To:
The Honourable Kyam Maher MLC
Minister for Industrial Relations and Public Sector
This annual report will be presented to Parliament to meet the statutory reporting requirements of the Public Sector Act 2009, the Public Sector Regulations 2010 and the Public Finance and Audit Act 1987 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 OFFICE OF THE COMMISSIONER FOR PUBLIC SECTOR EMPLOYMENT by:
Erma Ranieri PSM
Chief Executive
I am proud to lead the Office of the Commissioner for Public Sector Employment (OCPSE). Our vision is for an agile, flexible and inclusive public sector that is enabled to serve a strong and healthy South Australia. We do this through our partnerships, engagement and collaboration across the sector, and by upholding high standards of service and delivery.
My team continued to support my statutory role and responsibilities under the Public Sector Act 2009, including the promotion of high standards of integrity and respectful behaviour across the public sector.
We continued to provide leadership and guidance to the public sector on workforce issues.
We released two new guidelines on preventing bullying and harassment and discrimination. This included for the first time a focus on the positive duty of employers to take reasonable and proportionate measures to eliminate as far as possible sexual harassment and discrimination in the workplace. The Commissioner’s annual report, the State of the Sector, was also produced for the Minister to table in Parliament.
This year OCPSE conducted the most comprehensive across-government employee survey of our workforce. More than 40,000 employees completed the People Matter Employee Survey (PMES) in February and March 2024. The insights and data we now have will continue to drive our actions as we strive to enhance our performance and employee experience by ensuring we are an employer of choice. Survey results are available on the OCPSE website.
During the year, we released the Diversity, Equity and Inclusion Strategy 2023-26 and the Anti-Racism Strategy and Action Plan 2023-28. Implementation of both are underway.
Our Aboriginal Workforce Partnerships (AWP) team has worked with agencies and our Aboriginal workforce to:
- help 71 Aboriginal job seekers gain employment in the public sector, through the Aboriginal Employment Register
- deliver the Aboriginal Leadership Program in partnership with Tauondi Aboriginal College
- pilot a secondment program to place public sector employees into local Aboriginal Community Controlled Organisations (ACCOs)
- facilitate a two-day Aboriginal Staff Forum for 250 Aboriginal and Torres Strait Islander public sector employees
- support public sector employees elected to the First Nations Voice to Parliament through information sessions and advice.
Throughout the year, the South Australian Leadership Academy (SALA) continued to deliver its in-demand programs for new and experienced public sector leaders. New programs, including the Chief Executive Leadership and Connection Program and a Regional Manager Essentials pilot program in the Limestone Coast, were developed, and will be launched in the upcoming year.
The Healthy Workplaces and Safety Management team provided leadership across the public sector to help ensure employees were safe and healthy at work. Workshops were held with agencies on managing psychosocial hazards in response to recent regulatory change. The ‘Conversations Matter: A Guide to Mental Health Support’ was released as part of our ongoing commitment to creating mentally healthy workplaces. The team also led agency consultation on the Return to Work (Employment and Progressive Injuries) Amendment Bill.
A major milestone for the SA Government Salary Sacrifice Arrangements was reached with Smartsalary selected as the new vendor. Smartsalary commenced their contract on 1 July 2024, providing benefits for thousands of public sector employees.
I am proud of my talented and passionate staff at OCPSE, a highly engaged team, demonstrated by our PMES results, committed to our purpose.
My office and I look forward to continuing our work and partnering with agencies in the coming year to build a confident and capable public sector.
Erma Ranieri PSM
Chief Executive
Office of the Commissioner for Public Sector Employment
Overview: about the agency
- Our strategic focus
- Our organisational structure
- Changes to the agency
- Our Minister
- Our Executive team
- Legislation administered by the agency
The agency’s performance
- Performance at a glance
- Agency specific objectives and performance
- Corporate performance summary
- Employment opportunity programs
- Agency performance management and development systems
- Work health, safety and return to work programs
- Executive employment in the agency
Financial performance
- Financial performance at a glance
- Consultants disclosure
- Contractors disclosure
Risk management
- Risk and audit at a glance
- Fraud detected in the agency
- Strategies implemented to control and prevent fraud
- Public interest disclosure
Reporting required under any other act or regulation
- Reporting required under the Carers’ Recognition Act 2005
Public complaints
- Number of public complaints reported
- Additional Metrics
- Service Improvements
- Compliance Statement
Appendix: Audited financial statements 2023-24
Our strategic focus
| Our Purpose | To be steadfast in building a confident and capable public sector to deliver sustainable results for our community. |
| Our Vision | An agile, flexible and inclusive public sector that is enabled to serve a strong and healthy South Australia. |
Our Values | Service, Professionalism, Trust, Respect, Collaboration & Engagement, Honesty & Integrity, Courage & Tenacity, Sustainability. |
Our functions, objectives and deliverables | Enhance and shape workforce performance Advance current and future leaders Reporting and engagement Build a confident and culturally capable public sector workforce Inclusive, safe and ethical public sector |
Our organisational structure
Changes to the agency
During 2023-24, changes to the agency’s structure and objectives as a result of internal reviews or machinery of government changes included:
- On 30 May 2024, the Governor of South Australia formalised machinery of government changes for the public sector, which included OCPSE moving as an attached office of the Attorney-General’s Department to an attached office of the Department of the Premier and Cabinet.
Our Minister
The Honourable Kyam Maher MLC is the Minister for Industrial Relations and Public Sector.
He is also the Attorney-General, the Minister for Aboriginal Affairs and the Leader of the Government in the Legislative Council.
Executive Team
Erma Ranieri Chief Executive | As Chief Executive, Erma provides strategic leadership for the office and is accountable for its organisational performance. Erma is also the Commissioner for Public Sector Employment with statutory responsibilities under the Public Sector Act 2009 (SA). |
Josie Barbaro Director, Workforce Integrity, Strategy and Capability | Josie’s role is to develop, implement and review workforce policies, systems and strategies that enhance the performance of public sector employees and uphold standards set by the Commissioner through determinations, guidelines and resources. This includes the public sector Code of Ethics and Values, and the Integrity Framework to foster excellence in governance, leadership and performance. |
Legislation administered by the agency
Public Sector Act 2009
Public Sector (Honesty and Accountability) Act 1995
Performance at a glance
OCPSE continued to support the Commissioner in meeting obligations under the Public Sector Act 2009, including:
- providing the Commissioner’s annual report to Parliament (the State of the Sector report)
- maintaining the Commissioner’s determinations and guidelines and the Code of Ethics
- undertaking investigations into employment and industrial matters.
Agency specific objectives and performance
During 2023-2024, OCPSE also:
- released the Diversity, Equity and Inclusion Strategy 2023-26
- delivered the across-government People Matter Employee Survey
- launched the Anti-Racism Strategy and Action Plan 2023-28 through a yarning circle and stakeholder launch
- led the recruitment processes for nine chief executives and managed the chief executive performance appraisal process
- undertook stakeholder engagement as part of the review of the Commissioner’s Guideline on Recruitment
- finalised the procurement process for a new salary sacrifice provider, Smart, in preparation for transition from 1 July 2024
- developed and released new guidelines around bullying, harassment and discrimination
- continued to deliver leadership development programs through the South Australian Leadership Academy
- collaborated with injury management units to develop and release 'Conversations Matter: A Guide to Mental Health Support'
- facilitated sector-wide workshops to build the capability of the sector to manage psychosocial hazards
- coordinated the Premier’s Excellence Awards
- led the White Ribbon Australia Workplace reaccreditation process on behalf of agencies, including the development of new agency agreements and e-learning training for
- assisted Parliament House with the review of human resource policies and procedures
- published the 2023 Workforce Information Report – the official record of the size and composition of the public sector workforce.
Agency Objectives | Indicators | Performance |
Enhance and shape workforce performance. | Attract the best talent by being the employer of choice. | Led the recruitment and selection processes for 9 chief executives. Coordinated the 2023 Premier’s Excellence Awards. Coordinated a whole of government stall at the Adelaide Careers and Employment Expo in May 2024. |
Set high standards, enhance capability and reporting to uphold the sector’s integrity. | Facilitated stakeholder workshops and online engagement via YourSAy on public sector recruitment policy and practices. Released two new guidelines on Preventing and Addressing Harassment and Discrimination in the Workplace and Preventing and Addressing Bullying in the Workplace. | |
| Build capabilities for strategic workforce planning and resource management. | Continued implementation of new capabilities in the myCareer HR system, used by participating agencies. Provided case management services for over 100 excess employees. | |
| Support the public sector to respond to major emergencies. | Contributed to the Department of the Premier and Cabinet’s review of the public sector mobilisation policy, as part of the review of the Emergency Management Act 2004. | |
| Capture and measure data to understand the impact of gender pay gap. | Worked with the federal Workplace Gender Equality Agency to understand current capability to report gender equity data. Supported the Commissioner to participate in the Government’s Gender Pay Gap Taskforce. | |
Advance current and future leaders. | Partner with CEs to enhance performance and capabilities. | Managed the public sector chief executive performance appraisal process. |
Succession planning and pathways for future leaders. | Delivered the following programs:
Partnered with the Department for Education to deliver a post-Manager Essentials Program pilot with 12 alumni. Continued partnership with Queensland University of Technology to deliver online short courses for leaders. Funded two Governor’s Leadership Foundation Program scholarships for public sector employees. | |
| Improve leadership capabilities and opportunities. | Collaborated with the Office for Autism to embed information and resources into leadership programs. Organised the Authentic Leadership program for executives facilitated by global leader expert, Dana Born. Sponsored the Innovation and Intrapreneurship in Government category in the Women in Innovation Awards. | |
Reporting and engagement. | Deliver the State of the Sector and Workforce Information Report annually to enable a data-rich overview of workforce trends within the sector. | Published the 2023 State of the Sector report. Published the 2022-23 Workforce Information Report. |
| Leverage data to measure the quality of initiatives and programs. | Commenced work with Shared Services to enhance the public sector’s diversity, equity and inclusion data. Implemented new WHSIM performance measures through quarterly reports, CE performance agreements and the State of the Sector data collection. | |
| Facilitate whole-of-sector employee engagement surveys. | Facilitated the across-government People Matter Employee Survey in conjunction with global survey provider, Qualtrics. | |
| Improve capability of Work Health Safety and Injury Management systems and applications. | Commenced WHS system and capability audits with Ashurst Risk Advisory. Engaged 6 agencies in Verified Self-Assessments of WHS systems and implementation as part of the sector’s assurance of WHS maturity. | |
Build a confident and culturally capable public sector workforce. | Provide the resources and frameworks required to build culturally safe workplaces to ensure the sector is an employer of choice for Aboriginal people. | Held the Aboriginal Staff Forum in May 2024 for 250 Aboriginal and Torres Strait Islander public sector employees. Co-delivered the Aboriginal Frontline Leadership Program with Tauondi Aboriginal Community College to develop the leadership capability of Aboriginal employees. Co-facilitated the SA Voice to Parliament elected representative information sessions for public sector employees. Developed a cultural learning session for OCPSE staff to improve cultural capability. |
| Raise Aboriginal representation within the workforce so the public sector’s services and programs reflect and benefit all the state’s Aboriginal people. | Maintained the Aboriginal Employment Register, enabling agencies to recruit 71 Aboriginal job seekers during the year. Attended employment expos and Aboriginal community outreach events to promote the SA public sector as an employer of choice for Aboriginal job seekers. Piloted the SA public sector and Aboriginal Community Controlled Organisation Secondment Program, aligned to SA’s implementation plan for Closing the Gap. | |
Work actively to end racism; supporting, empowering, and amplifying efforts to build a more equitable, diverse and inclusive South Australia. | Launched the Anti-Racism Strategy and Action Plan 2023-28 in collaboration with Preventive Health SA to address systemic, interpersonal and internalised racism in the public sector. Commenced implementation of OCPSE actions in the Action Plan including enhancing the People Matter Employee Survey to collect new data on employee demographics and experiences of racism and piloting anti-racism training. | |
| Inclusive, safe and ethical public sector. | Continuously improve Work Health, Safety and Injury Management to lead policy and compliance. | Hosted two stakeholder forums for WHS and injury management practitioners. Procured new actuarial services contract for Crown workers and additional compensation scheme valuations. Coordinated valuation of workers and additional compensation schemes for 2023-24. |
| Build mentally healthy and culturally safe workplaces. | Launched ‘Conversations Matter: A Case Manager’s Guide to Mental Health Support’. | |
| Promote the South Australian Public Sector Values and the Code of Ethics in everything we do. | Developed an interactive Code of Ethics online training module for release in late 2024. Partnered with agencies to deliver induction presentations to new public sector graduates on the professional conduct standards under the Code of Ethics. | |
| Effectively engage all stakeholders to deliver the sector’s diversity and inclusion outcomes. | Launched the Diversity, Equity and Inclusion Strategy 2023-26 aimed at fostering a culture of respect, understanding and equal opportunity, and increasing the representation of people with disabilities in the public sector. Continued to lead the Disability, Diversity and Inclusion Community of Practice with over 140 members. | |
| Continue to embed integrity into public sector decision-making. | Piloted a training session to accompany the Managing Misconduct Guideline. Assisted Parliament House with reviewing HR policies. Provided advice to public sector employees elected to the First Nations Voice to Parliament. |
Corporate performance summary
Corporate services were provided to OCPSE by the Attorney-General’s Department (AGD).
Employment opportunity programs
OCPSE is inclusive and reflects the diversity of the South Australian community. As of June 2024, the OCPSE workforce comprised of:
- 68 per cent women
- 100 per cent female executives
- 5.6 per cent of employees identifying as Aboriginal
- 5.6 per cent of employees with a declared a disability
Program Name | Performance |
| Aboriginal Traineeship Program | One trainee has now completed their final assessments and now in an ongoing role within OCPSE. |
| Disability inclusion | Completed 20 of the 23 actions in the OCPSE Disability Access and Inclusion Plan. |
Agency performance management and development systems
Performance management and development system | Performance |
Performance plans are facilitated and documented through the AGD myHUB learning management system. The formal performance discussion process occurs twice-yearly. | 47% of staff have had a documented performance and development discussion in the past 12 months. New employees have been included in total staffing figures, contributing to the lower proportion of employees without a performance plan. This will improve as new staff schedule their performance discussions. OCPSE staff have regular performance discussions with their managers outside of the formal learning management system. |
Work health, safety and return to work programs
Program name | Performance |
OCPSE Wellbeing Plan | OCPSE has a wellbeing and engagement group who are responsible for monitoring and implementing actions within OCPSE’s wellbeing plan. OCPSE staff participated in the Billion Steps Challenge in October 2023, an initiative of Preventive Health SA and 10,000 steps. OCPSE have access to AGD’s wellbeing program and services, including the Fitness Passport initiative. |
| SMART Work Design | OCPSE introduced Dr Sharon Parker’s SMART (Stimulating, Mastery, Agency, Relational, Tolerable) work model to staff, which is aimed at supporting workplace wellbeing and productivity. The SMART work model has been implemented in staff Performance Development Plans and individual / team wellbeing check-ins. |
Workplace injury claims | Current year 2023-24 | Past year 2022-23 | % Change (+ / -) |
| Total new workplace injury claims | 0 | 0 | 0 |
| Fatalities | 0 | 0 | 0 |
| Seriously injured workers* | 0 | 0 | 0 |
| Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE) | 0 | 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 2023-24 | Past year 2022-23 | % Change (+ / -) |
| Number of notifiable incidents (Work Health and Safety Act 2012, Part 3) | 0 | 0 | 0 |
| Number of provisional improvement, improvement and prohibition notices (Work Health and Safety Act 2012 Sections 90, 191 and 195) | 0 | 0 | 0 |
Return to work costs** | Current year 2023-24 | Past year 2022-23 | % Change (+ / -) |
| Total gross workers compensation expenditure ($) | 0 | 0 | 0 |
| Income support payments – gross ($) | 0 | 0 | 0 |
**before third party recovery
Data for previous years is available at: https://data.sa.gov.au/data/dataset/work-health-and-safety-and-return-to-work-performance-ocpse
Executive employment in the agency
Executive classification | Number of executives |
| Chief Executive | 1 |
| SAES1 | 2 (reduced to 1 from January 2024) |
Data for previous years is available at: https://data.sa.gov.au/data/dataset/executives-in-the-office-of-the-commissioner-for-public-sector-employment
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 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 2023-2024 are attached to this report.
Statement of Comprehensive Income | 2023-24 Budget | 2023-24 Actual | Variation | 2022-23 Actual |
| Total Income | 8 892 | 12 465 | 3 483 | 13 680 |
| Total Expenses | 9 174 | 12 097 | (2 923) | 15 633 |
| Net Result | (192) | 368 | 560 | (1 953) |
| Total Comprehensive Result | (192) | 368 | 560 | (1 953) |
Statement of Financial Position | 2023-24 Budget | 2023-24 Actual | Variation | 2022-23 Actual |
| Current assets | 1 599 | 2 123 | 524 | 1 845 |
| Non-current assets | 0 | 0 | 0 | 0 |
| Total assets | 1 599 | 2 123 | 524 | 1 845 |
| Current liabilities | 1 128 | 952 | 176 | 1 080 |
| Non-current liabilities | 1 164 | 1 202 | (38) | 1 164 |
| Total liabilities | 2 292 | 2 154 | 138 | 2 244 |
| Net assets | (693) | (31) | 662 | (399) |
| Equity | (693) | (31) | 662 | (399) |
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 | Nil |
Consultancies with a contract value above $10,000 each
Consultancies | Purpose | $ Actual payment |
| PricewaterhouseCoopers | Whole of government actuarial review of workers compensation liabilities | $ 179,091 |
| Finity Consulting Pty Ltd | Provision of actuarial services including valuation of Crown self-insured agencies outstanding liabilities for workers compensation and additional compensation | $ 289,631 |
| Deloitte Risk Advisory | Security risk assessment and penetration test of workforce systems | $ 39,200 |
| Total | $ 507,922 |
Data for previous years is available at: https://data.sa.gov.au/data/dataset/consultants-engaged-by-the-office-of-the-commissioner-for-public-sector-employment
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 | $ 85,281 |
Contractors with a contract value above $10,000 each
Contractors | Purpose | $ Actual payment |
| Ashurst Risk Advisory | Provision of Audit and Verification System program ensuring Crown self-insured agencies safety management systems | $ 91,976 |
| Australia and New Zealand School of Government | Coordination of Authentic Leadership program for executives | $ 24,000 |
| ISC Consulting Group Pty Ltd | Facilitation of strategic plan preparation | $ 13,450 |
| KSJ Consulting Service Pty Ltd | Co-facilitation of the Public Sector Aboriginal Staff Forum | $ 11,200 |
| Lynda Calnan | Delivery of Mentally Healthy Workplaces Toolkit | $ 24,400 |
| Momenta Global Pty Ltd | Preparation of guide for Psychological Claims | $ 15,000 |
| MTL Consulting Services | Public Sector Secondee Project Management | $ 40,500 |
| Pinpoint HRM | Recruitment system support | $ 34,275 |
| Qualtrics LLC | Delivery of People Matter Employee Survey | $ 459,540 |
| Shouwn Oosting | Coordination of Aboriginal Staff Forum | $ 28,512 |
| Tauondi Aboriginal Corporation | Facilitation of Aboriginal Leadership Program | $ 27,227 |
| Thomson Reuters (Professional) | E Recruitment Solutions | $ 26,200 |
| Total | $ 796,280 |
Data for previous years is available at: https://data.sa.gov.au/data/dataset/contractors-engaged-by-the-office-of-the-commissioner-for-public-sector-employment
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 and audit at a glance
While attached to AGD, OCPSE followed AGD’s risk management policies and practices.
The AGD Audit and Risk Management Committee (ARMC) provides independent advice and assistance on AGD’s risk, control and compliance framework, business ethics, policies and practices and its internal and external accountability responsibilities. The ARMC met five times during 2023-24.
AGD currently has an independent, internal audit provider in Deloitte Touche Tohmatsu (Deloitte) that undertakes audit and risk management functions.1
Fraud detected in the agency
In 2023-24, there were no instances of fraud reported.
Strategies implemented to control and prevent fraud
OCPSE is committed to the prevention, detection and control of fraud, corruption, maladministration and misconduct in connection with its activities.
OCPSE adopted AGD’s Fraud and Corruption Prevention Policy and Control Framework.
The Control Framework comprises of five key controls as provided for in the Australian Standard AS 8001-2021 Fraud and Corruption Control:
- Governance and Ethics
- Awareness and Training
- Fraud Prevention
- Detection and Investigation
- Monitoring and Reporting
OCPSE is also responsible for administering the South Australian public sector’s Fraud and Corruption Control Policy. This policy applies to all agencies and employees in the public sector employed in agencies covered by Treasurer’s Instructions (and may be adopted by agencies not covered by Treasurer’s Instructions) and is reviewed annually.
The policy provides the minimum standard that agency-specific policies must be at least equivalent to, tailored to the relative size and risk profile of the agency. It sets out the roles of key individuals and groups in the control of fraud, corruption and other criminal conduct, misconduct and maladministration within public sector agencies.
Data for previous years is available at: https://data.sa.gov.au/data/dataset/fraud-detected-in-the-office-of-the-commissioner-for-public-sector-employment
1 2023-24 Annual Report for the Attorney-General’s Department
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:
Two
Data for previous years is available at: https://data.sa.gov.au/data/dataset/whistleblower-disclosures-in-the-office-of-the-commissioner-for-public-sector-employment
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.
Act or Regulation | Requirement |
| Public Sector Act 2009 | OCPSE supports the Commissioner for Public Sector Employment to prepare an annual report, as required by section 21 of the Public Sector Act 2009. Section 21 requires the Commissioner’s annual report to describe the extent of observance of the public sector principles in so far as they relate to public sector employment and measures taken by the Commissioner to promote observance of those principles. |
| Public Sector Regulations 2010 | Regulation 11 requires the Commissioner’s annual report to include:
* repealed by the Public Interest Disclosure Act 2018 on 1/7/2019 |
The Commissioner’s annual report – known as the State of the Sector – is provided to the Minister by 30 September each year for tabling in Parliament within 12 sitting dates of receipt by the Minister.
The State of the Sector report can be found at: https://www.publicsector.sa.gov.au/about/Our-Work/Reporting/State-of-the-Sector
Reporting required under the Carers’ Recognition Act 2005
N/A
Number of public complaints reported
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, outdated 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 |
Total | 0 |
Additional Metrics | Total |
| Number of positive feedback comments | 0 |
| Number of negative feedback comments | 0 |
| Total number of feedback comments | 0 |
| % complaints resolved within policy timeframes | N/A |
Data for previous years is available at: https://data.sa.gov.au/data/dataset/public-complaints-received-by-the-office-of-the-commissioner-for-public-sector-employment
Service Improvements
In November 2023, OCPSE developed a new ‘Public Complaints Register’ to help comply with our obligations to action and record complaints from the public and about our service. The Register has been set up to track and categorise complaints according to the complaint categories listed within the annual report template (i.e. professional behaviour, communication etc). |
Compliance Statement
| The Office of the Commissioner for Public Sector Employment is compliant with Premier and Cabinet Circular 039 – complaint management in the South Australian public sector | Yes |
| The Office of the Commissioner for Public Sector Employment has communicated the content of PC 039 and the agency’s related complaints policies and procedures to employees. | Yes |