South Australian Metropolitan Fire Service 2022-23 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: 22 September 2023
From the Chief ExecutiveIt is my pleasure to present the 2022-23 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 MFS includes prevention and education, preparedness, response and recovery activities.
In early 2023, the MFS engaged an external consultant to design, develop and support the implementation of a new five-year Strategic Plan. The plan was developed collaboratively, with a broad cross section of the community, our workforce, stakeholders, industry and government partners.
As we embark on this exciting journey, it is important to acknowledge that urban fire and rescue lies at the core of our purpose. Our duty to serve and protect the South Australian community is a responsibility that constantly drives us to evolve and adapt as an organisation. We understand that in order to be truly effective, we must stay ahead of the ever changing landscape that surrounds us.
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.
I also note and congratulate, Deputy Chief Officer Paul Fletcher on his retirement after 38 years with the MFS. His dedication, professionalism and commitment to the service was commendable and will help the organisation to continue to evolve.
On behalf of the MFS Senior Leadership Team, I would like to take this opportunity to acknowledge and thank all MFS staff for their commitment and dedication to the safety and prosperity of all South Australians.
As our new Strategic Plan was formally launched in mid-July 2023, our people have now begun to explore the foundations of the strategic plan to identify the required business actions and strategies to ensure organisational success.
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 (CFS) and the State Emergency Service (SES). |
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:
PREVENTION
RESPONSE
ORGANISATIONAL PERFORMANCE AND VALUE
PEOPLE AND CULTURE
|
Our organisational structure
(As of 30 June 2023 – Taken from MFS Workforce Plan 2022 – 2023
Changes to the agency
During 2022-23 there were no changes to the agency’s structure and objectives as a result of internal reviews or machinery of government changes.
Our Minister
The Hon Joe Szakacs MP is the Minister for Police, Emergency Services and Correctional Services.
Our Executive team
Mr Michael Morgan
Chief Officer and Chief Executive
- Responsible for the strategic and executive management of business strategy across the MFS.
- Responsible for the ultimate oversight of the command and deployment of operational firefighting resources across the State.
- Drives the vision, discussion, development and delivery of integrated and complex strategy for the MFS.
- Exercises extensive legislative powers and responsibilities conferred by legislation and will determine the appropriate courses of action for the management of incidents consistent with the Chief Officer’s role.
- Statutory member of the SAFECOM Board and is responsible for achieving outcomes as described within and in compliance with the South Australian Fire and Emergency Services Act (2005).
- Membership of the Emergency Service Sector (ESS) Executive responsible to the SAFECOM Board for the collaborative management of the ESS.
- Statutory member of the State Emergency Management Committee.
- Accountable for operational outcomes as the State Controller (Fire Functional Service).
- Responsible for ensuring compliance with the Emergency Management Act (2004) and the State Emergency Management Plan, in particular the role of State Controller (Fire).
- Leads and influences the identification and selection of new resources and infrastructure to accommodate demographic changes with the State.
Mr Paul Fletcher
Deputy Chief Officer
- Provides strategic, tactical and professional advice to the Chief Officer/Chief Executive and the senior management team on operational matters.
- Provides leadership and expert advice on strategic and executive management business approaches across the MFS.
- Leads innovation and change in the MFS including the development and delivery of integrated and complex strategy for the MFS.
- Ensures the protection of people, property and the environment from fire, chemical incidents and other emergencies by ensuring adequate physical and appropriately trained human resources are maintained.
- Ensures Enterprise Agreements and/or Industrial Awards reflect MFS strategic direction by providing expert advice to Chief Officer/Chief Executive.
- Represents the MFS in statewide forums, providing expert leadership and advice in support of MFS’s corporate direction to ensure effective inter-agency performance and operation.
- Undertakes delegated responsibilities to direct emergency response for incidents that occur throughout the state.
- Statutory member of the State Emergency Management Committee.
Legislation administered by the agency
Part 3 of the Fire and Emergency Services Act (2005).
Other related agencies (within the Minister’s area/s of responsibility)
- South Australian Fire and Emergency Services Commission (SAFECOM)
- South Australian Country Fire Service (CFS)
- South Australian State Emergency Service (SES).
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 2022-23 the MFS responded to approximately 23 200 emergency incidents. Of these, 20 081 generated a response in Metropolitan Operations; and 3 182 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 137 structure fires, 403 other fires, 70 vehicle fires and performed a total of 433 rescues. During 2022-23, four MFS regional stations responded to more than 310 emergency incidents, and these include: Mount Gambier (521), Port Pirie (378), Whyalla (362) and Port Augusta (313).
- MFS statistics identifies 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 5 599 (in comparison to 5 441 in 2021-22).
- On 4 July 2022, the MFS responded to a third alarm commercial fire at a warehouse in Brompton which destroyed a former joinery business. Sixty firefighters battled the blaze and prevented it from spreading to adjoining businesses including a distillery containing hundreds of bottles of 96% ethanol.
- From November 2022 to February 2023 during the River Murray Flood event, the MFS deployed significant Metropolitan and Regional resources as Strike Teams to Murray Bridge and the Lower Murray to support flood-risk assessment and the notification of effected members of the community. This included an extensive door-knocking campaign to alert property owners at risk and embedding Functional Support Officers in the Incident Management Team at Loxton in support of the Control Agency.
- On 23 January 2023, the MFS responded to a warehouse fire on Churchill Road, Kilburn which was started by welding sparks igniting oil. Eight fire appliances and one command vehicle extinguished the blaze in 15 to 20 minutes. While machinery worth an estimated $500,000 was lost, $4 million dollars in property and vehicles were saved.
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.
- Continue to identify innovative ways to deliver our successful Road Awareness and Juvenile Firelighter Intervention programs.
- Maintain our high rates of fire identification and elimination of products identified as the potential cause of fire from the marketplace.
- 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.
RESPONSE
- Maintain 100% response rate to all emergencies.
- The MFS will increase the number of staff accredited to manage or serve in functional management roles at major national and state-level emergencies.
- Maintain our current standards of call receipt and dispatch 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.
- 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
- Recruit training program will support, mentor and assist the development of personnel through the principles of Adult Learning and Assessment.
- Implement key findings of the review of the MFS Staff Development Framework.
- Develop and conduct promotion processes that employ holistic assessment strategies that assess the knowledge, skills, experience and responsive learning solutions.
- Continue to develop comprehensive organisational learning programs that ensure our personnel maintain high skill levels and behaviours across all key roles and responsibilities.
- Undertake additional appliance purchases to reduce pressure on fleet reserves and the age of the fleet.
- 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 five 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
- Improve the physical, mental and emotional wellness of MFS personnel.
- 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.
- Employ effective Human Resources management systems consistent with the broader SA Public Sector.
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. | - 152 home fire safety presentations reaching a total of 6 189 people. - 504 educational tours, visits and community events scheduled. Projected total of 131 534 attendees in community education programs. |
Frontline Services –Prevention | Identify risks associated with fire and other emergencies. | The MFS investigated: - 146 fires for the MFS. - 66 fires for the CFS. Fire cause established in 89% 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: - Road Awareness Program (RAP) - Juvenile Fire Lighters Intervention Program (JFLIP) | - 225 RAP presentations took place involving a projected total of 18 436 participants. Nearly all RAP participants (99%) indicated that they will adopt safer behaviours post-program. - 6% of participants in JFLIP reoffend. The MFS believes that this program reduces community risk by decreasing the incidence of repeat fire lighting. | |
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: - 126 education and health facility inspections and fire safety surveys. 711 building development proposal assessments. - 344 fire alarm inspections and connections. - 89% of building development assessments were completed within 28 days. - 186 booster/hydrant tests/commissioning. - 170 Building Fire Safety Committee meetings attended. - 351 Building Fire Safety Committee inspections conducted. - 11 hot smoke tests conducted. MFS Built Environs also: - Consulted with developers and certifiers on several high-profile infrastructure projects including the Heysen Tunnels, Torrens 2 Darlington Tunnels, Women’s & Children’s Hospital, Torrens Island Batteries, Hydrogen Facility Whyalla and the Proposed H2 Facility Pt Pirie. - Continue to actively engage with the Department for Infrastructure and Transport to undertake building inspections associated with Aluminium Composite Panels (ACPs) and provide advice to inform rectification work. |
Frontline Services –Response & Recovery | Ensure the development and delivery of effective emergency management systems. | - A total of 96 major community events had a current fire protection plan. |
Ensure appropriate response is committed to 100% of all incident types. | - 100% of all incidents had an appropriate response committed. | |
Ensure the safe and effective management and control of incidents and emergencies. | - 59% of building and other structure fires were contained to part of room or area of origin. - 68% of building fires were contained to the room of origin. | |
Frontline Services –Response & Recovery Cont’d | Ensure the MFS responds to all fires and other emergencies with timely and weighted response. | - The total number of incidents generating a response from Metropolitan Operations was 20 081. - The total number of incidents generating a response from Regional Operations was 3 182. - Average Metropolitan ‘out the door time’ was 115 seconds, consistent with our target of less than 120 seconds. - The % of MFS arrivals within 7 minutes of a callout in a metropolitan area with a fulltime crew was 75%. - The % of MFS arrivals within 11 minutes of a callout in a regional area:
(Collective Regional target of 90%.) |
Ensure effective operational call receipt and dispatch. | - Total of 38 352 emergency calls were received. - Average time to answer 000 emergency calls was 5 seconds (on target of 5 seconds). - In 84.73% of cases, Triple Zero calls were answered on first presentation. (Note: Significant increase in emergency calls due to severe weather event on 12/11/22. This incident impacted both the number of calls and the percentage of calls answered on first presentation, largely due to Telstra’s work practice of re-presenting calls during this out-of-scale event. A review of this work practice has now been undertaken.) | |
Frontline Support Services – Learning & Development | A highly skilled workforce that can safely undertake roles required of MFS personnel. | - 18 new firefighting personnel were successfully recruited. |
Establish and maintain effective career development systems. | - 485 personnel enrolled in nationally recognised training through the MFS Staff Development Framework; 315 mandatory enrolments; and 170 voluntary enrolments. - MFS personnel enrolled in a total of 1 625 units of study (945 mandatory and 680 voluntary). | |
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: - Increased recruit training demand (six appliances are required to conduct the 16-week course. - Fitting of Burn Over Protection Systems (BOPS). - Chassis rust and pump mounting failures which both require repairs from an out-sourced engineer. | - Operational performance was supported by appropriate vehicles and equipment at 100% of incidents. - The maintenance of fleet reserve capability (minimum of 2 reserve appliances available 80% of the time) was 100%, reaching the identified target. - Appliances responded to incidents with no report of failure that had impeded their arrival. Fleet Age: - 12% of total MFS fleet requiring replacement within two years (Target of <12%). This is a significant improvement from 38% in 2020-21, supported by the accelerated heavy vehicle replacement project. - 0 Aerial requiring replacement within two years (Target of 4). - 2 Specialist vehicles requiring replacement within two years (Target of 1). - 19 General Purpose Pumpers requiring replacement within two years (Target of 9). |
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: - reduce energy usage; - increase the volume of water reclaimed from fire training activities; and - restrict the volume of contaminated water released during firefighting activities. | |
Frontline Support Services – Governance & Public Value Cont’d | Increase the total of MFS photovoltaic energy generation. | - All new MFS stations are built with a minimum of 12kW systems. The MFS now has photovoltaic energy systems totalling 120kW (Target of >105kW). |
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: - MFS Business Plan - MFS Workforce Plan. | |
Ensure effective corporate governance. | - Monthly MFS Chief Officer reports were submitted to the SAFECOM Board (9 in total). Note: In 2022, meetings were held monthly but at the start of 2023, the meeting schedule was amended to occur bi-monthly. - 4 Corporate Governance Committee meetings conducted (Target of 4). - 10 Planning & Resilience Committee meetings conducted (Target of 8). - 10 Finance Committee meetings conducted (Target of 8). Indicators or fiscal performance: - An unqualified report from the Auditor General. - Compliant with Audit and Verification System for safety and injury management to AS/NZS 4801 2000. - Injury Management: meeting key requirements of the Return to Work Act. |
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 38 352 emergency calls. The average time to answer 000 emergency calls was 5 seconds (on target of 5 seconds). In 84.73% of cases, Triple Zero calls were answered on first presentation.
- Metropolitan Operations attended approximately 20 081 incidents during 2022-23. Of these, 844 were structure fires, 377 vehicle fires, 5 166 rescues and 355 HAZMAT incidents. Average Metropolitan ‘out the door time’ was 115 seconds, consistent with our target of less than 120 seconds.
- During 2022-23, Regional Operations attended approximately 3 182 incidents. This included 137 structure fires, 70 vehicle fires, 433 rescues and 60 HAZMAT incidents.
- The MFS Road Awareness Program (RAP) delivered a total of 225 presentations to a projected total of 18 436 participants. This program continues to receive positive results for measures of changed behaviour and program quality.
- During 2022-23, the MFS delivered a total of 504 educational tours, visits and community events, attracting a total of 125 345 attendees. In addition, the MFS were also able to conduct 152 home fire safety presentations to a total of 6 189 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 experience a marked increase in demand. MFS personnel conducted more than 700 Building Development Proposal Assessments compared to the long-term average of approximately 200 per year.
- Throughout the year, the MFS Built Environs team has continued to actively engage in the combustible cladding audit process. 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.
- On 17 December 2022, the MFS relocated the Christie Downs appliances and crews to the new Noarlunga Command Station. This state-of-the-art station will enhance incident response and emergency management for Adelaide’s southern suburbs and peri-urban areas.
- The commissioning of new appliances through the MFS appliance replacement plan has helped reduce the average age of the firefighting fleet and improved the fleet reserve capability to 100% during 2022-23.
- Selection and provision of the new helmets is near completion, with only a few regional stations yet to receive their helmets.
- During 2022-23, the MFS placed significant emphasis on the career development of future officers. Outcomes included the implementation of the new Station Officer Preparation Program for Senior Firefighters seeking promotion and a leadership development program for personnel recently promoted to the rank of Station Officer.
- The MFS has implemented the organisation’s Culture and Diversity Plan. Highlights included review and enhancement of the MFS Respectful Behaviour and Managing Misconduct policies and the rollout of on-line and face-to-face Cultural Awareness Training across the organisation.
- Continue to meet our obligations with regards to:
- Contributing to the Office of the Commissioner for Public Sector Employment - State of the Sector Report.
- 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 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, and via liaison with our emergency service sector partners.
Employment opportunity programs
Program name | Performance |
|---|---|
Workforce Renewal – Enhance the capacity and efficiency of recruitment and recruit training processes. | Efficiencies were 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). |
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: - Continue to engage in active recruitment campaign strategies to promote the MFS as an inclusive employer of choice. - Continue organisational involvement in the Champions of Change Coalition. - Continue implementation of the organisation’s Culture and Diversity Plan. |
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. | 315 personnel were compulsorily enrolled in nationally recognised qualifications through the MFS SDF, equating to 945 mandatory units of study. Collectively, MFS personnel were enrolled in a total of 1 625 units of study. |
The policy entitled ‘Managing Behaviour of MFS Employees’ guides 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). | On 15 December 2022, the MFS formally released: - SAP 66 – Respectful Behaviour developed to set expectations of workplace behaviours and outline processes for reporting inappropriate workplace behaviours across MFS - SAP 33 – Recognition, Honours and Awards was revised to increase the emphasis on informal recognition and now aligns to SA Government best practice approaches. - SAP 46 – Managing Misconduct for Operational Employees has been aligned to SAP 66 – Respectful Behaviour. Key changes include increase focus on the Code of Ethics for the South Australian Public Sector, alignment of minor misconduct matters to be consisted with proposed SAP 66 processes and inclusion of Employee Support Services and external complaint options. |
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. |
Performance management and development system | Performance |
|---|---|
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. Mental Health First Aid training continues to be provided to new recruits and to some MFS personnel in Regional Operations. |
MFS Vaccination Program | The MFS workforce continues to be offered voluntary participation in the flu vaccination program. 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 The MFS continues to be involved in AFAC activities including PPC, operational strategies, WHS and procurement such as PPC, appliances and equipment. Review of operational policies and procedures continue to occur based on comprehensive risk assessments. Mental Health Resilience PEER Network - Program remains ongoing. Investigating other similar services to determine best practice and opportunities for improvement. 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 (GovSAfety) 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 nil notifiable incident during the 2022-23 period, and a total of 1 provisional improvement or prohibition notices were issued. Total gross workers compensation expenditure increased 7.58%. | ||
Workplace injury claims | Current year | Past year 2021-22 | % Change |
|---|---|---|---|
Total new workplace injury claims | 128 | 163 | -21% |
Fatalities | 1 | 3 | -66.6% |
Seriously injured workers* | 2 | 2 | 0% |
Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE) | 41 | 32.50 | +21% |
*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 2021-22 | % Change |
|---|---|---|---|
Number of notifiable incidents (Work Health and Safety Act 2012, Part 3) | 0 | 1 | -100% |
Number of provisional improvement, improvement and prohibition notices (Work Health and Safety Act 2012 Sections 90, 191 and 195) | 1 | 3 | -66.6% |
Return to work costs** | Current year | Past year 2021-22 | % Change |
|---|---|---|---|
Total gross workers compensation expenditure ($) | 8 490 155 | 7 891 957 | 7.3 |
Income support payments – gross ($) | 3 412 377 | 3 182 408 | 6.9 |
**before third party recovery
Data for previous years is available at Annual Report Data - WHS and Return to Work - Dataset - data.sa.gov.au
Executive employment in the agency
Executive classification | Number of executives |
|---|---|
EXEC0B | 1 |
EXEC0D | 1 |
Data for previous years is available at: Annual Report Data - Executive Employment - Dataset - data.sa.gov.au
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 2022-2023 are attached to this report.
Statement of Comprehensive Income | 2022-23 Budget $000s | 2022-23 Actual $000s | Variation $000s
| 2021-22 Actual $000s |
|---|---|---|---|---|
Total Income | 190,851 | 205,721 | 14,870 | 201,713 |
Total Expenses | 178,808 | 214,653 | 35,845 | 17,999 |
Net Result | 12,043 | (8,932) | 20,975 | 21,714 |
Total Comprehensive Result | 12,043 | (8,932) | 20,975 | 21,714 |
Statement of Financial Position | 2022-23 Budget $000s | 2022-23 Actual $000s | Variation $000s
| 2021-22 Actual $000s |
|---|---|---|---|---|
Current assets | 13,037 | 5,185 | (7,852) | 10,082 |
Non-current assets | 203,364 | 200,277 | (3,087) | 195,942 |
Total assets | 216,401 | 205,462 | (10,939) | 206,024 |
Current liabilities | 31,706 | 34,609 | 2,903 | 31,628 |
Non-current liabilities | 71,114 | 78,330 | 7,216 | 72,858 |
Total liabilities | 102,820 | 112,939 | 10,119 | 104,486 |
Net assets | 113,581 | 92,523 | (21,058) | 101,538 |
Equity | 113,581 | 92,523 | (21,058) | 101,538 |
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 | $15 000 |
Consultancies with a contract value above $10,000 each
Consultancies | Purpose | $ Actual payment |
|---|---|---|
GHD Pty Ltd | PFAS contamination testing | $691 335 |
IFB Investigations | Investigation services | $10 671 |
University of Adelaide | PFAS contamination testing | $39 854 |
Total | $741 860 |
Data for previous years is available at: Annual Report Data - Consultants - Dataset - data.sa.gov.au
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 | $44 000 |
Contractors with a contract value above $10,000 each
Contractors | Purpose | $ Actual payment |
|---|---|---|
Babcock Pty Ltd | Engineering Support Services | $605 984 |
Safe Select | Professional Services | $14 265 |
Symmetri | MFS Business and Advisory Services | $201 376 |
Ventia Australia | Trade and Project Services | $51 059 |
MWAH – Making Work Absolutely | Diversity and Inclusion Plan Design and Development | $140 322 |
Diversity Consulting | Diversity and Inclusion Program | $30 149 |
Sullivan Consulting | Executive Recruitment | $30 300 |
Collectau Pty Ltd | Collection of Receivables | $19 931 |
Andrew Hill Investigations | Investigation Services | $11 717 |
TCB Electrical Services (SA) | Emergency Solar Panel Callout Fee | $29 080 |
Total | $1 134 183 |
Data for previous years is available at: Annual Report Data - Contractors - Dataset - data.sa.gov.au
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 – Employee Conduct | 1 |
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: Annual Report Data - Fraud - Dataset - data.sa.gov.au
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: Annual Report Data - Public Interest Disclosure - Dataset - data.sa.gov.au
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 2022-23 |
|---|---|---|---|
Professional behaviour | Staff attitude | Failure to demonstrate values such as empathy, respect, fairness, courtesy, extra mile; cultural competency | 4 |
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 | 2 |
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, | 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 | 1 |
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 | 6 |
Total | 14 |
Additional Metrics | Total |
|---|---|
Number of positive feedback comments | 14 585 |
Number of negative feedback comments | 4 |
Total number of feedback comments | 14 589 |
% complaints resolved within policy timeframes | 86% |
Note: One complaint took a total of 56 days to action as the matter was dependent on an external complaint process, over which the MFS had no control.
Data includes feedback gathered by the MFS Community Safety & Resilience Department which consisted of feedback from: Community engagement presentations (332), CASE Program (54), Road Awareness Program (13 422) and Direct email/telephone communications (736).
Data for previous years is available at: Annual Report Data - Complaints - Dataset - data.sa.gov.au
Information is readily available on the MFS website – Feedback | Metropolitan Fire Service (mfs.sa.gov.au) about how to provide feedback or lodge a complaint with the organisation. Easy access to an online Customer Feedback form allows quick submission at a time that suits the individual. In 2022 – 2023, the MFS receive a total of 52 feedback responses, compared to 13 in 2021 – 2022. Service improvements resulting from complaints included:
|
Service Improvements
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 |
