MFS 2020-2021 Annual Report

South Australian Metropolitan Fire Service, 2020-2021 Annual Report

To:

Hon Vincent Tarzia MP

Minister for Police, Emergency Services and Correctional Services

This annual report will be presented to Parliament to meet the statutory reporting requirements of (insert relevant acts and regulations) and the requirements of Premier and Cabinet Circular PC013 Annual Reporting.

This report is verified to be accurate for the purposes of annual reporting to the Parliament of South Australia.

Submitted on behalf of the SOUTH AUSTRALIAN METROPOLITAN FIRE SERVICE by:

Mr Michael Morgan

Chief Officer and Chief Executive

Overview: about the agency 

Our Strategic focus

Our Purpose

The South Australian Metropolitan Fire Service (MFS) is the primary provider of urban firefighting services to the state of South Australia and a statutory authority committed to protecting life, property and the environment from fire and other emergencies.

The MFS is a community-focused organisation that aims to reduce the number of preventable incidents, to protect lives and reduce the economic, social and environmental losses to the community resulting from fires and other emergencies that do occur.

By preventing and quickly and effectively responding to emergencies, the MFS helps make all South Australians safer by protecting lives, property and prosperity.  The MFS also protects the State’s manufacturing and retail industries, thereby protecting jobs, skills and technologies that might not be replaced.

As an agency, the MFS is responsible to the Minister for Emergency Services and works in collaboration with the South Australian Fire and Emergency Services Commission (SAFECOM), the SA Country Fire Service and the State Emergency Service.

Our Vision

A safer and more prosperous South Australia.

Fires and other emergencies have the potential to harm the public and the things they value.  We seek to actively reduce the number of preventable emergency incidents that occur and ensure our organisation and communities are better prepared for those emergencies that do happen.

Our Values

Community – We will put the needs of our community first.

Safety – We will take all reasonable measures to ensure the safety of the public and our personnel.

Professionalism – Our personnel must be experts in what they do, committed to achieving the highest standards.

Teamwork – Teamwork is essential in all aspects of emergency service provision.

Loyalty, Respect and Integrity – We will act with courage, tenacity and in the best interest of the public.

Responsibility, Accountability and Quality – We will take responsibility for our actions and aim to provide the best possible service and value to our community.

Learning and Improvement – We will learn from our actions and seek to do things even better in the future.

Our functions, objectives and deliverables

Our Objectives are:

COMMUNITY – Help make the South Australian community safer and more prosperous.

PREVENTION – Minimise the frequency and effects of fires and other emergencies.

RESPONSE – Reduce risk to life, property, environment and economy through operational excellence.

PREPAREDNESS – Develop a sustainable community-focused organisation.

PUBLIC VALUE – Exceed expected standards of corporate governance and provide public value.

 

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

  1. Community Focus
  • Deliver first class emergency services that minimise social, economic and environmental loss.
  • Actively engage with our community and authorising environment to identify risks and priorities.
  • Ensure we provide the right services in the right places.
  • Ensure the services we provide are effective, efficient and represent public value.
  • Allocate our budget on the basis of community risks and priorities and operate within it.
  1. Frontline Services

PREVENTION

  • Promote the adoption of cost-effective fire safety solutions that protect lives and property.
  • Identifying innovative ways to deliver our successful Road Awareness and Juvenile Firelighter Intervention programs as the restrictions imposed by COVID-19 continue.
  • Maintaining our high rates of fire cause identification and eliminating products identified as potential fire causes from the marketplace.

RESPONSE

  • Maintaining 100% response rate to all emergencies.
  • The MFS will increase the number of Officers accredited to manage or serve in functional management roles at major national and state-level emergencies.
  • Maintaining our current standards of call receipt and dispatch for the SA emergency services sector.
  • Maintaining our current levels of direct support to our workforce and community during and after emergencies.  This includes ensuring the sustainability of our successful employee wellness and mental health programs.
  1. Frontline Support Services

PREPAREDNESS

  • Implement the new Senior Firefighter Level 2 Development Program to enhance the training provided to personnel progressing to the rank of Station Officer or temporarily acting up.
  • Implement key findings of the review of the MFS Staff Development Framework.
  • Complete promotions processes for the ranks of Station Officer and Commander. 
  • Finalise and implement the MFS Learning and Development Doctrine to enhance the quality, consistency and interoperability of our educational and assessment methods.
  • Ensure effective and efficient procurement, management and use of fit for purpose infrastructure, appliances and equipment.
  1. Governance and Public Value

ORGANISATIONAL PERFORMANCE AND VALUE

  • Improve the integration and effectiveness of services provided by the emergency services sector to deliver public value.
  • Freely provide transparent and accurate information to the public and our workforce.
  • Ensure the effective management of MFS functional support services.
  • Meet expected standards of governance, risk management, compliance and value expected by our community and stakeholders.

PEOPLE AND CULTURE

  • Improve the physical, mental and emotional wellness of MFS personnel.
  • Develop a professional culture that improves effectiveness, efficiency and public value.
  • Develop a sustainable, highly skilled workforce that reflects our community.
  • Employ effective Human Resources management systems consistent with the broader SA public sector.

 

Our organisational structure 

MFS organisational structure 2020-2021

The agency's performance

Performance at a glance

  • The MFS is responsible for the protection of the South Australian community from the effects of fires, road crash, hazardous materials, rescues and other incidents and deals with the effects of emergencies on a daily basis.  The MFS operates from 20 stations throughout greater metropolitan Adelaide and 17 stations in major regional centres.
  • During 2020-21 the MFS  responded to  approximately 21000 emergency incidents.  Of these, 18066 generated  a response  from  Metropolitan Operations; and 2760 from Regional Operations.  In comparison, these activity rates are relatively consistent with the data from the previous financial year.
  • MFS Regional Operations provide an emergency service to the major regional centres protecting a significant proportion of South Australia’s regional population, infrastructure and economic assets.  During 2020-21, five MFS regional stations responded to more than 260 emergency incidents, and these include:  Mount Gambier (497), Whyalla (299), Port Pirie (289), Port Augusta (287) and Mount Barker (267).
  • MFS statistics show that the risks to our community continue to change over time.  Data indicates that the rate of structural fires has continued to drop  however, fires now burn hotter and faster and have greater potential to cause significant damage and loss. Other risks, including the risk of road crashes requiring rescue, continues to be a concern as the population of urban areas increases.  Both metropolitan and regional operations reported increases in the number of rescues performed with an annual total of 5406 (in comparison to   5021 in 2019-20).
  • Implemented systems that allow MFS call receipt and dispatch personnel to receive 000 calls from remote locations using secure internet links.
  • Effectively responded to significant urban fires including the Kilburn recycling plant, Glenelg South IGA supermarket and Visy Industries Wingfield, as well as providing strike teams and resources to support the South Australian Country Fire Service (CFS) and other agencies during the 2020-21 bushfire season.
  • Undertook key initiatives to reduce the risks within South Australian built environs, including reviews of buildings containing aluminium composite panels (ACP) and the provision of engineering briefs and reports for defence projects based in South Australia.
  • Increased capability in the scientific area to support risks associated with emerging alternate energies, including hydrogen and solar.

Agency response to COVID-19

In response to the global COVID-19 pandemic, the MFS Special Operations/ HAZMAT team took lead responsibility for:

  • The development and coordination of the MFS COVID-19 Taskforce.
  • Ensuring that the MFS followed the advice of the Office of the Commissioner for Public Sector Employment and SA Health.
  • Ongoing consultation with the United Firefighters Union of SA regarding amended operational practice, to enable the continuation of our operational capability, whilst also ensuring the safety of our personnel.
  • Supporting the State Emergency Management team in SA Health.
  • The provision of advice and physical resources to effectively facilitate MFS staff in implementing work from home and remote meeting strategies.
  • Navigate the MFS through the Transition to Recovery and access to COVID-19 Vaccination programs.

The MFS also actively supported the International COVID-19 Detector Dog Project. The State Control Centre Health held responsibility for the project which was managed by the Adelaide University in partnership with both state and federal stakeholders.  The project was part of an international study group, involving 17 international partners and major national stakeholders and was supported by the Australian Government Department of Home Affairs.

Agency specific objectives and performance

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

  1. Community Focus
  • Deliver first class emergency services that minimise social, economic and environmental loss.
  • Actively engage with our community and authorising environment to identify risks and priorities.
  • Ensure we provide the right services in the right places.
  • Ensure the services we provide are effective, efficient and represent public value.
  • Allocate our budget on the basis of community risks and priorities and operate within it.
  1. Frontline Services

PREVENTION

  • Promote the adoption of cost-effective fire safety solutions that protect lives and property.
  • Identify innovative ways to deliver our successful Road Awareness and Juvenile Firelighter Intervention programs as the restrictions imposed by COVID-19 continue.
  • Maintain our high rates of fire cause identification and eliminating products identified as potential fire causes from the marketplace.

RESPONSE

  • Maintaining 100% response rate to all emergencies.
  • The MFS will increase the number of Officers accredited to manage or serve in functional management roles at major national and state-level emergencies.
  • Maintaining our current standards of call receipt and dispatch for the SA emergency services sector.
  • Maintaining our current levels of direct support to our workforce and community during and after emergencies.  This includes ensuring the sustainability of our successful employee wellness and mental health programs.
  1. Frontline Support Services

PREPAREDNESS

  • Implement the new Senior Firefighter Level 2 Development Program to enhance the training provided to personnel progressing to the rank of Station Officer or temporarily acting up.
  • Implement key findings of the review of the MFS Staff Development Framework.
  • Complete promotions processes for the ranks of Station Officer and Commander. 
  • Finalise and implement the MFS Learning and Development Doctrine to enhance the quality, consistency and interoperability of our educational and assessment methods.
  • Ensure effective and efficient procurement, management and use of fit for purpose infrastructure, appliances and equipment.
  1. Governance and Public Value

ORGANISATIONAL PERFORMANCE AND VALUE

  • Improve the integration and effectiveness of services provided by the emergency services sector to deliver public value.
  • Freely provide transparent and accurate information to the public and our workforce.
  • Ensure the effective management of MFS functional support services.
  • Meet expected standards of governance, risk management, compliance and value expected by our community and stakeholders.

PEOPLE AND CULTURE

  • Improve the physical, mental and emotional wellness of MFS personnel.
  • Develop a professional culture that improves effectiveness, efficiency and public value.
  • Develop a sustainable, highly skilled workforce that reflects our community.
  • Employ effective Human Resources management systems consistent with the broader SA public sector.

Agency objectives

Indicators

Performance

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.

Frontline Services –Prevention

Identify risks associated with fire and other emergencies. 

The MFS investigated:

  • 147 fires for the MFS.
  • 54 fires for the CFS.

Fire cause established in 95% of all fires examined.

This success rate means that causes are identified, and dangerous products are promptly removed from the community.

Foster behaviours that increase community preparedness. MFS provides the following programs:

  • Road Awareness Program (RAP)
  • Juvenile Fire Lighters Intervention Program (JFLIP)
  • 190 RAP presentations took place involving a projected total of 18 696 participants.  All RAP participants (100%) indicated that they will adopt safer behaviours post-program.
  • 0% 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:

  • 164 education and health facility inspections and fire safety surveys.
  • 580 building development proposal assessments.
  • 325 fire alarm inspections and connections.
  • 96% of building development assessments were completed within 28 days.
  • 178 booster/hydrant tests/commissioning
  • 178 Building Fire Safety Committee meetings/inspections.
  • 10 hot smoke tests conducted.

MFS Built Environs also:

  • Consulted with developers and certifiers on several high-profile State Government infrastructure projects including the SA Shipbuilding Infrastructure Upgrade, Heysen Tunnel Mount Barker, Future Submarine Project and Queen Elizabeth Hospital.
  • Continue to actively engage with the Department for Infrastructure and Transport (DIT) to undertake building inspections associated with aluminium composite panels (cladding) and provide advice to rectification work.

Frontline Services –Response & Recovery

Ensure the development and delivery of effective emergency management systems.

  • 100% of 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.

  • 68% of building and other structure fires were contained to part of room or area of origin.
  • 74% 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     18066.
  • The total number of incidents generating a response from Regional Operations was              2760.
  • Average Metropolitan ‘out the door time’ was 106 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 76%.
  • The % of MFS arrivals within 11 minutes of a callout in a regional area:
    • With a Retained crew was 66.4%.
    • For Station 50 Pt Pirie was 97%. 
    • For Station 70 Mt Gambier was 77%. 

(Collective Regional target of 90%.)

Ensure effective operational call receipt and dispatch.

  • Total of 26385 emergency calls were received.
  • Average time to answer 000 emergency calls was 4.8 seconds (within target of 5 seconds).
  • In 85.6% of cases, Triple Zero calls were answered on first presentation.

Frontline Support Services – Learning & Development

A highly skilled workforce that can safely undertake roles required of MFS personnel.

  • No new firefighting personnel were recruited (Projected recruitment numbers were not met due to lower staff attrition.  Consequently, the projection for 2021-22 has also been reduced accordingly.)

Establish and maintain effective career development systems.

  • 493 personnel enrolled in nationally recognised training through the MFS Staff Development Framework;  418 mandatory enrolments; and 75 voluntary enrolments.
  • MFS personnel enrolled in a total of 1030 units of study   (1030 mandatory and nil voluntary).  Note: The new Senior Firefighter Level 2 Development Program defers voluntary enrolment in vocational programs by one year.

Frontline Support Services – Infrastructure & Logistics

Ensure the provision of efficient whole of life vehicle and equipment solutions.

MFS fleet reserve capability was severely impacted by:

  • The fleet age and associated maintenance.
  • Increased recruit training demand (six appliances are required to conduct the 15-week course with 24 recruits).
  • Fitting of Burn Over Protection (BOPS).
  • Chassis rust and pump mounting failures which both require repairs from an out-sourced engineer.
  • Surge Response Group (SRG) requirements.
  • Operational performance was supported by appropriate vehicles and equipment at 100% of incidents.
  • The maintenance of fleet reserve capability (min of 2 reserve appliances available 100% of the time) was 20% (well below the target of 80%).  Fleet reserve levels were impacted by fleet maintenance and construction and delivery delays linked to COVID-19.
  • Appliances responded to incidents with no report of failure that had impeded their arrival; however due to the age of the appliances and the ongoing cost of maintenance the MFS must be prepared that the risk of future failure is probable.  The fleet renewal strategy aims to mitigate this risk.

Fleet Age:

  • 1 Aerial requiring replacement within two years (Target of 4).
  • 2 Specialist vehicles requiring replacement within two years (Target of 1).
  • 5 4x2 Medium Urban Pumpers (MUP) requiring replacement within two years.
  • 2 Bulk Water Carriers requiring replacement within two years.
  • 1 Hooklift requiring replacement within two years.

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.

Frontline Support Services – Governance & Public Value

Cont’d

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.

Increase the total of MFS photovoltaic energy generation.

  • All new MFS stations are built with a minimum of 12kW systems. The MFS now has a total photovoltaic energy capability of 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 (11 in total).
  • 4 Corporate Governance Committee meetings conducted (Target of 5).
  • 10 Planning & Resilience Committee meetings conducted (Target of 5).
  • 10 Finance Committee meetings conducted (Target of 5).

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 receipt of 000 calls for the South Australian Country Fire Service (CFS), the South Australian State Emergency Service (SES), the MFS and the emergency dispatch of crews for these agencies. In the past financial year, the MFS handled approximately 26385 emergency calls.  The average time to answer 000 emergency calls was 4.8 seconds (within target of 5 seconds). In 85.6% of cases, Triple Zero calls were answered on first presentation.

  •  Metropolitan Operations attended approximately 18 000 incidents during 2020-21.  Of these, 841 were structure fires, 409 vehicle fires, 4236 rescues and 391 HAZMAT incidents.  Average Metropolitan ‘out the door time’ was 106 seconds, consistent with our target of less than 120 seconds.
  • During 2020-21, Regional Operations attended approximately 2760 incidents. This included 146 structure fires, 58 vehicle fires, 1170 rescues and 73 HAZMAT incidents. 
  • The MFS Road Awareness Program (RAP) delivered nearly 50% more presentations compared to last financial year (190 presentations in 2020-21 compared to 128 presentations in 2019-20).  This program continues to receive positive results for measures of changed behaviour and program quality.
  • During 2020-21, unfortunately all educational tours, visits and community events were cancelled due to COVID-19 restrictions.  Despite these limitations, the MFS were able to conduct 147 home fire safety presentations to a total of 4306 people. These presentations continue to create a positive impact in the continuing decline in the number of structure fires.
  • The MFS Built Environment section has continued to actively engage in the combustible cladding audit which has been completed on residential, accommodation and health care buildings. Work continues with regards to factories, office and retail buildings.  The MFS has been in support of the partial removal of aluminium composite panels on some premises, dependent on operational requirements and the overall safety for occupants. The MFS will continue to liaise with both government and private building owners to work towards positive outcomes.
  • Following COVID-19 production shutdowns and global disruptions in shipping,   the MFS received delivery of four new Heavy Urban Pump appliances. In October 2020, the MFS ordered a further eight appliances (a combination of Heavy Urban General Pump and Heavy Urban Rescue appliances).  Funding to support the replacement of MFS appliances was announced as part of the Government’s response to the Independent Review into the 2019/20 Bushfire Season.  Fleet age is projected to reduce significantly over the next five years due to additional funding provided in the 2020-21 budget.
  • Selection and provision of new replacement Breathing Apparatus equipment for operational personnel was undertaken.  In May 2021, supply and training was completed for MFS Regional Operations.  Training and roll out for MFS Metropolitan Operations commenced and is expected to be completed in early 2021-22.
  • To ensure efficiencies, the MFS has actively engaged with their emergency service sector partners to select and procure new helmets for operational personnel. The MFS is specifying the ‘structural helmet’ and this process remains ongoing.
  • The MFS Fire Behaviour Training Facility at Angle Park was commissioned and officially opened. This facility will ensure MFS firefighters and emergency services staff are provided with the critical operational training required to respond to high-risk urban fires. 
  • Completed a major review of the Staff Development Framework that included extensive consultation with personnel and has enhanced and updated program alignment as well as training and assessment strategies.
  • Completed the development of a new elevated work platform training program that meets SafeWork SA requirements and incorporates a new nationally recognised unit of competency.  The program formally commenced in June 2021.

Disability Access and Inclusion Plan

The South Australian Emergency Services Sector has finalised its Disability Access and Inclusion Plan 2020-2024 which supports the Inclusive SA: State Disability Inclusion Plan 2019-2023.

The Plan sets out the actions that the MFS as a member of the South Australian Emergency Services Sector (ESS) will take over the next three years to improve access and inclusion for people living with a disability including our staff and the people that access our information and resources.

The MFS will monitor and contribute to the ESS report on the operation and implementation of the Plan annually to the Chief Executive of the Department of Human Services.

Employment opportunity programs

Program name

Performance

Workforce Renewal

Enhance the capacity and efficiency of recruitment and recruit training processes.

Efficiencies have been realised through the introduction of an application fee, and through re-engineering and resequencing the Firefighter Recruitment and Selection Process.  Each new Recruit Course takes 75 business days.  Graduates receive the nationally recognised Certificate II in Public Safety (Firefighting & Emergency Operations).

The impact of the COVID-19 pandemic saw the predicted staff separation rate significantly reduce; hence, this caused the Recruitment Program to be revised to enable the MFS to remain within our authorised FTE count.  Separations are expected to return to predicted rates in the coming years.

Workforce Renewal

Increase the gender  and cultural diversity among potential firefighter recruit applicants.

Actively engaging with community forums and marketing the service to members of the community who may not have previously considered firefighting as a profession.  This continues to be achieved through promotional campaigns and activities including public space advertising, radio and digital media advertising and numerous career and pre-application information sessions.

The MFS will also:

  • 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.
  • Maintain and promote White Ribbon Accreditation.

Workforce Renewal

Enhanced MFS capability to train personnel in high-risk settings as firefighters and officers.

The MFS continues to invest heavily in workforce learning and development to ensure new and existing operational personnel can work safely and effectively in high-risk environments.

The MFS provides a minimum of six years competency-based training through the Staff Development Framework and tertiary level qualifications through the Executive Development Program.

The new Structural Fire Behaviour Training Facility at Grand Junction Road, Angle Park has been completed and has been officially opened. Use of the training facility has commenced.

Agency performance management and development systems 

Performance management and development system

Performance

MFS Organisational Doctrine – Provides broad guidance to personnel about how to behave and think in both operational and non-operational settings.

Continued implementation of the MFS organisational doctrine occurred, including alignment with behaviour management, cultural renewal and diversity strategies.

MFS Staff Development Framework (SDF) – All MFS personnel are provided access to career-long nationally recognised competency-based training.  All new Firefighters must complete six years of mandatory development.

418 personnel were compulsorily enrolled in nationally recognised qualifications through the MFS SDF. 

In addition, 75 personnel voluntarily enrolled in nationally recognised professional development programs. 

Collectively, MFS personnel were enrolled in a total of 1030 units of study.

The draft policy entitled ‘Managing Behaviour of MFS Employees’ will guide the behaviour management of all MFS employees covered by the provisions of Part 3, Division 7 of the South Australian Fire and Emergency Services Act (2005)

The policy is accompanied by a draft ‘MFS Behavioural Appraisal template’, designed as a supportive mechanism for continuous improvement, through the provision of timely feedback and ongoing development of employee behaviours, skills and competencies.

Draft policy and appraisal template will be progressed through active consultation and engagement with relevant stakeholders, via the MFS Diversity and Inclusion Advisory Committee.

Emergency Services Sector Planned Review and Development (PRD) for MFS operational support staff.

PRD sessions between MFS employees and their line managers continue, in compliance with sector policy requirements.

Review and development of operational staff.

Operational personnel participate in mandatory performance management discussions through less formal but effective post incident review, skills acquisition and reacquisition training on an ongoing basis.

Work, health, safety and return to work programs 

Program name

Performance

MFS Employee Support Program

100% of Station Visits by the Employee Support Coordinator and Psychological Consultant based on risk priority was achieved.

Increasing numbers of personnel seeking assistance in the short term as the MFS places priority on mental health awareness.

MFS Vaccination Program

90% of the workforce voluntarily participated in flu vaccinations.

100% participation in the HepB vaccination program for those in frontline full-time employment.

The MFS readily distributed information to staff about access and booking options for COVID-19 vaccinations.  Staff were assured that their decision was voluntary.

The MFS provides vaccinations for USAR Cat 2 qualified personnel for protection consistent with diseases and infections that might reasonably expect to be encountered whilst on deploymen

 

Program name

Performance

MFS Employee Wellness & Safety

Continued development of strategies to assist in reducing workplace injury/illness and ensure the safest effective recovery/return to work.  Programs include:

Transition to retirement

Pre and post retirement support processes are 70% completed.

Health and Fitness

Injury/illness data analysis compliments the ongoing movement screening testing, gym equipment rationalisation and purchase and the commencement of station gym refurbishments.

Voluntary health checks continue along with the development of annual health checks aligned to functional fitness requirements. 

White Ribbon Campaign

MFS is an accredited White Ribbon organisation and continues to provide a safer workplace through this ongoing program.

AFAC Champions of Change Coalition

Continuing to implement the strategies developed by AFAC to enhance cultural change management processes.

Diversity and Inclusion

Strategies are being developed and implemented to ensure the MFS becomes a more diverse and inclusive organisation.

Operational Safety

The MFS remains committed to a second round of voluntary PFAS blood testing in the second half of 2021.

MFS continues to be involved in AFAC activities including PPC, Operational strategies, WHS and procurement (PPC, appliances, equipment).

Review of Drug and Alcohol policy and procedures.

Mental Health Resilience

PEER program - Training upgraded and membership expanded.  This program remains ongoing.

Other programs that are being periodically reviewed to provide assistance include: Domestic and Family Violence; Bullying and Harassment; and Physical Health, Fitness and Wellbeing.

 

Program name

Performance

Risk Management – The MFS Work Health Safety and Injury Management (WHS&IM) system is aligned to AS/NZS 4801 (Occupational health and safety management systems – specification with guidelines for use).  The system is underpinned by the philosophies and methods set out in AS/NZS/ISO 31 000, (Risk Management – Principles and guidelines) to ensure the MFS achieves its safety and injury management objectives.

WHS&IM system performance is evaluated through internal and external audit, review and investigation of incidents, analysis of hazard, incident, near miss (My SAFETY) reports, and workers compensation (SIMS) data and surveys to ensure effectiveness and ongoing improvement.

Injury Management – Firefighting remains a physically and mentally demanding occupation; the MFS commits considerable priority and resources to managing employee injuries.

There were 4 notifiable incidents during the 2020-21 period with one resulting in the issuing of a provisional improvement, improvement or prohibition notice. 

Total gross workers compensation expenditure increased by 44.25% with the major contributing factor being an increase of 66.71% in income payments.

 

Workplace injury claims

Current year
 2020-21

Past year

2019-20

% Change
(+ / -)

Total new workplace injury claims

143

138

19.92%

Fatalities

0

1

0%

Seriously injured workers*

4

1

120%

Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE)

33.52

39.29

15.85%


*number of claimants assessed during the reporting period as having a whole person impairment of 30% or more under the Return to Work Act 2014 (Part 2 Division 5)
 

Work health and safety regulations

Current year 2020-21

Past year

2019-20

% Change
(+ / -)

Number of notifiable incidents (Work Health and Safety Act 2012, Part 3)

4

2

100%

Number of provisional improvements, improvement and prohibition notices (Work Health and Safety Act 2012 Sections 90, 191 and 195)

1

0

100%

 

Return to work costs**

Current year 2020-21

Past year

2019-20

% Change
(+ / -)

Total gross workers compensation expenditure ($)

8 196 479

5 682 283

44.25%

Income support payments – gross ($)

3 689 122

2 212 909

66.71%

**before third party recovery


Data for previous years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-whs-and-return-to-work/resource/aec7c488-944d-477e-9dc2-aaeaf4e44b55     

Executive employment in the agency 

Executive classification

Number of executives

EXEC0B

1

EXEC0C

1


Data for previous years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-executive-employment/resource/fdd65825-b107-4e97-984b-3060dbf35a27

 

The Office of the Commissioner for Public Sector Employment has a workforce information page that provides further information on the breakdown of executive gender, salary and tenure by agency.

Financial performance

Financial performance at a glance

The following is a brief summary of the overall financial position of the agency. The information is unaudited. Full audited financial statements for 2020-2021 are attached to this report.

Statement of Comprehensive Income

2020-21 Budget

$000s

2020-21 Actual

$000s

Variation

$000s

 

2019-20 Actual

$000s

Total Income

174 878

174 747

(131)

177 492

Total Expenses

162 769

174 522

11 753

149 891

Net Result

12 109

225

(11 281)

27 601

Total Comprehensive Result

12 109

225

(11 281)

77 276

 

Statement of Financial Position

2020-21 Budget

$000s

2020-21 Actual

$000s

Variation

$000s

 

2019-20 Actual

$000s

Current assets

8 697

2 312

(6 385)

7 875

Non-current assets

196 828

190 157

(6 671)

186 791

Total assets

205 525

192 469

(13 056)

194 666

Current liabilities

38 015

36 676

(1 339)

32 989

Non-current liabilities

75 802

75 969

( 167)

82 078

Total liabilities

113 817

112 645

(1 506)

115 067

Net assets

91 708

79 824

(11 884)

79 599

Equity

91 708

79 824

(11 884)

79 599

Consultants disclosure 

The following is a summary of external consultants that have been engaged by the agency, the nature of work undertaken, and the actual payments made for the work undertaken during the financial year.

 

Consultancies with a contract value below $10,000 each

Consultancies

Purpose

$ Actual payment

All consultancies below $10,000 each - combined

Various

$18 508

 

Consultancies with a contract value above $10,000 each

Consultancies

Purpose

$ Actual payment

GHD Pty Ltd

PFAS contamination testing

131 243

IFB Investigations

Investigations of allegations

63 963

 

Total

$195 206


Data for previous years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-consultants/resource/b5e9600e-81b2-47e1-952a-f0ca6a673c33

 

See also the Consolidated Financial Report of the Department of Treasury and Finance for total value of consultancy contracts across the South Australian Public Sector.

Contractors disclosure 

The following is a summary of external contractors that have been engaged by the agency, the nature of work undertaken, and the actual payments made for work undertaken during the financial year.

Contractors with a contract value below $10,000

Contractors

Purpose

$ Actual payment

All contractors below $10,000 each - combined

Various

$25 081

 

Contractors with a contract value above $10,000 each

Contractors

Purpose

$ Actual payment

Babcock Pty Ltd

Engineering Support Services

$884 277

MWAH

Diversity and Inclusion Consultation

$156 310

The Galup Organization

Talent Selection Fee

$127 738

NGS Global

Capability and Development Assessment

$41 560

Weber Frankiw Surveyors

Land Surveyance Fee

$12 182

David Gordon Smith

Development of Database     (J-Flip and Asset Tracker)

$10 500

 

Total

$1 232 567


Data for previous years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-contractors/resource/d8bd26b6-ac63-4a2f-8a66-adde91c465d0

The details of South Australian Government-awarded contracts for goods, services, and works are displayed on the SA Tenders and Contracts website. View the agency list of contracts.

The website also provides details of across government contracts.

Risk management 

Fraud detected in the agency 

Category/nature of fraud

Number of instances

Type of fraud

0

NB: Fraud reported includes actual and reasonably suspected incidents of fraud.

Strategies implemented to control and prevent fraud 

SAFECOM maintains a governance structure and internal controls that are designed to prevent and minimise the impact of fraud including:

  • Fraud, corruption, misconduct and maladministration policy, procedure and control plan in place.
  • Financial and human resource policies and procedures.
  • An Audit and Risk Committee that reports to the SAFECOM Board.
  • Regular financial monitoring and reporting.

Data for previous years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-fraud/resource/e7e46474-7f6b-4562-9de3-759307df4a8c

Public interest disclosure 

Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Public Interest Disclosure Act 2018:

Nil

Data for previous years is available at:  https://data.sa.gov.au/data/dataset/annual-report-data-whistle-blower/resource/6b7df5a7-ff17-45d8-b002-3937ebcb18c8

Note:  Disclosure of public interest information was previously reported under the Whistleblowers Protection Act 1993 and repealed by the Public Interest Disclosure Act 2018 on 1/7/2019.

Public complaints

Number of public complaints reported 

Complaint categories

Sub-categories

Example

Number of Complaints

2020-21

Professional behaviour

Staff attitude

Failure to demonstrate values such as empathy, respect, fairness, courtesy, extra mile; cultural competency

0

Professional behaviour

Staff competency

Failure to action service request; poorly informed decisions; incorrect or incomplete service provided

0

Professional behaviour

Staff knowledge

Lack of service specific knowledge; incomplete or out-of-date knowledge

0

Communication

Communication quality

Inadequate, delayed or absent communication with customer

0

Communication

Confidentiality

Customer’s confidentiality or privacy not respected; information shared incorrectly

0

Service delivery

Systems/technology

System offline; inaccessible to customer; incorrect result/information provided; poor system design

0

Service delivery

Access to services

Service difficult to find; location poor; facilities/ environment poor standard; not accessible to customers with disabilities

0

Service delivery

Process

Processing error; incorrect process used; delay in processing application; process not customer responsive

0

Policy

Policy application

Incorrect policy interpretation; incorrect policy applied; conflicting policy advice given

0

Policy

Policy content

Policy content difficult to understand; policy unreasonable or disadvantages customer

0

Service quality

Information

Incorrect, incomplete, out dated or inadequate information; not fit for purpose

1

Service quality

Access to information

Information difficult to understand, hard to find or difficult to use; not plain English

0

Service quality

Timeliness

Lack of staff punctuality; excessive waiting times (outside of service standard); timelines not met

0

Service quality

Safety

Maintenance; personal or family safety; duty of care not shown; poor security service/ premises; poor cleanliness

0

Service quality

Service responsiveness

Service design doesn’t meet customer needs; poor service fit with customer expectations

0

No case to answer

No case to answer

Third party; customer misunderstanding; redirected to another agency; insufficient information to investigate

0

 

 

Total

1

 

Additional Metrics

Total

Number of positive feedback comments

13773

Number of negative feedback comments

0

Total number of feedback comments

13773

% complaints resolved within policy timeframes

100

NB: Data also includes feedback gathered by the MFS Community Safety & Resilience Department which consisted of positive feedback from:

  • Community engagement presentations (232)
  • Juvenile Fire Lighters Program, 3 & 12 Month Evaluations (55)
  • Road Awareness Program (13 466)
  • Direct email communications (9).

Data for previous years is available at: https://data.sa.gov.au/data/dataset/annual-report-data-complaints/resource/298a27a0-2da1-4314-bb1f-9b3eb213260a

Service Improvements 

Information is readily available on the MFS website (Contact Us / Feedback - https://www.mfs.sa.gov.au/contact-us/feedback/ ) about how to provide feedback or lodge a complaint with the organisation. 

 

Service improvements resulting from a complaint included:

  • Enhanced awareness of compliance with the South Australian Government requirements regarding marketing, communications and social media use.
  • Development of a detailed procedure relating to social media use.

 

 

 

 

 

 

 

 

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