- Meet our Chief Executive
- Aboriginal peoples
- Departmental legislative framework
- Freedom of information, open government and privacy
- Key strategies and plans
- Access and Inclusion
- Social Media
Section A: Reporting required under the Public Sector Act 2009, the Public Sector Regulations 2010 and the Public Finance and Audit Act 1987
Agency purpose or role
The Department of Human Services (DHS) delivers and funds quality services that protect and enhance the community’s wellbeing, provides support to people when they need it, and supports an inclusive South Australia.
The department brings together a range of services, funding and policy responsibilities. These include community services and grant programs that improve the lives of individuals and families; concessions and financial resilience programs; youth justice; and employment screening services. The department has lead responsibility for implementing the Government’s commitments to advance women’s equality and reduce violence against women; and to support a safe and successful transition to the National Disability Insurance Scheme. DHS also has lead policy responsibility in relation to youth, volunteers and carers, and coordinates disaster relief and recovery.
The department was also responsible for Multicultural SA and the delivery of social housing and homelessness services, prior to the machinery of government changes commencing 1 July 2018.
DHS has three strategic objectives:
- Support independence and participation
- Make our communities stronger
- Provide the best services.
Key strategies and their relationships to SA Government objectives
|Key strategy||SA Government objective|
Transition management of Domiciliary Care and State Government disability services to the non-government sector and implement changes in departmental functions and staffing; develop a Disability Inclusion Act.
Support national reforms to disability and aged care and meet obligations under the Bilateral Agreement for Full Scheme Implementation of the National Disability Insurance Scheme (NDIS) to achieve a successful transition to the NDIS in South Australia.
Lead implementation of Domestic Violence policies and initiatives including minimum practice standards for perpetrator interventions, host Domestic and Family Violence Roundtables, promote women’s equality, provide information and referral services.
Advance equality and safety for women across South Australia; implement the Third Action Plan under the National Plan to Reduce Violence Against Women and their Children.
Uphold the provisions and principles of the Youth Justice Administration Act 2016 in all policies and practices to protect and support the rights, wellbeing and rehabilitation of young people.
Provide custodial and community based services to children and young people in the justice system with the aim to reduce reoffending and acknowledge the victims of crime. Support young people to change and positively participate in the community.
Provide affordable living programs and a range of concessions and rebates which provide assistance to people across the community; deliver grants and initiatives which build individual community capacity.
Build resilience and improve outcomes for individuals, families and communities in partnership with key stakeholders including not-for-profit organisations.
Launch the Youth Safety Strategy to keep young people safe from relationship, family and sexual violence.
Keep people and communities safe.
Implement the National Affordable Housing Agreement and National Partnership Agreements on remote housing and homelessness; contribute to establishment of the South Australia Housing Authority as a separate entity from the department.
Provide housing options that are affordable and suitable. This includes social housing, homelessness services and private rental assistance.
Agency programs and initiatives and their effectiveness and efficiency
|Program Name||Indicators of performance/effectiveness/efficiency||Outcome for South Australia|
Action: Successful transition of Domiciliary Care to non-government management
The transition of all funded services within Domiciliary Care Services to the Royal District Nursing Services (RDNS) was completed on 29 June 2018. This included the Commonwealth Home Support Programme (CHSP), State Adults with Chronic Conditions program, as well as in-house corporate functions.
The move to non-government management will positively shape future services for older people by helping to create a stronger and more diverse sector.
Action: Assess 95% of screening applications within 30 business days of receipt
During 2017–18, the DHS Screening Unit received and finalised over 155,000 screening applications. Of these, 95.3% were processed within six weeks of receipt (30 business days) and 85.5% in less than three weeks (15 business days).
The efficient processing of screening applications is essential as any unnecessary delays in an applicant receiving a clearance may impact their ability to work, study or volunteer in the community.
South Australian Energy Concession Discount Offer (SACEDO)
Action: Procure a competitive electricity offer for energy concession customers
In 2017, an open market procurement process invited all energy retailers to provide an electricity offer tailored to the needs of South Australian energy concession customers. Origin was selected as the SACEDO supplier on the basis that it offered the best deal overall for many energy concession customers. Independent modelling showed that the offer could deliver households an annual power bill saving of between $253 and $531 — compared to the standing energy contract, dependent on individual household circumstances.
As at 30 June 2018, approximately 50,000 energy concession customers had taken up the SACEDO — all new energy concession customers are eligible. Some customers have presented the offer to their existing energy retailer and been provided with a comparable energy plan.
Making an Impact: Northern Adelaide
Action: Increase prevention and diversion from the youth justice system for Aboriginal young people and increase community-led solutions
This initiative aims to reduce the over-representation of Aboriginal and Torres Strait Islander young people in contact with the criminal justice system, and to improve outcomes for Aboriginal young people and increase community safety. A local Aboriginal Youth Justice Action Plan has been developed and implemented, with an initial focus on the northern suburbs of Adelaide.
Highlights in 2017–18 include establishment of a grandmothers and carers community action group; the Yunga Nungas Future Leaders trial pilot to create diversionary supports and opportunities, which has contributed to a significant decline in offending by the target group; and establishment of a point-of-arrest working group to improve diversion outcomes for Aboriginal young people.
Ceduna Service Reform
Action: Lead the co-design of an integrated Ceduna community services system to contribute to a reduction in alcohol and other drug-related harm.
Outcome: ACHIEVED AND ONGOING
Ceduna Service Reform is a co-design initiative to achieve a locally driven, coordinated, proactive and culturally safe system to improve the safety and wellbeing of transient Aboriginal people in and around Ceduna who are affected by drug and alcohol use.
Six Ceduna Service Reform data measures relating to alcohol and other drug use and risk behaviours have been monitored since 2015, and show a reduction in alcohol and other drug-related harm.
In-Venue Gambling Harm Minimisation Strategy (Phase One)
Action: Develop an In-Venue Gambling Harm Minimisation Strategy
The Office for Problem Gambling, in collaboration with the Independent Gambling Authority, Consumer and Business Services and the gaming industry, have developed a suite of in-venue messaging to support industry to provide assistance to patrons with problematic gambling behaviour.
In 2017–18, Phase One of the Strategy was introduced into gaming venues as part of the Gambling Codes of Practice and included posters, brochures and wallet cards. Phase Two will commence in 2018–19, targeting culturally and linguistically diverse gaming patrons.
Domestic Violence Stakeholder Roundtable
Action: Host a domestic violence stakeholder roundtable in the first 30 days of the new government
On 13 April 2018, a Domestic Violence Roundtable was held in Adelaide to discuss the Government’s commitments to addressing violence against women. It was an opportunity for participants to discuss their priorities, ideas for reform and other issues related to violence against women. A follow up survey enabled participants to provide further feedback.
A second Roundtable was held in Berri on 29 June 2018, with further Roundtables to be held in regional areas of South Australia.
Women’s Information Service (WIS) Metro Outreach
Action: Establish WIS satellite services in two Children’s Centres (Aldinga Beach and Parafield Gardens)
Locating this volunteer program within Children’s Centres enables the WIS to connect with women in their local area and:
Adelaide Youth Training Centre - Behaviour Support Framework
Action: Formally implement the refreshed Behaviour Support Framework in the Adelaide Youth Training Centre
During 2017–18, the refreshed Behaviour Support Framework (BSF) moved from pilot to full implementation. The Framework provides a suite of protective actions that encourage and support young people to develop positive behaviours and take responsibility in a safe and secure environment.
The BSF operational manual was published, supported by a comprehensive training package delivered to all operational staff.
This aligns and complies with the Youth Justice Administration Act 2016.
Disability Inclusion Bill
Action: Re-introduce the Disability Inclusion Bill
The Disability Inclusion Bill articulates the State Government’s role in disability under the NDIS and provides the legal framework to support a whole-of-government approach to access and inclusion for people with disability.
The Bill passed both Houses of Parliament on 6 June 2018, with the Disability Inclusion Act 2018 commencing 1 July 2018.
The Act provides for the establishment of a State Disability Inclusion Plan, requires all state authorities to have Disability Access and Inclusion Plans and establishes important functions that will be required with the transition to the NDIS, including worker screening.
Client Transition into NDIS
Action: Monitoring the transition of existing DHS and state-funded clients to the NDIS
The National Disability Insurance Agency (NDIA) is working to transition clients to the scheme but has announced delays. As at 30 June 2018, 18,565 participants in South Australia are receiving NDIS supports, 7,392 below target.
A Transition Recovery Plan has been put in place to maximise delivery of new plans whilst also working through the backlog of expired plans and scheduled plan reviews. The NDIA is dedicating all available resources and working with Partners in the Community to speed the transition.
DHS is closely monitoring the progress of transition.
Sector Development Provider Readiness Project
Action: Build capacity amongst NDIS service providers, reduce the risk of market failure and retain a diversity of service providers in the sector
Through this project, the Community Business Bureau (CBB) has been contracted to provide intensive one-on-one assistance to organisations, to make significant transformational changes to their business models to function in a competitive NDIS environment where services are purchased on an individual basis.
Providers may apply for a grant of up to $10,000 to assist with NDIS readiness activities. The project is scheduled to conclude in December 2018.
Accommodation Services — NDIS Transition
Action: Build capacity of NDIS participants pre-transition
Outcome: PARTIALLY ACHIEVED
442 NDIS-eligible participants living in the community and their families or guardians have been supported to prepare for transition to the NDIS. 154 of the 442 eligible participants have now transitioned to the NDIS and have their first plan.
Engaging with NDIS participants and their families has been essential to building their capacity to understand their NDIS plans and how to access their funded supports into the future.
Action: Transition people residing at Highgate Park to community living options if they chose to do so
Outcome: PARTIALLY ACHIEVED
The department engaged with residents at Highgate Park to promote and increase their understanding of community living. New accommodation options were identified through State Government housing initiatives.
Highgate Park residents have made a number of new connections in preparation for successful transitions to community living. Interest in exploring community living amongst Highgate Park residents has increased from 25% in 2016 to 83% in 2018.
DHS Equipment Program
Action: Provide support to people who are not transitioned to the NDIS or ageing programs
DHS has continued to provide equipment and home modification services to people who are awaiting transition to the NDIS, as well as those who are ineligible for the NDIS or other Commonwealth-funded ageing programs. These services support people to remain living safely in their homes and participate in the community.
During 2017–18, 23,456 equipment items and services were provided across a range of programs that included adults with disability, people with palliative conditions, adults with chronic conditions, and older people requiring higher cost or customised items.
Action: Successful devolution of Strathmont Centre
DHS has been working for many years to progressively move residents of the Strathmont Centre into supported accommodation in the community. The last resident relocated to his new home in the community on 24 July 2018, following a supported transition.
The institutional disability accommodation section of the site has now closed.
Action: Number of dwellings built and refurbished in remote communities
Outcome: PARTIALLY ACHIEVED
Under the National Partnership on Remote Housing, South Australia had planned to construct 17 new properties and upgrade 26.
As at 30 June 2018, 13 new properties had been constructed with 27 upgrades completed. The additional bedrooms have significantly reduced overcrowding in remote Aboriginal communities, while leveraging social outcomes through economic opportunity for Aboriginal business enterprise and Aboriginal employment.
Specialist Homelessness Services
Action: Target 70% of people presenting as rough sleeping by supporting into accommodation
During 2017–18, 82% of rough sleepers were supported into accommodation. Services not only include accommodation but meals and material assistance, counselling, assertive outreach, individualised case management, assistance in accessing healthcare and access to education and employment opportunities. Through this support, people can begin to feel safe and secure and be part of the wider community.
Tika Tirka (formally Ninti Ngura)
Action: Establish a 20-bed education and employment housing facility for post-secondary study and vocational training
Tika Tirka will provide post-secondary students from remote and outer regional areas the opportunity to pursue vocational training and tertiary studies in Adelaide. The service model includes a range of personal development, civic participation and academic mentoring support services.
The building will provide independent accommodation for up to 20 students with a mix of flexible common and private spaces. Site works commenced in April 2018, with construction commencing in May 2018.
|Pinery Wellbeing and Resilience Project||Action: Deliver workshops to support wellbeing and resilience for those affected by the 2015 Pinery Fire|
|The Pinery Wellbeing and Resilience Project was a joint project between the State Recovery Office and the South Australian Health and Medical Research Institute (SAMHRI). Three workshops were held in 2017 and 2018 across regions impacted by the 2015 Pinery Fire to embed wellbeing and resilience strategies into the community ethos.|
|State Recovery Plan||Action: Develop and integrate the State Recovery Plan into the State Emergency Management Plan|
The State Recovery Plan was improved, refined and integrated back into the State Emergency Management Plan following the Burns Review into the State response to the severe weather and power outage in September/October 2016. The State Recovery Plan consolidated the transition arrangements from response
to recovery, and clarified guidelines for the activation of recovery programs and services.|
The consultation process leading to the refinement of the State Recovery Plan raised greater awareness about recovery and improved recovery arrangements across government agencies.
Legislation administered by the agency
As at 30 June 2018, the department was responsible for administering the following legislation:Carers Recognition Act 2005
Community Housing Providers (National Law) (South Australia) Act 2013
Cost of Living Concessions Act 1986
Disability Inclusion Act 2018 (commenced 1 July 2018)
Disability Services Act 1993
Housing Agreement Act 1991
Housing Improvement Act 2016
Julia Farr Services (Trusts) Act 2007
Not-for-Profit Sector Freedom to Advocate Act 2013
South Australian Housing Trust Act 1995
Supported Residential Facilities Act 1992
Volunteers Protection Act 2001
Youth Justice Administration Act 2016.
Organisation of the Agency
As at 30 June 2018, the key divisions of the department were:
- Community Services
- Corporate Services
- Disability and Domiciliary Care Services
- Disability SA
- Finance and Business Services
- Housing SA
- NDIS Reform
- Office for Women
- Office of the Chief Executive
- People and Culture
- Screening Unit
- Youth Justice
The department’s current organisational chart is available online.
Other agencies related to this agency (within the Minister's area/s of responsibility)
Nil to report.
Employment opportunity programs
|Program name||Result of the program|
Agency performance management and development systems
|Performance management and development system||Assessment of effectiveness and efficiency|
Work health, safety and return-to-work programs of the agency and their effectiveness
|Program name and brief description||Effectiveness|
Health and Safety Plan 2016–2018
The Health and Safety Plan 2016–2018 assists DHS to maintain an effective health and safety management system, and supports an organisational culture where health and safety is an integral part of everything we do.
In 2017–18, we continued to work closely with Executive, line managers, workers and external stakeholders to deliver our Plan, and address the shared risks we face as duty holders to improve safety performance across the department.
Work-related Mental Disorders and Suicide Prevention
DHS is working towards creating sustainable change in attitudes to mental illness and suicide to reduce stigma and facilitate early intervention. The department is working to develop early detection, intervention and prevention strategies, and increase the knowledge and skills of managers and workers to monitor and address workplace risks to mental health and wellbeing, and support employees who may be experiencing difficulties.
This supports the strategic directions of the South Australian Suicide Prevention Plan 2017–2021 and the South Australian Mental Health Strategic Plan 2017–2022, as related to mental health and wellbeing, and the prevention of suicide, through fostering mentally healthy workplaces.
People at Work Survey
The 2017 People at Work survey was conducted to identify and measure workplace psychological risks. In addition, the survey considered exposure to workplace bullying, workload, conflict and cognitive/emotional demand and the associated impacts (that is, musculoskeletal symptoms, job burnout, sleep disturbances, intention to take sick leave for stress-related conditions, staff turnover and job dissatisfaction).
Approximately 16.3% of the DHS workforce (773 employees) participated in the survey. Data analysis included comparison to the 2016 national benchmarks obtained from the People at Work research project conducted between 2008 and 2015.
The psychosocial risk factors identified for DHS were comparable to the Australian benchmarks.
DHS maintains a responsive health and safety system to reduce the likelihood of serious harm or injuries to its workforce. In 2017–18, the DHS Risk Management program focussed on known and foreseeable risks, and provided managers and workers with access to topical guidance materials, procedures and tools to make informed risk-based decisions.
During 2017–18, there were 224 new workplace injury claims compared to 247 in 2016–17. This represents a 9% reduction in claims.
The department provides an integrated hazard and incident reporting system that initiates hazard alerts to key stakeholders. All hazards, incidents and injuries are reviewed and early intervention measures actioned in the recovery and return to work process, with the support of workplace managers and the affected employees.
During 2017–18, 95.11% of new claims had a return to work assessment within two business days, compared to 94.78% in 2016–17.
Work health and safety and return to work performance
Workplace injury claims
|Workplace injury claims||2017–18||2016–17||% Change (+/-)|
|Total new workplace injury claims||224||247||-9.31%|
|Seriously injured workers*||1||2||-50%|
|Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1,000 FTE)||24.64||31.05||-26.01%|
*number of claimants assessed during the reporting period as having a whole person impairment of 30% or more under the Return to Work Act 2014 (Part 2 Division 5)
Work health and safety regulation
|Work health and safety regulation||2017–18||2016–17||% Change (+/-)|
|Number of notifiable incidents (WHS Act 2012, Part 3)||9||15||-40%|
|Number of provisional improvement, improvement and prohibition notices (WHS Act 2012 Sections 90, 191 and 195)||4||4||0%|
Return to work costs (before third party recovery)
|Return to work costs (before third party recovery)||2017–18||2016–17||% Change (+/-)|
|Total gross workers compensation expenditure||$6.58m||$10.25m||-35.78%|
|Income support payments - gross||$2.67m||$4.74m||-43.57%|
Data for previous years is available at Data SA under Government Reporting and Policy, Annual Reporting.
Fraud detected in the agency
|Category/nature of fraud||Number of instances|
Strategies implemented to control and prevent fraud
DHS has continued to build a culture across the department that has zero tolerance to fraud and corruption, with regular department-wide communication and a robust internal control environment. The South Australian Government Fraud and Corruption Policy is the guiding document for fraud and corruption. The DHS Fraud and Corruption Framework, which highlights processes for identifying, responding to and reporting of fraud and other similar malpractices, was reviewed and updated to ensure it was consistent with this policy.
As a major component of fraud and corruption relates to organisational financial interests, there is an integrated approach comprising, but not limited to, risk assessments, internal controls, reporting systems, investigative capabilities, staff training and communication.
This includes Internal Audit, which continues to include the consideration of the risk of fraud and maladministration as a standard objective in their audit program.
The Incident Management Unit also continues to ensure that care concerns and misconduct matters are responded to in accordance with relevant legislative and departmental policies.
Data for previous years is available at Data SA under Government Reporting and Policy, Annual Reporting.
|Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Whistleblowers Protection Act 1993||Nil|
Data for previous years is available at Data SA under Government Reporting and Policy, Annual Reporting.
Executive employment in the agency
|Executive classification||Number of executives|
The Office of the Commissioner for Public Sector Employment has a data dashboard for further information on the breakdown of executive gender, salary and tenure by agency.
The following is a summary of external consultants that have been engaged by the agency, the nature of work undertaken and the total cost of the work undertaken.
Total all consultancies = $2,384,787
|Community Business Bureau Inc||Undertake the NDIS Readiness Project to assist both large and small government and non-government service providers who have been identified as needing assistance to make significant transformational changes to enable them to function in a competitive NDIS environment. This includes developing a new business model and mentoring the service provider in operationalising their action plan.||$1,100,509|
|KPMG||Options for the transition of government run services as a result of the NDIS.||$878,347|
|Gyre Digital Pty Ltd||Review all key aspects of Concessions, with a view to identifying potential efficiencies and opportunities for improvements. Advice and options will be provided to streamline administration and service delivery processes, gain operational efficiencies and determine appropriate staffing levels within Concessions.||$195,000|
|Limebridge Australia||Review the current customer service experience in the Screening Unit and provide an actionable plan to improve the experience delivered that will meet the expectation of the South Australian public.||$108,000|
|KPMG||Shaping the future of South Australia report.||$50,000|
NDIS industry and workforce development analysis with five sub-projects including:
|Manpower Services Australia Pty Ltd||System review and development of feasibility analysis report to establish scope and costs for the department to adopt the Budget Management System.||$24,028|
|Total consultancies below $10,000 each||Various||$1,630|
See also the Consolidated Financial Report of the Department of Treasury and Finance for the total value of consultancy contracts across the SA Public Sector.
The following is a summary of external contractors that have been engaged by the agency, the nature of the work undertaken and the total cost of the work undertaken (above a threshold of $10,000).
|Contractor||Purpose||Value (GST Exclusive)|
|Access Hardware Pty Ltd||Security upgrade of Jonal Drive||$53,670|
|Acme Furniture Removals||Removal and relocation of furniture and equipment||$10,468|
|Adelaide Industrial Labour||Temporary labour hire||$430,667|
|Alister Morton, Physiotherapist||Training in Disability Dynamics||$10,629|
|Astal||Temporary labour hire||$113,850|
|Australia Post Commission||Monthly commission fee for payment Domiciliary Care client accounts||$166,470|
|Australian Institute of Forensic Psychology Pty Ltd||Applicant Suitability Matrix Tests||$19,500|
|Australian Integrated Security CCTV Unit Trust||Security surveillance installation and servicing||$43,734|
|Australian Postal Corporation||Mail services||$94,612|
|Axios IT Pty Ltd||Standard software assurance services for Domiciliary Care Therapy Solutions||$46,654|
|Bentleys||Domiciliary Equipment Services pricing review services||$18,409|
|Bluesky Mobility||Lift maintenance and upgrade||$10,487|
|Bookabee Australia||Aboriginal Cultural Awareness Training||$35,380|
|Boundary Solutions Pty Ltd||Electrical security needs||$16,072|
|Careerlink People Solutions||Temporary labour hire||$638,580|
|Chaplaincy Services SA Incorporated||Chaplaincy||$89,400|
|Charles Darwin University||Evaluation of Community Services support program and planning future moves||$61,274|
|CKM Management Solutions||Screening Unit review||$20,615|
|Community Data Solutions||Software maintenance and upgrade for CommCI Project||$122,419|
|Data Drift||Business Intelligence Projects||$136,900|
|Davies & Stewart Consulting||Temporary labour hire||$120,677|
|Deloitte Risk Advisory Pty Limited||Threat and Vulnerability Management Assessment Services||$20,277|
|Department of Planning, Transport and Infrastructure||Facilities Management Contract||$519,511|
|DFP Recruitment Services Pty Ltd||Temporary labour hire||$169,858|
|Exon Security and alarms||Security and alarm Services||$30,560|
|Expert Data Cabling Pty Ltd||Jonal Drive Fibre Installation||$33,312|
|Expose Data Pty Ltd||Data and reporting for Domiciliary Care||$11,891|
|Flick Anticimex Pty Ltd||Washroom and hygiene solutions||$11,325|
|Fusion5 Pty Ltd||Plan, configure and deploy new service management software||$50,830|
|Gramac Solutions||Temporary labour hire||$16,782|
|Hays Personnel Services||Temporary labour hire||$1,389,233|
|Hendercare Pty Ltd||Temporary labour hire||$80,530|
|Hoban Recruitment||Temporary labour hire||$133,390|
|Homecare Plus||Temporary labour hire||$71,445|
|Hudson Global Resources||Temporary labour hire||$175,368|
|Inlingua Text Pty Ltd||Interpreting and translating||$19,264|
|Kemp Carpenters Pty Ltd||Supply and install office equipment||$12,631|
|KPPM Strategy||Port Augusta Social Vision Review||$23,500|
|Manpower Services (Australia) Pty Ltd||Net Developer||$61,106|
|Maxima Training Group (Aust) Limited||Temporary labour hire||$50,217|
|Modis Staffing Pty Ltd||Temporary labour hire||$238,214|
|MSS Security Pty Ltd||Security services||$13,373|
|NEC Australia Pty Ltd||IT Project||$29,661|
|NPY Women's Council||Care services||$10,536|
|Nursing Agency of Australia||Temporary labour hire||$2,173,988|
|Objective Corporation Limited||Objective support||$43,743|
|On Creative Pty Ltd||Services Provided for Domiciliary Equipment Services branding and Communication Platform||$18,920|
|Oz-Train Pty Ltd||NDIS Projects||$128,109|
|PriceWaterhouseCoopers||Professional services for secondment||$22,383|
|Procurement Advisory Services||Prepare and facilitate planning workshop and objective setting||$12,932|
|Programmed Health Professionals Pty Ltd||Temporary labour hire||$506,766|
|Randstad Pty Ltd||Temporary labour hire||$374,758|
|Sentencing Australia||Records Sentencing Project||$236,368|
|SMS Management & Technology||IT services||$20,888|
|Square Holes Pty Ltd||Market Research for Domiciliary Equipment Services||$28,477|
|Steve Pike||Property maintenance||$11,200|
|Sugarman Group International||Care services||$13,557|
|Susan Janet Matas||Project and administration work for the Procurement and Grants Unit||$50,288|
|Talent International (SA) Pty Ltd||Temporary labour hire||$325,823|
|VUCA Pty Ltd||Change Management Planning and recruitment assessments||$31,314|
|Wellness and Lifestyles Australia||Care services||$28,631|
|Your Nursing Agency Pty Ltd||Temporary labour hire||$945,360|
Data is available at Data SA under Government Reporting and Policy, Annual Reporting.
The details of all South Australian Government-awarded contracts for goods, services, and works are displayed on the SA Tenders and Contracts website.
The website also provides details of across-government contracts.
Financial performance of the agency
The following is a brief summary of the overall financial position of the agency. The information is unaudited. Full audited financial statements for 2017–18 are included in the PDF copy of the annual report and are also available upon request.
The audited financial statements of the department provide a true and fair view of the financial position of the department as at 30 June 2018 and its financial performance and cash flows during the financial year.
The total comprehensive result for the department for the year ended 30 June 2018 was $20.3 million.
Summary Income Statement
|Summary Income Statement|| 2017–18|
|Net cost of providing services||(1,237,478)||(1,120,047)|
|Total net revenues from SA Government||1,257,615||1,125,904|
|Total other comprehensive income||209||0|
|Total comprehensive result||20,346||5,857|
Other financial information
The department complies with across government monitoring and reporting requirements. This includes monthly reporting to the Department of Treasury and Finance on year to date performance and end of year projections.
DHS administers certain revenues, expenses, assets and liabilities on behalf of its Minister, which are disclosed in the administered financial statements. The total comprehensive result of the Administered Items for the year ended 30 June 2018 was $1.9 million.
In 2017–18, the department paid 98.9% of all invoices (based on volume) within 30 calendar days.
Other information requested by the Minister(s) or other significant issues affecting the agency or reporting pertaining to independent functions
Nil to report.