- Initiatives to support Aboriginal South Australians to gain employment in the public sector and achieve their professional goals, including a new program that will support 100 Aboriginal trainees over two years
- A partnership with the Department for Innovation and Skills to set up a new traineeship program under the Government’s Skilling South Australia initiative that will create 2,685 public sector traineeships over four years.
- Our strategic focus.
- Our organisational structure.
- Changes to the agency.
- Our Minister.
- Our Executive team.
- Legislation administered by the agency.
- Agency contribution to whole of Government objectives.
- Agency specific objectives and performance.
- Corporate performance summary.
- Employer of choice.
- Agency performance management and development systems.
- Work health, safety and return to work programs.
- Executive employment in the agency.
- Financial performance at a glance.
- Consultants disclosure.
- Contractors’ disclosure.
- Risk and audit at a glance.
- Fraud detected in the agency.
- Strategies implemented to control and prevent fraud.
- Whistle-blowers disclosure.
- Number of public complaints reported (as required by the Ombudsman)
- The Self Insurance Management System (SIMS) team transferred from the Department of Premier and Cabinet to OCPSE in March 2019. This team is responsible for managing the contract for SIMS, which is an across-government database to assist with the recording, management and reporting of public sector workers compensation claims.
- Public Sector Act 2009
- Public Sector (Honesty and Accountability) Act 1995
|Statutory and Governance:||Publish 2018 State of the Sector||2018 State of the Sector published within statutory timeframe (published November 2018)|
|Successful execution of the statutory powers of the Commissioner for Public Sector Employment, including advancing the objects and principles of the Public Sector Act 2009, and support and advise on critical governance matters||Ensure merit based recruitment of public service chief executives and some statutory office holders||Coordinated or participated in seven recruitments and led the contract renewal of three chief executives|
|Publish information on chief executive remuneration||Published chief executive remuneration packages on OCPSE website (published October 2018)|
|Manage ministerial staffing matters||Completed 84 ministerial staff matters since 3 March 2019 (including new or renewed contracts, contract variations etc)|
|Review Commissioner’s determinations and guidelines||Review commenced, with updated determinations and guidelines to be released in 2019-20|
|Support Remuneration Tribunal of South Australia||Provided secretariat support to enable the Tribunal to perform its role and function in accordance with legislation|
|Effective workforce:||Chair Machinery of Government Taskforce||Led or supported agencies to complete two Machinery of Government changes|
|Drive delivery of cross-sector frameworks and initiatives to support an efficient and effective public sector workforce||Coordinate South Australian|
Traineeship and Graduate program
|Developed and implemented new Skilling South Australia public sector traineeship program, with 2017-18 across-government target for traineeship commencements met|
|New Aboriginal Traineeship Program commenced, with 37 participants|
|700+ Aboriginal job seekers registered on Public Sector Aboriginal Employment Register|
|Provide tools and|
other support to
enable agencies to increase their employment of people with disability
|Signed partnership agreement with JobAccess Australia in November 2018 to promote and support recruitment of people with a disability|
|Support for agencies to achieve work health safety and injury management|
maximise effective return to work
|Developed the Mentally Health Workplaces Framework for rollout in 2019-20|
|Over 3,000 public sector employees have completed Mental Health First Aid training|
|Evaluated agency compliance with Work Health and Safety requirements|
|Provide centralised case management service for Department of Human Services (DHS) staff impacted by the disability and aged care reforms||Assisted 244 DHS employees to obtain placements across the public sector|
|Enhance the public sector’s position as an Employer of Choice||Managed the South Australian Government’s Salary Sacrifice Arrangements Agreement with Maxxia, delivering $122.1M during the year in benefits to employees|
|Innovation, engagement and business intelligence:||Continue implementation of the Public Sector Innovation Lab||Commenced trial of Customer Experience Journey methodology for use within the public sector|
|Completed 23 projects since September 2017|
|Enable a productive public sector through innovation, collaboration, partnerships and improved business intelligence||Report workforce information||Published 2018 Workforce Information Report in December 2018|
|Published new workforce dashboards on OCPSE website|
|Deliver I WORK FOR SA – Your Voice employee survey across the public sector||Rolled out survey to all public sector employees, with responses from 24,000+ employees (22% response rate)|
|Lead public sector action planning based on I WORK FOR SA: Your Voice employee survey results||Developed across-government Action Plan (released in July 2019)|
|Developed governance framework and implementation plans for initiatives in the Action Plan|
|Human Resource Reform:Collaborate with public sector|
agencies to ensure the sector has the frameworks, systems and human
capital to support an efficient and
|Procure Human Capital Management vendor panel (including Recruitment, Performance Management, Talent Management, Learning & Development, Work Health & Safety and Injury Management)||Established panel in April 2019, with agencies required to procure modern human resource management systems that have been pre-qualified to comply with minimum SA Government standards|
|Performance and Leadership:||Support improved employee participation in performance management and development||Delivered workshops to 274 executives and managers|
|Collaborate with public sector leaders and agencies to drive improved public sector performance management and leadership development||Launched two online education modules (employees and managers) to raise awareness and understanding of effective performance management and development|
|Support effective induction and performance management and development of chief executives (only those directly employed by the Premier)||Coordinated chief executive performance appraisal process|
|Provided induction for new chief executives|
|Deliver strategic whole-of-government leadership development programs||Commenced new intakes for flagship Leadership Academy programs|
|Developed new core management program for 500 managers, to be launched in 2019-20|
|* three Executive Induction programs|
* Ethical Leadership Forum, Transforming Performance forum and Influence Imperative seminars
* ten Modern Manager workshops
* two Executive Masterclasses
|Coordinated intakes for:|
* Jawun program
* Public Sector Management Program
- 72 per cent of OCPSE workforce were women
- 50 per cent of OCPSE executives were women
- 26 per cent of OCPSE employees work part-time
- 6.9 per cent of OCPSE employees were Aboriginal
- 2.8 per cent of OCPSE employees declared a disability.
|Performance management and development system||Performance|
|Online Performance Plans||94% of OCPSE employees had finalised performance plans.|
|Performance plans are facilitated and documented through the OurDevelopment learning management system. The formal Performance Discussion process is biannual, and focusses on engaging with our people, and building relationships.|
|Mental Health First Aid Training||Two employees completed the training during the reporting period.|
|Office Ergonomics||As part of the planning process for the office move to the State Administration Centre, all staff participated in the assessment and procurement selection of ergonomic seating.|
|Wellbeing for Our People Program||OCSPE staff attended the Department of Treasury and Finance Wellbeing for our People Program launch and participated in influenza vaccinations, body scans, promotion of Men’s Health Week and the Hutt Street Winter Collection.|
|Workplace injury claims||Current year|
(+ / -)
|Total new workplace injury claims||0||–||0%|
|Seriously injured workers*||0||–||0%|
|Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE)||0||–||0%|
|*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|
(+ / -)
|Number of notifiable incidents|
(Work Health and Safety Act 2012, Part 3)
|Number of provisional improvement, improvement and prohibition notices|
(Work Health and Safety Act 2012 Sections 90, 191 and 195)
|Return to work costs**||Current year 2018-19||Past year|
(+ / -)
|Total gross workers compensation expenditure ($)||0||–||0%|
|Income support payments – gross ($)||0||–||0%|
|**before third party recovery|
|Executive classification||Number of executives|
|Statement of Comprehensive Income||2018-19 Budget|
|Expenses||19 297||13 128||6 169|
|Revenues||8 298||9 065||767|
|Net cost of providing services||10 999||4 063||6 936|
|Net Revenue from SA Government||8 648||8 648||0|
|Net result||-2 351||4 585||6 936|
|Total Comprehensive Result||-2 351||4 585||6 936|
|Statement of Financial Position||2018-19 Actual|
|Current assets||8 381|
|Total assets||8 382|
|Current liabilities||2 785|
|Non-current liabilities||1 882|
|Total liabilities||4 667|
|Net Assets||3 715|
|Consultancies||Purpose||$ Actual payment|
|All consultancies below|
$10,000 each – combined
|Consultancies||Purpose||$ Actual payment|
|Pricewaterhouse Coopers||Advice regarding SA Government Salary Sacrifice Agreement||$12,151|
|Bonros Pty Ltd||Development of a Disability Employment Strategy||$17,763|
|Hannan Duck & Partners Pty Ltd||Development of OCPSE structure and transition services to new structure||$19,500|
|Mercer Consulting||Work value assessments, cross jurisdictional analysis and remuneration analysis for public service chief executive positions||$25,375|
|Zed Management Consulting||Evaluation of the SA Leadership Academy||$32,700|
|Gus Commercial Consulting (SA)||Probity consulting and advice in relation to the HCM Procurement project||$39,450|
|Ashton Advisory Pty Ltd||Advice regarding re-positioning the office based on the recent change in government||$57,600|
|Deloitte Risk Advisory||Advice regarding SA Government Salary Sacrifice Agreement||$64,684|
|Hannan Duck & Partners Pty Ltd||Development of the OCPSE Strategic Plan||$69,036|
|Pricewaterhouse Coopers||Whole of Government actuarial review of workers compensation liabilities||$205,455|
|Contractors||Purpose||$ Actual payment|
|All contractors below|
$10,000 each – combined
|Contractors||Purpose||$ Actual payment|
|Hannan Duck & Partners Pty Ltd||Project manage pilot implementation of Chat Bot capability for the Office||$10,900|
|The Energy Factory Pty Ltd||Leadership keynote for Future Execs Symposium 2019||$11,000|
|Global Achievers Company||Providing SA Leadership Academy workshops||$14,920|
|OZ Train Pty Ltd||Facilitation of Leadership Development workshop||$15,000|
|PKCS Pty Ltd||Facilitation of Aboriginal Frontline Leadership Workshop||$18,750|
|Hannan Duck & Partners Pty Ltd||Recruitment of Chief HR Officer||$30,470|
|Accru Harris Orchard||Delivery of the SAES Induction Program||$38,400|
|UGM Consulting||Leadership keynote workshops on diversity inclusion strategy||$53,619|
|K Ashcroft Consulting||Coaching services||$133,847|
|ORC International Pty Ltd||I WORK FOR SA – Your Voice Survey||$411,954|
|Deloitte Risk Advisory||Provision of external audit program – Audit and Verification System (AVS) for Public Sector Work Health and Safety and Injury Management||$320,825|
- Yvonne Sneddon (Chair) – Independent of SA Government
- Anthony Mackay – Office of the Commissioner for Public Sector Employment
- Brenton Scroop – Independent of SA Government
- Kim-Sherie Summers – Department of Human Services
- Christopher McSporran – Department of Treasury and Finance
- Eva Balan-Vnuk – Department of the Premier and Cabinet
- Gill Duck – Independent of SA Government
|Category/nature of fraud||Number of instances|
|NB: Fraud reported includes actual and reasonably suspected incidents of fraud.|
- Governance and Ethics
- Awareness and Training
- Fraud Prevention
- Detection and Investigation
- Monitoring and Reporting.
- Relevant financial policies and procedures
- Documenting fraud risks in a Departmental risk register
- Appropriate segregation of duties
- Whistleblower process
- Review of transaction reports
- Review of management reports
- Internal and external audits
- Review of internal controls post an incident
- Financial year end declarations process
- Fraud and corruption awareness training for new and existing employees.
- variations or substitutions of the Public Sector Code of Conduct
- public sector employment determinations
- guidelines relating to public sector employment matters
- the number of occasions on which public interest information has been disclosed to the Commissioner under the Whistleblowers Protection Act 1993.
|Complaint categories||Sub-categories||Example||Number of Complaints|
|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||0|
|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|
|Service improvements that responded to customer complaints or feedback|
|Nil to report|
Appendix: Audited financial statements 2018-19