| Strategic Priority | Key Initiative | Performance |
|---|---|---|
Advocate for South Australia’s strategic interests and work collaboratively with the commonwealth and other jurisdictions in national forums. | Work with the commonwealth and state agencies to ensure delivery of the Strategic Land Exchange covering Osborne, Keswick, Smithfield and Cultana in accordance with the Project Deed. | The Strategic Land Exchange was fully executed on 28 June 2024. |
Lead whole-of-government economic, social and environmental policy and reform. | Design and launch the three missions identified in the economic statement. | Work has been ongoing on the three missions throughout 2023-24. The ‘capitalise on the global green transition’ mission has been the primary focus for DPC with current efforts to coordinate major cross-agency initiatives. |
Lead whole-of-government | Develop and implement a measurement framework for the economic statement vision, and work with agencies to encourage alignment. | The measurement framework was launched in May 2024 as a tool for government agencies to assist in policy development and evaluation aligned to the |
Lead whole-of-government | Connect Lot Fourteen and our | The State Project Lead, Lot Fourteen, was officially approved to lead on development and implementation of an 'Innovation Places Leadership Framework', to connect and grow South Australia’s physical innovation assets. |
Lead whole-of-government economic, social and environmental policy and reform. | Deliver through The Circle, the annual First Nations Business Showcase event to provide opportunity for buyers from industry, all levels of government and non-government organisations to connect face-to-face with South Australia’s diverse First Nations business sector. | The First Nations Business Showcase was delivered on 5 October 2023, with more than 130 businesses exhibiting and attendance of more than 1,300 registered guests from industry, private enterprise, government and non-government organisations. |
Work in partnership with communities to develop programs that achieve positive outcomes for South Australians. | Design and deliver the Music Development Office strategic plan Supporting Revival 2023-24. | The approved Music Development Office Strategic Plan for 2023-25 was launched and published on the Music Development Office website. |
Work in partnership with communities to develop programs that achieve positive outcomes for South Australians. | Understanding current workplace inclusivity of autism in SA.
| The Office for Autism has developed and launched the Autism Inclusion Charter and supported the launch of the State Autism Strategy which set out clear objectives to support increased opportunities for employment for autistic individuals. The Office for Autism’s ‘Autism Works in the Community’ grants program enabled up to $250,000 in grants funds for organisations to deliver inclusive projects and initiatives including an employment-ready program. The grants program championed autistic-led initiatives. |
Work in partnership with communities to develop programs that achieve positive outcomes for South Australians. | Pilot and trial collaborative approaches to reconciliation with the Attorney-General’s Department and other SA government departments. | DPC continues to engage with AGD's Aboriginal Affairs and Reconciliation division and the Department of Treasury and Finance to trial collaborative approaches to reconciliation. DPC is open to and explores |
| Strategic Priority | Key Initiative | Performance |
|---|---|---|
Enable a connected and | Complete the development of a plan detailing infrastructure environment currency incorporating refresh strategy. | Completed an infrastructure refresh plan. |
| Drive a culture of accountability, ethics and integrity. | Complete and submit the annual RAP Impact Measurement Questionnaire to Reconciliation Australia. | The annual RAP Impact Measurement Questionnaire for 2023 was completed and submitted online in September 2023. |
| Apply leadership to harness the capability of the broader public sector, growing a culture of collaboration. | We Are.SA. | Helped educate South Australians about the work of the South Australian Government and policies affecting their lives through We Are.SA content, which attracted nearly half a million page views and more than 1.5 million interactions in the 2023/24 financial year. |
| Apply leadership to harness the capability of the broader public sector, growing a culture of collaboration. | SA is Building - Infrastructure Brand. | The ‘SA is Building’ brand style guide has been completed and disseminated to relevant departments across government for implementation. The brand provides a unified visual identity for infrastructure projects funded by the state government. |
| Strategic Priority | Key Initiative | Performance |
|---|---|---|
Boost the state’s economy and cultural prosperity by attracting major events and attractions. | AFL Gather Round 2024. | Supported the delivery of temporary infrastructure for Mount Barker in the 2024 AFL Gather Round. Helped identify and uplift investment opportunities aligned with this major event to deliver outcomes for the South Australian economy. |
Boost the state’s economy and cultural prosperity by attracting major events and attractions. | Major Events Attraction Committee MEAC). | Provided support to MEAC to help identify, nurture and grow major events to benefit the state’s economy and visitation. |
| Enhance SA’s liveability by celebrating diversity, creativity, culture, innovation, and retain and attract talent. | Collaborate with cultural institutions to ensure a strategic, risk-based approach to priority conservation and preventive programs across collections 2023-24. | Delivered risk-based preventive conservation programs and prioritised conservation treatment programs for the ongoing preservation and accessibility of the state’s cultural collections. |
| Plan major government infrastructure projects to meet the long-term needs of South Australians. | Design, implement and deliver by, mid-2026, a shared, purpose-built Cultural Institutions Storage Facility, with a modular and adaptable design to facilitate future growth planning. | Progressed the Cultural Institutions Storage Facility design, operational planning and transition projects, to create a purpose-built, shared storage facility for collections under the custodianship of cultural institutions. |
| Enhance SA’s liveability by celebrating diversity, creativity, culture, innovation, and retain and attract talent. | Deliver the $10 million ‘See it Live’ grants supporting the recovery of the live music sector in South Australia. | Of the 20 live music venues supported through this grant program, 10 venues participated in a 'Business Fundamentals' workshop as part of Small Business Week in May. The workshop was tailored specifically for live venues, with 15 people from the 10 venues participating. |
| Enhance SA’s liveability by celebrating diversity, creativity, culture, innovation, and retain and attract talent. | Launch the Autism Charter and pilot the roll-out of the charter with a number of Department of Education schools in South Australia to improve outcomes for autistic students. | On 2 April marking World Autism Awareness Day, the Autism Inclusion Charter was launched in the presence of over 130 government and non-government chief executives, directors and stakeholders. Prior to the launch, the charter was piloted in agencies and schools with over 80% of participants finding the training “highly/totally useful”. The charter is now being rolled out across government with training materials and resources to support engagement. |
| Enhance SA’s liveability by celebrating diversity, creativity, culture, innovation, and retain and attract talent. | Deliver face to face and online training to improve awareness and understanding of autism and how to be inclusive of people with autism. | The Office for Autism has developed evidence-based training in autism awareness and understanding to complement the launch of the Autism Inclusion Charter and support knowledge building across government. Training has been made available via e-learning modules and through in-person and online delivery. Training has been delivered to over 800 public sector employees and over 500 individuals from private industry with a vast majority of participants reporting the training as ‘highly interesting/useful’. Engagement with the online training modules will be measured in the State of Sector report and the Office for Autism looks forward to further enhancing and expanding training offerings, and beginning a targeted approach to training in collaboration with agencies. Training is complemented by resource materials to support agencies to embed inclusive practices. |
| Strategic Priority | Key Initiative | Performance |
|---|---|---|
Commit to a physically and psychologically safe and inclusive work environment for all employees. | Undertake research and deliver activities to improve understanding of intersecting discriminations experienced by identified groups. | The Diversity and Inclusion Advisory Committee is in the planning stage for communications and activities and events to improve staff awareness of intersecting discriminations experienced by the priority groups. |
Commit to a physically and psychologically safe and inclusive work environment for all employees. | Engage with First Nations staff and/or First Nations advisors to consult on the Respectful Treatment at Work Policy to ensure it effectively addresses strategies to eliminate racism. | Respectful Treatment at Work Policy, Guideline and online course have been reviewed to align with the recently released SA Public Sector Anti-Racism Strategy and to ensure it meets our positive duty requirement under the Sex Discrimination Act 1984 (Cwth). |
Commit to a physically and psychologically safe and inclusive work environment for all employees. | Effectively support employees seeking gender affirmation through our Gender Affirmation and Transition in the Workplace Procedure. | The DPC Gender Affirmation and Transition in the Workplace Procedure was completed and made available to staff and managers. DPC promoted the Across Government Trans Employee Network. |
Commit to a physically and psychologically safe and inclusive work environment for all employees. | Establish a mechanism to | The Nunga Network's representatives on the Executive Leadership Team is the mechanism through which Nunga Network's ideas and reflections are communicated quarterly to DPC executives. |
Commit to a physically and psychologically safe and inclusive work environment for all employees. | Drive engagement of DPC’s First Nations employees with | This is an ongoing initiative. Four Nunga Network meetings have been held this financial year in March, August, November 2023, and May 2024. |
Develop highly effective leaders who invest in their talent and unleash workforce potential. | Support at least one First Nations employee to participate in the SA Leadership Academy Aboriginal Leadership Program each year. | DPC has placed 1 First Nations employee in the pilot 2023 SA Leadership Academy Aboriginal Leadership program with an additional 1 First Nations employee registered to participate in the 2024 Intake 1. |
| Create a workforce that is representative of the diverse community we serve. | Implementation of the South Australian Multicultural Charter. | The South Australian Multicultural Charter has been included as a whole of government target in CE performance agreements from 2024-25. Progress on implementing this whole of government target will be reported as part of our efforts to scale up the Ambassador Program across state government. |
