Department of Primary Industries and Regions Annual Report 2020–21
Contents
From the Chief executive
- Our strategic focus
- Our organisational structure
- Changes to the agency
- Our Minister
- Our Executive team
- Legislation administered by the agency
- Other related agencies (within the Minister’s area/s of responsibility)
- Performance at a glance
- Agency response to COVID-19
- Agency contribution to whole of Government objectives
- Agency specific objectives and performance
- Corporate performance summary
- Employment opportunity programs
- Agency performance management and development systems
- Work health, safety and return to work programs
- Executive employment in the agency
- Risk and audit at a glance
- Fraud detected in the agency
- Strategies implemented to control and prevent fraud
- Public interest disclosure
Reporting required under any other act or regulation
Appendix: Audited financial statements 2020–21
To:
Hon. David Basham MP
Minister for Primary Industries and Regional Development
This annual report will be presented to Parliament to meet the statutory reporting requirements of Part 3 Section 12(6) of the Public Sector Act 2009 and the requirements of Premier and Cabinet Circular PC013 Annual Reporting.
This report is verified to be accurate for the purposes of annual reporting to the Parliament of South Australia.
Submitted on behalf of the Department of Primary Industries and Regions by:
Michelle Edge
Chief Executive
The Department of Primary Industries and Regions
From the Chief Executive
Resilience, growth and development have been vital touchstones for South Australia’s primary industries and regional communities over the last 12 months.
Supporting our food, wine and agribusinesses has never been more important than during the COVID-19 global pandemic which has brought far-reaching, and at times unforeseen, consequences.
The Department of Primary Industries and Regions is on the frontline of providing that support, with a responsibility to ensure it provides an agile and meaningful response to issues as they arise while also creating a stable climate for growth.
From the practical, grassroots advice provided by our Family and Business Support mentors program, to the oversight of a quarantine facility ensuring the safe arrival of hundreds of international seasonal workers or the cutting of red tape across the Marine Scale Fishery – this agency plays a vital role in meeting the needs of South Australian primary industries.
Delivery of appropriate and timely grants, information, research and other practical support have had a significant impact for businesses and regional communities in this period of great uncertainty.
Our Operating Plan, in tandem with the State Government’s Growth Agenda, defines our operational, service delivery, research and policy activity across the primary industries and regions. Our Department works closely with industry and regional stakeholders and with the communities we serve to deliver our services effectively.
Among the initiatives of significant importance over the past year are:
- The rollout of the $24.5 million reform of the Marine Scale Fishery, with regulatory amendments to implement the new arrangements taking effect from 1 July 2021.
- The establishment and oversight of the Paringa Quarantine facility, which allowed for the safe arrival of more than 800 harvest workers from Pacific nations.
- Continued delivery of the $150 million Regional Growth Fund, which to date has seen more than $60 million distributed to businesses – unlocking economic activity worth more than $315 million and ultimately delivering nearly 700 jobs.
- The launch of the Regional Development Strategy to continue to shape the way government engages with our regions in fostering economic development and growth.
- More than $15 million being committed to support the recovery of bushfire affected regions through the Local Economic Recovery Program projects, supporting ongoing recovery needs and helping to realise economic opportunities of these regions.
- Delivery of significant drought programs under the banner of a $21 million Drought Support Package.
- The launch of the South Australian AgTech Strategic Plan to encourage the use of agricultural technology across the sector, supported by an investment of $2.4 million contributing to the establishment of regional demonstration farms and start up hubs.
- The lifting of the moratorium on the cultivation of GM crops on mainland South Australia from 15 November 2020.
Additionally, we have faced an unprecedented biosecurity challenge posed by a record number of outbreaks of both the Mediterranean and Queensland fruit fly. Maintaining our state’s $1.3 billion horticulture industry is a priority as we continue to address the risk of fruit fly and its impact on market access. We continue to prioritise this emergency response, with $33.3 million additional investment over two years from 2020-21 to assist in eradication response efforts in metropolitan Adelaide, the Riverland and Port Augusta.
As we reflect upon this, and the key highlights captured in the PIRSA Annual Report 2020-21, I am already looking ahead to the coming year bolstered by the experiences and lessons we have learned in this unparalleled year.
Michelle Edge
Chief Executive
Department of Primary Industries and Regions
Overview: about the agency
Our strategic focus
Our Purpose
To grow primary industries and drive regional development.
Our agriculture, food, wine and forestry industries are a major employer and our largest export sector accounting for more than half of the state’s merchandise exports. Primary industries and agribusiness directly generated $14.1 billion in revenue in 2019- 20, which includes final sales from all primary production and associated processing.
Our regions also make a substantial contribution to the state’s economy, not only through agribusiness but also through mining and minerals processing, manufacturing, tourism and energy production.
Regional South Australia contributes about $29 billion to the state’s economy (revenue from all industries in 2017-18) with just 27% of the state’s population (ABS June 2020).
Our Values
Our values guide our behaviours and practices and apply to all employees regardless of position, technical expertise or location.
- Service, Trust, Collaboration, Engagement, Courage and Tenacity, Professionalism, Respect, Honesty and Integrity and Sustainability.
Our functions, objectives and deliverables
Our priorities are to:
- increase productivity of our primary industries and agribusinesses
- secure production through biosecurity, food safety standards and efficient and sustainable use of resources
- enable market access by working with primary industries to respond to evolving requirements of domestic and global markets and consumers
- grow regions by supporting key regional development drivers and growing opportunities available to our regional communities
- manage adverse events effectively and help primary industries and communities improve preparedness, resilience and recover well
- reform our legislative framework and programs to drive efficiency, effectiveness and unlock potential
- build partnerships with industry, stakeholders, research organisations and regional communities
- perform well as a modern flexible and responsive organisation that values and develops its people.
Our organisational structure
PIRSA comprises of the following divisions:
- Agriculture, Food and Wine
- Biosecurity
- Corporate Services
- Fisheries and Aquaculture
- Forestry
- Regions
- Rural Solutions
- South Australian Research and Development Institute (SARDI)
More information can be viewed at: www.pir.sa.gov.au/top_menu/about_us
Changes to the agency
During 2020-21 there were no changes to the agency’s structure and objectives as a result of internal reviews or machinery of government changes.
Our Minister
The Hon David Basham MP is the Minister for Primary Industries and Regional Development.
The Minister oversees the Primary Industries and Regional Development portfolio and is responsible for a number of legislative acts.
He ensures primary industries and regional communities in South Australia continue to be more innovative, productive, competitive and market-driven - contributing significantly to the state’s economy.
Our Executive team
- Michelle Edge – Chief Executive
- Professor Mehdi Doroudi – Deputy Chief Executive
- Nathan Rhodes – State Incident Controller, Biosecurity
- John Virtue – A/Executive Director, Biosecurity
- Jo Collins – Executive Director, Agriculture, Food and Wine
- Daniel Casement – Executive Director, Rural Solutions SA
- Dr Peter Appleford – Executive Director, SARDI
- Professor Gavin Begg – Executive Director, Fisheries and Aquaculture
- Rob Robinson – Director, Forestry
- Michelle Griffiths – Executive Director, Corporate Services
- Maria Cervini – A/Director, Regions
- Will Kent – Chief Financial Officer
Legislation administered by the agency
- Agricultural and Veterinary Chemicals (South Australia) Act 1994
- Agricultural and Veterinary Products (Control of Use) Act 2002
- Aquaculture Act 2001
- Biological Control Act 1986
- Dog Fence Act 1946
- Fisheries Management Act 2007
- Forestry Act 1950[1]
- Forest Property Act 2000
- Genetically Modified Crops Management Act 2004
- Impounding Act 1920
- Industrial Hemp Act 2017
- Livestock Act 1997
- Local Government (Forestry Reserves) Act 1944
- Pastoral Land Management and Conservation Act 1989
- Phylloxera and Grape Industry Act 1995
- Plant Health Act 2009
- Primary Industry Funding Schemes Act 1998
- Primary Produce (Food Safety Schemes) Act 2004
- Primary Producers Emergency Assistance Act 1967
- Rural Industry Adjustment and Development Act 1985
- SA Forestry Corporation Act 2000
- Veterinary Practice Act 2003[2]
Other related agencies (within the Minister’s areas of responsibility)
PIRSA administers, but does not control, the following items on behalf of the Minister for Primary Industries and Regional Development and Minister for Environment and Water. These items are not recorded in the agency’s controlled operating statement or statement of financial position as the agency does not have any discretion to deploy the resources for achievement of its own objectives.
- Adelaide Hills Wine Industry Fund
- Apiary Industry Fund
- Aquaculture Resource Management Fund
- Barossa Wine Industry Fund
- Cattle Industry Fund
- Citrus Growers Fund
- Clare Valley Wine Industry Fund
- Dog Fence Board
- Fisheries Research and Development Fund
- ForestrySA Community Service Obligation
- Grain Industry Fund
- Grain Industry Research and Development Fund
- Langhorne Creek Wine Industry Fund
- McLaren Vale Wine Industry Fund
- Pig Industry Fund
- Riverland Wine Industry Fund
- SA Grape Growers Industry Fund
- Samcor Fund
- Seed Levies Fund
- Sheep Industry Fund
The agency’s performance
Performance at a glance
PIRSA’s 146 key actions for 2020-21 were detailed in the PIRSA Corporate Plan 2020.
These actions were monitored and reported to PIRSA Executive on a quarterly basis. This allowed Executive to review the agency’s progress towards delivering the Corporate Plan Actions.
The final reported status of the 146 Corporate Plan actions was 45 completed, 93 on track, 7 overdue and 1 not commenced.
Agency response to COVID-19
In the rapidly evolving environment of COVID-19, South Australia’s primary producers needed effective and coordinated support to guide them through the pandemic.
Throughout 2020-21, PIRSA staff made themselves available to respond to the thousands of individual queries from industry members, as well as providing targeted, specific industry wide email updates on current COVID-19 restrictions and developing an informative and tailored website for COVID-19 information. PIRSA staff worked closely with SA Health and SAPOL on the development of Emergency Directions to ensure all aspects of agriculture were recognised and protected as an essential service.
PIRSA hosted regular industry stakeholder meetings and attended national meetings to provide high level support to industry and hear and address concerns directly. The constant and professional engagement with industry has been repeatedly recognised by industry members and was a cornerstone of the response. For this, PIRSA was a recipient of the Premier’s Excellence Award for a team demonstration of public sector values in its COVID-19 response.
Through collaboration with key government and industry stakeholders, international workforce contingents were able to be secured to meet various skill shortages in our sector. The team was also able to identify and develop solutions to ensure the ongoing operation of the meat processing sector, the forestry sector, and cross-border communities, as well as provide flexible management arrangements for the fisheries and aquaculture sectors. PIRSA’s efforts have delivered solutions that continue to produce safe, effective outcomes over the long term for the sector.
Agency contribution to whole of Government objectives
| Key objective | Agency’s contribution |
|---|---|
| More jobs | Increasing productivity, Growing regions, Maintaining market access |
| Lower costs | Regulatory excellence and reforms, Securing production, Managing adverse events |
| Better Services | Building partnerships, Organisational performance |
Agency specific objectives and performance
| Agency objectives | Indicators | Performance |
|---|---|---|
| Growth State Food Wine and Agribusiness Sector Plan | Action: Deliver a Growth State Food, Wine and Agribusiness Plan in partnership with industry to guide the sectors contribution to the South Australian Government's Growth State target of lifting economic growth to 3% p/a. | The Food, Wine and Agribusiness Sector Plan was launched in September 2020, in partnership with industry. The Food, Wine and Agribusiness Annual Operating Plan 2020-21 was finalised in November 2020. The steering committee met throughout the year. Minutes and actions from meeting were completed, one of which was an engagement framework which has been circulated to the committee for feedback. Committee also provided an update on current projects and priorities and emerging opportunities. Committee members will meet again in September with a review of the Annual Operating Plan to be finalised in November 2021. |
| Industry Growth Framework | Action: Implement a PIRSA Industry Growth Framework to assess priority initiatives for economic growth. | Industry Growth Framework used to help prioritise tranches of proposals for industry growth initiatives, including seaweed research, plant-based protein research facilities, drought hubs, and Great Wine Capitals programs and sponsorship. |
| Genetically Modified Crops Management Act 2004 | Action: Implement amendments to the Genetically Modified Crops Management Act 2004 to provide certainty to producers on growing GM food crops. | Facilitated the local council application and assessment process by working with the LGA, Minister and the GM Crop Advisory Committee. Provided advice to councils on the process, and compiled 11 council applications for Committee and Ministerial consideration for non-GM designation by 15 November. Participated in GM Stewardship training and information sessions by GPSA. Met with Harata Industries & KI Pure Grain to provide advice on changes to the GM legislation. |
| Primary Industry Funding Schemes review | Action: Implement the review of administration of Primary Industry Funding Schemes and introduce a data management system to increase efficiency and fund benefits to industry. | Following the 2019 Review of the Primary Industries Funding Schemes, many of the recommendations have been implemented including streamlined application and reporting processes, earlier release of management plans, and improved online remittance form. Engaged extensively with the wine industry on proposed changes to regulations, information sharing protocol and implementing a new online contribution system. Public consultation concludes on 7 July 2021, at which point the results will be summarised and provided to the Minister for consideration. If Ministerial approval is granted to pursue regulation change, Strategy and Policy will pursue the relevant cabinet process to amend the Regulations. |
| South Australian Wine Industry Association industry development support | Action: Provide the South Australian Wine Industry Association $250,000 funding to deliver a market and industry development program to support the continued growth and prosperity of the wine industry. | A number of applications for 20/21 were received and approved for Project 250. They include - Barossa Wine School online platform, in-region destination event marketing project for McLaren Vale, Climate Change viability project for Langhorne Creek, and a Chardonnay activation for the Adelaide Hills. Key highlights in 2020-21 include Reserved at the Museum, the return of SAWIA's popular laneway events which did not take place in 2020 due to COVID and Chardonnay in May activation by the Adelaide Hills Wine Region. |
| Dog Fence | Action: Rebuild at least 400 kilometres of high priority sections of the Dog Fence to protect the sheep from wild dogs and minimise the losses to livestock producers. | Stage 2 completed; rebuild of Stages 3 and 4 underway; rebuild of stage 5 & 6 to commence shortly; procurement of suppliers for Stages 7 & 8 in progress. |
| Responding to and Recovering from Adverse Events | Action: Manage and respond to adverse events for which PIRSA is a support agency, such as natural disasters that impact primary industries and rural and regional communities. | Throughout 2020-21, PIRSA contributed to the following responses/recovery:
399 Bushfire Clean Up grants worth more than $26 million have been approved. 200 clients have been supported through the FaBS Program. More than 5000 people have been engaged through the Kangaroo Island Rebuild Program. Launch of a Cape tulip campaign on Kangaroo Island as well as increased ferry biosecurity checks, enhanced animal health services and feral pig eradication. Continued support for impacted primary producers through the Kangaroo Island. Applications for the Apple Producer Recovery Grants have closed, 4 growers have been offered funding. More than 462 feral pigs have been culled. Three new grant programs have recently been released - Viticulture and Horticulture Recovery Grants and a special Kangaroo Island On-farm Emergency Infrastructure Water Grants Program. |
| Fruit Fly Eradication | Action: Respond to fruit fly detections and implement eradication measures to maintain South Australia’s fruit fly freedom status. | Ongoing Mediterranean Fruit Fly and Queensland Fruit Fly eradication in Riverland and Metropolitan Adelaide. Introduced a successful community fruit fly awareness and education campaign for the Adelaide Metropolitan and Riverland outbreaks. |
| Biosecurity Act | Action: Complete consultation to develop a new Biosecurity Act to provide modern, cohesive and effective legal framework for managing and responding to biosecurity risks. | Public consultation was undertaken from 14 October to 24 November 2020 to seek feedback from the general public, key industries and other stakeholder organisations on the proposed principles, objectives and intent of a new Biosecurity Act. Focus is now on Cabinet approval to draft and consult on a new Biosecurity Bill. |
| Emergency Response | Action: Develop and implement preparedness training programs for emergency responses to natural disasters, exotic animal, plant and aquatic pest and disease incursions. | Bushfire preparedness sessions were held in October 2020. Undertook a review of EM training options delivered by MFS, CFS, SES, DIT, SA Health and Queensland DPI to identify suitable materials - none exist for generic IMT role training. Commenced development of a business case for PIRSA Emergency Management training in the future. This discussion has been put on hold pending a decision on EMEOG’s future and training being developed by OCPSE (delivery date unknown at this stage). Prepared for and responded to animal disease detections in and risks to South Australia for Ehrlichia canis in dogs in northern Australia, highly pathogenic Avian Influenza in Victoria and the spread of African Swine Fever through Asia. |
| People Strategy | Action: Deliver on PIRSA’s people strategy through engaging with staff, developing capabilities and building a positive and constructive workplace culture. | Provided ongoing support to leaders to ensure that all staff have a PDP in place. Seeking contractor to deliver on diversity commitments as OD Consultant (Diversity) remains unfilled. Leadership capability program was delivered by Q2 2020 and further development is being considered following release of I Work For SA 2021 results. Induction program is currently being reviewed with the view to deliver face to face sessions. Rollout of the 2021 IWFSA survey is well underway. |
| Work Health and Safety Strategy | Action: Implement a revised work health and safety three-year strategy. | Development of the strategy occurred in Q1 and Q2. The WHSIM Strategy was approved by the CE in May 2021 and will be implemented soon. |
| Mapping and location services | Action: Through GIS database and platform development, provide access to contemporary, timely mapping and location services to meet end user needs. | Data, statistic and map services provided in support of the Fruit Fly response program including a Public Fruit Fly Web Map. Support for fruit fly response is ongoing. CARMS app content replicated onto PIRSA infrastructure for Pastoral Unit. Data and map services provided to DTI in support of the Invest in SA portal. |
| Seafood Strategic Plan | Action: Deliver a state Seafood Strategic Plan through the Seafood Advisory Forum to grow the seafood sector. | The Seafood Advisory Forum met several times to draft a 10-year Seafood Growth plan. This was released for a three-week period of targeted consultation. The Seafood Advisory Forum met again on 21 June 2021 to consider submissions received from targeted consultation and to recommend amendments to the draft plan. Following endorsement of the draft plan by Forum members, the Plan will be provided to the Minister for consideration. |
| Fisheries stock enhancement | Action: Support stock enhancement to recover depleted fish stocks or to create new fishing opportunities. | Developed research project on stock enhancement of Abalone. An expert workshop was held to support the development of a genetic risk assessment framework to inform re-stocking and stock enhancement of Abalone. This project was part funded by the Fisheries Research and Development Corporation. Developed procurement plan for provision of native fish fingerlings for restocking in reservoirs. Stocking events were held to release 150,000 Snapper fingerlings in Gulf St Vincent and 90,000 Murray Cod in the River Murray. A reservoir stocking event was also held in the South Para, Bundaleer and Beetaloo reservoir with 90,000 native fish. |
| Marine Scalefish Fishery | Action: Deliver the government approved reform package for South Australia’s Marine Scalefish Fishery to improve the sustainability of the state’s fish stocks and viability of seafood businesses reliant on the fishery. | Amended and new regulations under the Fisheries Management Act 2007 and Minister’s determinations were gazetted on 29 June 2021 that introduced significant reform to the management of the Marine Scalefish Fishery. Individual Transferable Quota units have been allocated to individual licence holders across 10 priority fish stocks. Standalone fisheries were established for Sardine and Vongole. The Voluntary Licence Surrender Program was completed with 100 licences removed from the fishery. |
| Review of fisheries management plans | Action: Develop, maintain and review formal fisheries management plans for all major fisheries, incorporating harvest strategies, resource sharing and co-management arrangements. | Management Plans continue to be reviewed to ensure effective and adaptive management of South Australian fisheries. A Management Plan was adopted for the Northern Zone Rock Lobster Fishery, new Management Plans for the Abalone Fisheries, Lakes and Coorong Fishery are currently being developed, and Management Plans for the Gulf St Vincent Prawn, Sardine and Charter Boat Fishery are currently being reviewed. |
| Aquaculture development | Action: Manage and oversee the planning, zoning, case management and regulation of aquaculture activities in accordance with regulatory and policy requirements. | The Narungga Nation Aboriginal Corporation (NNAC) has been granted the first two seaweed production leases and licences within the Point Pearce intertidal aquaculture zone. NNAC has partnered with CH4 Global to farm seaweed and has commenced placing infrastructure in the water ready for farming. Aquaculture businesses in the eastern Spencer Gulf will now be able to take part in an estimated $140 million a year commercial seaweed industry with the potential to create 1,200 jobs, with the Eastern Spencer Gulf aquaculture zone updated to allow algae farming. |
| Forestry innovation workshops | Action: Facilitate workshops and dedicated engagement to raise awareness of the research outcomes from the National Institute for Forest Products Innovation which aims to assist industry adopt innovation and efficiency gains. | A number of online seminars for each of the NIFPI research projects have been held with attendance often around 30 individuals representing many of the major forestry companies across the state. Completed projects have been promoted during Q4 2020/21 including tours of the timber strength testing project at UniSA Mawson Lakes. |
| OneFortyOne Plantations Compliance | Action: Release the findings of the Independent audit of the Green Triangle harvest rights. | Audit findings released in September 2020. |
| Monitoring compliance | Action: Monitor compliance with contractual and lease requirements of the forward sale of the government’s Green Triangle plantation harvesting rights. | Continued monitoring of OFO Plantations' compliance with its contract with the State Government. Annual Compliance Report received, assessed by PIRSA and verified by Partner agencies. Breach reported, investigated and resolved. |
| Response to recommendations from Forest Industry Advisory Council of South Australia | Action: Prepare a South Australian Government response to the recommendations from the Forest Industry Advisory Council of South Australia to develop the forest and forest products sector. | Draft Government response to FIACSA recommendations prepared and sent to Minister for consideration. |
| Regional Growth Fund | Action: Commit the $15 million annual Regional Growth Funding to support projects in regional South Australia to drive economic development. | Prepared guidelines and FAQs for Regional Growth Fund Competitive Round 4, with up to $5 million available, which opened on Thursday 13 May 2021 and will close at 12noon on Monday 12 July 2021. |
| Regional Development Strategy | Action: Finalise the Regional Development Strategy that provides the framework for effective, whole of Government prioritisation of regional development programs, initiatives and projects. |
RDS launched 20 April 2021. Alignment between the branding for the RDS and the new Regions Matter website. Work was undertaken with DPC to align Growth State reporting with reporting on the RDS. Steering Committee established to facilitate reporting and implementation of the RDS. First meeting was held 31 May 2021. |
| Red Meat and Wool Growth Program | Action: Through the $7.5m Red Meat and Wool Growth Program commence Livestock Enterprise Planning, issue Livestock Enterprise Action Plan Rebates and deliver the Improve Productivity and Profitability Pillar extension program to grow the red meat and wool sectors. | 18 Livestock Enterprise Planning sessions held for 235 businesses (more than 300 producers), 180 Farm AgTech Adoption Plans complete, 143 Livestock AgTech Adoption Rebate applications received, 96 approved to a value of $743,000, an additional 3 service provider upskilling sessions held (total of 9), 9 Focus Farms engaged with 3 Focus Farm Field Days delivered, Best Practice Demonstration Farm Field Day held, Sheep Health Conditions - Carcase Impacts VR Tool Finalised. $2.6million leveraged into Program. |
| Horticulture Netting Infrastructure Program | Action: Deliver the $14.6 million Horticulture Netting Infrastructure Program to enable the horticulture industry to realise benefits such as reduced impact of frost and hail and increased water use efficiency. Deliver the on-farm emergency water infrastructure rebate scheme to assist drought-affected farmers to access help and install vital on- farm water infrastructure. | Horticultural Netting Infrastructure Program (as at 18 December 2020) received 61 applications since the Program opened on 29 June 2020. 54 applications and a total of $6million in grants have been approved, with the total cost of projects worth $13.4million. 23 Grant Deeds have been signed by applicants. 406 hectares of crop will be covered with approved grants. Continued assessment of applications, execution of Grant Deeds, and payment of milestones. Provided updates to the Commonwealth on progress with the Program. |
| Climate Change | Action: Develop PIRSA’s priorities and next steps to support South Australia’s primary industry sector adapt to climate change, build productivity and resilience, reduce net emissions and identify economic opportunities. These activities will include alignment with the priorities identified in the State’s Climate Change Strategy and Commonwealth Agriculture and Climate Change program. | Finalised implementation plan including key activities and reporting milestones for Climate Change Action Plan. Continued development of PIRSA strategic climate change policy and programs including developing proposal for Jobs and Growth Funding. Progress AGSOC Adapting to Climate Change agreed actions. |
| Northern Adelaide Irrigation Scheme | Action: Facilitate commercial, industry and government investment proposals such as the Northern Adelaide Irrigation Scheme. |
FAB Program supported 189 drought affected clients 24-hour Drought Hotline 2036 calls received Council Rate Rebate Scheme 321 applications approved valued at $1.07million. 98.6% of Pastoral Lease holders have received a 50% rent rebate worth $792,000 Drought Community Events Grants Program 49 grants
approved valued at $300,000. Continued delivery of Farm Business Resilience Program (FBRP) and Regional Resilience Planning Program (RPP). Consultation with 4 Key Industries: Dairy, Grain, Livestock & Vegetables occurred for FBRP to focus training priorities and preferred delivery models on an industry basis. Negotiations with 3 pilot Regional Consortia (Northern & Yorke, Murraylands / Riverland and Outback Community Authority) also occurred regarding their proposal to participate in RPP |
| Drought response | Action: Develop and deliver South Australia’s drought response program and PIRSA’s initiatives under the Future Drought Program. | FAB Program supported 189 drought affected clients 24-hour Drought Hotline 2036 calls received Council Rate Rebate Scheme 321 applications approved valued at $1.07million. 98.6% of Pastoral Lease holders have received a 50% rent rebate worth $792,000 Drought Community Events Grants Program 49 grants approved valued at $300,000. Continued delivery of Farm Business Resilience Program (FBRP) and Regional Resilience Planning Program (RPP). Consultation with 4 Key Industries: Dairy, Grain, Livestock & Vegetables occurred for FBRP to focus training priorities and preferred delivery models on an industry basis. Negotiations with 3 pilot Regional Consortia (Northern & Yorke, Murraylands / Riverland and Outback Community Authority) also occurred regarding their proposal to participate in RPP. |
| National Drought Policy | Action: Coordinate the state’s contribution to National Drought Policy and implement requirements. | Funding Agreements were signed for On-Farm Emergency Water Infrastructure Rebate Scheme. Agreements drafted between respective Commonwealth & State Ministers for 2 Future Drought Fund programs. Ongoing representation in interjurisdictional forums & meetings with C/W including negotiation on On-Farm Emergency Water Infrastructure rebate scheme round for 2021/22 & Future Drought Fund programs where PIRSA are responsible for delivery. |
| Pastoral Lands Bill | Action: Complete consultation and prepare a Pastoral Lands Bill to provide an opportunity for South Australia to realise the land’s greatest value while maintaining its environmental and productive condition. | Targeted consultation on alternative land use policy conducted at the request of the Minister. Workshops with key stakeholders conducted as well as direct meetings with peak bodies and agencies. |
| AgTech Strategic Plan | Action: Implement the AgTech Strategic Plan to drive growth, productivity and supply chain optimisation in collaboration with industry. | AgTech Strategic Plan launched and the AgTech Advisory Group advised on priority activities to implement the plan. AgTech Extension officers being appointed, and work plans were developed. Struan BPDF Field Day was held and a Virtual Tour launched. A total of 59 EoIs to demonstrate AgTech products on the demonstration farms were accepted and 40 technologies were deployed on-farm. ThincLab Loxton has hosted 3 seminars and 9 businesses are members. Implementation of the remaining two innovation hubs was being progressed. |
| R&D to improve pasture feed base | Action: Implement a research and development program to develop a new powdery mildew resistant barrel medic cultivar to improve the pasture feed base in low and medium rainfall, mixed farming systems and regions. | PBR application has not yet been accepted, delaying cultivar licence agreement which requires accepted cultivar name. Cultivar still on track for first commercial sales in Autumn 2022. |
| AgTech demonstrations at research farms | Action: Deliver AgTech demonstrations on SARDI research farms to allow South Australian producers to observe new technologies that optimise production practices. | Model outputs were provided as part of the Snapper Stock Assessment Report delivered in September 2020. Further development will be undertaken as required. |
| Seaweed food supplement | Action: Pursue opportunities to use seaweed aquaculture as a food supplement to reduce methane emission in cattle. | Delivered activities for the FRDC/CH4 project. Finalised Stage 1 and Stage 2 of Marine Bio-Products CRC proposal with Flinders University. Undertook intercalibration bromoform analysis with FutureFeeds (CSIRO). Commenced planning with CH4 for proposed seaweed hub at West Beach and developed a work plan. Pool farm agreements in place. Bromoform analytical protocol optimised. |
Corporate performance summary
Key actions for the Corporate Services division were detailed in the PIRSA Corporate Plan 2019–2020. These actions were monitored and reported to PIRSA Executive on a quarterly basis to review progress towards completion.
In addition, selected Corporate Services programs are provided below.
Employment opportunity programs
| Program name | Performance |
|---|---|
| Aboriginal Fisheries Career Pathway Program | The program provides an opportunity for Aboriginal people to be mentored, gain skills and qualifications necessary to be a Fisheries Officer, with two years’ on the job training before working in communities as Fisheries Officers. |
| Aboriginal Employment and Retention Strategy | This strategy identifies key initiatives to increase employment of Aboriginal people across the organisation. The Aboriginal Employment Register coordinated by the Office of the Commissioner for Public Sector Employment is utilised to identify suitable candidates. |
| Traineeship and Graduate Program | The Skilling SA program provides for the recruitment, employment and training of new trainees and graduates across the South Australian Public Sector. PIRSA actively supports this program and has strategies in place to increase uptake across the workforce. |
| PIRSA Disability Access and Inclusion Plan | This plan outlines PIRSA’s commitments to identify and meet the needs of people with a disability. It includes actions aimed to improve access to employment opportunities and support social inclusion at PIRSA. |
Agency performance management and development systems
| Performance management and development system | Performance |
|---|---|
| Performance management and development is facilitated through PIRSA’s learning management system ‘OurDevelopment’. This system is utilised for all employees except casual and remote employees. | As at 30 June 2021, 89% of employees had utilised OurDevelopment (or an equivalent as below) during the 2020-21 financial year for performance development conversations. |
| Performance management and development for casuals and remote employees. | Performance management and development for casual employees (who do not have OurDevelopment accounts created) and employees in remote areas (who do not have regular computer access) is recorded on a hardcopy form and entered into PIRSA’s human resources information system, CHRIS21. |
Work health, safety and return to work programs
| Program name | Performance |
|---|---|
|
Work Health and Safety and Injury Management (WHS & IM) Strategy 2017–20 Recovery and Return to Work (RTW) | Key Building Safety Excellence targets met:
Claims determined within 10 days – actual: 85%, target: 80%, variance: -6% |
| WHS Internal Audit Program | PIRSA WHS Internal Audit program delivered 18 audits to test organisational performance and compliance to key WHS procedural requirements, high risks and identify opportunities for improvement. |
Risk Management Programs:
Employee Assistance Program |
|
| WHS Committee Highlights | The PIRSA WHS & IM Strategy 2020-22 was approved by the Chief Executive on 30 April 2021. |
| Health and Wellbeing | Employees were provided access to free Influenza vaccinations through the service provider PopUpMedics. |
| WHS & IM Digital Data Platform/Systems |
|
Workplace injury claims
| Workplace injury claims | 2020–21 | 2019–20 | % Change (+ / -) |
|---|---|---|---|
| Total new workplace injury claims | 7 | 13 | -46.15% |
| Fatalities | 0 | 0 | N/A |
| Seriously injured workers* | 0 | 0 | N/A |
| Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE) | 2.35 | 2.49 | -5.62% |
Work health and safety regulations
| Work health and safety regulations | 2020–21 | 2019–20 | % Change (+ / -) |
|---|---|---|---|
| Number of notifiable incidents (Work Health and Safety Act 2012, Part 3) | 3 | 1 | +67% |
| Number of provisional improvement, improvement and prohibition notices (Work Health and Safety Act 2012 Sections 90, 191 and 195) | 1 | 5 | -80% |
Return to work costs
| Return to work costs** | 2020–21 | 2019–20 | % Change (+ / -) |
|---|---|---|---|
| Total gross workers compensation expenditure ($) | $477,855.40 | $192,793.14 | +147.86% |
| Income support payments – gross ($) | $61,721.91 | $32,665.60 | +88.95% |
**before third party recovery
Data for previous years is available at: https://data.sa.gov.au
Executive employment in the agency
| Executive classification | Number of executives |
|---|---|
| SAES2 | 3 |
| SAES1 | 14 |
| EXEC-0F | 1 |
Data for previous years is available at: Executive Employment Reporting Primary Industries and Regions SA
The Office of the Commissioner for Public Sector Employment has a workforce information page that provides further information on the breakdown of executive gender, salary and tenure by agency.
Financial performance
Financial performance at a glance
The following is a brief summary of the overall financial position of the agency. The information is unaudited. Full audited financial statements for 2020-2021 are attached to this report.
| Statement of Comprehensive Income | 2020-21 Budget $000s (a) | 2020-21 Actual $000s | Variation $000s | 2019–20 Actual $000s (b) |
|---|---|---|---|---|
| Total Income | 316 215 | 316 296 | 81 | 236 478 |
| Total Expenses | 297 383 | 252 372 | 45 011 | 226 889 |
| Net result | 18 832 | 63 924 | 45 092 | 9 589 |
| Total Other Comprehensive Income | – | 4 810 | 4 810 | 548 |
| Total Comprehensive Result | 18 832 | 68 734 | 49 902 | 10 137 |
- The 2020–21 budget figures have been adjusted from the figures published in the 2020-21 Agency Statements as a result of post budget approvals.
- The 2019–20 actual figures have been revised relative to those published in the 2019-20 Annual Report due to the recognition of prior period adjustments.
The table above shows that for the financial year ending 30 June 2021, PIRSA’s net result was an operating surplus of $63.9 million, which was $45.1 million favourable compared to budget. This is mainly the result of the timing of expenditure on various regional support programs across financial years with most of the underspend to be reprofiled into future years.
Major variations included:
Total income in 2020-21 was $0.1 million slightly higher than budget.
Total expenses in 2020-21 were $45.0 million lower than budget primarily as a result of the timing of expenditure and demand for a number of major programs including Marine Scalefish Fishery (MSF) Reform, Drought Support Package, Bushfire Response and Recovery and Mobile Black Spot program.
Total income in 2020-21 increased by $79.8 million from 2019-20 largely due to higher appropriated funding from government for a number of major programs including Fruity Fly responses and MSF Reform as well as increased funding from the Commonwealth for the Horticultural Netting Infrastructure Program.
Total expenses in 2020-21 increased by $25.5 million from 2019-20 primarily as a result of increased expenditure relating to biosecurity responses to fruit fly outbreaks.
Consultants disclosure
The following is a summary of external consultants that have been engaged by the agency, the nature of work undertaken, and the actual payments made for the work undertaken during the financial year.
A total of 1 consultant was engaged under the value of $10,000 (GST excl.) totalling $8,665.80.
Consultancies with a contract value below $10,000 each
| Consultancies | Purpose | $ Actual payment |
|---|---|---|
| All contractors below $10,000 each – combined | Various | $8,665.80 |
Consultancies with a contract value above $10,000 each
| Consultancies | Purpose | $ Actual payment |
|---|---|---|
| Andrew Cannon Consulting | Marine Scalefish reform | $65,000.00 |
| Gray Andreotti Advisory | Barossa Water Infrastructure project | $57,780.00 |
| McKinna Et Al | PIRSA Strategic plan | $110,525.00 |
| McKinna Et Al | Future Scan report | $43,467.27 |
| Paxon Consulting Group Trust | Barossa Water Infrastructure project | $113,360.00 |
| Total | $390,132.27 |
Data for previous years is available at: Consultants Reporting Primary Industries and Regions SA
See also the Consolidated Financial Report of the Department of Treasury and Finance for total value of consultancy contracts across the South Australian Public Sector.
Contractors disclosure
The following is a summary of external contractors that have been engaged by the agency, the nature of work undertaken, and the actual payments made for work undertaken during the financial year.
Contractors with a contract value below $10,000
| Contractors | Purpose | $ Actual payment |
|---|---|---|
| All contractors below $10,000 each – combined | Various | $1,616,939.86 |
Contractors with a contract value above $10,000 each
| Contractors | Purpose | $ Actual payment |
|---|
Consultancies with a contract value above $10,000 each
| Consultancies | Purpose | $ Actual payment |
|---|---|---|
| BDO Advisory (SA) Pty Ltd | Review of PIRSA’s protective security framework | $15,745.78 |
| BDO Advisory (SA) Pty Ltd | Forestry compliance audit | $23,474.55 |
| Creativation Pty Ltd | PIRSA cost recovery modelling | $34,700.00 |
| Total | $73,920.33 |
Data for previous years is available at: https://data.sa.gov.au/data/dataset/consultantsreporting-primary-industries-and-regions-sa/resource/d1924aa4-03bb-424f-b7c1-8924efd9ad44
Contractors with a contract value above $10,000 each
Contractors | Purpose | $ Actual payment |
|---|---|---|
A E S Scott & Co Pty Ltd | Dog Fence supplies | $363,537.70 |
A & K Rural Contractors Pty Ltd | Dog Fence earthworks | $69,710.00 |
AC Ag Consulting | Family and business support services | $19,371.98 |
Adelaide Venue Management Corporation | AdvanceAg Conference | $37,762.05 |
Agcommunicators Pty Ltd | Diagnostic services and workshops | $177,249.17 |
Agricultural Consulting & Research Pty Ltd | Planting trials | $14,480.00 |
AgXtra | Barley trials | $11,520.00 |
Airbornelogic Pty Ltd | Citrus irrigation scheduling | $51,818.18 |
Allen Chase | Family and business support services | $17,405.12 |
All Occasions Management | AgTech Conference | $25,908.55 |
Alpha Group Consulting | Field weather station supply, inspections and provision of expertise and samples | $50,180.40 |
Arup Australia Pty Ltd | West Beach facilities upgrade | $27,910.00 |
Asg Group Limited | Database enhancements | $27,000.00 |
Aurecon Australasia Pty Ltd | Business case upgrade | $10,000.00 |
Aus-Meat Limited | Food safety audits | $112,133.00 |
Australian Fisheries | Vessels monitoring | $131,285.81 |
Australian Southern Bluefin Tuna Industry Assoc Ltd | Assessment of egg oiling as a long term management tool | $12,122.47 |
Australian Wine Research | Fermentation analysis services | $52,840.00 |
BDO Advisory (SA) Pty Ltd | Economic analysis of Fisheries & Aquaculture and the Marine Scalefish Reform | $47,598.72 |
BDO Advisory (SA) Pty Ltd | Financial Management Compliance Program audit | $16,490.00 |
BDO Advisory (SA) Pty Ltd | Economic analysis of proposed wild dog eradication program | $16,430.00 |
Biz Hub Australia Pty Ltd | Food Safety Program enhancements | $32,955.00 |
Biz Hub Australia Pty Ltd | RUFIS support and maintenance | $19,660.00 |
Blue Crystal Solutions Pty Ltd | Database administration services | $55,896.84 |
Bureau of Meteorology | High resolution wave forecasting | $55,000.00 |
Burra Fencing Contractors | Fencing services | $22,132.50 |
B W & D L Zilm | Cartage services | $39,422.96 |
Carital Australia Pty Ltd | Commercialisation advice | $13,500.00 |
Chamonix It Management | IT maintenance and support services | $203,022.25 |
Charles Sturt University | Research services | $163,000.00 |
Chris Schutz Truck and Bobcat Hire | Bobcat services | $10,092.00 |
Cinnamond Consulting | Personnel assessments | $32,940.00 |
Concierge Genetics Pty Ltd | Genotyping services | $20,000.00 |
Converge International Pty Ltd | Chaplain services | $25,431.25 |
Cooper Consult Pty Ltd | Seafood Advisory Forum | $19,333.32 |
COTL Pty Ltd | Live tracking crop development | $20,400.00 |
Cristina Lesseur Advisory | Food safety practices review | $34,500.00 |
CSIRO Accounts Receivable | Grain and fish management services | $84,296.63 |
C White Counselling | Family and business support services | $24,195.74 |
D CK Labour Services Pty Ltd | Vineyard pruning services | $11,581.70 |
Deloitte | ICT review | $264,059.00 |
Deloitte | Audit services | $16,000.00 |
Department for Environment and Water | Assessment of pastoral land conditions | $20,000.00 |
Department for Environment and Water | Kangaroo Island rebuild project | $30,000.00 |
Department for Environment and Water | Aircraft use for wild dog baiting program | $21,874.85 |
Department for Infrastructure and Transport | West Beach facilities upgrade | $492,845.00 |
Department of Agriculture & Fisheries | Research services | $174,007.90 |
Department of Jobs, Precincts and Regions | Livestock research | $148,539.46 |
Department of Primary Industries & Regional Development | Genebank research | $82,000.00 |
Department of Regional NSW | Barley pathogen surveys | $31,576.00 |
Dorothy-Jean & Associates Ltd | Food safety services | $19,000.00 |
D R Hamilton | Toxoplasmosis in Sheep & Goats project | $41,778.80 |
Dr Lloyd Klumpp | Fruit fly response activities | $15,132.00 |
Eastern Districts Pet Food | Bait supply | $39,150.00 |
Ecotox Services Australia | Antibiotics testing | $23,710.00 |
Egans Asset Management Pty Ltd | Relocation of assets | $10,255.50 |
Ella Matta Pastoral | Family and business support services | $24,339.94 |
Emma Scharkie | Family and business support services | $23,614.04 |
Encader Consulting Pty Ltd | Stakeholder consultations | $32,600.00 |
End2end Consulting Pty Ltd | Project management services | $86,010.00 |
Enviro Solutions SA | Weed management | $23,347.73 |
Environmental and Agricultural Testing Services | DNA testing | $13,500.00 |
Ernst & Young | Valuation of AGT shares | $10,880.00 |
Esri Australia Pty Ltd | ICT support and maintenance for AgInsight website | $34,860.45 |
Flywheel Advisory | Public Access Routes (PARs) Public Values report | $11,500.00 |
Foundation for Arable Research Australia | Barley trials | $16,500.00 |
Frontier Farming Systems Pty Ltd | Wheat trials | $143,867.00 |
Galpins Accountants | Data management reviews and audits | $41,403.02 |
GD & P Zilm | Cartage services | $65,537.50 |
Gibbs Fencing | Fencing services | $14,807.50 |
Grieve Gillett Anderson | PIRSA feasibility project | $49,567.50 |
Gulf St. Vincent Prawn Boat Owners | Fishery survey | $65,000.00 |
Gum Creek Station Pty Ltd | Bait supply | $57,270.00 |
Hannan & Partners Pty Ltd | Strategic advisory services | $34,968.06 |
Harrold’s Stockhandling | Foot pairing services | $16,158.00 |
Hart Field-Site Group Inc | Agronomy research | $19,276.36 |
HD Partners & Co Pty Ltd | Reefinating services | $18,000.00 |
Heli Surveys Pty Ltd | Helicopter surveys | $100,000.00 |
Higgins Farm Contracting | Farmhand services | $23,930.00 |
Horticulture Innovation Aust | Horticulture research | $12,000.00 |
Humanihut Pty Ltd | Management of regional quarantine facility | $4,340,471.15 |
In Fusion Consulting | Reports for Lower Murray monitoring, evaluation and research project | $32,000.00 |
Innovation Pro Pty Ltd | Emergency management program review | $28,000.00 |
Integrity Ag And Environment | Reviews and workshops | $104,867.20 |
JA Wilkinson | Family and business support services | $17,706.92 |
JE Hood | Fencing services | $16,852.00 |
JJ Remote Area Contracting Pty Ltd | Repair works to the Pedirka Pastoral Act Review | $14,400.00 |
Kalyx Australia Pty Ltd | Fungicide trials | $11,000.00 |
KPMG | Strategic and technical support | $50,118.00 |
KPPM Strategy | Pastoral Bill consultation summary | $13,500.00 |
Lehmann & Whillas Pty Ltd | Family and business support services | $59,916.09 |
M & S Food Consultants Pty Ltd | Seafood safety | $34,545.46 |
Mac Shearing Pty Ltd | Shearing services | $94,869.87 |
Mallee Sustainable Farming Inc | Mixed farm sustainability review | $132,000.00 |
Marsden Jacob Associates Pty Ltd | PIRSA water market literacy program workshop | $44,770.00 |
Milich Contracting Pty Ltd | Electrical services | $50,093.30 |
MT & LP Collins | Silage services | $54,154.00 |
Murray Cod Australia Ltd | Fish stocking | $158,000.00 |
NB Editing | Management, editing and coordination of ARC research hub oats | $17,700.00 |
Newday Farming Pty Ltd | Wild dog trapping services | $98,500.00 |
NF, EA & RM Loffler | Seeding services | $19,155.00 |
Northumberland Bay Pty Ltd | Vessel hire for rock lobster surveys | $30,909.09 |
New Zealand Institute for Plant & Food Research Ltd | Shellfish safety advice and genome sequencing data bioinformatics | $10,230.00 |
Objective Corporation Ltd | IT upgrades | $69,750.00 |
Oceanomics Pty Ltd | Marine Scalefish Fishery advisory panel member report | $53,250.00 |
Oracle Customer Management | Fishwatch upgrades and maintenance | $110,237.19 |
Outback Hunting Contractor | Dog baiting services | $14,885.85 |
Pengelly Consultancy Pty Ltd | Report for Australian Pasture Genebank | $13,525.00 |
Pinion Advisory | Strategic business review | $120,000.00 |
Plan2profit Agri Pty Ltd | Business Growth Productivity program for Riverland horticultural businesses | $148,814.53 |
Prespa Consultancy | Quarter 3 activities and consolidated reporting | $12,635.70 |
Proadvice Pty Ltd | Delivery of Livestock Enterprise Planning sessions for SA livestock producers | $331,764.55 |
Proen Design Australia Pty Ltd | Designs and technical drawings | $36,805.00 |
PwC Adelaide | Digital connectivity strategy project | $88,875.00 |
RA Irlam Shearing Contractor | Shearing services | $69,897.43 |
Redman Trading Trust | Rock lobster survey services | $29,600.00 |
Regari Pty Ltd | Hay bailing | $18,792.00 |
Regenco Pty Ltd | Desktop review and report on carbon farming | $22,475.00 |
Remcast Pty Ltd | Biosecurity digital strategy | $41,865.00 |
Remote Enterprises Pty Ltd | Wild dog trapping services | $72,150.00 |
Richard Dennis | Drafting services | $41,250.00 |
Riverland Baf Consultancy Pty Ltd | Family and business support services | $25,647.76 |
RNCO | Fencing services | $120,023.64 |
Robyn Cain Business Services | Family and business support services | $47,339.52 |
Ross Creek Stock Services Pty Ltd | Foot paring sheep services | $10,534.75 |
Rural Generations | Family and business support services | $69,023.67 |
S G Heilbron Pty Ltd | Case studies, cost recovery and economic analysis | $79,250.00 |
Sa Blue Crab Pot Fishers Association | Survey boat hire | $34,000.00 |
SciOT | Saturn Surveillance Systems project | $105,930.00 |
Senturion Steel Supplies | Dog Fence steel supplies | $259,408.86 |
SJ & AR Zilm | Cartage services | $11,700.00 |
Sooty Black Transport Pty Ltd | Dog Fence earthworks | $151,009.09 |
South Australian Growers Ltd | Delivery of AusVeg SA Clean Your Farm program | $13,500.00 |
Spencer Gulf & West Coast Prawn Fisherman’s Association Inc | Research in Spencer Gulf Prawn Fishery | $173,600.00 |
Squiz Australia Pty Ltd | Website design and build | $37,151.25 |
Statistical Process | Process improvement and analysis | $57,125.00 |
Still Earth | Family and business support services | $73,995.40 |
Stonewell Contracting Pty Ltd | Cartage services | $14,192.25 |
Strachan Contracting | Cattle yard repairs | $10,200.00 |
Svelte Studios | Maintenance of Fishing mobile applications | $72,476.50 |
Taptu Pty Ltd | SharePoint support | $31,263.75 |
Thalassa Consulting Pty Ltd | Marine Scalefish Fishery report | $48,300.00 |
Think Digital Studios Pty Ltd | AgTech Demonstration Farms Virtual tour | $25,344.00 |
Thomas Finlay | Trapping services | $61,500.00 |
Thomson Image Analysis | Slide analysis | $21,833.00 |
Tracks In The Sand Pty Ltd | Animal control services | $33,375.00 |
Trengove Consulting Trust | Soil testing services | $107,400.00 |
Trent Crisp | Wild dog trapping services | $78,800.00 |
University of Adelaide | Research services | $773,696.42 |
University of Melbourne | Fruit fly modelling | $33,600.36 |
University of South Australia | Amelioration treatments for the Lameroo trial sit | $14,960.00 |
University of Tasmania | Research, field and lab trials | $232,333.40 |
University of Western Australia | Monitoring, evaluation and research | $40,000.00 |
University of Wollongong | Soil biology | $10,000.00 |
Urrbrae Foods Pty Ltd | Food innovation and Fight Food Waste CRC activities | $51,000.00 |
Vietrillion Pty Ltd | Fencing services | $310,493.36 |
Warren Martin | Family and business support services | $22,701.06 |
Winbourne Pty Ltd | Public Access Routes (PARs) Public Values report | $16,500.00 |
Wrightsair Pty Ltd | Fruit Fly response activities | $169,608.48 |
YP Agriservices Pty Ltd | Plot trials | $22,423.16 |
Total | $14,750,548.96 |
Data for previous years is available at: Contractors Reporting Primary Industries and Regions SA
The details of South Australian Government-awarded contracts for goods, services, and works are displayed on the SA Tenders and Contracts website. View the agency list of contracts.
The website also provides details of across government contracts.
Risk management
Risk and audit at a glance
PIRSA uphold the values from the South Australian Public Sector Fraud and Corruption Control Policy. The South Australian Public Sector Fraud and Corruption Control Policy was developed in consultation with public sector agencies to assist them in the prevention, detection and response to activities labelled or defined as fraud or corruption, other criminal conduct, misconduct and maladministration within the sector.
PIRSA has adopted the Policy and developed agency-specific protocols and procedures in respect of Fraud and Corruption tailored to the risk profile of the Agency.
Fraud and Corruption Policy and Fraud and Corruption Plan define the approach and key strategies to the prevention, detection, reporting and response to fraud, corruption and other criminal conduct. These documents are reviewed annually.
Whistle-blowers Policy, Risk Management Policy and Procedure support the activities related to the risk of fraud.
Risk and Performance Committee oversees, and monitors controls and activities associated with risk of fraud, corruption, other criminal conduct, misconduct and maladministration within PIRSA.
Fraud detected in the agency
People and Culture have confirmed that there were no instances of fraud in the reporting period.
NB: Fraud reported includes actual and reasonably suspected incidents of fraud.
Strategies implemented to control and prevent fraud
PIRSA Fraud and Corruption Policy and Plan define key strategies for the prevention, detection, reporting and response to fraud, corruption and other criminal conduct.
These strategies include periodic staff training and awareness, fostering ethical culture within the Agency, appropriate segregation of duties, internal audits, financial management compliance program and management reporting.
Incidents of fraud are communicated to the Risk And performance Committee and changes to the Agency Fraud and Corruption Plan are provided to the Auditor
General’s Department each year. Data for previous years is available at: Fraud Detection Reporting Primary Industries and Regions SA
Public interest disclosure
Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Public Interest Disclosure Act 2018:
Nil occurrences within the reporting period.
Data for previous years is available at: Whistleblower Reporting Primary Industries and Regions SA
Note: Disclosure of public interest information was previously reported under the Whistleblowers Protection Act 1993 and repealed by the Public Interest Disclosure Act 2018 on 1 July 2019.
Reporting required under any other act or regulation
| Act or Regulation | Requirement |
|---|---|
| Nil | Nil |
Reporting required under the Carers’ Recognition Act 2005
PIRSA is not a required ‘reporting agency’, however, through its Carers’ Policy, PIRSA has a strong commitment and provides support to ensure all employees who provide ongoing care for a person who has a disability or a chronic illness (including mental illness) or who is frail have flexible working arrangements to meet their situation.
Employees are encouraged to speak with their manager to seek support with flexible working arrangements including special leave with pay, compressed weeks, parttime hours or working from home. Employees can also seek support and guidance through the Health and Wellbeing Program, which incorporates the Employee Assistance Program.
PIRSA is committed to recognising and supporting the role carers play in society, in particular our employees who have carer responsibilities.
Public complaints
Number of public complaints reported
Complaint categories | Sub-categories | Example | Number of Complaints 2020-21 |
|---|---|---|---|
Professional behaviour | Staff attitude | Failure to demonstrate values such as empathy, respect, fairness, courtesy, extra mile; cultural competency | 37 |
Professional behaviour | Staff competency | Failure to action service request; poorly informed decisions; incorrect or incomplete service provided | 15 |
Professional behaviour | Staff knowledge | Lack of service specific knowledge; incomplete or out-of-date knowledge | 1 |
Communication | Communication quality | Inadequate, delayed or absent communication with customer | 18 |
Communication | Confidentiality | Customer’s confidentiality or privacy not respected; information shared incorrectly | 0 |
Service delivery | Systems/technology | System offline; inaccessible to customer; incorrect result/information provided; poor system design | 5 |
Service delivery | Access to services | Service difficult to find; location poor; facilities/ environment poor standard; not accessible to customers with disabilities | 4 |
Service delivery | Process | Processing error; incorrect process used; delay in processing application; process not customer responsive | 67 |
Policy | Policy application | Incorrect policy interpretation; incorrect policy applied; conflicting policy advice given | 9 |
Policy | Policy content | Policy content difficult to understand; policy unreasonable or disadvantages customer | 1 |
Service quality | Information | Incorrect, incomplete, out dated or inadequate information; not fit for purpose | 0 |
Service quality | Access to information | Information difficult to understand, hard to find or difficult to use; not plain English | 1 |
Service quality | Timeliness | Lack of staff punctuality; excessive waiting times (outside of service standard); timelines not met | 3 |
Service quality | Safety | Maintenance; personal or family safety; duty of care not shown; poor security service/ premises; poor cleanliness | 5 |
Service quality | Service responsiveness | Service design doesn’t meet customer needs; poor service fit with customer expectations | 5 |
No case to answer | No case to answer | Third party; customer misunderstanding; redirected to another agency; insufficient information to investigate | 11 |
Total | 182 |
| Additional Metrics | Total |
|---|---|
| Number of positive feedback comments | 87 |
| Number of negative feedback comments | 130 |
| Total number of feedback comments | 217 |
| % complaints resolved within policy timeframes | 100% |
Data for previous years is available at: https://data.sa.gov.au
Service improvements for period
Ongoing fruit fly outbreaks during 2020-21 saw more response activity on the ground, and the need for higher levels of public awareness about the outbreaks. This provided opportunities to refine aspects of our service delivery including upskilling staff to relieve pressure on some teams and offer more rapid response to public enquiries, a greater numbers of field supervisors to respond to issues immediately, the appointment of dedicated public liaison staff for the metropolitan and Riverland responses, as well as ongoing refinements to staff training and awareness. The development of a digital app for instant field access was a significant initiative. It includes property visit details so that staff will be able to check specific property information, including any arrangements made with the resident, on the spot. The app was on track for live deployment early in the 21-22 financial year.
Improved internal processes in the last year have seen the development of stronger staff knowledge and confidence in dealing with the public. Reporting of hotline data has been adjusted to include more detail, including reflecting the different outbreak areas across the state, and higher staff awareness of public questions to ensure greater consistency in replies to the public across different channels.
A statewide marketing campaign to raise awareness of the outbreaks, and what people needed to do as a result, commenced in February 2021 to run until December. Market research in May revealed the community continued to be aware of the restrictions in place due to outbreaks, and importantly that after seeing the advertising 82% wanted to play a part in preventing the spread of fruit fly, and 74% now knew what they needed to do to help protect South Australia from fruit fly. A focus on engaging directly with key stakeholders saw connections made with a range of community and other groups, as well as planning with stakeholders for engagement in the second half of the calendar year.
Compliance statement
| PIRSA is compliant with Premier and Cabinet Circular 039 – complaint management in the South Australian public sector | Y |
| PIRSA has communicated the content of PC 039 and the agency’s related complaints policies and procedures to employees. | Y |