Key strategy
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SA Government objective
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Review and update the sector’s Performance Management and Development program.
Goal:
Improve our non-operational workforce capabilities through the implementation of performance management and development policies and practices.
Outcomes:
- Continuous process improvement and benchmarking of our performance development guidelines and supporting documentation.
- Managers effectively manage all dimensions of performance development process.
- Development program directly supports employees in building key individual and organisational capabilities identified.
- Performance development is recognised throughout the sector as an opportunity for developing skills, knowledge and attributes to support the sector achieve operational success.
- Number of employees who have:
- Participated in two formal performance conversations in one year.
- An individual performance development plan in place.
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Premier’s Directive in relation to Performance Management and Development requiring agencies by 1 July 2016, “to implement a performance management and development system that, at a minimum, incorporates:
- Performance management and development reviews with all employees including executives at least biannually; and
- Reporting of the percentage of performance management and development reviews that have occurred within the agency, to the Commissioner for Public Sector Employment at least biannually.”
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Implement a workplace inspection schedule across the sector.
Goal:
100% of the planned inspections completed and corrective actions arising from the reports are implemented and reviewed.
Outcomes:
Address safety risks and mitigate those risks by using a safety management approach including AS/NZS 4801 (OHS Management Systems) and AS/NZS 31000 (Risk Management). |
South Australian Strategic Plan Target 21
Greater Safety at Work
People in the community support and look after one another.
Building Safety Excellence in the Public Sector Strategy 2015-2020
Comment
All the scheduled inspections occurred and corrective action plans were developed.
Hazards rates above low risk were included on a register and responsibilities were attached.
A review mechanism was established to validate the remedial actions. |
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Attract, recruit and retain high quality emergency service volunteers to meet current and future workforce needs, representative of and responsive to the community it serves.
- Relevant programs and initiatives run in 2016-17 to achieve this strategy:
- Recruitment assistance, support and planning sessions delivered to 37 CFS brigades and SES units.
- Managed and implemented projects specific to volunteer management to guide recruitment, retention, management and recognition of volunteers.
- Coordinated and supported CFS and SES youth programs including the management of the CFS Youth Advisory Council and CFS and SES cadet attendance at the ANZAC Eve Youth Vigil.
- Delivery of non-operational training sessions to CFS brigades and SES units focussing on people skills that promote effective and harmonious CFS brigades and SES units – 41 training sessions delivered in 2016-17.
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- This strategy supports the South Australian Strategic Plan Target 24
- Volunteering: maintain a high level of formal or informal volunteering in SA at 70% participation rate and its primary goal “we value and support our volunteers and carers”.
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Employ a continuous improvement approach to support and enhance public information and warning services and practices in South Australia.
Outcomes:
- South Australians are effectively informed/warned of hazards, fostering greater community resilience and public safety.
- Government authorities have adequate training and access to public information and warning services to fulfil their operational and legislative obligations.
- Public information and warning services are resilient, robust and represent public value.
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South Australia’s seven strategic priorities:
“Safe Communities, Healthy Neighbourhoods” |
