MFS 2018-2019 Annual Report

South Australian Metropolitan Fire Service, 2018-2019 Annual Report

Date presented to Minister: 28 October 2019

To:

Hon Corey Wingard MP

Minister for Police, Emergency Services and Correctional Services

Minister for Recreation, Sport and Racing

 

This annual report will be presented to Parliament to meet the statutory reporting requirements of 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:

Paul Fletcher
Acting Chief Officer and Acting Chief Executive

Section A: Reporting required under the Public Sector Act 2009, the Public Sector Regulations 2010 and the Public Finance and Audit Act 1987

Agency purpose or role

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.

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.

2. Frontline Services

PREVENTION

  • Promote the adoption of cost-effective fire safety solutions that protect lives and property.
  • Foster safer behaviours that reduce community loss.
  • Investigate the causes of fires and use findings to reduce their frequency.
  • Prioritise programs that protect those in our community who are at greatest risk.

RESPONSE

  • Ensure we respond to all emergencies and manage them safely, effectively and efficiently.
  • Continuously review and improve our operational effectiveness and efficiency.
  • Advance our emergency and incident management capability.
  • Ensure we dispatch South Australian emergency resources within agreed industry standards.
  • Provide direct support to our workforce and community during and after emergencies.
  • Improve the effectiveness and efficiency of MFS alarm systems.

3. Frontline Support Services

PREPAREDNESS

  • Identify and implement strategies to increase the diversity of firefighter recruits to reflect our contemporary society.
  • Develop strategies to ensure a planned, more sustainable and highly skilled workforce that addresses our ageing workforce demographic and ‘fitness for duty’.
  • Develop and implement a Learning and Development Doctrine that enhances 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.

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.
  • 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.

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.
  • Additional resources were allocated in Port Pirie, and an additional shift introduced in Mount Gambier resulting in an enhanced level of service provision to local regional communities. 
  • Throughout the year, the MFS also actively consulted with personnel from the Emergency Services Sector including the South Australian Fire and Emergency Services Commission (SAFECOM), the South Australian Country Fire Service (CFS) and the South Australian State Emergency Service (SES) to prepare for the establishment of a new MFS station in the Mount Barker district using the Retained model of service, which commenced operation on 1 July 2019.  The formation of a new MFS station within Regional Operations involved substantial boundary establishment, to define and enable the MFS gazettal responsibility of the Mount Barker township. These efforts help to address the changing community risk profile of the Mount Barker district, and provide an enhanced level of service.
  • In March 2019, the MFS released the findings of an Equal Opportunity Commission (EOC) report that it commissioned into the organisational culture of the service.  After commencing discussions with the EOC in 2017, the MFS commissioned the report to gain a current organisational snapshot and identify initiatives to enhance equality, diversity and inclusion.  The EOC:
    • Conducted in-depth workshops with 103 current staff members and key external partners. 
    • Identified that whilst multiple and significant barriers t diversity were found, the report also identified that many were willing speak up to foster and lead change. 
    • Report contains four recommendations that the MFS is working to implement, and a draft diversity and inclusion vision statement shaped from workforce consultation. 

 

The MFS remains committed to progressing diversity and inclusion within the organisation, to enhance culture so that its workforce increasingly reflects the diversity within the community which it serves.

Agency contribution to whole of Government objective

Key objective

Agency’s contribution

More jobs

Preparedness (Learning and Development) – Actively engaging with community forums and marketing the service to members of the community who may not have previously considered firefighting as a profession.  Our aim is to increase the gender and cultural diversity among potential firefighter recruit applicants.

Trainee program in partnership with the Australian Defence Force for trade certification has highlighted the benefits of apprentices.

Lower costs

Preparedness – Continuous improvement of our responses and incident management capabilities.  Our aim is to provide coordinated and robust Emergency Management arrangements by working collaboratively, to enhance the integration of emergency response and ensure we provide the nearest, fastest and most appropriate resources to all emergencies. 

Better Services

Public Value – Meet expected standards of governance, risk management, compliance and value expected by our community and stakeholders. Our aim is to provide an efficient and accountable government service and enhance customer satisfaction.

Preparedness – During a period of significant workforce renewal, our aim is to develop a sustainable, highly skilled workforce that reflects our community.  The MFS also invests heavily in programs that support the health and wellbeing of our employees and their families.

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.
  • Foster safer behaviours that reduce community loss.
  • Investigate the causes of fires and use findings to reduce their frequency.
  • Prioritise programs that protect those in our community who are at greatest risk.

RESPONSE

  • Ensure we respond to all emergencies and manage them safely, effectively and efficiently.
  • Continuously review and improve our operational effectiveness and efficiency.
  • Advance our emergency and incident management capability.
  • Ensure we dispatch South Australian emergency resources within agreed industry standards.
  • Provide direct support to our workforce and community during and after emergencies.
  • Improve the effectiveness and efficiency of MFS alarm systems.
  1. Frontline Support Services

PREPAREDNESS

  • Identify and implement strategies to increase the diversity of firefighter recruits to reflect our contemporary society.
  • Develop strategies to ensure a planned, more sustainable and highly skilled workforce that addresses our ageing workforce demographic and ‘fitness for duty’.
  • Develop and implement a Learning and Development Doctrine that enhances 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.

  • 803 educational visits to community groups, including schools.
  • 83 206 participants in community education programs.

Frontline Services

– Prevention

Identify risks associated with fire and other emergencies.  The MFS investigated:

  • 136 fires for the MFS.
  • 61 fires for the CFS.
  • Fire cause established in more than 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)
  • 98.7% of RAP participants indicated that they will adopt safer behaviours postprogram.
  • 3% of participants in JFLIP reoffend. The MFS believes that this program reduces community risk by decreasing the incidence of repeat fire lighting.

Ensure South Australian environs are safe places to live and work. MFS conducted:

  • 358 education and health facilities inspections and fire safety surveys.
  • 180 building development proposals assessments.
  • 73 hazard complaint sites investigations.
  • 319 fire alarm inspections and connections.
  • 93% of building development assessments were completed within 20 days.
  • 222 booster/hydrant tests/commissioning
  • 189 Building Fire Safety Committee meetings/inspections.

MFS Built Environs also:

  • Consulted with developers and certifiers on a number of highprofile State Government infrastructure projects which remain ongoing.
  • Actively engaged with the Department for Planning, Transport & Infrastructure (DPTI) to undertake building inspections (stage 1 & 2) associated with aluminium composite panels (cladding).

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.

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.

  • 84% of building and other structure fires were contained part of room or area of origin.
  • 75% of building fires were contained to the room of origin.

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    17 942. 
  • The total number of incidents generating a response from Regional Operations was 2 499.

 

  • Average Metropolitan ‘out the door time’ was 106 seconds, meeting target of less than 120 seconds.
  • The % of MFS arrivals within  11 mins of a callout in a Regional area:
    • With a Retained crew was 65%.
    • Fr Station 50 Pt Pirie was 96.5%. 
    • Fr Station 70 Mt Gambier was 70%. 

(Collective Regional target of 90%.)

Ensure effective operational call receipt and dispatch.

  • Total of 32 096 emergency calls were received.
  • Average time to answer 000 emergency calls was 4 seconds (within target of 5 seconds).
  • In 97% of cases, the agreed call response standard was met.

Frontline Support Services – Learning & Development

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

  • 57 new firefighting personnel were successfully recruited.
  • 100% of firefighter separations were filled.
  • 57 Recruits completed Certificate II in Public Safety (Firefighting & Emergency Operations).

Establish and maintain effective career development systems.

  • MFS personnel enrolled in a total of 1 743 units of study (1 571 mandatory and 172 voluntary).
  • 247 personnel enrolled in nationally recognised training through the MFS Staff Development Framework; 204 mandatory enrolments; and 43 voluntary enrolments.

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 rising fleet age and associated maintenance.
  • Allocation of two vehicles to Mt Barker and environs.
  • Increased recruit training demand (six appliances are required to conduct the 15week course with 24 recruits).
  • Contamination of appliances by perfluoroalkyl and polyfluoroalkyl substances (PFAS).

Fleet Age:

  • 20% of total MFS fleet require replacement within two years (Target of <12%).
  • 14 General Purpose Pumps requiring replacement within two years (Target of 9).
  • 2 Aerials requiring replacement within two years (Target of 4).
  • 2 Specialist vehicles requiring replacement within two years (Target of 1).
  • 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 15% (well below the target of 80%). 
  • Appliances responded to incidents with no report of failure that has 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.

Frontline Support Services – Governance & Public Value

Develop the leadership and management skills of our personnel.

  • 90% of senior managers hold tertiary qualifications.

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.

Ensure sustainable and environmentally friendly practices are employed.

The MFS is undertaking a costed feasibility plan to implement the capture and recycling of water at the Adelaide Fire Station complex, with a target nomination capacity of 300 – 500,000 litres per year.

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.

  • 3 SAFECOM Board quarterly reports submitted (Target of 4).
  • 4 Corporate Governance Committee meetings conducted (Target of 5).
  • 8 Planning & Resilience Committee meetings conducted (Target of 5).
  • 11 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

  • During 2018-19, the MFS responded to over 20 000 emergency incidents across the state.  Of these, 17 942 generated a response from Metropolitan Operations; and 2 499 from Regional Operations.
  • Of all building and other structure fires, 84% were contained to part of room or area of origin which was well above the projected target of greater than 60%.  Likewise, 75% of all building fires were contained to the room of origin which was also above the projected target of greater than 60%.
  • Annual statistics continue to demonstrate a decline in the number of structure fires and an ongoing increase in the number of road crash rescues.  Trends of this nature provide an overall picture of the level of risk to the community, and the response types required.  This is critical information for the MFS to monitor to enable the effective identification of training requirements and the allocation of resources.
  • Within Metropolitan Operations response data to fire and hazmat related incidents was below target reflecting positive signs for prevention activities. 
  • The MFS continued to ensure effective operational call receipt and dispatch.  During 2018-19 a total of 32 096 emergency calls were received. The average time to answer 000 emergency calls was 4 seconds (within target of 5 seconds).  In 97% of cases, the agreed call response standard was met.

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).

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 has been achieved through promotional campaigns and activities including public space advertising, radio and digital media advertising and numerous career and pre-application information sessions.  

During 2018-19, 3 Recruit Courses were completed which resulted in 57 new employees successfully joining the MFS ranks. These employees were drawn from recruitment campaigns in 2016 and 2018 and include representation of over 10% gender or culturally diverse new employees.  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 Male Champions of Change Program; and
  • Maintain and promote White Ribbon Accreditation.

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

The MFS invests 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 eight years competency-based training through the Staff Development Framework and tertiary level qualifications through the Executive Development Program. A new Structural Fire Behaviour Training Facility at Grand Junction Road, Angle Park is currently under development.

Agency performance management and development systems

Performance management and development system

Performance

MFS Organisational Doctrine – Provides broad guidance to personnel concerning 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.

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

In addition, 43 personnel voluntarily enrolled in nationally recognised professional development programs. 

Collectively, MFS personnel were enrolled in a total of 1 743 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.

Drafted policy and appraisal template with the United Firefighters Union of SA Inc for comment, prior to promulgation and implementation.

Review and development of operational staff.

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

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

MFS staff attended SAFECOM sector training (Managers or Employees sessions).  PDR sessions between employees and their line managers have commenced, in compliance with sector policy requirements.

Work health, safety and return to work programs

Program Name

Performance

MFS Employee Assistance Program (EAP)

There has been a 25% increase in EAP referrals in the last 12 months, as a result of the roll out of the Mental Health First Aid Training; and continued promotion of the effectiveness of the program in implementing and achieving early intervention strategies for improved resolution of issues.

MFS Station Visits

100% of planned Station Visits by the Employee Support Coordinator and Psychological Consultant was achieved.

MFS Flu Vaccination Program

90% of the workforce voluntarily participated.

MFS Employee Wellness & Safety

The Wellness & Safety Department has been established and continues to develop strategies for the five key areas to assist in reducing workplace injuries and illness; and increasing recovery and the most effective and safe return to work.

MFS Mental Health First Aid Program

MFS has completed delivery of the Mental Health First Aid Training across the metropolitan area and anticipates completing the delivery in the Regional Command by the second quarter of the new financial year.

MFS Hep B Vaccination Program

100% of all the fulltime workforce who are at risk of exposure to Hep B have participated in the program.

PFAS Contamination Program

Blood Testing – Up to the 30 June 2019, 722 MFS staff had had their blood tested.  Results ranged from 58.3% of people tested had 0 – 10ng/ml and 41.7% of people tested had 11+ng/ml.

Of those 11+ng/ml the following results were identified:

  • 30.7% of people tested had a result of 11 – 30ng/ml.
  • 7.5% of people tested had a result of 31 – 99ng/ml.
  • 3.5% of people tested had a result of 100+ng/ml.

Appliances – 98% of appliances have been tested; 9 of which needed decontaminating which has been completed.

Stations – 100% of stations have been tested.

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 (HIRM) 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 2018-19 period with none resulting in the issuing of a provisional improvement, improvement or prohibition notice.  Consequently, there were no prosecutions or enforceable undertakings required. 

There were zero seriously injured worker claims compared to five in the 2017-18 period.

The significant injury rate also reduced by 9% (32.58% compared to 35.83 in 2017-18).

New worker injury claim numbers reduced by 16%; however, psychological claim numbers increased which the MFS considers to be a positive indicator of the success of the roll out of the Mental Health First Aid Training.

Total gross workers compensation expenditure increased by 105% with the major contributing factor being an increase in income payments that were only identified when a significant number of deferred claims were accepted and adjustment to entitlements were completed.

 

Workplace injury claims

Current year
 2018-19

Past year

2017-18

% Change
(+ / -)

Total new workplace injury claims

118

140

-15.71%

Fatalities

1

3

-66.67%

Seriously injured workers*

0

5

-100.00%

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

32.58

35.83

-9.07%


*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
 2018-19

Past year

2017-18

% Change
(+ / -)

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

4

1

+75.00%

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

0

0

0.00%

 

Return to work costs**

Current year
 2018-19

Past year

2017-18

% Change
(+ / -)

Total gross workers compensation expenditure ($)

6 714 964

3 267 807

+105.00%

Income support payments – gross ($)

3 090 732

587 537

+426.00%

**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.