sa state emergency service annual report 2015-2016 · crash (5%, 379 calls), and animal rescue and...

SA STATE EMERGENCY SERVICEANNUAL REPORT

2015-2016

A reliable and trusted volunteer-based organisation building safe and resilient communities.

Minimising loss of life, injuries and damage from emergencies and natural disasters.

TABLE OF CONTENTS

SOUTH AUSTRALIAN STATE EMERGENCY SERVICE

Annual Report 2015-16

December 2016

Principal Address

Level 8, 60 Waymouth Street

ADELAIDE SA 5000

Postal Address

GPO Box 2706

ADELAIDE SA 5001

ISBN 978-0-9953529-0-2

ISSN 2200-2774

ABN 39 806 991 234

For copies of this report please contact

SASES Administration

Telephone: [08] 8463 4171

Facsimile: [08] 8410 3115

Website: www.ses.sa.gov.au

LETTER OF TRANSMITTAL 4

OVERVIEW 6

CHIEF OFFICER’S REVIEW 6

RESOURCES EMPLOYED 8

ABOUT OUR AGENCY 10

OUR ROLE 10

OUR STRUCTURE 11

OUR PLANS 13

OUR PRIORITIES 13

OUR ACHIEVEMENTS 14

SUPPORTING RESILIENT COMMUNITIES THROUGH RISK REDUCTION 15

PROVIDING TRUSTED RESPONSE 16

THE SOURCE OF CREDIBLE AND TIMELY INFORMATION 19

EFFECTIVE GOVERNANCE AND RESOURCE MANAGEMENT 20

INFORMED BY RESEARCH, DATA AND LESSONS LEARNED 22

OUR DIRECTIONS AND CHALLENGES 24

APPENDICES 25

APPENDIX 1 – Management of Human Resources 26

Employee Numbers, Gender and Status 26

Workforce Diversity 26

Executives 27

Leave Management 27

Performance Development 27

Leadership and Management Development 27

Employment Opportunity Programs 28

Work Health Safety and Injury Management 28

Additional human resource information 28

APPENDIX 2 – Financial Performance 29

Audited Financial Statements 30

Contractual Arrangements 70

Fraud 70

Consultants 70

Overseas Travel 70

APPENDIX 3 - Further Mandatory Reporting Requirements 71

Carers Recognition Act 2005 71

Disability Access and Inclusion Plans 71

Urban Design Charter 71

Freedom of Information 71

Whistleblowers Protection Act 1993 71

Regional Impact Assessment Statements 71

Public Complaints 71

APPENDIX 4 – Committees & Working Group participation 72

APPENDIX 5 – SASES Regions, Districts and Units 74

APPENDIX 6 – Honours and Award Recipients 75

APPENDIX 7 – List of acronyms 78

2 SA State Emergency Service Annual Report 2015-16 A Reliable and Trusted Volunteer Based Organisation Building Safe and Resilient Communities 3

5 December 2016

Mr Malcolm JackmanChief ExecutiveSAFECOMLevel 6, 60 Waymouth StreetADELAIDE SA 5000

Dear Mr Jackman

I am pleased to present the Annual Report of the South Australian State Emergency Service (SASES) for the year ending 30 June 2016, which was prepared pursuant to Division 6 [121] of the Fire and Emergency Services Act 2005.

The report highlights significant achievements and progress in working toward a vision of being a reliable and trusted volunteer-based organisation building safer and more resilient communities.

It also outlines a range of initiatives undertaken by SASES during the 2015-16 financial year. These initiatives contribute to the aims of the SASES Strategic Directions Framework and also address the emergency services’ priorities in South Australia’s Strategic Plan.

Yours sincerely

Chris Beattie

Chief Officer

LETTER OF TRANSMITTAL

“The report highlights significant achievements and progress in working toward a vision of being a reliable and trusted volunteer-based organisation building safer and more resilient communities.”


Incident management capability was improved through enhancement of systems and processes and additional training for operational and operation support personnel. The SASES incident management system (SESIIMS) continued to be developed throughout the year with the introduction of increased functionality.

Another significant achievement was progressing the implementation of the capability framework and resource allocation framework for SASES. These are significant bodies of work with great potential to improve the way we manage our capabilities and allocate our resources.

Work health and safety continued to be a priority throughout the year and the low level of incidents and injuries, despite the dangerous working conditions, is a testament to the diligence and care of our workforce. Work is continuing to update the SASES WHS Manual.

In summary, despite 2015-16 being a busy year in terms of response workload, numerous important matters have progressed that will position us well for next year and beyond. Given the extreme weather events in May and June 2016 it is likely that the start of 2016-17 will continue to see a high tempo of operational response.

Indications are that SASES may be able to retain the additional training personnel recruited in this last year and may be able to further develop its flood management capability. Furthermore, there is discussion occurring about the possible transfer of the Zone Emergency Management Team from SAFECOM to SASES. If these matters are supported in the 2016-17 budget process, SASES will have another exciting and challenging year undertaking recruitments and integrating new people and functions into the organisation.

I would like to take this opportunity to sincerely thank all of our volunteers and staff, who make this organisation what it is, for their fantastic efforts throughout the year. Thank you and well done to everyone.

Chris Beattie

Chief Officer

5 December 2016

After a “normal” year in 2014-15 with 5236 incidents logged, being consistent with longer term incident trends, 2015-16 proved to be busy with over 7000 calls for assistance, including over 2000 in May and June. Tree down continued to be the largest category of response (49%, 3398 calls), followed by severe weather (15%, 1022 calls), flooding salvage (11%, 797 calls) road crash (5%, 379 calls), and animal rescue and building impact each with 4%, (303 and 256 calls respectively).

A further 487 incidents were attended by Volunteer Marine Rescue associations throughout the year.

During the course of the year SASES participated in an interstate deployment to Western Australia in response to fires in the south-west of the state.

Locally, SASES provided support to SAPOL with 170 provide equipment, 119 minor clean-up, 93 land search and rescue, and 75 marine search and rescue tasks, SAAS with 137 helicopter landing tasks, and supported CFS with activities such as incident management, setting up and maintaining base camps, establishing staging areas and undertaking logistics functions for a number of significant fires including Pinery.

The primary areas of organisational focus for the year were

n Establishing a flood intelligence and planning team within SASES

n Enhancing incident management capabilities and capacity

n Finalising SES training reforms

n Implementing a volunteer public information officer training and development program

n Transitioning the Volunteer Marine Rescue (VMR) capabilities into the emergency services sector

n Establishing a lessons management framework compatible with other sector/agency processes

Response capability was improved through investments in assets, infrastructure and equipment, and through increasing the range and accessibility of training courses available for volunteers. A temporary increase in the number of training staff to develop curriculum and training materials, together with continued investment in on-line learning technologies and courses, has built a strong foundation to ensure our workforce is well prepared for the challenges ahead.

SASES has continued to invest in volunteer assets and facilities throughout 2015-16. Work progressed on development of facilities for Sturt and Salisbury (Edinburgh) units and planning commenced for construction of new facilities for the Loxton Unit and the Port Pirie regional office. SASES also purchased eight quick response vehicles, six cab chassis rescue vehicles and four road crash rescue trucks. In addition, the agency replaced a quantity of GRN radios and road crash rescue equipment.

SASES trainers delivered 337 courses at state, district and unit levels involving 4087 participants. Many pre-existing courses were reviewed and updated during the year and new courses either delivered or commenced. A total of 17 new online courses were developed throughout the year.

SASES continued to work closely with partner organisations to improve emergency management across the State.

SASES continued to support, and work closely with the 11 Zone Emergency Management Committees and this year published the risk assessments prepared by these groups over the last few years. A new project has commenced to analyse the resulting control improvements and risk mitigation strategies with a view to developing an overarching program of works to address these matters.

OVERVIEW

Chief Officer’s Review

“Work progressed on development of facilities for Sturt and Salisbury (Edinburgh) units and planning commenced for construction of new facilities for the Loxton Unit and the Port Pirie regional office.”


Resources Employed

EQUIPMENT AND FACILITIES

SASES utilises a range of vehicles, vessels, equipment and facil-ities to support the activities of its human resources.

VEHICLES & VESSELS OWNED

Quick Response Vehicles 94

Staff Vehicles 24

Motor Bikes/ATVs 20

Boats 22

Comms Vehicles 7

State Support Plant 9

General Rescue Vehicles 40

RCR Rescue Vehicles 50

Trailers (inc Boat Trailers) 214

TOTAL 480

PHONES

Satellite 9

Mobile 314

Landline 518

TOTAL 841

FACILITIES

Owned 19

Leased - commercial 5

Leased - no cost 40

TOTAL 64

RADIOS

GRN 809

HF 45

UHF 112

VHF 64

TOTAL 1030

PEOPLE

SASES currently consists of 66 units (53 units are based in rural areas) and approximately 1572 volunteers. SASES also provides support for Volunteer Marine Rescue (VMR) associations, their 14 flotillas and approximately 500 operational volunteers strategically located along South Australia’s coastline.

Volunteer activities are supported by 51 paid staff.

“SASES also provides support for Volunteer Marine Rescue (VMR) associations, their 14 flotillas and approximately 500 operational volunteers strategically located along South Australia’s coastline.”

A Reliable and Trusted Volunteer Based Organisation Building Safe and Resilient Communities 98 SA State Emergency Service Annual Report 2015-16

Our Role

The South Australian State Emergency Service (SASES) is a community-based volunteer organisation established by the Fire and Emergency Services Act 2005 to provide an emergency response service across the state. The main functions of SASES include:

n Exercising responsibilities as a functional service and control agency for flood and extreme weather and hazard leader for extreme weather;

n Responding to floods and storms;

n Assisting police, health, Metropolitan Fire Service (MFS) and Country Fire Service (CFS) in dealing with any emergency (e.g. aerial observation, evidence search, and operational and logistics support including lighting, shelter, bushfire response staging area management);

n Assisting in carrying out prevention, preparedness, response and recovery operations under the Emergency Management Act 2004;

n Undertaking general rescue activities including road crash, vertical rescue, land search, swiftwater rescue, marine search and rescue, confined space rescue, structural collapse and animal rescue;

n Undertaking community education (FloodSafe, StormSafe and HeatSafe);

n Contributing to emergency management (state emergency planning, training and executive support to Zone Emergency Management Committees).

SASES is one of three emergency service organisations that collectively form the SA Fire and Emergency Services Sector. SASES strategic directions support the focus areas and priorities outlined within the SA Fire and Emergency Services Sector Strategic Plan 2015-2025.

Minister for Emergency

Services

SAFECOMBoard

Chief Officer

Deputy Chief Officer

General Manager Corporate Services

n SES regional district and unit operations

n State emergency management planning

n Volunteer services

n Policy and projects

n Community engagement

n Work health and safety

n Injury management

n Employee assistance

n Operational support and logistics

n Training and organisational development

n Administration

n Finance and business support

n Human Resources

n Information and communication technology

n Assets and facilities

n Procurement

n Audit and risk management

n Resource management

n Emergency management

n Volunteer marine rescue

n Public relations

Our Structure

ABOUT OUR AGENCY


Our Plans

These responsibilities align closely with the second of the seven strategic priorities of the government’s “Safe communities, healthy neighbourhoods”. Furthermore, the activities of SASES contribute in a significant way to the following goals and targets in South Australia’s Strategic Plan:

Vision/Goal Target

We are prepared for natural disasters

We are safe and protected at work and on the roads

T22 Road safety

People in our community support and care for each other, especially in times of need

T23 Social participation

We value and support our volunteers and carers

T24 Volunteering

Governments demonstrate strong leadership working with and for the community

T32 Customer and client satisfaction with government services

South Australia plans and delivers the right infrastructure

T56 Strategic infrastructure

We adapt to the long-term physical changes that climate change presents

T62 Climate change adaptation

As an agency responsible for approximately 1625 people (staff and volunteers), SASES also has a part to play in the achievement of a number of other South Australia Strategic Plan targets including T13 Work/life balance; T21 Safety at work; T52 Women; and T91 Non-school qualifications.

Our Priorities

Service delivery for the SASES was structured across five key focus areas, to align with the strategic directions of the fire and emergency services industry to encourage unity and consistency. These areas form the foundation for planning, implementing, monitoring and reporting on strategies and initiatives. The goals for each area are:

n Supporting resilient communities through risk reduction - Strategies focus on building knowledge and understanding of the risks that storms, extreme heat and flooding pose to our communities and increasing community awareness, preparedness and risk reduction.

n Providing trusted response – Confidence in our response capability comes from having highly trained people, modern equipment and facilities, contemporary incident management systems and integrated doctrine.

n Source of credible and timely information – SASES recognises the importance of adopting a people-centred approach to emergency preparedness and a culture of prevention. Emergency warnings and related information enable people to make informed decisions and act in order to prevent hazards from becoming emergencies.

n Effective governance and resource management – SASES strives to embed a culture of high performance and continuous improvement by aligning strategies, budgets, culture, practice, leadership and accountabilities with the organisational goals and priorities of government. The creation of public value and maintenance of effective controls and assurance processes underpin performance and accountability.

n Informed by research – SASES values evidence-based research and analysis. Decisionmaking is enhanced through managing and sharing knowledge and lessons learned.

The key priorities for 2016-17 will include establishing a flood intelligence and planning team within SASES, enhancing incident management capabilities, developing a new training framework to build on the achievements of the Learning and Development Framework 2012-2015, and continuing to work on transitioning VMR capabilities into the emergency services sector.

“As an agency responsible for approximately 1625 people (staff and volunteers), SASES also has a part to play in the achievement of a number of other South Australia Strategic Plan targets”


Supporting Resilient Communities Through Risk Reduction

SASES is responsible as Hazard Leader for the provision of advice, education and information to the community to understand and respond to emergency risks associated with extreme weather. We strive to build a sound knowledge and understanding of the risks that storms, extreme heat and flooding pose to our communities. Our strategies are focused on increasing community awareness, preparedness and risk reduction.

Climate change predictions for South Australia include more extreme weather events with the likely consequence of a higher number of calls for assistance for more serious incidents.

DURING 2015-16, SASES:

n Published the 22 State and Zone Extreme Storm and Extreme Heat Risk Assessments prepared by Zone Emergency Management Committees over the past 4 years.

n Commenced the State-wide Extreme Weather Risk Mitigation Project to engage technical experts and stakeholders to review, analyse and prioritise the recommended control improvements and risk treatments contained in the risk assessments. A comprehensive extreme weather risk mitigation program will be developed, incorporating cost-benefit analyses of program options and an overall business case for consideration.

n Commenced a Land Development Resources Project aiming to encourage the creation of safer, sustainable communities by providing suitable materials and evidence-based policy to input into, and shape the State’s land use planning reform agenda. The documentation produced for the project will articulate the agency’s policy, standards, codes, practice directions and guidelines in relation to extreme weather and flooding.

n Undertook market research to establish base-line data on flood risk awareness and preparedness for ‘at risk’ communities in metro Adelaide. Major flooding involving the Brown Hill and Keswick creeks has the potential to impact thousands of homes and businesses, shopping centres, roads, rail lines and other infrastructure in Adelaide’s inner southern and western suburbs. The research indicated that there is general public apathy and a lack of awareness among residents and business owners as to the risk of flooding in their area and, consequently, very little knowledge of what they could do to prepare themselves and their property in the event of flooding.

n Commenced development of a new extreme heat campaign together with associated communications products and materials. This will include creation of a new extreme heat icon for use by government and non-government agencies as well as a range of printed and digital material.

n Held the annual Summer Water Safety Promotion in Rundle Mall in November 2015. Organised under the auspices of the SA Water Safety Committee with the SASES and VMR, the promotion also involved a number of water safety stakeholders including Royal Life Saving SA, Surf Life Saving SA and Recreation SA.

“Climate change predictions for South Australia include more extreme weather events with the likely consequence of a higher number of calls for assistance for more serious incidents.”


OUR ACHIEVEMENTS

Providing Trusted Response

During times of crisis the community looks to the emergency services for help, advice and reassurance. SASES response capabilities are delivered through having highly trained people, modern equipment and facilities, contemporary incident management systems and integrated doctrine. Sustaining stakeholder and community trust in our ability to respond to emergencies in a timely and professional manner is central to achieving our mission and vision.


n Responded to 7272 requests for assistance, an increase of almost 40% over 2014-15 and the long term average of approximately 5200. This response effort involved an estimated 108 000 volunteer hours. Extreme storm events in May and June 2016 resulted in 2148 tasks alone. Response categories are indicated on opposite page.

n Increased training effort and effectiveness through:

- implementing the new SASES Capability Management Framework.

- further development of the blended learning approach using a combination of on-line and face-to-face training methods.

- recruiting four additional training staff to develop new training packages for SASES volunteers and a new trainer to assist VMR volunteers to comply with new maritime requirements for training and qualifications.

- being granted Australian Skills Quality Authority Delegate status. SASES is now authorised to add qualifications/units of competency to its scope of registration following development of curriculum and resources.

- commencing development and delivery of incident management training packages for priority roles.

- conducting the SASES State Training Challenge at Angle Park in late May 2016. Feedback received was very positive with many teams reporting they had benefitted greatly from learning new skills and refining existing ones.

- competing in the National Disaster Rescue Challenge in September 2015 in Canberra. The Tea Tree Gully SES Unit finished in second place.

n Announced as a finalist in the Medium Employer category of the SA Training Awards. The winners will be announced at a formal dinner in September 2016

n Commissioned new rescue vessels for the Cowell Sea Rescue Squadron (7.4 metre ‘Sea Viper’) and the SA Sea Rescue Squadron (8.1 metre ‘Ross Williams III). Both boats were built in South Australia.

n Opened the new Kangaroo Island Unit building on 16 April 2016.

n Under the coordination of SAPOL, SASES, VMR and members of the commercial fishing community, undertook an extended marine search starting on Christmas Day 2015 for a recreational fisher missing after his vessel capsized while pulling cray pots off Beachport. The search continued for a number of days without success.

n Spent $3.639m on the purchase of SASES property, plant and equipment. Significant investments included:

- Purchase and fit-out of eight quick replacement response 4WD vehicles

- Purchase and fit-out of four road crash rescue training vehicles

- Fit-out of six replacement rescue trucks- Largely completed upgrades to Sturt and Salisbury SES

unit facilities- Commenced upgrades to SES Port Pirie regional office- Refurbished a critical drainage bore at the Mt Gambier

SES Unit- Replaced GRN radios- Continued upgrades to core IT systems- Supported server and sector-wide IT upgrades.

n Received two grants under the Natural Disaster Resilience Program for:

- establishment of a leadership mentor program for Unit Managers

- development of a training curriculum and resources for a USAR Dogs course. Once finalised and approved, it is expected that up to six dogs will be trained initially in the specialised role of searching for trapped people following a structural collapse.

n Celebrated 50th anniversaries for the Tea Tree Gully, Enfield and Metro South SES units. The Minister for Emergency Services attended these events and unveiled commemorative plaques.

n Further developed and integrated operational systems including the SES Incident and Information Management System (SESIIMS).

MAJOR CATEGORIES OF RESPONSE

OUR ACHIEVEMENTS cont.


“SASES is accountable for the provision of credible and timely warnings and information during extreme weather and flooding emergencies”

The Source of Credible and Timely Information

SASES recognises the importance of adopting a people-centred approach to emergency preparedness and strives to create a culture of prevention, rather than solely short-term response. Providing an effective and credible system of emergency warning and information is crucial in achieving this, and can empower people to make informed decisions and act in order to prevent hazards from becoming emergency events. SASES is accountable for the provision of credible and timely warnings and information during extreme weather and flooding emergencies.


n Commenced a joint flood warning and intelligence project with DEWNR that will assist the SASES to issue flood warnings in a more timely manner and predict with greater certainty the likely impacts to residents, businesses and major infrastructure. The project will deliver:

- a flood information system

- improved flood information and intelligence

- enhanced community engagement

- flood response plans

- enhanced flood warning arrangements.

n Evaluated tenders for a new flood information system and selected a product for implementation in 2016-17.

n Implemented strategies to improve communications within the agency.

n Investigated system enhancements to SESIIMS to make emergency information and intelligence available to local government and partner agencies.

n Increased staffing of the ‘public Information’ function and use of social media during major incidents to extend the reach of communications to far greater audiences and in a far more timely manner.


SASES is accountable to the State Government and the South Australian community for the effective and appropriate management of the agency’s resources. The service strives to embed a culture of high performance and achieve continuous improvement by aligning strategies, budgets, culture, practice, leadership and accountabilities with the organisational goals and priorities of government. Central to the agency’s approach, is a clear and unambiguous focus on the creation of public value and the maintenance of effective controls and assurance processes to drive performance and underpin accountability.


n Managed its operating and capital budgets to within fine variances.

Budget $000

Actual $000

Variance $000

Variance %

Operating 15 365 15 561 196 unf 1.28% unf

Capital 3 580 3 652 72 unf 2.01% unf

Total 18 945 19 213 268 unf 1.41% unf

The main reason for unfavourable expenditure was the SASES cost of supporting out-of-scale events such as the Pinery fires and extreme weather events not budgeted.

n Played an active part in the sector alignment, harmonisation and modernisation process and implemented change management strategies to support agreed organisational changes.

n Commenced implementation of the new Resource Allocation Framework.

n Implemented strategies focused on values, behaviours and performance.

n Improved asset management processes and procedures.

n Developed a structured financial and non-financial audit program to provide greater confidence around the effectiveness of internal control measures.

n Analysed results of the 2015 Pulse Survey and incorporated actions in the 2016-17 Workforce Plan.

n Recognised staff and volunteers for their significant contributions to safer communities including:

- Garry Smith, who operates the emergency radio from Tumby Bay for VMR, received an Order of Australia Medal (OAM).

- Trevlyn Smith, Unit Manager from Streaky Bay SES Unit, was awarded a national Emergency Services Medal

- Tony Sumner (Hallett Unit Manager) was awarded a national Emergency Services Medal

- Wayne Palmer (District Officer Northern Adelaide) was presented with a Humanitarian Overseas Service Medal to recognise his deployment to New Zealand following the earthquake in Christchurch.

- Phil Tann (Tea Tree Gully Unit Manager) and Hayden Feder (Western Adelaide Unit Manager) received State Emergency Services Medals.

- Viki Paxtyn (Tea Tree Gully), Scott Hocking (Port Pirie), Stephen Hudson (SA Sea Rescue Squadron – Adelaide Metro Flotilla) and Brian Klingberg (SA Sea Rescue Squadron - Edithburgh Flotilla) received Ministerial Commendations.

- April Young (Edinburgh SES Unit) was named Citizen of the Year for the City of Salisbury.

- John Scott (Spalding SES Unit) received the Kerry Stephenson Memorial Award from the Northern Area Council.

n Undertook a review of District Officer roles and arrangements.

n Maintained a focus on health, safety and wellbeing to reduce injuries and health impacts for staff, volunteers and communities.

EFFECTIVE GOVERNANCE & RESOURCE MANAGEMENT


Informed By Research, Data And Lessons Learned

SASES values evidence-based research and analysis and the positive effects it has on improving volunteer and staff safety and welfare, operational capabilities and community resilience. SASES actively contributes to the national research and development agenda and partners with a range of organisations and research groups to validate current practice, explore and challenge new approaches and provide an evidence base to support better decision making. Managing and sharing knowledge and lessons learned is central to the agency’s continuous improvement strategy.


n Hosted the largest AFAC and Bushfire and Natural Hazards CRC Conference ever. Approximately 2 500 people attended the Adelaide Convention Centre over the four days. There were 100 different presentations, including a significant number of international speakers.

n Participated in the joint agency Exercise Team Spirit held in October 2015 at the SA Police Training Academy. The exercise centred around a cyber-attack on the State Government’s ICT system during a heatwave. It involved 80 participants and was organised by members of the Central Exercise Writing Team.

n Held the annual SASES Unit Managers’ Forum in October 2015 at the SA Police Training Academy. 72 Unit Managers and Deputy Unit Managers representing 40 units, together with 36 SASES staff attended the forum. As part of the forum, the annual Awards Dinner was held at the Adelaide Sailing Club at West Beach. This was attended by all the ESO chief officers and the then Minister for Emergency Services, who presented awards.

n Continued to participate in global, national, state and local forums to share knowledge, information and lessons learned.

“Managing and sharing knowledge and lessons learned is central to the agency’s continuous improvement strategy.”

EFFECTIVE GOVERNANCE & RESOURCE MANAGEMENT cont.


In building safe and resilient communities, the service faces a number of challenges in 2016-17. Notably, the changing risk profiles for extreme weather, the challenge of sustaining our volunteer workforce to meet increasing demands and the increasing frequency and magnitude of significant events, often across multiple hazards.

SASES will continue to ensure its staff and volunteers are operationally ready and capable of supporting the community during times of emergency. Focus will be placed on building incident management capabilities and furthering the agency’s training agenda, supported by new ongoing funding for training in the 2016-17 budget. In addition, the Community Engagement Unit will be further enhanced with volunteer capabilities focussed on public information and recruiting.

SASES will also be undertaking two initiatives – the Towards a Flood Resilient SA Program, which is a completely new strategy to enhance the flood response and incident management capabilities of the service; and the Zone Emergency Risk Management Program, which supports communities in their emergency risk management activities, will be transitioning to SASES.

The SASES Annual Business Plan is a key document that supports the service by setting our direction and priorities for the year and providing a blueprint for working towards our vision of building safer and more resilient communities.

Collectively, staff and volunteers will need to remain focused on the immediate business priorities, which include:

n Establishing a new team within SASES to implement the Flood Resilient SA Program, which will significantly enhance the agency’s capacity to meet its responsibilities as Control Agency for flooding.

n Enhancing incident management capabilities and capacity.

n Developing a new training framework to build on the achievements of the Learning and Development Framework 2012-2015, with a focus on ensuring the efforts applied result in beneficial change for volunteers and staff.

n Continuing the work to transition the VMR capabilities into the emergency services sector.

Working together, the service will be up to the challenge and will continue to grow its capabilities and the trust of South Australian communities.

Further information on SASES directions and plans can be found in the SASES Corporate Plan 2015-2018 and SASES Annual Business Plan 2016-2017, both available at www.ses.sa.gov.au under Corporate Publications.

APPENDICESOUR DIRECTIONS AND CHALLENGES

“Focus will be placed on building incident management capabilities and furthering the agency’s training agenda, supported by new ongoing funding for training in the 2016-17 budget. ”


EXECUTIVES

Number of executives by gender, classification and status

Ongoing Term TenuredTerm

UntenuredOther

(inc. casual)Total

Classification Male Female Male Female Male Female Male Female Male % Female % Total

EXEC0A 0 0 0 0 1 0 0 0 1 50 0 - 1

EXEC0B 0 0 0 0 1 0 0 0 1 50 0 - 1

Total 0 0 0 0 2 0 0 0 2 100 0 - 2

LEAVE MANAGEMENT

Average days leave per full-time equivalent employee

2012-13 2013-14 2014-15 2015-16

Sick leave 9.07 5.20 3.98 4.46

Family carers leave 0.22 0.55 0.48 0.57

Miscellaneous special leave 0.05 0.48 0.41 0.25

PERFORMANCE DEVELOPMENT

Documented review of individual performance management

% of workforce

A review within the last 12 months n/a

A review older than 12 months n/a

No review n/a

SASES has a performance management process in place. Details of the number and frequency of reviews undertaken are not fully captured at this time.

LEADERSHIP AND MANAGEMENT DEVELOPMENT

Leadership and management training expenditure

Total Cost % of Total salary expenditure

Total training and development expenditure Not available Not available

Total leadership and management development expenditure Not available Not available

Training information is not currently maintained at sufficient detail to extract this information.

EMPLOYEE NUMBERS, GENDER AND STATUS

Total number of employees

2015-16

Persons 51

FTEs 51

WORKFORCE DIVERSITY

Number of employees by age bracket and gender

Age Bracket Male Female Total % of Total2014 Workforce

Benchmark*

15 – 19 0 0 0 0 5.5

20 – 24 0 1 1 2.0 9.7

25 – 29 1 0 1 2.0 11.2

30 – 34 5 2 7 13.7 10.7

35 - 39 0 2 2 3.9 9.6

40 – 44 5 1 6 11.8 11.4

45 – 49 8 4 12 23.5 11.1

50 – 54 3 2 5 9.8 11.4

55 – 59 3 4 7 13.7 9.1

60 – 64 4 4 8 15.7 6.7

65+ 1 1 2 3.9 3.6

Total 30 21 51 100 100

* Source: ABS Australian Demographic Statistics, 6291.0.55.001 Labour Force Status (ST LM8) by sex, age, marital status – employed – total from Feb78 Supertable, South Australia at November 2013

Total number of employees with disabilities (according to Commonwealth DDA definition)

Male Female Total % of Agency

0 0 0 0

Types of disabilities (where specified)

Disability Male Female Total % of Agency

Disability requiring workplace adaptation 0 0 0 0

Physical 0 0 0 0

Intellectual 0 0 0 0

Sensory 0 0 0 0

Psychological/psychiatric 0 0 0 0

Appendix 1 – Management of Human Resources


EMPLOYMENT OPPORTUNITY PROGRAMS

SASES does not manage any employment opportunity programs for the public sector broadly, or on its own behalf.

WORK HEALTH SAFETY AND INJURY MANAGEMENT

WHS legislative requirements

Number of notifiable incidents pursuant to WHS Act Part 3 1

Number of notices served pursuant to WHS Act s90, Section 191 and Section 195 (Provisional improvement and prohibition notices )

0

Number of prosecutions pursuant to WHS Act Part 2 Div 5 0

Number of enforceable undertakings pursuant to WHS Act Part 11 0

WORK HEALTH AND SAFETY PERFORMANCE (BUILDING SAFETY EXCELLENCE TARGETS)

SASES data on these performance targets is significantly skewed by the high proportion of volunteers in its workforce (i.e. not counted as FTEs).

Agency gross1 workers compensation expenditure for 2015-16 compared with 2014-15

Expenditure2015-16

($)2014-15

($)Variation ($)+ (-)

% Change + (-)

Income support 130 050 41 473 88 577 213.58%

Hospital 1 927 12 701 -10 774 -84.83%

Medical 17 788 41 911 -24 122 -57.56%

Rehabilitation/return to work

7 945 6 009 1 935 32.21%

Investigations 0 0 0 0.00%

Legal expenses 10 078 725 9 353 1290.08%

Lump sum 130 000 52 336 77 664 148.39%

Travel 2 309 8 154 5 845 -71.68%

Other 3 932 27 979 24 046 -85.94%

Total claims expenditure 304 032 191 291 112 740 58.94%

Note 1 – Before third party recovery

ADDITIONAL HUMAN RESOURCE INFORMATION

Additional human resource information is available from the Commissioner for Public Employment. (refer http://www.dpc.sa.gov.au/commissioner-public-sector-employment).

APPENDIX 1 – MANAGEMENT OF HUMAN RESOURCES cont. APPENDIX 2 – Financial Performance


Audited Financial Statements


Audited Financial Statements

South Australian State Emergency Service

Financial Statements

For the year ended 30 June 2016


549

Certification of the Financial Statements Statement of Comprehensive Income


551550

Statement of Financial Position Statement of Changes in Equity


553552

Statement of Cash Flow Notes to and Forming part of the Financial Statements


555

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS cont.


559558



561560



563562



565564



567566



569568



571



573572



575574



577576



579578



581580



583582



CARERS RECOGNITION ACT 2005

Not applicable

DISABILITY ACCESS AND INCLUSION PLANS

Not available

URBAN DESIGN CHARTER

The South Australian Urban Design Charter aims to promote the benefits of good urban design, embed the principles into government processes and record the Government of South Australia’s commitment to good urban design.

All design and building works undertaken on behalf of SASES are coordinated through SAFECOM (and DPTI where appropriate) and take account of the principles within the charter.

FREEDOM OF INFORMATION

Information relating to Freedom of Information requests of SASES can be found on the agency’s website at http://www.ses.sa.gov.au/site/about_us/freedom_of_information.jsp

WHISTLEBLOWERS PROTECTION ACT 1993

SASES has appointed a responsible officer for the purposes of the Whistleblowers Protection Act 1993 pursuant to Section 7 of the Public Sector Act 2009. There have been no instances of disclosure of public interest information to a responsible officer of the agency under the act during 2015-16.

REGIONAL IMPACT ASSESSMENT STATEMENTS

No regional impact assessment statements were required or undertaken during the year.

PUBLIC COMPLAINTS

Formal public complaints

Category of complaints by subject 2014-15 Number

Service quality/ delivery 0

Behaviour of staff/volunteers 0

Service access/processes/procedures 0

Other Complaints 0

Total Complaints 0

CONTRACTUAL ARRANGEMENTS

SASES contractual information can be found at https://www.tenders.sa.gov.au/tenders/index.do.

FRAUD

Fraud

Nature of Fraud Number of instances Strategies to control and prevent

Suspected misuse of government purchase card

1 Referred to SAPOL, currently being investigated

CONSULTANTS

Consultants

Consultant Purpose of consultancy Number Total $

Value below $10,000

various To undertake a review of District Officer arrangements for SASES

1 9 350

Subtotal 1 9 350

Value above $10,000

nil

Subtotal 0 0

Total 1 9 350

OVERSEAS TRAVEL

Details of overseas travel undertaken by SASES staff and volunteers are summarised on the agency website (refer http://www.ses.

sa.gov.au/site/about_us/about_the_ses.jsp)

Appendix 3 – Further Mandatory Reporting Requirements


Sector

Chief Officers’ Forum

Dep Chief Officers’ Forum

ESS WH&S Leadership Forum

SAFECOM Audit and Risk Management Committee

SAFECOM Board

SAFECOM Board Finance Committee

SAFECOM Building Projects Review Committee

SAFECOM Call Receipt and Despatch Group

SAFECOM E-emergency E-Connect Project Steering Committee/Board

SAFECOM Information Communications Technology Governance Board

SAFECOM Learning and Development Committee

SAFECOM Performance Standards for Self Insurers – Improvement Ref Group

SAFECOM SACAD Management Group

SAFECOM SACAD Implementation Group

SAFECOM Volunteer Employer Reference Group

SAFECOM VSB Governance Group

SAFECOM Sector Advisory Committee

SAPES Games Governance Committee

SASES Executive Meeting

SASES Executive Advisory Group

SASES Governance Review and Reporting Group

SASES Incident Management Reference Group

SASES Managers’ Meeting

SASES WH&S Committee

SASES Strategic Recruitment Strategy Pilot Program

SES/SAFECOM CO/CE Forum

SASES UMAG - Flinders Gulf, Eyre, Outback

SASES UMAG - Hills Fleurieu

SASES UMAG - Mid North and Yorke

SASES UMAG - Northern Adelaide

SASES UMAG - Riverland

SASES UMAG - Southern Adelaide

SASES UMAG - South East

SASES Work In Progress Meting

Sector Incident Management Reference Group

ZEMC Executive Officers’ Meeting

Regional or District

Adelaide Airport Emergency Management Committee

Adelaide City Council CERM Steering Committee

Central Border Fire and Emergency Coordination Committee

City of Charles Sturt Emergency Response Plan Committee

Clipsal 500 Emergency Management Committee

Kangaroo Island Emergency Management Committee

Mt Gambier Combined ESO Facility Management Committee

Oakbank Races Emergency Management Committee

Parafield Airport Emergency Management Committee

Patawalonga Flood Committee

Patawalonga Lake System Advisory Group

Port Pirie Flood Levee Management

Port Lincoln Port Security Committee

Port Pirie Flood Working Group

Royal Adelaide Showground Emergency Management Committee

Southern Border Fire and Emergency Coordination Committee

Thevenard Port Security Committee

ZEMC Adelaide Hills, Fleurieu and KI

ZEMC Barossa

ZEMC Eastern Adelaide

ZEMC Eyre and Western

ZEMC Far North

ZEMC Limestone Coast

ZEMC Murray & Mallee

ZEMC Northern Adelaide

ZEMC Southern Adelaide

ZEMC Western Adelaide

ZECC Yorke and Mid North

National

ACSES – Australian Council of SES

ACSES – National Equipment Working Party

ACSES – Communications Group

ACSES – Learning and Development Group

ACSES – Performance Indicators Working Group

AFAC – Australasian Fire Authorities Council

AFAC – Collaborative Purchasing Group

AFAC – Data Management Working Group

AFAC – Community Safety Working Group

AFAC – Learning & Development Group

AFAC – SES Operations Group

AFAC – Urban Search and Rescue Group

AFAC AIIMS Review Working Group

AFAC Alternative Energy Group

AFAC Fit for Task Group

ANZEMC

ANZEMC CDSC

ANZEMC ISG

Australian Tsunami Working Group

Emergency Management Spatial Information Network

National Emergency Management Volunteer Forum

National Emergency Warnings Review Steering Committee

National Security Lessons and Knowledge Management Group

National Search and Rescue Council

National Volunteer Marine Search and Rescue Committee

NEMC – National Emergency Management Committee

NEMC – Capability Development Sub-Committee

NEMC – NDSR Implementation Steering Group

Productivity Commission – RoGS Emergency Management Working Group

Public Safety Industry Advisory Committee

State

Central Exercise Writing Team (CEWT)

Community Emergency Information Warning Systems (State)

Emergency and Major Events Coordination Committee

Emergency Management Council

Emergency Management Spatial Information Network South Australia

Emergency Services Leadership Council

Emergency Services Operations Coordination Committee

Engineering Functional Service Committee

Extreme Heat Advisory Group

Extreme Heat & CALD Communities Working Group

Firewatch Committee

Flood Hazard Advisory Group

Flood Reform Taskforce

FloodSafe Steering Committee

Flood Taskforce Working Group 1





Flood Warning Consultative Committee

Interagency Incident Management Steering Group

Performance Standards for Self-Insured Steering Committee

Public Information Functional Services Liaison Officers group

Public Safety Industry Advisory Committee

Risk Communication to CALD Communities in SA

Road Safety Communications Coordination Group

SA Call Receipt & Despatch Executive

SA Government Radio Network Board

SA Marine Weather Consultative Committee

SA Water Safety Coordinating Committee

SACAD Executive

SEMC NDRS ISG

SEMC Local Government Emergency Management Project Group

State CBRN Committee

State CBRN Training Committee

State Committee of the National Plan to Combat Pollution of the Sea by Oil and Other Noxious and Hazardous Substances

State Emergency Management Committee (SEMC)

State Emergency Management Telecommunications Advisory Group

State Emergency Management Training Committee

State Emergency Information Call Centre Committee (SEICCC)

State Hazard Leader Committee

State Human Disease Committee

State Marine Communications Management Committee

State Mitigation Advisory Group (SMAG)

State Recovery Advisory Group (SRAG)

State Recovery Committee (SRC)

Appendix 4 – Committees & Working Group participation


NATIONAL MEDAL AND CLASPS

The National Medal recognises 15 years of effective and diligent service by members of emergency service organisations (ESOs) that help the community during times of crisis. Clasps are awarded to members of ESOs for each additional consecutive 10-year period. The following medals and clasps were awarded during 2015-16: Name Unit Region

National Medal

Andrew Christopher Caputo Campbelltown SouthDavid Ross Zakrzewski Tea Tree Gully SouthJonathon Kent Taylor North Operations & Support NorthKaren Shippen South Operations & Support SouthKayleen Catherine Marshall Mintabie NorthLynette Joy Berghofer Whyalla NorthMargaret Venturi Mintabie NorthMark Andrew Smyth Mount Gambier SouthPhillip James Tann Tea Tree Gully SouthRicky Leonard Thompson Enfield SouthRosanne Kaye Cruickshanks Mount Gambier SouthSara Lesley Pulford Staff State HQVicki Joy Albanese Renmark South

EMERGENCY SERVICES MEDAL

The national Emergency Services Medal (ESM), which recognises distinguished service, was presented to two SASES volunteer members in 2015-16:

Australia Day 2016 Trevlyn Smith Unit Manager Streaky Bay Unit

Queen’s Birthday 2016 Tony Sumner Unit Manager Hallett Unit

SOUTH AUSTRALIAN EMERGENCY SERVICES MEDAL AND MINISTERIAL COMMENDATION

Each year, the Minister for Emergency Services awards South Australian Emergency Services Medals and Commendations to recognise outstanding and/or courageous service to the community. In 2015-16 four awards were presented to SASES members:

SA Emergency Services Medal

Phil Tann Unit Manager Tea Tree Gully Unit

Hayden Feder Unit Manager Western Adelaide Unit

Ministerial Commendation

Viki Paxtyn Unit Team Leader Tea Tree Gully Unit

SOUTH REGION NORTH REGION

Commander: Derren Halleday Commander: Trevor Arnold

SOUTHERN ADELAIDE MID NORTH

District Officer: Peter Nygaard District Officer: Sue GageCommunity Engagement Unit Burra Metro South Clare Mount Barker Hallett Noarlunga Laura Prospect North Operations & Support State Operations &Support Port PirieSturt SpaldingWestern Adelaide

NORTHERN ADELAIDE FLINDERS/GULF

District Officer: Wayne Palmer District Officer: Mark TuckwellCampbelltown Parachilna/Angorichina CRT Central Operations & Support Booleroo Centre Dog Operations Cleve Eastern Suburbs Hawker Edinburgh Kimba Enfield Port Augusta Onkaparinga Quorn Tea Tree Gully Whyalla

Wirrealpa CRT

SOUTH EAST YORKE

District Officer: Brad Flew District Officer: Ben BirbeckBordertown Bute Keith KapundaKingston MaitlandMillicent Port Broughton Mount Gambier SaddleworthSouth East Operations & Support Snowtown

Warooka

RIVERLAND OUTBACK

District Officer: Danny Wood District Officer: Paul DicksonBarmera Andamooka Berri Beverley CRT Blanchetown Coober Pedy Loxton Innamincka CRT Renmark Leigh Creek Riverland Operations & Support Marla CRT

Mintabie Roxby Downs

HILLS/FLEURIEU EYRE

District Officer: Terri Purvis District Officer: Craig BrassingtonKangaroo Island Ceduna Meningie Cummins Murray Bridge Nullarbor CRT South Coast Port Lincoln Strathalbyn Streaky Bay Yankalilla Tumby Bay

West Operations & Support

Appendix 6 – Honours and Award RecipientsAppendix 5 – SASES Regions, Districts and Units


Jillian Krebs Port Augusta NorthLeon Simon McLean Tea Tree Gully SouthLuke Andrew Heinrich Clare NorthMargaret Helen Smith Quorn NorthMargaret Venturi Mintabie NorthMeredith Crook South Operations & Support SouthPeter John James Nygaard Metro South / Staff South /State HQRebecca Jayne Hunt Western Adelaide SouthSandy Mann Mount Barker SouthShane Slits Western Adelaide SouthWilliam John Underwood Mintabie North

20 Year Bar

Name Unit Region

Bruce Cameron Cant Warooka NorthCatherine Rosemary Mulvihill Western Adelaide SouthChristopher James Shaw Sturt SouthDavid Grant Jaensch Bordertown SouthIan Howard Timms Warooka NorthIan Maxwell Bonython Staff State HQJamie William Koennecke Warooka NorthMatthew James Belton Whyalla SouthMichael Leonard Figg Murray Bridge SouthMichael Wayne Fix Strathalbyn SouthShane Matthew Kidd Sturt SouthTrevor Horrie Beck Whyalla NorthTrevor Lindsay Ide Bordertown SouthWayne Gregory Usher Mount Gambier South

30 Year Bar

Name Unit Region

Brian McCourt Hawker NorthBruce Spilsbury Yankalilla SouthDanny Gordon Wood Loxton / Staff South / State HQTony James Fahlbusch Whyalla North

40 Year Bar

Name Unit Region

Gordon David Creaser Bordertown South

THE KEITH LANE AWARD

The Keith Lane Memorial Award recipient is selected by the SASES Volunteers’ Association and is judged on ‘outstanding contribution by an individual member’. In 2015-16, Cameron Nolan of Edinburgh Unit was presented with the award.

Name Unit Region

1st Clasp

Andrew Doug Buckle Tea Tree Gully SouthChristine Nona Matthews Renmark SouthFaith Church Staff State HQMegan Peel Tea Tree Gully SouthMorwenna Lesley Burnett Mintabie NorthNigel Lee Carr Whyalla NorthRichard Albert Burnett Mintabie North

2nd Clasp

Christopher Ylia Renmark SouthMalcolm Ross Bethune South Operations & Support SouthShane Terry Leedham South Operations & Support South

3rd Clasp

Dean Wayne McFarlane South Operations & Support South

4th Clasp

Kenneth James Cocks Sturt South

SASES LIFE MEMBERSHIP AWARDS 2015-16

Life membership is presented to all SASES members, both registered volunteers and staff, who have completed 35 years or more of aggregated active and diligent service.Name Unit Region

Beverley Overton Kangaroo Island SouthHelen McCarthy West Operations & Support NorthPaul Muir South Coast South

SASES LONG SERVICE MEDAL AND BARS

The SASES Long Service Medal recognises 10 years of continuous and diligent service completed entirely within SASES. Recipients are subsequently recognised with a bar for every 10 years of service thereafter.

Medal

Name Unit Region

Alicia Jolly Hawker NorthAndrew William Ling Loxton SouthAnne Myrea McGovern Mintabie NorthBevan Gerald Garmeister Kangaroo Island SouthBrent James Easson Western Adelaide SouthDavid Stephen Mattner Noarlunga SouthGeoffrey Dunkin Bordertown SouthHamish Smith Quorn North

APPENDIX 6 – HONOURS AND AWARD RECIPIENTS cont.


AASB Australian Accounting Standards BoardABS Australian Bureau of StatisticsACSES Australian Council of State Emergency ServicesAFAC Australasian Fire Authorities CouncilAGD Attorney General’s DepartmentAIIMS Australasian Inter-Service Incident Management SystemAMSA Australian Maritime Safety AuthorityANZAC Australia-New Zealand Army CorpANZEMC Australia-New Zealand Emergency Management CommitteeATV All-Terrain VehicleBoM Bureau of MeteorologyCAD Computer Aided DispatchCALD Cultural and Linguistic DiversityCBRN Chemical, Biological, Radiological and NuclearCDSC Capability development sub committeeCE Chief ExecutiveCERM Community Emergency Risk ManagementCEU Community Engagement UnitCEWT Central Event Writing TeamCFS Country Fire ServiceCFSVA Country Fire Service Volunteers’ AssociationCO Chief OfficerComCen Communications CentreCRC Cooperative Research CentreDEWNR Department of Environment, Water and Natural ResourcesDPTI Department of Planning, Transport and InfrastructureEAP Employee Assistance ProgramEM Emergency ManagementESM Emergency Services MedalESO Emergency Services OrganisationESOTAS Emergency Services Organisation Training Administration

SystemESS Emergency Services SectorFTE Full-Time EquivalentFOI Freedom of InformationGRN Government Radio NetworkGST Goods & Services TaxHF High FrequencyHPF High Performance FrameworkHQ Head QuartersICT Information & Communications TechnologyIMT Incident Management TeamISG Implementation Steering GroupIT Information TechnologyKI Kangaroo IslandKPI Key Performance IndicatorMFS Metropolitan Fire ServiceMOU Memorandum of UnderstandingN/A Not Applicable or Not AvailableNDRP National Disaster Resilience ProgramNDRS National Disaster Resilience Strategy NEMC National Emergency Management CommitteeNERAG National Emergency Risk Assessment Guidelines

NSW New South WalesNT Northern TerritoryOAM Order of Australia MedalOHS Occupational Health & SafetyPIN Provisional Improvement NoticesPIT Pre-incident TrainingPPE Personal Protective EquipmentPSWR Public Sector Workforce RelationsRAF Resource Allocation FrameworkRCD Residual Current DeviceRCR Road Crash RescueRoGS Report on Government ServicesROIP Radio Over Internet ProtocolRPL Recognition of Prior LearningSA South AustraliaSAAS SA Ambulance ServiceSACAD SA Computer Aided Despatch SACFS SA Country Fire ServiceSAFECOM SA Fire & Emergency Services CommissionSAMFS SA Metropolitan Fire ServiceSAPES SA Police & Emergency ServicesSAPOL SA PoliceSASES SA State Emergency ServiceSASESVA SA State Emergency Service Volunteers’ AssociationSASP SA Strategic PlanSEICCC State Emergency Information Call Centre CapabilitySEMC State Emergency Management CommitteeSES State Emergency ServiceSESIIMS SES Incident and Information Management SystemSHQ State HeadquartersSMAG State Mitigation Advisory GroupSPAM Stress Prevention & Management ProgramSRAG State Response Advisory GroupSRC State Recovery CommitteeSWP Safe Work PracticeTAS Training & Administration SystemTI Treasurer’s InstructionUHF Ultra high frequencyUMAG Unit Managers’ Advisory GroupUSAR Urban Search and RescueVERSP Volunteer & Employer Recognition & Support ProgramVHF Very High FrequencyVMR Volunteer Marine RescueVSB Volunteer Support BranchWHS Work Health & SafetyYTD Year to DateZEMC Zone Emergency Management Committee

Appendix 7 – List of acronyms


sa state emergency service annual report 2015-2016 · crash (5%, 379 calls), and animal rescue and...

Documents