect policy applied; conflicting policy advice given | 0 |
Policy | Policy content | Policy content difficult to understand; policy unreasonable or disadvantages customer | 0 |
Service quality | Information | Incorrect, incomplete, out dated or inadequate information; not fit for purpose | 1 |
Service quality | Access to information | Information difficult to understand, hard to find or difficult to use; not plain English | 0 |
Service quality | Timeliness | Lack of staff punctuality; excessive waiting times (outside of service standard); timelines not met | 0 |
Service quality | Safety | Maintenance; personal or family safety; duty of care not shown; poor security service/ premises; poor cleanliness | 0 |
Service quality | Service responsiveness | Service design doesn’t meet customer needs; poor service fit with customer expectations | 0 |
No case to answer | No case to answer | Third party; customer misunderstanding; redirected to another agency; insufficient information to investigate | 0 |
Total | 1 |
Additional Metrics | Total |
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Number of positive feedback comments | 13773 |
Number of negative feedback comments | 0 |
Total number of feedback comments | 13773 |
% complaints resolved within policy timeframes | 100 |
NB: Data also includes feedback gathered by the MFS Community Safety & Resilience Department which consisted of positive feedback from:
- Community engagement presentations (232)
- Juvenile Fire Lighters Program, 3 & 12 Month Evaluations (55)
- Road Awareness Program (13 466)
- Direct email communications (9).
Data for previous years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-complaints/resource/298a27a0-2da1-4314-bb1f-9b3eb213260a
Service Improvements
Information is readily available on the MFS website (Contact Us / Feedback - https://www.mfs.sa.gov.au/contact-us/feedback/ ) about how to provide feedback or lodge a complaint with the organisation. Service improvements resulting from a complaint included:
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Compliance Statement
The South Australian Metropolitan Fire Service is compliant with Premier and Cabinet Circular 039 – Complaint management in the South Australian public sector. | Y |
The South Australian Metropolitan Fire Service has communicated the content of PC 039 and the agency’s related complaints policies and procedures to employees. | Y |