2004-05 Budget Paper 4: Portfolio Statements€¦ · PORTFOLIO STATEMENT Presented by the...

PORTFOLIO STATEMENT

Presented by the Honourable Kevin Foley MPDeputy Premier and Treasurer of South Australia

on the Occasion of the Budget for 2009–10

2009 10

BUDGET PAPER 4 Volume 2B

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Table of Contents

VOLUME ONE

Introduction

Portfolio — Premier and Cabinet ............................................................................................... 1

Portfolio — Trade and Economic Development ........................................................................ 2

Portfolio — Treasury and Finance .............................................................................................. 3

Portfolio — Planning and Local Government ............................................................................ 4

Portfolio — Primary Industries and Resources ......................................................................... 5

Portfolio — Transport, Energy and Infrastructure ................................................................... 6

Accounting Standards

VOLUME TWO

Introduction

Portfolio — Justice ........................................................................................................................ 7

Portfolio — Health ........................................................................................................................ 8

Portfolio — Education and Children’s Services......................................................................... 9


VOLUME THREE

Introduction

Portfolio — Tourism ..................................................................................................................... 10

Portfolio — Environment and Conservation and the River Murray ....................................... 11

Portfolio — Families and Communities ...................................................................................... 12

Portfolio — Further Education, Employment, Science and Technology ................................. 13

Auditor-General ............................................................................................................................ 14


INTRODUCTION

The Portfolio Statements outline financial and non-financial information about the services provided to, and on behalf of, the community by each portfolio. The following discussion outlines key aspects of the Statements.

Financial statements

The financial statements for each portfolio include an Income Statement, Balance Sheet and a Cash Flow Statement. The financial statements contained in the 2009-10 Portfolio Statements are special purpose financial reports.

Estimates in the financial statements have been prepared:

• on a basis that is consistent with Australian Accounting Standards. Australian Accounting Standards and/or interpretations that have been issued or amended but are not yet effective have not been early adopted;

• on an accrual basis except for the Cash Flow Statement which has been derived from the Income Statement and Balance Sheet to reflect cash payments and receipts; and

• using the historical cost convention, except for certain assets and liabilities that are valued in accordance with the valuation policy applicable.

In the process of reporting on portfolios, agencies or other entities as single economic entities, transactions and balances between units within the economic entity are eliminated. The commentary at the commencement of the financial statement for each portfolio identifies which entities have been included in the consolidated reports for that portfolio.

The financial statements for each portfolio include separate presentation or classification of controlled activities and (where applicable) administered activities.

Portfolio statements typically reflect a consolidation of controlled items within each portfolio. Where a portfolio contains a single agency, only the agency statements are provided.

Definitions

Portfolio

A portfolio is an entity that provides management coordination and administrative support for a defined group of agencies. A portfolio may comprise a single agency.

Agency

An agency is an administrative unit created under the Public Sector Management Act 1995 (PSM) or a statutory authority that is accountable for the delivery of programs on behalf of the Government.

Programs and sub-programs

A program is a grouping of related sub-programs or activities that contributes to the achievement of a particular agency’s and, in turn, the government’s objectives. A sub-program is a grouping of activities that contribute to a more specific objective.

Portfolio Statement overview

The Portfolio Statements outline details of projected portfolio activity and performance for 2009-10. Each Portfolio Statement conforms to the following standard presentation structure:

Portfolio Summary

• Ministerial Responsibilities

– details Minister, Agency, Program, Sub-Program and Administered items relationships and responsibilities

• Portfolio cost of service summary (where the portfolio comprises more than one agency)

– a summary of total agency cost of services

• Investing payments summary (where the portfolio comprises more than one agency)

– total agency investing payments

• Portfolio financial statements (where the portfolio comprises more than one agency)

– budgeted financial statements for controlled items

• Workforce summary

– total workforce details

• Ministerial Office(s) resources

– details of resources provided to Ministerial office(s)

Agency Summary

• Objective

– details of agency objectives

• Targets / Highlights

– targets for the budget year and highlights for the prior year

• Program cost of services summary

– summary of the net cost of agency programs

• Investing payments summary

– the investing payments for the agency

• Program information

– a description / objective and summary income statement

– commentary and performance measures for individual agency sub-programs

• Agency financial statements

– budgeted financial statements for controlled and administered items

• Agency financial commentary

– commentary on variances, trends, etc in the financial statements

Presentation of changes in program structures

Where an agency is transferred between portfolios, program information for previous years is reflected in the current program structure of the receiving portfolio. Similarly, where programs or sub-programs are transferred between agencies information is reflected in the receiving agency’s program structure.

In contrast, the agency financial statements line net cost of providing services (in the income statement) is based on the actual program structure for the agency as it operated or is expected to operate in each year. This distinction in treatment is drawn so that financial statements accurately reflect events while, at the same time, program information is comparable and not duplicated.

Reconciliation of the financial statements to the current program structure is contained in the program net cost of services summary located at the beginning of each relevant agency section.

Portfolio: Justice

Attorney-General Minister for Justice Minister for Multicultural Affairs Minister for Veterans’ Affairs Minister for Police Minister for Emergency Services Minister for Recreation, Sport and Racing Minister for the Status of Women Minister for Consumer Affairs Minister for Correctional Services Minister for Gambling Minister for Volunteers

TABLE OF CONTENTS

PORTFOLIO SUMMARY

Ministerial responsibilities ...............................................................................................7.1

Portfolio net cost of services summary ............................................................................7.6

Investing payments summary...........................................................................................7.6

Portfolio financial statements

Income statement.................................................................................................7.7

Balance sheet.......................................................................................................7.8

Cash flow statement ..........................................................................................7.10

Workforce summary.......................................................................................................7.12

Ministerial Office resources ..........................................................................................7.12

Agency summaries

Attorney-General’s Department .....................................................................................7.14

Courts Administration Authority....................................................................................7.74

Electoral Commission of South Australia ......................................................................7.96

South Australia Police ..................................................................................................7.110

South Australian Fire and Emergency Services Commission ......................................7.142

South Australian Metropolitan Fire Service.................................................................7.160

Country Fire Service ....................................................................................................7.174

State Emergency Service..............................................................................................7.188

Department for Correctional Services ..........................................................................7.204

PORTFOLIO: JUSTICE

MINISTERIAL RESPONSIBILITIES

Minister Agency Programs Sub-Programs 1. Legal Services 1.1 Crown Solicitor

1.2 Public Prosecutions 1.3 Parliamentary Counsel 1.4 Solicitor-General

2. Multicultural Services 2.1 Multicultural Services and Advice

2.2 Interpreting and Translating Services

3. Equal Opportunity 3.1 Education Services 3.2 Complaint Services

4. Police Complaints Authority

Nil

5. Ombudsman Services Nil

6. Guardianship Services Nil

7. Forensic Science Nil 8. Policy Planning and

Legislation 8.1 Legislation and Legal

Policy 8.2 Policy and Research 8.3 Strategic Planning and

Crime Statistics 8.4 Justice Youth Reform

9. Registration Services 9.1 Births, Deaths and Marriages

9.2 Business Registration Unit

Attorney-General’s Department

10. Justice Portfolio Services

Nil

1. Court and Tribunal Case Resolution Services

1.1 Criminal Jurisdiction 1.2 Specialist Courts 1.3 Civil Jurisdiction 1.4 Coroner

2. Alternative Dispute Resolution Services

Nil

Courts Administration Authority

3. Penalty Management Services

3.1 Criminal Jurisdiction 3.2 Civil Jurisdiction

The Hon. Michael Atkinson Attorney-General Minister for Justice Minister for Multicultural Affairs Minister for Veterans’ Affairs

Electoral Commission of South Australia

1. Electoral Services 1.1 Parliamentary Electoral Services

1.2 Non-parliamentary Electoral Services

continued

7.1

Minister Agency Programs Sub-Programs 1. Public Order 1.1 Police Response

Services 1.2 Event Management

2. Crime Prevention 2.1 Crime Prevention — the person

2.2 Crime Prevention — property

2.3 Crime Prevention — illegal drug activity

2.4 Community Programs and Education

3. Road Safety 3.1 Road Use Regulation 3.2 Road Use Education 3.3 Vehicle Collision

Prevention

4. Emergency Response and Management

4.1 Emergency Response 4.2 Emergency

Management and Coordination

South Australia Police

5. Criminal Justice Services

5.1 Criminal Justice Services

5.2 Custodial Services

South Australian Fire and Emergency Services Commission

1. Fire and Emergency Services Strategic Services and Business Support

1.1 Leadership 1.2 Prevention and

Community Preparedness

1.3 Operational Preparedness

1.4 Response 1.5 Recovery 1.6 Business Excellence

South Australian Metropolitan Fire Service

1. South Australian Metropolitan Fire Service

1.1 Leadership 1.2 Prevention and




The Hon. Michael Wright Minister for Police Minister for Emergency Services Minister for Recreation, Sport and Racing

Country Fire Service 1. Country Fire Service 1.1 Leadership 1.2 Prevention and




continued

7.2

Minister Agency Programs Sub-Programs State Emergency Service 1. State Emergency

Service 1.1 Leadership 1.2 Prevention and




The Hon. Michael Wright continued


11. Recreation, Sport and Racing

11.1 Recreation and Sport 11.2 Racing Policy

12. Consumer and Business Affairs

12.1 Residential Tenancies 12.2 Occupational Licensing

Services 12.3 Compliance and

Enforcement 12.4 Consumer Affairs 12.5 Communication, Policy

and Research

13. Office for Women 13.1 Women’s Policy Office 13.2 Women’s Information

Service 13.3 Premier’s Council for

Women

The Hon. Gail Gago Minister for the Status of Women Minister for Consumer Affairs


14. Liquor Regulatory Services

Nil

1. Rehabilitation and Reparation

Nil

2. Custodial Services Nil

Department for Correctional Services

3. Community Based Services

Nil

15. Gambling Regulatory Services

Nil

The Hon. Tom Koutsantonis Minister for Correctional Services Minister for Gambling Minister for Volunteers


16. Volunteers Nil

Administered items

In addition to the above responsibilities the Portfolio administers the following items on behalf of Ministers.

South Australia Police

• Australian Crime Commission secondments/references

• Exhibit Monies

• Grant to the Australian Crime Prevention Council

• Grant to Safer Communities Australia Inc

• Revenue from Expiation Notices

7.3

• Statutory Officer salaries (Police Commissioner)

• SA Water Corporation — water rate concession for emergency services

• Unclaimed Monies


• Agents Indemnity Fund

• Bail Application & Information Services

• Child Abuse Program

• Computer Aided Dispatch Project

• Contribution to the Legal Services Commission for Legal Aid

• Criminal Backlog Reduction Program – Refurbishment of Sturt Street Facilities

• Crown Solicitor’s Trust Account

• Expensive State Criminal Cases

• Legal Practitioners Act Fund

• Native Title Claims

• Payment of Liquor Subsidies to Licensees

• Professional Standards Council Fund

• Recreation and Sport Fund

• Reimbursement of Legal Costs and Expenses incurred by Crown Employees

• Residential Tenancies Trust Account

• Retail Shop Leases Trust Account

• Second-hand Motor Vehicles Dealers Compensation Fund

• Special Acts — Ministerial salary and allowances, Statutory Officer salaries (Ombudsman and Solicitor-General)

• Sport and Recreation Fund

• State Rescue Helicopter Service

• Taxation Receipts (Casino, Gaming, Lottery Licences)

• Transcript Fees for the Legal Services Commission

7.4

• Victims of Crime Fund

• Video Conferencing Equipment

• War Graves

Courts Administration Authority

• Court Fees and Fines

• Judicial Salaries and Expenses

• Victims of Crime Levy

Electoral Commission of South Australia

• Electoral Districts Boundaries Commission

• Statutory Officer Salaries (Electoral Commissioner and Deputy Electoral Commissioner)

South Australian Fire and Emergency Services Commission

• Community Emergency Services Fund

Statutes

The Department of the Premier and Cabinet maintains a list of statutes applicable to Ministers.

7.5

PORTFOLIO NET COST OF SERVICES SUMMARY

2009-10 Budget

2008-09Estimated result

2008-09 Budget

2007-08 Actual

Agency $000 $000 $000 $000 Attorney-General’s Department............... 139 285 128 669 122 778 132 452 Courts Administration Authority ............. 80 938 79 064 78 917 75 940 Electoral Commission of South Australia .................................................. 11 705 3 147 2 678 2 308 South Australia Police ............................. 638 273 603 318 607 918 569 992 South Australian Fire and Emergency Services Commission............................... 14 071 19 403 14 324 13 253 South Australian Metropolitan Fire Service ..................................................... 106 269 97 186 93 466 84 625 Country Fire Service................................ 54 713 52 676 53 762 56 079 State Emergency Service ......................... 10 723 10 565 10 899 10 504 Department for Correctional Services...... 179 865 182 032 172 455 161 974

Total 1 235 842 1 176 060 1 157 197 1 107 127

Note: The net cost of services summary is based on the current program structure of the portfolio. A reconciliation of the amounts for the Attorney-General’s Department to the net cost of providing services (as contained in the financial statements) is included in the Program net cost of services summary located at the beginning of the Attorney-General’s Department agency summary.

INVESTING PAYMENTS SUMMARY

2009-10 Budget


2008-09 Budget

2007-08 Actual

Agency $000 $000 $000 $000 Attorney-General’s Department............... 4 679 5 789 7 171 4 168 Courts Administration Authority ............. 4 535 2 426 2 173 2 069 Electoral Commission of South Australia .................................................. 110 1 472 1 290 6 South Australia Police ............................. 52 209 17 271 41 220 13 672 South Australian Fire and Emergency Services Commission............................... — 380 — 871 South Australian Metropolitan Fire Service ..................................................... 11 518 12 192 14 536 6 944 Country Fire Service................................ 12 140 14 066 14 179 14 544 State Emergency Service ......................... 2 913 2 964 2 841 2 653 Department for Correctional Services...... 13 097 11 789 16 011 9 475

Total 101 201 68 349 99 421 54 402

Note: The investing payments summary is based on the current program structure of the portfolio. A reconciliation of the amounts for the Attorney-General’s Department total investing payments is located at the beginning of the Attorney-General’s Department agency summary.

7.6

JUSTICE

Income statement__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 750 104 710 467 687 629 640 236 Long service leave .................................................................... 23 874 22 842 28 925 30 883 Payroll tax ................................................................................ 43 182 40 596 39 901 38 798 Superannuation ......................................................................... 96 271 91 390 90 052 83 336 Other ......................................................................................... 5 451 5 259 5 196 3 543Supplies and services — General supplies and services .................................................. 328 388 320 819 301 066 298 417 Consultancy expenses .............................................................. 969 4 965 806 3 310Depreciation and amortisation expenses ...................................... 62 149 57 716 55 662 48 130Borrowing costs ............................................................................ 1 550 1 400 1 158 1 205Grants and subsidies ..................................................................... 37 015 20 542 13 319 14 707Intra government transfers ........................................................... 3 221 4 397 2 767 3 550Other expenses ............................................................................. 28 808 27 662 32 272 35 712

Total expenses 1 380 982 1 308 055 1 258 753 1 201 827

Income

Commonwealth revenues ............................................................. 7 445 7 448 6 059 10 583Intra government transfers ........................................................... 260 115 252 816 249 168 240 707Other grants .................................................................................. 515 813 62 20Fees, fines and penalties ............................................................... 43 547 39 171 38 625 36 550Sales of goods and services .......................................................... 70 767 69 520 65 758 70 411Interest revenues ........................................................................... 1 851 1 816 1 816 2 741Net gain or loss from disposal of assets ....................................... 29 417 89 -136Resources received free of charge ................................................ 841 368 368 1 101Other income ................................................................................ 9 125 9 025 8 720 7 645

Total income 394 235 381 394 370 665 369 622

Net cost of providing services 986 747 926 661 888 088 832 205

Income from / Expenses to SA Government

Income — Appropriation ........................................................................... 996 033 892 474 899 625 808 136 Other income ............................................................................ — 1 319 — 22 031Expenses — Tax equivalent .......................................................................... — — 11 — Cash alignment ......................................................................... — 3 817 1 916 7 183

Net income from / expenses to SA Government 996 033 889 976 897 698 822 984

Net result before restructure(s) 9 286 -36 685 9 610 -9 221

Net income from / expenses from administrative restructure(s) .. — 127 337 — —

Net result after restructure(s) 9 286 90 652 9 610 -9 221

7.7

JUSTICE

Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 119 555 140 476 136 216 160 386Receivables ................................................................................... 26 803 26 784 18 845 26 127Inventories .................................................................................... 1 148 1 143 853 1 041Financial assets ............................................................................. 1 683 1 683 2 304 1 684Other current assets ...................................................................... 7 819 7 356 2 771 7 246Non-current assets class held for sale .......................................... 6 093 6 093 1 479 497

Total current assets 163 101 183 535 162 468 196 981

Non current assetsLand and improvements ............................................................... 900 237 859 164 670 093 717 569Plant and equipment ..................................................................... 180 424 181 858 174 603 181 355Heritage assets .............................................................................. 70 70 70 70Intangible assets ........................................................................... 10 884 11 502 6 372 12 556Biological assets - other ............................................................... 212 212 203 212Other non-current assets ............................................................... 181 181 — 39

Total non-current assets 1 092 008 1 052 987 851 341 911 801

Total assets 1 255 109 1 236 522 1 013 809 1 108 782

Liabilities

Current liabilitiesPayables ........................................................................................ 68 948 70 097 56 892 62 230Short-term borrowings ................................................................. 298 298 — — Employee benefits — Salaries and wages ................................................................... 6 174 25 508 20 204 19 919 Annual leave ............................................................................. 51 198 49 955 46 330 47 941 Long service leave .................................................................... 15 788 14 773 13 258 13 572 Other ......................................................................................... 411 208 406 5Short-term provisions ................................................................... 24 972 24 032 23 416 22 976Other current liabilities ................................................................. 2 934 2 821 1 961 2 716

Total current liabilities 170 723 187 692 162 467 169 359

Non current liabilitiesLong-term borrowings .................................................................. 21 748 22 776 19 115 20 088Long-term employee benefits — Long service leave .................................................................... 182 335 173 374 169 763 161 684 Other ......................................................................................... 678 670 671 662Long-term provisions ................................................................... 97 289 93 977 94 020 90 817Other non-current liabilities ......................................................... 5 785 5 785 448 5 785

Total non-current liabilities 307 835 296 582 284 017 279 036

Total liabilities 478 558 484 274 446 484 448 395

Net assets 776 551 752 248 567 325 660 387

7.8

JUSTICE

Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Equity

Contributed capital ....................................................................... 19 520 4 503 4 503 3 294Retained earnings ......................................................................... 400 340 391 054 318 413 300 402Asset revaluation reserve ............................................................. 356 530 356 530 244 266 356 530Other reserves ............................................................................... 161 161 143 161

Total equity 776 551 752 248 567 325 660 387

Balances as at 30 June end of period.

7.9

JUSTICE

Cash flow statement__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000

OPERATING ACTIVITIES:

Cash outflowsEmployee benefit payments ......................................................... 928 587 849 963 833 490 771 249Payments for supplies and services .............................................. 329 267 325 419 301 507 300 536Interest paid .................................................................................. 1 550 1 400 1 158 1 205Grants and subsidies ..................................................................... 37 015 20 542 13 319 14 866GST paid ...................................................................................... — — — 6 186Intra government transfers ........................................................... 3 221 4 397 2 767 3 550Other payments ............................................................................ 24 213 23 219 27 360 28 688

Cash used in operations 1 323 853 1 224 940 1 179 601 1 126 280

Cash inflowsIntra government transfers ........................................................... 260 115 252 816 249 168 240 707Commonwealth receipts ............................................................... 7 445 7 448 6 059 10 583Other grants .................................................................................. 515 813 62 474Fees, fines and penalties ............................................................... 43 547 39 171 38 625 38 949Sales of goods and services .......................................................... 70 772 69 519 65 535 66 374Interest received ........................................................................... 1 851 1 816 1 816 2 628GST received ................................................................................ — — — 8 337Other receipts ............................................................................... 8 829 8 738 8 872 6 618

Cash generated from operations 393 074 380 321 370 137 374 670

SA GOVERNMENT:

Appropriation ............................................................................... 996 033 892 474 899 625 808 136Other receipts ............................................................................... — 1 319 — 22 031Payments — Tax equivalents ........................................................................ — — 11 — Cash alignment ......................................................................... — 3 817 1 916 7 183

Net cash provided by SA Government 996 033 889 976 897 698 822 984

Net cash provided by (+) / used (-) in operating activities 65 254 45 357 88 234 71 374

INVESTING ACTIVITIES:

Cash outflowsPurchase of property, plant and equipment .................................. 98 821 67 189 94 223 52 841Purchase of intangibles ................................................................. 2 380 1 075 1 075 787Other payments ............................................................................ — — — 168

Cash used in investing activities 101 201 68 264 95 298 53 796

Cash inflowsProceeds from sale of property, plant and equipment .................. 981 678 350 2 650

Cash generated from investing activities 981 678 350 2 650

Net cash provided by (+) / used in (-) investing activities -100 220 -67 586 -94 948 -51 146

7.10

JUSTICE


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000

FINANCING ACTIVITIES:

Cash outflowsFinance lease payments ................................................................ 972 920 920 869

Cash used in financing activities 972 920 920 869

Cash inflowsCapital contributions from SA Government ................................ 15 017 1 209 1 209 — Proceeds from restructuring activities .......................................... — 2 030 — —

Cash generated from financing activities 15 017 3 239 1 209 —

Net cash provided by (+) / used in (-) financing activities 14 045 2 319 289 -869

Net increase (+) / decrease (-) in cash equivalents -20 921 -19 910 -6 425 19 359

Cash and cash equivalents at the start of the financial year 140 476 160 386 142 641 141 027

Cash and cash equivalents at the end of the financial year 119 555 140 476 136 216 160 386

7.11

WORKFORCE SUMMARY

FTEs as at 30 June

Agency 2009-10 Budget

2008-09 Estimated result

2007-08 Actual

Attorney-General’s Department 1 440.2 1 497.7 1 209.7 Courts Administration Authority 809.6 841.3 783.7 Electoral Commission of South Australia 21.8 25.8 21.1 South Australia Police 5 614.7 5 492.6 5 335.9 South Australian Fire and Emergency Services Commission

106.2 111.2 112.4

South Australian Metropolitan Fire Service 925.5 903.0 880.5 Country Fire Service 110.9 110.9 96.3 State Emergency Service 38.0 40.0 30.4 Department for Correctional Services 1 574.8 1 601.9 1 531.6

Total 10 641.7 10 624.4 10 001.6

(a) The 2009-10 Budget and 2008-09 Estimated Result reflect the established FTE caps. (b) The 2007-08 Actual FTEs are based on preliminary data collected by the Office for Ethical Standards and Professional Integrity

(Department of the Premier and Cabinet).

MINISTERIAL OFFICE RESOURCES

2009-10 Budget

Cost of provision Minister $000 FTEs The Hon. Michael Atkinson 1 507 11.0 The Hon. Michael Wright 1 685 13.0 The Hon. Gail Gago 1 580 13.0 The Hon. Tom Koutsantonis 1 452 11.5

7.12

7.13

TABLE OF CONTENTS

AGENCY: ATTORNEY-GENERAL’S DEPARTMENT

Objective ......................................................................................................................................... 7.16

2009-10 Targets / 2008-09 Highlights ............................................................................................ 7.17

Program net cost of services summary............................................................................................ 7.19

Investing payments summary.......................................................................................................... 7.20

Program information — includes description/objective, summary income statement, sub-program information including performance criteria

1. Legal Services................................................................................................................ 7.21

2. Multicultural Services.................................................................................................... 7.25

3. Equal Opportunity.......................................................................................................... 7.28

4. Police Complaints Authority.......................................................................................... 7.30

5. Ombudsman Services .................................................................................................... 7.32

6. Guardianship Services ................................................................................................... 7.34

7. Forensic Science ............................................................................................................ 7.36

8. Policy, Planning and Legislation ................................................................................... 7.38

9. Registration Services ..................................................................................................... 7.42

10. Justice Portfolio Services............................................................................................... 7.44

11. Recreation, Sport and Racing ........................................................................................ 7.45

12. Consumer and Business Affairs..................................................................................... 7.48

13. Office for Women.......................................................................................................... 7.52

14. Liquor Regulatory Services ........................................................................................... 7.55

15. Gambling Regulatory Services ...................................................................................... 7.57

16. Volunteers...................................................................................................................... 7.59


Income statement .................................................................................................................. 7.61

Balance sheet......................................................................................................................... 7.62

Cash flow statement .............................................................................................................. 7.63

7.14

Income statement — administered items .............................................................................. 7.65

Balance sheet — administered items .................................................................................... 7.66

Cash flow statement — administered items.......................................................................... 7.67

Financial commentary ..................................................................................................................... 7.69

Additional information for administered items ............................................................................... 7.71

7.15

PORTFOLIO: JUSTICE


Objective

The aim of the Attorney-General’s Department, together with the broader Justice Portfolio, is to help create a safe and secure environment in which the public of South Australia can live and work and where the rights of individuals are protected; and to advise government agencies and statutory authorities in minimisation of the government’s exposure to legal and business risk.

The Attorney-General’s Department aims to provide:

• a legal infrastructure for South Australia that fosters:

– a legislative framework that is just, equitable, robust and appropriate for our state;

– increased understanding and adoption of crime prevention strategies, and timely and just resolution of cases before the courts;

– increased public and industry awareness of their rights and responsibilities; and

– an inclusive, fair and cohesive society where cultural, linguistic and religious diversity is supported and valued.

• public access to:

– impartial, timely and appropriate resolution of complaints;

– improved systems and processes to reduce causes of complaints;

– a fair and balanced market place;

– increased public confidence in the protection of people’s rights;

– equitable services for all South Australians regardless of culture, language, religion or English language proficiency; and

– programs and a range of facilities in the area of sport and recreation.

7.16

2009-10 Targets / 2008-09 Highlights

Targets 2009-10 Highlights 2008-09

Policy, Planning and Legislation • Introduce legislation to:

− reform laws relating to domestic violence; − reform the laws on knives and knife-related crime; and − consolidate the reforms to disrupt and dismantle serious

and organised crime groups and provide for unexplained wealth declarations.

• Commence the Cross-Border Justice Scheme • Launch the Justice Aboriginal Reconciliation Plan 2009-2013 • Develop initiatives to combat the effect of serious and repeat

offenders Building Communities • Lead preventative strategies with youth to reduce or eliminate

contact with the criminal justice system including; − Aboriginal Power Cup; − Operation Flinders; and − the David Kennedy Model.

Crown Solicitor’s Office • Continue the provision of leadership and progression of major

state commercial and infrastructure projects, including Roxby Downs Olympic Dam expansion and Building the Education Revolution projects

• Take a key role in ensuring South Australia’s water interests are protected

• Continue the Royal Adelaide Hospital and New Schools PPP projects

Office of the Director of Public Prosecutions • Recruit further staff for matters arising from the Children in

State Care Commission of Inquiry, Serious and Organised Crime legislation and to prosecute in the new Sturt Street Criminal Courts

• Review opportunities to provide timely information to victims about progress of criminal matters

Multicultural SA • Increase the number of mainstream events and organisations

that involve ethnic community organisations • Continue to implement the recommendations of the

Multicultural Youth Summit Equal Opportunity Commission • Develop and implement strategies to raise community

awareness of new laws subject to ongoing progress of the Equal Opportunity (Miscellaneous) Amendment Bill in 2009

Forensic Science SA • Continue to meet the increasing demand for DNA services • Establish at least 10 research projects with Flinders University

to increase efficiency and effectiveness of forensic science Justice Portfolio Services • Implement system and business process improvements to

improve the information available to bail authorities as part of the Bail Process Improvement project

• Implement further services on the internet aimed at reducing red tape for businesses and increasing internal efficiencies across the department

• Connect further courts and corrections sites to the whole-of-Justice video conferencing environment and implement measures to increase utilisation of video conferencing within the portfolio

Office of Consumer & Business Affairs • Continue to implement Council of Australia Government

(COAG) Business Regulation and Competition Working Group reforms in the areas of Trade Licensing, Business Names,

Policy, Planning and Legislation • Legislation introduced to:

− address Serious and Organised Crime; − reform laws relating to possession of certain precursor

chemicals without lawful excuse; − encourage donations of safe surplus food by protecting

food donors from liability; and − reform the laws on arson and criminal damage.

• Developed the Justice Portfolio Aboriginal Justice Action Plan • Hosted a national Indigenous Justice Forum as part of the

National Justice Chief Executive Officers’ project Staying Strong on the Outside

Building Communities • South Australian government Ambassador for Youth

Opportunities appointed • First Aboriginal Power Cup successfully completed Crown Solicitor’s Office • Played a pivotal role in the negotiation and documentation of

major infrastructure projects including: − Roxby Downs Olympic Dam mine expansion; and − Adelaide Desalination Plant.

• Progressed legal matters in relation to Wangary Bushfires, Children in State Care Commission of Inquiry and the Trevorrow Appeal

• Negotiated and settled significant native title claims Office of the Director of Public Prosecutions • Recruited additional staff for matters arising from the Children

in State Care Commission of Inquiry, Serious and Organised Crime Act and to deal with general workload in the Office

Multicultural SA • Established the Governor’s Multicultural Awards scheme • Engaged additional interpreters of Aboriginal languages Equal Opportunity Commission • The Equal Opportunity (Miscellaneous) Amendment Bill

progressed through the Legislative Council Forensic Science SA • Achieved major reduction in DNA backlogs through additional

funding for the Backlog Reduction Program • Achieved excellent turnaround times for increased analysis

under the revised Drugs in Drivers legislation • Finalised arrangements with Flinders University to establish an

SA Justice Chair and undertake research projects • Full complement of forensic pathologists achieved through the

overseas recruitment of a Forensic Pathologist and a Trainee Forensic Pathologist

Justice Portfolio Services • Continued work on the Bail Process Improvement project

aimed at improving information available to bail authorities • Implemented an online portal to allow South Australian

businesses to apply for the registration of a Business Name and add/remove Approved Persons from licensed premises over the Internet

• Implemented a whole-of-Justice video conferencing environment through Video Conferencing project connecting an initial 13 locations within Courts and Correctional Services

Office of Consumer & Business Affairs • Assisted people from culturally and linguistically diverse

backgrounds to understand their rights through translation of OCBA material into 24 languages

7.17


Consumer Credit, Consumer Policy Framework, Product Safety and Trade Measurement

• Implement advocacy, education and financial counselling service for the Tenancies Branch

• Identify additional opportunities to provide services online • Improve access to OCBA services and reduce red tape by

devolving some counter transactions to Service SA centres in metropolitan locations and investigate further services that can be offered through this channel

Recreation, Sport and Racing • Work with the controlling authorities of the racing industry,

and other stakeholder groups, to improve industry sustainability

• Finalise recommendations of the Working Party established to report on matters including advertising standards for wagering service providers, and regulation of commissioned agents

• Upgrade Eagle Mountain Bike Park and host the 2009-10 National Mountain Bike Championships

• Develop a sustainable model for feasible, community based sporting hubs in urban and regional areas

Office for Women • Lead the Anti-Violence Community Education Program

providing information on rape, sexual assault and domestic violence legislative reform

• Lead the intended roll-out of the Family Safety Framework across South Australia

Office of the Liquor and Gambling Commissioner • Continued involvement with Aboriginal communities and

remote rural communities to address alcohol abuse and misuse • Undertake research on the views of young people on

understanding risky drinking behaviour and the responsible consumption of alcohol

• Review inspectorial services for liquor and gambling licensed premises using risk based approach

Office for Volunteers • Complete the program to build a network of volunteer resource

centres throughout South Australia in collaboration with selected local/district councils

• Lead an initiative to raise awareness of government resources which are available for use by community organisations following recent Cabinet approval

• Introduced improved regulations for the real estate industry and completed associated education programs

• Introduced amendments to Trade Standards Variation Regulations to mirror all existing Commonwealth Safety Standards as set out in the Trade Practices Act

• Delivered a red tape reduction saving by amending trade measurement regulations for wine labelling to reduce costs for wine producers

Recreation, Sport and Racing • Development of State Aquatic Centre approved • Completed AM Ramsey International Rowing Course Upgrade • Installed a permanent replay screen at Hindmarsh Stadium Office for Women • Achieved a strong increase in the number of women chairing,

and members of, South Australian government boards and committees

• Led the Women’s Safety Strategy, including community education about rape and sexual assault legislative reform

• Hosted the State Aboriginal Women’s Gathering, bringing together delegates from across rural, regional, remote and metropolitan South Australia

Office of the Liquor and Gambling Commissioner • Established managed taxi ranks in Adelaide, Glenelg and a trial

at Port Augusta which will improve safety for passengers, particularly women

• Implemented new Lottery Licensing computer system including expansion of electronic lodgement of applications

• Reviewed and issued new account betting procedures for licensed bookmakers

Office for Volunteers • Continued to establish a network of volunteer resource centres

throughout South Australia through the provision of seed funding to selected local/district councils

• Continued to develop Corporates4Communities program which aims to provide a mechanism to encourage and facilitate corporate volunteering with community organisations

7.18

Program net cost of services summary

Net Cost of Services

2009-10Budget


2008-09 Budget

2007-08 Actual

Program $000 $000 $000 $000 1. Legal Services ............................................ 39 896 37 539 36 441 36 715 2. Multicultural Services ................................ 3 702 3 648 3 592 3 699 3. Equal Opportunity ...................................... 2 109 2 148 2 140 2 436 4. Police Complaints Authority ...................... 1 257 1 234 1 213 1 185 5. Ombudsman Services ................................. 1 610 1 590 1 578 1 584 6. Guardianship Services................................ 4 127 4 056 4 039 3 893 7. Forensic Science......................................... 20 568 19 108 18 429 14 667 8. Policy, Planning and Legislation ................ 9 248 8 494 8 487 7 776 9. Registration Services.................................. -10 195 -9 585 -9 175 -8 423 10. Justice Portfolio Services ........................... 18 364 18 391 18 567 14 948 11. Recreation, Sport and Racing ..................... 38 834 30 989 27 802 43 091 12. Consumer and Business Affairs ................. -109 198 175 698 13. Office for Women ...................................... 2 713 2 674 2 669 2 344 14. Liquor Regulatory Services ........................ 2 619 2 342 2 333 2 621 15. Gambling Regulatory Services................... 2 884 4 136 2 794 3 591 16. Volunteers .................................................. 1 658 1 707 1 694 1 627

Total 139 285 128 669 122 778 132 452

Reconciliation to agency net cost of providing services (as per agency income statement)

Less: Net cost of programs/functions transferred in

Office for Racing from the Department of the Premier and Cabinet ......................... — 124 591 430 Minister Wright’s Office from the Department of the Premier and Cabinet ..... — 511 1 886 1 695 Office for Recreation and Sport from the Department of the Premier and Cabinet ..... — 11 213 25 393 42 034

Equals: Net cost of providing services (as per agency summary income statement)

139 285 116 821 94 908 88 293

Note: The 2008-09 Budget amounts contained in the 2009-10 Portfolio Statements for each program differ from those amounts contained in the 2008-09 Portfolio Statements to reflect changes to departmental functions and some program and sub-program structures. The 2008-09 Budget amounts in these statements have been amended for comparative purposes.

7.19

Investing payments summary

2009-10Budget


2008-09 Budget

2007-08 Actual

Investments $000 $000 $000 $000

New works carried forward

Accommodation Refurbishment................. 1 600 — 800 —

Total new works carried forward 1 600 — 800 —

Works in progress

Expansion of Drug Driver Testing ............. — — — 545 Forensic Science SA Projects ..................... — — — — Expanding DNA Services........................... 645 205 905 181 Forensic Science SA Scientific Instruments .................................................

— — — 213

Forensic Casework Service Demands ........ — — — 187 Forensic Science SA-Specialised Mass Spectrometry ..............................................

— — — 375

Hindmarsh Stadium Replay Screen ............ — 1 500 1 500 — AM Ramsey International Rowing Course Upgrade..........................................

— 2 089 2 289 127

Criterium Bicycle Track ............................. 593 — — —

Total works in progress 1 238 3 794 4 694 1 628

Minor works

DNA Testing .............................................. — — — 200

Total minor works — — — 200

Small projects

Second-hand Dealers and Pawnbrokers initiative......................................................

200 — — —

Total small works 200 — — —

Annual programs 1 641 1 995 1 677 2 340

Total annual programs 1 641 1 995 1 677 2 340

Total investing payments 4 679 5 789 7 171 4 168

Reconciliation to investing payments (as per agency cash flow statement)

Less: Cost of projects transferred in

Office for Recreation and Sport from the Department of the Premier and Cabinet(a) .................................................... — 85 4 123 774

Equals: Total investing payments (as per agency cash flow statement)

4 679 5 704 3 048 3 394

(a) Transfers for the 2008-09 Estimated Result represent the net cost of services for the period 1 July 2008 to 30 September 2008 reflected in the income statement of the Department of the Premier and Cabinet.

7.20


Program information

Program 1: Legal Services

Description/Objective: The objectives of service provider agencies and independent statutory authorities within the Attorney-General’s Department are to:

• increase the South Australian community’s and industry’s awareness of their rights and responsibilities;

• increase the South Australian community’s confidence that the system of justice is fair, equitable and accessible;

• maintain and enhance the state’s systems of justice and law;

• fairly represent the legal interests of the state and protect the rights of its citizens, and its government and agencies; and

• provide the people of South Australia with an independent and effective prosecution service which is timely, efficient and just.

Summary income statement

Program 1: Legal Services 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 47 598 45 693 43 081 41 049 Supplies and services........................................ 9 052 8 974 8 620 11 980 Grants and subsidies ......................................... 2 243 2 233 2 185 2 403 Depreciation and amortisation .......................... 338 328 360 304 Other................................................................. 281 271 346 618

Total expenses 59 512 57 499 54 592 56 354

Income Sale of goods and services................................ 18 283 18 444 16 795 18 466 Other................................................................. 1 333 1 516 1 356 1 173

Total income 19 616 19 960 18 151 19 639


7.21

Sub-program information

Sub-program: 1.1 Crown Solicitor

The Crown Solicitor is a Corporation Sole within the Attorney-General’s Department. Through the Attorney-General, the Crown Solicitor’s Office (CSO) provides legal services to Ministers, government departments and agencies. The service objective of the CSO is to achieve timely, high quality legal services and advice to the government, particularly where the risk to government is high, there is significant need for a public sector perspective, and the work is otherwise in the public interest. The service objectives are pursued through the provision of legal advice, representation and commercial legal services.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program $18 413 000 $18 639 000 $17 757 000 $19 572 000

Performance Commentary Achievements for 2008-09 include: Continued work on major, complex matters of state significance including: • The Adelaide Desalination Plan procurement process and contracts; • The new Royal Adelaide Hospital and Schools Private Public Partnerships; and • The Langhorne Creek Pipeline project. As part of the CSO out-posted legal program, provision of legal services in relation to the effects of financial abuse of the elderly which is becoming a very significant social and legal issue. Significant advice and assistance to SA Water and the Water Security Task Force in relation to Wellington Weir and emergency drought response measures in the Lower Lakes and Goolwa channel. Negotiation of settlement for the largest native title claim yet settled in South Australia — the Adnyamathanha #1 and #2 claims. A consent determination was made recognising native title at the end of March 2009. Drafting and negotiation of a funding Agreement to establish the University College London Adelaide Campus. Drafting and negotiation of an Agreement with Santos Ltd for the contribution of funds to the above campus’ establishment and operations.

Performance Indicators 2009-10 Target


2008-09 Target

2007-08 Actual

No. of hours of legal services:

• in-house lawyers 189 600 210 000 162 000 204 905

• out-posted lawyers 47 100 50 000 42 000 48 300

% of available hours allocated to client’s work

70%(a) 78% 70%(a) 80%

No of files opened n.a. 8 793 n.a. 9 709

No of files closed n.a. 6 684 n.a. 8 663

% of surveyed clients satisfied with the quality of Crown Solicitor’s Office’s services rated as at least high

90% 92% 90% 92%

% of surveyed clients satisfied with the timeliness of Crown Solicitor’s Office’s services rated as at least high

70% 75% 70% 75%

Footnotes (a) Currently, the internal policy within the CSO is for legal staff to achieve a productivity target of 70 per cent of all available hours to

be spent on client legal services.

7.22

Sub-program: 1.2 Public Prosecutions

The Director of Public Prosecutions (DPP) is a Statutory Officer, independent of the Attorney-General’s Department, who initiates and conducts criminal prosecutions in the Magistrates, District and Supreme courts of South Australia. The DPP also initiates and conducts appeals in the Full Court of South Australia and the High Court of Australia. The objective is to provide the people of South Australia with an independent and effective criminal prosecution service that is timely, efficient and just. This objective is pursued by application of the DPP’s guidelines and the benefit to the South Australian community is the provision of an effective prosecution service, which is essential to the rule of law.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The volume of work in the Office of the Director of Public Prosecutions (ODPP) continues to increase in line with government initiatives and the increased numbers of police investigating crimes prosecuted by the ODPP. The number of prosecution briefs in the ODPP has escalated this year after a period of relative stability. From around 2500 at the beginning of 2008-09, it is estimated that at the end of 2008-09 the number of briefs on hand will be approximately 3000. Although the number of briefs being finalised by the ODPP each month has increased, there has been a greater increase in the number of prosecution briefs received from SA Police. The addition of two extra criminal courtrooms in 2009-10 will help the ODPP finalise more briefs.

Sub-program: 1.3 Parliamentary Counsel

The Office of Parliamentary Counsel (OPC) is part of the Attorney-General’s Department, providing legislative drafting services to the government and to private members of Parliament and a program for the revision and publication of legislation. The objective of the OPC is to provide a specialist legislative drafting and publication service that contributes to an effective system of parliamentary democracy and a coherent body of statute law that is legally effective and accessible to the public. The services provided by OPC cover legal services, coordination and advice.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The OPC continues to provide a specialist drafting service with respect to the preparation of Bills, Regulations and Proclamations that is consistent with professional standards of legislative drafting. Such standards are principally concerned with the quality of work and the timeliness of the production of drafts for the Executive Government and private members of Parliament. To ensure that the work of the OPC is of the highest quality, drafting partnerships and internal quality control processes have been developed and the ongoing development of drafters has been maintained. The OPC continues to produce work in a timely manner within set timelines. The workflow of the OPC remains high with the government progressing its legislative program and a sustained demand for Private Member’s Bills. The activities of the OPC have enabled the Executive to progress its legislative program and have supported the government’s action through the preparation of subordinate legislation and proclamations for promulgation by the Governor. The publication of consolidations and the South Australian Index of Legislation continues on a fortnightly basis with all work continuing to be completed according to schedule throughout the year. This work enhances the state’s justice system and improves public access to the statute law of the state by providing legislative and associated materials that are accurate, comprehensive and up-to-date. The legislative website managed by the OPC is now well established as an important resource.

Performance Indicators(a) 2009-10 Target


2008-09 Target

2007-08 Actual

No. of Bills introduced 115 145 115 108

No. of Acts enacted 80 55 80 63

No. of Regulations made 275 270 275 325

Footnotes (a) OPC workloads are substantially driven by the government’s legislative programs. Outcomes depend on a number of factors,

including the promotion of initiatives by Ministers, decisions of Cabinet, the volume and complexity of drafting work generated by Members of Parliament, and the proceedings and decisions of the Parliament itself. Any target set should be viewed as an estimation of workflow based on past experience rather than a figure that the OPC sets out to achieve.

7.23

Sub-program: 1.4 Solicitor-General

The Solicitor-General is a statutory officer appointed by the Governor under the Solicitor-General Act 1972 and is the state’s second legal officer after the Attorney-General. The Solicitor-General represents the Crown in civil proceedings, as well as providing independent high level advice to the Attorney-General. The Solicitor-General acts on instructions from the Attorney-General and those members of government whom the Attorney-General has authorised to give instructions.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program $188 000 $187 000 $189 000 $167 000

7.24


Program information

Program 2: Multicultural Services

Description/Objective: Multicultural Services is focused on:

• building community capacity and community harmony;

• providing informed advice to the state government on cultural diversity matters;

• the provision of high quality interpreting and translating services; and

• promoting access and equity in the delivery of government services.


Program 2: Multicultural Services 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 4 754 4 670 4 484 4 520 Supplies and services........................................ 1 163 1 168 1 219 1 171 Grants and subsidies ......................................... 871 867 848 726 Depreciation and amortisation .......................... 18 18 20 19 Other................................................................. 29 28 36 37

Total expenses 6 835 6 751 6 607 6 473

Income Sale of goods and services................................ 2 987 2 957 2 898 2 711 Other................................................................. 146 146 117 63

Total income 3 133 3 103 3 015 2 774


7.25


Sub-program: 2.1 Multicultural Services and Advice

The objectives of this sub-program are to: • provide advice to government on matters relating to multicultural and ethnic affairs; • build the capacity of community organisations to provide social and cultural support to their communities; • foster community harmony; and • report on and influence the provision of equitable access to government services for people from culturally and linguistically diverse

backgrounds.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary Multicultural SA continued to meet the objectives of this sub-program, as highlighted below: • Provide advice to government on matters relating to multicultural and ethnic affairs

− Multicultural SA provides advice to government on ways to encourage the awareness and celebration of cultural diversity. This includes advice on funding to support organisations to maintain, celebrate and showcase cultural diversity.

• Build the capacity of community organisations to provide social and cultural support to their communities − In response to advice from the South Australian Multicultural and Ethnic Affairs Commission Community (SAMEAC) Youth

Advisory Committee, Multicultural SA organised a Multicultural Youth Summit. SAMEAC accepted the summit recommendations, which are being implemented by Multicultural SA. Implementation has included assisting youth to establish a multicultural youth organisation, providing training in event management and creating a Facebook site to share information about ethnic youth activities, events and organisations.

− Following advice from the SAMEAC Women’s Advisory Committee, Multicultural SA has extended the support for women’s leadership development through the provision of the Women’s Leadership Retreat. The Retreat was designed to help women from diverse cultural and linguistic backgrounds to develop skills to prepare them to take on leadership positions.

− In response to requests from Sudanese community leaders, Multicultural SA arranged media training for those leaders. • Foster community harmony

− Community harmony is supported by increased awareness and understanding of the cultural diversity of the South Australian society. Multicultural SA has therefore facilitated the increased participation of ethnic communities in prominent events in public spaces. This has included the showcasing of multiculturalism at the West Lakes Mall and in events such as the Australia Day Parade, the Anzac Day Eve Youth Vigil, the Christmas Pageant and during the Mother’s Day Classic.

− Multicultural SA worked with the Governor of South Australia to assist him to hold a garden reception for more than 250 guests from South Australia’s culturally and linguistically diverse communities to celebrate our cultural diversity and to honour the contributions ethnic communities have made to South Australia.

• Report on and influence the provision of equitable access to government services for people from culturally and linguistically diverse backgrounds − Multicultural SA continues to prepare an annual report on measures being taken by Government of South Australia agencies to

ensure access and equity to government services for people of culturally and linguistically diverse backgrounds. Multicultural SA also provides direct advice to government agencies to assist them with the planning and implementation of access and equity initiatives.

7.26

Sub-program: 2.2 Interpreting and Translating Services

Provides a range of services including conference, telephone and face-to-face interpreting as well as legal, medical, business and other specialist translations.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program -$11 000 -$24 000 -$61 000 $351 000

Performance Commentary Since July 2008, Interpreting and Translating Services (ITS) has recruited 48 new interpreters and approximately 12 new translators representing a broad spectrum of new and emerging languages, typically from Africa and Central Asia. ITS has delivered approximately 30 presentations to various groups including TAFE and university students, Supreme Court Judges and Magistrates on ‘Working with Interpreters’. ITS has also recruited interpreters of Aboriginal languages.



2008-09 Target

2007-08 Actual

No. of interpreting assignments 36 000 36 764 35 000 35 083

No. of translating assignments 3 400 3 398 3 700 3 601

% of clients satisfied with accuracy of services

96% 95% 96% 95%

% of assignments completed to agreed or standard timelines

98% 98% 98% 98%

7.27


Program information

Program 3: Equal Opportunity

Description/Objective: The Equal Opportunity Commission is a division of the Attorney-General’s Department. The Commissioner for Equal Opportunity is an independent statutory appointment with responsibility to administer the Equal Opportunity Act 1984.

The objective of the program is to promote equality of opportunity for all South Australians through the administration of anti-discrimination legislation. This is achieved through:

• promoting equal opportunity principles to all South Australians;

• examining and responding to complaints of discrimination; and

• providing information, education and training to encourage compliance with the legislation.


Program 3: Equal Opportunity 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 1 514 1 548 1 524 1 500 Supplies and services........................................ 705 706 717 1 044 Grants and subsidies ......................................... 19 19 19 10 Depreciation and amortisation .......................... 31 31 34 28 Other................................................................. 10 10 12 12

Total expenses 2 279 2 314 2 306 2 594

Income Commonwealth revenue ................................... 10 10 10 10 Other................................................................. 160 156 156 148

Total income 170 166 166 158


7.28


Sub-program: 3.1 Education Services

The objective is to promote compliance with anti-discrimination legislation by providing information, education, training and promotional services. This benefits the community by preventing incidents of discrimination and equipping individuals and organisations with the skills to respond to such problems should they arise.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The training and education services continue to be driven by the goal of enabling organisations to manage equal opportunity programs in their workplace. The training and consultancy services are aimed at working in collaboration with business, government and community organisations to establish equal opportunity training programs that organisations are then able to deliver ‘in house’. This option has already been taken up by several large organisations with successful outcomes and interest in this new services expanding. This has and will continue to result in a decrease in the volume of training sessions delivered by the commission. The delivery of standardised training at the commission was also reviewed and streamlined with the majority of courses now filling on a consistent basis. The commission has also successfully trialled the use of pre-training online learning for the standardised training courses to complement the ‘face to face’ training. The commission has continued to work in partnership with various organisations to raise awareness amongst target groups identified in the 2008-09 Strategic Plan (such as sporting bodies, new workers, small business and transport providers). This has resulted in strong partnerships between industry leaders and the commission.



2008-09 Target

2007-08 Actual

No. of training sessions delivered 120 145 150 200

No. of training hours 6 750 6 750 7 000 9 350

Website visitor sessions 140 000 125 000 84 000 93 005

Sub-program: 3.2 Complaint Services

The Equal Opportunity Act 1984 requires the Commissioner for Equal Opportunity to receive complaints of discrimination and try to resolve them. This service provides a free and confidential opportunity for people to address unfair treatment that they have experienced.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Equal Opportunity Commission continues to provide a high quality complaint handling service that assists people to resolve complaints of discrimination in a private, free, impartial and conciliatory manner. Compared to long term averages of the complaints lodged with the commission, a higher proportion have been taken up by the Commissioner in the current year. This reflects the high quality enquiries service provided to the public and that people are self assessing their situation using information provided on the website. There has been a continued focus on reducing the time taken to deal with complaints while maintaining the quality of service provided and the proportion of complaints resolved.



2008-09 Target

2007-08 Actual

No. of enquiries 1 800 1 800 1 500 1 745

No. of accepted complaints received 140 140 145 146

% of complaints that are conciliated 50% 50% 50% 52%

Average complaint completion time 4.5 months 4.5 months 4.5 months 4.2 months

7.29


Program information

Program 4: Police Complaints Authority

Description/Objective: The Police Complaints Authority is a statutory office independent of the Attorney-General’s Department providing complaint handling services for complaints about South Australian police.

The objectives of this program are to maintain public confidence in, and proper accountability of South Australia Police (SAPOL).

These objectives are pursued through the provision of complaint investigation and resolution services, the conducting of external reviews under the Freedom of Information Act 1991, by the independent auditing of police records of telephone interceptions and the use of listening and surveillance devices and of police compliance with the legislation regarding DNA sampling.


Program 4: Police Complaints Authority 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 1 056 1 032 1 005 957 Supplies and services........................................ 192 194 198 220 Depreciation and amortisation .......................... 2 2 2 2 Other................................................................. 7 6 8 8

Total expenses 1 257 1 234 1 213 1 187

Income Other................................................................. — — — 2

Total income — — — 2


7.30

Program performance information

Program: 4 Police Complaints Authority

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of program $1 257 000 $1 234 000 $1 213 000 $1 185 000

Performance Commentary This program is driven mainly by complaints and applications from members of the public. The variations in numbers in these indicators fall within the expected range and finalisation rates fall within expectations.



2008-09 Target

2007-08 Actual

No. of cases/complaints received 1 100 1 080 1 200 1 154

No. of freedom of information reviews conducted

18 18 20 17

% of complaints finalised(a) 80% 80% 80% 75%

% of cases finalised within 28 days(b) 85% 85% 85% 87%

Footnotes (a) The indicator ‘% of complaints finalised’ refers to the number of complaints finalised during the year expressed as a percentage of

the number of complaints received during the year. (b) The indicator ‘% of cases finalised within 28 days’ refers to finalisation within 28 days of receipt of the completed investigation

from South Australia Police.

7.31


Program information

Program 5: Ombudsman Services

Description/Objective: The Ombudsman is a statutory officer independent of the Attorney-General’s Department, reporting to Parliament. The Ombudsman investigates and attempts to resolve complaints against state and local government agencies under the Ombudsman Act 1972, and reviews determinations made by agencies under the Freedom of Information Act 1991.

The objective of this program is to ensure that the public receives fair treatment from government bodies and that public administration is reasonable and just.

This objective is pursued through the provision of complaint investigation and resolution services including the review of freedom of information determinations.


Program 5: Ombudsman Services 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 1 339 1 316 1 296 1 230 Supplies and services........................................ 258 261 266 332 Depreciation and amortisation .......................... 8 8 9 8 Other................................................................. 8 8 10 22

Total expenses 1 613 1 593 1 581 1 592

Income Other................................................................. 3 3 3 8

Total income 3 3 3 8


7.32


Program: 5 Ombudsman Services

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Office of the Ombudsman has gone through significant change over the past two years with the retirement of both the Ombudsman and the Deputy Ombudsman and various acting appointments. Recently, Mr Richard Bingham was appointed as the new Ombudsman. There have been changes to internal processes and staff have continued to provide services in accordance with the Ombudsman Act 1972, Freedom of Information Act 1991 and general administrative law principles.



2008-09 Target

2007-08 Actual

Ombudsman investigations:

• No. of complaints received 2 400 2 250 2 400 2 335

• No. of open investigations(a) 200 200 200 199

• No. of investigations over 9 months old(b)

20 20 20 44

• No. of complaints finalised 2 300 2 300 2 300 2 316

Freedom of information reviews:

• No. of reviews received 70 77 70 69

• No. of open reviews(a) 15 20 45 52

• No. of reviews over 9 months old(b) 0 3 5 22

• No. of reviews finalised 70 90 70 67

Footnotes (a) Investigations or review on hand at the end of the year. (b) Investigations or reviews on hand at the end of the year which are over 9 months old.

7.33


Program information

Program 6: Guardianship Services

Description/Objective: The Guardianship Board and the Office of the Public Advocate are serviced by the Attorney-General’s Department and provide services to promote and protect the rights and interests of people with reduced mental capacity and, where appropriate, their carers. The Guardianship Board is a court like tribunal which has the power to make important decisions affecting the lives and property of persons over whom it has jurisdiction. The Office of the Public Advocate provides education, investigation, advocacy and guardianship services in accordance with its statutory functions. Both entities exist under the Guardianship and Administration Act 1993.

The objectives of this program are:

• to provide information and advice about the operation of state mental health and guardianship laws and related issues;

• to ensure persons with a mental capacity are afforded proper care and protection whilst respecting their rights to autonomy and least restrictive intervention;

• to offer guidance and assistance on legal and medical issues;

• to provide an efficient and responsive tribunal for determination of matters regarding involuntary treatment for mental illness as well as Guardianship and Administration matters; and

• to ensure every individual has the opportunity to have input into matters affecting their involuntary treatment and appointment of alternate decision makers.

7.34


Program 6: Guardianship Services 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 3 294 3 218 3 144 2 975 Supplies and services........................................ 804 810 830 862 Grants and subsidies ......................................... 29 28 28 27 Depreciation and amortisation .......................... 14 14 16 13 Other................................................................. 20 20 25 24

Total expenses 4 161 4 090 4 043 3 901

Income Grants and subsidies ......................................... 30 30 — — Other................................................................. 4 4 4 8



7.35


Program information

Program 7: Forensic Science

Description/Objective: Provision of forensic science services, primarily in relation to coronial and police investigations.


Program 7: Forensic Science 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 14 274 13 095 11 827 9 948 Supplies and services........................................ 7 861 7 352 7 089 6 409 Grants and subsidies ......................................... 209 203 199 17 Borrowing costs................................................ — 1 1 — Depreciation and amortisation .......................... 2 298 2 403 2 704 1 853 Other................................................................. 78 78 99 81

Total expenses 24 720 23 132 21 919 18 308


Total income 4 152 4 024 3 490 3 641


7.36


Program: 7 Forensic Science

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The revised DNA legislation and Drugs in Drivers legislation have resulted in increased workloads in biology and toxicology. Both areas received additional funding, which has resulted in increased output and improved turnaround times. The Forensic Pathology Group is one of the few jurisdictions in Australia that has a full complement of Forensic Pathologists.



2008-09 Target

2007-08 Actual

Coronial cases referred each year including reviews • Turnaround time Post Mortem reports(a)

1 800

95% < 6 months

1 810

68% < 6 months

1 700

n.a.

1 656

n.a.

DNA database reference samples 20 000 18 660 18 000 16 518

DNA crime scene cases with no suspect(a) • Turnaround time(a)

2 250 80% < 1 month

1 925 42% < 1 month

n.a. n.a.

2 152 33% < 1 month

Drugs in drivers cases (oral fluids)(a) • Turnaround time(a)

1 200 95% < 2 weeks

785 95% < 2 weeks

n.a. n.a.

286 n.a.

Illicit drugs cases(a) • Turnaround time(a)

800 90% < 3 months

740 86% in 3 months

n.a. n.a.

588 80.7% in 3 months

Sexual assault kit screens(a) • Turnaround time(a)

295 90% < 1 month

265 76% in 1 month

n.a. n.a.

233 88.4% in 1 month

Footnotes (a) New performance indicator.

7.37


Program information

Program 8: Policy, Planning and Legislation

Description/Objective: The Policy, Planning and Legislation division provides advice on policy development, review and reform of the law and strategic planning for the department and the Justice Portfolio.


Program 8: Policy, Planning and Legislation

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 4 995 4 819 4 453 4 088 Supplies and services........................................ 1 817 1 612 1 511 1 019 Grants and subsidies ......................................... 6 542 7 049 6 364 7 991 Depreciation and amortisation .......................... 72 70 77 57 Other................................................................. 34 33 40 39

Total expenses 13 460 13 583 12 445 13 194

Income Commonwealth revenue ................................... 3 233 3 154 3 152 4 005 Other................................................................. 979 1 935 806 1 413

Total income 4 212 5 089 3 958 5 418


7.38


Sub-program: 8.1 Legislation and Legal Policy

The Legislation and Legal Policy section provides specialist legal policy advice to the Attorney-General and Minister for Justice and develops and reviews legislative proposals affecting legislation for which the Attorney-General is responsible. The section also supports the Attorney-General in his participation on Ministerial Councils and represents him on interdepartmental and intergovernmental committees.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Legislation and Legal Policy section continued to provide law reform and legal policy advice and developed legislation in a timely manner consistent with the government’s priorities. The workflow of the section has increased due to the number, size and complexity of the reform projects currently being undertaken by the government and the national projects being run through the Council of Australian Governments and the Standing Committee of Attorneys-General. Major projects include proposals to combat serious and organised crime, including unexplained wealth, equal opportunity reform, community and strata title reform, electoral reform and domestic violence reform. National projects worked on include personal property securities reform, cross-border justice reform, spent convictions legislation and directors’ liability reform.

Sub-program: 8.2 Policy and Research

The Policy and Research Branch undertakes research, develops policy and provides advice in priority areas identified by the Attorney-General and the Chief Executive, including Aboriginal justice, mental health and crime prevention. The branch monitors national and international criminal justice initiatives and issues in priority areas. It supports the Criminal Justice Ministerial Taskforce. It also administers the Crime Prevention and Community Safety Grants Program and the Community Legal Centres program.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Policy and Research Branch has undertaken a number of initiatives aimed at achieving South Australia’s Strategic Plan target 2.8: reducing victim reported crime, including: • researching, analysing and advising on a range of justice related policy issues; • supporting the work of the Criminal Justice Ministerial Taskforce to address delays in the criminal courts; • coordinating funding arrangements for the Violence Intervention Program, Community Legal Centres and the Court Assessment and

Referral Drug Scheme; • developing the Aboriginal Justice Action Plan which sets out the key actions that are being undertaken by Justice Portfolio agencies to

address Aboriginal criminal and social justice issues; and • providing funding through the Crime Prevention and Community Safety Grants Program for local projects aimed at reducing and

preventing crime.

7.39

Sub-program: 8.3 Strategic Planning and Crime Statistics

The Strategic Planning and Crime Statistics Branch comprises: • the Strategic Planning and Reporting Unit which coordinates the department business planning process and facilitates the

development and monitoring of strategic plans for the Justice Portfolio and the Attorney-General’s Department (including reporting on the Justice Portfolio’s contributions to South Australia’s Strategic Plan); and

• the Office of Crime Statistics and Research which, via monitoring, research and evaluation into crime and the criminal justice system, provides an evidence base for criminal justice policy development and improved public understanding of crime and justice issues.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Strategic Planning and Reporting Unit coordinated the business planning process for 2008-09 Attorney-General’s Department (AGD) business plans to support the implementation of the Attorney-General’s Department Strategic Plan 2008–10. Promoting achievement, monitoring and reporting on all of Justice led South Australia’s Strategic Plan targets and whole of government initiatives requires close collaboration with Justice agencies. Reporting to the Office of the Executive Committee of Cabinet (ExComm) has occurred twice in the financial year with additional refinements made in line with ExComm’s requirements. The reports were presented for consideration by the Audit Committee. The Office of Crime Statistics and Research (OCSAR) has continued to provide an evidence base for the development and review of criminal justice policy. In addition to its research and evaluation programs, OCSAR has responded to a range of statistical and analytical requests including the provision of data and analysis of the Justice Portfolio’s progress towards South Australia’s Strategic Plan statewide crime target. OCSAR has also incorporated significant enhancements to its internal processes to provide greater ability and more timely responses to statistical data and is working with other state and Commonwealth agencies to provide regional profiles that will include crime data. Together with the National Motor Vehicle Theft Reduction Council and various government and industry stakeholders, OCSAR has continued its national research project into motor vehicle theft having published a number of research reports and presented findings at national and international conferences during the year.

7.40

Sub-program: 8.4 Justice Youth Reform

The Justice Youth Reform Unit undertakes research, development and implementation of policy objectives and strategies to support the government’s youth justice agenda, in particular, the department’s responsibilities in relation to the 2007 report on serious repeat offending by young people To Break the Cycle. The unit supports the Chief Executive in his role as chair of the Youth Justice Leadership Group and supports the Attorney-General in his role as chair of the Youth Justice Cabinet Committee.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program $1 554 000 $1 150 000 $1 134 000 $697 000

Performance Commentary The following programs have been identified as strategies to address South Australia’s Strategic Plan target T2.8: Reduce the rate of victim reported crime by 12 per cent by 2014. They also respond to the ‘To Break the Cycle’ report. • Aboriginal Power Cup

− An outdoor youth development program between the Attorney-General’s Department, the South Australian Aboriginal Sports Training Academy (Department for Education and Children’s Services) and the Port Adelaide Football Club. The Aboriginal Power Cup incorporates sport, fitness, recreation and education activities with the aim of enhancing community engagement and thereby addressing risk factors for criminal behaviour. Ten schools (an increase from six schools in 2008) from metropolitan and regional areas will participate in the 2009 Aboriginal Power Cup.

• The Kennedy Approach − The Justice Youth Reform Unit is developing a deterrent strategy targeting serious repeat offenders based on the Professor David

Kennedy model. The approach incorporates community engagement models to target serious repeat offenders and deter them from criminal activity. Led by the Attorney-General’s Department, the Kennedy model is a cross-government initiative aimed at enhancing criminal justice responses and community and individual responsibility and resilience.

• The Community Protection Panel − The Community Protection Panel is a cross-government panel, tasked to oversee the delivery of targeted services to serious

young offenders. The aim of the panel is to enhance community safety by ensuring that serious and repeat young offenders are being prioritised for social services, health, education and police intervention.

• Port Augusta Social Vision − The Port Augusta Social Vision initiative involves three programs for young people at risk in Port Augusta. The first of these, the

Port Augusta Youth Support Strategy, operates a night time based youth support service and mentoring strategy, delivered on Friday and Saturday nights and week nights during school holidays. The second program, the Port Augusta Youth Service, delivers a broad range of skill development and support programs aimed at improving outcomes for young people in the area. The third program, Summer School Activities, provides local young people with access to a diverse range of activities over the summer holiday period. These programs involve a range of government and non-government agencies working together to provide services and support to young people at risk in the Port Augusta area.

• Operation Flinders − Operation Flinders is an outdoor adventure based training program for young offenders and young people at risk of offending

behaviour. The program aims to address anti-social behaviour, enhance self-esteem and team work and encourage the identification of education and employment pathways.

• Ambassador for Youth Opportunity − Gavin Wanganeen is the state government’s Ambassador for Youth Opportunity. In this role, the former Port Adelaide Football

Club captain and Brownlow Medallist promotes healthy and positive lifestyle choices for young South Australians. Mr Wanganeen works closely with South Australia's Commissioner for Social Inclusion and Commissioner for Aboriginal Engagement and with communities in the design and delivery of culturally appropriate programs to assist youth at risk develop self-esteem, self-worth and a commitment to community responsibility.

7.41


Program information

Program 9: Registration Services

Description/Objective: The Office of Consumer and Business Affairs (OCBA) is a statutory office within the Attorney-General’s Department that administers fair trading legislation, regulates defined business activities and maintains business and civil records for South Australia.

Business and Registration Services is the part of OCBA that is responsible for registering and maintaining the particulars relating to births, deaths and marriages, business names, incorporated associations and security and investigation agents. The registration of these particulars assists with ensuring transparency in business dealings.


Program 9: Registration Services 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 3 355 3 295 3 244 3 067 Supplies and services........................................ 1 751 1 748 1 627 2 009 Depreciation and amortisation .......................... 105 105 118 97 Other................................................................. 23 22 28 374

Total expenses 5 234 5 170 5 017 5 547

Income Fees, fines and penalties ................................... 14 655 13 982 13 386 13 085 Other................................................................. 774 773 806 885

Total income 15 429 14 755 14 192 13 970

Net cost of providing services -10 195 -9 585 -9 175 -8 423

7.42


Sub-program: 9.1 Births, Deaths and Marriages

Maintains the registers of information on births, deaths, marriages, changes of name and gender reassignments; delivers high volume and high quality service to the general community.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program -$3 620 000 -$3 408 000 -$3 014 000 -$2 929 000

Performance Commentary Service provision has been extended by increased access for certificate ordering through Service SA outlets and the introduction of online lodgement for funeral directors and birth notifications.



2008-09 Target

2007-08 Actual

No. of new birth, death and marriage registrations

40 500 40 500 41 000 40 660

No. of birth, death and marriage certificates issued

125 000(a) 125 000(a) 111 000 125 268(a)

% of birth, death and marriage certificates issued that do not require any follow up action

92% 88% 92% 90%

% of birth, deaths and marriage certificates issued within three working days of a complete application

88% 78% 88% 86%

No. of changes of name registered 3 000 3 000 2 950 2 929

Footnotes (a) Previous measurement has counted issues of Commemorative Birth Certificate packages as one certificate, although two certificates

are included. The figures have now been adjusted to include both certificates, this accounts for most of the variation between the 2008-09 target and the other figures.

Sub-program: 9.2 Business Registration Unit

The Registration Unit registers and maintains the particulars of business names, incorporated associations and security and investigation agents, thereby ensuring transparency in business dealings.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Registration Unit continued to promote fair, efficient and competitive registration practices in the community.



2008-09 Target

2007-08 Actual

No. of new business names registration applications processed

13 200 11 900 14 000 12 800

No. of business names registrations renewed 18 400 18 200 18 000 18 400

7.43


Program information

Program 10: Justice Portfolio Services

Description/Objective: The objective of this program is to provide excellence in customer service in the delivery of the following Justice Portfolio support services: financial; procurement and contract management; information and communications technology; human resources; Ministerial offices and Ministerial support; Justice executive; and other grants.

This objective is pursued through the provision of corporate support services and advice on policy and direction.


Program 10: Justice Portfolio Services 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 15 087 16 857 15 222 13 458 Supplies and services........................................ 18 615 16 889 18 326 16 377 Grants and subsidies ......................................... 157 158 151 75 Depreciation and amortisation .......................... 545 386 522 359 Other................................................................. 94 100 124 153

Total expenses 34 498 34 390 34 345 30 422

Income Sale of goods and services................................ 14 712 14 551 14 453 14 163 Other................................................................. 1 422 1 448 1 325 1 311

Total income 16 134 15 999 15 778 15 474


7.44


Program information

Program 11: Recreation, Sport and Racing

Description/Objective: Provision of strategic policy, programs, services, sporting infrastructure and elite sport pathways aimed at all South Australians enjoying lives enriched through participation in active recreation and sport.

This program also includes the provision of strategic policy advice to the Minister for Recreation, Sport and Racing on matters relating to the South Australian racing industry.


Program 11: Recreation, Sport and Racing

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 9 665 9 272 9 141 8 951 Supplies and services........................................ 10 224 12 432 11 264 10 914 Grants and subsidies ......................................... 23 904 15 611 12 868 29 791 Borrowing costs................................................ 444 321 306 333 Depreciation and amortisation .......................... 3 549 3 413 2 887 2 235 Other................................................................. 291 301 323 159

Total expenses 48 077 41 350 36 789 52 383

Income Sale of goods and services................................ 3 744 4 112 2 381 2 753 Grants and Subsidies ........................................ 422 791 791 944 Commonwealth revenue ................................... 822 560 563 588 Other................................................................. 4 255 4 898 5 252 5 007

Total income 9 243 10 361 8 987 9 292


7.45


Sub-program: 11.1 Recreation and Sport

Supporting and strengthening the capacity of the active recreation and sport industry through: the development of policy and programs; distribution of funding; recreation and sport planning; promotion of physical activity in all age groups; management and maintenance of facilities; and the provision of services to elite sport.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary This sub-program benefited the community by providing a coordinated approach with industry partners to develop, promote, implement and evaluate sport, active recreation and physical activity initiatives and services across government, industry and the wider community from the grass roots level to elite level. The Office for Recreation and Sport provided critical leadership and resourcing in meeting target T2.3 of South Australia’s Strategic Plan through the implementation of the State Physical Activity Strategy and improved awareness through the ‘be active’ promotion campaign and program delivery. Sport and recreation organisations, programs and facilities were supported through the administration of funding programs, the delivery of participation programs and training and development services. Our elite athletes achieved success in the Beijing Olympic and Paralympic Games and continued preparations for, and competed in, national and international competitions.



2008-09 Target

2007-08 Actual

No. of community participation programs managed

152 163 170 168

No. of training and development services provided to the active recreation and sport industry

249 245 251 188

No. of state active recreation and sport facilities developed or maintained

25 26 25 25

No. of strategic industry networks managed(a) 38 38 n.a. n.a.

No. of athletes scholarships and services provided

580 590 645 643

No. of high performance sports programs conducted

18 18 18 18

Footnotes

(a) New performance indicator.

7.46

Sub-program: 11.2 Racing Policy

The provision of strategic policy advice to the government through the Minister for Recreation, Sport and Racing on matters relating to, and affecting, the South Australian racing industry.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Office for Racing continued to work closely with the racing industry on major policy issues. This involved consultation and collaboration with relevant industry stakeholders including participation in national conferences with state government racing ministers and officials. The office continued to monitor national and international issues that had the potential to affect the South Australian racing and wagering industries. The office worked with the racing industry, and Gambling Policy Unit, on aspects of the High Court’s decision with respect to betting exchanges. As a result of this work, legislation was passed pertaining predominantly to matters associated with the charging of a fee to all local and interstate wagering operators who conduct betting on South Australian racing events.



2008-09 Target

2007-08 Actual

Number of consultations with racing and wagering industry organisations

36 38 35 36

7.47


Program information

Program 12: Consumer and Business Affairs

Description/Objective: The Office of Consumer and Business Affairs (OCBA) is a statutory office within the Attorney-General’s Department that administers fair trading legislation and regulates defined business activities for South Australia.

OCBA also leads policy development to ensure an informed community that is able to conduct its business fairly, efficiently, competitively and safely.

These objectives are pursued through the provision of court and tribunal case resolution services, alternative dispute resolution services, licensing, regulatory and registration services, educational promotion and awareness campaigns.


Program 12: Consumer and Business Affairs

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 14 727 13 611 13 635 12 441 Supplies and services........................................ 5 590 4 914 5 007 5 197 Grants and subsidies ......................................... — — — 20 Depreciation and amortisation .......................... 290 290 322 261 Other................................................................. 108 105 129 120

Total expenses 20 715 18 920 19 093 18 039

Income Sale of goods and services................................ — — — 21 Fees, fines and penalties ................................... 13 988 12 168 12 401 11 372 Commonwealth revenue ................................... — — — 1 Other................................................................. 6 836 6 554 6 517 5 947

Total income 20 824 18 722 18 918 17 341

Net cost of providing services -109 198 175 698

7.48


Sub-program: 12.1 Residential Tenancies

Provides tenancy related information, advice and conciliation services and support services for the Residential Tenancies Tribunal and provides a high level of service directly and indirectly to the community.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Tenancies Branch of OCBA provides services to tenants and landlords/agents of residential properties. It also provides services to proprietors and residents of rooming houses, and residents and residential park operators in South Australia. Legislative rights are governed by the Residential Tenancies Act 1995, the Residential Parks Act 2007 and their associated Regulations.



2008-09 Target

2007-08 Actual

No. of residential tenancy bonds lodged 52 500 51 000 52 500 52 400

No. of residential tenancy bonds refunded 47 250 46 900 47 000 46 550

No. of Residential Tenancies Tribunal hearings supported

11 500 12 000 11 300 12 048

Sub-program: 12.2 Occupational Licensing Services

The Occupational Licensing Unit in OCBA is involved in the issuing of licences and registrations. The unit also undertakes a surveillance and compliance function for regulated occupations and activities and the provision of assurance to the community that licensed occupations meet minimum standards.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Business and Occupational Services Branch has continued to promote fair, efficient, competitive and safe business within the community. The Real Estate Reforms were introduced in 2008-09 and the introduction of this new legislation contributed to the rise in applications.



2008-09 Target

2007-08 Actual

No. of new occupational licence applications processed

6 000 8 000 7 500 5 640

No. of occupational licence renewals processed

47 000 48 000 44 000 46 400

No. of resultant warnings/advices issued 1 175 1 175 1 000 765

7.49

Sub-program: 12.3 Compliance and Enforcement

The Compliance and Enforcement component of this program monitors compliance with legislation, investigates breaches of legislation and takes appropriate action.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary Performance was generally consistent with expectations throughout the year with additional warning letters in part associated with real estate reform requirements.



2008-09 Target

2007-08 Actual

No. of alleged prima facie breaches investigated

425 425 450 429

No. of warning letters issued 200 220 150 211

No. of assurances taken 20 20 30 28

No. of expiation notices issued 15 10 15 2

No. of disciplines and prosecution briefs prepared

45 40 45 57

% of investigations completed within 120 days of receipt by Compliance Unit

64% 68% 64% 62%

Sub-program: 12.4 Consumer Affairs

Provides advice and alternative dispute resolution, administers laws relating to fair measure and product safety, and maintains a high level of community contact and service.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The number of disputes, complaints and ad hoc telephone advices have been increasing in the past two years, which may be linked to consumers increased awareness of their fair trading rights.



2008-09 Target

2007-08 Actual

No. of consumer/business disputes and complaints handled

5 200 5 700 5 000 5 410

No. of ad hoc telephone advices provided to consumers/business

84 000 87 000 83 000 83 114

No. of trader visits to monitor fair trading compliance generally, including measuring instruments

4 000 4 000 4 000 4 133

No. of consumer products inspected for labelling, correct measure, price and safety compliance

35 000 34 000 35 000 38 764

No. of instruments tested for compliance 7 000 7 200 7 500 9 886

No. of alleged prima facie breaches of legislation investigated

130 200 110 161

No. of warning notices issued to traders for less serious infringements

400 410 400 358

% of customer disputes/complaints resolved within 30 working days

70% 73% 70% 71%

7.50

Sub-program: 12.5 Communication, Policy and Research

Provides the community with high level and cost effective research, training, information and publicity services. It also maintains OCBA publications and websites. The policy area provides policy and legal advice to the Minister and the Commissioner for Consumer Affairs and develops legislative review initiatives.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The introduction of new real estate legislation formed a significant portion of activity levels throughout the year.



2008-09 Target

2007-08 Actual

No. of unique visits to website 940 000 920 000 920 000 891 498

No. of media presentations by OCBA staff 550 600 600 500

7.51


Program information

Program 13: Office for Women

Description/Objective: Pursuit of the full and equal participation of women in the social and economic life of the state by providing innovative and balanced public policy advice to government. Providing high quality statewide information and referral services through the Women’s Information Service.


Program 13: Office for Women 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 1 922 1 852 1 770 1 671

Supplies and services........................................ 835 864 939 785

Grants and subsidies ......................................... 55 54 53 77

Depreciation and amortisation .......................... 6 6 6 5

Other................................................................. 11 11 14 13

Total expenses 2 829 2 787 2 782 2 551

Income Sale of goods and services................................ 103 100 100 66

Commonwealth revenue ................................... — — — 2

Other................................................................. 13 13 13 139

Total income 116 113 113 207


7.52


Sub-program: 13.1 Women’s Policy Office

Provision of policy advice to government on the interests and concerns of South Australian women.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Office for Women has lead responsibility for increasing women’s contribution as leaders and key decision makers in the South Australian community, with a focus on the women’s leadership targets in South Australia’s Strategic Plan. As at 1 April 2009, the percentage of women on South Australian Boards and Committees was 45 per cent and the percentage of women chairing these boards and committees was 35 per cent. A key tool to increase the number of women in leadership positions is the Premier’s Women’s Directory. As at 1 April 2009, the Premier’s Women’s Directory profiled 658 women who are suitable for board and committee positions with a range of diverse skills sets and backgrounds. The Office for Women leads the Women’s Safety Strategy which provides a whole of government approach to the critical issues surrounding women’s safety. In 2008-09, the focus was on community education about rape and sexual assault legislative reform. The State Aboriginal Women’s Gathering was held in October 2008 to bring together delegates from across rural, regional, remote and metropolitan South Australia. During 2009-10 the following objectives will be achieved: • increase the leadership opportunities for women in South Australia, through representation of women on government boards and

committees; • lead the Anti-Violence Community Education Program providing information on rape, sexual assault and domestic violence

legislative reform; • investigate the further roll-out of the Family Safety Framework and where feasible coordinate the implementation of the program; and • host the State Aboriginal Women’s Gathering, bringing together delegates from across rural, regional, remote and metropolitan

South Australia.

7.53

Sub-program: 13.2 Women’s Information Service

Provision of high quality, statewide information and referral services through the Women’s Information Service.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Women’s Information Service (WIS) continued to provide information, referral and support services to women throughout South Australia. Key topics for women seeking assistance included legal advice, domestic/family violence, finance, health issues, employment, accommodation and homelessness. The WIS delivered a number of activities and programs to assist women in South Australia. Achievements for 2008-09 included: • expansion of the WIS Outreach Program which engages with women living in metropolitan and regional areas. Outreach services

included: the establishment of 30 WIS information hubs in rural and metropolitan areas; delivery and facilitation of groups in children’s centres for early childhood development and parenting; supporting women in regional centres (Murray Bridge and Mount Barker) and attendance at many rural field days and expos;

• continuation of the Women’s Internet Access Program to women who access the WIS Shopfront as well as delivered to women accommodated at Catherine House. During 2008-09 this service was expanded and offered to women in the Meningie community through a WIS volunteer coordinating and delivering this program at the Meningie School community library; and

• the continuation of core projects: Family Court Support Program; Tax Help program; and Legal Telephone advice. During 2009-10, the following objectives will be achieved: • the WIS Outreach program will continue to expand to regional and remote areas, and work closely with these communities to identify

needs and respond appropriately; • increase service delivery to Aboriginal and Torres Strait Islander and culturally and linguistically diverse women through the

development of appropriate resources and information; and • continued delivery of the Family Court Support Program, Tax Help program, Legal Telephone advice and Women’s Internet Access

Program.



2008-09 Target

2007-08 Actual

No. of enquiries 19 000 19 113 25 000 19 912

Sub-program: 13.3 Premier’s Council for Women

Progressing the development of sound policy for South Australian women through advice and recommendations to the Premier and the Minister for the Status of Women, in accordance with the council’s terms of reference and in support of South Australia’s Strategic Plan priorities.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Premier’s Council for Women is currently in its fourth term, and has 16 members, including two Aboriginal and Torres Strait Islander women. Achievements for 2008-09 include: • providing advice on women’s issues as a public policy priority to the Premier and Minister for the Status of Women; • providing focus and ongoing leadership for women in relation to South Australia’s Strategic Plan, including as one of the peak

government advisory bodies with a number of representatives on the leadership team; and • monitoring the progress towards equality for women in South Australia, including a focus on women’s health, economic status and

the key areas set out in South Australia’s Strategic Plan. During 2009-10, the following objectives will be achieved: • providing a focus and ongoing leadership on key issues in relation to the equality of women and men in South Australia; and • monitoring the progress towards equality for women in South Australia, including a focus on the key areas set out in South Australia’s

Strategic Plan.

7.54


Program information

Program 14: Liquor Regulatory Services

Description/Objective: The Office of the Liquor and Gambling Commissioner, a statutory office within the Attorney-General’s Department, regulates the liquor and gambling industries.

The objectives in the area of liquor regulation are to encourage responsible attitudes towards the promotion, sale, supply, consumption and use of liquor products; to minimise the harm associated with these products; and to ensure the sale, supply and consumption of liquor is conducted in a way that contributes to, and does not detract from, the amenity of South Australian community life.

These objectives are pursued through rigorous regulatory regimes.


Program 14: Liquor Regulatory Services 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 2 335 2 297 2 261 2 499 Supplies and services........................................ 1 330 1 328 1 350 1 364 Grants and subsidies ......................................... — — — 10 Depreciation and amortisation .......................... 39 39 43 38 Other................................................................. 17 14 18 20

Total expenses 3 721 3 678 3 672 3 931

Income Fees, fines and penalties ................................... 997 1 232 1 232 1 229 Other................................................................. 105 104 107 81

Total income 1 102 1 336 1 339 1 310


7.55


Program: 14 Liquor Regulatory Services

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary Routine inspections and compliance assessments were undertaken of licensed premises. Inspections undertaken will be close to the target in 2008-09 and again the target of contested applications being conciliated without the need to be referred to the Licensing Court has been exceeded. This process provides a significant cost and time saving for the industry. New performance targets have been set for 2009-10 to better reflect the licensing and compliance functions undertaken by the Office of the Liquor and Gambling Commissioner (OLGC).



2008-09 Target

2007-08 Actual

Applications for Licences(a) 300 — — —

Applications for Transfers(a) 280 — — —

Applications – General(a) 600 — — —

Applications for Limited Licences(a) 8 400 — — —

Applications for Person Approvals(a) 7 000 — — —

Conciliation hearings – contested applications(a)

200 — — —

% of contested applications conciliated or determined by OLGC

90% 93% 90% 96%

No. of inspections of licensed premises(b)

• Priority 1 1 400 1 000 1 100 771

• Priority 2 1 350 1 250 1 150 328

• Priority 3 500 300 300 —

No. of unique visits to OLGC website(a) 90 000 — — —

No. of precinct meetings, major community events, conferences and seminars attended by OLGC staff (c)

50 13 15 9

Footnotes (a) New performance indicator. (b) Licensed premises (total number approximately 5600) are assessed annually on risk into three categories to determine frequency of

inspections. − Priority 1 venues are inspected every 12 months - for 2009-10 an additional 400 premises have been assessed as priority 1. − Priority 2 venues are inspected every two years. − Priority 3 venues are inspected every three years.

(c) Instead of detailing only community events and seminars, this performance indicator has been expanded to include OLGC attendance at precinct meetings and conferences.

7.56


Program information

Program 15: Gambling Regulatory Services

Description/Objective: The Office of the Liquor and Gambling Commissioner, a statutory office within the Attorney-General’s Department, regulates the liquor and gambling industries.

The objectives in the area of gambling regulation are to encourage responsible attitudes towards the promotion, sale, supply and use of gambling products; to minimise the harm associated with these products; and to maintain public confidence in the state’s gambling industries.

These objectives are pursued through rigorous regulatory regimes.


Program 15: Gambling Regulatory Services

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000


Total expenses 4 557 4 499 4 449 4 113

Income Other................................................................. 1 673 363 1 655 522

Total income 1 673 363 1 655 522


7.57


Program: 15 Gambling Regulatory Services

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary Routine inspections and compliance assessments were undertaken of all licensed premises with gaming machines, all wagering licensees (SA TAB, bookmakers and racing clubs) and the Adelaide Casino. New performance targets have been set for 2009-10 to better reflect the licensing and compliance functions undertaken by the Office of the Liquor and Gambling Commissioner.



2008-09 Target

2007-08 Actual

Gaming

• Applications for Gaming Licences(a) 3 — — —

• Applications for Licence Transfers(a) 60 — — —

• Applications – General(a) 225 — — —

• Applications for Person Approvals(a) 2 600 — — —

• Inspections of Gaming venues 600 600 600 611

Casino

• Applications from Casino(a) 190 — — —

• Applications for Person Approvals(a) 420 — — —

• Casino Compliance Assessments (b) 1 520 2 150 2 200 2 220

• Casino Barring hearings(a) 15 — — —

Wagering

• Applications for Wagering Licences(a) 35 — — —

• Applications for Licence Renewals(a) 90 — — —

• Application for Bookmaker Permits(a) 2 700 — — —

• Application for wagering approvals(a) 90 — — —

• Wagering Compliance Assessments 600 620 550 530

Lotteries and Charities

• Applications — Trade Promotion Lottery Licences(a)

3 800 — — —

• % of Trade Promotion applications received on-line(a)

60% — — —

• Applications — other lottery licences(a) 800 — — —

• Applications — variation to lottery licence(a)

650 — — —

• Applications — Charity Licences(a) 500 — — —

Footnotes

(a) New performance indicator. (b) There has been no significant change in the number of compliance assessments at the casino, however, the target for 2009-10 has

been recalculated in line with the method used when calculating the number of gaming and wagering compliance assessments undertaken in hotels, clubs and TAB venues.

7.58


Program information

Program 16: Volunteers

Description/Objective: Provision of services that enable the continued implementation of the ‘Advancing the Community Together’ partnership in order to build stronger communities and increase volunteer rates in accordance with South Australia’s Strategic Plan; provision of both innovative policy and strategic advice that improves the government’s capacity to identify, prioritise and respond appropriately to the needs of the volunteer community in South Australia and maintain programs that support and promote volunteering.


Program 16: Volunteers 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 870 839 826 794 Supplies and services........................................ 210 306 316 356 Grants and subsidies ......................................... 584 567 555 496 Other................................................................. 5 5 7 6

Total expenses 1 669 1 717 1 704 1 652

Income Other................................................................. 11 10 10 25



7.59


Program: 16 Volunteers

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary In 2008-09 the Office for Volunteers: • maintained the highest rate in Australia with 49 per cent of the South Australian population participating in volunteering; • continued to promote and recognise volunteering in South Australia including airing of television commercials, hosting of a full

audience at Volunteers Day and convening the Premier’s State Volunteer Congress with a record number of registrations; • completed the second stage of the Volunteer Resource Centre program, awarding a further six grants as seed funds to local/district

councils to establish resource centres to provide services to local volunteers and community organisations; • continued to develop the Corporates4Communities program which provides a mechanism to encourage and facilitate corporate

volunteering with community organisations; • produced the Living Books in Justice event as part of ‘Inside Out’ the Public Sector Week initiative, promoting the diversity and

achievements of people within the South Australian public service; • further developed the Community Voices Grants Program in collaboration with Flinders University to assist community groups to

market and promote their services and activities; • further developed the Sustainable Online Community Engagement Program in partnership with University of South Australia,

providing IT mentoring and assistance (including free websites) by senior tertiary students to community organisations; • continued to implement the Advancing the Community Together Partnership and convene meetings of the Volunteer Ministerial

Advisory Group (public sector) and the Volunteer Partnership Action Committee; • progressed development of ‘Volunteering - a Gateway to Communities’ project which supports increased volunteer participation in

South Australian mainstream volunteer based organisations from people who are newly arrived or from newly established communities in South Australia;

• coordinated development of the Sharing Infrastructure and Resources Project which aims to make more government owned resources available for use by volunteer involving organisations;

• continued delivery of free training programs, through service partners, to volunteers on relevant and topical subjects; • continued the development of a range of information resources for community organisations, including protection for community

board members, obtaining free police checks, obtaining sponsorship, Volunteer Protection Act, information about the Advancing the Community Together Partnership and volunteering in retirement for public servants, available online through the Office for Volunteers’ website; and

• recognised volunteers and organisations supporting volunteer activity through the delivery of a range of awards including the localised community project awards and certificates for individual volunteers at Community Cabinet meetings, the promotion of volunteers through the fortnightly Office for Volunteers’ e-bulletin and the production and distribution of 10 000 discount voucher books to volunteers.

7.60

ATTORNEY-GENERAL'S DEPARTMENT


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 109 477 103 969 89 587 82 454 Long service leave .................................................................... 2 643 2 551 3 535 3 583 Payroll tax ................................................................................ 5 681 5 586 5 309 4 682 Superannuation ......................................................................... 11 192 10 934 10 262 10 440 Other ......................................................................................... 1 832 1 797 1 798 1 740Supplies and services — General supplies and services .................................................. 60 347 58 036 48 959 48 741 Consultancy expenses .............................................................. 540 597 346 611Depreciation and amortisation expenses ...................................... 7 327 6 386 4 963 3 111Borrowing costs ............................................................................ 444 243 1 — Grants and subsidies ..................................................................... 33 857 17 312 10 089 10 322Intra government transfers ........................................................... 756 1 351 216 1 571Other expenses ............................................................................. 1 041 1 008 1 001 1 629

Total expenses 235 137 209 770 176 066 168 884

Income

Commonwealth revenues ............................................................. 4 065 3 589 3 171 4 022Intra government transfers ........................................................... 10 634 12 221 6 488 7 211Other grants .................................................................................. 452 616 — — Fees, fines and penalties ............................................................... 29 640 27 382 27 019 25 686Sales of goods and services .......................................................... 43 865 43 328 37 626 39 035Other income ................................................................................ 7 196 5 813 6 854 4 637

Total income 95 852 92 949 81 158 80 591



Income — Appropriation ........................................................................... 138 279 115 396 95 378 85 709 Other income ............................................................................ — 1 201 — 227Expenses — Tax equivalent .......................................................................... — — 11 — Cash alignment ......................................................................... — — 1 916 3 332


Net result before restructure(s) -1 006 -224 -1 457 -5 689


Net result after restructure(s) -1 006 127 113 -1 457 -5 689

7.61


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 30 012 29 637 27 345 21 398Receivables ................................................................................... 14 757 14 959 8 762 14 525Inventories .................................................................................... 107 102 10 — Other current assets ...................................................................... 3 718 3 645 248 3 572


Non current assetsLand and improvements ............................................................... 138 980 140 295 6 134 3 907Plant and equipment ..................................................................... 2 961 4 294 1 638 5 463Intangible assets ........................................................................... 1 880 1 880 758 1 880Other non-current assets ............................................................... 142 142 — —

Total non-current assets 143 963 146 611 8 530 11 250

Total assets 192 557 194 954 44 895 50 745

Liabilities

Current liabilitiesPayables ........................................................................................ 18 142 17 740 10 815 11 665Short-term borrowings ................................................................. 298 298 — — Employee benefits — Salaries and wages ................................................................... 133 3 447 62 — Annual leave ............................................................................. 6 798 6 728 5 531 5 887 Long service leave .................................................................... 1 708 1 608 1 309 1 216 Other ......................................................................................... 406 203 406 — Short-term provisions ................................................................... 78 54 346 — Other current liabilities ................................................................. 1 369 1 333 695 1 297


Non current liabilitiesLong-term borrowings .................................................................. 3 661 3 661 — — Long-term employee benefits — Long service leave .................................................................... 22 145 21 101 19 365 19 055 Other ......................................................................................... 16 8 16 — Long-term provisions ................................................................... 1 512 1 476 1 345 1 441Other non-current liabilities ......................................................... 5 756 5 756 419 5 756



Net assets 130 535 131 541 4 586 4 428

Equity

Retained earnings ......................................................................... 126 535 127 541 586 428Asset revaluation reserve ............................................................. 4 000 4 000 4 000 4 000

Total equity 130 535 131 541 4 586 4 428


7.62



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsEmployee benefit payments ......................................................... 132 358 119 831 108 836 100 433Payments for supplies and services .............................................. 60 873 58 619 49 291 48 357Interest paid .................................................................................. 444 243 1 — Grants and subsidies ..................................................................... 33 857 17 312 10 089 10 322GST paid ...................................................................................... — — — 79Intra government transfers ........................................................... 756 1 351 216 1 571Other payments ............................................................................ 698 672 826 2 747

Cash used in operations 228 986 198 028 169 259 163 509

Cash inflowsIntra government transfers ........................................................... 10 634 12 221 6 488 7 211Commonwealth receipts ............................................................... 4 065 3 589 3 171 4 022Other grants .................................................................................. 452 616 — — Fees, fines and penalties ............................................................... 29 640 27 382 27 019 25 686Sales of goods and services .......................................................... 44 078 43 535 37 611 37 847GST received ................................................................................ — — — 18Other receipts ............................................................................... 6 892 5 520 6 998 4 349


SA GOVERNMENT:

Appropriation ............................................................................... 138 279 115 396 95 378 85 709Other receipts ............................................................................... — 1 201 — 227Payments — Tax equivalents ........................................................................ — — 11 — Cash alignment ......................................................................... — — 1 916 3 332


Net cash provided by (+) / used (-) in operating activities 5 054 11 432 5 479 -1 772


Cash outflowsPurchase of property, plant and equipment .................................. 4 679 5 704 3 048 2 658Purchase of intangibles ................................................................. — — — 736



7.63



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash inflowsProceeds from restructuring activities .......................................... — 2 511 — —

Cash generated from financing activities — 2 511 — —

Net cash provided by (+) / used in (-) financing activities — 2 511 — —

Net increase (+) / decrease (-) in cash equivalents 375 8 239 2 431 -5 166



7.64

ADMINISTERED ITEMS FOR THE ATTORNEY-GENERAL'S DEPARTMENT


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Income from / Expenses to SA Government

Income — Appropriation ........................................................................... 78 518 55 223 63 723 55 889 Other income ............................................................................ — 4 184 — 3Expenses — Cash alignment ......................................................................... — 5 464 — —


Income from other sources

Taxation ........................................................................................ 323 656 318 837 326 023 327 869Commonwealth revenues ............................................................. — 10 303 13 836 26 664Intra government transfers ........................................................... 44 929 28 627 25 653 19 561Fees, fines and penalties ............................................................... 1 721 671 570 436Sales of goods and services .......................................................... 811 735 698 221Interest revenues ........................................................................... 9 896 9 559 9 559 15 793Net gain or loss from disposal of assets ....................................... — — — -84Other income ................................................................................ 16 029 13 591 11 591 16 420

Total income from other sources 397 042 382 323 387 930 406 880

Total income 475 560 436 266 451 653 462 772

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 2 666 2 452 2 190 4 392 Long service leave .................................................................... 88 82 80 180 Payroll tax ................................................................................ 138 128 124 293 Superannuation ......................................................................... 272 251 237 583 Other ......................................................................................... — — — 1 001Supplies and services — General supplies and services .................................................. 31 579 30 111 29 054 30 119 Consultancy expenses .............................................................. 147 143 — 52Depreciation and amortisation expenses ...................................... 965 262 262 236Grants and subsidies ..................................................................... 38 132 36 472 35 537 33 760Intra government transfers ........................................................... 10 597 10 602 6 439 1 495Other expenses ............................................................................. 341 960 335 997 346 449 364 597

Total expenses 426 544 416 500 420 372 436 708

Net result before restructure(s) 49 016 19 766 31 281 26 064


Net result after restructure(s) 49 016 24 573 31 281 26 064

7.65


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 146 094 124 401 113 047 113 893Receivables ................................................................................... 31 338 30 498 34 758 29 658Financial assets ............................................................................. 46 986 46 934 36 207 46 882Other current assets ...................................................................... 56 55 4 54


Non current assetsFinancial assets ............................................................................. 104 391 92 884 98 953 81 659Land and improvements ............................................................... 3 014 650 751 264Plant and equipment ..................................................................... 20 061 4 703 12 408 343Intangible assets ........................................................................... 420 420 — 420


Total assets 352 360 300 545 296 128 273 173

Liabilities

Current liabilitiesPayables ........................................................................................ 73 108 73 088 70 998 73 068Employee benefits — Salaries and wages ................................................................... 4 2 4 — Annual leave ............................................................................. 102 102 140 102 Long service leave .................................................................... 10 7 13 4Other current liabilities ................................................................. 13 196 10 604 11 841 8 012


Non current liabilitiesLong-term employee benefits — Long service leave .................................................................... 97 82 143 67 Other ......................................................................................... 8 4 8 — Other non-current liabilities ......................................................... 51 444 51 281 40 946 51 118



Net assets 214 391 165 375 172 035 140 802

Equity

Retained earnings ......................................................................... 212 662 163 646 162 043 139 073Asset revaluation reserve ............................................................. 1 729 1 729 9 992 1 729

Total equity 214 391 165 375 172 035 140 802


7.66



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash inflowsTaxation ........................................................................................ 323 656 318 837 326 023 330 662Intra government transfers ........................................................... 44 929 28 627 25 653 19 561Commonwealth receipts ............................................................... — 10 303 13 836 26 664Fees, fines and penalties ............................................................... 1 721 671 570 436Sales of goods and services .......................................................... 811 735 698 657Interest received ........................................................................... 9 896 9 559 9 559 15 674GST received ................................................................................ — — — 10Other receipts ............................................................................... 15 188 12 750 10 750 16 722


Cash outflowsEmployee benefit payments ......................................................... 3 139 2 888 2 606 6 554Payments for supplies and services .............................................. 31 707 30 235 29 035 28 997Grants and subsidies ..................................................................... 38 132 36 472 35 537 33 760Intra government transfers ........................................................... 10 597 10 602 6 439 1 495Other payments ............................................................................ 339 205 333 242 343 694 349 988


SA GOVERNMENT:

Appropriation ............................................................................... 78 518 55 223 63 723 55 889Other receipts ............................................................................... — 4 184 — 3Payments — Cash alignment ......................................................................... — 5 464 — —


Net cash provided by (+) / used in (-) operating activities 51 939 21 986 33 501 45 484


Cash outflowsPurchase of property, plant and equipment .................................. 18 687 5 008 10 793 104Purchase of intangibles ................................................................. — — — 420Other payments ............................................................................ 11 559 11 277 11 277 25 778



7.67



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash inflowsProceeds from restructuring activities .......................................... — 4 807 — —



Net increase (+) / decrease (-) in cash equivalents 21 693 10 508 11 431 19 182



7.68


Financial commentary — major variations

The following commentary relates to the agency financial statements presented in the previous section. The discussion relates to variations between the 2008-09 Estimated Result and the 2009-10 Budget.

Income statement — controlled

The general increase in total expenses for the 2009-10 Budget is mainly due to the impact of the Office for Recreation and Sport, which transferred to the Attorney-General’s Department during 2008-09.

Additional expenditure in 2009-10 also relates to a number of new initiatives. This includes additional funding for the Office of the Director of Public Prosecutions to prosecute in the new Sturt Street criminal courts, increased activity for DNA case submissions for Forensic Science SA and the implementation of the second hand dealers and pawnbrokers transaction monitoring system within the Office of Consumer and Business Affairs. Additional funding has also been provided for the COAG National Partnership Agreement for a seamless national economy and additional legal and drafting resources.

The general increase in total income for the 2009-10 Budget is mainly due to the impact of the Office for Recreation and Sport, which transferred to the Attorney-General’s Department during 2008-09.

Balance sheet — controlled

The general increase in total assets and liabilities in the 2009-10 Budget is mainly due to the impact of the Office for Recreation and Sport, which transferred to the Attorney-General’s Department during 2008-09.

Cash flow statement — controlled

Changes to operating receipts and payments are consistent with the issues affecting the income statement, as listed above.

7.69

Income statement — administered items

The increase in total income in 2009-10 is mainly due to increases in appropriation due to carryovers from 2008-09, a budgeted increase in the Victims of Crime Levy collections and increased taxation revenue.

The increase in total expenses in 2009-10 is mainly due to carryovers from 2008-09 and increased payments of taxation revenue to Consolidated Account.

On 1 January 2009 the Intergovernmental Agreement on Federal Financial Relations came into operation. Under the new arrangements, the Department of Treasury and Finance (DTF), rather than the Attorney-General’s Department will be the recipient of Commonwealth funding for National Partnership payments and national specific purpose payments. The financial statements recognise that funding from 1 January 2009 is provided to the Attorney-General’s Department in the form of appropriation and other transfers from DTF, rather than revenue directly from the Commonwealth.

More information on the revised federal financial arrangements can be found in Budget Paper 3, Chapter 4, Intergovernmental Finances.

Balance sheet — administered items

The increase in non-current assets in 2009-10 is mainly due to the Computer Aided Dispatch project, the completion of the Sturt Street criminal courts and the investment of funds managed by the Office of Consumer and Business Affairs.

Cash flow statement — administered items

Inflows and outflows in the cash flow statement are consistent with the movements in the income statement and balance sheet, as listed above.

Additional information for administered items

Detailed information on administered items is included in the following table.

7.70

Additional Information for Administered Items Attorney-General’s Department

Cash flow statement

2009-10Budget

2008-09Estimated

result

2008-09 Budget

2007-08Actual

$000 $000 $000 $000

CASH FLOWS FROM:

Operating activities

Cash inflows Taxation —

Gambling — contribution from casino operations................... 20 600 20 000 20 300 20 234 Gambling — contribution from gaming machines................... 295 600 290 500 296 300 297 857 Small lotteries .......................................................................... 1 956 1 937 1 923 1 907 Contribution from SA TAB ..................................................... 5 300 6 200 7 500 10 664 Other taxation revenue — Recreation & sport fund................. 200 200 — —

Intra-government transfers — Child abuse program................................................................ 200 200 200 200 Children on APY lands commission of inquiry ....................... — — — 1 600 CAD project............................................................................. 290 2 790 2 500 — Legal aid .................................................................................. 14 182 3 434 — — Recreation & sport fund........................................................... 3 500 2 625 — — State rescue helicopter service ................................................. 1 261 1 230 1 230 1 132 Victims of crime fund —levies from fines and penalties......... 25 496 18 348 21 723 16 629

Commonwealth grants and payments — Companies code — fees .......................................................... — — — 13 023 Legal aid .................................................................................. — 10 303 13 836 13 641

Fees, fines and penalties — Other ........................................................................................ 1 721 671 570 436

Sale of goods and services — Recreation & sport fund........................................................... 100 45 — — State rescue helicopter service ................................................. 695 674 682 657 Other ........................................................................................ 16 16 16 —

Interest — Agents indemnity fund............................................................. 8 696 8 464 8 464 12 271 Residential tenancies fund ....................................................... 226 220 220 1 716 Victims of crime fund.............................................................. 806 711 711 1 388 Other ........................................................................................ 168 164 164 299

Net GST received — — — — 10 Other —

Agents indemnity fund............................................................. 6 193 4 126 2 126 3 228 Victims of crime fund — confiscation of profits ..................... 939 914 914 1 687 Victims of crime fund — cost of recoveries ............................ 1 120 1 083 1 083 860 Residential tenancies fund ....................................................... 5 141 5 046 5 046 6 740 Other ........................................................................................ 1 795 1 581 1 581 4 207


7.71


Cash flow statement

2009-10Budget

2008-09Estimated

result

2008-09 Budget

2007-08Actual

$000 $000 $000 $000

Cash outflows Employee payments —

CAD project............................................................................. 1 145 1 123 1 123 807 Children in state care commission of inquiry........................... — — — 728 Ministerial salaries and allowances.......................................... 757 688 501 488 Ombudsman............................................................................. 312 287 246 218 Residential tenancies fund ....................................................... — — — 3 522 Solicitor-general ...................................................................... 481 460 442 428 Other ........................................................................................ 444 330 294 363

Supplies and services — Agents indemnity fund............................................................. 418 917 409 833 CAD project............................................................................. 2 047 2 799 2 594 1 816 Children on APY lands commission of inquiry ....................... — — — 1 503 Children in state care commission of inquiry........................... — 1 773 State rescue helicopter service ................................................. 9 376 9 212 9 212 7 743 Native title ............................................................................... 3 960 1 160 — 15 Victims of crime fund — compensation payments to victims ................................................................................. 13 019 12 950 12 898 12 501 Victims of crime fund — other................................................ 2 299 2 243 2 243 2 115 Other ........................................................................................ 588 954 1 679 698

Grants and subsidies — Expensive state criminal cases................................................. 400 424 412 472 Legal services commission — contribution to legal aid .......... 29 679 28 233 28 332 27 339 Recreation & sport fund........................................................... 100 100 — — Subsidies paid to liquor licensees ............................................ 6 100 6 000 5 200 4 387 Victims of crime fund — subsidies paid to external entities.... 1 650 1 655 1 593 1 562 Other ........................................................................................ 203 60 — —

Intra-government transfers — Recreation & sport fund........................................................... 200 200 — — Residential tenancies fund ....................................................... 5 370 5 058 5 058 — Sport & recreation fund ........................................................... 3 500 3 500 — — Victims of crime fund — payments to AGD ........................... 1 262 1 289 1 229 830 Other ........................................................................................ 265 555 152 665

Other Payments — Other payments including receipts paid to consolidated account..................................................................................... 339 205 333 242 343 694 349 988


7.72


Cash flow statement 2009-10

Budget 2008-09

Estimated result

2008-09 Budget

2007-08Actual

$000 $000 $000 $000

Government of South Australia

Appropriation........................................................................... 78 518 55 223 63 723 55 889 Other receipts........................................................................... — 4 184 — 3

Payments — Cash alignment......................................................................... — 5 464 — —

Net cash provided by Government of South Australia 78 518 53 943 63 723 55 892

Net cash provided by (+) / used in (-) operating activities 51 939 21 986 33 501 45 484

Investing activities Cash outflows Purchase of property, plant and equipment —

Bail application and information systems ................................ 958 340 1 100 — CAD project............................................................................. 13 689 3 172 8 197 23 Criminal case backlog reduction program ............................... 2 845 361 361 — Video conferencing equipment ................................................ 1 195 1 110 1 110 71 Other ........................................................................................ — 25 25 10

Purchase of intangibles — Bail application and information systems ................................ — — — 102 CAD project............................................................................. — — — 224 Video conferencing equipment ................................................ — — — 94

Purchase of shares and investments — Agents indemnity fund............................................................. 3 000 3 000 11 277 3 577 Residential tenancies fund ....................................................... 8 300 8 000 — 21 738 Other ........................................................................................ 259 277 — 463



Financing activities Cash inflows

Proceeds from restructuring activities...................................... — 4 807 — —




Opening cash balance as at 1 July 124 401 113 893 101 616 94 711

Closing cash balance as at 30 June 146 094 124 401 113 047 113 893

7.73

TABLE OF CONTENTS

AGENCY: COURTS ADMINISTRATION AUTHORITY

Objective ......................................................................................................................................... 7.75





1. Court and Tribunal Case Resolution Services ............................................................... 7.77

2. Alternative Dispute Resolution Services ....................................................................... 7.82

3. Penalty Management Services ....................................................................................... 7.84



Balance sheet......................................................................................................................... 7.87







7.74

PORTFOLIO: JUSTICE


Objectives

The South Australian courts administer justice on behalf of the people of South Australia.

The State Courts Administration Council, directly and through the efforts of all the staff of the Courts Administration Authority and its volunteers, aims to:

• provide administrative support to the courts of this state;

• increase the community’s understanding of the operations of the courts and provide new avenues for community comment on the operations of the courts and their registries;

• improve court facilities;

• foster an environment in which judicial officers, staff and volunteers can contribute to effective performance of the courts system;

• keep up to date with technological developments and apply those that are appropriate to improve the performance of the courts system; and

• cooperate with other parts of the justice system to provide access to justice and where appropriate improve the overall performance of the justice system.



• Evaluate the pilot modified committal process in the Adelaide Magistrates Court designed to reduce time to finalise criminal matters in the higher courts

• Implement the Australian Government Protective Security Management Framework

• Implement an Electronic Documents Record Management System

• Continue to introduce digital audio equipment in courts • Commission the Sturt Street courtrooms • Consolidate leased accommodation • Increase the use of Special Justices of the Peace in courts

• Commenced the upgrade of the Sturt Street courtrooms • Progressed the introduction of digital audio equipment in

courts • Progressed the Justice Video Conferencing project with all

eleven of the Stage 1 sites now implemented • Implemented a budget and financial modelling system • Completed the evaluation of the pilot Aboriginal Conferencing

initiative in Port Lincoln

7.75



2009-10Budget


2008-09 Budget

2007-08 Actual

Program $000 $000 $000 $000 1. Court and Tribunal Case Resolution

Services ...................................................... 72 022 69 407 70 188 66 840 2. Alternative Dispute Resolution Services .... 2 952 2 947 2 983 2 855 3. Penalty Management Services.................... 5 964 6 710 5 746 6 245

Total 80 938 79 064 78 917 75 940


2009-10Budget


2008-09 Budget

2007-08 Actual

Investments $000 $000 $000 $000

New works

Consolidation of Courts Administration Authority Leased Accommodation.............

2 324 — — —

Total new works 2 324 — — —

Works in progress

Port Augusta Courts Development ............. — 253 — 21

Total works in progress — 253 — 21

Annual programs 2 211 2 173 2 173 2 048



7.76


Program information

Program 1: Court and Tribunal Case Resolution Services

Description/Objective: Fair and just resolution of matters brought before the courts and tribunals, including administrative services that support and resolve matters in the state’s courts and tribunals.


Program 1: Court and Tribunal Case Resolution Services

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 40 871 40 669 40 705 37 445 Supplies and services........................................ 23 877 22 694 21 530 23 210 Grants and subsidies ......................................... 1 382 1 347 1 973 1 353 Depreciation and amortisation .......................... 5 473 5 218 5 404 4 962 Other................................................................. 1 780 1 813 2 343 2 135

Total expenses 73 383 71 741 71 955 69 105

Income Sale of goods and services................................ 634 625 618 709 Fees, fines and penalties ................................... 582 559 568 542 Other................................................................. 145 1 150 581 1 014

Total income 1 361 2 334 1 767 2 265


7.77


Sub-program: 1.1 Criminal Jurisdiction

Provides for a fair and just resolution of matters brought before the criminal courts.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary There has been an increase in the number of matters lodged with the District Court (19 per cent). District Court judicial resources have been allocated to the criminal jurisdiction in an effort to increase the number of matters finalised. It is anticipated that the additional resources provided by the government to the District Court will assist in addressing the criminal case backlog. In the Supreme Court there has been an increase in the number of matters finalised. The total number of matters pending has decreased together with a significant reduction in the backlog of cases greater than 12 months old. In the Magistrates Court there has been an adjustment made to the target number of finalisations due to the introduction of a new numbering system. Files transferred between registries will no longer be given a new file number and will appear as one finalisation only.



2008-09 Target

2007-08 Actual

No. of finalisations:

• Court of Criminal Appeal(a) 120 110 130 125

• Magistrates Appeals(b) 150 150 140 149

• Supreme Court(c) 260 250 230 217

• District Court 2 200 1 950 1 700 1 882

• Magistrates Court 77 000 77 000 80 000 82 417

• Youth Court 9 000 9 050 8 800 9 042

Backlog indicators:

• Supreme Court (not including appeals):

− No more than 10 per cent of lodgements pending completion are to be more than 12 months old

10% 7% 10% 21%

− No lodgements pending completion are to be more than 24 months old

— 4% — 5%

• District Court:


10% 18% 10% 24%


— 5% — 6%

• Magistrates Court:


10% 31% 10% 29%


— 14% — 13%

• Youth Court:


10% 25% 10% 20%


— 8% — 5%

Footnotes (a) Relates to appeals from Supreme Court and District Court, heard by three Supreme Court Judges. (b) Relates to appeals from Magistrates Court, heard by a Supreme Court Judge. (c) Relates to a range of criminal matters, heard by a Supreme Court Judge.

7.78

Sub-program: 1.2 Specialist Courts

Provides for the administration of the Drug Court Program and the Mental Impairment Court, more commonly known as the Magistrates Court Diversion Program. The Drug Court provides a supervised treatment and rehabilitation program for people with significant drug problems who have committed offences that would otherwise attract terms of imprisonment. The purpose of the Mental Impairment Court is to divert individuals with a mental impairment away from the traditional court processes into treatment and social support.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary Diversion from the Criminal Justice System is a sentencing option which is exercised in accordance with the Sentencing Act and reflects the seriousness of the crimes committed as well as any mitigating factors such as rehabilitation. Therefore, outcomes are highly variable and targets are not always achievable. Over the past years there has been an increased number of defendants accepted onto the program with more serious offences and this has affected the overall number of people being diverted.



2008-09 Target

2007-08 Actual

Drug Court — no. of offenders accepted on to the program

70 70 70 66

Mental Impairment Court — no. of defendants accepted on to the program

275 275 275 282

Drug Court — % of participants completing the program

45% 40% 40% 42%

Mental Impairment Court — % of participants completing the program

85% 80% 85% 79%

% of people appearing in the Mental Impairment Court who receive an outcome which diverts them from the Criminal Justice System

40% 30% 50% 28%

7.79

Sub-program: 1.3 Civil Jurisdiction

Provides for a fair and just resolution of matters brought before the civil courts.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary A significant proportion of District Court civil matters relate to personal injury which has an effect on the backlog indicator. The nature of personal injury matters is such that they take longer than 12 months to resolve. This is due to the time it takes for the full extent of injuries to be assessed. Performance against both the 12 and 24 month standards for Supreme Court Civil has shown little movement. Most matters in the court are complex and take time to resolve. They are being actively managed by the Masters towards finalisation.



2008-09 Target

2007-08 Actual


• Full Court Appeals(a) 80 80 75 64

• Magistrates, Civil and Miscellaneous Appeals(b)

80 51 110 63

• Supreme Court(c) 1 350 1 290 1 200 1 231

• Probate 5 400 5 300 5 250 5 210

• District Court (civil divisions) 3 200 3 132 3 300 3 259

• Magistrates Court 32 000 31 200 33 000 33 375

Backlog indicators:

• Supreme Court (not including appeals or probate):

− no more than 10 per cent of lodgements pending completion are to be more than 12 months old

10% 27% 10% 30%

− no lodgements pending completion are to be more than 24 months old

— 15% — 15%

• District Court (all jurisdictions):

− no more than 10 per cent of lodgements pending completion are to be more than 12 months old

10% 40% 10% 41%

− no lodgements pending completion are to be more than 24 months old

— 20% — 20%

• Magistrates Court:

− % of all civil trial matters determined within 30 weeks of filing for defence

75% 77% 70% 77%

− % of all civil trial matters determined within 52 weeks of filing for defence

90% 90% 90% 90%

Footnotes (a) Relates to appeals from Supreme Court and District Court, heard by three Supreme Court Judges. (b) Relates to appeals from Magistrates Court, decisions of Masters and appeals under Miscellaneous Acts, heard by a Supreme Court

Judge. (c) Relates to a range of civil matters, heard by a Supreme Court Judge or Master.

7.80

Sub-program: 1.4 Coroner

Provides for the independent inquiry and investigation of matters relating to the loss of life, disappearance of individuals and injury to people and property from accidents and fires.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Coroner’s Court relies on external agencies and specialists to provide expert opinion to the Coroner. This, coupled with other extensive investigations into circumstances of death and briefs of evidence, is a significant factor that contributes to the inability to achieve the finalisation of lodgements as specified by the National Standards.



2008-09 Target

2007-08 Actual


• Coroner 1 900 2 048 1 800 1 899

Backlog Indicators:

• No more than 10 per cent of lodgements pending completion are to be more than 12 months old

10% 24% 10% 26%

• No lodgements pending completion are to be more than 24 months old

— 11% — 12%

7.81


Program information

Program 2: Alternative Dispute Resolution Services

Description/Objective Provision of family conferencing, family care meetings, mediation and negotiation services which are an alternative to the formal court process, thereby aiming to provide an alternative means of resolution of matters in dispute.


Program 2: Alternative Dispute Resolution Services

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000


Total expenses 2 952 2 947 2 983 2 855

Total income — — — —


7.82


Program: 2 Alternative Dispute Resolution Services

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary There has been a 14 per cent increase in referrals to family conference and this has impacted on caseflow and resulted in the finalisation target not being achieved with current resources. There has been a decrease in the number of referrals to the Care and Protection Unit from Families SA (a division of the Department for Families and Communities).



2008-09 Target

2007-08 Actual

Family conference:

• No. of youths referred to family conference

2 000 2 100 1 700 1 839

• % of family conferences which are resolved without referral to court

98% 98% 98% 98%

• % of family conference referrals finalised within eight weeks

55% 50% 70% 60%

Care and protection:

• No. of children referred to family care meeting

900 755 900 891

• % of family care meetings which result in valid agreements for care and protection of children

75% 75% 75% 77%

• % of family care meeting referrals finalised within eight weeks

80% 70% 80% 77%

7.83


Program information

Program 3: Penalty Management Services

Description/Objective: Dealing with penalties arising from court orders, the enforcement of court orders, recovery of debts and the administration and execution of warrants, thus managing the finalisation of penalties imposed by the courts.


Program 3: Penalty Management Services

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 6 404 6 082 5 536 5 468 Supplies and services........................................ 4 385 4 128 4 285 4 014 Grants and Subsidies ........................................ 650 634 — 626 Depreciation and amortisation .......................... 212 204 23 161 Other................................................................. 125 121 409 72

Total expenses 11 776 11 169 10 253 10 341

Income Sale of goods and services................................ 29 29 30 28 Fees, fines and penalties ................................... 5 783 4 430 4 477 4 068

Total income 5 812 4 459 4 507 4 096


7.84


Sub-program: 3.1 Criminal Jurisdiction

Management of the finalisation of penalties imposed in the criminal jurisdiction of the courts and demonstration to the community that penalty matters arising from a criminal court process are appropriately managed.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The improvement in the percentage of warrants executed is due to a decrease in the volume of Orders of Sale and Warrants of Arrest from 2007-08, which was an unusually high year, improving the ability of the Sheriff’s Office to successfully execute warrants. The ongoing challenge that Sheriff’s Officers face in locating debtors and obtaining payment of judgment debts remains and for this reason the target has not been revised.



2008-09 Target

2007-08 Actual

No. of fines imposed and expiation notices lodged for enforcement

265 000 260 000 250 000 249 139

% of fines collected 65% 61% 65% 62%

% of Fines Payment Unit (FPU) warrants executed

60% 60% 60% 49%

% of FPU warrants executed within 12 weeks

90% 86% 90% 90%

Sub-program: 3.2 Civil Jurisdiction

Management of the finalisation of orders imposed in the civil jurisdiction of the courts and demonstration to the community that matters arising from a civil court process are appropriately managed.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program -$71 000 -$31 000 -$272 000 -$180 000

Performance Commentary Enforcement activity for civil court orders is lower than targeted due to a downward trend in examination and investigation summonses. The variation to the target for warrants executed reflects the ongoing challenge that Sheriff’s Officers face in locating debtors. This is particularly so for re-levied warrants which have increased in 2008-09. The target has been revised to reflect actual outcomes and the expected impact of the economic downturn.



2008-09 Target

2007-08 Actual

No. of civil court orders to enforce 25 000 23 500 25 000 25 467

% of civil court orders which are executed 65% 66% 75% 69%

% of civil court orders enforced within 12 weeks

90% 90% 90% 91%

7.85

COURTS ADMINISTRATION AUTHORITY


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 41 145 40 737 40 350 37 106 Long service leave .................................................................... 1 180 1 131 1 411 1 373 Payroll tax ................................................................................ 2 348 2 338 2 189 2 253 Superannuation ......................................................................... 4 566 4 534 4 419 4 110 Other ......................................................................................... 215 211 166 201Supplies and services — General supplies and services .................................................. 28 908 27 448 26 372 27 807 Consultancy expenses .............................................................. 79 75 55 119Depreciation and amortisation expenses ...................................... 5 699 5 435 5 435 5 125Borrowing costs ............................................................................ 1 102 1 155 1 155 1 205Intra government transfers ........................................................... 2 032 1 981 1 973 1 979Other expenses ............................................................................. 837 812 1 666 1 023

Total expenses 88 111 85 857 85 191 82 301

Income

Intra government transfers ........................................................... 145 1 150 581 1 106Fees, fines and penalties ............................................................... 6 365 4 989 5 045 4 610Sales of goods and services .......................................................... 663 654 648 737Net gain or loss from disposal of assets ....................................... — — — -92

Total income 7 173 6 793 6 274 6 361



Income — Appropriation ........................................................................... 82 102 80 648 80 533 78 996 Other income ............................................................................ — 17 — 79


Net result 1 164 1 601 1 616 3 135

7.86


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 29 658 26 794 28 343 21 698Receivables ................................................................................... 1 060 1 060 467 1 060Other current assets ...................................................................... 184 184 117 184Non-current assets class held for sale .......................................... 211 211 667 211


Non current assetsLand and improvements ............................................................... 116 544 117 375 116 291 120 277Plant and equipment ..................................................................... 10 887 11 201 10 723 11 289Heritage assets .............................................................................. 70 70 70 70Intangible assets ........................................................................... 40 59 — 78Other non-current assets ............................................................... 39 39 — 39


Total assets 158 693 156 993 156 678 154 906

Liabilities

Current liabilitiesPayables ........................................................................................ 4 540 4 493 4 347 4 445Employee benefits — Salaries and wages ................................................................... 1 107 1 019 942 910 Annual leave ............................................................................. 2 368 2 338 2 394 2 309 Long service leave .................................................................... 1 449 1 376 1 065 1 324Short-term provisions ................................................................... 603 567 616 522Other current liabilities ................................................................. 1 028 972 973 919


Non current liabilitiesLong-term borrowings .................................................................. 18 087 19 115 19 115 20 088Long-term employee benefits — Long service leave .................................................................... 9 043 7 869 9 287 6 793 Other ......................................................................................... 240 240 275 240Long-term provisions ................................................................... 1 884 1 824 1 862 1 777



Net assets 118 344 117 180 115 802 115 579

Equity

Contributed capital ....................................................................... 3 140 3 140 3 140 3 140Retained earnings ......................................................................... 85 591 84 427 83 107 82 826Asset revaluation reserve ............................................................. 29 613 29 613 29 555 29 613

Total equity 118 344 117 180 115 802 115 579


7.87



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsEmployee benefit payments ......................................................... 48 089 47 685 47 161 44 627Payments for supplies and services .............................................. 28 940 27 476 26 380 28 239Interest paid .................................................................................. 1 102 1 155 1 155 1 205GST paid ...................................................................................... — — — 121Intra government transfers ........................................................... 2 032 1 981 1 973 1 979Other payments ............................................................................ 741 719 1 500 1 045


Cash inflowsIntra government transfers ........................................................... 145 1 150 581 1 106Fees, fines and penalties ............................................................... 6 365 4 989 5 045 4 601Sales of goods and services .......................................................... 663 654 648 252GST received ................................................................................ — — — 18


SA GOVERNMENT:

Appropriation ............................................................................... 82 102 80 648 80 533 78 996Other receipts ............................................................................... — 17 — 79




Cash outflowsPurchase of property, plant and equipment .................................. 4 535 2 426 2 173 2 018Purchase of intangibles ................................................................. — — — 51


Cash inflowsProceeds from sale of property, plant and equipment .................. — — — 364

Cash generated from investing activities — — — 364


7.88



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsFinance lease payments ................................................................ 972 920 920 869

Cash used in financing activities 972 920 920 869

Net cash provided by (+) / used in (-) financing activities -972 -920 -920 -869




7.89

ADMINISTERED ITEMS FOR THE COURTS ADMINISTRATION AUTHORITY


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Income from SA Government

Income — Appropriation ........................................................................... 34 040 32 202 31 877 32 250



Fees, fines and penalties ............................................................... 75 633 63 053 69 058 56 596Sales of goods and services .......................................................... 768 596 596 737


Total income 110 441 95 851 101 531 89 583

Expenses

Supplies and services — General supplies and services .................................................. 768 596 596 743Intra government transfers ........................................................... 15 619 11 780 15 155 9 532Other expenses ............................................................................. 94 054 83 475 85 780 77 584

Total expenses 110 441 95 851 101 531 87 859

Net result — — — 1 724

7.90


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 3 581 2 863 2 659 2 132Receivables ................................................................................... 4 644 4 454 2 953 4 264


Total assets 8 225 7 317 5 612 6 396

Liabilities

Current liabilitiesPayables ........................................................................................ 7 455 7 129 6 575 6 790Employee benefits — Salaries and wages ................................................................... 487 487 407 487 Annual leave ............................................................................. 1 188 1 188 1 238 1 188 Long service leave .................................................................... 1 089 1 089 1 035 1 089Other current liabilities ................................................................. 330 165 330 —


Non current liabilitiesLong-term employee benefits — Long service leave .................................................................... 4 299 4 299 4 476 4 299 Other ......................................................................................... 511 511 409 511Other non-current liabilities ......................................................... 834 417 834 —



Net assets -7 968 -7 968 -9 692 -7 968

Equity

Retained earnings ......................................................................... -7 968 -7 968 -9 692 -7 968

Total equity -7 968 -7 968 -9 692 -7 968


7.91



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash inflowsFees, fines and penalties ............................................................... 75 443 62 863 68 868 56 195Sales of goods and services .......................................................... 768 596 596 581


Cash outflowsPayments for supplies and services .............................................. 632 447 596 581Intra government transfers ........................................................... 15 619 11 780 15 155 9 532Other payments ............................................................................ 93 282 82 703 85 008 78 276


SA GOVERNMENT:

Appropriation ............................................................................... 34 040 32 202 31 877 32 250


Net cash provided by (+) / used in (-) operating activities 718 731 582 637

Net increase (+) / decrease (-) in cash equivalents 718 731 582 637



7.92





The increase in budgeted employee benefit expenses is mainly due to approved enterprise bargaining award supplementation, commissioning of the Sturt Street courts and transport regulatory initiatives, partially offset by staff reductions from government savings strategies and funding provided in 2008-09 only for the Court Assessment Referral Drug Scheme (CARDS).

The increase in budgeted supplies and services expense is mainly due to Consumer Price Index increases, commissioning of the Sturt Street courts and initial costs associated with the consolidation of leased accommodation.

The decrease in intra-government transfer income relates to funding in 2008-09 for CARDS and the transfer of drug court functions from the Department for Correctional Services (DCS). No approval has been given as yet for the 2009-10 financial year for CARDS, and funding for the DCS drug court functions will be provided within recurrent appropriation in 2009-10.

The increase in fees, fines and penalties revenue relates mainly to increases in court fees by approximately 25 per cent, incorporating fee indexation and a further increase to court fees by 20 per cent.


No major variations.


Refer to commentary under income statement.

The increase in payments for property, plant and equipment is due to additional funding provided for fit out costs associated with the consolidation of leased accommodation into the Education Centre.


The increase in budgeted revenue results from additional fines expected due to road safety initiatives, an increase in civil and summary fees by approximately 25 per cent and an increase in the Victims of Crime Levy.

The increase in intra-government transfer expenses is mainly due to the impact of road safety initiatives on the Victims of Crime Levy, as well as the levy increase from 1 July 2009, which is collected by the Courts Administration Authority and transferred to the Attorney-General’s Department for depositing into the Victims of Crime Fund.

The increase in budgeted other expenses relates to wage supplementation for judicial officers, additional judges appointed for the Sturt Street courts and the increased payment made to the Consolidated Account of budgeted additional revenue collections as indicated above.

7.93




Refer to commentary under income statement.



7.94

Additional Information for Administered Items Courts Administration Authority

Cash flow statement

2009-10Budget

2008-09Estimated

result

2008-09 Budget

2007-08Actual

$000 $000 $000 $000

CASH FLOWS FROM:


Receipts

Sales of goods and services —

Other Sales of goods and services............................................. 768 596 596 581

Fees, Fines and Penalties —

Fines and Penalties ................................................................... 29 138 27 292 29 316 24 914

Regulatory Fee — Summary Fees ............................................ 15 927 12 022 12 618 10 750

Regulatory Fee — Civil Fees.................................................... 8 839 7 049 7 049 6 774

Regulatory Fee — Probate Fees................................................ 4 317 3 442 3 442 3 285

Regulatory Fee — Transcript Fees ........................................... 1 603 1 278 1 288 974

Regulatory Fee — Victims of Crime Levy ............................... 15 619 11 780 15 155 9 498

State Government — Appropriation ............................................... 34 040 32 202 31 877 32 250

Total operating receipts 110 251 95 661 101 341 89 026

Payments

Other Supplies and Services............................................................ 632 447 596 581

Transfer Payments........................................................................... 15 619 11 780 15 155 9 532

Other —

Transfer of Revenue to Consolidated Account ......................... 60 014 51 273 53 903 46 955

Judicial Entitlements................................................................. 33 268 31 430 31 105 31 321

Total operating payments 109 533 94 930 100 759 88 389

Net cash provided by operating activities 718 731 582 637

Net increase (+) / decrease (-) in cash held 718 731 582 637



7.95

TABLE OF CONTENTS

AGENCY: ELECTORAL COMMISSION OF SOUTH AUSTRALIA

Objective ......................................................................................................................................... 7.97





1. Electoral Services .......................................................................................................... 7.99



Balance sheet......................................................................................................................... 7.103






7.96

PORTFOLIO: JUSTICE


Objectives

To provide services which enable the fair and independent election of government and governing bodies and which help and encourage the community to participate with confidence and trust in the democratic processes of representation.



• Continue to work towards achieving South Australia’s Strategic Plan target on youth enrolment by exploring and implementing strategies for increasing the proportion of eligible young South Australians (18–19 years) who are enrolled to vote and maintaining the state’s higher than national average youth enrolment rate

• Finalise election planning for the 2010 state and local government elections

• Introduce iRolls (Personal Digital Assistants) during the 2010 state election

• Develop new training programs and materials and deliver training to Returning Officers and other electoral officials

• Develop and introduce electronic forms for use by Returning Officers during the 2010 state election

• Conduct the 2010 state elections to elect 47 Members to the House of Assembly and 11 Members to the Legislative Council

• Conduct elections for Super SA and Funds SA and various health boards prescribed by Acts of Parliament

• Certification of 49 local government elector representation reviews

• Contributed to achieving South Australia’s Strategic Plan target on youth enrolment by exploring and implementing strategies for increasing the proportion of eligible young South Australians (18–19 years) who are enrolled to vote and maintained the state’s youth enrolment rate at a level higher than the national average

• Partnered with South Australian government departments, TAFE, tertiary institutions and the vocational education sector (government and non-government) to increase youth enrolment

• Conducted and reported on the House of Assembly by-election for the district of Frome

• Relocated to new accommodation • Changed name to Electoral Commission of South Australia

(ECSA) and established a new corporate image • Initiated election planning for the 2010 state and local

government elections • Undertook a review of iRolls (Personal Digital Assistants) used

interstate and developed a plan for their introduction at the 2010 state election

• Appointed 47 House of Assembly Returning Officers and one Returning Officer for the Legislative Council in preparation for the 2010 state election

• Redeveloped application software to support computerised enquiry, excuse recording and declaration vote processing at the 2010 state election

• Developed an operational guide on the elector representation review process in conjunction with the Office for State/Local Government Relations and the Local Government Association

• Completed review of locations and number of polling booths to meet changing community demands

• Conducted various fee for service elections including Anangu Pitjantjatjara Yankunytjatjara Executive Board, Nurses Board and Medical Board as prescribed by Acts of Parliament and assisted with the South Australian Jockey Club Board election

7.97



2009-10Budget


2008-09 Budget

2007-08 Actual

Program $000 $000 $000 $000 1. Electoral Services ....................................... 11 705 3 147 2 678 2 308

Total 11 705 3 147 2 678 2 308


2009-10Budget


2008-09 Budget

2007-08 Actual

Investments $000 $000 $000 $000

Works in progress Office relocation to new premises..................... — 1 472 1 290 6

Total works in progress — 1 472 1 290 6

Minor works 110 — — —

Total minor works 110 — — —

Total investing payments 110 1 472 1 290 6

7.98


Program information

Program 1: Electoral Services

Description/Objective: The Electoral Commission of South Australia (ECSA) conducts fair and independent state, local government and nominated agency government elections and utilises its skill base to support non-government electoral activities and offer electoral advice across all community sectors.

A range of electoral services and products are provided, covering the parliamentary and non-parliamentary sectors:

• conduct of elections for representatives to sit in the State Parliament, local government authorities and other organisations (attendance or postal);

• electoral education and information provision for the South Australian community;

• research and evaluation of electoral matters;

• roll products and maps; and

• support for parliamentary electoral district boundary and council boundary representation reviews.


Program 1: Electoral Services 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 5 828 1 684 1 584 1 331 Supplies and services........................................ 6 835 2 166 1 797 1 667 Depreciation and amortisation .......................... 50 70 70 89 Other................................................................. — — — 28

Total expenses 12 713 3 920 3 451 3 115

Income Sale of goods and services................................ 1 008 773 773 689 Fees, fines and penalties ................................... — — — 27 Other................................................................. — — — 91

Total income 1 008 773 773 807


7.99


Sub-program: 1.1 Parliamentary Electoral Services

Ensures the delivery of parliamentary electoral services for the South Australian community.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program $11 715 000(b) $3 234 000 $2 702 000 $2 393 000

Performance Commentary Following the resignation of the Member for Frome, a by-election was conducted to elect a replacement.

The successful relocation to new energy efficient premises in Light Square and the change of name to Electoral Commission of South Australia were timed to coincide in early January 2009.

Preparation for the 2010 state election was the major focus of effort during the year with the appointment of Returning Officers and polling place reviews completed.

Final preparations and the successful conduct of the March 2010 state election are the priorities for 2009-10.



2008-09 Target

2007-08 Actual

No. of parliamentary elections (general and by-elections) and referenda

48 1 as per writ —

No. of parliamentary members elected 58 1 as per writ —

No. of interstate/territory electors served 130 670(a) 450 12

No. of parliamentary electors served 1 083 000 22 142 as per writ —

No. of elections challenged and upheld due to administrative error

— — n.a n.a.

% of monthly MP electoral roll extracts provided within seven days of end of month processing

90% 100% 90% —

No. of education activities delivered 5 6 6 5

No. of research projects completed 4 6 5 7

% of people eligible to vote enrolled on the roll

>90% >90% >90% 96.3%

Size of the variance between initial results and any required recount

0.002 — 0.002 —

% of parliamentary elections declared within 18 days of poll close

98% 100% 100% —

Footnotes (a) During 2008-09, interstate/territory general elections were held in Queensland, Western Australia, Australian Capital Territory,

Northern Territory and New Zealand with Legislative Council elections in Tasmania. By-elections were held in New South Wales and New Zealand and a Daylight Saving Referendum in Western Australia. A general election is due to be held in 2009-10 in Tasmania.

(b) ECSA’s budget for 2009-10 includes funding for the state election to be held in March 2010.

7.100

Sub-program: 1.2 Non-parliamentary Electoral Services

The delivery of non-parliamentary electoral services for South Australian organisations and the community at large.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program -$10 000 -$87 000 -$24 000 -$85 000

Performance Commentary ECSA conducted various elections prescribed by Acts of Parliament and fee for service elections including Anangu Pitjantjatjara Yankunytjatjara (APY) Executive Board, South Eastern Water Conservation and Drainage Board, Nurses Board, Medical Board and a supplementary election of a member for the Pipalyatjara/Kalka community group on the APY Executive Board.

ECSA also provided assistance for the conduct of the election of Board Members for the South Australian Jockey Club.

Advice was provided in relation to the Local Government (Elections) (Miscellaneous) Amendment Bill 2009 with additional assistance provided to Local Government Authorities on elector representation review processes.



2008-09 Target

2007-08 Actual

No. of local government elections and polls 5 15(a) 8 14(a)

No. of non-parliamentary elections prescribed by Acts of Parliament

6 6 6 2

No. of commercial services provided for client organisations

5 6 6 5

No. of elections challenged and upheld due to administrative error

— — n.a. n.a.

% of rolls provided to councils within five days of roll closure

90% 95% 90% 95%

No. of information and research programs 1 1 1 1

No. of local government representation reviews certified

49 2 5 —

Size of the variance between initial results and any required recount

0.002 —(b) 0.002 —

% of non-parliamentary elections and polls provisionally declared within 12 working hours from poll close

95% 95% 95% 100%

Footnotes (a) No. of elections includes contested and uncontested elections.

(b) Excludes supplementary elections for:

− District Council of Streaky Bay — Eyre Ward (polling day 11 May 2009) − Port Pirie Regional Council — Mayor (polling day 11 May 2009)

7.101

ELECTORAL COMMISSION OF SOUTH AUSTRALIA


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 5 236 1 431 1 337 1 031 Long service leave .................................................................... 23 23 23 80 Payroll tax ................................................................................ 275 83 78 64 Superannuation ......................................................................... 294 147 146 123 Other ......................................................................................... — — — 33Supplies and services — General supplies and services .................................................. 6 835 2 166 1 797 1 667Depreciation and amortisation expenses ...................................... 50 70 70 89Other expenses ............................................................................. — — — 28

Total expenses 12 713 3 920 3 451 3 115

Income

Fees, fines and penalties ............................................................... — — — 27Sales of goods and services .......................................................... 1 008 773 773 689Other income ................................................................................ — — — 91

Total income 1 008 773 773 807



Income — Appropriation ........................................................................... 11 672 3 246 2 764 2 225


Net result -33 99 86 -83

7.102


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 721 909 890 1 089Receivables ................................................................................... 257 162 238 67Inventories .................................................................................... 62 62 82 62Other current assets ...................................................................... 26 26 22 26


Non current assetsPlant and equipment ..................................................................... 1 651 1 591 1 423 189

Total non-current assets 1 651 1 591 1 423 189

Total assets 2 717 2 750 2 655 1 433

Liabilities

Current liabilitiesPayables ........................................................................................ 224 199 219 174Employee benefits — Salaries and wages ................................................................... — — 28 — Annual leave ............................................................................. 107 112 97 108 Long service leave .................................................................... 55 55 56 55Short-term provisions ................................................................... 2 2 — 2

Total current liabilities 388 368 400 339

Non current liabilitiesLong-term employee benefits — Long service leave .................................................................... 275 295 284 315

Total non-current liabilities 275 295 284 315

Total liabilities 663 663 684 654

Net assets 2 054 2 087 1 971 779

Equity

Contributed capital ....................................................................... 1 363 1 363 1 363 154Retained earnings ......................................................................... 691 724 608 625

Total equity 2 054 2 087 1 971 779


7.103



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsEmployee benefit payments ......................................................... 5 849 1 696 1 596 1 347Payments for supplies and services .............................................. 6 814 2 145 1 776 1 645Other payments ............................................................................ — — — 18


Cash inflowsFees, fines and penalties ............................................................... — — — 27Sales of goods and services .......................................................... 913 678 678 663GST received ................................................................................ — — — 8Other receipts ............................................................................... — — — 79

Cash generated from operations 913 678 678 777

SA GOVERNMENT:

Appropriation ............................................................................... 11 672 3 246 2 764 2 225


Net cash provided by (+) / used (-) in operating activities -78 83 70 -8


Cash outflowsPurchase of property, plant and equipment .................................. 110 1 472 1 290 6

Cash used in investing activities 110 1 472 1 290 6

Net cash provided by (+) / used in (-) investing activities -110 -1 472 -1 290 -6


Cash inflowsCapital contributions from SA Government ................................ — 1 209 1 209 —

Cash generated from financing activities — 1 209 1 209 —

Net cash provided by (+) / used in (-) financing activities — 1 209 1 209 —

Net increase (+) / decrease (-) in cash equivalents -188 -180 -11 -14

Cash and cash equivalents at the start of the financial year 909 1 089 901 1 103

Cash and cash equivalents at the end of the financial year 721 909 890 1 089

7.104

ADMINISTERED ITEMS FOR ELECTORAL COMMISSION OF SOUTH AUSTRALIA


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Income from / Expenses to SA Government

Income — Appropriation ........................................................................... 311 305 298 292Expenses — Cash alignment ......................................................................... — — — 12

Net income from / expenses to SA Government 311 305 298 280


Fees, fines and penalties ............................................................... — — — 1

Total income from other sources — — — 1

Total income 311 305 298 281

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 311 305 298 266 Long service leave .................................................................... — — — 15 Payroll tax ................................................................................ — — — 15 Superannuation ......................................................................... — — — 24Other expenses ............................................................................. — — — 1

Total expenses 311 305 298 321

Net result — — — -40

7.105


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ — — 27 — Receivables ................................................................................... 128 128 135 128

Total current assets 128 128 162 128

Total assets 128 128 162 128

Liabilities

Current liabilitiesPayables ........................................................................................ 15 15 14 15Employee benefits — Salaries and wages ................................................................... 7 7 24 7 Annual leave ............................................................................. 30 30 20 30 Long service leave .................................................................... 14 14 13 14





Net assets -23 -23 17 -23

Equity

Retained earnings ......................................................................... -23 -23 17 -23

Total equity -23 -23 17 -23


7.106



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash inflowsFees, fines and penalties ............................................................... — — — 1GST received ................................................................................ — — — 7

Cash generated from operations — — — 8

Cash outflowsEmployee benefit payments ......................................................... 311 305 298 314Other payments ............................................................................ — — — 1

Cash used in operations 311 305 298 315

SA GOVERNMENT:

Appropriation ............................................................................... 311 305 298 292Payments — Cash alignment ......................................................................... — — — 12

Net cash provided by SA Government 311 305 298 280

Net cash provided by (+) / used in (-) operating activities — — — -27

Net increase (+) / decrease (-) in cash equivalents — — — -27

Cash and cash equivalents at the start of the financial year — — 27 27

Cash and cash equivalents at the end of the financial year — — 27 —

7.107





The variation in total expenses and appropriation is attributable to the 2010 Parliamentary election. The increase in sale of goods and services income is primarily due to the fees recovered for the conduct of the local government periodic elections with some associated increases in operating expenses.




The investing payments in 2008-09 reflected costs associated with the relocation of the commission.







7.108

7.109

TABLE OF CONTENTS

AGENCY: SOUTH AUSTRALIA POLICE

Objective ......................................................................................................................................... 7.111





1. Public Order................................................................................................................... 7.114

2. Crime Prevention ........................................................................................................... 7.117

3. Road Safety.................................................................................................................... 7.122

4. Emergency Response and Management ........................................................................ 7.125

5. Criminal Justice Services............................................................................................... 7.128



Balance sheet......................................................................................................................... 7.132







7.110

PORTFOLIO: JUSTICE


Objectives

To prevent crime, uphold the law, preserve the peace, assist the public in emergency situations, coordinate and manage emergency incidents, regulate road use and prevent vehicle collisions.



• Continue to work towards achieving South Australia’s Strategic Plan crime reduction target

• Continue to achieve a high level of response to calls from the public

• Continue to monitor and implement the South Australia Police (SAPOL) Road Safety Strategy for enhanced road safety across the state

• Identify and implement strategies aimed at reducing serious and organised crime, in particular by members of outlaw motorcycle gangs and other criminal gangs

• Continue to ensure that DNA samples are taken from all eligible persons in order to increase the size of the DNA Database to over 60 000 suspect profiles

• Continue implementation of new Secondhand Dealer & Pawnbroker Transaction Management system and legislation

• Conclude recruiting of an extra 400 police by 2010 • Enhance community safety by continuing Operation Nomad • Continue and monitor SAPOL’s Domestic Violence Strategy • Continue the Rural Highway Saturation Management Plan for

enhanced rural road safety • Continue existing security arrangements and training under the

Terrorism (Prevention Detection) Act 2005 and the Terrorism (Police Powers) Act 2005

• Continue process of placing child sex offenders on the Australian National Child Offender Register (ANCOR) in accordance with the Child Sex Offenders Registration Act 2006

• Continue implementation of new police facilities on the Anangu Pitjantjatjara Yankunytjatjara (APY) Lands

• Continue to participate in the Cross Border Justice Project to provide structure and practices for the uniform application of justice services to the central Australia region

• Continue to participate in the tri-state Operation Mid Realm to combat smuggling of drugs, alcohol and petrol into Aboriginal communities in the central Australia region

• Continue development of new police facilities at Roxby Downs, Murray Bridge and upgraded facilities at Christies Beach

• Continue the redevelopment of the Police Academy at Fort Largs

• Continue development of the new Police Headquarters • Further enhance participation of volunteers in policing

• Continued recruiting an extra 400 police by 2010 • Continued to monitor and implement the South Australia

Police (SAPOL) Road Safety Strategy for enhanced road safety across the state

• Continued the Rural Highway Saturation Management Plan for enhanced rural road safety

• Continued the random drug testing of drivers • Continued and monitored SAPOL’s Domestic Violence

Strategy • Continued the development of new police facilities on the

Anangu Pitjantjatjara Yankunytjatjara (APY) Lands • Continued the development of new police facilities at Roxby

Downs and upgraded facilities at Christies Beach • Commenced the development of a new Police Academy at Fort

Largs • Continued to ensure that DNA samples are taken from all

eligible persons in order to increase the size of the DNA Database to over 50 000 suspect profiles

• Continued existing security arrangements and training under the Terrorism (Prevention Detection) Act 2005 and the Terrorism (Police Powers) Act 2005

• Continued process of placing child sex offenders on the Australian National Child Offender Register (ANCOR) in accordance with the Child Sex Offenders Registration Act 2006

• Identified and implemented strategies aimed at reducing serious and organised crime, in particular by members of outlaw motorcycle gangs and other criminal gangs

• Further enhanced participation of volunteers in policing • Enhanced community safety by continuing Operation Nomad • Implemented SAPOL’s Corruption Prevention Strategy • Reviewed implementation of new firearms issued to SAPOL

members • Continued to participate in the Cross Border Justice Project to

provide structure and practices for the uniform application of justice services to the central Australia region

• Continued to participate in the tri-state Operation Mid Realm to combat smuggling of drugs, alcohol and petrol into Aboriginal communities in the central Australia region

• Commenced development of the new Police Headquarters

7.111


Net Cost of Services(a)

2009-10Budget


2008-09 Budget

2007-08 Actual

Program $000 $000 $000 $000 1. Public Order.............................................. 246 147 232 878 198 284 186 444 2. Crime Prevention ...................................... 204 290 192 741 218 341 203 797 3. Road Safety............................................... 71 958 68 119 72 955 70 005 4. Emergency Response and Management.... 38 900 36 494 42 181 38 951 5. Criminal Justice Services.......................... 76 978 73 086 76 157 70 795

Total 638 273 603 318 607 918 569 992 (a) The net cost of services excluding intra-government transfers, mainly from the Community Emergency Services Fund and the

Community Road Safety Fund.

7.112


2009-10Budget


2008-09 Budget

2007-08 Actual

Investments $000 $000 $000 $000

New works

Reaching the Road Safety Target — Safe-T-Cam ............................................... 500 — — — Murray Bridge Police Station .................... 900 — — —


Works in progress

Additional Police Shop Fronts................... — 125 150 145 Amata, Ernabella and Mimili Police Stations and Court Facilities...................... 14 432 400 6 200 168 Australian National Child Offender Registry (ANCOR) ................................... — — — 38 Band Bus ................................................... — 500 500 — Christies Beach Police Complex — Accommodation Consolidation ................. 5 460 476 6 280 24 Closed Circuit Television (CCTV) Custody Management Development Program..................................................... 2 500 1 063 2 675 — CCTV Surveillance and Security System — 818 818 1 419 Communications Infrastructure ................. 1 415 1 389 1 380 1 322 Expiation Notices Branch Systems Enhancements............................................ 50 — — 486 Golden Grove, Para Hills and Aldinga Police Stations ........................................... — 95 120 -89 National Exchange — Police Data ............ — 652 660 1 095 Outlaw Motorcycle Gang Task Force Information Technology System ............... 2 330 228 328 — Police Academy — Redevelopment.......... 5 400 1 600 3 000 1 Recruit 400 ................................................ 2 302 957 2 597 748 Refurbish PSSB Security Control Centre — — — 596 Road Safety and Speed Detection Equipment ................................................. 1 129 1 577 591 610 Roxby Downs Police Station..................... 7 613 521 7 900 43 Second-hand Dealers and Pawnbrokers Initiative .................................................... 1 038 120 1 140 42 Unregistered / Uninsured Vehicles Initiative .................................................... — 847 747 — Vessel Replacement – STAR Group ......... 1 873 399 1 599 2


Annual programs 5 267 5 504 4 535 7 022



7.113


Program information

Program 1: Public Order

Description/Objective: In support of South Australia’s Strategic Plan Objective 2: ‘Improving Wellbeing’, provision of police services to the community, the investigation and management of public order offences and the management of major events in the state. The outcome is a community that is reassured and protected from crime and disorder, making South Australia a safe place to live, visit and conduct business.


Program 1: Public Order 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 206 749 194 657 165 128 152 417 Supplies and services........................................ 41 843 40 937 36 028 35 342 Depreciation and amortisation .......................... 6 308 5 853 5 167 5 119 Other................................................................. 7 191 6 886 6 370 8 684

Total expenses 262 091 248 333 212 693 201 562

Income Sale of goods and services................................ 12 042 11 913 11 069 11 917 Fees, fines and penalties ................................... 3 654 3 309 3 238 2 917 Other................................................................. 248 233 102 284

Total income 15 944 15 455 14 409 15 118


7.114


Sub-program: 1.1 Police Response Services

This sub-program includes providing accessible customer focused police station services, providing a responsive, visible and accessible police presence through directed patrols and targeting public order offences. By providing services that protect the public from crime and disorder, SAPOL contributes positively to the economic, social and cultural security and wellbeing of the South Australian community.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program $235 094 000 $222 811 000(a) $185 188 000 $174 180 000

Performance Commentary Providing accessible police services through initiatives such as the 131 444 police assistance telephone number, and taking Police Incident Reports (PIRs) at the call centre continues to provide an efficient means of responding to increased calls for police assistance. SAPOL continues to work towards achieving a consistently high standard for the level of community satisfaction with policing services. Continued targeting of public order offenders for a sustained approach to a safer community, will be underpinned by measuring the percentage of DNA links of persons to crime scenes that contribute to an arrest or report.



2008-09 Target

2007-08 Actual

Number of patrol taskings in the metropolitan area

— 322 276 — 315 897

% of call centre calls answered within 10 seconds

≥90% 90.23% ≥90% 92.24

Number of PIRs taken by the call centre as a % of all PIRs recorded by police

— 26.2% — 25.1%

Number of offences against public order recorded per 1000 head of population

≥36.60 35.81 ≥36.12 35.01

Percentage of DNA links of persons to crime scenes that contribute to an arrest or report

— 31% — 19.2%

Number of operational stations 141 141 141 139

Level of community satisfaction with police services

≥70.0% 69.8% ≥70.0% 69.1%

Number of priority B taskings in the metropolitan area

— 236 729 — 232 056

Footnotes (a) The increase from the 2007-08 actual to the 2008-09 estimated result takes into account Enterprise Bargaining, CPI movements and

the phasing in of Recruit 400 initiatives. SAPOL has applied the trends from the February 2009 activity survey that reflects movements in resource allocations mainly from Crime Prevention and Road Safety to Public Order. This movement represents the increased emphasis in the last several years on enhanced police accessibility, response to calls for assistance and proactively ensuring public areas and streets are safe for community use and business activity through the targeted use of patrols and other measures. This approach has been successful in continuing the reduction of crime in South Australia and improving road safety outcomes as directed by the relevant South Australia’s Strategic Plan targets. The 2007-08 Actuals and the 2008-09 Budget are both based on the previous activity survey undertaken three years ago.

7.115

Sub-program: 1.2 Event Management

This sub-program includes policing of sporting and other public events, policing public demonstrations and providing protective security for dignitaries and other public figures to ensure that order and safety are maintained.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary Police management of events continues to maintain public order by reinforcing a low tolerance approach to anti-social behaviour in order to provide public safety and reassurance.



2008-09 Target

2007-08 Actual

Number of special, major and local events planned and managed by police

— 1 447 — 1 248

Number of close personal protection taskings conducted by Special Task and Rescue (STAR) Group

— 20 — 18

7.116


Program information

Program 2: Crime Prevention

Description/Objective: In support of South Australia’s Strategic Plan Objective 2: ‘Improving Wellbeing’, the provision of crime prevention services through the investigation and management of crimes against the person and property and illegal drug activity together with community programs and education. The outcome is that the incidence and effects of crime are reduced, making South Australia a safe place to live, visit and conduct business.


Program 2: Crime Prevention 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000


Total expenses 206 245 194 755 220 739 208 022

Income Sale of goods and services................................ 1 336 1 381 1 926 3 557 Fees, fines and penalties ................................... 612 519 468 422 Other................................................................. 7 114 4 246

Total income 1 955 2 014 2 398 4 225


7.117


Sub-program: 2.1 Crime Prevention — the person

This sub-program includes targeting crimes against the person such as robbery, serious assault and sexual offences. The aim is to achieve a reduction in the incidence and effects of crimes against the person.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program $89 938 000 $84 732 000(d) $93 200 000 $87 077 000

Performance Commentary It is expected that the 2008-09 estimated result for offences against the person will show a significant decrease in the rate of recorded offences. This can be attributed to a number of policing strategies including corporate operations such as City Safe, the benchmarking of specific crime categories and increased proactive policing measures. In the long-term, increased detection measures by police and the targeting of specific issues, such as alcohol related crime, should continue the reductions in overall victim based crime.



2008-09 Target

2007-08 Actual

Number of recorded offences against the person as reported by/on behalf of victims per 1000 head of population

≤14.41 14.57 ≤14.86 14.84

Number of recorded homicide and related offences as reported by/on behalf of victims per 1000 head of population

≤0.05 0.06 ≤0.05 0.05

Number of recorded assaults as reported by/on behalf of victims per 1000 head of population

≤10.83 10.95 ≤11.11 10.98

Number of recorded sexual assaults as reported by/on behalf of victims per 1000 head of population

≤1.34 1.36 ≤1.41 1.5

Number of recorded robberies as reported by/on behalf of victims per 1000 head of population

≤0.69 0.70 ≤0.79 0.81

Number of offences against the person detected by police and recorded on Apprehension Report

≥11 162 10 922 ≥10 456 10 153

% of the community who think physical assault in a public place is a problem in their neighbourhood(a)

<6.8% 7.0% <31.9%

35.1%

% of the community who think sexual assault is a problem in their neighbourhood(b)

<4.6% 5.0% <23.1% 24.4%

Level of alcohol related crime in licensed premises(c)

4 017 4 062 — —

Footnotes (a) The counting rules for this data have been modified from state to neighbourhood level which has resulted in a different per cent

representation — using this approach the 2007-08 result would have been 6.9%. (b) The counting rules for this data have been modified from state to neighbourhood level which has resulted in a different per cent

representation — using this approach the 2007-08 result would have been 4.7%. (c) This was a newly created performance indicator in 2008-09, therefore data is only available from 2008-09. (d) SAPOL has applied the trends from the February 2009 activity survey that reflects movements in resource allocations mainly from

Crime Prevention and Road Safety to Public Order. This movement represents the increased emphasis in the last several years on enhanced police accessibility, response to calls for assistance and proactively ensuring public areas and streets are safe for community use and business activity through the targeted use of patrols and other measures. This approach has been successful in continuing the reduction of crime in South Australia and improving road safety outcomes as directed by the relevant South Australia’s Strategic Plan targets. The 2007-08 Actuals and the 2008-09 Budget are both based on the previous activity survey undertaken three years ago.

7.118

Sub-program: 2.2 Crime Prevention — property

This sub-program includes targeting crimes against property such as serious criminal trespass, theft of and from motor vehicles. The aim is to achieve a reduction in the incidence and effects of crimes against property.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program $50 352 000 $47 641 000(c) $75 069 000 $70 162 000

Performance Commentary It is expected that the 2008-09 estimated result for offences against property will show some significant decreases in the rate of recorded offences. This can be attributed to a number of policing strategies including the benchmarking of specific crime categories, increased use of DNA legislation and the targeting of known recidivist offenders. These strategies align directly with the Crime Prevention Strategy (launched December 2008) and its focus on public safety by intervening in the factors that lead to crime.



2008-09 Target

2007-08 Actual

Number of recorded offences against property as reported by/on behalf of victims per 1000 head of population

≤72.73 73.54 ≤79.80 80.53

Number of recorded theft offences (excluding theft of motor vehicle) as reported by/on behalf of victims per 1000 head of population

≤33.51 33.88

≤35.51

36.25

Number of recorded motor vehicle thefts/illegal use of motor vehicles as reported by/on behalf of victims per 1000 head of population

≤3.69 3.73

≤4.22

4.34

Number of recorded serious criminal trespass offences as reported by/on behalf of victims per 1000 head of population

≤10.49 10.61 ≤12.5 12.52

Number of recorded property damage offences as reported by/on behalf of victims per 1000 head of population

≤20.52 20.75 ≤22.63 22.4

Number of recorded deception/manipulation offences as reported by/on behalf of victims per 1000 head of population

≤1.70 1.72 ≤2.07 2.06

Number of offences against property detected by police and recorded on Apprehension Report

≥21 115 20 661 ≥20 968 21 082

% of the community who think motor vehicle theft is a problem in their neighbourhood(a) <11.2% 11.3% <47.0% 48.2%

% of the community who think housebreaking is a problem in their neighbourhood(b)

<11.1% 11.3% <57.0% 58.3%


representation — using this approach the 2007-08 result would have been 11.3%. (b) The counting rules for this data have been modified from state to neighbourhood level which has resulted in a different per cent

representation — using this approach the 2007-08 result would have been 11.2%. (c) Decrease of $27.4 million from 2008-09 Budget to 2008-09 Estimated result includes an error in a survey completed in 2007-08

incorrectly allocating resources to Crime Prevention — Property rather than Crime Prevention — Illegal Drug Activity (approximately $6 million). In addition, SAPOL has applied the trends from the February 2009 activity survey that reflects movements in resource allocations mainly from Crime Prevention and Road Safety to Public Order. This movement represents the increased emphasis in the last several years on enhanced police accessibility, response to calls for assistance and proactively ensuring public areas and streets are safe for community use and business activity through the targeted use of patrols and other measures. This approach has been successful in continuing the reduction of crime in South Australia and improving road safety outcomes as directed by the relevant South Australia’s Strategic Plan targets. The 2007-08 Actuals and the 2008-09 Budget are both based on the previous activity survey undertaken three years ago.

7.119

Sub-program: 2.3 Crime Prevention — illegal drug activity

This sub-program includes targeting of illegal drug activity through investigating the use, cultivation, manufacture and trafficking of illegal drugs. The aim is a reduction in the incidence and effects of crimes involving illegal drug activity.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program $39 960 000 $37 661 000(b) $30 893 000 $28 657 000

Performance Commentary It is expected that overall, the number of illicit drug offences detected by police and recorded on Apprehension Reports will increase by about 24 per cent in 2008-09 over the 2007-08 result. This improved result is due to a greater emphasis on enforcement, partnerships and community engagement. The SAPOL Illicit Drug Strategy provides a clear mandate for action for all SAPOL employees. There have been increases in the number of Cannabis Expiation Notices issued and drug diversions.



2008-09 Target

2007-08 Actual

Number of illicit drug offences detected by police and recorded on Apprehension Report

≥3 857 3 774 ≥2 891 2 881

Number of offences detected by police for sell/trade illicit drugs recorded on Apprehension Report

≥1 098 1 074 ≥716 806

Number of drug diversions recorded as part of the Police Drug Diversion Initiative

≥2 516 2 462 ≥1 959 1 953

Number of offences detected by police for produce/manufacture illicit drugs recorded on Apprehension Report

≥1 292 1 264 ≥1 334 1 265

Number of Expiation Notices issued for cannabis offences

≥6 605 6 463 ≥5 466 5 912

% of the community who think illegal drugs are a problem in their neighbourhood(a)

<17.3% 18.3% <52.6% 53.1%

Number of clandestine labs detected 69 56 61 71


representation — using this approach the 2007-08 result would have been 17.4%. (b) Increase of $6.8 million from 2008-09 Budget to 2008-09 Estimated result includes an error in a survey completed in 2007-08

incorrectly allocating resources to Crime Prevention — Property rather than Crime Prevention — Illegal Drug Activity (approximately $6 million).

7.120

Sub-program: 2.4 Community Programs and Education

Through this sub-program SAPOL works together with other agencies and the community to ensure effective crime reduction strategies through shared problem solving approaches. The aims are a reduction in the incidence and fear of crime. SAPOL continues to support innovative programs with the community.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary SAPOL provides continual support for Watch programs and a wide range of other community crime prevention programs. This sustained problem-solving approach underpins the organisational effort to achieve a consistently high standard of crime prevention programs in accordance with the Crime Prevention Strategy and its focus on improving public safety by intervening in the factors that lead to crime.



2008-09 Target

2007-08 Actual

Number of participants attending Blue Light functions ≥37 000 38 000 ≥37 000 46 816

Number of active Watch groups ≥560 560 ≥556 480

Number of Watch areas launched/relaunched 10 8 10 14

Number of calls to BankSA Crime Stoppers ≥17 350 16 370 ≥17 350 17 086

Ratio of apprehensions to actions sent out by Crime Stoppers — 1:8.1 — 1:6.3

% of the community who are satisfied with police support of community programs ≥72.0% 71.0% ≥72.0% 71.4%

Number of online reports to Crime Stoppers 900 850 680 306

7.121


Program information

Program 3: Road Safety

Description/Objective: In support of South Australia’s Strategic Plan Objective 2: ‘Improving Wellbeing’, provision of road safety services such as the regulation of road use, road use education and vehicle collision prevention. The outcomes contribute to a reduced road toll of fatalities and serious injuries, improved road safety and efficient traffic movement. This provides personal and economic benefits to the community, making South Australia a safe place to live, visit and conduct business.


Program 3: Road Safety 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000


Total expenses 75 612 71 753 76 290 74 189

Income Sale of goods and services................................ 3 091 3 334 3 099 4 052 Fees, fines and penalties ................................... 38 18 — — Other................................................................. 525 282 236 132

Total income 3 654 3 634 3 335 4 184


7.122


Sub-program: 3.1 Road Use Regulation

This sub-program includes targeted, directed and general patrols, operating speed cameras and random mobile and static breath testing stations, and controlling traffic at incidents and special events. The aims are a reduction in the incident of dangerous, reckless and irresponsible road use including speeding, drink driving and drug driving.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary SAPOL has continued to take a proactive, problem-solving approach to road safety issues. Examples include targeted operations during Christmas 2008 and Easter 2009 combined with traffic enforcement and driver education to improve driver behaviour. Speed detection, random breath testing and enhancing community awareness through enforcement of road traffic legislation aims to reduce the number of offending road users. Importantly, 2008-09 has seen a decrease in the number of serious injuries.



2008-09 Target

2007-08 Actual

Number of traffic offences detected by police and recorded on Apprehension Report ≥50 247 49 167 ≥58 994 56 967

Number of drink driving related offences detected by police and recorded on Apprehension Report

≥9 444 9 241 ≥10 049 9 598

Number of drink driving related offences detected by police and recorded on expiation notice

≥2 809 2 262 ≥2 788 2 110

Number of drug driving related offences detected and recorded on expiation notice and Apprehension Report

≥800 780 ≥500 280

Number of speed detection hours (mobile cameras, mobile radars and lasers) ≥125 000 119 537 ≥125 000 123 872

Number of traffic offences issued on Expiation Notices 550 000 521 901 406 000 514 811

Number of Random Breath Tests conducted ≥660 000 713 493 ≥660 000 686 194

Number of detections as a percentage of the number of vehicles passing mobile speed cameras

≤1.50% 2.26% ≤1.50% 1.88%

Number of detections as a percentage of the number of vehicles passing fixed speed cameras

≤0.059% 0.07% ≤0.059% 0.09%

Static Random Breath Test (RBT) detection rate as a percentage of the number of drivers tested

≤0.50% 0.47 ≤0.50% 0.48%

Mobile RBT detection rate as a percentage of the number of drivers tested 5% 2.33% 5.0% 2.51%

Number of drivers treated at hospital following a casualty crash recording a Blood Alcohol Concentration exceeding the prescribed concentration of alcohol

— 310 — 403

Number of fatalities per 100 000 head of population 5.7 7.7 5.8 6.8

Number of serious injuries per 100 000 head of population 64.7 77.5 68.8 83.3

7.123

Sub-program: 3.2 Road Use Education

This sub-program includes educating the public on the dangers of drink and drug driving, speed, inattention and not using seatbelts. This raises the awareness of all motorists of their responsibilities for themselves and other vulnerable road users including students, pedestrians and cyclists. The aims are improved road safety and road user awareness.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary SAPOL has continued to contribute to educating road users through conducting road use and road safety programs, contributing to road safety awareness campaigns and issuing traffic cautions. The Traffic Watch initiative enhances traffic education through a reporting and enforcement approach.



2008-09 Target

2007-08 Actual

Number of sessions conducted by Traffic Training and Promotion Section

≥870 870 ≥1 100 1 040

Number of traffic cautions issued as recorded on Expiation Notice

— 49 250 — 46 999

Number of Traffic Watch Complaints received

16 000 15 416 16 000 12 487

Number of actions taken addressing Traffic Watch Complaints

— 10 066 — 4 933

Sub-program: 3.3 Vehicle Collision Prevention

This sub-program includes promoting road safety through the media, attending and investigating vehicle collisions, collecting and analysing data, and conducting research on the reasons for major vehicle collisions. The aim is to maintain a high quality vehicle collision investigation capacity to support efficient traffic movement and a reduction in vehicle collisions.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary SAPOL has taken a problem solving approach to vehicle collision prevention, using intelligence analysis. Peak casualty crash times and ‘hot spot’ locations have been identified and targeted through traffic operations. This approach has been complemented by road use education and regulation to improve road safety.



2008-09 Target

2007-08 Actual

Number of casualty crashes (including fatal crashes) per 100 000 head of population

≤321 440 ≤321 397

Number of crashes attended by police in the metropolitan area as recorded by Police Communications Centre

— 10 962 — 10 403

Number of corporate/statewide traffic operations

20 20 16 17

Number of corporate/statewide traffic operations that include a rural road safety component

20 20 16 17

7.124


Program information

Program 4: Emergency Response and Management

Description/Objective: In support of South Australia’s Strategic Plan Objective 2: ‘Improving Wellbeing’, provision of rapid and effective management and response services to reduce the incidence and effects of emergencies, thereby maximising the capacity to receive and manage calls for assistance. The outcome is that the effects on individuals and the community from emergency and disaster situations are minimised, making South Australia a safe place to live, visit and conduct business.


Program 4: Emergency Response and Management

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 27 134 25 418 29 982 27 088 Supplies and services........................................ 8 938 8 437 9 877 8 712 Depreciation and amortisation .......................... 1 884 1 740 1 166 1 603 Other................................................................. 944 899 1 156 1 548

Total expenses 38 900 36 494 42 181 38 951

Total income — — — —


7.125


Sub-program: 4.1 Emergency Response

This sub-program includes receiving and managing calls for assistance, and responding quickly, efficiently and effectively to emergencies. The aim is timely assistance in times of emergency.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary SAPOL continues to manage calls for assistance to maintain the ability to respond quickly and efficiently to emergency situations. Over 90 per cent of all emergency and assistance calls to SAPOL are answered within 10 seconds and all high priority patrol responses are despatched efficiently within critical time frames.



2008-09 Target

2007-08 Actual

Number of priority A taskings in the metropolitan area

— 85 547 — 83 841

Number of calls received by call centre — 378 838 — 363 038

Number of 000 calls presented to Police Communications Centre by Telstra

— 140 337 — 144 274

Percentage of priority A taskings in the metropolitan area responded to within 15 minutes

≥65% 63.3% ≥65% 65.7%

Percentage of 000 calls presented to Police Communications Centre by Telstra answered within 10 seconds

≥90% 92.5% ≥90% 92.2%

7.126

Sub-program: 4.2 Emergency Management and Coordination

This sub-program involves management and coordination of emergency responses, thereby contributing to preparedness for response and mitigation of the effects of emergency and disaster situations. The aim is that the effects on the community from emergency and disaster situations are minimised.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Police Operations Centre continues to be used for emergency incidents including fires and declared Major Crimes. Joint emergency services exercises continue to ensure a state of preparedness to respond to emergency and disaster situations.



2008-09 Target

2007-08 Actual

Number of emergency incidents in metro area managed by SAPOL

— 61 367 — 58 817

Number of high risk incidents attended by Special Task and Rescue (STAR) Group

— 100 — 113

Number of search and rescue operations attended by STAR Group

— 265 — 235

Number of times Police Operations Centre activated

— 27 — 31

Number of times State Emergency Centre activated

— 10 — 10

Percentage of first responding unit arriving at emergency incident within 15 minutes of tasking in metropolitan area

≥65% 61.70% ≥65% 64.43%

Number of joint emergency services exercises conducted

≥75 73 ≥72 77

7.127


Program information

Program 5: Criminal Justice Services

Description/Objective: In support of South Australia’s Strategic Plan Objective 2: ‘Improving Wellbeing’, provision of services that promote public confidence in the judicial system through the enforcement of court orders and execution of warrants, prosecution services, and the safekeeping and supervision of persons in police custody. The outcome is an efficient, effective, safe and fair support service to the judicial system, making South Australia a safe place to live, visit and conduct business.


Program 5: Criminal Justice Services 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000


Total expenses 78 578 74 667 77 688 73 036

Income Sale of goods and services................................ 1 288 1 300 1 310 1 980 Fees, fines and penalties ................................... 251 214 195 176 Other................................................................. 61 67 26 85

Total income 1 600 1 581 1 531 2 241


7.128


Sub-program: 5.1 Criminal Justice Services

Provision of effective prosecution services, legislative reform and diversion programs in addition to presentation of evidence in court, coronial enquiries, issuing cautions and protection of witnesses. The aim is to improve levels of confidence in the criminal justice system within South Australia.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The use of diversionary options continues to be utilised through legislated programs such as the Police Drug Diversion Initiative and other initiatives. Over time SAPOL has aimed for an increase in the number of formal cautions for juveniles to maximise the police use of the diversionary process.



2008-09 Target

2007-08 Actual

Number of Apprehension Reports and application files received at Criminal Justice Sections

— 71 264 — 71 786

Number of prosecution charges initiated by police in state courts

— 131 840 — 130 389

Number of coronial investigation reports (deaths) submitted by police to the State Coroner’s Office

— 1 330 — 1 136

Number of investigations referred by the State Coroner to SAPOL Coronial Investigation Section

— 48 — 58

Number of formal cautions (juvenile) issued ≥2 618 2 562 ≥2 477 2 617

Number of family conference referrals (juvenile) by police

≥1 307 1 279 ≥1 250 1 500

Percentage of SAPOL prosecutions which are finalised by a guilty verdict or guilty plea

≥85.0% 84.0% ≥85.0% 83.3%

Proportion of juveniles for which an Apprehension Report results in a family conference

— 14.2% — 18.0%

7.129

Sub-program: 5.2 Custodial Services

This sub-program includes providing a safe environment for all prisoners and visitors to police holding facilities, efficient suspect and offender processing, and bail and warrant processing. The aim is that a safe environment is maintained for persons held in police custody and while being transported by police.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary SAPOL has continued to be diligent in providing a safe environment for persons in police related custody by undertaking Significant Incident Investigations and Commissioner Inquiries into incidents whereby death, serious or life threatening injury occurs or any other incident as declared involving the actions of police officers as principal parties to an incident.



2008-09 Target

2007-08 Actual

Number of prisoners processed through police holding facilities

— 38 288 — 35 644

Number of (unnatural) deaths in police custody

— 5 — 3

Number of self-harm (full) in police custody — 0 — 4

Number of self-harm (preliminary) in police custody

— 16 — 31

Number of self-harm (incident) in police custody

— 72 — 61

Number of escapes from police holding facilities

— 2 — 2

Number of Commissioner’s Inquiries for police custody related matters

— 8 — 4

7.130

SOUTH AUSTRALIA POLICE


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 410 167 386 759 387 335 355 518 Long service leave .................................................................... 13 819 13 241 16 706 19 130 Payroll tax ................................................................................ 24 535 22 567 22 568 22 080 Superannuation ......................................................................... 60 534 56 823 56 797 51 952Supplies and services — General supplies and services .................................................. 116 149 112 411 110 664 106 452 Consultancy expenses .............................................................. 105 105 105 33Depreciation and amortisation expenses ...................................... 18 329 17 038 16 771 15 026Intra government transfers ........................................................... 78 95 — — Other expenses ............................................................................. 17 710 16 963 18 645 25 569

Total expenses 661 426 626 002 629 591 595 760

Income

Intra government transfers ........................................................... 67 821 53 350 59 423 52 586Fees, fines and penalties ............................................................... 4 555 4 060 3 901 3 515Sales of goods and services .......................................................... 17 757 17 928 17 404 21 506Interest revenues ........................................................................... — — — 12Net gain or loss from disposal of assets ....................................... — 328 — -87Resources received free of charge ................................................ 841 368 368 822

Total income 90 974 76 034 81 096 78 354



Income — Appropriation ........................................................................... 584 115 519 826 548 495 481 263 Other income ............................................................................ — 78 — 18 826Expenses — Cash alignment ......................................................................... — 3 817 — 1 834


Net result 13 663 -33 881 — -19 151

7.131


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 19 203 32 206 31 574 53 542Receivables ................................................................................... 5 482 5 356 4 793 5 230Inventories .................................................................................... 344 344 131 344Other current assets ...................................................................... 2 842 2 802 2 056 2 765Non-current assets class held for sale .......................................... 286 286 812 286


Non current assetsLand and improvements ............................................................... 228 290 195 816 161 400 194 795Plant and equipment ..................................................................... 39 232 37 032 46 143 36 582Intangible assets ........................................................................... 8 912 9 511 5 458 10 546


Total assets 304 591 283 353 252 367 304 090

Liabilities

Current liabilitiesPayables ........................................................................................ 29 930 31 402 30 301 29 574Employee benefits — Salaries and wages ................................................................... 2 891 16 814 15 963 15 154 Annual leave ............................................................................. 26 806 25 841 24 526 24 818 Long service leave .................................................................... 8 115 7 796 6 917 7 484 Other ......................................................................................... 5 5 — 5Short-term provisions ................................................................... 15 071 14 589 12 514 14 125Other current liabilities ................................................................. 111 90 198 69


Non current liabilitiesLong-term employee benefits — Long service leave .................................................................... 111 533 108 047 104 003 102 787 Other ......................................................................................... 140 140 165 140Long-term provisions ................................................................... 67 491 64 811 60 063 62 235Other non-current liabilities ......................................................... 29 29 29 29



Net assets 42 469 13 789 -2 312 47 670

Equity

Contributed capital ....................................................................... 15 017 — — — Retained earnings ......................................................................... -58 153 -71 816 -24 189 -37 935Asset revaluation reserve ............................................................. 85 605 85 605 21 877 85 605

Total equity 42 469 13 789 -2 312 47 670


7.132



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsEmployee benefit payments ......................................................... 520 019 469 710 472 961 430 990Payments for supplies and services .............................................. 115 955 111 997 110 250 106 527Intra government transfers ........................................................... 78 95 — — Other payments ............................................................................ 14 548 13 923 15 737 16 221


Cash inflowsIntra government transfers ........................................................... 67 821 53 350 59 423 52 586Fees, fines and penalties ............................................................... 4 555 4 060 3 901 5 473Sales of goods and services .......................................................... 17 644 17 815 17 291 19 396Interest received ........................................................................... — — — 12GST received ................................................................................ — — — 84Other receipts ............................................................................... 8 6 8 10


SA GOVERNMENT:

Appropriation ............................................................................... 584 115 519 826 548 495 481 263Other receipts ............................................................................... — 78 — 18 826Payments — Cash alignment ......................................................................... — 3 817 — 1 834


Net cash provided by (+) / used (-) in operating activities 23 543 -4 407 30 170 22 078


Cash outflowsPurchase of property, plant and equipment .................................. 49 829 16 196 40 145 13 672Purchase of intangibles ................................................................. 2 380 1 075 1 075 —


Cash inflowsProceeds from sale of property, plant and equipment .................. 646 498 170 1 615

Cash generated from investing activities 646 498 170 1 615


7.133



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash inflowsCapital contributions from SA Government ................................ 15 017 — — — Proceeds from restructuring activities .......................................... — -156 — —

Cash generated from financing activities 15 017 -156 — —

Net cash provided by (+) / used in (-) financing activities 15 017 -156 — —

Net increase (+) / decrease (-) in cash equivalents -13 003 -21 336 -10 880 10 021



7.134

ADMINISTERED ITEMS FOR SOUTH AUSTRALIA POLICE


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual


Income — Appropriation ........................................................................... 433 415 618 690



Intra government transfers ........................................................... 1 916 1 869 1 869 2 027Fees, fines and penalties ............................................................... 88 877 79 130 80 530 82 239Sales of goods and services .......................................................... 107 101 101 —


Total income 91 333 81 515 83 118 84 956

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 271 256 256 366Supplies and services — General supplies and services .................................................. 1 922 1 874 2 077 2 027Grants and subsidies ..................................................................... 156 154 154 149Intra government transfers ........................................................... 9 877 6 568 6 568 6 581Other expenses ............................................................................. 79 107 72 663 74 063 75 657

Total expenses 91 333 81 515 83 118 84 780

Net result — — — 176

7.135


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 11 594 11 594 8 129 11 594Receivables ................................................................................... 191 191 112 191


Total assets 11 785 11 785 8 241 11 785

Liabilities

Current liabilitiesPayables ........................................................................................ 6 400 6 400 4 710 6 537Employee benefits — Salaries and wages ................................................................... 7 7 5 7 Annual leave ............................................................................. 26 26 17 26Other current liabilities ................................................................. 4 810 4 810 3 159 4 673





Net assets 407 407 231 407

Equity

Retained earnings ......................................................................... 407 407 231 407

Total equity 407 407 231 407


7.136



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash inflowsIntra government transfers ........................................................... 1 916 1 869 1 869 1 853Fees, fines and penalties ............................................................... 88 877 79 130 80 530 82 240Sales of goods and services .......................................................... 107 101 101 1 649Other receipts ............................................................................... — — — 96


Cash outflowsEmployee benefit payments ......................................................... 271 256 256 335Payments for supplies and services .............................................. 1 922 1 874 2 077 1 853Grants and subsidies ..................................................................... 156 154 154 149Intra government transfers ........................................................... 9 877 6 568 6 568 6 208Other payments ............................................................................ 79 107 72 663 74 063 74 517


SA GOVERNMENT:

Appropriation ............................................................................... 433 415 618 690


Net cash provided by (+) / used in (-) operating activities — — — 3 466

Net increase (+) / decrease (-) in cash equivalents — — — 3 466



7.137





The increase in 2009-10 total expenses reflects funding for enterprise bargaining agreements and indexation of expenditure, the phased recruitment of 400 additional police officers and the full year impact of the Outlaw Motor Cycle Gangs initiative. This is partly offset by efficiency targets.

The increase in intra-government transfers income in 2009-10 reflects funding for Anangu Pitjantjatjara Yankunytjatjara Lands infrastructure and indexation of expenditure. The increase in resources received free of charge reflects additional red light cameras to be transferred from the Department for Transport, Energy and Infrastructure in 2009-10.

The increase in state government appropriation includes funding for enterprise bargaining agreements, indexation of expenditure, recurrent costs of phasing in of the Recruit 400 initiative and funding for the full year impact of the Outlaw Motor Cycle Gangs initiative. In addition, appropriation has been provided for the purchase of property, plant and equipment in line with SAPOL’s 2009-10 capital investment program. This is partly offset by an appropriation adjustment to achieve efficiency and cost savings measures from previous budgets and funding no longer required for completed and/or near completed capital projects in 2008-09.


The decrease in current assets mainly reflects the use of cash to fund SAPOL’s capital investment program in 2009-10.

The increase in non current assets for 2009-10 mainly reflects the purchase of property, plant and equipment in line with SAPOL’s capital investment program.

The decrease in liabilities mainly reflects a reduction in salary and wages liabilities from 27 pays occurring in 2009-10.


Variations in operating cash outflows and inflows are consistent with revenue and expenditure variations in the income statement as outlined above. Cash flow statement variations exclude the impact on non-cash items, such as depreciation expenses, the net gain from asset disposal and resources received free of charge.

The significant increase in payments for the purchase of property, plant and equipment in 2009-10 reflects the increased capital investment program in 2009-10.


The increase in income in 2009-10 includes the impact of the unregistered and/or uninsured vehicles initiative, expiation fee increases and road safety reform initiatives, including increased enforcement through additional red light and speed cameras. There has also been an increase in the Victims of Crime Levy.

7.138

The increase in other expenses mainly reflects payments to the Consolidated Account of increased expiation revenue and an increase in payments to the Victims of Crime Fund, which is administered by the Attorney-General’s Department.


No change is projected to the balance sheet in 2009-10.


Inflows and outflows in the cash flow statement are consistent with income and expenses in the income statement as outlined above.



7.139

Additional Information for Administered Items South Australia Police Cash flow statement

2009-10Budget

2008-09Estimated

result

2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

CASH FLOWS FROM:

Operating activities:

Cash inflows

Intra-government transfers —

Public private partnership costs – Courts Admin. Authority..... 1 916 1 869 1 869 1 853

Fees, fines and penalties —

Infringement notice scheme – expiated fee............................... 79 000 72 562 73 962 75 659

Victims of Crime levy............................................................... 9 877 6 568 6 568 6 581


Exhibit/unclaimed property....................................................... 107 101 101 1 649

Other Receipts —

Other receipts............................................................................ — — — 96


Cash outflows

Employee payments —

Commissioner of Police ............................................................ 271 256 256 335

Supplies and services —

Public private partnership costs – Courts Admin. Authority..... 1 916 1 869 1 869 1 853

Safer Communities Australia .................................................... 2 2 — —

Australian Crime Commission.................................................. — — 205 —

SA Water — concession for emergency services...................... 4 3 3 —

Grants and subsidies —

Crime Prevention Council......................................................... 3 3 3 —

Safer Communities Australia .................................................... 103 101 101 99

SA Water — concession for emergency services...................... 50 50 50 50


Victims of Crime levy............................................................... 9 877 6 568 6 568 6 208

Other payments —

Payments to Consolidated Account .......................................... 79 107 72 663 74 063 74 517


7.140

Additional Information for Administered Items South Australia Police Cash flow statement

2009-10Budget

2008-09Estimated

result

2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Government of South Australia

Appropriation............................................................................ 433 415 618 690

Net cash provided by government............................................. 433 415 618 690

Net cash provided by (+) / used in (-) operating activities — — — 3 466


Cash and cash equivalents at the beginning of the financial year

11 594 11 594 8 129 8 128


7.141

TABLE OF CONTENTS

AGENCY: SOUTH AUSTRALIAN FIRE AND EMERGENCY SERVICES COMMISSION

Objective ......................................................................................................................................... 7.143





1. Fire and Emergency Services Strategic Services and Business Support ....................... 7.145



Balance sheet......................................................................................................................... 7.151




Cash flow statement — administered items ......................................................................... 7.155



7.142

PORTFOLIO: JUSTICE


Objectives

To create a safer community by providing a unified strategic direction to the emergency services sector for service delivery, governance and accountability.



• Develop and implement a telephony based emergency warning system and associated community education strategies in concert with the Council of Australian Governments (COAG) agreed approach

• Implement the recommendations of the building replacement review

• Implement the emergency management work plan for the South Australia Fire and Emergency Services Commission (SAFECOM) and the State Emergency Services (SES)

• Develop a community resilience plan including community engagement plans as identified by the Community Prevention, Preparedness, Response and Recovery Committee

• Develop the statewide strategy for engaging with remote Indigenous communities to progress the ‘Keeping our Mob Safe’ National Strategy

• Develop a strategy to facilitate the implementation, training and sustainability of Zone Emergency Management Committees across the state

• Implement changes to the Fire and Emergency Services Act 2005

• Ensure alignment between the emergency services sector’s operation and the National Principles for Disaster Recovery

• Project manage the delivery of approximately 100 capital projects across the sector

• Coordinate the implementation of the remaining recommendations from the government's response to the Wangary Coronial Inquest and the Ministerial Review of Bushfire Management

• Review services to volunteers to ensure that they align to the National Standards for Volunteers

• Provide the government with recommendations on Emergency Services Delivery Standards based on community risk

• Conduct a review of the procurement, servicing and salvaging of appliances, vehicles and vessels across the sector to improve efficiency, effectiveness and consistency

• Continue implementing the State Water Safety Plan 2008–2010 and its associated strategies

• Completed the emergency services sector building replacement review with recommendations approved by the SAFECOM Board

• State Logistics Functional Service established • Emergency services sector websites upgraded • Provided corporate and strategic services to support the sector • Implemented a consistent strategic framework across the

sector, including common reports to the SAFECOM Board • Developed a three year capital plan for the sector and

continued to deliver capital projects • Reviewed the administrative workload of volunteers and

incorporated the recommendations into work plans for 2009-10 • Ensured the emergency services sector operated within the

structure of the financial management toolkit • Successfully managed the National Emergency Management

Grant program • Introduced a state committee for progressing the National

Remote Indigenous Communities agenda to implement the national strategy

• Developed an emergency management work plan for SAFECOM/SES

• Took carriage of the SA Water Safety Coordination Committee for collaboration across the state in developing, facilitating and delivering strategic initiatives and programs aimed at minimising the incidence of accidental drowning

• As member of the State Recovery Committee, lead the development of SA Natural Disaster Relief and Recovery Arrangement Guidelines which are now incorporated in the State Emergency Management Plan

7.143



2009-10Budget


2008-09 Budget

2007-08 Actual

Program $000 $000 $000 $000 1. Fire and Emergency Services Strategic

Services and Business Support ................... 14 071 19 403 14 324 13 253

Total 14 071 19 403 14 324 13 253

(a) The net cost of services excluding intra-government transfers from the Community Emergency Services Fund.


2009-10Budget


2008-09 Budget

2007-08 Actual

Investments $000 $000 $000 $000

Annual programs — 380 — 871

Total annual programs — 380 — 871

Total investing payments — 380 — 871

7.144


Program information

Program 1: Fire and Emergency Services Strategic Services and Business Support

Description/Objective: The emergency services sector is comprised of the South Australian Fire and Emergency Services Commission (SAFECOM), the South Australian Metropolitan Fire Service (MFS), the Country Fire Service (CFS) and the State Emergency Service (SES). SAFECOM performs the following functions for the sector:

• the development and implementation of an emergency management framework for South Australia in the national context;

• the development and maintenance of a strategic and policy framework across the emergency services sector; and

• the development and maintenance of a framework of sound corporate governance and business support across the emergency services sector.


Program 1: Fire and Emergency Services Strategic Services and Business Support

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 9 637 9 686 9 796 9 396 Supplies and services........................................ 4 801 10 055 5 393 6 722 Depreciation and amortisation .......................... 231 155 155 46 Other................................................................. 65 166 64 —

Total expenses 14 734 20 062 15 408 16 164

Income Sale of goods and services................................ 523 510 510 466 Commonwealth revenue ................................... — — 425 1 989 Other................................................................. 140 149 149 456

Total income 663 659 1 084 2 911


7.145


Sub-program: 1.1 Leadership

This sub-program provides sector leadership by developing and implementing sound corporate governance that fosters a common strategic direction, shared goals and accountability.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program(a) $1 271 000 $1 232 000 $1 228 000 $2 104 000

Performance Commentary During 2008-09, the SAFECOM Board developed its strategic direction which established the approach the sector will take in delivering services. This approach is: • community engagement; • seamless integration; • communication; • building partnerships; • community resilience; and • being accountable. In support of this, a strategic planning and reporting framework was developed which ensures that the four agencies in the sector have aligned goals and strategies and take the same approach to reporting, both on a monthly and quarterly basis to the board. During the year, board committees were also established to assist the board in driving cross-sector initiatives and to improve accountabilities. In SAFECOM, a new action plan was developed to guide the planning of the business units. Major effort was also directed to ensuring findings of the Wangary Coronial Inquest continued to be implemented as well as finalising the proposed changes to the Fire and Emergency Services Act in light of the John Murray review. A three year capital plan for the sector was also developed and an audit of policies occurred. A state committee was introduced to progress the National Remote Indigenous Communities agenda to implement the ‘Keeping our Mob Safe’ National Strategy. A project to develop Emergency Services Delivery Standards based on risk was initiated. Developed an emergency management work plan for SAFECOM/SES. Took carriage of the SA Water Safety Coordination Committee for collaboration across the state in developing, facilitating and delivering strategic initiatives and programs aimed at minimising the incidence of accidental drowning.

Footnotes (a) The creation of new sub-programs has resulted in reallocations from the original 2008-09 Budget published in the 2008-09

Portfolio Statements.

7.146

Sub-program: 1.2 Prevention and Community Preparedness

This sub-program is to minimise the likelihood and consequences of emergencies through regulation, support and community education.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program(a) $1 860 000 $7 795 000 $3 274 000 $290 000

Performance Commentary Work began on establishing a telephony based emergency warning system and planning associated community education strategies in the aftermath of the Victorian Bushfires. During 2008-09, the SAFECOM Public Affairs Unit was a key player in the development of the community education campaign for the South Australian Country Fire Service (CFS) Bushfire Ready program, including a DVD on how to prepare your family and property, which was delivered to over 40 000 households in high bushfire risk areas. The unit also provided the media strategy for the smoke alarm retirement campaign. Four new websites were developed to promote the work of the agencies and to make it easier for the public to access information about emergencies and community safety. A comprehensive statewide communication plan for heat wave periods was also prepared and in conjunction with the Native Vegetation Council, a media campaign to increase awareness of what landholders could do to clear native vegetation to reduce bushfire risk was executed for the CFS. The State Emergency Management Plan was updated and a review was begun into the Emergency Management Act 2004. Oversight was provided of the review of the hazard plans for bushfire, urban fire and extreme weather. $2.68 million in Commonwealth grants were administered by SAFECOM to ensure that mitigation strategies were undertaken in local communities. The sector was represented on a number of key state and national bodies including the State Mitigation Advisory Group, Remote Indigenous Communities Advisory Group, Ministerial Council for Police and Emergency Management and the National Risk Assessment Advisory Group.

Footnotes (a) The creation of new sub-programs has resulted in reallocations from the original 2008-09 Budget published in the

2008-09 Portfolio Statements.

Sub-program: 1.3 Operational Preparedness

This sub-program prepares for effective emergency service delivery to the community.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary During 2008-09, SAFECOM established a State Logistics Functional Service to enable it to provide logistics support, such as catering and supplies, to agencies during major emergencies. Volunteer support was provided by SAFECOM across the state through the Volunteer Strategy and Support Branch. This branch was also independently reviewed and recommendations began to be implemented to align its work with the National Standards for Volunteers. To ensure the necessary infrastructure was provided to emergency services, SAFECOM managed a building replacement review and began implementing its findings. The development of total asset management plans to better manage assets across the sector was initiated. A Volunteer and Employer Recognition & Support Program was implemented across the emergency services sector.



7.147

Sub-program: 1.4 Response

This sub-program provides emergency response services to minimise the effects of emergencies on communities.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Net cost of sub-program(a) $432 000 $425 000 $184 000 $240 000

Performance Commentary Media liaison services were provided during incidents to ensure that community warnings were provided via arrangements with media services. During major CFS incidents, SAFECOM assisted by providing staff for the CFS Bushfire Information Hotline. During the Victorian Bushfires, assistance was provided in the logistical area by SAFECOM staff. Assistance was provided during incidents to assess the safety of staff working in those environments.



Sub-program: 1.5 Recovery

This sub-program provides recovery services that reduce the social and economic impacts of emergencies. Recovery includes supporting communities and returning emergency service providers to a state of preparedness after responding to incidents.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary SAFECOM provided support to operational personnel by way of rehabilitation, welfare and health and safety support in order to recover the capacity of staff to respond to emergencies. An insurance management service was provided across the sector to enable recovery of both staff and affected community members. Work began on developing a process to ensure that the sector complied with the National Principles for Disaster Recovery. As a member of the State Recovery Committee, lead the development of the South Australia Natural Disaster Relief and Recovery Arrangements which are now incorporated in the State Emergency Management Plan.



7.148

Sub-program: 1.6 Business Excellence

This sub-program provides business and improvement services including risk, human resource, physical and financial management.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary During 2008-09, SAFECOM provided business and corporate support to the emergency services sector including: • delivering over 100 capital works projects; • providing financial services including developing the sector’s bilateral bids; • ensuring the emergency services agencies operated within the structure of the financial management toolkit and Treasurer’s

requirements; • providing Human Resources and Occupational Health and Safety Services to the sector; • providing support to the SAFECOM Board’s Audit and Risk Management Committee; • managing the internal audit program on behalf of the sector; • reviewing the SAFECOM fleet and implementing recommendations to reduce costs; and • coordinating Estimates and other briefings and correspondence for the Minister’s office.



7.149

SOUTH AUSTRALIAN FIRE AND EMERGENCY SERVICES COMMISSION


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 7 686 7 730 7 801 7 108 Long service leave .................................................................... 290 291 305 677 Payroll tax ................................................................................ 424 429 439 442 Superannuation ......................................................................... 835 841 854 849 Other ......................................................................................... 402 395 397 320Supplies and services — General supplies and services .................................................. 4 696 9 894 5 232 5 526 Consultancy expenses .............................................................. 101 159 159 232Depreciation and amortisation expenses ...................................... 231 155 155 46Borrowing costs ............................................................................ 4 2 2 — Grants and subsidies ..................................................................... — — — 964Intra government transfers ........................................................... 65 166 64 —

Total expenses 14 734 20 062 15 408 16 164

Income

Commonwealth revenues ............................................................. — — 425 1 989Intra government transfers ........................................................... 13 332 14 985 11 985 13 866Sales of goods and services .......................................................... 523 510 510 466Interest revenues ........................................................................... 25 37 37 306Other income ................................................................................ 115 112 112 150

Total income 13 995 15 644 13 069 16 777

Net cost of providing services 739 4 418 2 339 -613

Net result -739 -4 418 -2 339 613

7.150


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 82 233 345 4 037Receivables ................................................................................... 1 078 1 078 1 108 1 078Other current assets ...................................................................... — — 1 —


Non current assetsLand and improvements ............................................................... 348 320 379 292Plant and equipment ..................................................................... 1 032 1 211 447 935

Total non-current assets 1 380 1 531 826 1 227

Total assets 2 540 2 842 2 280 6 342

Liabilities

Current liabilitiesPayables ........................................................................................ 1 098 1 036 778 993Employee benefits — Salaries and wages ................................................................... 261 222 90 184 Annual leave ............................................................................. 732 732 649 754 Long service leave .................................................................... 220 220 40 240Short-term provisions ................................................................... 103 103 89 103


Non current liabilitiesLong-term employee benefits — Long service leave .................................................................... 3 455 3 119 2 754 2 340Long-term provisions ................................................................... 442 442 345 342



Net assets -3 771 -3 032 -2 465 1 386

Equity

Retained earnings ......................................................................... -3 771 -3 032 -2 465 1 386

Total equity -3 771 -3 032 -2 465 1 386


7.151



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsEmployee benefit payments ......................................................... 9 200 8 657 9 367 8 721Payments for supplies and services .............................................. 4 797 10 052 5 390 6 192Interest paid .................................................................................. 4 2 2 — Grants and subsidies ..................................................................... — — — 1 123GST paid ...................................................................................... — — — 1 154Intra government transfers ........................................................... 65 166 64 — Other payments ............................................................................ 80 80 80 —


Cash inflowsIntra government transfers ........................................................... 13 332 14 985 11 985 13 866Commonwealth receipts ............................................................... — — 425 1 989Other grants .................................................................................. — — — 454Sales of goods and services .......................................................... 523 510 510 466Interest received ........................................................................... 25 37 37 290GST received ................................................................................ — — — 1 688Other receipts ............................................................................... 115 112 112 150


Net cash provided by (+) / used (-) in operating activities -151 -3 313 -1 834 1 713


Cash outflowsPurchase of property, plant and equipment .................................. — 380 — 871

Cash used in investing activities — 380 — 871

Net cash provided by (+) / used in (-) investing activities — -380 — -871


Cash inflowsProceeds from restructuring activities .......................................... — -111 — —

Cash generated from financing activities — -111 — —

Net cash provided by (+) / used in (-) financing activities — -111 — —

Net increase (+) / decrease (-) in cash equivalents -151 -3 804 -1 834 842

Cash and cash equivalents at the start of the financial year 233 4 037 2 179 3 195

Cash and cash equivalents at the end of the financial year 82 233 345 4 037

7.152

ADMINISTERED ITEMS FOR THE SOUTH AUSTRALIAN FIREAND EMERGENCY SERVICES COMMISSION


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Income from other sources

Intra government transfers ........................................................... 213 387 215 969 212 957 204 789Fees, fines and penalties ............................................................... 300 300 300 369Sales of goods and services .......................................................... 70 70 — — Interest revenues ........................................................................... 2 500 2 500 2 200 2 956


Total income 216 257 218 839 215 457 208 114

Expenses

Supplies and services — General supplies and services .................................................. 9 349 9 065 9 114 6 921Grants and subsidies ..................................................................... 3 530 2 574 2 525 1 580Intra government transfers ........................................................... 203 378 206 369 206 318 199 666

Total expenses 216 257 218 008 217 957 208 167

Net result — 831 -2 500 -53

7.153


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 3 631 3 631 102 2 800Receivables ................................................................................... 3 618 3 618 3 007 3 618


Total assets 7 249 7 249 3 109 6 418

Liabilities

Current liabilitiesPayables ........................................................................................ 55 55 96 55



Net assets 7 194 7 194 3 013 6 363

Equity

Retained earnings ......................................................................... 7 194 7 194 3 013 6 363

Total equity 7 194 7 194 3 013 6 363


7.154



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash inflowsIntra government transfers ........................................................... 213 387 215 969 212 957 204 145Fees, fines and penalties ............................................................... 300 300 300 352Sales of goods and services .......................................................... 70 70 — — Interest received ........................................................................... 2 500 2 500 2 200 3 007


Cash outflowsPayments for supplies and services .............................................. 9 349 9 065 9 114 6 963Grants and subsidies ..................................................................... 3 530 2 574 2 525 1 580Intra government transfers ........................................................... 203 378 206 369 206 318 199 666


Net cash provided by (+) / used in (-) operating activities — 831 -2 500 -705

Net increase (+) / decrease (-) in cash equivalents — 831 -2 500 -705


Cash and cash equivalents at the end of the financial year 3 631 3 631 102 2 800

7.155



The following commentary relates to the agency financial statements presented in the previous section. The discussion relates to significant variations between the 2008-09 Estimated Result and the 2009-10 Budget.


The variance between the 2008-09 Estimated Result and the 2009-10 Budget for total expenses mainly relates to a reduction in expenditure for Commonwealth programs, offset by inflation supplementation on supplies and services and employee benefits. The 2008-09 Estimated Result includes carried forward Commonwealth program funding in relation to the Natural Disaster Mitigation program and the Bushfire Mitigation program.

On 1 January 2009 the Intergovernmental Agreement on Federal Financial Relations came into operation. Under the new arrangements, the Department of Treasury and Finance (DTF), rather than the South Australian Fire and Emergency Services Commission will be the recipient of Commonwealth funding for National Partnership payments and national specific purpose payments. The financial statements recognise that funding from 1 January 2009 is provided to the South Australian Fire and Emergency Services Commission in the form of appropriation and other transfers from DTF, rather than revenue directly from the Commonwealth.



There is no material change between the 2008-09 Estimated Result and the 2009-10 Budget.


Movements in cash flows are consistent with movements in the income statement as outline above.


Total income for the Community Emergency Services Fund is projected to decrease from $218.8 million in the 2008-09 Estimated Result to $216.3 million in 2009-10 due to a decrease in remissions. Remission rates are set to fund the shortfall between emergency services expenditure and actual levy collections from property holders. In 2009-10, emergency services expenditure is expected to decrease, leading to a reduction in the required level of remissions.

Total expenses from the fund are projected to decrease from $218.0 million in 2008-09 to $216.3 million in 2009-10 because the 2008-09 Estimated Result includes $2.5 million of expenditure carried over from 2007-08.


The fund’s cash balance in 2009-10 is projected to remain consistent with 2008-09.

7.156


Movement in cash flows are consistent with movements in the income statement as outlined above.



7.157

Additional Information for Administered Items South Australian Fire and Emergency Services Commission

Cash flow statement

2009-10Budget

2008-09Estimated

result

2008-09 Budget

2007-08Actual

$000 $000 $000 $000

CASH FLOWS FROM: Operating activities Receipts Emergency Services Levy —

Fixed property collections (government) ................................ 2 498 2 447 2 639 2 384 Fixed property collections (private – including local government) ................................................................... 86 112 83 817 81 789 74 804 Mobile property ...................................................................... 29 746 29 236 29 536 28 740 Remissions .............................................................................. 88 880 94 455 92 807 92 137 Pensioner concessions ............................................................. 6 151 6 014 6 186 6 080

Fees, fines and penalties ESL — certificate sales and other............................................ 370 370 300 352

Interest — Community Emergency Services Fund.................................... 2 500 2 500 2 200 3 007


Payments Community Emergency Services Fund payments —

Emergency services agencies................................................... 180 849 181 867 181 816 178 177 Emergency services provided by other government agencies ................................................................................... 22 529 22 002 22 002 21 489 Levy collection ........................................................................ 6 196 6 039 6 039 6 531 Other expenses and projects..................................................... 523 3 010 3 010 432 Other supplies and services...................................................... 2 630 2 516 2 565 —

Grants and subsidies — Volunteer support and community grants ................................ 3 530 2 574 2 525 1 580


Net cash provided by operating activities — 831 -2 500 -705

Net increase (+) / decrease (-) in cash held — 831 -2 500 -705


Closing cash balance as at 30 June 3 631 3 631 102 2 800

7.158

7.159

TABLE OF CONTENTS

AGENCY: SOUTH AUSTRALIAN METROPOLITAN FIRE SERVICE

Objective ......................................................................................................................................... 7.161





1. South Australian Metropolitan Fire Service .................................................................. 7.163



Balance sheet......................................................................................................................... 7.170



7.160

PORTFOLIO: JUSTICE


Objectives

The South Australian Metropolitan Fire Service (MFS) is a statutory authority committed to protecting life, property and the environment from fire and other emergencies. The objectives of the MFS are to:

• demonstrate leadership and confidently promote our services;

• engage with our stakeholders and effectively plan to meet community needs;

• minimise the frequency and impacts of emergencies through regulation, support and education;

• be prepared in order to provide efficient and effective emergency services;

• provide a response service that minimises the effects of emergencies;

• provide a recovery service that reduces the social and economic impacts of emergencies; and

• pursue service innovation and efficiencies.



• Enhance MFS emergency services infrastructure in the southern suburbs by completing construction work on the Seaford Fire Station

• Complete the delivery of 12 General Purpose Pump (GP) Appliances

• Complete the major update of response assets in Port Lincoln by commissioning the new MFS fire station and high-rise capable fire appliance

• Develop and upgrade South Australia’s Urban Search and Rescue Capability by developing operational systems, purchasing required equipment and delivering training programs to emergency services organisations personnel

• Ensure continued regeneration of the MFS operational firefighting workforce and ensure effective staffing of new MFS stations by conducting multiple recruit courses during the 2009-10 financial year

• MFS contributed to the successful delivery of the 2008 Australasian Fire Authorities Council (AFAC) conference held in Adelaide in September 2008

• Conducted significant capital works including completion of construction work on the Paradise Fire Station and commenced work on the new Seaford Fire Station

• Commissioned a new aerial appliance for the Adelaide metropolitan area

• In partnership with TAFE SA, completed a review of the delivery of nationally recognised competencies within the MFS Staff Development Framework

• MFS ensured continued regeneration of its operational firefighting workforce and the effective staffing of new MFS stations by conducting four recruit courses during 2008-09

• MFS successfully completed negotiations for a new enterprise agreement for MFS firefighters

7.161



2009-10Budget


2008-09 Budget

2007-08 Actual

Program $000 $000 $000 $000 1. South Australian Metropolitan Fire

Service........................................................ 106 269 97 186 93 466 84 625

Total 106 269 97 186 93 466 84 625 (a) The net cost of services excluding intra-government transfers from the Community Emergency Services Fund.


2009-10Budget


2008-09 Budget

2007-08 Actual

Investments $000 $000 $000 $000

Works in progress

Beulah Park Fire Station............................. — 77 — 2 753 Portfolio Radio and Telecommunications .. — — — 215 SAMFS Engineering workshop facility...... — 68 — 34 Paradise Fire Station................................... 320 3 136 3 498 444 Port Lincoln Fire Station ............................ 3 700 1 073 4 800 227 Metropolitan Adelaide Firefighting Appliance ...................................................

— 13 — 1 007

Port Lincoln Firefighting Appliance........... 600 303 951 123 Seaford Fire Station.................................... 3 171 1 771 2 471 —


Annual programs 3 727 5 751 2 816 2 141



7.162


Program information

Program 1: South Australian Metropolitan Fire Service

Description/Objective: The South Australian Metropolitan Fire Service (MFS) is a statutory authority committed to protecting life, property and the environment from fire and other emergencies throughout greater metropolitan Adelaide and 17 major regional centres.

The MFS reports against performance indicators for the following major areas of activity: prevention, preparedness, response, and recovery. From 2008-09, the MFS will provide performance commentary for the additional areas of activity: leadership and business excellence.


Program 1: South Australian Metropolitan Fire Service

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 90 172 82 327 78 829 72 725 Supplies and services........................................ 11 917 12 193 12 164 12 871 Depreciation and amortisation .......................... 9 446 7 676 7 676 5 403 Other................................................................. 290 290 — 2 070

Total expenses 111 825 102 486 98 669 93 069

Income Sale of goods and services................................ 4 4 4 450 Fees, fines and penalties ................................... 2 987 2 740 2 660 2 712 Commonwealth revenue ................................... 815 812 795 2 359 Other................................................................. 1 750 1 744 1 744 2 923

Total income 5 556 5 300 5 203 8 444


7.163



This sub-program provides emergency services sector leadership by developing and implementing a common strategic direction, shared goals and accountability. The sector’s Strategic Direction 2008-2014 sets priorities and a common direction. The sector’s strategic planning and management processes have developed six shared goals, strategies to achieve them and success indicators to determine whether the strategies are succeeding. The sector’s Risk Management Framework is used to identify the risks that communities face and the risk treatments the MFS will apply across Prevention, Preparedness, Response and Recovery (PPRR) to mitigate risk. The MFS leadership goal integrates these elements, ensuring MFS creates the environment required for service delivery to be successful in building safer and more resilient communities.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary MFS has an integrated strategic management framework that includes aligned five year strategic and annual business planning. During 2008-09, MFS reviewed all organisational goals to ensure community needs are effectively being met and that resources are most appropriately allocated and prioritised. During 2008-09, the broad structure of the MFS strategic management framework was adopted by the other organisations that make up the sector. This initiative will allow more effective coordination of sector planning and reporting. Other significant areas of organisational outcomes include the development of leadership and management skills through industry leading practices such as the MFS Staff Development Framework, the Executive Development Program, involvement in industry research initiatives, including the 2008 AFAC conference in Adelaide, and the solar power initiative that now produces over 42 kW of power.

Footnotes (a) This is a new sub-program.

7.164


This sub-program minimises the likelihood and consequences of emergencies through regulation, support and community education. Our community safety programs focus on understanding then engaging the community and other partners to increase awareness of risk and improve community safety. Key services include community education, incident investigation, and inspection and commissioning of safety systems.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary South Australia’s Strategic Plan sets the target of decreasing road fatalities to less than 90 per annum and decreasing road accident related injuries to less than 1000 per annum by 2010. The MFS Community Safety Department contributes to this target by fostering behaviours that increase community preparedness.

During 2008-09, MFS will exceed the targets for the number of public places inspected as a result of additional inspections performed by operational crews and community safety personnel.



2008-09 Target

2007-08 Actual

Identify risks associated with fire and other emergencies

• No. of fires investigated (MFS) 195 185 210 219

• No. of fires investigated (CFS) 70 75 70 72

• Deliberate/Accidental/Undetermined 110/135/20 95/145/20 100/140/40 121/148/22

Foster behaviours that increase community preparedness

• No. of educational visits to community groups, including schools 600 580 620 605

• No. of participants at educational visits to community groups, including schools 100 000 100 500 110 000 152 854

Ensure South Australian environs are safe places to live and work

• No. of building development proposals assessed(b) 160 190 160 195

• No. of public places inspected 900 1 030 900 965

• No. of education and health facilities inspections and fire safety surveys 200 215 200 195

• No. of hazard complaint sites investigated 100 130 100 131

• No. of fire alarm inspections and connections 250 275 250 277

• % of building development assessments appealed 0% 0% 0% 0%

• % of building development assessments completed within 28 days 100% 100% 100% 100%

• No. of Booster/Hydrant Tests/Commissioning(c) 120 120 160 193

• No. of Building Fire Safety Committee Meetings/Inspections(d) 145 145 160 186

Footnotes (a) The creation of additional sub-programs (Leadership and Business Excellence) has resulted in minor reallocations from the original

2008-09 Budget published in the 2008-09 Portfolio Statements. (b) It is predicted that due to the economic downturn the number of new buildings requiring assessment will be reduced during 2009-10. (c) The decline in the number of Booster/Hydrant Tests/Commissionings is linked to the current economic situation with a reduction in

the number of new systems being installed. (d) These committees are controlled by local councils which determine the number of meetings/inspections. MFS attendance numbers

provide a record of our organisations involvement in this community safety program.

7.165


The goal of the operational preparedness sub-program is to prepare for excellent emergency service delivery to the community. Operational preparedness contributes directly to community confidence in the Government of South Australia’s capability to respond to emergencies and to protect the community, infrastructure and the environment. Operational preparedness is essential to support high quality, effective emergency management and its cost includes the employee expenses of all operational staff and the provision of efficient equipment and infrastructure. Key components include learning and development programs, the procurement and management of operational communications systems, information and communications technology, and the provision of effective infrastructure and logistics services.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary During 2008-09, MFS continued to provide a range of career development programs through the Staff Development Framework (SDF). During 2008-09, the number of personnel voluntarily enrolling in Nationally Recognised Training (NRT) continued to exceed the target and approximately one-third of MFS Metropolitan Operations personnel were enrolled in competency based training. The MFS conducted four 14 week Recruit courses during 2008-09 with 72 new firefighters successfully completing both the recruit program and Certificate II in Public Safety (Firefighting and Emergency Operations).



2008-09 Target

2007-08 Actual

Establish and maintain effective career development and management systems

• Total number of personnel enrolled in NRT(b)

325 360 325 360

• Mandatory personnel enrolments in NRT(b)

232 236 232 n.a.

• Voluntary personnel enrolments in NRT(b)

100 124 100 n.a.

• The total units of study MFS personnel enrolled in(b)

1 900 1 900(c) 2 100 2 512

• Units enrolled on mandatory basis(b) 1 600 1 600(c) 1 800 n.a.

• Units enrolled in on a voluntary basis(b) 300 300(c) 200 n.a. • No. of personnel recruited(b)

36 54 54 36

Develop and maintain the core skills of personnel

• No. of programs delivered 8 7 10 7

• No. of external partnerships utilised 5 6 6 6


2008-09 Budget published in the 2008-09 Portfolio Statements. (b) These targets were revised for 2008-09 to include additional data identifying how many MFS personnel enrolled in NRT on a

voluntary versus mandatory basis. (c) Due to the increasing practice of clustering (combining) Units of Competency it is estimated that although the number of personnel

undertaking study continues to increase the total number of units enrolled in will decline.

7.166


This sub-program provides a response service that minimises the effects of emergencies on the community. The provision of response services is the primary responsibility of MFS Metropolitan and Regional Operations.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary MFS measures both the total number of responses provided to emergencies and the appropriateness of the response as measured by the time taken to arrive at each incident. Benchmark targets for response times are based on established targets set by the Australian Productivity Commission. MFS also reports on the number of responses occurring annually for each major incident type. During 2008-09, there was a drop in the number of structure fires to which MFS responded. MFS will continue to monitor structure fire responses and investigate additional data to determine whether this constitutes a downward trend resulting from the allocation of additional resources to fire prevention activities.



2008-09 Target

2007-08 Actual

Ensure appropriate response is committed to all incident types:

• No. of responses to structure fires 1 250 1 295 (b) 1 700 1 660

• No. of responses to vehicle fires 1 100 1 056 1 200 1 150

• No. of responses to other fires 3 500 3 460 3 600 3 600

• No. of responses to dangerous substances

800 696 1 000 950

• No. of responses to rescues 3 400 3 800 3 100 3 120

• No. of responses to fire alarms 7 000 7 317(c) 8 500 8 350

• No. of other responses 3 300 3 253 3 100 3 070

• Total number of incidents generating a response

20 350 20 878(d) 22 200 20 972

Ensure response provided within appropriate timeframes:

• % of MFS arrivals within 7 minutes of callout in a metropolitan area with a fulltime MFS crew

75% 80% 75% 78%

• % of MFS arrivals within 11 minutes of callout in a regional area with a retained MFS crew

75%

81%(e)(f)

75%

69%

• % of MFS arrivals within 11 minutes of callout in a regional area with a full-time MFS crew

95%

96%(e)(f)

95%

92%


2008-09 Budget published in the 2008-09 Portfolio Statements. (b) The decrease in the number of structure fires may reflect the effectiveness of fire prevention programs provided to the community,

however, additional data is required to establish if this represents a trend. (c) The reduction in fire alarm totals and the target for 2009-10 may reflect the changed practice of charging fees for MFS attendances at

unwanted (false) alarms and associated improvements in systems maintenance. (d) MFS monitors the total number of incidents that occur. It is an aim of the MFS to reduce the number of preventable incidents which

occur. (e) The MFS have combined full-time and retained crews in two regional locations (Port Pirie and Mount Gambier). (f) MFS Regional crews respond to incidents in excess of 50 kilometres from their stations resulting in some inflation of response times.

7.167


This sub-program provides recovery services that reduce the social and economic impacts of emergencies. Recovery includes supporting communities in their reconstruction of physical infrastructure and restoration of emotional, social, economic and physical wellbeing (and returning emergency service providers to a state of preparedness after responding to incidents). Key internal services include operational recovery and personnel support.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary It is increasingly recognised that property value alone does not reflect the true economic impact of fire and other emergencies. From 2008-09 MFS will investigate the potential for additional measures of economic and human impact to better assess the effectiveness of services. The MFS has recognised the need for an increased focus on the effective recovery services both to emergency service personnel and to victims of fire and other emergencies. During 2008-09, MFS broadened the delivery of recovery services to include the family members of affected operational MFS personnel.



2008-09 Target

2007-08 Actual

Provide effective post-incident support and development to the community:

• % of significant fires (>$25 000) where MFS provided support to victims of emergency incidents in the community

10% 10% 10% 10%

Provide effective post-incident support and development to personnel:

• MFS employee assistance interventions 75 100 50 51


2008-09 Budget published in the 2008-09 Portfolio Statements.


This sub-program provides business and improvement services including risk, human resource, physical and financial management. The sector aims to comply with AS/NZS 8000 Good Governance Principles. Key governance principles are encapsulated in SAFECOM’s Governance Policy and Framework which place governance obligations on each agency and the Board. The Business Excellence goal is drawn from the Justice Portfolio Strategic Plan. MFS needs to know its current effectiveness, efficiency and innovation in order to set informed targets for improvement. Since many services provided by MFS to external clients (the community) rely on third parties (including SAFECOM), it is important to ensure Service Level Agreements are working properly.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary MFS utilises an organisational reporting system that is aligned to both agency planning and structures. During 2008-09, following extensive consultation and collaboration with SAFECOM and sister emergency service organisations, a modified version of the MFS aligned planning and reporting format was adopted by the broader South Australian fire and emergency sector. The MFS undertakes monthly and quarterly performance reviews of all published targets that include review of service level agreement performance.


7.168

SOUTH AUSTRALIAN METROPOLITAN FIRE SERVICE


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 72 506 66 016 63 073 60 073 Long service leave .................................................................... 3 186 2 978 2 898 2 556 Payroll tax ................................................................................ 3 977 3 654 3 494 3 543 Superannuation ......................................................................... 7 978 7 289 6 983 6 277 Other ......................................................................................... 2 525 2 390 2 381 276Supplies and services — General supplies and services .................................................. 11 917 12 193 12 164 12 827 Consultancy expenses .............................................................. — — — 44Depreciation and amortisation expenses ...................................... 9 446 7 676 7 676 5 403Intra government transfers ........................................................... 290 290 — — Other expenses ............................................................................. — — — 2 070

Total expenses 111 825 102 486 98 669 93 069

Income

Commonwealth revenues ............................................................. 815 812 795 2 359Intra government transfers ........................................................... 97 721 99 442 99 543 93 042Fees, fines and penalties ............................................................... 2 987 2 740 2 660 2 712Sales of goods and services .......................................................... 4 4 4 450Interest revenues ........................................................................... 1 500 1 500 1 500 2 056Net gain or loss from disposal of assets ....................................... — — — -13Resources received free of charge ................................................ — — — 30Other income ................................................................................ 250 244 244 850

Total income 103 277 104 742 104 746 101 486

Net cost of providing services 8 548 -2 256 -6 077 -8 417

Net result -8 548 2 256 6 077 8 417

7.169


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 24 516 33 543 32 071 34 222Receivables ................................................................................... 1 017 1 017 861 1 016Non-current assets class held for sale .......................................... 5 596 5 596 — —


Non current assetsLand and improvements ............................................................... 103 176 95 849 99 351 93 345Plant and equipment ..................................................................... 23 486 28 786 24 464 32 417


Total assets 157 791 164 791 156 747 161 000

Liabilities

Current liabilitiesPayables ........................................................................................ 2 946 3 231 2 396 3 516Employee benefits — Salaries and wages ................................................................... 1 470 1 163 906 869 Annual leave ............................................................................. 6 336 6 229 6 048 6 122 Long service leave .................................................................... 1 759 1 509 1 805 1 259Short-term provisions ................................................................... 1 413 1 413 1 202 1 413


Non current liabilitiesLong-term employee benefits — Long service leave .................................................................... 14 617 13 448 14 010 12 279Long-term provisions ................................................................... 4 668 4 668 4 674 4 668



Net assets 124 582 133 130 125 706 130 874

Equity


Total equity 124 582 133 130 125 706 130 874


7.170



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsEmployee benefit payments ......................................................... 88 339 80 507 77 009 71 653Payments for supplies and services .............................................. 12 202 12 477 12 448 12 288GST paid ...................................................................................... — — — 1 282Intra government transfers ........................................................... 290 290 — — Other payments ............................................................................ — — — 1 637


Cash inflowsIntra government transfers ........................................................... 97 721 99 442 99 543 93 042Commonwealth receipts ............................................................... 815 812 795 2 359Fees, fines and penalties ............................................................... 2 987 2 740 2 660 3 162Sales of goods and services .......................................................... 4 4 4 — Interest received ........................................................................... 1 500 1 500 1 500 1 988GST received ................................................................................ — — — 1 502Other receipts ............................................................................... 250 244 244 281




Cash outflowsPurchase of property, plant and equipment .................................. 11 518 12 192 14 536 6 944


Cash inflowsProceeds from sale of property, plant and equipment .................. 45 45 45 83

Cash generated from investing activities 45 45 45 83


Net increase (+) / decrease (-) in cash equivalents -9 027 -679 798 8 613



7.171





Total expenses are budgeted to increase from $102.5 million in 2008-09 to $111.8 million in 2009-10.

Employee expenses will increase from $82.3 million in 2008-09 to $90.2 million in 2009-10. This is primarily due to the approval of an enterprise agreement covering firefighters from 1 January 2008 to 31 December 2010 and the subsequent increases in salaries and other employee entitlements.

Depreciation is budgeted to increase from $7.7 million in 2008-09 to $9.4 million in 2009-10 as new assets are commissioned.

Total income is budgeted to decrease by $1.5 million to $103.3 million in 2009-10. This is primarily due to the re-profiling of Community Emergency Services Fund income from 2009-10 to 2008-09 for the construction of the Port Lincoln Fire Station.


Net assets are budgeted to decrease by $8.5 million from $133.1 million in 2008-09 to $124.6 million in 2009-10.

Total assets are estimated to decrease by $7.0 million mainly due to the enterprise agreement and carryover expenditure being funded by cash balances.


Movements in cash flows are consistent with those contained in the income statement.

7.172

7.173

TABLE OF CONTENTS

AGENCY: COUNTRY FIRE SERVICE

Objective ......................................................................................................................................... 7.175





1. Country Fire Service ...................................................................................................... 7.178



Balance sheet......................................................................................................................... 7.185



7.174

PORTFOLIO: JUSTICE


Objectives

The South Australian Country Fire Service (CFS) is a community based fire and emergency service dedicated to protecting life, property and environmental assets in rural and semi-urban South Australia.

The objectives of the CFS are:

• community and environmental risk reduction so that loss and damage from fires and emergencies is reduced;

• organisational preparedness so that CFS is capable and prepared to manage fire and emergencies;

• effective emergency response and management so that the impact of fire and other emergencies is minimised by appropriate response to incidents;

• valuing and supporting our people; and

• managing our business better so that CFS activities reflect the principles of business excellence and continuous improvement.

7.175



• Reduce the number of fire deaths and injuries in CFS areas • Implement recommendations made by the Bushfire Taskforce • Establish a pilot Volunteers in Community Education program

that trains volunteers to conduct community education • Complete the construction of the new emergency services

centre in Port Lincoln that will house Lincoln Brigade, Lower Eyre Peninsula Group and the Region 6 Headquarters

• Trial prototype appliances including a rescue resource vehicle and different firefighting appliances to determine their suitability for South Australia

• Support the revised bid for a Cooperative Research Centre relating to fire and emergencies

• Support the legislative change process to establish the new Bushfire Prevention Committee framework

• Enable volunteers to have electronic access to key CFS systems and documentation

• Develop an incident level command and leadership program • Establish a CFS medal award system • Deliver the Bushfire Ready community bushfire awareness and

preparedness campaign over summer • Produce an annual safety message for firefighters • Establish a code of conduct for farming in relation to bushfires • Continue the roll out of replacement Government Radio

Network radios • Commence a review of evidence based resourcing levels • Contribute to Australasian Fire and Emergency Services

Authorities Council and National Aerial Firefighting Centre committees and projects

• Deployment of over 400 CFS volunteers, 45 CFS staff, firefighting appliances and the South Australian based Aircrane to assist in the Victorian Bushfires

• Bushfire Taskforce established in the wake of the Victorian Bushfires to review South Australia’s bushfire preparedness

• Command, Leadership and Incident Management Task Group established

• Maintained four Level 3 Incident Management Teams for the state and capacity for two Level 2 Incident Managements Teams per CFS Region

• Tactical command and leadership course developed • New CFS website established including improved incident

information • Aerial firefighting aircraft were in place for the Fire Danger

Season, including a large capacity firefighting helicopter • Rural training for volunteer firefighters continued • Completion of the new Mount Gambier Group Coordination

Centre • Establishment of bushfire preparedness education program for

women on the Eyre Peninsula • Implementation of Wangary Coronial recommendations

including development of a native vegetation code of practice for fire management

• Community bushfire education DVD produced • Conducted a Youth Summit to consult with younger CFS

volunteers • Contributed to the bid for a new fire and emergencies

Cooperative Research Centre to succeed the Bushfire Cooperative Research Centre

7.176



2009-10Budget


2008-09 Budget

2007-08 Actual

Program $000 $000 $000 $000 1. Country Fire Service ............................ 54 713 52 676 53 762 56 079



2009-10Budget


2008-09 Budget

2007-08 Actual

Investments $000 $000 $000 $000

Annual programs 12 140 14 066 14 179 14 544



7.177


Program information

Program 1: Country Fire Service

Description/Objective: The South Australian Country Fire Service (CFS) is a community based fire and emergency service dedicated to protecting life, property and environmental assets in rural and semi-urban South Australia.

CFS works with other agencies, industry and the community to reduce risks and control hazards.

CFS provides information about hazards so that the important things to the community are protected. This helps people understand the risks they face and what they need to do to deal with those risks.

CFS is well recognised and highly respected in the community for competent advice, response and management of incidents and support of community recovery.

CFS is a statutory authority reporting to the Minister for Emergency Services within the Justice Portfolio. The CFS consists of over 15 000 volunteers and 111 full-time equivalent staff, providing a range of fire and emergency services to all communities in the CFS area across South Australia from over 423 locations. The extraordinary contribution of CFS volunteers is vital in ensuring the ongoing delivery of fire and emergency services to the community of South Australia.

CFS attends around 8000 incidents each year. These incidents include:

• bushfires;

• fire protection at road crashes;

• rescue of trapped persons from road crashes;

• hazardous materials spills;

• structure and motor vehicle fires; and

• support to the South Australian Metropolitan Fire Service and the State Emergency Service.

In addition, CFS performs an important role with local government in fuel removal and bushfire prevention, and in community bushfire and fire safety education.

With a vision of ‘a safer community’, the CFS mission is to protect life, property and the environment from fire and other emergencies, whilst protecting and supporting CFS personnel and continually improving.

7.178


Program 1: Country Fire Service 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 8 980 8 792 8 642 9 235 Supplies and services........................................ 38 173 36 215 36 798 38 689 Grants and subsidies ......................................... 95 62 62 223 Depreciation and amortisation .......................... 10 461 10 500 10 500 9 331 Other................................................................. 358 349 68 1 541

Total expenses 58 067 55 918 56 070 59 019

Income Sale of goods and services................................ 483 354 344 407 Commonwealth revenue ................................... 1 910 1 870 1 029 1 276 Other................................................................. 961 1 018 935 1 257

Total income 3 354 3 242 2 308 2 940


7.179




2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary CFS maintains a risk register to identify and develop treatments to mitigate the risks facing the organisation. The risk register along with the sector’s Strategic Direction 2008–2014 guides CFS’s own strategic directions document which in turn guides the development of the annual CFS Business Plan and Workforce Plan. Each CFS manager maintains a business plan that is consistent with the agency level business plan to ensure that CFS remains committed to achieving its strategic directions. CFS maintains various committees to consult and communicate with both volunteers and staff on direction and key strategic decisions. These committees include: the Chief Officer’s Advisory Council, including senior volunteer and staff representatives; the Strategic Leadership Group, including all managers; and six Regional Volunteer Management Committees including volunteer representatives from across each CFS Region. CFS also engages with a range of external stakeholders including other government agencies, national bodies and community groups.



This sub-program minimises the likelihood and consequences of emergencies through regulation, support and community education.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary A new CFS website was established during the year that for the first time includes information about current incidents being attended to in CFS areas of responsibility. CFS has continued to run an annual Bushfire Ready campaign distributing over 40 000 Bushfire Ready DVDs and Bushfire Action Plans to households in high bushfire risk areas. CFS also continues to run the successful Community Fire Safe program where CFS staff visit communities seeking bushfire preparedness advice specific to their area. Demand for the Community Fire Safe program significantly exceeds resources, particularly following major incidents such as the Proper Bay fire near Port Lincoln and the Victorian Bushfires. Community Education staff are currently booked months in advance. CFS is investigating training volunteers to conduct Community Fire Safe program sessions to allow more communities to access the program. CFS assesses development applications in bushfire prone areas and building fire safety systems that strengthen community preparedness for fires.



2008-09 Target

2007-08 Actual

% of Local Government Fire Prevention Officers briefed by CFS prior to the start of the Fire Danger Season

100% 100% 100% 100%

% of district bushfire prevention plans audited by CFS over a four year cycle

100% 100% 100% 100%

No. of households participating in the Community Fire Safe program

1 165 1 145 1 150 1 122

% of building development assessments within 42 days/legislative requirements by CFS

90% 94% 90% 90%


2008-09 Budget published in the 2008-09 Portfolio Statements.

7.180


This sub-program prepares for effective emergency service delivery to the community.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary Approximately 70 new firefighting appliances were scheduled for delivery to brigades during 2008-09. The following CFS fire stations were replaced or significantly upgraded: Aldgate, Tea Tree Gully, Curramulka, Georgetown, Saddleworth and the Mount Gambier Group Coordination Centre. CFS has not met its target of 108 brigades meeting their Standards of Fire and Emergency Cover training requirements for 2007-08 and is unlikely to meet the 2008-09 Target. These requirements are difficult to meet as if a single member lapses in their training, the brigade will not have met the requirements. CFS still delivered strong results in 2007-08, issuing 29 595 training course accreditations, the highest on record for CFS. The rural firefighting training resources provided in the 2007-08 Budget are having a positive impact with 703 new firefighters receiving their basic training in 2007-08 with this trend continuing in 2008-09. A new Command, Leadership and Incident Management Task Group has been established. The focus in 2008-09 has been on Level 3 Incident Management Teams, with four pre-determined Level 3 Teams in place prior to the fire danger season. These teams are activated for major incidents and were deployed to the Victorian Bushfires. Two state Level 3 exercises and two Level 2 exercises per region were a target for 2008-09, however, the resources required to prepare the scenarios was higher than anticipated and for 2009-10 a revised target of a single Level 3 exercise and one Level 2 exercise per region has been set. CFS continued to focus on the safety and welfare of its personnel, with the key safety message in 2008-09 being safety on the fireground through the application of LACES: Lookouts, Awareness, Communications, Escape Routes and Safety Zones. CFS is aiming to keep injury levels at or below 2007-08 levels. The CFS aerial firefighting fleet was expanded in 2008-09 to include a South Australian based Aircrane. All firefighting aircraft have been engaged through the National Aerial Firefighting Centre to ensure an internationally competitive procurement process.



2008-09 Target

2007-08 Actual

No. of brigades that have met their Standards of Fire and Emergency Cover training requirements

100 61 108 61

% of targeted personnel in the four key functional Incident Management Team roles that are trained to meet the role requirements(b)(c)

100% 100% 100% -

No. of state Level 3 exercises conducted(b) 1 1 2 -

No. of regional Level 2 exercises conducted(b)

6 (1 per region)

4 12 (2 per region)

-

Number of injuries per 100 000 operational hours(d)

<15 <15 <15 15


2008-09 Budget published in the 2008-09 Portfolio Statements. (b) New performance indicator in 2008-09. Data not available for 2007-08. (c) Targeted personnel are in Level 3 Incident Management Teams. (d) New performance indicator in 2009-10.

7.181


This sub-program provides emergency response services to minimise the effects of emergencies on communities.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary During 2007-08 CFS attended 7771 incidents, including 2356 vehicle related incidents (accidents and fires), 2073 rural incidents (such as grass and bush fires), 398 structure incidents (such as building fires) and 192 hazardous materials incidents. Significant incidents during 2008-09 include: the deployment of CFS resources to assist in the Victorian Bushfires, the Yorke Peninsula hay storage facility fire, the Port Augusta prison incident, and bushfires at Onkaparinga Hills, Waitpinga, Engelbrecht, Gawler River, Bibaringa, Danggali, Cobdogla, Robe, Frances and Proper Bay. The number of fire deaths and fire injuries per population in CFS areas were above the national average in 2007-08 but are trending downwards. CFS has set a target of being below the national average. CFS issues Bushfire Information and Bushfire Warning Messages to alert the public of incidents and threats to public safety from bushfires. These messages are issued within 30 minutes of approval.



2008-09 Target

2007-08 Actual

No. of fire deaths per million people in CFS areas (three year average)

<5.6 <6.5 <6.5 8.8

No. of fire injuries per 100,000 people in CFS areas (three year average)(b)

<15.9 <15.5 <15.5 15.6

% of Bushfire Information and Bushfire Warning Messages issued within 30 minutes

100% 100% 100% 100%

% of Bushfire Information Hotline calls that are successfully connected

90% 99% 90% 99.6%


2008-09 Budget published in the 2008-09 Portfolio Statements. (b) CFS fire injury data is likely to be higher than the national average as CFS figures include all injuries recorded on the incident report

whereas the national average (Target) only includes hospital admissions.

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2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary CFS conducts community information meetings during major incidents to keep the community informed of the impact of major fires. CFS also works with the community after major fires, for example, scheduling additional Community Fire Safe sessions on the Lower Eyre Peninsula following the Proper Bay Fire. CFS is establishing a Centre for Lessons Learned database to better record and monitor information from incident debriefs, recommendations from inquiries and other reviews to incorporate improvements in the way CFS conducts its operations. CFS has enhanced its bushfire cause investigation capability conducting two courses during 2008-09 that saw additional CFS personnel becoming trained and accredited bushfire cause investigators. Investigating the cause of fires helps to develop future prevention activities. CFS participates in and supports Bushfire Cooperative Research Centre stakeholder forums and studies to better understand the impact of bushfires and ways to improve prevention, preparedness and response activities.



2008-09 Target

2007-08 Actual

% of items registered with the Centre for Lessons Learned that are actioned within 12 months(b)

75% 75% 75% —

% of fires for which a cause is determined(b)(c)

80% 72% 80% —


2008-09 Budget published in the 2008-09 Portfolio Statements. (b) New performance indicator in 2008-09. Data not available for 2007-08. (c) Indicator relates to bushfires only.



2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary A number of business and improvement services are conducted on behalf of CFS by SAFECOM and Shared Services SA. CFS ensures good governance via monthly reporting through the CFS executive to the SAFECOM Board. CFS undertakes quarterly reviews that monitor risks identified on its risk register, performance against key performance indicators and its financial position. CFS operates in an environment of continuous improvement supported by the Centre for Lessons Learned. CFS maintains membership of the Australasian Fire and Emergency Services Council, the National Aerial Firefighting Centre and various national emergency management committees. CFS maintains a focus on continuous improvement and strategic matters, conducting an annual planning day with volunteer representatives and presenting strategic issues papers to government.


7.183

COUNTRY FIRE SERVICE


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 7 502 7 340 7 189 7 134 Long service leave .................................................................... 67 66 82 210 Payroll tax ................................................................................ 401 398 390 419 Superannuation ......................................................................... 663 649 654 665 Other ......................................................................................... 347 339 327 807Supplies and services — General supplies and services .................................................. 38 137 36 179 36 762 38 676 Consultancy expenses .............................................................. 36 36 36 13Depreciation and amortisation expenses ...................................... 10 461 10 500 10 500 9 331Grants and subsidies ..................................................................... 95 62 62 223Other expenses ............................................................................. 358 349 68 1 541

Total expenses 58 067 55 918 56 070 59 019

Income

Commonwealth revenues ............................................................. 1 910 1 870 1 029 1 276Intra government transfers ........................................................... 57 910 57 738 58 093 59 199Other grants .................................................................................. 63 102 62 — Sales of goods and services .......................................................... 483 354 344 407Interest revenues ........................................................................... 241 207 207 264Net gain or loss from disposal of assets ....................................... -16 44 44 12Resources received free of charge ................................................ — — — 231Other income ................................................................................ 673 665 622 750

Total income 61 264 60 980 60 401 62 139


Net result 3 197 5 062 4 331 3 120

7.184


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 7 709 5 863 4 440 4 245Receivables ................................................................................... 1 956 1 956 979 1 956Financial assets ............................................................................. 1 569 1 569 2 303 1 569




Total assets 145 633 142 369 125 789 137 184

Liabilities

Current liabilitiesPayables ........................................................................................ 4 415 4 422 1 523 4 372Employee benefits — Salaries and wages ................................................................... 228 194 170 160 Annual leave ............................................................................. 857 857 795 858 Long service leave .................................................................... 155 155 40 155Short-term provisions ................................................................... 585 585 490 585


Non current liabilitiesLong-term employee benefits — Long service leave .................................................................... 1 723 1 619 1 703 1 515Long-term provisions ................................................................... 1 806 1 870 1 776 1 934



Net assets 135 864 132 667 119 292 127 605

Equity


Total equity 135 864 132 667 119 292 127 605


7.185



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsEmployee benefit payments ......................................................... 8 906 8 718 8 568 9 016Payments for supplies and services .............................................. 38 180 36 168 36 751 39 026Grants and subsidies ..................................................................... 95 62 62 223GST paid ...................................................................................... — — — 3 476Other payments ............................................................................ 358 349 68 —


Cash inflowsIntra government transfers ........................................................... 57 910 57 738 58 093 59 199Commonwealth receipts ............................................................... 1 910 1 870 1 029 1 276Other grants .................................................................................. 63 102 62 — Sales of goods and services .......................................................... 483 354 344 407Interest received ........................................................................... 241 207 207 240GST received ................................................................................ — — — 4 287Other receipts ............................................................................... 673 665 622 750




Cash outflowsPurchase of property, plant and equipment .................................. 12 140 14 066 14 179 14 544Other payments ............................................................................ — — — 168





Net increase (+) / decrease (-) in cash equivalents 1 846 1 618 774 59



7.186





Total expenses are budgeted to increase by $2.2 million from the 2008-09 Estimated Result of $55.9 million to $58.1 million in 2009-10. The increase is mainly due to:

• an increase in Government Radio Network charges of $1.0 million;

• allowances for salary increases and indexation on goods and services of approximately $0.8 million; and

• South Australia’s commitment of $0.3 million for the continuation of fire research through a new Cooperative Research Centre, as announced in the 2008-09 State Budget.

Total income is budgeted to increase by $0.3 million from the 2008-09 Estimated Result of $61.0 million to $61.3 million in 2009-10. Total income has increased in line with the increases in total expenses but has been partially offset by the cessation of additional funding provided in the 2006-07 Budget to accelerate the replacement of ageing fire appliances.


Net assets are budgeted to increase by $3.2 million from the 2008-09 Estimated Result of $132.7 million to $135.9 million in 2009-10.

Total assets are budgeted to increase by $3.2 million from the 2008-09 Estimated Result of $142.4 million to $145.6 million in 2009-10. This increase is due to the purchases of plant and equipment following the accelerated replacement of appliances and higher cash balances of the agency.

Total liabilities in 2009-10 are budgeted to remain consistent with the 2008-09 Estimated Result.


The cash flows from operating activities are consistent with the discussion on the income statement.

7.187

TABLE OF CONTENTS

AGENCY: STATE EMERGENCY SERVICE

Objective ......................................................................................................................................... 7.189





1. State Emergency Service ............................................................................................... 7.192



Balance sheet......................................................................................................................... 7.200



7.188

PORTFOLIO: JUSTICE


Objectives

On 1 October 2005, the Fire and Emergency Services Act 2005 came into operation. This Act provides for the State Emergency Service (SES) to:

• assist the Commissioner of Police in dealing with any emergency;

• assist the State Coordinator, in accordance with the State Emergency Management Plan, in carrying out prevention, preparedness, response or recovery operations under the Emergency Management Act 2004;

• assist the South Australian Metropolitan Fire Service (MFS) and Country Fire Service (CFS) in dealing with any emergency;

• deal with any emergency caused by flood or storm damage, or where there is no other body or person with lawful authority to assume control of operations for dealing with the emergency;

• deal with any emergency until such time as any other body or person that has lawful authority to assume control of operations for dealing with the emergency has assumed control;

• respond to emergency calls and, where appropriate, provide assistance in any situation of need (whether or not the situation constitutes an emergency); and

• undertake rescues.

SES has adopted the Prevention, Preparedness, Response and Recovery approach in the planning and management of taskings.

7.189



• Complete building works for the SES unit at Port Lincoln, Whyalla and secure land for the Tumby Bay unit

• Complete the rollout of new digital Government Radio Network handsets to SES units in the West, North and East regions

• Complete the implementation and integration of the Australasian Inter-Service Incident Management System (AIIMS)

• Finalise the implementation of CRIIMSON operations information system and a sector wide Australasian Incident Reporting System (AIRS)

• Progress the implementation of the South Australian Computer Aided Dispatch project (SACAD) via the development and documentation of SES operational requirements into the new system

• Implement SES Inland Marine Training package • Finalise regional operational management plans, Zone

Emergency Management Committees and implementation of operational guidelines

• Finalise implementation of the Community FloodSafe project in conjunction with Commonwealth Government and local councils

• Finalise the Extreme Weather Plan including development of contingencies for extreme heat events

• Complete and roll out of three Training Resource Kits (TRKs)

• Completed building works for the SES units at Mount Gambier, Tea Tree Gully and commenced building works at Port Lincoln

• Monitored the development of the State Flood Response Plan to identify enhancements that will allow the SES to fulfil its role as the control agency for flood response for South Australia

• Expanded implementation of AIIMS • Completed implementation of new remote area high frequency

communications system • Commenced work with other emergency services agencies on

the development of new community response mechanisms in the Anangu Pitjantjatjara Yankunytjatjara Lands

• Implemented adoption of nationally accepted state and territory performance indicators for state emergency service organisations

• Progressed the implementation of CRIIMSON operations information system and the sector wide AIRS system

• Commenced implementation of regional operational management plans, Zone Emergency Management Committees and operational guidelines

• Completed and launched new rescue vessel at Port Lincoln • Commenced development and implementation of the

Community FloodSafe project in conjunction with local councils

7.190



2009-10Budget


2008-09 Budget

2007-08 Actual

Program $000 $000 $000 $000 1. State Emergency Service............................ 10 723 10 565 10 899 10 504



2009-10Budget


2008-09 Budget

2007-08 Actual

Investments $000 $000 $000 $000

Works in progress

Port Lincoln Rescue Vessel........................ — 193 — 157

Total works in progress — 193 — 157

Annual programs 2 913 2 771 2 841 2 496



7.191


Program information

Program 1: State Emergency Service

Description/Objective: The SES provides a community based emergency response service across the state. Units are particularly active in mitigating the effects of floods and storms, and respond to a broad range of other rescue tasks. SES units also support the activities of the MFS, CFS and South Australia Police (SAPOL).

The range of rescue and support services SES volunteer units provide include:

• road crash rescue;

• storm damage and flood mitigation;

• land search;

• structural collapse rescue;

• animal rescue;

• vertical rescue of all forms (cliffs, caves and structures);

• marine search and rescue (rivers, lakes and sea); and

• general and disaster rescue.

In 2008-09, SES continued to enhance capabilities to provide a more comprehensive approach to incident management. SES has adopted the Prevention, Preparedness, Response and Recovery approach in the planning and management of taskings. This process will continue into 2009-10 to ensure that SES provides the South Australian community with services that meet their evolving needs.

Accredited SES rescue units are strategically deployed in both urban and rural centres across South Australia. SES regularly reviews the locations of units and the resources allocated to ensure assets and resources are strategically located to mitigate community risk. In 2009-10, SES will be involved in a sector-wide project to establish fire and emergency service resourcing standards to guide the development of the built asset base based on assessed community risk.

SES currently consists of 66 units (54 units are based in rural areas) and approximately 1587 volunteers. The SES also provides support for Volunteer Marine Rescue organisations, their 14 flotillas strategically located throughout South Australia’s coastline and approximately 1500 volunteers.

In the future, SES aims to develop its capabilities both in disaster management and planning to reduce the impact of changing hazard profiles on the community.

7.192


Program 1: State Emergency Service 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 3 855 3 867 3 906 3 064 Supplies and services........................................ 6 295 6 289 6 423 6 761 Depreciation and amortisation .......................... 1 398 1 365 1 365 1 296 Other................................................................. 76 74 74 353

Total expenses 11 624 11 595 11 768 11 474

Income Commonwealth revenue ................................... 655 682 639 520 Other................................................................. 246 348 230 450

Total income 901 1 030 869 970


7.193




2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The activities of this sub-program have been driven by rapid changes that have been experienced in evolving community expectations, climate change, economic growth and the evolution of the regulatory framework that impacts on the activities of the emergency services sector(b). The most visible manifestations of these changes that the sector aims to learn from include events like the Wangary Fires, the February heat wave, Victorian Bushfires, and floods in Northern New South Wales and Queensland. The sector has determined that in order to serve the community better it needs to learn lessons from these events and others in order to ensure that its education and response capabilities are targeted and coordinated in the most effective way.

Footnotes (a) This is a new sub-program. (b) The emergency services sector referred to consists of the South Australian Fire and Emergency Services Commission, Metropolitan

Fire Service, Country Fire Service and State Emergency Service; however, activities have also been coordinated with other government and non-government agencies such as SAPOL, Department for Transport, Energy and Infrastructure, Department of Environment and Heritage and local councils.

7.194


Prevention Services covers the identification and treatment of hazards to minimise threat to life and property. The SES provides services to meet South Australia’s Strategic Plan priorities for public safety, fostering coordinated approaches to emergency service delivery. Following the implementation of the Local Government Act 1999, councils are required to take measures to protect their areas from natural and other hazards, to mitigate the effect of such hazards and to work collaboratively with the Commonwealth and state governments, and regional organisations to achieve this objective. With this legislated responsibility for local government and the responsibility as control agency for flood response under the Fire and Emergency Services Act 2005, SES has focused on building strong working relationships with local councils.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary SES aims to develop its resources and networks to mitigate the impact of demographic and climate change factors expected to adversely impact on the environment, economy and community. In addition to the normal activities undertaken in this area, 2008-09 has seen the implementation of the Community FloodSafe program. This project coordinates grant resources provided by the Commonwealth Government with a number of local councils and volunteers to develop and deliver an education program to ensure that residents of flood prone areas are able to better prepare for flood events. SES has also led the implementation of a number of Zone Emergency Management Committees (ZEMC) to bring together stakeholders to develop emergency management plans based on Prevention, Preparedness, Response and Recovery (PPRR) principles and community risk assessments.



2008-09 Target

2007-08 Actual

No. of local government councils undertaking hazard mitigation planning

20 12 8 6

No of ZEMCs in operation(b) 12 8 10 n.a.

No. of mitigation plans created/reviewed(b) 8 6 6 5

No. of FloodSafe activities and programs conducted(b)

2 1 1 n.a.

No. of local government bodies undertaking prevention works(b)

6 6 n.a. n.a.


2008-09 Budget published in the 2008-09 Portfolio Statement. (b) New performance indicator for 2009-10.

7.195


This sub-program prepares for effective emergency service delivery to the community. Operational preparedness contributes directly to community confidence in the Government of South Australia’s capability to respond to emergencies and to protect the community, infrastructure and the environment. Operational preparedness is essential to support high quality, effective emergency management and its cost includes the expenses of operational staff and the provision of efficient and effective training, equipment and infrastructure.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary SES is an organisation built on the skills of its members, so the service has developed a strong learning and development culture to enable its members to operate safely and effectively. Consistent with the aims of the State Infrastructure Plan, SES has acquired and developed assets that include modern rescue equipment and communication technology to enable its volunteers to respond to and coordinate emergency situations either on their own or in conjunction with other emergency service and community organisations. Key components include our learning and development programs, the procurement and management of operational communications systems, information and communications technology and the provision of effective infrastructure and logistical services. In 2009-10, SES intends to undertake deployment planning for intrastate and interstate deployment activities in anticipation of the continued need to develop mechanisms for cross-agency and cross-border support for personnel and deployable assets.



2008-09 Target

2007-08 Actual

Regional response plans reviewed annually 100%

100%

100% 100%

No. of emergency response/recovery exercises developed or reviewed

24 24 24 24

% of personnel achieving and maintaining required levels of competency

90% 85% 90% 88%

No. of Training Resource Kits developed or reviewed

3 4 3 3

% of units equipped to meet their core standards of emergency response for first response

100% 98% 100% 80%

No. of councils utilising emergency management planning and training services(b)

40 38 36 35

No. of emergency management training programs delivered(b)

40 37 35 35

No. of state government departments and non-government agencies (eg retirement villages) utilising SES emergency management and training services(b)

25 20 20 20


2008-09 Budget in the 2008-09 Portfolio Statement. (b) Previously reported under sub-program 1.2.

7.196


This sub-program provides emergency response services to minimise the effects of emergencies on communities. The South Australian emergency services sector measures the total number of responses to emergencies and the time taken to arrive at and control each incident. SES routinely reviews response and control times to ensure that targets are met or mitigating circumstances are identified and rectified.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary As an emergency response organisation SES incident response activities are driven by events, community risk and demand factors. The targets listed are estimates based on historical experience. The general trend experienced is of increases in overall demand particularly in the areas of road crash rescue, and wind and storm damage. The operational measures listed are included to provide an approximation of community service demand. In addition to responding to extreme weather events like the February heat wave, as the extreme weather (flood and storm) control agency within the state, SES also assisted Victoria during the recent bushfires.



2008-09 Target

2007-08 Actual

% of SES responses meeting standards of emergency response of callouts to Priority A incidents (life threatening) in a town/area with an SES unit

>90% >90% >90% >90%

Operational response measures:

• Total incidents 5 900 5 900 5 500 6 119

• Total operational hours(b) 120 000 95 000 150 000 74 000

No. of operational Community Response Teams (CRTs)(c)

5 4 5 4


2008-09 Budget published in the 2008-09 Portfolio Statement. (b) SES has experienced some difficulty in accurately tracking volunteer incident time due to measurement issues. A national study of

volunteer time indicated that amongst state and territory SES organisations across the nation only 14 per cent of volunteer time is spent on active incident response. The majority of the remainder of time spent is divided between preparedness activities (22 per cent) and training activities (61 per cent).

(c) In 2008-09, a decision was made to develop a coordinated approach to the development of CRTs conjunction with other sector agencies. Due to activity changes in 2008-09 the Nullabor unit was converted from an SES unit to a CRT.

7.197



2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The main severe weather event experienced in 2008-09 was the February heat wave. This event involved extensive inter-agency collaboration including the activation of the State Emergency Centre (SEC), issuing of heat wave related warnings and multi-agency debriefing after the event. SES has also used the experience gained during the Victorian Bushfire assistance to garner important lessons that it intends to utilise in developing improved planning for events in South Australia.



2008-09 Target

2007-08 Actual

% of major incidents evaluated to determine the effectiveness of Prevention, Preparedness, Response and Recovery activities

100% 100% 100% 100%

% of incidents where recovery commenced within 24 hours of the incident

100% 100% 100% 100%

% of incidents where material requested by the Coroner or Ombudsman is submitted on time

100% n.a. 100% n.a.


2008-09 Budget published in the 2008-09 Portfolio Statement.



2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary This sub-program recognises the increasing importance of utilising and administering resources more effectively and principally consists of the activities and projects that are developed to coordinate resources across the emergency services sector and across government. Compliance with legislated standards of performance improvement is the basis for the development of this sub-program. An important aspect of this for the SES in 2009-10 will be the development and/or formalisation of the Memorandums of Understanding (MOU) and the development of contingency plans that allow us to better coordinate resources across the sector and across government. In addition to this, SES will be participating in the use and development of cross-sector incident management tools such as AIIMS, CRIMSON, AIIRS and SACAD. At a higher level, participation in national bodies such as the Australasian Fire and Emergency Services Authorities Commission (AFAC), and the Australian Council of State Emergency Services (ACSES) provides the SES with the opportunity to tap into national databases and programs allowing the organisation to access a greater range of resources for the benefit of the South Australian Community.

Footnotes (a) This is a new sub-program that has been developed to drive sector compliance and ensure that all resources are allocated and

accounted for according to best practice and community needs.

7.198

STATE EMERGENCY SERVICE


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 3 169 3 177 3 213 2 381 Long service leave .................................................................... 86 87 86 119 Payroll tax ................................................................................ 146 147 152 124 Superannuation ......................................................................... 324 329 328 274 Other ......................................................................................... 130 127 127 166Supplies and services — General supplies and services .................................................. 6 295 6 289 6 423 6 761 Consultancy expenses .............................................................. — — — 55Depreciation and amortisation expenses ...................................... 1 398 1 365 1 365 1 296Other expenses ............................................................................. 76 74 74 298

Total expenses 11 624 11 595 11 768 11 474

Income

Commonwealth revenues ............................................................. 655 682 639 520Intra government transfers ........................................................... 12 311 12 036 12 195 12 070Other grants .................................................................................. — 95 — — Interest revenues ........................................................................... 85 72 72 102Net gain or loss from disposal of assets ....................................... 45 45 45 62Resources received free of charge ................................................ — — — 18Other income ................................................................................ 116 136 113 268

Total income 13 212 13 066 13 064 13 040


Net result 1 588 1 471 1 296 1 566

7.199


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 2 158 1 910 1 368 1 823Receivables ................................................................................... 366 366 419 365Financial assets ............................................................................. 114 114 1 115




Total assets 27 342 25 579 23 943 23 936

Liabilities

Current liabilitiesPayables ........................................................................................ 836 803 625 773Employee benefits — Salaries and wages ................................................................... 84 69 39 54 Annual leave ............................................................................. 242 242 207 241 Long service leave .................................................................... 71 71 20 71Short-term provisions ................................................................... 165 165 117 165


Non current liabilitiesLong-term employee benefits — Long service leave .................................................................... 941 814 1 001 688Long-term provisions ................................................................... 394 394 378 394



Net assets 24 609 23 021 21 556 21 550

Equity

Retained earnings ......................................................................... 22 688 21 100 21 101 19 629Asset revaluation reserve ............................................................. 1 921 1 921 455 1 921

Total equity 24 609 23 021 21 556 21 550


7.200



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsEmployee benefit payments ......................................................... 3 757 3 771 3 810 3 012Payments for supplies and services .............................................. 6 294 6 289 6 423 6 833GST paid ...................................................................................... — — — 74Other payments ............................................................................ — — — 566


Cash inflowsIntra government transfers ........................................................... 12 311 12 036 12 195 12 070Commonwealth receipts ............................................................... 655 682 639 520Other grants .................................................................................. — 95 — — Interest received ........................................................................... 85 72 72 97GST received ................................................................................ — — — 732Other receipts ............................................................................... 116 136 113 223









Net increase (+) / decrease (-) in cash equivalents 248 87 35 734



7.201





There is no material change between the 2008-09 Estimated Result and the 2009-10 Budget.


Total assets are expected to increase from $25.6 million in 2008-09 to $27.3 million in 2009-10 primarily due to the acquisition of new buildings, plant and equipment for SES units across the state.


Variations in the cash flow statement reflect those in the income statement, as outlined above.

7.202

7.203

TABLE OF CONTENTS

AGENCY: DEPARTMENT FOR CORRECTIONAL SERVICES

Objective ......................................................................................................................................... 7.205





1. Rehabilitation and Reparation........................................................................................ 7.207

2. Custodial Services.......................................................................................................... 7.209

3. Community Based Services ........................................................................................... 7.211



Balance sheet......................................................................................................................... 7.214



7.204

PORTFOLIO: JUSTICE


Objectives

The Department for Correctional Services is responsible for the provision of custodial services, community based supervision services and rehabilitation services to offenders in South Australia.

The department’s vision is to contribute to a safer community by protecting the public and reducing re-offending.



• Commission new Noarlunga and Port Pirie community corrections centres

• Implement enhanced programs for prisoners and offenders • Expand the use of video conferencing between prisons and

courts • Further expand the ‘Repay SA’ community service program • Progress planning, design and documentation and commence

work associated with new cells for additional prisoner accommodation

• Relocate the department’s Central Office • Establish a new community corrections centre in Gawler

• Completed approved upgrades of kitchens and air treatment systems in prisons

• Continued upgrade of prison security systems • Implemented expanded graffiti removal program (Repay SA)

as a community service initiative • Commenced a case management improvement process in

prisons • Implemented additional capacity in prisons to meet demand • Progressed new community corrections centres at Port Pirie

and Noarlunga • Implemented enhancements to the Home Detention Program

7.205



2009-10Budget


2008-09 Budget

2007-08 Actual

Program $000 $000 $000 $000 1. Rehabilitation and Reparation .................... 29 837 30 467 27 362 24 466 2. Custodial Services ...................................... 126 056 129 063 123 390 117 785 3. Community Based Services........................ 23 972 22 502 21 703 19 723

Total 179 865 182 032 172 455 161 974


2009-10Budget


2008-09 Budget

2007-08 Actual

Investments $000 $000 $000 $000

New works

Gawler Community Corrections Centre ..... 550 — — —

Total new works 550 — — —

Works in progress

New Prisons & Secure Facilities — Public Private Partnership (PPP) Project .... — — 4 198 — Mobilong Land Purchase............................ — 1 855 — — Additional Prisoner Accommodation ......... 6 000 4 485 3 922 2 616 Small Projects............................................. 250 250 — — Port Pirie and Noarlunga Community Corrections Centres .................................... 1 993 400 2 142 27 Mobilong Prison Centre Support Facilities ..................................................... — — — 532 Fire Safety Systems Upgrade ..................... — — — 57 Replace Security and Building Management Systems — Stage 2 ............... — — — 1 112 Prison Kitchen Upgrades............................ 400 1 253 2 013 2 200 Prison Air Treatment System Upgrades — 375 — 1 431 Women’s Prison — Additional Accommodation ........................................ — — — 430 Prison Security Systems — Stage 3............ 1 100 1 000 1 000 341


Annual programs 2 804 2 171 2 736 729

Total annual programs 2 804 2 171 2 736 729

Total investing payments 13 097(a) 11 789 16 011 9 475

(a) The total investing program in the Capital Investment Statement is greater than investing payments reported above due to the inclusion of $4.1 million held in Treasury and Finance contingency provisions.

7.206


Program information

Program 1: Rehabilitation and Reparation

Description/Objective: The objectives of this program are to rehabilitate prisoners and offenders by providing an appropriate range of offender related and offence specific programs that address the causes and consequences of offending and enable some reparation to the community for offences committed.

Programs provided address offending behaviour and factors related to social disadvantage such as levels of education, homelessness and unemployment. There is a particular focus on activities related to restoring and healing the effects of crime and engaging and providing support services for victims of crime.

Prisoners are able to undertake work to learn new skills to increase their employability and to provide some compensation to the community for the offences they have committed.

Offenders sentenced to a community service order also undertake reparation tasks to benefit the community (see Program 3 – Community Based Services for more detail).

The South Australian community benefits through a reduction in the rate of re-offending and an associated reduction in the economic and social cost of crime.


Program 1: Rehabilitation and Reparation

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 22 091 22 007 21 482 19 565 Supplies and services........................................ 8 605 9 356 8 495 6 408 Grants and subsidies ......................................... 800 873 873 836 Depreciation and amortisation .......................... 1 042 1 029 988 983 Other................................................................. 1 144 1 101 1 408 652

Total expenses 33 682 34 366 33 246 28 444


Total income 3 845 3 899 5 884 3 978


7.207


Program: 1 Rehabilitation and Reparation

Effective rehabilitation and reparation programs focused on offender specific and offence related factors reduce re-offending and the economic and social cost of crime to the community. The objectives of this program are to provide prisoners and offenders with: • appropriate rehabilitation programs in areas such as sexual offending, alcohol and drug abuse, anger management, domestic violence,

reasoning and victim awareness; • pre-release, re-socialisation and life-skills programs where these programs may also include community reparation work; • educational programs in literacy and numeracy, and pre-certificate, secondary and higher education; • vocational programs to enhance employment opportunities through nationally accredited courses; and • opportunities to enhance work skills through duty assignments in prison industries and prison services.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary The Department for Correctional Services (DCS) continues to deliver programs to assist prisoners and offenders to address their offending behaviour. DCS also provides vocational education and training through prison education, community service and prison industries. Programs and education are aimed at reducing the likelihood of re-offending and contribute to enhanced public safety. They also improve employment opportunities for prisoners upon release from prison and for offenders under supervision in the community.



2008-09 Target

2007-08 Actual

Offence focused programs:

• Offence focused programs available 22 22 22 22

• No. of prisoners/offenders commencing offence focused programs

3 000 2 850 3 100 2 671

• No. of offenders/prisoners completing offence focused programs during the financial year

2 900 2 800 2 950 2 706

• % of offenders/prisoners successfully completing offence focused programs

80% 76% 80% 74%

Educational/vocational programs:

• Educational programs available 16 16 16 16

• No. of prisoners/offenders enrolled in educational/vocational programs(a)

2 222 2 141 1 700 2 031

• % of education and vocational enrolments successfully completed

60% 60% 60% 47%

On the job work skills programs:

• Average number of eligible prisoners with duty assignments

825 837 811 819

• % of eligible prisoners with duty assignments

70% 73% 65% 75%

Footnotes (a) A strong focus on vocational education training has continued, in particular for Aboriginal offenders.

7.208


Program information

Program 2: Custodial Services

Description/Objective: The objective of the Custodial Services Program is to provide an effective and appropriate custodial environment that maintains public and prisoner safety in accordance with the orders of the courts.

The community benefits through the containment of prisoners and the implementation of a range of security and management regimes that ensure risks are managed and the prison environment is secure, safe and humane.


Program 2: Custodial Services 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000


Total expenses 129 281 134 278 127 087 122 863

Income Sale of goods and services................................ 2 593 2 491 2 569 3 572 Other................................................................. 632 2 724 1 128 1 506

Total income 3 225 5 215 3 697 5 078


7.209


Program: 2 Custodial Services

The objectives are: • to provide adequate secure accommodation at the appropriate classification (high, medium, low) to efficiently manage prisoner

numbers and profiles; • the safe, secure and humane containment and supervision of prisoners in accordance with relevant correctional standards and

practices; • to manage prisoners in accordance with the relevant legislation (including the Correctional Services Act 1982); and • the movement and transportation of prisoners to meet their basic needs and the requirements of the courts.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary In 2008-09 DCS has continued to manage growth in prisoner numbers. Substantial additional resources have been made available to meet the additional demand. Fluctuating prisoner numbers increase the complexity of managing physical and human resources and require a flexible approach. The performance has been largely consistent with the set targets.



2008-09 Target

2007-08 Actual

Approved capacity (beds available):

• Secure 1 804(a) 1 804 1 779 1 729

• Open 253 253 237 237

Daily average prisoner population 1 978 1 939 1 925 1 855

Daily average remand population in prisons 658 642 665 622

% of prisoner population on remand 34% 33% 35% 34%

No. of escapes (per annum):

• Secure — — — 2

• Open — 7(b) — 2

Unnatural deaths in custody per 100 prisoners

— — — —

Assault rates in custody per 100 prisoners per quarter

<5.0 2.74 <5.0 2.26

Footnotes (a) Construction of additional prison beds will commence in 2009-10 to be commissioned from 2010-11. (b) There were two escapes from Cadell (an open prison) and five prisoners escaped whilst on mow camp duties working in regional

areas.

7.210


Program information

Program 3: Community Based Services

Description/Objective: The objective of the Community Based Services Program is to supervise offenders in a community based setting as required by an Order of the Court or Parole Board.

Community based supervision of offenders is an important part of correctional service delivery. The department’s community based services include home detention, bail supervision, intensive bail supervision, parole and probation services, community services and the preparation of court reports.

The community benefits from community based penalties as they provide an effective and appropriate environment in which an offender is subject to supervision but is otherwise able to live within the community.


Program 3: Community Based Services 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 17 695 17 099 15 707 14 963 Supplies and services........................................ 5 388 5 429 4 976 4 942 Grants and subsidies ......................................... 68 83 83 79 Depreciation and amortisation .......................... 265 261 251 249 Other................................................................. 966 929 1 189 501

Total expenses 24 382 23 801 22 206 20 734

Income Sale of goods and services................................ 274 222 262 109 Commonwealth revenue ................................... — 495 — 417 Other................................................................. 136 582 241 485

Total income 410 1 299 503 1 011


7.211


Program: 3 Community Based Services

The objectives are: • to provide efficient and effective supervision to offenders under a community based order; • the safe and humane supervision of offenders in accordance with relevant correctional standards and practices; • to supervise offenders in accordance with the relevant legislation (including the Correctional Services Act 1982); and • the preparation of reports for the courts.

2009-10 Budget


2008-09 Budget

2007-08 Actual


Performance Commentary Community based services continued to experience growth in offender numbers with better overall outcomes being achieved. Considerable additional resources have been made available to community based services during the year, ensuring that increased demand was met. There was also an increase in reports to the courts and the Parole Board for intensive bail supervision and parole. The successful completion rates have either met or exceeded the set targets, which is a positive indicator of supervision quality.



2008-09 Target

2007-08 Actual

Community based order commencements (excluding interstate and other orders):

• Community service 2 600 2 600 2 500 2 616

• Intensive bail supervision 950 945(a) 820 870

• Home detention 250 253 230 235

• Bail supervision 1 600 1 625 1 550 1 728

• Parole 700 710(b) 580 599

• Probation 2 600 2 570 2 600 2 541

No. of reports completed for courts, Parole Board and Prisoner Assessment Committees:

• Pre-sentence 1 300 1 130(c) 1 380 1 499

• Bail enquiry 1 380 1 380 1 380 1 392

• Intensive bail supervision 1 900 2 020 1 830 1 821

• Parole 690 740(d) 650 682

% of community based orders completed successfully:

• Community service 60% 60% 60% 58%

• Intensive bail supervision 65% 72% 55% 66%

• Home detention 80% 87% 80% 88%

• Bail supervision 60% 74% 60% 73%

• Parole 70% 79% 70% 75%

• Probation 80% 85% 75% 83%

% of court ordered reports completed on time 90% 98% 90% 98%

Footnotes (a) The courts determine how many and which offenders are to be placed on intensive bail supervision. (b) The numbers of offenders commencing parole depends on sentencing decisions of the courts and parole decisions by the Parole

Board. (c) The courts determine if a pre-sentence report is required and the numbers of reports can fluctuate over time. (d) The increase in the number of parole reports in 2008-09 is in line with the number of parole orders commenced.

7.212

DEPARTMENT FOR CORRECTIONAL SERVICES


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 93 216 93 308 87 744 87 431 Long service leave .................................................................... 2 580 2 474 3 879 3 155 Payroll tax ................................................................................ 5 395 5 394 5 282 5 191 Superannuation ......................................................................... 9 885 9 844 9 609 8 646Supplies and services — General supplies and services .................................................. 55 104 56 203 52 693 49 960 Consultancy expenses .............................................................. 108 3 993 105 2 203Depreciation and amortisation expenses ...................................... 9 208 9 091 8 727 8 703Grants and subsidies ..................................................................... 3 063 3 168 3 168 3 198Intra government transfers ........................................................... — 514 514 — Other expenses ............................................................................. 8 786 8 456 10 818 3 554

Total expenses 187 345 192 445 182 539 172 041

Income

Commonwealth revenues ............................................................. — 495 — 417Intra government transfers ........................................................... 241 1 894 860 1 627Other grants .................................................................................. — — — 20Sales of goods and services .......................................................... 6 464 5 969 8 449 7 121Interest revenues ........................................................................... — — — 1Net gain or loss from disposal of assets ....................................... — — — -18Other income ................................................................................ 775 2 055 775 899

Total income 7 480 10 413 10 084 10 067



Income — Appropriation ........................................................................... 179 865 173 358 172 455 159 943 Other income ............................................................................ — 23 — 2 899Expenses — Cash alignment ......................................................................... — — — 2 017


Net result — -8 651 — -1 149

7.213


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 5 496 9 381 9 840 18 332Receivables ................................................................................... 830 830 1 218 830Inventories .................................................................................... 635 635 630 635Other current assets ...................................................................... 1 049 699 327 699


Non current assetsLand and improvements ............................................................... 252 955 249 208 234 623 246 638Plant and equipment ..................................................................... 2 016 1 874 1 458 1 748Intangible assets ........................................................................... 52 52 156 52Biological assets - other ............................................................... 212 212 203 212


Total assets 263 245 262 891 248 455 269 146

Liabilities

Current liabilitiesPayables ........................................................................................ 6 817 6 771 5 888 6 718Employee benefits — Salaries and wages ................................................................... — 2 580 2 004 2 588 Annual leave ............................................................................. 6 952 6 876 6 083 6 844 Long service leave .................................................................... 2 256 1 983 2 006 1 768Short-term provisions ................................................................... 6 952 6 554 8 042 6 061Other current liabilities ................................................................. 426 426 95 431


Non current liabilitiesLong-term employee benefits — Long service leave .................................................................... 18 603 17 062 17 356 15 912 Other ......................................................................................... 282 282 215 282Long-term provisions ................................................................... 19 092 18 492 23 577 18 026



Net assets 201 865 201 865 183 189 210 516

Equity

Retained earnings ......................................................................... 92 943 92 943 99 598 101 594Asset revaluation reserve ............................................................. 108 761 108 761 83 448 108 761Other reserves ............................................................................... 161 161 143 161

Total equity 201 865 201 865 183 189 210 516


7.214



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsEmployee benefit payments ......................................................... 112 070 109 388 104 182 101 450Payments for supplies and services .............................................. 55 212 60 196 52 798 51 429Grants and subsidies ..................................................................... 3 063 3 168 3 168 3 198Intra government transfers ........................................................... — 514 514 — Other payments ............................................................................ 7 788 7 476 9 149 6 454


Cash inflowsIntra government transfers ........................................................... 241 1 894 860 1 627Commonwealth receipts ............................................................... — 495 — 417Other grants .................................................................................. — — — 20Sales of goods and services .......................................................... 6 464 5 969 8 449 7 343Interest received ........................................................................... — — — 1Other receipts ............................................................................... 775 2 055 775 776


SA GOVERNMENT:

Appropriation ............................................................................... 179 865 173 358 172 455 159 943Other receipts ............................................................................... — 23 — 2 899Payments — Cash alignment ......................................................................... — — — 2 017






Cash inflowsProceeds from sale of property, plant and equipment .................. — — — 5

Cash generated from investing activities — — — 5


7.215



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000




Net cash provided by (+) / used in (-) financing activities — -214 — —

Net increase (+) / decrease (-) in cash equivalents -3 885 -8 951 -3 283 -992



7.216





The reduction in operating expenses reflects the removal of the New Prisons and Secure Facilities project operating expenses, savings imposed in the 2008-09 Mid-Year Budget Review and efficiency dividends, partly offset by enterprise bargaining salary increases, cost of operating additional prisoner accommodation and growth in community corrections activity.

The reduction in intra-government transfer income reflects decreases in consultancy funding for the New Prisons and Secure Facilities project, social inclusion funding and the Remote Areas Program.


The increase in non-current assets arises from asset acquisitions approved as part of the 2009-10 capital program. The reduction in cash reflects expenditure on some initiatives approved in 2009-10 to be funded from cash balances. The accrued liability for salaries and wages reduces to nil in 2009-10 as a result of the payment of 27 pays in that financial year.


Changes in operating receipts and payments reflect the cash component of the items discussed above.

7.217

Portfolio: Health

Minister for Health Minister for Mental Health and Substance Abuse

TABLE OF CONTENTS

PORTFOLIO SUMMARY

Ministerial responsibilities ................................................................................................. 8.1

Workforce summary........................................................................................................... 8.4

Ministerial Office resources ............................................................................................... 8.4

South Australia’s Strategic Plan targets ............................................................................. 8.5

Agency summary

Health ................................................................................................................................. 8.8

PORTFOLIO: HEALTH


Minister Agency Programs Sub-Programs 1. Policy, Clinical Services

and Administration 1.1 Clinical Coordination 1.2 Policy and

Intergovernment Relations

1.3 Statewide Services Strategy

1.4 Aboriginal Health Policy and Program Planning

1.5 Corporate Services

2. Public Health Nil

The Hon. John Hill Minister for Health The Hon. Jane Lomax-Smith Minister for Mental Health and Substance Abuse

Health

3. Health Services 3.1 Central Northern Adelaide Health Service

3.2 Southern Adelaide Health Service

3.3 Children, Youth and Women’s Health Service

3.4 Country Health SA 3.5 Other Health Services 3.6 SA Ambulance Service

Notes: The Health Portfolio has a dual reporting responsibility to both the Minister for Health and the Minister for Mental Health and Substance Abuse. Mental Health and Substance Abuse services are not separately identified as programs or sub-programs, as they are imbedded within the programs of Health. Repatriation General Hospital is now incorporated into Southern Adelaide Health Service.

8.1

Administered items

In addition to the above responsibilities, the portfolio administers the following items on behalf of the Ministers:

• the Minister for Health’s salary; and

• the Health, Community and Disability Services Ministerial Council Secretariat.

Statutes


8.2

PORTFOLIO: HEALTH

The Health Care Act 2008 was proclaimed by His Excellency the Governor in Executive Council and came into force on 1 July 2008. The Act creates a unified health system for South Australia, improving statewide coordination and integration of public health services, reducing fragmentation and duplication of services and streamlining governance arrangements. A key component of the Health Care Act 2008 was the establishment of the Health Performance Council to provide independent advice to the Minister for Health on the operation and performance of the health system.

The Health Portfolio is comprised of the Department of Health, metropolitan health regions, Country Health SA and SA Ambulance Service, with transactions occurring between these entities.

The financial results, budgets and program structure of the Health Portfolio for the 2009-10 Portfolio Statements are presented as one consolidated Health entity, which includes the elimination of transactions that occur between each of the entities that comprise Health.

In the metropolitan area, three regions manage the provision of health services: Southern Adelaide Health Service, Central Northern Adelaide Health Service and Children, Youth and Women’s Health Service. These regions are responsible for the provision of health services in accordance with the Health Care Act 2008 and Performance Agreements.

The program structure has been amended in the 2009-10 Portfolio Statements to reflect changes in governance arrangements within the Health Portfolio.

On 30 June 2008, the whole undertaking of the Repatriation General Hospital Incorporated (including all its assets and liabilities) was transferred to the Southern Adelaide Health Service.

On 1 July 2008, the new single statewide pathology service, SA Pathology became fully operational under the responsibility of the Central Northern Adelaide Health Service. This service has been created from the former Institute of Medical and Veterinary Science, South-Path and the Women’s and Children’s Hospital Division of Laboratory Medicine.

The country area is represented by a single country health service, Country Health SA. The intent of Country Health SA is to provide a more integrated system of care across country South Australia. In addition, Country Health SA has the responsibility for Incorporated Aboriginal Health Services and Community Controlled Aboriginal Health Services.

8.3

WORKFORCE SUMMARY

FTEs as at 30 June

Agency 2009-10

Budget(a) 2008-09

Estimated result(a) 2007-08

Actual(b)

Health Portfolio 27 723 27 646 27 755

Total 27 723 27 646 27 755

(a) The 2009-10 Budget and 2008-09 Estimated Result reflect the established FTE caps. (b) The 2007-08 Actual FTEs are based on data sourced from the Department of Health.


2009-10 Budget

Cost of provision Minister $000 FTEs The Hon. John Hill 1 852 14.8

Notes: Details concerning ministerial office resources for the Hon. Jane Lomax-Smith are contained in the statements of the Portfolio of Education and Children’s Services.

8.4

SOUTH AUSTRALIA’S STRATEGIC PLAN TARGETS — SA HEALTH LEAD AGENCY

Preventative Health

T2.1 — Smoking:

Reduce the percentage of young cigarette smokers aged 15–29 by 10 percentage points to 17.9 per cent by 2014.

T2.2 — Healthy weight:

Increase the proportion of South Australians aged 18 and over with healthy weight by 10 percentage points, to reach 52 per cent by 2014.

Healthy Life Expectancy

T2.4 — Healthy South Australians:

Increase the healthy life expectancy of South Australians by five per cent for males and three per cent for females, to reach 72.5 years for males and 76.4 years for females by 2014.

T2.5 — Aboriginal healthy life expectancy:

Lower the morbidity and mortality rates of Aboriginal South Australians to below the 1999-2001 adjusted rate of Aboriginal years of life lost of 153.6 years per 1000 population.

T2.6 — Chronic diseases:

Increase by five percentage points, the proportion of people living with a chronic disease whose self-assessed health status is good or better, to reach 77.6 per cent by 2014.

Psychological Wellbeing

T2.7 — Psychological wellbeing:

Equal or lower than the Australian average (13 per cent in 2001) for psychological distress by 2014.

Early Childhood

T6.3 — Early childhood — birth weight:

Reduce the proportion of low birth weight babies, to lower than 6.5 per cent by 2014.

8.5

Diversity in the Public Sector (SA Health – Contributing Agency)

T6.24 — Aboriginal employees

Increase the participation of Aboriginal people in the South Australian public sector, spread across all classifications and agencies, to two per cent by 2010 and maintain or better those levels through to 2014.

Performance information:

South Australia’s Strategic Plan



2008-09 Target

2007-08 Actual

Smoking prevalence for 15-29 year olds (T2.1)(a)

22.0% 23.4% 22.7% 22.7%

Healthy weight (T2.2)(b) 48.0% 40.0% 47.0% 41.0%

Healthy adjusted life expectancy in years (T2.4)(c)

• male 71.4 70.5 71.2 70.3

• female 75.7 75.2 75.6 75.2

Aboriginal years of life lost in years (T2.5)(d) 133.8 136.8 139.9 138.2

Self assessed health status of people living with chronic disease (T2.6)(e)

75.8% 75.3% 75.1% 72.7%

Psychological distress (T2.7)(f) <13.0% <13.0% <13.0% 12.2%

Low birth weight (T6.3)(g) <6.5% <6.5% <6.5% 6.4%

Aboriginal employees (T6.24) — Health Portfolio(h)

1.3% 1.07% 1.6% 1.07%

Footnotes (a) Source: The Cancer Council South Australia. The 2007-08 Actual is based on a three year moving average from 2005 to 2007 and

the 2008-09 Estimated Result is a three year moving average from 2006 to 2008.

(b) Source: SA Health, South Australian Monitoring and Surveillance System. The 2007-08 Actual is based on the 2007 calendar year. The 2008-09 Estimated Result relates to the 2008 calendar year.

(c) Source: SA Health, South Australian Burden of Disease Study. The 2007-08 Actual is based on provisional 2005–07 data. The 2008-09 Estimated Result is based on 2006-08 projected data.

(d) Source: SA Health, South Australian Burden of Disease Study. The 2007-08 Actual is based on provisional 2004–06 data. Note that the revised target, T2.5, for 2009 has resulted from updated indigenous population figures from the 2006 Australian Bureau of Statistics Census resulting in changes to years life lost rates.

(e) Source: SA Health, South Australian Monitoring and Surveillance System. The 2007-08 Actual is based on 2008 data.

(f) Source: Australian Bureau of Statistics National Health Survey (ABS NHS) 2004-2005. The 2007-08 Actual is based on 2004-05 ABS NHS data.

(g) Source: SA Health, Pregnancy Outcomes Unit. The 2007-08 Actual is based on 2007 data.

(h) Source: SA Health Workforce Development Unit. The 2007-08 Actual is based on employee data as at June 2008 and the 2008-09 Target is based on employee data as at November 2008.

8.6

8.7

TABLE OF CONTENTS

AGENCY: HEALTH

Objective ......................................................................................................................................... 8.9





1. Policy, Clinical Services and Administration ................................................................ 8.15

2. Public Health.................................................................................................................. 8.21

3. Health Services .............................................................................................................. 8.24



Balance sheet......................................................................................................................... 8.39







8.8

PORTFOLIO: HEALTH

AGENCY: HEALTH

Objective

The Health Portfolio is responsible for leading and delivering a comprehensive and sustainable health system that aims to ensure healthier, longer and better lives for all South Australians by strengthening primary health care, enhancing hospital care, reforming mental health care and improving the health of Aboriginal people.



• Implement the ‘Better Oral Health in Residential Care’ project as part of the Australian Government nursing home dental plan

• Commence construction of the Health and Medical Research Institute

• Commence construction of 20 aged acute mental health beds and rehabilitation and allied health treatment facility at The Queen Elizabeth Hospital

• Continue the construction of the car park facility at Lyell McEwin Hospital

• Continue the master planning processes for The Queen Elizabeth Hospital (Stage 3) and the Lyell McEwin Hospital (Stage C)

• Commission two mobile breast screening units which will support and enhance screening access

• Commission the Elizabeth GP Plus Health Care Centre • Continue redevelopment and expansion of operating theatres

and the emergency and intensive care units at Flinders Medical Centre

• Initiate a pilot program of the National Early Intervention Pilot Program to address adolescent binge drinking

• Develop and implement nutritional standards and menu guidelines for public hospitals in South Australia

• Implement 38 new transition care program places • Work with the Commonwealth Government in achieving

Council of Australian Governments reform in emergency departments, sub-acute services, indigenous health services, health workforce development and activity based funding

• Develop an operational and strategic plan for elective surgery with the assistance of the surgical task force to improve timeliness of surgery

• Develop a ‘Common Ground’ framework with non-government organisations, to be operational in 2009-10

• Complete the 20-bed aged acute mental health unit at the Lyell McEwin Hospital

• Complete the construction of two intermediate care facilities at Glenside and Noarlunga

• Complete the development of the first 10 intermediate care beds in country SA

• The Health Care Act 2008 was proclaimed by His Excellency the Governor in Executive Council and came into force on 1 July 2008

• Implemented the Health Care Act 2008 to provide new governance arrangements for the South Australian public health system

• Established the Health Performance Council to provide independent advice to the Minister for Health

• Established health advisory councils to replace former boards in Country Health SA from 1 July 2008

• Completed negotiations for the new Health Care Agreement and National Partnership Agreements through the Council of Australian Governments

• Achieved Commonwealth elective surgery requirements • Implemented the Statewide Emergency Medical Retrieval

Service (MedSTAR) which became operational on 28 February 2009

• Established SA Pathology which became fully operational on 1 July 2008

• Implemented the cultural respect framework as an effective strategic planning tool for health regions

• Completed construction of the new research facility at The Queen Elizabeth Hospital

• Completed the Flinders Medical Centre new south wing accommodating new labour and delivery services and patient care wards

• Completed new coronary care unit at the Flinders Medical Centre

• Commenced redevelopment of Morier ward at Noarlunga Hospital

• Completed the consultation draft of the South Australian Alcohol Action Plan 2009–2012

• Commenced the design of the first two intermediate care facilities at Noarlunga and Glenside

• Opened the 30-bed adult acute unit at the Lyell McEwin Hospital and commenced the development of a 20-bed aged acute unit

• Issued new service standards and implemented new contracts with non-government organisations for the provision of psychosocial services to people with a mental illness

8.9


• Commence the development of supported accommodation on the Glenside site and in the outer metropolitan area

• Implement the new national reform package on organ donation for transplantation

• Implement the national hand hygiene initiative into all South Australian hospitals by 2010

• Commence construction of new ambulance stations in Port Adelaide, Prospect and Adelaide

• Introduce the Automatic Vehicle Location within SA Ambulance Service

• Expand the extended care paramedic model of service following the pilot in 2008-09

• Develop and implement strategies and plans to support workforce change

• Finalise the South Australian Public Health Bill to be introduced into Parliament

• Implement the new Mental Health Act 2009, subject to the approval of Parliament

• Implement a metropolitan wide system for making near real time information available to support improved patient flows through better capacity management

• Develop and finalise a quality and safety framework for mental health care in South Australia

• Implement new Council of Australian Governments reform to Commonwealth-state financial relationship arrangements and new reporting obligations

• Develop statewide service plans in relation to medical imaging, radiation oncology, acquired brain injury, veteran health services, primary prevention plan and the aboriginal health strategy

• Finalise the transfer of renal transplant services from The Queen Elizabeth Hospital to the Royal Adelaide Hospital

• Further expand the initiative in out of hospital sector including community based specialist teams for palliative care, rehabilitation and services for older people, expansion of non-government organisation delivery for a range of clinical support services and reorientation, and increased capacity in community health services

• Progress the procurement process for the new Royal Adelaide Hospital

• Establish six obesity prevention and lifestyle (OPAL) programs and plan an open tender process for the next four sites to commence in 2010-11

• Commence construction of the Children’s, Youth and Women’s Health Service Cancer Centre in early 2010

• Implement suicide prevention and risk management framework in Country Health SA

• Implement approved expansion of renal dialysis services to provide a strategic clinical coverage in Country Health SA and improve the patient journey

• Submit the South Australian Health and Medical Research Institute Bill to Parliament

• Completed the recruitment of the initial mental health nurse practitioners in the country

• Commenced the restructure of community mental health services

• Developed an operational plan for the third year of the four year Elective Surgery Strategy

• Established a surgical taskforce which will assist in planning and development of surgical services which will lead to providing policy and advice on elective surgery

• Provided additional anaesthetist and emergency department resources to assist with demand pressures

• Commenced implementation of the nursing and midwifery strategic plan; ‘Delivering the Future: Building a valued and sustainable nursing and midwifery workforce 2008-2011’

• Commenced implementation of the ‘Nursing and Midwifery Aboriginal Strategy 2008–2011’

• Public hospitals received their first mandatory food safety audit of their food safety program under the Food Act 2001

• Amendments to the Gene Technology Act 2001 passed by Parliament

• Implemented an extended care paramedic pilot project • Implemented the SA Ambulance Service Medical Priority

Dispatch System • Implemented SA Ambulance Service volunteer supported

crewing • Implemented a single paramedic response intervention in

SA Ambulance • Prepared the draft South Australian Public Health Bill for

extensive statewide public consultation • Finalised a new Mental Health Bill which was introduced into

Parliament • Completed the refurbishment of the fourth floor medical ward

and Newland ward at the Women’s and Children’s Hospital • Commenced family home visiting program to a number of

country sites • Commenced implementation of Country Health SA Aboriginal

health plan • Established a further nine multi purpose services with

137 flexible aged care places • Introduced 10 annual scholarships for Aboriginal students • Installed additional tele-psychiatry facilities in Riverland, and

Port Lincoln to improve access to clinical services via distance consultation

8.10



2009-10Budget


2008-09 Budget

2007-08 Actual

Program $000 $000 $000 $000 1. Policy, Clinical Services and

Administration............................................ 179 902 232 956 191 572 190 822

2. Public Health .............................................. 20 299 21 093 13 732 20 362 3. Health Services........................................... 2 879 249 1 982 417 1 779 741 1 749 835

Total 3 079 450 2 236 466 1 985 045 1 961 019 Notes: The 2009-10 Budget reflects the change in management of funding received from the Commonwealth Government. A significant proportion of this funding is now received by the Department of Treasury and Finance and provided to SA Health as appropriation. This change reflects an increase in the net cost of services for all programs in the 2009-10 Budget.

8.11


2009-10Budget


2008-09 Budget

2007-08 Actual

Investments $000 $000 $000 $000

New works

Current site of the Royal Adelaide Hospital — Sustainment............................. 4 946 — — — Flinders Centre for Innovation in Cancer ... 14 500 — — — Hammill House — Upgrade....................... 1 640 460 — — Hospital and Health Workforce Reform — Emergency Department ............ 3 225 180 — — Port Pirie GP Plus Redevelopment ............. 360 — — — SA Ambulance Service — Service Delivery Enhancement ............................... 1 075 — — — SA Health and Medical Research Institute....................................................... 30 000 — — —

Total new works 60 153 3 133 — —

New works carried forward

Berri Hospital Redevelopment ................... 5 700 300 1 000 — Ceduna Health Service Redevelopment ..... 15 557 1 013 2 650 10 Community Mental Health Centres ............ 3 320 350 1 720 — Elizabeth GP Plus Health Care Centre ....... 7 950 50 — — Information and Communication Technology Projects ................................... 8 316 9 062 12 085 — Marion GP Plus Health Care Centre........... 26 500 500 20 000 — Whyalla Hospital Redevelopment .............. 7 000 100 7 500 — Women’s and Children’s Hospital — Children’s Cancer Centre ........................... 9 942 600 807 —

Total new works carried forward 84 285 11 975 45 762 10

Works in progress

Adelaide Aboriginal Step Down Service.... — 934 — 2 723 Ambulance Stations — Career Staffed....... 400 1 333 1 070 584 Ambulance Stations — Country Volunteer Staffed ....................................... 579 2 288 2 379 2 125 Ambulance Stations — New and Upgraded .................................................... 3 000 2 274 3 883 2 366 BreastScreen SA — Replacement of Country Mobile Units................................. 2 101 490 2 591 — Clinical Nursing and Midwifery Information System .................................... 7 994 8 361 8 361 663 continued

8.12

2009-10Budget


2008-09 Budget

2007-08 Actual

Investments $000 $000 $000 $000

Country Intermediate Care Facilities.......... 900 300 300 — Current site of the Royal Adelaide Hospital — ward upgrade and increased capacity ...................................................... 9 946 5 000 7 210 34 Elective Surgery Infrastructure................... 4 407 2 493 — — Encounter Centre Purchase......................... — 1 550 — — Flinders Medical Centre MRI & CT Scanner Building ........................................ — 1 400 550 — Flinders Medical Centre Redevelopment 31 000 44 000 62 000 27 472 Glenside Campus Redevelopment.............. 17 393 7 130 10 330 1 402 Hot Water Replacement — Country Hospitals..................................................... — 493 — 1 007 Improving Care for Older Patients in Public Hospitals.......................................... 4 969 5 872 5 570 4 621 Information and Communication Technology — new and enhanced information systems ...................................

890 6 970 — —

Lyell McEwin Hospital Linear Accelerator Building .................................. — 643 — 3 005

Lyell McEwin Hospital Redevelopment Stage B ....................................................... 1 500 14 742 15 609 18 163 Lyell McEwin Hospital Redevelopment Stage C ....................................................... 32 485 5 000 16 150 1 025 Mental Health Community Rehabilitation Facilities.............................. — 107 — 5 349 Metropolitan Intermediate Care Facilities ..................................................... 9 645 2 354 6 800 1 Naracoorte Health Service.......................... — 708 — 832 Noarlunga Hospital Mental Health Unit ..... 2 122 1 500 3 000 22 Port Augusta Renal Dialysis....................... — 1 340 1 016 126 Replacement of Linear Accelerators .......... — 3 242 3 242 — Supported Accommodation — Outer Metropolitan ............................................... — 600 3 864 — The new Royal Adelaide Hospital ............. 9 717 1 503 14 286 390 The Queen Elizabeth Hospital Redevelopment Stage 2 .............................. 20 000 16 000 18 210 13 843 Other........................................................... 268 2 363 5 390 1 140


Annual programs

Ambulance Vehicle Replacement............... 6 665 6 628 6 628 6 592 Bio-Medical Equipment ............................. 17 745 16 720 17 043 14 446 Compliance Program.................................. 3 143 3 021 3 066 3 077 Health and Medical Research Fund(b)......... — 750 750 645 Information and Communication Technology Minor Projects ........................ — 890 890 4 172 Information Technology Projects — SA Ambulance Service............................... — 410 314 189 continued

8.13

2009-10Budget


2008-09 Budget

2007-08 Actual

Investments $000 $000 $000 $000 Medical Equipment Replacement —SA Ambulance Service............................... 2 837 2 768 2 768 1 780 Minor Works .............................................. 12 713 13 266 12 933 15 936 Plant and Equipment — SA Ambulance Service........................................................ 1 258 1 268 1 233 447 Purchases from Special Purpose Funds ...... 15 999 20 521 7 606 20 190


Total investing payments(a) 359 707 219 847 290 804 154 377

(a) The total investing payments in this table does not equal the investing payments line in the financial statements as it includes payments for ICT projects held in the Department of Treasury and Finance contingencies.

(b) Health and Medical Research Fund reflects the transfer of this investing program to the South Australian Health and Medical Research Institute, once established.

8.14

AGENCY: HEALTH

Program information

Program 1: Policy, Clinical Services and Administration

Description/Objective: This program is responsible for health policy and promotion, clinical services and administration associated with the provision of health services across country and metropolitan South Australia.


Program 1: Policy, Clinical Services and Administration

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000


Total expenses 222 314 249 745 205 880 208 158

Income Sale of goods and services................................ 3 034 5 384 2 572 9 234 Fees, fines and penalties ................................... 3 3 — 3 Commonwealth revenue ................................... 120 4 394 2 469 5 150 Other................................................................. 39 255 7 008 9 267 2 949

Total income 42 412 16 789 14 308 17 336


8.15


Sub-program: 1.1 Clinical Coordination Clinical Coordination is responsible for medical, nursing, midwifery and allied health professional policy advice, workforce planning and recruitment; the development, management and promotion of the statewide strategic Patient Safety Framework; the provision and management of grants for the delivery of blood and blood products for South Australia; and emergency management.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Expenditure $40 233 000 $36 039 000 $39 661 000 $32 418 000

Revenue $650 000 $1 923 000 $926 000 $2 599 000


Reason for variance The variation between the 2007-08 Actual and 2008-09 Budget mainly relates to a once-off revenue adjustment in 2007-08 from the National Blood Authority relating to the acquittal of 2006-07 funding ($0.9 million) and deferred expenditure from 2006-07 and 2007-08 to 2008-09 for Safety and Quality programs ($2.6 million). In the 2008-09 Budget additional funding was allocated to the Blood, Organ and Tissue Unit ($2.7 million) associated with a number of factors including the increase in costs associated with the introduction of 100 per cent leucodepletion of red cells, and 100 per cent pre-release bacterial testing of platelets by the Australian Red Cross Blood Service. The 2008-09 Budget allocation also includes funding to be allocated to health regions for recruitment and retention of nurses and midwives during 2008-09 ($1.7 million).

The variation between the 2008-09 Budget and 2008-09 Estimated Result relates primarily to expenditure authority transferred to health regions and SA Ambulance Service (Program 3 Health Services) for a range of programs including TeamSTEPPS, bringing nurses back into the workforce projects, blood safe projects and other safety and quality projects ($3.7 million).

The variation between the 2008-09 Estimated Result and 2009-10 Budget relates primarily to the expenditure to be allocated for nursing and midwifery programs ($1.7 million) and safety and quality initiatives ($2.2 million) and the completion of Commonwealth funded programs ($1.1 million) during 2008-09.

Performance Commentary For blood supply related new initiatives and programs:

• The 2008-09 Estimated Result for red blood cell packs issued in South Australia represents a 7.6 per cent growth against the original supply plan set in early 2008;

• Demand for intravenous immunoglobulin (IVIg) has continued to rise strongly in 2008-09 and this growth is expected to continue into 2009-10. National demand for IVIg has been rising by approximately 13 per cent a year for the past three years, while South Australia’s demand has been variable. Recent increases have been observed following adoption of the National Criteria for the Clinical Use of IVIg; and

• South Australia has now fully implemented leucodepletion (removal of white cells) of all blood and blood products. Reporting of this target has ceased.



2008-09 Target

2007-08 Actual

No. of intern placements(a) 245 233(b) 205 227

Blood supply

• No. of red blood cell packs issued to SA 74 200(c) 73 750(d) 68 550(c) 67 526

• Grams of Intravenous Immunoglobulin issued

170 496(c) 155 000(d) 137 129(c) 127 011

Footnotes (a) Intern placements occur over a calendar year — the data therefore relates to the calendar years 2008, 2009 and 2010.

(b) The 2008-09 Estimated Result continues to reflect the success of initiatives that were introduced in 2006 to improve the attractiveness of South Australian internships.

(c) Blood targets are based on national supply plans submitted to Health Ministers in March–April of each year for the following financial year.

(d) The 2008-09 Estimated Result is based on the mid-year budget review conducted in February 2009.

8.16

Sub-program: 1.2 Policy and Intergovernment Relations

Policy and Intergovernment Relations is responsible for the provision of effective health intelligence, intergovernment relations, policy and strategic planning for the health system.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Expenditure $32 531 000 $30 447 000 $25 327 000 $27 229 000

Revenue $941 000 $2 987 000 $3 569 000 $7 523 000


Reason for variance The variation between the 2007-08 Actual and 2008-09 Budget primarily relates to revenue received in 2007-08 for the Health and Medical Research Fund and Commonwealth funding for the HealthConnect SA initiative ($2.5 million). In addition, the 2007-08 Actual includes expenditure for the completion of the HealthConnect SA Broadband Package ($0.6 million) and once-off revenue for the health surveys conducted by the population research and outcomes unit ($1.1 million).

The variation between the 2008-09 Budget and 2008-09 Estimated Result relates mainly to the transfer of funding in 2008-09 from Program 3 Health Service to create the Mental Health Policy Unit ($1.9 million), deferred expenditure of Commonwealth funding for the HealthConnect SA program from 2007-08 into 2008-09 ($0.7 million) and additional funding associated with the new Salaried Medical Officers Enterprise Agreement 2008 ($0.3 million).

The variation between the 2008-09 Estimated Result and 2009-10 Budget relates mainly to the transfer in 2009-10 of the Heath and Medical Research Fund from the responsibility of SA Health to the South Australian Health and Medical Research Institute ($3.2 million), once it is established. The 2008-09 Estimated Result includes Commonwealth revenue for the HealthConnect SA initiative which ceased in 2008-09 ($1 million) and once-off revenue received in 2008-09 for various programs ($0.6 million).

Performance Commentary During 2008-09, the Policy and Intergovernment Relations Division: • completed negotiations for the new Health Care Agreement and National Partnership Agreements through the Council of Australian

Governments (COAG); • updated the SA Health Strategic Plan 2008–2010; • completed the Secure Electronic Messaging Program, delivering a total of 1320 secure messaging software packages to general

practitioners, specialists and allied health providers in South Australia and the Secure Broadband Grant project, which has delivered secure broadband to 1119 private health care providers;

• completed the General Practitioners SA Health Provider Registry contract to include allied health providers; • led the development of the South Australia Northern Territory Data Linkage Consortium as a joint venture collaboration of

South Australian Government agencies, Northern Territory Government, South Australian universities and the Cancer Council South Australia;

• released South Australia: Our Health and Health Services; • completed the statewide patient satisfaction survey for inpatient (overnight) hospital presentations; and • established new central data collections for community mental health and drug and alcohol services, based on the out of hospital

services minimum data set. In 2009-10, the Policy and Intergovernment Relations Division aims to: • update the SA Health Strategic Plan 2009–2011; • introduce into Parliament the Heath Practitioner National Law Bill with related South Australian transitional requirements to create a

national registration and accreditation scheme for registered health practitioners; • facilitate statewide consultations on the proposed national men’s and women’s health policies; • implement the review of research ethics processes in the South Australian public health sector findings; • coordinate the supply of South Australian data required for the new Health Care Agreement and various National Partnerships; • establish a central data collection for child and family services; • add large country hospitals to SA Health’s central Emergency Department data collection; • finalise a statewide mental health and wellbeing policy; • develop and finalise a suicide prevention strategy for South Australia; and • develop approved implementation plans as required under the National Partnership Agreements agreed through COAG.

8.17

Sub-program: 1.3 Statewide Services Strategy

Statewide services strategy is responsible for the overall design of health service strategies, health promotion and plans in accordance with the Government health reform agenda and the SA Health strategic plan.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Expenditure $15 297 000 $21 067 000 $19 972 000 $11 183 000

Revenue $243 000 $530 000 $530 000 $713 000


Reason for variance The variation between the 2007-08 Actual and 2008-09 Budget mainly relates to deferred expenditure from 2007-08 to 2008-09 for health reform ($3 million) and Australian Better Health initiative ($2.7 million). In addition, there was under expenditure in 2007-08 relating to delays in implementing programs with regions ($2.4 million). Funding in 2008-09 included the health call centre ($1 million).

The variation between the 2008-09 Budget and 2008-09 Estimated Result primarily relates to the transfer of funding for out of hospital services ($4.7 million) and the Do it for Life program ($2.8 million) from program 3 Health Services and deferred expenditure from 2007-08 into 2008-09 for the Australian Better Health initiative ($1.9 million). The additional funding received during 2008-09 is offset by the transfer to health regions for programs including out of hospital services and the Australian Better Health initiative in 2008-09 ($8.1 million).

The variation between the 2009-10 Budget and 2008-09 Estimated Result mainly relates to once-off expenditure in the 2008-09 Estimated Result ($7.2 million) including the final year funding in 2008-09 and deferred expenditure from 2007-08 to 2008-09 for Australian Better Health initiatives and once-off out of hospital programs and the Do it for Life program offset by the transfer of $1.5 million to sub-program 1.5 Corporate Services for workforce innovation and clinical leadership programs.

Performance Commentary In 2009-10 the Statewide Services Division will:

• embed the endorsed model of care within all service and facility planning by developing direct access pathways and developing acute medical and surgical assessment units;

• establish three new clinical networks for palliative care, older people and stroke; • implement endorsed statewide plans for older people, stroke services, cardiology, renal, rehabilitation, orthopaedic, maternal and

neonatal; • further expand out of hospitals services and integration with statewide plans; • commence implementation of the primary prevention (health promotion) plan; and • support six obesity prevention and lifestyle (OPAL) sites to support healthy communities in South Australia.



2008-09 Target

2007-08 Actual

No. of health campaigns conducted 5 5 5 3

No. of health promotion seminars/education programs conducted(a)

50 47 65 33

No. of health promotion initiatives funded, implemented and evaluated

80 81 70 82

Footnotes (a) The 2008-09 Estimated Result and 2009-10 Target reflects the reallocation of funding from the acute hospital sector towards out of

hospital services.

8.18

Sub-program: 1.4 Aboriginal Health Policy and Program Planning

Aboriginal health policy and program planning is responsible for policy advice and capacity building for the portfolio and relevant Ministers on Aboriginal health related matters.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Expenditure $3 100 000 $3 000 000 $3 001 000 $2 709 000

Revenue $370 000 $347 000 $347 000 $585 000


Reason for variance The variation between the 2007-08 Actual and 2008-09 Budget primarily relates to staff vacancies in 2007-08 due to the complexities of recruitment and retention of staff.

Performance Commentary In 2008-09 the Aboriginal Health division increased its focus on implementing the community development initiative for engaging Aboriginal communities located in areas without a dedicated Aboriginal Community Health Service. The Aboriginal workforce initiatives were expanded to include a pre-employment initiative for engaging young Aboriginal people to undertake work experience in a health related organisation.



2008-09 Target

2007-08 Actual

No. of Aboriginal Service Initiatives implemented(a)

22 20 20 19

% of achievement against the policy and program performance indicators identified in the Aboriginal Health Strategic Plan

85% 85% 85% 85%

% of achievement of the outcomes in the Aboriginal Health Strategic Plan within agreed timeframes

85% 85% 85% 85%

Footnotes (a) The community development initiative was implemented in 2008-09. The 2009-10 Target reflects the inclusion of a whole of

government approach to the social determinants of health and an Aboriginal male health strategy.

8.19

Sub-program: 1.5 Corporate Services

Corporate services supports activities delivered across the portfolio that do not relate directly to the provision of services to the public.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Expenditure $131 153 000 $159 192 000 $117 919 000 $134 619 000

Revenue $40 208 000 $11 002 000 $8 936 000 $5 916 000


Reason for variance The variation between the 2007-08 Actual and 2008-09 Budget primarily relates to once-off expenditure in 2007-08 for the centralisation of information and communication technology (ICT) functions ($14.7 million).

The variation between the 2008-09 Budget and 2008-09 Estimated Result primarily relates to the change in accounting treatment for the Private Public Partnership (PPP) for the new Royal Adelaide Hospital ($12.2 million), which was previously reflected as capital expenditure and now is included as operating expenditure, adjustments for the transfer of the South Australian Distribution Centre to SA Health ($4.1 million), a once-off increase in insurance provisions to reflect an actuarial adjustment ($13.6 million) and adjustments to the department’s ICT functions ($9 million).

The variation between the 2008-09 Estimated Result and 2009-10 Budget mostly relates to the change in accounting treatment for the PPP for the new Royal Adelaide Hospital, which was previously reflected as capital expenditure and now is included as operating expenditure, once-off adjustments in 2008-09 for the transfer of the South Australian Distribution Centre to SA Health, increases in insurance provisions to reflect an actuarial adjustment and the transfer of funding from sub-program 1.5 Corporate Services for workforce innovation and clinical leadership programs. In addition, the 2008-09 Estimated Result includes a part year reduction for the transfer of functions to Shared Services SA. The 2009-10 Budget includes additional revenue associated with the South Australian Health and Medical Research Institute.

Performance Commentary

The activities provided by this sub-program includes:

• policy development and financial advice on behalf of the Ministers; • coordination of SA Health major infrastructure projects; • business services such as financial services, information management services, workforce management, strategic procurement and

insurance; and • information and communication technology infrastructure maintenance and development.

8.20

AGENCY: HEALTH

Program information

Program 2: Public Health

Description/Objective: Public Health is responsible for the development and delivery of policy and programs in relation to health protection and illness prevention, as well as the provision of high level clinical advice to enhance departmental decision making.


Program 2: Public Health 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 11 437 11 520 9 619 9 842 Supplies and services........................................ 24 694 39 390 21 047 39 268 Grants and subsidies ......................................... 5 964 5 855 5 613 7 273 Depreciation and amortisation .......................... 3 18 — 23 Other................................................................. — 1 — 11

Total expenses 42 098 56 784 36 279 56 417

Income Sale of goods and services................................ — — — 477 Fees, fines and penalties ................................... 994 969 91 967 Commonwealth revenue ................................... 20 542 34 064 21 122 34 208 Other................................................................. 263 658 1 334 403

Total income 21 799 35 691 22 547 36 055


8.21


Program: 2 Public Health

2009-10 Budget


2008-09 Budget

2007-08 Actual

Expenditure $42 098 000 $56 784 000 $36 279 000 $56 417 000

Revenue $21 799 000 $35 691 000 $22 547 000 $36 055 000


Reason for variance The variation between the 2007-08 Actual and 2008-09 Budget mainly relates to the reduction in Commonwealth Human Papilomavirus (HPV) vaccine revenue due to the wind down of immunisation programs in 2008-09 ($12.1 million) and deferred expenditure from 2007-08 into 2008-09 due to delays in the delivery of vaccines ($5.1 million).

The variation between the 2008-09 Budget and 2008-09 Estimated Result primarily relates to additional revenue from the Commonwealth Australian Immunisation Agreement for the Pneumococcal Universal Childhood vaccine, revisions to population estimates for 2007-08 and 2008-09 ($8.7 million) and once-off essential vaccine funding for the HPV ($3.8 million) and Infanrix Hexa ($0.4 million). In addition, in 2008-09 $6.3 million was deferred from 2007-08 into 2008-09 for the delivery of vaccines ($5.1 million) and the Public Health Outcomes Funding Agreement (PHOFA) ($1.1 million).

The variation between 2008-09 Estimated Result and 2009-10 Budget mostly relates to the reduction in revenue from the Commonwealth Australian Immunisation Agreement for the Pneumococcal Universal Childhood vaccine, revisions to population estimates for 2007-08 and 2008-09 ($2.1 million), once-off essential vaccine funding in 2008-09 for the HPV ($3.8 million) and Infanrix Hexa ($0.4 million). In addition, the 2008-09 Estimated Result includes deferred expenditure from 2007-08 for the delivery of vaccines ($5.1 million) and for PHOFA ($1.1 million).



2008-09 Target

2007-08 Actual

Disease Prevention and Management

No. of vaccines dispensed 820 000(b) 840 000 850 000 860 942(a)

No. of providers participating in the Australian Childhood Immunisation register

1 720 1 720(c) 1 700 1 700

% of children fully immunised at age 12 months

95% 93% 95% 91%

% of children fully immunised at age two years

95% 94% 95% 93%

No. of women screened for cervical cancer(d) 157 477(d) 154 661(e) 162 000 157 477

% of women screened for cervical cancer in target population (aged 20–69 years) every 24 months

64%(d) 63%(e) 66% 64%

Environmental Health Management

No. of licenses issued for poisons 1 348 1 348 1 320 1 446

Proportion of licenses issued for poisons subject to review, inspection and/or investigation to establish compliance

5% 5% 5% 5%

No. of licences issued for pest controllers 1 714 1 714 1 670 1 691

Proportion of licenses issued for pest controllers subject to review, inspection and/or investigation to establish compliance

8% 8% 8% 5%

Proportion of pest control license exemptions reviewed

100% 100% 100% 100%

No. of food samples analysed 600 600 600 1 166(f)

No. of food inspections conducted in areas not covered by local governments(g)

200 180 210 176

continued

8.22

Program: 2 Public Health continued



2008-09 Target

2007-08 Actual

No. of expiation notices served under Tobacco Products Regulation Act 1997(h)

35 35 40 41

No. of premises inspected for compliance with the Tobacco Products Regulation Act 1997

930 930 900 919

% compliance with legislative standards for tobacco: metropolitan(h)

90% 90% 90% 92%

% compliance with legislative standards for tobacco: country(h)

90% 90% 90% 90%

No. of wastewater system approvals under the Public and Environmental Health Act 1987

200 200 120 200

No. of water quality Type 1 incidents(i) 110 110 95 82

% of initial health risk assessments finalised within two months of receipt of soil contamination data from the EPA

95% 95% 95% 90%

Footnotes (a) The actual increase in the number of vaccines distributed in 2007-08 is due to the uptake of the Human Papillomavirus (HPV)

vaccine by a larger than expected proportion of the eligible cohort.

(b) The anticipated decrease in the number of vaccines to be distributed in 2009-10 is due to the National Human Papillomavirus (HPV) catch-up program ending 30 June 2009. The HPV vaccine will continue to be offered until 31 December 2009 only to eligible females who have commenced the HPV vaccination course prior to 30 June 2009. From 2010 the HPV vaccine will only be offered to 13 year old females in Year 8 through the coordinated South Australian school based immunisation program.

(c) The successful expansion of immunisation services in the public sector (including local government and community immunisation providers) is reflected as a slight increase in the number of providers submitting data to the Australian childhood immunisation register.

(d) The 2009-10 Target (61 per cent is above the national average) is reflective of the current number of women screened and is consistent with those screened in 2006-07 and 2007-08.

(e) The lower Estimated Result for 2008-09 can be attributed to women changing their screening patterns and the timeliness of internal reporting.

(f) The increase in food samples analysed in 2007-08 is due to the number of surveys undertaken involving large numbers of food samples.

(g) The 2007-08 Actual inspection numbers and 2008-09 Estimated Result temporarily reduced during the introduction of food auditing of premises serving vulnerable populations. The 2009-10 Target reflects the return to regular levels of food inspections.

(h) Review of the controlled purchase operations program (CPO) in April 2008 identified a policy issue that requires resolving through the development of legislation. CPO program has been suspended while this process is undertaken. The expiation notice numbers and operations may reduce as a consequence.

(i) 110 Type 1 incidents are anticipated for 2008-09. The increase in the 2008-09 Estimated Result compared to the 2008-09 Target has been influenced by drought and increased monitoring.

8.23

AGENCY: HEALTH

Program information

Program 3: Health Services

Description/Objective: Health Services is responsible for hospital based tertiary care and other acute services as well as rehabilitation, mental health and other community health services within the metropolitan and country areas, the provision of grants to non-government organisations for the provision of health services, and Aboriginal controlled primary health services provided to Aboriginal communities in Ceduna, Port Augusta and surrounding areas.


Program 3: Health Services 2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 2 437 552 2 406 467 2 177 103 2 137 188 Supplies and services........................................ 1 005 039 963 504 946 343 957 077 Grants and subsidies ......................................... 150 450 91 442 105 057 83 196 Depreciation and amortisation .......................... 112 300 105 422 105 794 103 339 Other................................................................. 66 217 75 567 57 379 63 676

Total expenses 3 771 558 3 642 402 3 391 676 3 344 476

Income Sale of goods and services................................ 423 870 395 557 390 030 359 160 Fees, fines and penalties ................................... 340 327 1 270 128 Commonwealth revenue ................................... 218 102 1 045 600 1 027 518 1 045 799 Other................................................................. 249 997 218 501 193 117 189 554

Total income 892 309 1 659 985 1 611 935 1 594 641

Net cost of providing services 2 879 249 1 982 417 1 779 741 1 749 835

Notes: The 2009-10 Budget reflects the change in management of funding received from the Commonwealth Government. This funding, including the new Commonwealth Health Care Agreement, is now received by the Department of Treasury and Finance and provided to SA Health as appropriation. This change is reflected as an increase in the net cost of services for all programs in the 2009-10 Budget.

8.24


Sub-program: 3.1 Central Northern Adelaide Health Service

The Central Northern Adelaide Health Service provides hospital based tertiary care including medical, surgical and other acute services, rehabilitation, mental health, dental, breast screening and other community health services within the central northern Adelaide metropolitan area. Central Northern Adelaide Health Services also provides diagnostic pathology services to hospitals and community services throughout South Australia.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Expenditure $1 743 008 000 $1 687 457 000 $1 567 674 000 $1 568 519 000

Revenue $369 090 000 $747 941 000 $737 172 000 $711 372 000

Net cost of sub-program $1 373 918 000 $939 516 000 $830 502 000 $857 147 000

Reason for variance The variation between the 2007-08 Actual and 2008-09 Budget is mainly attributable to annual indexation including approved enterprise agreements, growth in funding received in 2008-09 to meet continued demands on hospital services, additional non-wage costs, and the revaluation of land relating to the Glenside redevelopment, offset by the growth in savings initiatives. The 2007-08 Actual includes the adjustment to employee provisions and the impact of backpay surrounding the outcome of the Salaried Medical Officers Enterprise Agreement.

The increase between the 2008-09 Budget and 2008-09 Estimated Result is mainly due the enterprise agreement supplementation and increases in Commonwealth and other revenue sources, offset partly by savings initiatives. In addition, the 2009-10 Budget, has provided additional funding for 2008-09 and across the forward estimates to meet increased service demands in metropolitan and country public hospitals. The 2008-09 Estimated Result also includes an increase in employee entitlement provisions.

The increase between the 2008-09 Estimated Result and 2009-10 Budget is primarily related to annual indexation including enterprise agreements and continued increased demands on hospitals. The 2009-10 Budget also incorporates additional funding for the National Partnership agreement on Hospital and Health Workforce Reform and Commonwealth Dental Health Program. These are offset in part by increased savings initiatives. The significant reduction in revenue in the 2009-10 Budget reflects the change in management of funding received from the Commonwealth. This funding is now received by the Department of Treasury and Finance and provided to SA Health as appropriation. This change is reflected as an increase in the net cost of services for all programs in the 2009-10 Budget.

Performance Commentary At the time of preparing the 2009-10 Health Portfolio Statement, the Performance Agreement with the Regional Chief Executive Officer has not been completed which may result in a change in funding arrangements and activity targets.

The performance indicators published in the 2009-10 Portfolio Statements for out of hospital services reflect only a portion of the programs currently undertaken within SA Health. In addition to the reported hospital avoidance and hospital supported discharge care packages, additional programs are funded from out of hospital services funding including the creation of lifestyle advisors, chronic disease packages and health promotion programs. A review of out of hospital services performance indicators has been undertaken during 2008-09. From 1 July 2009 SA Health will capture out of hospital services data through the utilisation of improved information collection processes to be incorporated into the out of hospital minimum data set and allow the further development of performance indicators for the 2010-11 Portfolio Statements.



2008-09 Target

2007-08 Actual

In Hospital Services

Resource weighted hospital outputs(a) 222 673(b) 223 553 218 246 218 654

% of elective surgery patients treated within accepted timeframes:

• urgent (30 days) 100% 79% 100% 78%

• semi-urgent (90 days) 85% 82% 85% 74%

• non-urgent (1 year) 95% 89% 95% 89%

continued

8.25

Sub-program: 3.1 Central Northern Adelaide Health Service continued



2008-09 Target

2007-08 Actual

No of elective surgery procedures(c) 22 550 22 754 22 260 22 265

Patients overdue for their elective surgery procedures as at 30 June(d)

50 100 73 502

% of patients attending emergency departments who were treated within accepted timeframes:

• resuscitation (immediately) 100% 100% 100% 100%

• emergency (10 minutes) 80% 75% 80% 72%

• urgent (30 minutes) 75% 54% 75% 48%

• semi-urgent (60 minutes) 70% 55% 70% 49%

• non-urgent (120 minutes) 70% 75% 70% 72%

No of emergency department presentations by their urgency category:

• resuscitation (immediately) 3 400 3 099 3 400 3 195

• emergency (10 minutes) 27 100 27 087 27 100 25 724

• urgent (30 minutes) 70 500 68 508 70 500 68 199

• semi-urgent (60 minutes) 74 800 70 558 74 800 74 563

• non-urgent (120 minutes) 8 100 14 326 8 100 14 046

Day of surgery admission rate:(e)

• Royal Adelaide Hospital 80% 78% 80% 72%

• The Queen Elizabeth Hospital 90% 88% 90% 79%

• Lyell McEwin Hospital 98% 98% 98% 98%

• Modbury Hospital 93% 91% 90% 93%

Patient satisfaction level(f) 90% 84% 90% 84%

% of patients charged for admission(g) 10.4% 7.5% 10.4% 8%

Relative stay index:(h)

• Royal Adelaide Hospital 1.00 0.95 1.00 0.97

• The Queen Elizabeth Hospital 1.00 1.00 1.00 1.02

• Lyell McEwin Hospital 0.99 0.99 0.95 0.98

• Modbury Hospital 0.91 0.91 0.94 0.92

Out of Hospital Services

Potentially preventable admission rate(i) 2 868 2 918 2 586 2 904

Rate of hospital admissions of older people as a result of a fall in the community(j)

50 60 50 57

No. of hospital avoidance packages(k) 17 300 17 265 11 653 12 611

BreastScreen SA

Total no. of women screened for breast cancer

75 220 74 026(l) 71 400 71 048

Breast screening participation rate for women aged 50 to 69 years of age (every 24 months)(m)

56% 55% 59% 57%

continued

8.26




2008-09 Target

2007-08 Actual

SA Dental Service

Total hours of service:

• school dental 85 000 85 000(n) 88 000 85 018

• adult dental 104 000 105 500 110 000 106 955

Average Adult Waiting Time (months):

• restorative 16 18 16 19

• denture 33 33 37 39

• specialist 28 26 37 35

Primary Health Care Services

No. of hours of service 110 000 105 000 117 000 110 052

% of clients who are Aboriginal and/or Torres Strait Islander clients(o)

5% 5% 4.1% 2.9%

SA Pathology

No. of diagnostic tests provided by SA Pathology(p)

4 902 000 4 902 000 4 600 000 4 662 673

Footnotes (a) This indicator combines public hospital admitted patients, including intensive care unit, emergency department and outpatient

service data into a single output measure known as an ‘equisep equivalent’. This is achieved through the weighting of the various services according to their estimated relative resource use in 2008-09. This indicator does not include previously reported data on rehabilitation bed days, nursing home type occupied bed days or outreach services provided by Central Northern Adelaide Health Service.

(b) The reduced resource weighted hospital outputs target in 2009-10 of 880 equisep equivalents is due to the continued expansion of out of hospital programs. The 2009-10 Target also reflects a reduction in Commonwealth funding for additional elective surgery procedures provided in 2008-09. These reductions are offset by growth in equisep equivalents of 3770 for 2009-10.

(c) The reduced target for the number of elective surgery procedures to be undertaken in 2009-10 reflects the completion of once-off Commonwealth funding provided in 2008-09 to reduce waiting lists in a South Australian public hospital. The Department of Health is currently negotiating with the Commonwealth for the allocation for elective surgery strategy stage 3. It is expected that additional funding under Stage 3 will allow for more elective surgery to be performed therefore resulting in an increase in the 2009-10 Target.

(d) Commonwealth funding for elective surgery has been provided to reduce the number of people waiting longer than clinically recommended for elective surgery by the end of the 2009 calendar year.

(e) This indicator measures the percentage of elective overnight stay patients who had surgery on the day of their admission to hospital. Higher day of surgery rates are associated with improved patient access and outcomes (eg lower infection rates).

(f) Source: 2007 Overnight Patient Evaluation of Health Services Survey. The average satisfaction score is taken from a telephone survey of a sample of patients who received at least one night of care in a public hospital during 2007. The overnight survey is conducted biannually. An average satisfaction score of 90 per cent and above reflects a high level of satisfaction and is considered to be the benchmark for performance.

(g) This indicator measures the percentage of total admissions to public hospitals where patients elect to use their private health insurance or pay their own costs. The indicator excludes compensable and Department of Veterans’ Affairs eligible patient admissions.

(h) This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all acute hospitals in Australia. The bed days are standardised for case mix and adjusted for age. A relative stay index (RSI) greater than one indicates that actual bed days are higher than expected and an RSI of less than one indicates that actual bed days are lower than expected.

(i) This indicator measures the rate of admission to public and private hospitals per 100 000 population for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (eg influenza), potentially preventable acute (eg kidney infection) and potentially preventable chronic conditions (eg asthma).

(j) This indicator measures the number of people aged 75 years and over and Aboriginal and/or Torres Strait Islander people aged 55 years and over who were admitted to hospital as a result of a fall in the community per 1000 estimated population.

(k) This indicator measures the number of hospital avoidance and hospital supported discharge care packages provided to clients in their place of residence enabling them to avoid an admission to hospital or facilitate early discharge from hospital.

continued

8.27


Footnotes (l) This indicator measures the total number of mammograms performed within the financial year. The estimated growth in 2008-09 is

due to increased radiographer staffing numbers, additional screenings at the Marion BreastScreen SA clinic and the trial appointment of a radiographer assistant.

(m) The participation rate is based on the actual number of women screened aged 50 to 69 as a percentage of the Australian Bureau of Statistics estimated resident population of women aged 50 to 69. The aim under the National Accreditation Standards (2004) is that at least 70 per cent of women aged 50 to 69 years are screened over a 24 month period.

(n) The 2008-09 Target was based on the expected full-time equivalent (FTE) staffing level for dental therapists. However, these FTEs have been lower than planned and this will result in less school dental hours of service in 2008-09. The 2009-10 Target is based on maintaining the current 2008-09 levels of dental therapist FTEs.

(o) This is an access indicator that measures the percentage of clients who are identified as Aboriginal and/or Torres Strait Islander, receiving selected primary health care services. The selected services include: ambulatory and primary health care services, central northern mental health service, BreastScreen SA and SA Dental Service.

(p) A single statewide pathology service was implemented in July 2008. For the 2009-10 Portfolio Statements, this indicator only reflects the number of diagnostic test provided by SA Pathology excluding actual workload for Flinders Medical Centre and Women’s and Children’s Hospital sites.

Sub-program: 3.2 Southern Adelaide Health Service

The Southern Adelaide Health Service provides hospital based tertiary care including medical, surgical and other acute services, rehabilitation, mental and palliative health, and other community health services to veterans and persons living within the southern metropolitan area.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Expenditure $766 051 000 $737 094 000 $668 212 000 $665 600 000

Revenue $184 269 000 $338 484 000 $294 388 000 $321 318 000


Reason for variance The variation between the 2007-08 Actual and 2008-09 Budget is mainly attributable to annual indexation including approved enterprise agreements, increased service demands on hospitals and additional non-wage costs, offset partly by the saving initiatives. The 2007-08 Actual includes the adjustment to employee provisions and the impact of backpay surrounding the outcome of the Salaried Medical Officers Enterprise Agreement.

The increase between the 2008-09 Budget and 2008-09 Estimated Result and is mainly due additional enterprise agreement supplementation and increases in Commonwealth and other revenue sources, offset partly by savings initiatives. In addition, the 2009-10 Budget has provided additional funding for 2008-09 and across the forward estimates to meet increased service demands in metropolitan and country public hospitals. The 2008-09 Estimated Result also includes an increase in employee entitlement provisions.

The increase between the 2008-09 Estimated Result and 2009-10 Budget is primarily related to annual indexations including enterprise agreements and continued increased service demands on hospitals. The 2009-10 Budget also includes additional funding for the National Partnership Agreement on Hospital and Health Workforce Reform. These are offset partly by increased savings initiatives. The significant reduction in revenue is reflected by a change in the management of funding received from the Commonwealth. This funding is now received by the Department of Treasury and Finance and provided to SA Health as appropriation. This change is reflected as an increase in the net cost of services for all programs in the 2009-10 Budget.


The performance indicators published in the 2009-10 Portfolio Statements for out of hospital services is only a portion of the programs currently undertaken within SA Health. In addition to the reported hospital avoidance and hospital supported discharge care packages, additional programs are funded from out of hospital services funding including the creation of lifestyle advisors, chronic disease packages and health promotion programs. A review of out of hospital services performance indicators has been undertaken during 2008-09. From 1 July 2009 SA Health will capture out of hospital services data through the utilisation of improved information collection processes which will be incorporated into the out of hospital minimum data set and allow the further development of performance indicators for the 2010-11 Portfolio Statements.

8.28

Sub-program: 3.2 Southern Adelaide Health Service continued



2008-09 Target

2007-08 Actual




• urgent (30 days) 100% 84% 100% 75%

• semi-urgent (90 days) 90% 80% 90% 68%

• non-urgent (1 year) 95% 91% 95% 89%



50 115 25 425




• urgent (30 minutes) 75% 67% 75% 67%




• resuscitation (immediately) 1 100 1 353 1 100 1 157


• urgent (30 minutes) 35 200 38 283 35 200 38 337



Day of surgery admission rate:(e)

• Flinders Medical Centre 80% 82% 80% 82%

• Noarlunga Health Service 90% 92% 100% 93%

• Repatriation General Hospital 95% 93% 95% 89%


% of patients charged for admission(g) 8% 5.1% 8% 5.2%

Relative stay index:(h)

• Flinders Medical Centre 1.00 1.01 1.00 1.03

• Noarlunga Health Service 0.93 0.93 1.00 0.91

• Repatriation General Hospital 1.00 1.02 1.00 1.04

continued

8.29




2008-09 Target

2007-08 Actual


Potentially preventable admission rate(i) 2 984 3 026 2 813 2 950

Rate of hospital admissions of older people as a result of a fall in the community(j)

50 72 50 68

No. of hospital avoidance packages(k) 8 700 8 664 5 873 6 614

Drug and Alcohol Services South Australia

No. of in-patient separations (non-hospital)(l) 1 300 1 300 1 300 1 316

No. of outpatients attendances(m) 33 000 33 000 32 000 34 136

Primary Health Care Services

No. of hours of service 80 000 78 000(n) 80 000 84 997

% of clients who are Aboriginal and/or Torres Strait Islander clients(o)

4% 4.2% 2.8% 5.7%

GP Plus Health Care Centres

No. of client services(p) 15 500 13 500 11 000 15 329


service data into a single output measure known as an ‘equisep equivalent’. This is achieved through the weighting of the various services according to their estimated relative resource use in 2008-09. This indicator does not include previously reported data on outreach services provided by the Southern Adelaide Health Service.

(b) The reduced resource weighted hospital outputs target in 2009-10 of 51 equisep equivalents is due to the continued expansion of out of hospital programs. The 2009-10 Target also reflects a reduction in Commonwealth funding associated with additional elective surgery procedures provided in 2008-09. These reductions are offset by a funded growth in equisep equivalents of 1848 for 2009-10.

(c) The reduced target for the number of elective surgery procedures to be undertaken in 2009-10 reflects the completion of once-off Commonwealth funding provided in 2008-09 to reduce waiting lists in a South Australian public hospital. The Department of Health is currently negotiating with the Commonwealth the allocation for elective surgery strategy stage 3. It is expected that additional funding under Stage 3 will allow for more elective surgery to be performed therefore resulting in an increase in the 2009-10 Target.

(d) Commonwealth funding for elective surgery has been provided to clear the number of people waiting longer than clinically recommended for elective surgery by the end of the 2009 calendar year.


(f) Source: 2007 overnight patient evaluation of health services survey. The average satisfaction score is taken from a telephone survey of a sample of patients who received at least one night of care in the South Australian public hospital system during 2007. The Overnight Survey is conducted biannually. An average satisfaction score of 90 per cent and above reflects a high level of satisfaction and is considered to be the benchmark for performance.

(g) This indicator measures the percentage of total admissions to public hospitals where patients elect to use their private health insurance or pay their own costs. The indicator excludes compensable and Department of Veterans’ Affairs eligible patient admissions.


(i) This indicator measures the rate of admission to public and private hospitals per 100 000 population for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (eg influenza), potentially preventable acute (eg kidney infection) and potentially preventable chronic conditions (eg asthma).

(j) This indicator measures the number of people aged 75 years and over and Aboriginal and/or Torres Strait Islander people aged 55 years and over who were admitted to hospital as a result of a fall in the community per 1000 estimated population.

continued

8.30


Footnotes (k) This indicator measures the number of hospital avoidance and hospital supported discharge care packages provided to clients in their

place of residence enabling them to avoid an admission to hospital or facilitate early discharge from hospital.

(l) This indicator includes clients accessing withdrawal services and residential rehabilitation.

(m) This indicator reflects only those clients registered on a drug and alcohol services South Australia pharmacotherapy program with a current prescription to receive pharmacotherapy medication. This indicator includes client attendances across metropolitan and country services.

(n) A combination of factors including staff vacancies during 2008-09 and an improvement in internal reporting has lead to a lower than targeted estimated result for 2008-09.

(o) This indicator that measures the percentage of clients who are identified as Aboriginal and/or Torres Strait Islander, receiving selected primary health care services. The selected services for this indicator include: Inner Southern Community Health Service, Noarlunga Community Health Centre, Southern Mental Health Service, and Drug and Alcohol Services South Australia.

(p) The method of data collection has changed which has decreased the estimated result number. In 2008-09 the data collected was base on postcodes and the catchment area clients reside in. Previously in 2007-08 the data included all attendances at the centre regardless of residential address. Therefore, there has been a reduction in numbers attributed to the Aldinga GP Plus Centre, as they are now being captured in the Seaford Southern Primary Health data.

Sub-program: 3.3 Children, Youth and Women’s Health Service

The Children, Youth and Women’s Health Service provides hospital, mental and community health services to children, youth and women across the state.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Expenditure $361 764 000 $341 300 000 $342 802 000 $316 642 000

Revenue $67 515 000 $156 317 000 $164 921 000 $140 600 000


Reason for variance The variation between the 2007-08 Actual and 2008-09 Budget is mainly attributable to annual indexations including approved enterprise agreements, growth in funding received in 2008-09 to meet continued demands on hospitals and additional non-wage costs, offset partly by the growth in savings initiatives. The 2007-08 Actual includes the adjustment to employee provisions and the impact of backpay surrounding the outcome of the Salaried Medical Officers Enterprise Agreement.

The increase between the 2008-09 Budget and 2008-09 Estimated Result is mainly due the enterprise agreement supplementation and increases in Commonwealth and other revenue sources, offset partly by savings initiatives. In addition, the 2009-10 Budget has provided additional funding for 2008-09 and across the forward estimates to meet increased service demands in metropolitan and country public hospitals. The 2008-09 Estimated Result also includes an increase in employee entitlement provisions.

The increase between the 2008-09 Estimated Result and 2009-10 Budget is primarily related to annual indexation including enterprise agreements and continued increased service demands on hospitals. The 2009-10 Budget also incorporates additional funding for the National Partnership Agreement on hospital and health workforce reform. These are offset in part by increased savings initiatives. The significant reduction in revenue in the 2009-10 Budget reflects the change in management of funding received from the Commonwealth. This funding is now received by the Department of Treasury and Finance and provided to SA Health as appropriation. This change is reflected as an increase in the net cost of services for all programs in the 2009-10 Budget.


The performance indicators published in the 2009-10 Portfolio Statements for out of hospital services is only a portion of the programs currently undertaken within SA Health. In addition to the reported hospital avoidance and hospital supported discharge care packages, additional programs are funded from out of hospital services funding including the creation of lifestyle advisors, chronic disease packages and health promotion programs. A review of out of hospital services performance indicators has been undertaken during 2008-09. From 1 July 2009 SA Health will capture out of hospital services data through the utilisation of improved information collection processes which will be incorporated into the out of hospital minimum data set and allow the further development of performance indicators for the 2010-11 Portfolio Statements.

continued

8.31

Sub-program: 3.3 Children, Youth and Women’s Health Service continued



2008-09 Target

2007-08 Actual

In Hospital Services (Women’s and Children’s Hospital)



• urgent (30 days) 100% 96% 100% 92%

• semi-urgent (90 days) 95% 97% 85% 80%

• non-urgent (1 year) 99% 99% 95% 92%



— — 16 3




• urgent (30 minutes) 75% 51% 75% 47%




• resuscitation (immediately) 200 99 200 146


• urgent (30 minutes) 18 200 17 160 18 200 18 856



Day of surgery admission rate(e) 95% 96% 95% 94%


% of patients charged for admission(g) 19.5% 11.4% 19.5% 11.7%

Relative stay index(h) 1.00 1.08 1.00 1.07


No. of hospital avoidance packages(i) 2 100 2 105 1 320 1 240

Child and Family Health Services

No. of client services(j) 145 000 143 800 142 000 141 700

% of clients who are Aboriginal and/or Torres Strait Islander clients(k)

4.2% 7% 4.2% 7%

continued

8.32

Sub-program: 3.3 Children, Youth and Women’s Health Service continued



2008-09 Target

2007-08 Actual

No. of families receiving sustained home visiting services(l)

1 480 1 306 1 580 1 291


service data into a single output measure known as an ‘equisep equivalent’. This is achieved through the weighting of the various services according to their estimated relative resource use in 2008-09. This indicator does not include previously reported data on outreach services provided by Children Youth and Women’s Health Service.

(b) The increased resource weighted hospital outputs target in 2009-10 of 528 equisep equivalent is due to the continued expansion of out of hospital programs. The 2009-10 Target also reflects a reduction in Commonwealth funding associated with additional elective surgery procedures provided in 2008-09. These reductions are offset by a funded growth in equisep equivalent of 739 for 2009-10.

(c) The reduced target for the number of elective surgery procedures to be undertaken in 2009-10 reflects the completion of once-off Commonwealth funding provided in 2008-09 to reduce waiting lists in a South Australian public hospital. The Department of Health is currently negotiating with the Commonwealth the allocation for elective surgery strategy stage 3. It is expected that additional funding under Stage 3 will allow for more elective surgery to be performed therefore resulting in an increase in the 2009-10 Target.

(d) Commonwealth funding for elective surgery has been provided to clear the number of people waiting longer than clinically recommended for elective surgery by the end of the 2009 calendar year.


(f) Source: 2006 maternity patient evaluation of health services survey. The average satisfaction score is taken from a telephone survey of a sample of female patients aged 16 years and over who had at least one live birth in the public hospital system during 2006. An average satisfaction score of 90 per cent and above reflects a high level of satisfaction and is considered to be the benchmark for performance.

(g) This indicator measures the percentage of total admissions to public hospitals where patients elect to use their private health insurance or pay their own costs. The indicator excludes compensable eligible patient admissions.


(i) This indicator measures the number of hospital avoidance and hospital supported discharge care packages provided to clients in their place of residence enabling them to avoid an admission to hospital or facilitate early discharge from hospital

(j) Includes north and west child and adolescent mental health, child and youth health, women’s health statewide, second story, yarrow place services, hospital links, child and family integration services and child protection services.

(k) This indicator measures the percentage of clients who are identified as Aboriginal and/or Torres Strait Islander, receiving selected primary health care services. The selected services include: second story, women’s health statewide, northern child adolescent mental health service, southern child adolescent mental health service, child and youth health, children and families integration service and yarrow place.

(l) This indicator reflects families who have been offered the program and have accepted. Difficulties in staff retention and recruitment have led to a reduction of services provided in 2007-08. These services will be expanded into the country regional and subject to staff recruitment the number of families receiving services will increase in 2009-10.

8.33

Sub-program: 3.4 Country Health SA

Country Health SA provides health and related services across the country region including primary health services to Aboriginal communities in Ceduna, Port Augusta and surrounding areas. In addition, Country Health SA provides financial assistance to individuals through the Patient Assistance Transport Scheme.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Expenditure $630 433 000 $622 085 000 $591 043 000 $579 989 000

Revenue $195 247 000 $340 659 000 $340 525 000 $343 529 000


Reason for variance The variation between the 2007-08 Actual and 2008-09 Budget is mainly attributable to annual indexations including approved enterprise agreements, growth in funding received in 2008-09 to meet continued service demands on hospitals and additional non-wage costs, offset partly by the growth in savings initiatives. The 2007-08 Actual includes the total impact of employee provisions is not fully incorporated into the 2008-09 Budget.

The increase between the 2008-09 Budget and 2008-09 Estimated Result is mainly due the enterprise agreement supplementation and increases in Commonwealth and other revenue sources, offset partly by savings initiatives. In addition, the 2009-10 Budget, has provided additional funding for 2008-09 and across the forward estimates to meet increased service demands in metropolitan and country public hospitals. The 2008-09 Estimated Result also includes an increase in employee entitlement provisions.

The increase between the 2008-09 Estimated Result and 2009-10 Budget is primarily related to annual indexation including enterprise agreements and continued increased service demands on hospitals. The 2009-10 Budget also incorporates additional funding for the National Partnership Agreement on hospital and health workforce reform. These are offset in part by increased savings initiatives. The significant reduction in revenue in the 2009-10 Budget reflects the change in management of funding received from the Commonwealth. This funding is now received by the Department of Treasury and Finance and provided to SA Health as appropriation. This change is reflected as an increase in the net cost of services for all programs in the 2009-10 Budget.


The performance indicators published in the 2009-10 Portfolio Statements for out of hospital services reflect only a portion of the programs currently undertaken within the SA Health. In addition to the reported hospital avoidance and hospital supported discharge care packages, additional programs are funded from out of hospital services funding including the creation of lifestyle advisors, chronic disease packages and health promotion programs. A review of out of hospital services performance indicators has been undertaken during 2008-09. From 1 July 2009, SA Health will capture out of hospital services data through the utilisation of improved information collection processes which will be incorporated into the out of hospital minimum data set and allow the further development of performance indicators for the 2010-11 Portfolio Statements.



2008-09 Target

2007-08 Actual


Resource weighted hospital outputs (excluding grant funded hospitals)(a)

55 915(b) 56 322 54 578 55 148

Resource weighted hospital outputs for grant funded hospitals(c)

26 436(b) 26 740 28 219 28 143

Patient satisfaction level(d) 90% 90% 90% 90%

% of patients using their private insurance(e) 16% 12% 16% 11%

Relative stay index:(f)

• Berri Hospital 0.95 0.81 0.95 0.82

• Port Augusta Hospital 1.00 0.99 1.00 1.00

• Whyalla Hospital 0.93 0.94 0.93 0.95

• Mount Gambier Hospital 0.90 0.91 0.90 0.88

• Port Pirie Hospital 0.85 0.90 0.85 0.91

continued

8.34

Sub-program: 3.4 Country Health SA continued



2008-09 Target

2007-08 Actual


Potentially preventable admissions rate(g) 3 526 3 546 3 438 3 731

Rate of hospital admissions of older people as a result of a fall in the community(h)

50 66 50 66

No. of payments made under the Patient Assistance Transport Scheme

43 350 43 955(i) 42 500 41 232

Community Health

No. of hours of service(j) 1 500 000 1 500 000 1 080 000 1 748 331

% of clients who are Aboriginal and/or Torres Strait Islander clients(k)

8.5% 8.4% 8.2% 8%

No. of grants to Aboriginal Community Controlled Health Services(l)

11 11 5 13

No. of children tested for blood lead level in Port Pirie(m)

1 000 840 1 000 913

Average time for blood level results to be available

1 week 1 week 1 week 1 week

Footnotes (a) This indicator combines public hospital admitted patients, including intensive care unit patients, emergency department and

outpatient service data into a single output measure known as an ‘equisep equivalent’. This is achieved through the weighting of the various services according to their estimated relative resource use in 2008-09. This indicator includes data on nursing home type occupied bed days by the country health units. Country public hospitals are categorised as grant and non-grant funded for the purposes of reporting in the 2009-10 Portfolio Statements to align with internal Health portfolio performance monitoring.

(b) The reduced resource weighted hospital outputs target in 2009-10 of 712 equisep equivalents (including grant funded hospitals) is due the continued expansion of out of hospital programs. The 2009-10 Target also reflects a reduction in Commonwealth funding associated with additional elective surgery procedures provided in 2008-09. These reductions are offset by a funded growth in equisep equivalent of 1310 (including grant funded hospitals) for 2009-10.

(c) Grant funded health units receive additional budget supplementation per unit of activity compared with larger country health units, to compensate for relatively lower activity levels due to location and population size.

(d) Source: 2007 overnight patient evaluation of health services survey. The average satisfaction score is taken from a telephone survey of a sample of patients who received at least one night of care in the South Australian public hospital system during 2007. The Overnight Survey is conducted biannually. An average satisfaction score of 90 per cent and above reflects a high level of satisfaction and is considered to be the benchmark for performance.

(e) This indicator measures the percentage of total admissions to public hospitals where patients elect to use their private health insurance or pay their own costs. The indicator excludes compensable and Department of Veteran Affairs eligible patient admissions.

(f) This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all acute hospitals in Australia. The bed days are standardised for case mix and adjusted for age. A relative stay index (RSI) greater than one indicates that actual bed days are higher than expected and an RSI of less than one indicates that actual bed days are lower than expected.

(g) This indicator measures the rate of admission to public and private hospitals per 100 000 population for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (eg influenza), potentially preventable acute (eg kidney infection) and potentially preventable chronic conditions (eg asthma).

(h) This indicator measures the number of people aged 75 years and over and Aboriginal and/or Torres Strait Islander people aged 55 years and over who were admitted to hospital as a result of a fall in the community per 1000 estimated population.

(i) The increased number of payments made under the patient assistance transport scheme in 2008-09 can be attributed to the increased usage of this scheme in times of economic hardship.

continued

8.35

Sub-program: 3.4 Country Health SA continued

Footnotes (j) There has been substantial improvement in the hours of service recorded for community health due to the continued increased

recording of hours of client services provided and additional funding for out of hospital strategies that will continue in 2009-10.

(k) This indicator that measures the percentage of clients who are identified as Aboriginal and/or Torres Strait Islander, receiving selected primary health care services. The selected services include: community health, palliative care and mental health services. This indicator excludes Pika Wiya health service.

(l) The 2008-09 Target reflects the number of funded organisations, which are Nganampa Health Council, the Aboriginal Health Council, Kalparrin Inc., the Aboriginal Sobriety Group and the Ngaanyatjarra Pitjantjara Yankunytjatjara Women’s Council. The 2007-08 Actual, 2008-09 Estimated Result and 2009-10 Target reflect the total number of grants to these organisations.

(m) The definition of this performance indicator reflects the number of blood lead level tests performed in contrast to the number of children tested, as children may be tested more than once between the age of six months to 48 months.

Sub-program: 3.5 Other Health Services

The Other Health Services sub-program includes:

• the management of grants by the Department of Health for the delivery of health services by health regions and other health entities; • the provision and management of grants for the delivery of Aboriginal health programs within the Aboriginal community controlled

sector; and • the provision and management of grants for the delivery of health and related services by non-government organisations, for example

the Royal District Nursing Service, SHine SA, and support to community hospitals, and palliative and mental health services.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Expenditure $109 211 000 $85 678 000 $83 003 000 $72 739 000

Revenue $9 785 000 $16 967 000 $15 033 000 $17 269 000


Reason for variance The variation between the 2007-08 Actual and 2008-09 Budget mainly relates to the once-off revenue in 2007-08 for the Commonwealth police drug diversion initiative ($3.3 million), additional mental health reform funding received in 2008-09 for additional community support ($4 million) and annual indexations in 2008-09.

The variation between the 2008-09 Estimated Result and 2009-10 Budget and is primarily due to once-off revenue in 2008-09 for the Commonwealth police drug diversion initiative ($3.5 million), once-off revenue in 2008-09 for the street to home program ($0.8 million) and the change in Commonwealth funding received in 2009-10, including the National Public Health Partnership Agreement ($2.3 million). The 2009-10 Budget also includes additional funding for the supported accommodation project ($13.8 million), National Partnership Agreement on hospital and health workforce reform ($5.4 million), National Partnership Agreement on closing the gap in indigenous outcomes ($0.9 million) and annual indexations.



2008-09 Target

2007-08 Actual

No. of Royal District Nursing Service episodes of care(a)

10 000 10 000 10 000 10 323

Footnotes (a) The performance indicator for the Royal District Nursing Service (RDNS) is episodes of care rather than home visits. An episode of

care includes all services provided by RDNS to the patient for their referred condition (assessment, case management, travel and clinical intervention). An episode of care can include multiple home visits.

8.36

Sub-program: 3.6 SA Ambulance Service

SA Ambulance Service provides pre-hospital medical emergency care and patient transport.

2009-10 Budget


2008-09 Budget

2007-08 Actual

Expenditure $161 091 000 $168 788 000 $138 942 000 $140 987 000

Revenue $66 403 000 $59 617 000 $59 896 000 $60 553 000


Reason for variance The increase in expenditure between the 2008-09 Budget and 2008-09 Estimated Result primarily relates to additional funding for SA Ambulance Service Paramedic Work Value Enterprise Bargaining Claim and the pilot of the extended care paramedic model of service.

The decrease between the 2008-09 Estimated Result and 2009-10 Budget is primarily related to funding received in 2008-09 and forward estimates for additional costs backdated to 2006-07 associated with the SA Ambulance Service Paramedic Work Value Enterprise Bargaining Claim, offset partly by the expansion of the extended care paramedic model of service in 2009-10 which includes the restructure of the SA Ambulance Service fee structure for transported and non-transported clients.

Performance Commentary The demand for emergency responses continues to increase. The high level of demand has meant that response time targets were not met in 2008-09. SA Ambulance Service is embarking on changes to its service delivery model to address the growth in demand for ambulance services, which is mainly associated with activity growth in the public hospital system.



2008-09 Target

2007-08 Actual

Total no. of emergency responses(a) 121 715 125 474 115 370 119 806

Total no. of urgent responses 72 855 68 524 69 057 62 964

Total no. of non-urgent responses(a) 69 586 72 887 67 268 69 766

Category A (Cat 1) — Ambulance intervention response time (8 minutes — Urban centres)(b)

60% 57% 50% 55%

Category A (Cat 1) — Ambulance transport response time (18 minutes — urban centres)(b)

95% 99% 90% 99%

Category B (Cat 2) — Ambulance transport response time (18 minutes — urban centres)(c)

95% 97% 90% 97%

Category C (Cat 3 and Cat 4) — Ambulance transport response time (60 minutes — urban centres)(d)

90% 91% 90% 94%

Footnotes (a) 2009-10 Targets have been increased in line with funded activity growth. Actual growth continues to exceed the funded level and

consequently the 2008-09 Estimate result exceeds the 2009-10 Target. The impact of this is an inability to meet response time targets.

(b) Category A — immediately life-threatening situations for the specified period, the proportion that arrives within 8 minutes from call receipt.

(c) Category B — not life threatening situations for the specified period, the proportion that arrives within 18 minutes from call receipt.

(d) Category C — non-urgent life threatening situations for the specified period, the proportion that arrives within 60 minutes from call receipt.

8.37

HEALTH PORTFOLIO


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 2 204 499 2 124 833 1 968 663 1 922 998 Long service leave .................................................................... 68 053 102 655 63 693 59 410 Payroll tax ................................................................................ 3 126 3 274 2 989 3 393 Superannuation ......................................................................... 229 421 219 586 200 821 187 148 Other ......................................................................................... 4 060 30 461 12 471 25 868Supplies and services — General supplies and services .................................................. 1 139 888 1 133 233 1 073 501 1 106 135 Consultancy expenses .............................................................. 7 270 11 043 1 576 3 410Depreciation and amortisation expenses ...................................... 114 258 107 393 107 974 105 481Borrowing costs ............................................................................ 7 217 7 335 7 335 6 210Grants and subsidies ..................................................................... 194 483 130 164 139 195 126 395Intra government transfers ........................................................... 2 973 8 899 2 718 2 502Other expenses ............................................................................. 60 722 70 055 52 899 60 101

Total expenses 4 035 970 3 948 931 3 633 835 3 609 051

Income

Commonwealth revenues ............................................................. 238 764 1 084 058 1 051 109 1 085 157Intra government transfers ........................................................... 132 012 69 943 35 259 40 712Other grants .................................................................................. 74 888 68 204 50 685 55 844Fees, fines and penalties ............................................................... 1 337 1 299 1 361 1 098Sales of goods and services .......................................................... 426 904 400 941 392 602 368 871Interest revenues ........................................................................... 8 923 8 923 8 923 21 602Net gain or loss from disposal of assets ....................................... 436 -436 — -639Resources received free of charge ................................................ 2 340 2 340 2 340 1 525Other income ................................................................................ 70 916 77 193 106 511 73 862

Total income 956 520 1 712 465 1 648 790 1 648 032



Income — Appropriation ........................................................................... 3 122 601 1 945 474 2 006 225 1 811 046 Other income ............................................................................ — 156 146 — 45 737Expenses — Other ......................................................................................... — — — 703

Net income from / expenses to SA Government 3 122 601 2 101 620 2 006 225 1 856 080

Net result before restructure(s) 43 151 -134 846 21 180 -104 939

Net income from / expenses from administrative restructure(s) .. — 386 — 539

Net result after restructure(s) 43 151 -134 460 21 180 -104 400

8.38

HEALTH PORTFOLIO

Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 281 818 261 866 240 375 251 909Receivables ................................................................................... 142 282 150 297 134 817 151 943Inventories .................................................................................... 24 706 24 706 23 969 24 706Financial assets ............................................................................. 52 491 52 491 66 664 52 491Other current assets ...................................................................... 17 319 17 322 21 083 17 325


Non current assetsFinancial assets ............................................................................. 1 004 1 004 10 831 1 004Land and improvements ............................................................... 2 220 721 2 007 085 2 081 628 1 924 525Plant and equipment ..................................................................... 211 348 211 640 199 445 186 429Intangible assets ........................................................................... 2 563 2 085 1 095 2 307Other non-current assets ............................................................... 22 240 22 240 3 242 22 240

Total non-current assets 2 457 876 2 244 054 2 296 241 2 136 505

Total assets 2 976 492 2 750 736 2 783 149 2 634 879

Liabilities

Current liabilitiesPayables ........................................................................................ 197 380 197 410 148 024 185 772Short-term borrowings ................................................................. 28 662 28 662 29 127 28 662Employee benefits — Salaries and wages ................................................................... 57 263 57 215 47 201 69 495 Annual leave ............................................................................. 185 278 183 134 147 815 163 476 Long service leave .................................................................... 61 313 57 633 46 671 54 528 Other ......................................................................................... 3 622 3 593 4 156 3 564Short-term provisions ................................................................... 48 700 48 345 33 199 34 308Other current liabilities ................................................................. 18 235 18 235 17 556 18 235


Non current liabilitiesLong-term borrowings .................................................................. 69 703 72 227 74 693 74 989Long-term employee benefits — Long service leave .................................................................... 334 033 306 922 271 106 248 780 Other ......................................................................................... 85 71 58 57Long-term provisions ................................................................... 125 909 123 125 125 245 120 504Other non-current liabilities ......................................................... 1 088 1 509 1 606 1 919


Total liabilities 1 131 271 1 098 081 946 457 1 004 289

Net assets 1 845 221 1 652 655 1 836 692 1 630 590

8.39

HEALTH PORTFOLIO

Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Equity

Contributed capital ....................................................................... 578 813 429 398 429 398 272 873Retained earnings ......................................................................... 735 308 676 916 887 127 811 376Asset revaluation reserve ............................................................. 500 538 515 779 461 091 515 779Other reserves ............................................................................... 30 562 30 562 59 076 30 562

Total equity 1 845 221 1 652 655 1 836 692 1 630 590


8.40

HEALTH PORTFOLIO


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsEmployee benefit payments ......................................................... 2 476 188 2 406 707 2 224 754 2 140 864Payments for supplies and services .............................................. 1 147 132 1 144 250 1 075 051 1 103 251Interest paid .................................................................................. 7 217 7 335 7 335 6 448Grants and subsidies ..................................................................... 194 483 130 164 139 195 126 395GST paid ...................................................................................... — — — 20 036Intra government transfers ........................................................... 2 973 8 899 2 718 2 502Other payments ............................................................................ 42 303 39 703 35 661 3 456


Cash inflowsIntra government transfers ........................................................... 132 012 69 943 35 259 40 712Commonwealth receipts ............................................................... 238 764 1 084 058 1 051 109 1 085 157Other grants .................................................................................. 74 888 68 204 50 685 55 780Fees, fines and penalties ............................................................... 1 337 1 299 1 361 2 894Sales of goods and services .......................................................... 426 543 400 795 385 536 365 951Interest received ........................................................................... 8 923 8 923 8 923 21 384Dividends received ....................................................................... — — — 273GST received ................................................................................ — — — 26 950Other receipts ............................................................................... 64 993 67 795 73 769 66 306

Cash generated from operations 947 460 1 701 017 1 606 642 1 665 407

SA GOVERNMENT:

Appropriation ............................................................................... 3 122 601 1 945 474 2 006 225 1 811 046Other receipts ............................................................................... — 156 146 — 45 737Payments — Other ......................................................................................... — — — 703

Net cash provided by SA Government 3 122 601 2 101 620 2 006 225 1 856 080



Cash outflowsPurchase of property, plant and equipment .................................. 350 691 210 785 278 719 153 374Purchase of intangibles ................................................................. 700 — — 1 003Advances paid .............................................................................. — — — 1Other payments ............................................................................ — — — 76


Cash inflowsProceeds from sale of property, plant and equipment .................. 24 687 2 273 13 588 — Repayment of advances ................................................................ — — — 1 947

Cash generated from investing activities 24 687 2 273 13 588 1 947


8.41

HEALTH PORTFOLIO


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsRepayment of borrowings ............................................................ 2 162 1 644 1 644 7 538Finance lease payments ................................................................ 362 353 353 2 443

Cash used in financing activities 2 524 1 997 1 997 9 981

Cash inflowsCapital contributions from SA Government ................................ 149 415 156 525 156 525 67 605Proceeds from borrowings ........................................................... — — — 5 264Proceeds from restructuring activities .......................................... — -1 638 — — Other receipts ............................................................................... — — — 1 172

Cash generated from financing activities 149 415 154 887 156 525 74 041

Net cash provided by (+) / used in (-) financing activities 146 891 152 890 154 528 64 060




8.42

ADMINISTERED ITEMS FOR THE DEPARTMENT OF HEALTH


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual


Income — Appropriation ........................................................................... 260 254 254 241


Total income 260 254 254 241

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 260 254 254 244

Total expenses 260 254 254 244

Net result — — — -3

8.43


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 22 331 22 331 14 463 22 331Receivables ................................................................................... 40 40 19 40


Total assets 22 371 22 371 14 482 22 371

Liabilities

Current liabilitiesShort-term borrowings ................................................................. 22 380 22 380 14 491 22 380Employee benefits — Salaries and wages ................................................................... 12 12 9 12



Net assets -21 -21 -18 -21

Equity

Retained earnings ......................................................................... -21 -21 -18 -21

Total equity -21 -21 -18 -21


8.44



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsEmployee benefit payments ......................................................... 260 254 254 241

Cash used in operations 260 254 254 241

SA GOVERNMENT:

Appropriation ............................................................................... 260 254 254 241


Net cash provided by (+) / used in (-) operating activities — — — —


Cash inflowsOther receipts ............................................................................... — — — 8 399

Cash generated from financing activities — — — 8 399

Net cash provided by (+) / used in (-) financing activities — — — 8 399




8.45

AGENCY: DEPARTMENT OF HEALTH



2008-09 Estimated Result to 2009-10 Budget

The state government as part of the 2009-10 Budget has committed an additional $588.1 million over four years in operating and investing expenditure, partially offset by operating savings of $24.3 million and a reduction in investing payments of $42.0 million. This commitment is in addition to the $381.4 million allocated to SA Health as part of the 2008-09 Budget.

Total expenditure of the Health Portfolio in 2009-10 is estimated to increase by $87.0 million to $4.0 billion when compared to the 2008-09 Estimated Result. The increase in the 2009-10 Budget when compared with the 2008-09 Budget is $402.1 million or 11.1 per cent.

The main factors contributing to the variation in expenditure include:

• an additional $63.3 million in 2009-10 relating to decisions approved as part of the 2009-10 Budget, which includes an additional $36.9 million for hospital expenses and $26.4 million for other health related services;

• an additional $46.0 million for growth in hospital activity and non-wage costs associated with the provision of health services;

• additional employee expenses including the Salaried Medical Officers (South Australian Public Sector) Enterprise Agreement 2008 ($16.0 million);

• annual indexation by the state government and the Commonwealth Government;

• revaluation of employee and insurance provisions in 2008-09 ($73.1 million); and

• savings approved as part of the 2006-07, 2007-08 and 2008-09 Budgets, which increase by $48.8 million in 2009-10.

On 1 January 2009 the Intergovernmental Agreement on Federal Financial Relations came into operation. Under the new arrangements, the Department of Treasury and Finance (DTF), rather than the Department of Health (DH) will be the recipient of Commonwealth funding for National Partnership payments and national specific purpose payments. The financial statements recognise that funding from 1 January 2009 is provided to DH in the form of appropriation and other transfers from DTF, rather than revenue directly from the Commonwealth.


8.46

2008-09 Budget to 2008-09 Estimated Result

The total expenditure of the Health Portfolio for the 2008-09 Estimated Result is forecast to exceed the 2008-09 Budget by around $315.1 million or 8.7 per cent. Factors contributing to the variation include:

• an additional $110.2 million relating to the Salaried Medical Officers (South Australian Public Sector) Enterprise Agreement;

• revaluation of provisions of $73.1 million associated with employee related liabilities and insurance;

• supplementation of $34.7 million for SA Ambulance paramedics and Clinical Academics;

• an additional $32.9 million associated with spending on Commonwealth programs, offset by Commonwealth revenue;

• an additional $26.2 million in 2008-09 to meet increased demand in metropolitan public hospitals;

• committed program funds of $15 million carried forward from 2007-08;

• an additional $12.1 million for the treatment of interstate patients within the South Australian health system, offset by reimbursement from other states and territories; and

• reclassification from investing to operating of $11.9 million related to the Public Private Partnership for the new Royal Adelaide Hospital.


The net position for 2009-10 for the Health Portfolio is forecast to improve by $192.6 million to $1.8 billion, when compared with the 2008-09 Estimated Result. The main factors contributing to the increase are associated with an increase in assets related to land and improvements, offset by a projected increase in employee related liability provisions. The decrease in net asset position between the 2008-09 Budget and 2008-09 Estimated Result of $184.0 million is mainly due the decrease in assets related to land and improvements and the need to reflect opening balance adjustments (the difference between the 2007-08 Actual and 2007-08 Estimated Result).


Major resource variations in the cash flow statement arise mainly from the same factors that give rise to variations in the income statement and movements in items in the balance sheet.

Administered

There are no material resource variations for administered items.

Detailed information in administered items is included in the following table.

8.47

Additional Information for Administered Items Department of Health

Cash flow statement

2009-10Budget

2008-09Estimated

result

2008-09 Budget

2007-08Actual

$000 $000 $000 $000

CASH FLOWS FROM:


Receipts

State government —

State government — appropriation ........................................... 260 254 254 241

Other receipts —

Other ......................................................................................... — — — —

Total operating receipts 260 254 254 241

Payments


Minister’s salary ....................................................................... 260 254 254 244

Other payments —

Other ......................................................................................... — — — -3

Total operating payments 260 254 254 241

Net cash provided by operating activities — — — —

Financing activities

Receipts

Other receipts —

Health, Community and Disability Services Ministerial Council Secretariat.................................................................... — — — 8 399

Total financing receipts — — — 8 399

Net cash provided by financing activities — — — 8 399

Net increase (+) / decrease (-) in cash held — — — 8 399



8.48

8.49

Portfolio: Education and Children’s Services

Minister for Education Minister for Early Childhood Development

TABLE OF CONTENTS

PORTFOLIO SUMMARY

Ministerial responsibilities ................................................................................................. 9.1

Workforce summary........................................................................................................... 9.2

Ministerial Office resources ............................................................................................... 9.2

Agency summaries

Department of Education and Children’s Services ............................................................ 9.4

PORTFOLIO: EDUCATION AND CHILDREN’S SERVICES


Minister Agency Programs Sub-Programs

1. Education — Early Years Education (R–2)

Nil The Hon. Jane Lomax-Smith Minister for Education

Department of Education and Children’s Services

2. Education — Primary and Secondary Education (3-12)

2.1 Year 3 to Year 7 Education Provision



The Hon. Jay Weatherill Minister for Early Childhood Development

Department of Education and Children’s Services

3. Early Years Education and Care (Birth to Preschool)

3.1 Early Childhood Education and Care (Birth to Preschool)

3.2 Preschool Services

Administered items

In addition to the above responsibilities, the Portfolio administers the following items on behalf of the Minister:

• state government contribution to the operation of the SACE Board of South Australia;

• payments to the Department for Transport, Energy and Infrastructure for the purposes of student travel;

• state government contribution to the operation of non-government schools, organisations and services to students with disabilities; and

• Commonwealth Government contribution to the operation of non-government schools, organisations and services to students with disabilities.

Statutes


9.1

WORKFORCE SUMMARY

FTEs as at 30 June

Agency 2009-10

Budget(a) 2008-09

Estimated result(a) 2007-08Actual

Department of Education and Children’s Services ................................................................ 20 493 20 554 20 234(b)

Administered Items for the Department of Education and Children’s Services ....................... 14 14 16(c)

SACE Board of South Australia ........................... 78 78 79(b)

Total 20 585 20 646 20 329 (a) The 2009-10 Budget and 2008-09 Estimated Result reflect the established FTE caps. (b) The 2007-08 Actual FTEs are based on preliminary data collected by the Office for Ethical Standards and Professional Integrity

(Department of the Premier and Cabinet). (c) The 2007-08 Actual FTEs for administered items for the Department of Education and Children’s Services is based on the information

contained in the Report of the Auditor General, Annual Report for the year ended 30 June 2008.


2009-10 Budget

Cost of provision Minister $000 FTEs The Hon. Jane Lomax-Smith 1 586 12

9.2

9.3

TABLE OF CONTENTS

AGENCY: DEPARTMENT OF EDUCATION AND CHILDREN’S SERVICES

Objective ......................................................................................................................................... 9.5





1. Education — Early Years Education (Reception to Year 2).......................................... 9.9

2. Education — Primary and Secondary Education (Year 3 to Year 12) .......................... 9.11

3. Early Years Education and Care (Birth to Preschool) ................................................... 9.20



Balance sheet......................................................................................................................... 9.26






9.4

PORTFOLIO: EDUCATION AND CHILDREN’S SERVICES


Objective

To ensure that the state’s public education and children’s services offer high quality and responsive services to all South Australians. The main focus of these services will be to ensure that children and students have the opportunity to maximise their potential and aspirations to productively and responsibly participate in and contribute to society.



National Agreements

All Australian governments have committed to achieve the educational outcomes in the National Education Agreement, agreed by the Council of Australian Governments (COAG) in 2008.

COAG targets are to:

• Lift the Year 12 or equivalent attainment rate to 90 per cent by 2020

• Halve the gap for indigenous students in reading, writing and numeracy within a decade

• At least halve the gap for indigenous students in Year 12 or equivalent attainment rates by 2020

South Australia has also entered into the following schooling National Partnerships, which will be implemented from 2009:

• National Partnership Agreement on Literacy and Numeracy • National Partnership Agreement on Improving Teacher Quality • National Partnership Agreement on Low Socio-economic

School Communities • National Partnership Agreement for Indigenous Early

Childhood Development • National Partnership Agreement on Early Childhood Education • National Partnership Agreement on Nation Building and Jobs

Plan

South Australia’s Strategic Plan

The plan informs overall targets for education and children’s services, which are designed to assist children and young people in the state. The Department of Education and Children’s Services (DECS) has a lead responsibility for the following targets:

• By 2014, include Aboriginal cultural studies in the school curriculum with involvement of Aboriginal people in design and delivery

• By 2014, achieve a 10 per cent improvement in the number of children reading at an age appropriate level by the end of Year 1

• Increase yearly the proportion of Aboriginal children reading at age appropriate levels at the end of Year 1

Early Childhood Development

• The number of Vacation Care providers has remained stable in 2008–09. The inclusion of children with high support needs, including Aboriginal children, children with disabilities and from non English speaking backgrounds, has significantly increased through the Intervac program. This resulted in an increased provision of care by 10 000 hours to 23 705, enabling 281 children to participate, an additional 87 children

• Facilities for integrated child care and preschool service provision at Jamestown preschool have been established with child care provision due to commence mid to late 2009

• 11 new occasional care services are being established at DECS preschools from Term 1 in 2009 with nine located in country areas, increasing access to early childhood programs from birth up to the start of school

• Two new rural care services commenced operations at Cummins preschool and Andamooka Area School, further increasing families access to integrated early childhood services

Children’s Centres

• There are seven Children’s Centres for Early Childhood Development and Parenting now operating

• 15 Community Development Coordinators have brought together services to meet the needs of children and families across 16 communities

• Six Family Service Coordinators have engaged and strengthened families in five communities

• Four additional allied health positions, including speech pathologists and occupational therapists, were employed in regional SA Health teams to support children's centres

Early Years Literacy and Numeracy

• There are a further 650 qualified and pre-service teachers trained to use the Running Records reading assessment for students in Years 1 and 2. The total number of teachers trained is 3150

Science and Mathematics

• 2008 showed an increase from 35 per cent to 37 per cent in the proportion of students receiving a Tertiary Entrance Rank or

9.5


• Improve South Australia’s performance on the Australian Early Development Index

• By 2010, increase by 15 per cent the proportion of students receiving a Tertiary Entrance Rank or equivalent with at least one of the following subjects: mathematics, physics or chemistry

• Increase yearly the proportion of 15 to 19 year olds who achieve the South Australian Certificate of Education (SACE) or comparable senior secondary qualification

• By 2010, 93 per cent of students in Year 3 to achieve the national benchmarks in reading, writing and numeracy



DECS Statement of Directions

The following priorities continue to be a focus during 2009-10:

• Early Years − Developing more flexible, high quality programs and

services to meet the needs of families and enhance children’s learning and development through children’s centres, preschools, child care, family day care, out of school hours care, occasional care, and the early years of school

• Senior Secondary − Improving pathways for all young South Australians to

engage in further education, training and/or employment − The government’s ‘School to Work’ strategy including the

future South Australian Certificate of Education and ‘Trade Schools for the Future’

• Aboriginal young people and employees − Significantly improved participation, achievement and

wellbeing levels for Aboriginal children and students − Improved employment opportunities for Aboriginal

people • Achievements in literacy, numeracy and science

− Improved skill development and achievement in literacy, numeracy and science, from the early years to Year 12

− The national literacy and numeracy testing for Years 3, 5, 7 and 9 students

• Supporting Elements − Quality teachers with a focus on achievement,

engagement and wellbeing − Highly performing and accountable leadership − Effective community engagement and governance − Develop infrastructure and organisational practices that

connect and support learning and wellbeing, from birth to Year 12

Intergovernmental Relations

• Support the Minister to chair the Ministerial Council on Education, Employment, Training and Youth Affairs in 2009

• Commence five year strategic plan cycle for DECS 2010-2015 in the context of reformed Commonwealth-state financial agreements and the National Declaration on Educational Goals for Young Australians

equivalent with at least one of the following subjects: mathematics, physics or chemistry

• In May 2008, the New Angles on Maths Expo was attended by 600 teachers and completed Phase 1 of the Mathematics for Learning Inclusion program

Premier’s Reading Challenge

• The challenge was completed by 107 223 students in 2008, a six per cent increase above the 2007 figure

• The number of Aboriginal students completing the challenge increased by 11 per cent above the 2007 figure

Premier’s Be Active Challenge

• The challenge was completed by 24 244 students from Reception to Year 9 in its second year. This more than trebled the 2007 completion number

• The challenge was modified in 2008 to meet the needs of students with disabilities. As a result, 348 students with disabilities from 12 schools completed the challenge in 2008

Education Works

• Under the Education Works — New Schools Public Private Partnerships project to provide six new schools, Pinnacle Education had been chosen as the preferred bidder

• As of April 2009, over 200 schools have submitted expressions of interest to participate in the Education Works Strategy

Leadership Development

• The South Australian Centre for Leaders in Education provided a suite of 47 leadership development programs that were attended by 1106 school leaders and aspiring leaders

• 18 female principals and senior educational managers participated in the Towards Executive Leadership program

Improving Aboriginal Child and Student Outcomes

• As at August 2008, 8075 (92 per cent) of Aboriginal preschool, primary and secondary students have an Individual Learning Plan

• In 2008, there were 94 Aboriginal students placed into Year 8 at 37 DECS secondary schools through the Enter for Success Program that allows Aboriginal and Torres Strait Islander students, transitioning from Year 7 to 8, to enrol and be accepted into any DECS secondary school of their choice

• Initial drafts of the Aboriginal Cultural Studies Curriculum have been developed and circulated to project schools for comment, trialling and feedback. The drafts have been developed collaboratively by Aboriginal and non-Aboriginal steering committee, reference and working group members together with Aboriginal educators

Aboriginal Employment

• During 2008–09, DECS employed four new Aboriginal teachers and 16 additional Aboriginal Community Education Officers, recruited 12 Aboriginal trainees, and supported nine Aboriginal Teacher Scholarship holders

9.6



2009-10Budget


2008-09 Budget

2007-08 Actual

Program $000 $000 $000 $000 1. Education — Early Years Education

(R-2) ........................................................... 334 658 381 403 389 125 372 026 2. Education — Primary and Secondary

Education (3–12) ........................................ 1 125 784 1 261 639 1 278 394 1 223 002 3. Early Years Education and Care

(Birth to Preschool) .................................... 105 317 104 104 102 272 104 555

Total 1 565 759 1 747 146 1 769 791 1 699 583 Note: The 2009-10 Budget reflects the change in management of funding received from the Commonwealth Government. A significant proportion of this funding is now received by the Department of Treasury and Finance and provided to the Department of Education and Children’s Services as appropriation. This change affects the net cost of services for programs 1 and 2 in the 2009-10 Budget. Further details are provided in the financial commentary section.

9.7


2009-10Budget


2008-09 Budget

2007-08 Actual

Investments $000 $000 $000 $000

New works(a)

Birdwood High School Stage 2 .................. 527 — — — Burnside Primary School............................ 100 — — — Kadina Memorial High School................... 200 — — — Port Augusta Secondary School ................. 200 — — — Other New Works....................................... 1 700 — — —


Works in progress

Children's Centres ...................................... 10 695 6 576 8 196 1 104 East Adelaide Schools ................................ 1 000 50 50 — Education Works — Stage 1 ...................... 938 130 3 938 11 940 Education Works — Stage 2 ...................... 2 006 3 832 3 500 931 Nation Building - Economic Stimulus Plan — Schools(b) ....................................... 460 629 36 485 — — Roseworthy Primary School....................... 3 582 1 498 1 500 102 Trade Schools............................................. 3 305 4 944 4 419 65 Victor Harbor High School ........................ 2 191 3 670 3 517 47 Willunga High School ................................ 3 000 100 — 151 Woodville High School .............................. 2 300 50 — — Other Works in Progress ............................ 25 410 10 607 10 666 1 926


Other investing payments

Completed Works(c) .................................... — 31 711 28 581 50 487 Annual Programs........................................ 5 671 6 501 6 237 10 472

Total other investing payments 5 671 38 212 34 818 60 959

Total investing payments 523 454 106 154 70 604 77 225 (a) Some of these works will be part funded by the Commonwealth Government. (b) The 2009-10 Budget includes an estimated $59.1 million for Science and Language Centres for Secondary Schools. The actual amount

is yet to be determined and may vary. (c) This includes projects budgeted for completion as at 30 June 2009.

9.8


Program information

Program 1: Education — Early Years Education (R–2)

Description/Objective: Provision of early years education.


Program 1: Education — Early Years Education (R–2)

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 359 651 350 063 350 472 340 231 Supplies and services........................................ 118 243 114 819 106 489 113 117 Depreciation and amortisation .......................... 16 063 15 763 13 843 14 749 Interest and other finance expenses .................. 273 200 200 44 Grants and subsidies ......................................... 2 810 3 224 2 666 2 370 Other................................................................. 5 547 5 342 6 952 7 192

Total expenses 502 587 489 411 480 622 477 703

Income Sale of goods and services................................ 21 462 20 920 22 718 25 981 Grant revenue .................................................. 128 010 69 022 50 715 65 446 Investment revenue .......................................... 1 822 1 822 1 822 2 831 Other................................................................. 16 635 16 244 16 242 11 419

Total income 167 929 108 008 91 497 105 677


9.9

Program performance

Program 1: Education: Early Years Education (R–2)

2009-10 Budget


2008-09 Budget

2007-08 Actual



Child Health and Education Support Services (CHESS)

CHESS is a joint collaboration between DECS, the SA Children’s Care and Education Forum, SA Health, the Aboriginal Health Council of SA, the Department for Families and Communities, and the Independent and Catholic education sectors, that seeks to support learning, health and wellbeing through the improved coordination of services for children and students with physical and psychological health care needs.

CHESS is committed to providing training to education and care workers. In the period from July 2008 to March 2009, 4391 participants attended 322 training courses covering a range of topics including DECS Basic Emergency Life Support (BELS), health support planning, medication management, personal care support and specialised first aid for children and students with conditions such as anaphylaxis and epilepsy.

Child Protection

Training in Strategies for Managing Abuse Related Trauma (SMART) was delivered to early years educators and enabling groups in DECS Children’s Centres.

Early Years Literacy Program

Program achievements include: • completion of an Early Years Plan for every preschool and school with enrolments of children from preschool to Year 3; • provided 18 early childhood consultants in 12 regions to work with the early years literacy and numeracy team in central office to

assist preschools and schools with a variety of initiatives to assist young children and families; • funding made available for 132 schools for the part-time release of skilled mentor teachers to work alongside classroom teachers to

model and guide effective literacy teaching practices; • employment of approximately 13.5 extra teachers (full-time equivalents) in preschools to support Aboriginal children. In 2009,

180 centres received additional resources to meet the literacy learning needs of 442 Aboriginal three year old children. Over four years the additional resources have enabled 107 more Aboriginal three year old children to participate in preschool with a nine per cent improvement from 2007 to 2008. Levels of child engagement in learning have increased. This includes trialling the use of observation scales designed to assess children’s levels of involvement and learning;

• employment of an additional 0.8 teachers (full-time equivalent) in 10 centres with significant numbers of Aboriginal children to reduce the staff to student ratio and undertake research to best support Aboriginal children’s engagement in literacy learning;

• school entry assessment will be adapted to increase its sensitivity to Anangu culture and will be used by educators each term to monitor and plan for Aboriginal children’s literacy and numeracy learning from Reception to the end of Year 2; and

• provided the family literacy program Learning Together in five low socioeconomic areas to families with children less than four years of age. The employment of local Aboriginal parents as program support staff has encouraged this high percentage of enrolments.



2008-09 Target

2007-08 Actual

No. of students in Reception to Year 2(a)

• total no. of students 39 635 40 070 40 803 40 570

• no. of Aboriginal students 2 065 2 020 2 040 2 050

• no. of students with disabilities(b) 3 110 3 190 3 415 3 270

• no. of students with English as a second language(c) 4 970 4 970 4 750 4 820

• no. of rural and isolated students(d) 13 125 13 140 13 285 13 480

Total R–2 funding (government schools) per student $12 680 $12 214 $11 779 $11 775

Footnotes (a) Numbers of students are expressed in full-time equivalent (that is full-time plus full-time equivalent of part-time) as at the August

census each year. All figures include students not allocated to year level, apportioned based on their age. Totals are in accordance with those provided in the National Schools Statistics Collection. The 2008-09 Estimated Result reflects actual rounded data based on the results of the DECS School Enrolment Census Term 3 2008. The 2009-10 Target is based on population estimates provided by the Australian Bureau of Statistics following a recommendation from Planning SA.

(b) Includes students identified by Guidance Officers and Speech Pathologists as having met the eligibility criteria of the Disability Support Program.

(c) Includes students receiving English language support. (d) Includes all areas outside the Adelaide Statistical Division.

9.10


Program information

Program 2: Education — Primary and Secondary Education (3–12)

Description/Objective: Provision of Primary and Secondary Education.


Program 2: Education — Primary and Secondary Education (3–12)

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................. 1 177 779 1 144 583 1 144 033 1 106 152 Supplies and services........................................ 413 117 387 941 353 797 371 715 Depreciation and amortisation .......................... 52 790 51 017 44 826 47 592 Interest and other finance expenses .................. 877 645 645 143 Grants and subsidies ......................................... 12 207 13 098 9 020 18 943 Other................................................................. 17 909 17 248 22 442 23 211

Total expenses 1 674 679 1 614 532 1 574 763 1 567 756

Income Sale of goods and services................................ 69 244 67 496 73 298 83 831 Grant revenue .................................................. 420 102 227 110 164 792 213 523 Investment revenue .......................................... 5 878 5 878 5 878 9 136 Other ................................................................ 53 671 52 409 52 401 38 264

Total income 548 895 352 893 296 369 344 754


9.11


Sub-program: 2.1 Year 3 to Year 7 Education Provision

Delivery of Year 3 to Year 7 educational programs.

2009-10 Budget


2008-09 Budget

2007-08 Actual



Literacy and Numeracy

In 2008, the Ministerial Council on Education, Employment, Training and Youth Affairs (MCEETYA), endorsed a new National Assessment Program in Literacy and Numeracy (NAPLAN). The program changes the way in which literacy and performance measures are reported. NAPLAN reports literacy on reading, writing, punctuation and grammar and spelling subscales. The test results are reported in proficiency band levels rather than benchmarks.

Under the NAPLAN tests, students gain a standardised score, which is assigned to a proficiency band in each of the aspects; reading, writing, punctuation and grammar, spelling and numeracy. The proficiency bands range from 1 at the lowest to 10 at the highest.

For Year 3 students the range is proficiency Band 1 to 6, for Year 5 the range is from Band 3 to 8, for Year 7 the range is from Band 4 to 9 and for Year 9 the range is from Band 5 to 10. The point at which students are considered below the national minimum standard varies between years. Year 3 students are considered below national minimum standard in Band 1, for Year 5, Band 3 or below, for Year 7, Band 4 or below, and for Year 9, Band 5 or below. Exempt students are also considered to be below national minimum standard. Students are considered to be at national minimum standard in Band 2 for Year 3, Band 4 for Year 5, Band 5 for Year 7 and Band 6 for Year 9. Above these band levels, students are considered to be above national minimum standard.

The 2008-09 Estimated Result show that more than 90 per cent of South Australian students in Years 3, 5 and 7 were at or above the national minimum standard in numeracy, spelling, writing, grammar and punctuation. The percentage of Aboriginal students in Year 3 that exceeded the national minimum standard was above the Australian average in all categories.

Science and Mathematics Strategy

In 2007 and 2008, approximately 900 primary teachers took part in professional learning about science, ranging from staff meeting discussions to 1 day, 2 day, and 3 day programs. Primary Connections is a national program, in which 41 professional learning facilitators have been trained over the last two years to work with clusters of primary teachers to use the materials produced by the Australian Academy of Science. More facilitators are being trained in 2009. An additional 53 classroom teachers were trained as curriculum leaders for their schools in 2008.



2008-09 Target

2007-08 Actual

No. of students in Year 3 to Year 7 (a)




• no. of students with English as a second language(c)

8 700 8 740 8 070 8 120


Year 3 students achieving the national minimum standard in reading (%)(e)

• all students increase 92 increase 92

• female students increase 94 increase 94

• male students increase 90 increase 90

• Aboriginal students(f) increase 72 increase 71

• students from a language background other than English

increase 86 increase 86

continued

9.12

Sub-program: 2.1 Year 3 to Year 7 Education Provision continued



2008-09 Target

2007-08 Actual

Year 3 students achieving the national minimum standard in writing (%)(e)







Year 3 students achieving the national minimum standard in grammar and punctuation (%)(e)

• all students increase 91 (e) (e)

• female students increase 94 (e) (e)

• male students increase 88 (e) (e)

• Aboriginal students(f) increase 70 (e) (e)


increase 85 (e) (e)

Year 3 students achieving the national minimum standard in spelling (%)(e)






increase 87 (e) (e)

Year 3 students achieving the national minimum standard in numeracy (%)(e)














continued

9.13




2008-09 Target

2007-08 Actual














increase 83 (e) (e)







increase 85 (e) (e)















continued

9.14




2008-09 Target

2007-08 Actual














increase 83 (e) (e)







increase 86 (e) (e)








Total Years 3–7 funding (government schools) per student

$11 521 $11 057 $10 850 $10 669

Footnotes (a) Numbers of students are expressed in full-time equivalent (that is full-time plus full-time equivalent of part-time) as at the August

census each year. The 2008-09 Estimated Result reflects actual rounded data based on the results of DECS School Enrolment Census Term 3 2008. Totals are in accordance with those provided in the National Schools Statistics Collection. All figures include students not allocated to a year level, apportioned based on their age. The 2009-10 Target is based on population estimates provided by the ABS following a recommendation from Planning SA.


(c) Includes students receiving English language support. (d) Includes all areas outside the Adelaide Statistical Division. (e) The 2007-08 Actual results were based on the Literacy and Numeracy (state based) benchmarks for 2007. The 2008-09 Estimated

Results are based on the National Assessment Program Literacy and Numeracy (NAPLAN) national minimum standards for 2008. This was the first year that new tests in spelling, grammar and punctuation were measured and reported.

(f) The 95 per cent confidence interval for Aboriginal students is larger than other groups at around ±six per cent, meaning that the true result lies within a 12 percentage point range. This is mainly due to the cohort of Aboriginal students being small and the variation in achievement being large.

9.15


Delivery of Year 8 to Year 10 educational programs.

2009-10 Budget


2008-09 Budget

2007-08 Actual



Science and Mathematics

24 mathematics and science teaching graduates were recruited to DECS through the Country Teaching Scholarship Scheme and commenced teaching in 2008 and 2009. 13 Country Practicum Scholarships were awarded to mathematics and science students in 2008-09. C-Change is a program through which six ‘teacher leaders’ with responsibility for mathematics and/or science are now employed in country DECS schools. The teacher leaders have responsibility for mentoring new maths and science teachers, student teachers, and students who are interested in maths and science, as well as providing curriculum leadership. New Beginnings Scholarships have provided incentives for practitioners in the science, mathematics and associated fields, who are looking for a career change, to retrain as teachers. A total of three New Beginnings Scholarship holders are teaching in DECS country schools. Professional Learning Communities R-7 strategy, and Science in Middle Years 8-9 program, that includes: • 17 projects in 2008 supporting school based Professional Learning Facilitators to work with their schools to implement Primary

Connections. For 2009, there will be 23 projects in schools to support Professional Learning Facilitators and Curriculum Leaders. Professional learning on leading change, cutting edge science and curriculum development is being provided for these teachers. The pilot of a regional based program involving up to 30 teachers from three schools is being conducted in 2009.

• Science in the Middle Years: An Inquiry Approach is a professional learning program centred on issues-based science. In 2008, 24 teachers from 12 schools (four clusters of three schools) were involved in the program. In 2009, 18 schools from three clusters are involved in the program.

Attendance Improvement

• New codes have been developed to identify student absences. This allows more accurate information to be recorded regarding student absence.

• The Confidential Transfer Process has been approved to support families to fulfil obligations of compulsory attendance and enrolment in a school, whilst maintaining higher security about the whereabouts of the student for care and protection purposes.

• Ongoing professional development opportunities in case management and practice have been made available for Student Attendance Counsellors.



2008-09 Target

2007-08 Actual

No. of students in Year 8 to Year 10(a)





4 365 4 310 3 975 3 990








increase 85 (e) (e)

continued

9.16




2008-09 Target

2007-08 Actual







increase 84 (e) (e)







increase 83 (e) (e)







increase 83 (e) (e)







increase 88 (e) (e)

Total 8–10 funding (government schools) per student

$14 587 $14 224 $13 811 $13 791

Footnotes

(a) Numbers of students are expressed in full-time equivalent (that is full-time equivalent plus full-time equivalent of part-time) as at the August census each year. The 2008-09 Estimated Results reflect actual rounded data based on the DECS School Enrolment Census Term 3 2008. Totals are in accordance with those provided in the National Schools Statistics Collection. All figures include students not allocated to a year level, apportioned based on their age. The 2009-10 Target is based on population estimates provided by the ABS following a recommendation from Planning SA.


(c) Includes students receiving English language support. (d) Includes all areas outside the Adelaide Statistical Division. (e) This is the first time that Year 9 testing has been conducted. Therefore, the 2008-09 Targets and the 2007-08 Actual results are not

applicable. (f) The 95 per cent confidence interval for Aboriginal students is larger than other groups at around ±6 per cent, meaning that the true

result lies within a 12 percentage point range. This is mainly due to the cohort of Aboriginal students being small and the variation in achievement being large.

9.17


Delivery of Year 11 to Year 12+ educational programs.

2009-10 Budget


2008-09 Budget

2007-08 Actual



School to Work Strategy

Learning and Work:

• Three different Industry Pathway Programs in 16 schools were successfully implemented, establishing viable Vocational, Education and Training (VET) pathways for young people while enabling them to gain their South Australian Certificate of Education.

• The School to Work strategy has won a contract with the Commonwealth through the Defence Materiel Organisation to establish a VET Industry Pathways Program in Advanced Technologies of $5.9 million.

• 10 Trade Schools for the Future were in operation across the state at the beginning of 2008. • 20 School to Work apprenticeship brokers were appointed to match students with local opportunities for apprenticeships in areas of

key industry skills demand. In 2008, 624 School Based Apprentices were signed up in areas of high skill demand, which includes 341 Certificate III contracts of training (December 2008).

• 17 regional and urban Trade Schools for the Future ‘briefings’ were conducted across the state involving industry, employer, community and school leaders.

• Over 50 South Australian government secondary schools were successful in gaining nearly $60 million of funding from the Commonwealth’s Trade Training Centres in Schools Initiative, supporting the Trade Schools for the Future strategy and strengthening the VET Industry Pathway Programs in the new SACE.

Innovative Community Action Networks (ICANs):

• The $10.5 million ICAN WORKS integrated strategy was launched in September 2008. The strategy will continue the three successful School Retention strategies, including the DECS led ICAN program, Department of Further Education, Employment, Science and Technology led Alternative Learning Options Program and the Department for Families and Communities Assertive Management program.

• The ICANs supported enrolment of 1486 Flexible Learning Option (FLO) students in 2008. • Destination data for the 803 FLO enrolments from 2007 show that 77 per cent had a positive re engagement in learning/earning

outcome. • ICANs continue to operate in the four key areas of the state, metropolitan northern, southern, western suburbs, and the Upper Spencer

cities of Port Pirie, Port Augusta and Whyalla. • In Term 1 2009, there were 1541 FLO enrolled students participating in ICAN connected case management and flexible learning

programs.

Mentoring Strategies:

• 54 schools with secondary enrolments participated in this program — 30 in the metropolitan region and 24 in country regions. These schools were invited to participate based on Year 10–12 enrolments, retention data, and their Index of Educational Disadvantage category. Each school in the program is allocated 0.2 FTE teacher time to provide 1:1 mentoring support for 10 students and to coordinate mentoring. In addition, these schools receive a Student Learning Support grant to address the individual learning needs of a targeted number of students identified by the school.

• During 2008, there were 1154 students across Years 10–12 received mentoring support. 225 students (20 per cent) were in Year 10; 291 students (25 per cent) were in Year 11; and 638 students (55 per cent) were in Year 12. Aboriginal students accounted for 19 per cent (217 students), of which 114 were in Year 12+.

• Term 3 retention and destination data for all targeted mentoring students show that 94 per cent of students were actively engaged in schooling. Retention and destination data for the targeted Aboriginal students show that at the end of Term 3 92.4 per cent of students were actively engaged in the schooling.

Student Retention

• The apparent retention rates for Aboriginal students are the highest in over 10 years. The Year 8 to 12 FTE apparent retention rate for Aboriginal students in 2008 was 48.1 per cent, an increase from 36.4 per cent in 2004.

SACE Completion

• The percentage of country students who completed SACE in 2008 was 88.7 per cent. • The percentage of metropolitan students who completed SACE in 2008 was 89.9 per cent. • The number of Aboriginal students who completed SACE in 2008 was 106.

continued

9.18




2008-09 Target

2007-08 Actual

No. of students in Year 11 to Year 12+(a)


• no. of Aboriginal students 760 760 660 690



3 025 3 090 2 875 2 890


Apparent retention rate Years 8–12 (full-time equivalent) all students(e)

increase 75.3 increase 74.5

Apparent retention rate Years 10–12 (full-time equivalent) all students(e)


Apparent retention rate Years 8–12 (full-time equivalent) indigenous students(e)


Apparent retention rate Years 10–12 (full-time equivalent) indigenous students(e)


Apparent retention rate Years 8–12 (full-time equivalent) male students(e)


Apparent retention rate Years 10–12 (full-time equivalent) male students(e)


Apparent retention rate Years 8–12 (full-time equivalent) female students(e)


Apparent retention rate Years 10–12 (full-time equivalent) female students(e)


Total Years 11–12+ funding (government schools) per student

$17 112 $15 924 $15 296 $15 125

Footnotes (a) Numbers of students are expressed in full-time equivalent (that is full-time equivalent plus full-time equivalent of part-time) as at the

August census each year. The 2008–09 Estimated Results reflect actual rounded data based on the DECS School Enrolment Census Term 3 2008. Totals are in accordance with those provided in the National Schools Statistics Collection. All figures include students not allocated to a year level, apportioned based on their age. The 2009-10 Target is based on population estimates provided by the ABS following a recommendation from Planning SA.


(c) Includes students receiving English language support.

(d) Includes all areas outside the Adelaide Statistical Division.

(e) Apparent Retention is one measure contributing to South Australia’s Strategic Plan target. Apparent retention rates are the percentage of students in Year 12 compared with the number in Year 8 four years earlier or in Year 10 two years earlier. Care should be taken in the interpretation of apparent retention rates since a range of factors affecting the calculation have not been taken into account. These factors are more significant when calculating the rate at small area levels such as distinct groups (eg Aboriginal retention rates). National reporting is moving away from apparent retention rates as the only measure of participation, with new measures included in the Australian Bureau of Statistics Schools Australia publication (Cat4221.0).

9.19


Program information

Program 3: Early Years Education and Care (Birth to Preschool)

Description/Objective: Provision of a flexible range of high quality programs and services which meet the changing needs of families and enhance children’s development in the critical early years, including the provision of child care centres, children’s centres, preschools, family day care, out of school hours care and occasional care.


Program 3: Early Years Education and Care (Birth to Preschool)

2009-10Budget


2008-09 Budget

2007-08 Actual

$000 $000 $000 $000

Expenses Employee benefits and costs............................ 108 038 97 407 97 391 91 091 Supplies and services....................................... 11 637 9 868 9 880 10 449 Depreciation and amortisation ......................... 613 587 587 97 Grants and subsidies ........................................ 29 784 30 025 29 145 34 686 Other................................................................ 2 398 2 343 2 777 466

Total expenses 152 470 140 230 139 780 136 789

Income Sale of goods and services............................... 2 856 2 290 1 998 1 122 Grant revenue ................................................. 44 039 33 671 35 345 31 722 Other................................................................ 258 165 165 -610

Total income 47 153 36 126 37 508 32 234


9.20


Sub-program: 3.1 Early Childhood Education and Care (Birth to Preschool)

Provision of a flexible range of high quality programs and services which meet the changing needs of families and enhance children’s development, including child care centres, children’s centres, family day care, out of school hours care, rural care and occasional care.

2009-10 Budget


2008-09 Budget

2007-08 Actual



Qualifications of Children’s Services Staff

DECS operated family day care continued to offer the Certificate III in Children’s Services. In 2008, 105 family day care providers achieved the Certificate III in Children’s Services.

Occasional Care

The 2008 reallocation process resulted in the new allocations of sessions to rural and country preschools where no other care was available.

Preschool in Child Care

Three child care centres have started trialling the delivery of a DECS preschool service to respond to the recommendation provided by the Inquiry into Early Childhood Services.

Rural Care

The Rural Care program provides long day care for up to four non-school age children and three school aged children at any one time in rural and remote locations. The programs operate from and are sponsored by local DECS preschool sites. During 2008-09, programs were run in 12 rural locations including Bute, Booleroo, Cleve, Cummins (opened in November 2008), Lucindale, Mannum, Maitland, Melrose, Peterborough, Tumby Bay and Yorktown. Andamooka (opened in 2009) also offers Rural Care funded through sustainability assistance provided by the Commonwealth Department of Education, Employment and Workplace Relations. These programs provided care for a total of over 500 children from over 350 families.

Out of School Hours Care (OSHC)

Before school, after school and vacation care are all demand driven. It is anticipated that there will be increased growth in the number of approved child care benefit places made available by existing operators. As OSHC is predominantly work related care, the economic trends nationally may impact on utilisation into 2009-10.

Children’s Centres

There are seven operating Children’s Centres for Early Childhood Development and Parenting located at Enfield, Elizabeth Grove, Hackham West, Keithcot Farm, Ocean View, Renmark, and The Parks.

Community Development Coordinators are progressively being appointed to assist in establishing connections between a variety of partners at each site. 15 Community Development Coordinators have been appointed across 16 sites, with one coordinator working across two sites. Family Services Coordinators are also being employed in children’s centres where there are high numbers of vulnerable children and families. At December 2008, six Family Services Coordinators have been appointed at five sites.



2008-09 Target

2007-08Actual

No. of services in Early Childhood Education and Care

• child care centres(a) 320 320 328 309

• children’s centres(j) 20 7 7 5

• occasional care(b) 88 76 80 77

• out of school hours care(c) 332 332 337 337

• family day care 900 880 900 902

• rural care(k) 13 11 12 10

• vacation care(d) 249 254 256 253

• baby sitting agencies(e) 22 16 20 18

continued

9.21

Sub-program: 3.1 Early Childhood Education and Care (Birth to Preschool) continued



2008-09 Target

2007-08Actual

No. of places in Early Childhood Education and Care

• child care centres(a) 20 264 18 201 19 954 17 881


• occasional care(b) 3 645 3 345 3 500 3 460

• out of school hours care(c) 35 264 34 063 34 069 33 441

• family day care 3 750 3 701 3 800 3 810

• rural care 91 77 84 70

• vacation care(d) 13 097 12 836 12 861 12 583

No. of children in Early Childhood Education and Care services


• children’s centres(j) 1 490 840 840 400

• occasional care(b) 2 100 2 050 2 115 2 090

• out of school hours care (estimated)(c)(g) 24 770 24 770 23 949 23 480

• family day care 11 400 11 300 11 735 11 735

• rural care 243 230 198 190

• vacation care(d)(g) 18 420 18 420 16 510 16 510

No. of Aboriginal children participating in Early Childhood Education and Care (estimated enrolments)(f)

• child care centres(a) 507 600 490 510


• family day care 82 82 118 116

• out of school hours care(c)(g) 260 260 300 260


• rural care 10 10 5 5

• vacation care(d)(g) 310 310 300 260

No. of children from culturally diverse backgrounds participating in Early Childhood Education and Care (estimated enrolments)(f)(h)



• family day care 750 732 950 930

• out of school hours care(c)(g) 1 244 980 830 830


• rural care 24 20 — —

• vacation care(d)(g) 900 720 790 790

continued

9.22

Sub-program: 3.1 Early Childhood Education and Care (Birth to Preschool) continued



2008-09 Target

2007-08Actual

No. of children with disabilities participating in Early Childhood Education and Care (estimated enrolments)(f)



• family day care 350 337 420 418

• out of school hours care(c)(g) 2 290 2 290 2 190 2 190


• rural care 25 20 10 10

• vacation care(d)(g) 1 960 1 750 1 860 1 860

No. of children in rural environments participating in Early Childhood Education and Care (estimated enrolments)(f)(i)



• family day care 3 950 3 900 3 750 3 721

• out of school hours care(c)(g) 3 080 3 080 3 180 3 180


• vacation care(d)(g) 3 080 3 080 3 170 3 170

Government expenditure per child in Early Childhood Education and Care

• cost per child in family day care $2 872 $2 776 $2 733 $2 785

• cost per place in family day care $8 732 $8 474 $8 440 $8 581

• cost per place in out of school hours care $91 $72 $72 $39

• cost per number of services in out of school hours care

$9 632 $7 400 $7 278 $3 887

• cost per child in occasional care $1 916 $1 509 $1 459 $1 138

Footnotes (a) All figures for number of children in child care centres include integrated preschools/child care centres, and other child care centres.

(b) Occasional care services include programs administered and funded by DECS.

(c) Out of school hours care totals include before school, after school, and vacation care programs.

(d) Vacation care is a sub-set of the out of school hours care figures provided in (c).

(e) Figures for baby sitting agencies are extracted from the DECS Location Sites and Services database.

(f) The 2008-09 Estimated Result reflects actual rounded figures reported on DECS Annual Census of Children’s Services, 2008.

(g) Out of school hours care and vacation care are not combined together to avoid over counting across specific groups as many children will attend both service types. Numbers are estimates based on extrapolating data to give a figure as if 100 per cent of centres provided returns. Care should be taken in the interpretation of the data as they are estimates only, not actual. Centres responding to the census differ each year, also affecting the accuracy of the estimated data.

(h) Includes children with main language other than English at home.

(i) Includes children in services in all areas outside the Adelaide Statistical Division.

(j) Children's centres are integrated services for children aged 0–8 and their families. They offer a range of education, licensed care, health and family services provided by DECS, SA Health Commission, Department for Families and Communities and non-government organisations. Children’s centres has been reported separately for the first time this year.

(k) The rural care service at Andamooka is funded under the sustainability assistance funding model in conjunction with the Department of Education, Employment and Workplace Relations.

9.23

Sub-program: 3.2 Preschool Services

Provision of early childhood education through preschools, child-parent centres and the purchase (coordination, policy, planning, curriculum, quality regulation and funding) of preschool positions through independent community organisations.

2009-10 Budget


2008-09 Budget

2007-08Actual



Preschool Bilingual Program

During 2008–09, the Preschool Bilingual Program has continued to facilitate access and participation in preschools for children and families from diverse cultural and linguistic backgrounds. For the first time this includes Aboriginal children aged 4–5 who speak English as an additional language. In Term 1 of 2009, there were 1019 children requiring bilingual support, of which 645 children received support in 38 community languages through 103 of the program’s bilingual Early Childhood Workers in 142 centres across the state.

Learning Together

As at July 2008, 864 families with 1002 children had participated in the Learning Together Program. 22 per cent of these families were identified as Aboriginal.

Performance Indicators 2009-10 Budget


2008-09 Budget

2007-08Actual

No. of children in preschool services(a)(b)

• attendances 15 590 15 680 15 035 15 210

• enrolments 17 780 17 870 16 990 17 270

No. and per cent of children participating in early childhood education categorised by group (estimated enrolments and per cent of total enrolments)(c)

• gender

− male maintain 9 380 (52.5%) maintain 8 980 (52.0%)

− female maintain 8 490 (47.5%) maintain 8 290 (48.0%)

• Aboriginal children maintain 1 140 (6.4%) maintain 1 100 (6.4%)

• children from culturally diverse backgrounds(d) maintain 1 880 (10.5%) maintain 1 870 (10.8%)

• children with disabilities(e) maintain 2 630 (14.7%) maintain 2 690 (15.6%)

• rural and isolated children(f) maintain 5 550 (31.1%) maintain 5 390 (31.2%)

Government expenditure per child in preschools(g) $5 873 $5 434 $5 649 $5 644

Footnotes (a) Services provided under this sub-program are demand driven.

(b) An enrolment represents a child being registered with a preschool. An attendance represents a child attending a session for which they are enrolled. Number of children figures are based on eligible enrolments and attendances as at Term 2 each year and include only government funded preschools (includes grant-funded centres and funded Catholic education preschools). The difference between the number of enrolments and attendances is due to the non-compulsory nature of preschool. Figures exclude children in play centres and children attending preschool centres for other services. The 2008-09 Estimated Result reflects actual rounded data based on the results of DECS Preschool Staffing Data Collection Term 2, 2008. The 2009-10 Target is based on population estimates provided by the ABS following a recommendation from Planning SA.

(c) Participation figures for specific groups are available for enrolments only and include children enrolled in preschool services during a survey reference week.

(d) Includes children with main language other than English at home and includes children supported through the Preschool Bilingual Program.

(e) The children with disabilities figure is estimated and includes students identified as having special needs.

(f) Includes children in preschools in all areas outside the Adelaide Statistical Division.

(g) Derived from the total sub-program cost divided by the number of enrolments.

9.24

DEPARTMENT OF EDUCATION AND CHILDREN'S SERVICES


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 1 363 782 1 320 064 1 301 695 1 251 765 Long service leave .................................................................... 45 515 42 346 60 233 63 205 Payroll tax ................................................................................ 74 857 73 106 73 265 75 702 Superannuation ......................................................................... 157 597 152 853 153 009 143 559 Other ......................................................................................... 3 717 3 684 3 694 3 243Supplies and services — General supplies and services .................................................. 542 997 512 628 470 166 493 892 Consultancy expenses .............................................................. — — — 1 389Depreciation and amortisation expenses ...................................... 69 466 67 367 59 256 62 438Borrowing costs ............................................................................ 1 150 845 845 187Grants and subsidies ..................................................................... 41 152 42 843 40 132 54 067Intra government transfers ........................................................... 3 649 3 504 699 1 932Other expenses ............................................................................. 25 854 24 933 32 171 30 869

Total expenses 2 329 736 2 244 173 2 195 165 2 182 248

Income

Commonwealth revenues ............................................................. 32 244 137 343 239 199 248 544Intra government transfers ........................................................... 559 907 192 460 11 653 17 154Other grants .................................................................................. — — — 44 993Sales of goods and services .......................................................... 93 562 90 706 98 014 110 934Interest revenues ........................................................................... 7 700 7 700 7 700 11 967Net gain or loss from disposal of assets ....................................... — — — -953Other income ................................................................................ 70 564 68 818 68 808 50 026

Total income 763 977 497 027 425 374 482 665



Income — Appropriation ........................................................................... 2 038 971 1 746 663 1 755 505 1 738 690 Other income ............................................................................ — 6 710 — 1 710Expenses — Cash alignment ......................................................................... — 8 881 — 16 498

Net income from / expenses to SA Government 2 038 971 1 744 492 1 755 505 1 723 902

Net result 473 212 -2 654 -14 286 24 319

9.25


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 424 769 371 737 343 861 385 877Receivables ................................................................................... 30 908 31 105 18 452 31 302Inventories .................................................................................... 3 808 3 808 2 895 3 808Financial assets ............................................................................. 6 178 6 178 8 359 6 178Other current assets ...................................................................... 1 365 1 365 1 169 1 365Non-current assets class held for sale .......................................... 11 529 11 529 5 593 11 529


Non current assetsFinancial assets ............................................................................. 659 659 545 659Land and improvements ............................................................... 3 159 463 2 696 964 2 282 321 2 657 903Plant and equipment ..................................................................... 22 775 26 772 24 788 28 936Intangible assets ........................................................................... — 870 870 1 742

Total non-current assets 3 182 897 2 725 265 2 308 524 2 689 240

Total assets 3 661 454 3 150 987 2 688 853 3 129 299

Liabilities

Current liabilitiesPayables ........................................................................................ 109 671 107 029 92 196 105 341Short-term borrowings ................................................................. 179 179 1 008 926Employee benefits — Salaries and wages ................................................................... 22 315 17 589 17 129 12 863 Annual leave ............................................................................. 76 075 74 849 73 551 74 080 Long service leave .................................................................... 48 561 47 783 38 683 47 106Short-term provisions ................................................................... 22 918 21 997 22 008 21 199Other current liabilities ................................................................. 29 226 29 226 20 631 29 225


Non current liabilitiesLong-term borrowings .................................................................. 10 855 211 -327 212Long-term employee benefits — Long service leave .................................................................... 342 967 329 990 333 254 316 858Long-term provisions ................................................................... 90 693 87 352 98 474 84 053Other non-current liabilities ......................................................... 1 560 1 560 2 248 1 560



Net assets 2 906 434 2 433 222 1 989 998 2 435 876

Equity

Retained earnings ......................................................................... 1 645 052 1 171 840 1 118 022 1 174 494Asset revaluation reserve ............................................................. 1 261 382 1 261 382 871 976 1 261 382

Total equity 2 906 434 2 433 222 1 989 998 2 435 876


9.26



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsEmployee benefit payments ......................................................... 1 623 964 1 570 055 1 571 442 1 513 621Payments for supplies and services .............................................. 542 997 512 628 470 166 480 218Interest paid .................................................................................. 305 845 845 — Grants and subsidies ..................................................................... 41 152 42 843 40 132 54 679GST paid ...................................................................................... — — — 55 428Intra government transfers ........................................................... 3 649 3 504 699 3 673Other payments ............................................................................ 21 395 20 638 26 319 17 897


Cash inflowsIntra government transfers ........................................................... 559 907 192 460 11 653 27 476Commonwealth receipts ............................................................... 32 244 137 343 239 199 248 544Other grants .................................................................................. — — — 37 701Sales of goods and services .......................................................... 93 732 90 876 98 184 104 250Interest received ........................................................................... 7 700 7 700 7 700 11 967GST received ................................................................................ — — — 54 351Other receipts ............................................................................... 70 394 68 648 68 638 43 178


SA GOVERNMENT:

Appropriation ............................................................................... 2 038 971 1 746 663 1 755 505 1 738 690Other receipts ............................................................................... — 6 710 — 1 710Payments — Cash alignment ......................................................................... — 8 881 — 16 498

Net cash provided by SA Government 2 038 971 1 744 492 1 755 505 1 723 902



Cash outflowsPurchase of property, plant and equipment .................................. 523 454 106 154 70 604 81 074Other payments ............................................................................ — — — 114


Cash inflowsProceeds from sale of property, plant and equipment .................. 7 071 2 762 757 1 784Other receipts ............................................................................... — — — 2 181

Cash generated from investing activities 7 071 2 762 757 3 965


9.27



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash outflowsRepayment of borrowings ............................................................ — 747 747 1 420Finance lease payments ................................................................ 71 — — 35

Cash used in financing activities 71 747 747 1 455

Cash inflowsProceeds from restructuring activities .......................................... — -1 007 — —

Cash generated from financing activities — -1 007 — —

Net cash provided by (+) / used in (-) financing activities -71 -1 754 -747 -1 455

Net increase (+) / decrease (-) in cash equivalents 53 032 -14 140 682 47 175



9.28

ADMINISTERED ITEMS FOR THE DEPARTMENT OF EDUCATIONAND CHILDREN'S SERVICES


2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual


Income — Appropriation ........................................................................... 180 038 166 630 163 796 159 771 Other income ............................................................................ — 11 — 10



Commonwealth revenues ............................................................. — 513 157 492 525 520 189Intra government transfers ........................................................... 729 451 39 131 — 107Sales of goods and services .......................................................... 2 284 2 197 1 847 2 229Interest revenues ........................................................................... 335 316 316 370Net gain or loss from disposal of assets ....................................... — — — 2Other income ................................................................................ 426 356 731 946


Total income 912 534 721 798 659 215 683 624

Expenses

Employee benefit expenses — Salaries, wages, annual and sick leave ..................................... 9 744 8 765 9 052 8 457 Long service leave .................................................................... 111 128 88 316 Payroll tax ................................................................................ 513 475 404 468 Superannuation ......................................................................... 936 848 867 835 Other ......................................................................................... 289 286 169 205Supplies and services — General supplies and services .................................................. 7 206 6 878 5 368 5 271Depreciation and amortisation expenses ...................................... 286 313 313 290Borrowing costs ............................................................................ — — — 199Grants and subsidies ..................................................................... 890 225 698 316 639 854 642 736Intra government transfers ........................................................... 2 472 5 904 2 414 20 989Other expenses ............................................................................. 68 66 66 192

Total expenses 911 850 721 979 658 595 679 958

Net result 684 -181 620 3 666

9.29


Balance sheet__________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000Assets

Current assetsCash and cash equivalents ............................................................ 12 421 11 555 7 505 11 527Receivables ................................................................................... 2 366 2 366 3 001 2 366Other current assets ...................................................................... 26 26 33 26


Non current assetsPlant and equipment ..................................................................... 783 965 506 1 177

Total non-current assets 783 965 506 1 177

Total assets 15 596 14 912 11 045 15 096

Liabilities

Current liabilitiesPayables ........................................................................................ 874 874 1 033 875Short-term borrowings ................................................................. 1 500 1 500 1 460 1 500Employee benefits — Salaries and wages ................................................................... 122 122 4 122 Annual leave ............................................................................. 412 413 446 417 Long service leave .................................................................... 64 64 54 63


Non current liabilitiesLong-term borrowings .................................................................. — — 40 — Long-term employee benefits — Long service leave .................................................................... 1 115 1 114 1 185 1 113



Net assets 11 509 10 825 6 823 11 006

Equity

Retained earnings ......................................................................... 10 367 9 683 5 608 9 864Other reserves ............................................................................... 1 142 1 142 1 215 1 142

Total equity 11 509 10 825 6 823 11 006


9.30



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000


Cash inflowsIntra government transfers ........................................................... 729 451 39 131 — 107Commonwealth receipts ............................................................... — 513 157 492 525 520 189Sales of goods and services .......................................................... 2 284 2 197 1 847 2 710Interest received ........................................................................... 335 316 316 322GST received ................................................................................ — — — 13 705Other receipts ............................................................................... 426 356 731 744


Cash outflowsEmployee benefit payments ......................................................... 11 593 10 502 10 580 10 252Payments for supplies and services .............................................. 21 883 19 940 18 430 16 168Interest paid .................................................................................. — — — 199Grants and subsidies ..................................................................... 875 548 685 254 626 792 631 995GST paid ...................................................................................... — — — 13 730Intra government transfers ........................................................... 2 472 5 904 2 414 20 988Other payments ............................................................................ 68 66 66 46


SA GOVERNMENT:

Appropriation ............................................................................... 180 038 166 630 163 796 159 771Other receipts ............................................................................... — 11 — 10


Net cash provided by (+) / used in (-) operating activities 970 132 933 4 180


Cash inflowsProceeds from sale of property, plant and equipment .................. — — — 2Repayment of advances ................................................................ — — — 1 311

Cash generated from investing activities — — — 1 313

Cash outflowsPurchase of property, plant and equipment .................................. 104 101 101 521

Cash used in investing activities 104 101 101 521

Net cash provided by (+) / used in (-) investing activities -104 -101 -101 792

9.31



2009-10Budget

$000

2008-09Estimated

result

$000

2008-09Budget

$000

2007-08Actual

$000




Cash outflowsRepayment of borrowings ............................................................ — — — 1 460

Cash used in financing activities — — — 1 460

Net cash provided by (+) / used in (-) financing activities — -3 — -1 460

Net increase (+) / decrease (-) in cash equivalents 866 28 832 3 512



9.32


On 1 January 2009 the Intergovernmental Agreement on Federal Financial Relations came into operation. Under the new arrangements the Department of Treasury and Finance (DTF), rather than the Department of Education and Children’s Services (DECS) will be the recipient of Commonwealth funding for National Partnership payments and national specific purpose payments. The financial statements recognise that funding from 1 January 2009 is provided to DECS in the form of appropriation and other transfers from DTF, rather than revenue directly from the Commonwealth.


Financial commentary — major resource variations

The following commentary relates to variations between the 2008-09 Estimated Result and the 2009-10 Budget.


Expenditure

The increase in expenditure of $85.6 million is primarily due to:

• increased salaries and wages expenditure ($53.4 million); and

• increased expenditure associated with the Commonwealth Government’s National Partnerships for Low Socio-economic Status School Communities, Early Childhood Reform, Improving Teacher Quality and Literacy and Numeracy ($21.2 million), Nation Building — Economic Stimulus Plan ($36.5 million) and Maths and Science Strategy ($15.0 million).

The increased expenditure is partially offset by:

• cessation of the Investing in Our Schools program funded by the Commonwealth Government ($14.5 million); and

• savings initiatives ($4.0 million).

Revenue

The increase in total income of $267.0 million is primarily due to the Commonwealth Government’s Nation Building — Economic Stimulus Plan ($460.7 million).

This is partially offset by lower revenue for Commonwealth specific purpose payments which will be received as appropriation from DTF under the revised federal financial arrangements ($212.5 million).

Net cost of services

The net cost of services for 2009-10 Budget is lower than 2008-09 Estimated Result primarily due to the recognition of Commonwealth funding to South Australia for the Building the Education Revolution initiative under the Nation Building — Economic Stimulus Plan as revenue, with the

9.33

majority of expenditure being reflected as investing payments. This reduces the net cost of services for programs 1 and 2.


The increase in total assets is primarily due to an increase in land and improvements as a result of the Nation Building — Economic Stimulus Plan ($424.1 million).

The change in total liabilities is due mainly to an increase in employee related liability provisions and payables ($25.8 million), and finance lease liability relating to Education Works ($10.7 million).


The movement in cash payments and receipts are consistent with the changes discussed under the Income statement — controlled and Balance sheet — controlled.

Administered items

Income statement — administered

The increase in total expenses and total income is primarily due to increased payments relating to the Nation Building — Economic Stimulus Plan ($172.8 million) and the Low Socio-Economic Status School Communities National Partnership ($1.2 million).

Balance sheet — administered


Cash flow statement — administered

The movement in cash payments and receipts are consistent with the changes discussed under the Income statement — administered.


Additional information on administered items is included in the following table.

9.34

Additional Information for Administered Items Department of Education and Children’s Services

Cash flow statement

2009-10Budget

2008-09Estimated

result

2008-09 Budget

2007-08Actual

$000 $000 $000 $000

CASH FLOWS FROM:


Receipts


Non-Government Schools.......................................................... 727 246 37 806 — —

SACE Board of South Australia ................................................ 2 205 1 325 — 107

Commonwealth Government grants and payments —

Non-Government Schools.......................................................... — 513 157 492 525 520 189


Administered Items.................................................................... — — — 694

SACE Board of South Australia ................................................ 2 284 2 197 1 847 2 016

Interest —

School Loans Assistance Scheme .............................................. — — — 75

SACE Board of South Australia ................................................ 335 316 316 247

Net GST received —

Expenses for Administered Items .............................................. — — — 13 772

SACE Board of South Australia ................................................ — — — -67

State Government — Appropriation —

Expenses for Administered Items ............................................. 179 782 166 380 163 546 159 531

Transfer from Contingencies ..................................................... — 11 — 10

Other Receipts —

Parliamentary Salaries and Allowances ..................................... 256 250 250 240



Payments


Consultative Committees ........................................................... 1 158 1 137 1 137 1 225

Multicultural Grants — Funding from Commonwealth Government ..................................................... — — — 65

Special Schools — National Equity Program for Schools Funding ...................................................................................... — — — 173

Parliamentary Salaries and Allowances ..................................... 256 250 250 241


9.35


Cash flow statement

2009-10Budget

2008-09Estimated

result

2008-09 Budget

2007-08Actual

$000 $000 $000 $000

Supplies and services —

Consultative Committees ........................................................... 188 182 182 149

Non-Government Schools — National Equity Program for Schools Funding ........................................................................ — — — 23


Other .......................................................................................... — — — 4

Transport Concession to Students and Children ........................ 14 677 13 062 13 062 10 877

Interest and Other Financial Payments —

School Loans Assistance Scheme .............................................. — — — 199

Grants and subsidies —

Multicultural Grants — Funding from Commonwealth Government ..................................................... 866 909 845 667

Multicultural Grants — Funding from the State ........................ 751 733 733 641

Non-Government Schools — National Equity Program for Schools — Funding from Commonwealth Government ............ 4 453 4 367 4 367 3 989

Non-Government Schools — per capita Grants — Funding from Commonwealth Government ............................................ 505 776 493 607 464 571 458 476

Non-Government Schools — Funding from the State .............. 136 656 131 922 131 922 128 922

Other Organisations .................................................................. 1 262 1 343 866 754

Special Schools — Funding from Commonwealth Government National Equity Program for Schools ...................................................................................... 11 385 11 286 11 291 16 499

Non-Government Schools — Capital — Funding from Commonwealth Government ..................................................... 10 899 10 784 10 633 10 892

Non-Government Schools — Capital — Funding from the State ........................................................................................... 165 161 161 —

Special School Funding — Funding from the State ................... 1 440 1 403 1 403 —

Non Government Schools — Investing in Our Schools — Commonwealth.......................................................................... — 1 221 — 11 155

Nation Building — Economic Stimulus Plan............................. 198 192 25 409 — —

Improving Teacher Quality NP.................................................. 332 154 — —

Literacy and Numeracy NP........................................................ 2 130 1 861 — —

Low Socio-Economic Status School Community NP ................ 1 241 94 — —

Net GST Paid —

Expenses for Administered Items .............................................. — — — 13 730

SACE Board of South Australia ................................................ — — — —

Intra-government Transfers —

Special Schools — Child & Youth Health................................. 2 382 2344 2 344 2 235

Investing in Our Schools — Commonwealth............................. — 3 490 — 18 485

Children in Residential Care ...................................................... 70 70 70 64

Multicultural Grants................................................................... 20 — — 39

Consultative Committees ........................................................... — — — 121

9.36


Cash flow statement

2009-10Budget

2008-09Estimated

result

2008-09 Budget

2007-08Actual

$000 $000 $000 $000

Other .......................................................................................... — — — 44

Other Payments —



Net cash provided by operating activities 970 132 933 4 180

Investing activities

Receipts

School Loans Assistance Scheme .............................................. — — — 1 311

Sale of Property, Plant and Equipment — SACE Board of South Australia .......................................................................... — — — 2

Total investing receipts — — — 1 313

Payments

Purchase of Property, Plant and Equipment —


Total investing payments 104 101 101 521

Net cash provided by investing activities -104 -101 -101 792

Financing activities

Receipts

Proceeds from Restructure (to Shared Services) ........................ — -3 — —

Total financing receipts — -3 — —

Payments

Repayment of Borrowings — to the Consolidated Account by the School Loans Assistance Scheme ........................................ — — — 1 460

Total financing payments — — — 1 460

Net cash used in financing activities — -3 — -1 460

Net increase (+) / decrease (-) in cash held 866 28 832 3 512



9.37

ACCOUNTING STANDARDS

ACCOUNTING STANDARDS

The financial statements included in the 2009-10 Portfolio Statements are special purpose financial statements.

Estimates in these portfolio statements have been prepared on a basis consistent with Australian Accounting Standards, except where these notes indicate otherwise.

Reporting entities

The financial reports include all assets, liabilities, incomes and expenses of individual entities and portfolio agencies (administrative groupings of entities).

In the process of reporting on portfolios, agencies or other entities as single economic entities, transactions and balances between controlled entities are eliminated.

The commentary at the commencement of the financial statements for each portfolio identifies which entities have been included in the consolidated financial statements for that portfolio.

Separation of disclosure

The statements provide disclosure through the separation of activities defined as controlled and administered.

Activities that are ‘controlled’ are those where the agency delivers services and governs the financial and operating policies so as to obtain benefits from these activities and assets in the pursuit of its objectives.

Generally, activities that are ‘administered’ on behalf of the government exist where an agency has no discretion to alter the resources provided or determine how they are spent.

Format

The financial statements include an income statement, balance sheet and a cash flow statement.

Basis of measurement

Most government assets are valued at their written down current cost. Otherwise agencies adopt one of the following measurement bases:

• Market / fair value is the amount for which an asset could be exchanged between a knowledgeable, willing buyer and a knowledgeable, willing seller in an arm’s length transaction (in many cases agencies use written down current cost as a proxy for fair value).

• Net market value in relation to an asset means the market value after deducting costs expected to be incurred were the asset to be exchanged.

• Current cost of an asset means the lowest cost at which the gross service potential of that asset could currently be obtained in the normal course of operations.

All non-current tangible assets, with a cost of acquisition greater than $1 million and a useful life of more than three years, are required to be valued at fair value unless excluded from the scope of

Australian Accounting Standard AASB 116 Property, Plant and Equipment or an alternative valuation is specified by another accounting standard.

Depreciation and amortisation of non-current assets

All non-current assets having limited useful lives are systematically depreciated/amortised over their useful lives in a manner that reflects the consumption of their service potential. The most common method used for calculating depreciation expense is the straight line method.

Certain heritage assets have very long and indeterminate useful lives. Their service potential has not, in any material sense, been consumed during the reporting period. As such, no amount for depreciation has been recognised in respect of those assets.

Assets acquired under finance leases are amortised over the period during which the government is expected to benefit from use of the leased asset.

Employee benefits

Employee benefits (including salaries and wages, annual leave, long-service leave, sick leave and superannuation benefits) reflect those benefits accrued as a result of services provided by employees up to the reporting date.

Short-term employee benefits (due to be settled within twelve months after the end of the reporting period in which the employee rendered the services) are measured at a nominal amount based on the remuneration rates an agency expects to pay. Examples of short-term employee benefits include salaries and wages and annual leave.

Long-term employee benefits (not due to be settled within twelve months after the end of the period in which the employee rendered the service) are measured as the present value of estimated future cash flows. An example of a long-term employee benefit is long service leave.

Sick leave

For the majority of agencies, no liability will be recognised for sick leave.

There is no liability for non-vesting sick leave (a non-vesting entitlement is that which does not constitute a legal obligation of the employing agency until a valid claim is made by an employee or an event has occurred) if, on average, sick leave taken is less than total entitlements accruing.

Vesting sick leave entitlements are rare for Government of South Australia employees.

Superannuation

For most Government of South Australia controlled agencies, the Treasurer assumes the accrued superannuation liability in return for periodic payments from agencies. Therefore, unless there are contributions due but not yet paid at the reporting date, there is no superannuation liability recorded for the agency.

Two types of superannuation plans are in operation currently in the public sector: defined benefit plans and defined contribution plans. In a defined benefit plan, a member’s entitlement is determined by reference to a formula based on years of membership and/or salary levels. In a defined contribution plan, a member’s entitlement is determined by reference to accumulated contributions made to the plan together with investment earnings thereon.

Under existing arrangements, the Treasurer is liable for any net deficiency in assets for the defined benefits plans. Deficits in defined benefit superannuation plans are recognised as liabilities in the

balance sheet for the Treasurer. The deficits are measured as the excess of employees’ accrued benefits resulting from services up to the reporting date over the net market value of the plan’s assets as at the reporting date.

Income recognition

Wherever possible, income is recognised when the transaction or event giving rise to the income occurs. As a result, all items of income are normally reported in the income statement when an agency obtains control over the respective amounts. In circumstances where it is not possible to determine objectively when control over the asset passes to the agency, the amounts are recognised upon receipt.

Appropriation

The investment program requirements for agencies included in the portfolio statements may be funded through operating appropriation, operating receipts, the proceeds of asset sales, grants and through Commonwealth payments. Where the investment requirements of an agency are not funded from these sources, the State Government funding of an agency’s investment program will generally be treated as an equity contribution from the government, as representative owner. These contributions are treated as contributions to equity rather than income in an agency.

Funds appropriated, but not required to meet current year cash outflows will be deposited with the Treasurer and will show as an asset in the agency’s balance sheet.

Cash Alignment Policy

Where agencies have returned excess cash held to the Treasurer in accordance with the Cash Alignment Policy, the payment is generally recorded as a ‘payment to government’ in the income statement. Some agencies have elected to repay debt or return contributed capital with excess cash balances. These transactions will be reflected in the balance sheet.

Rounding

All amounts in the financial statements have been rounded to the nearest thousand dollars, unless otherwise indicated.

Due to rounding, there may be instances where financial statements and tables do not add correctly.

Presentation

The format of the income statement, balance sheet and cash flow statement used in these portfolio statements is consistent with the requirements of: AASB 101 Presentation of Financial Statements and AASB 107 Cash Flow Statements.

CAPITAL INVESTMENT STATEMENT

Presented by the Honourable Kevin Foley MPDeputy Premier and Treasurer of South Australia

on the Occasion of the Budget for 2009–10

2009 10

BUDGET PAPER 5

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