South Australian Metropolitan Fire Service 2023-24 Annual Report

To:

Hon Dan Cregan 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 Jeff Swann

Chief Officer and Chief Executive

Date:  8 October 2024

From the Chief Executive

It is my pleasure to present the 2023-24 Annual Report for the South Australian Metropolitan Fire Service (MFS). Since stepping into this role in March 2024, I have been deeply inspired by the commitment and resilience of our personnel who dedicate themselves daily to safeguarding our community.

The MFS stands as the primary provider of urban firefighting services in South Australia, a responsibility we uphold with pride. Our mission encompasses not only firefighting but also prevention, education, preparedness, response, and recovery. These core functions are essential as we navigate an increasingly complex landscape of emergencies.

This past year has seen significant advancements, particularly with the formal launch of our new five-year Strategic Plan in July 2023. Developed collaboratively with input from our workforce, community stakeholders, and partners, this plan positions us to meet the challenges ahead while enhancing our service delivery. The foundation from this plan will be instrumental as we strive to innovate and evolve in our efforts to protect life, property, environment and the economy.

I would like to take a moment to acknowledge the invaluable support we receive from our partner agencies, including the South Australian Country Fire Service (CFS), the South Australian State Emergency Service (SES), the South Australian Fire and Emergency Services Commission (SAFECOM), South Australian Police (SAPOL) and South Australian Ambulance Service (SAAS). Their collaboration enriches our capacity to serve the community effectively. Additionally, I extend my gratitude to our Minister, the South Australian Government, and the public for their unwavering trust and support.

I want to express my appreciation to former Chief Officer Michael Morgan for his 38 years of service. His leadership has left a lasting impact, guiding us toward a future of operational excellence.

As we reflect on the challenges and achievements of the past year, I want to emphasise the importance of all our members of the MFS. Their dedication and professionalism are the backbone of the MFS, and I am immensely proud to work alongside such a talented team.

Jeff Swann

Chief Officer and Chief Executive

South Australian Metropolitan Fire Service

Overview: about the agency

Our strategic focus

Changes to the agency

During 2023-24 there were the following changes to the agency’s structure and objectives as a result of internal reviews or machinery of government changes.

• The position of Assistant Chief Fire Officer Corporate Services has been modified and duties reassigned.
• The position of Executive Director to lead corporate services matters within the agency.
• Portfolios have been reorganised among ACFO positions and Executive Director aligned to experiences and skills.

Our Minister (s)

The Hon Dan Cregan MP is the Minister for Police, Emergency Services and Correctional Services.

Our Executive team

Mr Jeff Swann

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.
• Part 3 of the Fire and Emergency Services Act 2005
• South Australian Fire and Emergency Services Commission (SAFECOM)
• South Australian Country Fire Service (CFS)
• South Australian State Emergency Service (SES)

Legislation administered by the agency

Other related agencies (within the Minister’s area/s of responsibility)

The agency’s performance

Performance at a glance

• The MFS is responsible for protecting the South Australian community from the effects of fires, road crash, hazardous materials, rescues and other incidents and manages lasting impacts of emergencies daily. The MFS serves the South Australian community across 37 fire stations; 20 located throughout metropolitan Adelaide and 17 in regional centres.
• MFS metropolitan operations stands as a beacon of readiness and resilience, operating 24 hours a day, 7 days a week. Staffed by dedicated professionals across four meticulously coordinated shifts, our team is always prepared to respond to emergencies, ensuring the safety and well-being of our community.
• MFS regional fire stations are organised into four key service areas: Yorke and Mid North, Far North and Eyre, Riverland and Central, and Limestone Coast. These stations are crucial for providing a reliable 24 hour emergency response to their communities. Strategically positioned for optimal coverage, each station is staffed by dedicated professionals who are always ready to serve their communities.
• During 2023-24, the MFS responded to a total of 23,293 incidents across South Australia. MFS Metropolitan operations responded to approximately 20,120 incidents, while MFS Regional Operations responded to 3,173 incidents.
• The MFS also supported high-profile public events, including the AFL Gather Round, Adelaide 500, Liv Golf and the New Year's Eve Celebrations, ensuring safety for large gatherings.
• On 10 March 2024, the MFS responded to a significant fire at a recycling and processing yard in Whyalla. An extensive emergency response included four aerial bombers and multiple ground units over a protracted period of time. Over 50 firefighters from both the MFS and CFS battled the fire that, threatening nearby infrastructure, including a 3,000-litre diesel tank. Despite challenging conditions, including extreme heat and heavy smoke that effected local air quality, responding firefighters saved surrounding buildings. One processing machine was lost, but the proactive measures taken ensured no injuries were reported. Emergency services remained on scene for a total of 21 days. This incident highlights the preparedness, resilience, and dedication of our firefighting teams, who continue to work tirelessly to safeguard the community while managing challenging environmental factors.

Agency specific objectives and performance

To achieve our objectives, we have adopted the following strategic priorities:

1. 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 based on community risks and priorities and operate within it.
2. 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.
• Continue 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.
• 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

• The recruitment training program will support, mentor and assist the development of personnel through the principles of Adult Learning and Assessment.

• Implement key findings from 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.

4. 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.

Corporate performance summary

• The MFS oversees statewide call receipt dispatch for the MFS, CFS, and SES. In the past financial year, approximately 30,175 emergency calls were handled, with an average response time of 5.6 seconds. Furthermore, 89.17% of Triple Zero (000) calls were answered on the first attempt.
• Metropolitan Operations responded to approximately 20,120 incidents during 2023-24, including 6,757 fire alarms, 390 HAZMAT/dangerous goods, 1,566 other fires, 2,797 other responses, 5,151 rescues, 1,386 SAAS assists, 732 severe weather incidents, 925 structure fires and 416 vehicle fires.
• Regional Operations attended around 3,173 incidents, comprising of 937 fire alarms, 73 HAZMAT/dangerous goods, 447 other fires, 531 other responses, 433 rescues, 387 SAAS assists, 150 severe weather incidents, 144 structure fires and 71 vehicle fires.
• The MFS established 3 drill squads and successfully recruited 58 new firefighting personnel, providing a total of 48 weeks of training.
• The MFS Road Awareness Program (RAP) delivered 231 presentations, engaging a projected total of 17,038 participants. Feedback indicates a 100% intention to adopt safer behaviours among attendees.
• In 2023-24, the MFS Operations conducted 601 educational tours, visits and community events, engaging approximately 160,285 participants.
• Additionally, Community Engagement conducted 129 home fire safety presentations reached 23,464 individuals, contributing to a positive trend in reduced fires.
• The MFS investigated 219 fires across its areas of operation, including 146 in the metropolitan area, 13 in the regional area, and 60 in the CFS area. Fire cause was established in 80% of all fires examined.
• The demand for the MFS Built Environment team has progressively increased each year, with over 732 building development proposals assessed this year
• Throughout the year, the MFS Built Environment team actively participated in the combustible cladding audit process, supporting the partial removal of aluminium composite panels when operationally feasible. The MFS continues to collaborate with government and private building owners to enhance safety and mitigate risks associated with combustible materials.
• In 2023-24, the MFS received a new fleet consisting of 9 general purpose pumps, rescues, and hazmat appliances, 1 aerial appliance, 3 special appliances, and 19 light and commercial vehicles.
• The MFS has created a comprehensive training package on Li-ion batteries, covering construction, risks, and response protocols for portable devices. This mandatory course ensures all operational staff are updated on safety protocols.
• The MFS collaborated with Deakin University and AFAC to develop an online training program on hydrogen safety, supported by the South Australian government. It covers hydrogen properties, risks, and response strategies across seven sections.
• The MFS is involved in the Electric Vehicle Safety Training project, funded by the Department of Climate Change, Energy, the Environment and Water (DCCEEW). Representatives will assess existing research and training to identify gaps and develop necessary training programs.
• The MFS conducted reviews of HR processes to ensure they are modern and adaptive, responding effectively to the needs of the organisation.
• The MFS completed a review of the promotions process as part of the  Enterprise Agreement (EA).
• The MFS conducted a review of the Fire Investigation Section (FIS), as part of the EA.
• The MFS continue to meet 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 (WWCC).

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.

This plan outlines 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.

White Ribbon

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.

• The MFS remains an accredited White Ribbon organisation and continues to provide a safer workplace through this ongoing program.
• Australasian Fire and Emergency Services Authorities Council (AFAC) Champions of Change Coalition.
• Continuing to implement the strategies developed by AFAC to enhance cultural change management processes.

Employment opportunity programs

Agency performance management and development systems

Work health, safety and return to work programs

*number of claimants assessed during the reporting period as having a whole person impairment meeting the relevant threshold under the Return to Work Act 2014 (Part 2 Division 5)

**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

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 2023-2024 are attached to this report.

Consultant 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 with a contract value above $10,000 each

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 with a contract value above $10,000 each

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

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 - Fraud - 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

Data includes feedback gathered by the MFS Community Safety & Resilience Department which consisted of feedback from: General positive feedback (6), General negative feedback (2), Community engagement presentations (216), CASE Program (37), Road Awareness Program (14,027) and Direct email/telephone communications (535).

Data for previous years is available at: Annual Report Data - Complaints - Dataset - data.sa.gov.au

Compliance Statement

Appendix: Audited financial statements 2023-24