Annual Report 2016-2017

Key strategies and their relationship to SA Government objectives

Key strategy

SA Government objective

Review and update the sector’s Performance Management and Development program.


Improve our non-operational workforce capabilities through the implementation of performance management and development policies and practices.


  • 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.

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.”

Implement a workplace inspection schedule across the sector.


100% of the planned inspections completed and corrective actions arising from the reports are implemented and reviewed.


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


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.

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.
  • 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”.

Employ a continuous improvement approach to support and enhance public information and warning services and practices in South Australia.


  • 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.

South Australia’s seven strategic priorities:

“Safe Communities, Healthy Neighbourhoods”