South Australian Metropolitan Fire Service, 2021-2022 Annual Report
To:
Hon Joe Szakacs MP
Minister for Police, Emergency Services and Correctional Services
This annual report will be presented to Parliament to meet the statutory reporting requirements of the South Australian Fire and Emergency Services Act 2005 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
Date: 15 September 2022
From the Chief Executive
It is my pleasure to present the 2021-22 Annual Report for the South Australian Metropolitan Fire Service (MFS). This report represents the collective activities of approximately 1200 people who work tirelessly to protect the South Australian community.
The 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 role of the fire service includes prevention and education, preparedness, response and recovery activities.
The 2021-22 financial year presented ongoing challenges to our community and all industries, both public and private. The COVID-19 pandemic has continued to significantly affect the community and the economy. I am proud of the ongoing efforts of all MFS personnel, and in particular the specialist role undertaken by the MFS COVID-19 Taskforce. Our combined efforts ensured the ongoing provision of an adaptive emergency service in a rapidly changing environment, whilst also working to protect our people and the wider community. Despite these challenges, we remain focussed on delivering first class emergency services that protect our community.
In March 2022, the MFS Senior Management Team moved from the Adelaide Fire Station to the brand-new Emergency Services Headquarters at Keswick, known as Kumatpi Trruku (‘Emergency Centre’) in Kaurna language, which is providing the opportunity for greater collaboration between the sector’s agencies.
I acknowledge the support the MFS has received over the past year from our partner emergency service agencies, the South Australian Country Fire Service, the South Australian State Emergency Service, the South Australian Fire and Emergency Services Commission, our Minister and the South Australian Government, and the public of South Australia.
On behalf of the MFS Senior Management Team, I would like to take this opportunity to acknowledge and thank all members of the MFS for their commitment and dedication to the safety and prosperity of all South Australians.
Michael Morgan AFSM MBA
Chief Officer and Chief Executive
South Australian Metropolitan Fire Service
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
(As of 30 June 2022 – Taken from MFS Workforce Plan 2022 – 2023)
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 2021-22 the MFS responded to approximately 21 600 emergency incidents. Of these, 18 688 generated a response in Metropolitan Operations; and 2 963 in Regional Operations. By way of comparison, these activity rates are relatively consistent with the data from the previous financial year.
- MFS Regional Operations provides an emergency service to major regional centres protecting a significant proportion of South Australia’s regional population, infrastructure and economic assets. Collectively, MFS Regional Operations responded to 149 structure fires, 348 other fires, 43 vehicle fires and performed a total of 442 rescues. During 2021-22, four MFS regional stations responded to more than 280 emergency incidents, and these include: Mount Gambier (473), Whyalla (343), Port Pirie (362) and Port Augusta (283).
- On 25 January 2022, MFS and CFS personnel successfully contained a grass fire burning under severe fire conditions at Centenary Tower, Mount Gambier. Firefighting operations saved the Blue Lake Caravan Park and the Blue Lake Golf Course which were under threat, preventing significant economic loss to the local community.
- MFS statistics show that the risks to our community continue to change over time. Data indicates that the incidence of structural fires has continued to drop which may reflect positive outcomes resulting from our prevention activities. However, fires now burn hotter and faster and have greater potential to cause significant damage and loss. Other risks, including 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 5 441 (in comparison to 5 406 in 2020-21).
- The MFS Built Environs team has experienced a marked increase in demand. The additional workload is a consequence of changes to the Building Code with new rules which require the MFS to complete fire safety performance-based design briefs and reports for all referrals. Previously only 20% of all projects required detailed reports but this requirement has now increased to over 90% of all building development projects that require the provision of a detailed design brief and report.
- The age of MFS appliances has improved markedly over the financial year due to the successful accelerated procurement of 16 new heavy urban appliances. The MFS had received a total of 10 appliances during the financial year and future deliveries are continuing.
Agency response to COVID-19
In response to the global COVID-19 pandemic, the MFS Special Operations/ HAZMAT team continued to take the lead responsibility for:
- The 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.
In addition, the MFS also continued to support 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 contribution to whole of Government objectives
Agency Contributions |
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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 entities 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.
- Continuation of prevention programs including fire cause investigation, safety inspections of public buildings, regulation, community support and education to help minimise the frequency and effects of fires and other emergencies.
- In conjunction with Building Fire Safety Committees, continue with Stage 2 of the Aluminium Composite Panel (ACP) building audit and inspection process.
- Continue the implementation of the new People and Their Hoarding Program (PATH) to assist in the identification of hoarding premises in association with council officers.
RESPONSE
- Maintain 100% response rate to all emergencies.
- Maintain our current standards for the provision of call receipt and dispatch services for the SA emergency services sector.
- Continue consultation and involvement in relation to the provision of appropriate firefighting infrastructure at hydrogen plant locations throughout the state, including Port Lincoln, Mawson Lakes and Crystal Brook.
- Review operational training priorities to address training shortfalls resulting from COVID-19 restrictions.
- Maintain 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
- Complete the delivery and assessment phase of the initial Senior Firefighter Level 2 Development Program.
- Undertake Registered Training Organisation audit and re-registration.
- Conduct promotion processes to select new Station Officers and Commanders.
- Undertake additional appliance purchases to reduce pressure on fleet reserves and the age of the fleet.
- Commence the Noarlunga Command Station project to replace the existing Christie Downs station.
- 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.
- Develop a new strategic plan to establish direction and priorities for the next three financial years.
- Continue progress on a policy framework review project.
- 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
- Commence rollout of the culture and diversity plan including promulgation of new respectful behaviour and domestic violence policies.
- Continue the development of interagency employee wellness initiatives including the SA Emergency Services Wellbeing Network and Group Emotional and Relationship Skills (GEARS) program in conjunction with Military and Emergency Services Health Australia (MESHA).
- Develop a professional culture that improves effectiveness, efficiency and delivers public value.
- Develop a sustainable, highly skilled workforce that is reflective of the community we serve.
Agency objectives | Indicators | Performance |
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 93% 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. |
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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 continues to be 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. - 90% of senior managers hold tertiary qualifications. |
Ensure sustainable and environmentally friendly practices are employed. | The MFS aims to:
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Frontline Support Services – Governance & Public Value Cont’d | 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 statewide call receipt and dispatch function not only for the MFS but also for the South Australian Country Fire Service (CFS) and the South Australian State Emergency Service (SES). In the past financial year, the MFS handled approximately 24 974 emergency calls. The average time to answer 000 emergency calls was 5 seconds (within target of 5 seconds). In 90% of cases, Triple Zero calls were answered on first presentation.
- Metropolitan Operations attended approximately 18 600 incidents during 2021-22. Of these, 632 were structure fires, 427 vehicle fires, 4 999 rescues and 380 HAZMAT incidents. Average Metropolitan ‘out the door time’ was 111 seconds, consistent with our target of less than 120 seconds.
- During 2021-22, Regional Operations attended approximately 2 963 incidents. This included 149 structure fires, 43 vehicle fires, 442 rescues and 74 HAZMAT incidents.
- The MFS Road Awareness Program (RAP) delivered a total of 168 presentations to a projected total of 14 958 participants. This program continues to receive positive results for measures of changed behaviour and program quality.
- During 2021-22, the MFS delivered a total of 172 educational tours, visits and community events, attracting a total of 118 378 attendees. In addition, the MFS were also able to conduct 105 home fire safety presentations to a total of 3 688 people. These presentations continue to create a positive impact in the continuing decline in the number of structure fires.
- The MFS Built Environs team has continued to actively engage in the combustible cladding audit process which has now been completed for all residential, accommodation and health care buildings. The MFS is supportive of the partial removal of aluminium composite panels on some premises, with consideration given to operational requirements and the overall safety for occupants. The MFS will continue to liaise with both government and private building owners to work towards delivering positive outcomes to reduce the potential risks in structure that contain Aluminium Composite Panels.
- During 2021-22 the MFS Infrastructure & Logistics Department successfully commissioned additional firefighting appliances that will lower the average age of the MFS fleet and reduce pressure on the reserve fleet.
- The MFS developed, implemented and launched a new public facing website during 2021-22. The new website is compliant with 3.0 WCAG Web Accessibility Guide, enhancing accessibility and compliance with State Government policy.
- Selection, provision and training for new replacement Breathing Apparatus equipment has now been implemented across all land-based operational locations.
- The development of the new Noarlunga Command Station remains on track in accordance with planning estimates. Station completion is forecast for late 2022.
- Successfully completed Registered Training Organisation audit and re-registration ensuring the MFS can continue to provide personnel with access to nationally recognised competencies from the Public Safety Training Package.
- Completed the MFS Commander, Station Officer and Marine Officer promotion processes to establish a merit-based pool of future Officers.
- Met our obligations with regards to:
- Contributing to the Office of the Commissioner for Public Sector Employment - State of the Sector Report
- Promoting employee engagement in the “Your Voice Survey” and developing an agency action plan.
- Ensuring that all MFS personnel in prescribed positions have a valid Working with Children Check.
Disability Access and Inclusion Plan
The South Australian Emergency Services Sector Disability Access and Inclusion Plan 2020-2024 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 two 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 continues to monitor and report on the operation and implementation of the Plan annually to the Chief Executive of the Department of Human Services via a collated sector report as prepared by SAFECOM.
Employment opportunity programs
Program name | Performance |
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 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. |
Agency performance management and development systems
Performance management and development system | Performance |
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. | 311 personnel were compulsorily enrolled in nationally recognised qualifications through the MFS SDF. Collectively, MFS personnel were enrolled in a total of 762 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 continues to 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 |
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 | 47% of the workforce voluntarily participated in flu vaccinations. 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 continues to provide 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 | |
MFS Employee Wellness & Safety | Continued development of strategies to assist in reducing workplace injury/illness and ensure a safe effective recovery/return to work. Programs include: Transition to retirement Pre and post retirement support processes continue to be enhanced and promoted. 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 The MFS remains 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 Approximately a 130 staff participated in a second round of voluntary PFAS blood testing. The MFS continues to be involved in AFAC activities including PPC, operational strategies, WHS and procurement (PPC, appliances, equipment). Review of operational policies and procedures continue to occur based on comprehensive risk assessments. Mental Health Resilience PEER program - Training upgraded and membership expanded. This program remains ongoing. Other programs that are being periodically reviewed include: Domestic and Family Violence; Bullying and Harassment; and Physical Health, Fitness and Wellbeing. | |
Program name | Performance | |
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 additional surveys to ensure effectiveness and deliver 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 the 2021-22 period, and a total of 3 provisional improvement or prohibition notices were issued. Total gross workers compensation expenditure decreased by 3.72%. | |
Workplace injury claims | Current year | Past year 2020-21 | % Change |
Total new workplace injury claims | 163 | 143 | +12.27% |
Fatalities | 3 | 0 | n/a |
Seriously injured workers* | 2 | 4 | -50% |
Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE) | 32.50 | 33.52 | -3.14% |
*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 | Past year 2020-21 | % Change |
Number of notifiable incidents (Work Health and Safety Act 2012, Part 3) | 1 | 4 | -75% |
Number of provisional improvement, improvement and prohibition notices (Work Health and Safety Act 2012 Sections 90, 191 and 195) | 3 | 1 | +200% |
Return to work costs** | Current year | Past year 2020-21 | % Change |
Total gross workers compensation expenditure ($) | 7 891 957 | 8 196 479 | -3.72% |
Income support payments – gross ($) | 3 182 408 | 3 689 122 | -13.7% |
**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 |
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 2021-2022 are attached to this report.
Statement of Comprehensive Income | 2021-22 Budget $000s | 2021-22 Actual $000s | Variation $000s
| 2020-21 Actual $000s |
Total Income | 199 655 | 201 648 | 1 993 | 174 747 |
Total Expenses | 165 561 | 179 919 | 14 358 | 174 522 |
Net Result | 34 094 | 21 729 | (12 365) | 225 |
Total Comprehensive Result | 34 094 | 21 729 | (12 365) | 225 |
Statement of Financial Position | 2021-22 Budget $000s | 2021-22 Actual $000s | Variation $000s
| 2020-21 Actual $000s |
|---|---|---|---|---|
Current assets | 8 358 | 10 017 | 1 659 | 2 312 |
Non-current assets | 197 602 | 195 942 | (1 660) | 190 157 |
Total assets | 205 960 | 205 959 | (1) | 192 469 |
Current liabilities | 41 650 | 31 548 | (10 102) | 41 242 |
Non-current liabilities | 69 573 | 72 858 | 3 285 | 71 403 |
Total liabilities | 111 223 | 104 406 | (6 817) | 112 645 |
Net assets | 94 737 | 101 553 | 6 816 | 79 824 |
Equity | 94 737 | 101 553 | 6 816 | 79 824 |
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 |
|---|---|---|
All consultancies below $10,000 each - combined | Various | $18 000 |
Consultancies with a contract value above $10,000 each
Consultancies | Purpose | $ Actual payment |
|---|---|---|
GHD Pty Ltd | PFAS contamination testing | $136 750 |
IFB Investigations | Investigations of allegations | $21 068 |
The University of Adelaide | Investigate occupational exposure pathways to target appropriate exposure control strategies | $34 161 |
Zen Yap | Developing health surveillance program and medical monitoring of firefighters | $31 669 |
Total | $223 648 |
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 |
|---|---|---|
All contractors below $10,000 each - combined | Various | $26 000 |
Contractors with a contract value above $10,000 each
Contractors | Purpose | $ Actual payment |
|---|---|---|
Babcock Pty Ltd | Engineering Support Services | $639 692 |
Collectua | Collection of Receivables | $23 607 |
Kate Russell | Debriefing and Coaching | $11 810 |
MWAH | Diversity and Inclusion Consultation | $155 772 |
NGS Global | Capability and Development Assessment | $43 006 |
Nicholas Anthony & Associate | Independent Grievance Investigation | $18 083 |
Safe Select | Professional Services | $133 470 |
TCB Electrical Services (SA) | Electrical Call Out Fee | $11 765 |
The University of Adelaide | Co-authored Journal Paper to Occupational Exposure to SA Firefighters | $39 854 |
Total | $1 077 059 |
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 |
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 2021-22 |
|---|---|---|---|
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 | 1 |
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 | 1 |
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 | 0 |
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 | 3 |
Service quality | Service responsiveness | Service design doesn’t meet customer needs; poor service fit with customer expectations | 1 |
No case to answer | No case to answer | Third party; customer misunderstanding; redirected to another agency; insufficient information to investigate | 4 |
Total | 10 |
Additional Metrics | Total |
Number of positive feedback comments | 10 471 |
Number of negative feedback comments | 3 |
Total number of feedback comments | 10 474 |
% complaints resolved within policy timeframes | 90 |
NB: Data also includes feedback gathered by the MFS Community Safety & Resilience Department which consisted of feedback from:
- Community engagement presentations (133)
- CASE Program (20)
- Juvenile Fire Lighters Program, 3 & 12 Month Evaluations (91)
- Road Awareness Program (9 503)
- Direct email/telephone communications (716).
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 complaints 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 |
