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Public   I2   A1 

  

 

SA Ambulance Service Inc  

2017/18 Annual Report 

 

 

 

 

SA Ambulance Service  

216 Greenhill Road, Eastwood  SA  5063 

www.saambulance.sa.gov.au 

                 Contact phone number 1300 13 62 72 

                               Contact email healthsaasenquiries@sa.gov.au 

                                             ISSN 1443-0282 

Date presented to Minister: 30 September 2018 
 

  






2017/18 ANNUAL REPORT for SA Ambulance Service   

 3 | P a g e  

Contents 
 

Section A: Reporting required under the Public Sector Act 2009, the Public 

Sector Regulations 2010 and the Public Finance and Audit Act 1987 ................. 4 

Agency purpose or role ..................................................................................................... 4 

Objectives ......................................................................................................................... 4 

Key strategies and their relationship to SA Government objectives ................................... 5 

Agency programs and initiatives and their effectiveness and efficiency ............................. 6 

Legislation administered by the agency ........................................................................... 17 

Organisation of the agency .............................................................................................. 17 

Other agencies related to this agency (within the Minister s area/s of responsibility) ....... 18 

Employment opportunity programs .................................................................................. 18 

Agency performance management and development systems ........................................ 19 

Work health, safety and return to work programs of the agency and their effectiveness .. 20 

Work health and safety and return to work performance .................................................. 22 

Fraud detected in the agency .......................................................................................... 22 

Strategies implemented to control and prevent fraud ....................................................... 23 

Whistle-blowers  disclosure ............................................................................................. 24 

Executive employment in the agency .............................................................................. 24 

Consultants ..................................................................................................................... 25 

Contractors ...................................................................................................................... 26 

Financial performance of the agency ............................................................................... 28 

Other financial information ............................................................................................... 29 

Other information requested by the Minister(s) or other significant issues affecting the 

agency or reporting pertaining to independent functions .................................................. 30 

Section B: Reporting required under any other act or regulation ..................... 30 

Reporting required under the Carers  Recognition Act 2005 ............................................ 30 

Section C: Reporting of public complaints as requested by the Ombudsman. 31 

Summary of complaints by subject .................................................................................. 31 

Complaint outcomes ........................................................................................................ 31 

Appendix: Audited financial statements 2017/18 ................................................ 32 

  



2017/18 ANNUAL REPORT for SA Ambulance Service   

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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  
 

As the principal provider of ambulance services across South Australia, SA Ambulance 
Service (SAAS) delivers: 

? Triple zero (000) call receipt and patient triage 

? Pre-hospital emergency and urgent care, treatment and/or transport 

? Non-emergency patient care and transport 

? Emergency and major event management 

? Rescue and emergency medical retrieval services. 
 

SAAS also provides the following services: 
? Coordination of State Rescue Helicopter Services, via the SAAS Emergency 

Operations Centre 
? Management of the Royal Flying Doctor Service contract for fixed-wing inter-

hospital air transfers 
? Collaboration with Flinders University to deliver the Bachelor of Paramedic 

Science, the Master of Health Services (Pre-Hospital and Emergency Care), the 
Graduate Diploma in Intensive Care Paramedic Studies, and the Master of 
Retrieval Practitioner degree courses 

? Collaboration with James Cook University to deliver the Postgraduate Certificate in 
Aeromedical Retrieval and Master of Public Health degree courses 

? Provision, as a registered training organisation, of in-house, nationally accredited 
training to SAAS staff 

? Provision and administration of the Ambulance Cover subscription scheme 
? Management of Call Direct, a 24-hour personal monitoring emergency service. 

 

Objectives  
 

? SA Ambulance Service (SAAS) is committed to save lives, reduce suffering and 
enhance quality of life, through the provision of accessible and responsive quality 
patient care and transport.         

? SAAS works in partnership with their health and emergency service colleagues, 
and other government agencies to ensure the best outcomes for all South 
Australians.          

? SAAS is structured to contribute to the outcomes for which the portfolio is 
responsible by providing pre-hospital medical emergency care and patient 
transport. 

  



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Key strategies and their relationship to SA Government objectives   
 

Key strategy SA Government objective  

Our patients   At the centre of everything 
we do 
We will:  

Assign the right resource, first time, every 
time/Offer integrated flexible care/Prepare 
for professional registration/Provide 
evidence based clinical practice. 

SA Health Strategic Plan 2017-2020:  
Strategic objectives: 

5. Increase the role of consumers and 
communities in policy, design, planning, 
delivery and practice.   

 

Our People   Our most important asset 

We will:  

Enhance the capability and capacity of our 
people/Offer best in class 
education/Develop a SAAS skills 
escalator/Streamline business processes. 

SA Health Strategic Plan 2017-2020:  
Strategic objectives:  

4. Cultivate a learning culture that is 
supportive and productive across SA Health.  

7. Facilitate wider translation of research into 
practice and transfer of innovation across our 
business. 

 

Our Partners   Working together for 
better care 

We will:  

Develop collaborative partnerships across 
health/Build community relationships with 
patients and hard to reach 
groups/Enhance cooperation with 
emergency service partners. 

SA Health Strategic Plan 2017-2020:  
Strategic objectives: 

6. Strengthen partnerships through a 
coordinated approach to relationship 
management.  

7. Facilitate wider translation of research into 
practice and transfer of innovation across our 
business 

Our Enablers   A sustainable future for 
our business. 

We will:  

Improve technology and 
infrastructure/Enhance the role of SAAS 
as a state wide and system 
provider/Provide greater access to 
information/provide a long term 
sustainable fiscal strategy. 

SA Health Strategic Plan 2017-2020:  
Strategic objectives 

5. Strengthen partnerships through a 
coordinated approach to relationship 
management.  

7. Facilitate wider translation of research into 
practice and transfer of innovation across our 
business 

 

  



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Agency programs and initiatives and their effectiveness and efficiency  
 

Program 
name 

Indicators of 
performance/effectiveness/efficiency 

Outcome for 
South Australia  

Call handling 
and Triaging 

SAAS is set a target of answering 95% of Triple 
Zero calls within 10 seconds.   
 

SAAS answered 
92.55% within 
10 seconds during 
2017/18. 
 
SAAS answered 
217,787  000  calls 
in 2017-2018, up by 
6.7% or 14,628 
calls when 
compared to 
2016/17. 
 

SAAS answered 
201,569 calls from 
within 10 seconds, 
an increase of 4% 
compared to the 
previous financial 
year. 



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Program 
name 

Indicators of 
performance/effectiveness/efficiency 

Outcome for 
South Australia  

Emergency 
Response 
and 
Transports  

 

Response times  2017/18 

Priority  Performance  Target 

1 (Life threatening) 70.8% 
within 8 
minutes 

60% within 
8 minutes 

2 (Potentially life 
threatening) 

84.7% 
within 16 
minutes 

95% within 
16 minutes 

3 (urgent but non-
life threatening) 

56.7% 
within 30 
minutes 

92% within 
30 minutes 

 

Transport  2017/18  % since 

2016/17 

Transported patients  248,720 2.22% 

Treated No Transport  23,505 -4.7% 

 

Incidents  2017/18 %since 

2016/17 

Incidents overall (P1-5)  242,889 5.68% 

 

 

 

SAAS reached 
South Australia s 
most seriously ill 
and injured patients 
within eight minutes 
on 70.8% 
occasions. 
 
This financial year 
SAAS exceeded the 
KPI for responding 
to Priority 1 events 
with an increase in 
performance 
against this target 
since 2016/17 of 
around 1%.  
 
Although SAAS did 
not meet its target 
in priority 2 and 
priority 3, all three 
priority targets are 
challenging by 
national standards 
and are ambitious in 
their aim. 
 
Whilst this reflects a 
slight decrease in 
performance 
against priority 2 
and priority 3 from 
2016/17, SAAS is 
performing well 
considering 
the sustained 
growth in 
emergency 
workload. 
 



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Program 
name 

Indicators of 
performance/effectiveness/efficiency 

Outcome for 
South Australia  

Out of 
Hospital 
Patient Care 
through 
Extended 
Care 
Paramedics  

As part of the SA Health Service Level Agreement, 
SAAS has a performance indicator for attendances 
that do not result in transportation to an emergency 
department. For patients attended by Extended 
Care Paramedics (ECPs) the target is to avoid 
transport to hospital 70% of the time.  

 

In 2017/18 SAAS 
ECPs ensured the 
avoidance of 
transport to hospital 
67.3% occasions. 

The SA Ambulance 
ECP Team 
responded to 6,152 
incidents in 
2017/18, a 
decrease of 20.5% 
since 2016/17.  

(It should be noted 
that during 2017/18, 
SAAS introduced a 
secondary triage 
process utilising 
ECPs to provide 
clinical advice by 
telephone. As part 
of this service, 
ECPs continued to 
ensure patients not 
requiring hospital 
attendance received 
appropriate 
treatment, however 
this new activity has 
not been included in 
the above 
performance data).  



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Program 
name 

Indicators of 
performance/effectiveness/efficiency 

Outcome for 
South Australia  

Patient 
Transport 
Services   

SA Ambulance Service transported 
23,372 non-emergency patients in 2017/18 - 
1.93% lower than 2016/17. 

In addition to 
normal essential 
transportation work, 
Patient Transport 
Services are 
integral to the ability 
to create hospital 
capacity by 
enabling the timely 
discharge and 
transport of 
patients. Patient 
Transport Services 
also contributed to 
the SA Health 
Winter Demand 
strategy through the 
Transfer 
Coordination 
Service moving 
patients to peri-
urban hospitals.  



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Program 
name 

Indicators of 
performance/effectiveness/efficiency 

Outcome for 
South Australia  

Emergency 
Preparedness    

Under the SA Emergency Management Act (2004) 
and the State Emergency Management Plan 
(SEMP), SAAS must demonstrate that it plans for 
and can deal with a wide range of major incidents 
that may affect our communities. 
 
 

SAAS emergency 
preparedness plans 
were put to the test 
through several 
exercises, and 
through involvement 
in a 
number of major 
incidents 
summarised 
below: 
&gt; Level 1 incidents 
(casualty or non-
casualty 
requiring local 
resources): 22 
incidents 
 

&gt; Level 2 incidents 
(casualty or non-
casualty 
requiring regional 
resources): 5 
incidents 
 

&gt; Level 3 incidents 
(casualty or non-
casualty 
requiring state 
resources): one 
incident 
 

SAAS were not 
involved in any 
Level 4 incidents. 
  
 
 
 



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Program 
name 

Indicators of 
performance/effectiveness/efficiency 

Outcome for 
South Australia  

SAAS 
MedSTAR 
retrieval  

 
The table below shows total retrieval 
missions for 2017/18 (Financial year): 
The number of retrieval missions 
undertaken decreased slightly since  
2016/17. 
 

Retrieval 
missions  

2017/18 %change 
2016/17 
to 17/18  

2016/17  % 
change 
15/16 
to 
16/17 

Adults  1,793 -2% 1,829 -3% 

Paediatric 

(inc 

neonatal)  

871 -10% 970 +3% 

Total  2,664 -5% 2,799 -1% 

 
The outcomes of those retrieval missions are as follows 
 

Patient Outcome  
 

Retrieved or transferred  2,160 

Stood down  383 

Treat no Transfer  69 

Patient Death  48 

Palliation  3 

Patient refusal  1 

Total  2,664 

 
SAAS MedSTAR Retrievals by Transport Mode 
 
Road: 978 
Helicopter: 617 
Plane: 569  
 

The critical 
importance of the 
SAAS MedSTAR 
emergency medical 
retrieval service is 
demonstrated each 
year 
with consistent 
volumes in the 
number of retrieval 
missions 
undertaken.  
 
 
In 2017/18, SAAS 
MedSTAR rotated 
13 adult 
registrars/fellows 
and 8 
neonatal/paediatric 
registrars/fellows 
 



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Infrastructure 
Improvements  

 
Stryker stretcher roll out:  
 
In 2017/18 SAAS completed the installation of the 
new Stryker stretchers in its fleet.   
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Station Development:  
 
During 2017/18, projects to develop two new 
ambulance stations in Morphettville and Parafield 
were rolled out, and will bring the total number of 
SAAS ambulance stations to 22 in the metropolitan 
area (not including the new SAAS Rescue, 
Retrieval and Aviation Services Base at Adelaide 
Airport).  
 
 
 

 

The introduction of 
the new Stryker 
Stretchers enabled 
a safer and 
seamless journey 
for South Australian 
patients from 
ambulance to 
hospital Emergency 
Departments across 
Metropolitan and 
Regional South 
Australia.  

The number of 
workplace injuries 
involving body 
stressing incidents 
directly related to 
using stretchers has 
decreased by 76%. 
The financial 
outcomes have 
seen a 20% 
reduction in body 
stressing claim 
costs. 
 
As at 30 November 
2017, body 
stressing was not 
identified as the 
main cause of 
incidents for the first 
time since 2010. 
 
 

The new stations 
are expected to 
deliver faster better 
services for those 
South Australians 
living in the Western 
and Northern 
suburbs requiring 
emergency 
transport and 
medical care.  

 

 

 



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Service 
Delivery 
Improvements  

 
Community Paramedics: 
 
During 2017/18, the locally driven trial for a 
Community Paramedicine program in Robe and 
Ceduna was in its fourth year.  
 
The clinicians live in the community setting and 
work closely with local Health Care Professionals 
to coordinate community care options that link 
vulnerable people living in the community with 
appropriate care teams.  
 
 
 
 
 
 
 
High Risk Address: 
 
In 2017/18 SAAS revised its High Risk Addresses 
and the High Risk Address Register procedure.   
 
The new procedure was introduced in January 
2018 and includes updated categories of 
challenging behaviour and identifies a consistent 
and appropriate response to each category.   
 
This new information enabled SAAS to reduce its 
volume of notifications of addresses and persons 
known to SAAS.  
  
 
 
 
 
 
Hear and Treat: 
 
During 2017/18, SAAS introduced a  Hear and 
Treat  model whereby over a period of five years to 
2022, low acuity Triple Zero (000) calls may be 
treated by telephone or alternative pathways, 
including referral to Royal District Nursing Service 
(RDNS), mental health services, country health 
and telemedicine following an appropriate clinical 
assessment.  
 
 
 
 
 
 
 

 

The Community 
Paramedic program 
has been highly 
successful and 
continues to be well 
received by the 
Robe and Ceduna 
Communities and 
other health sector 
stakeholders in the 
region.  The 
program has been 
extended to 
December 2019. 

 

 

 

This significantly 
enhances safety for 
first responders and 
patients alike.  
 

 

 

 

 

 

 

 

 

 

 

This will create 
efficiencies in the 
delivery of medical 
treatment as well as 
a flow on effect for 
the transport of life 
threatening urgent 
cases and patients 
to South Australian 
hospital Emergency 
Departments.   

 

 



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Program 
name 

Indicators of 
performance/effectiveness/efficiency 

Outcome for 
South Australia  

 
GP Locums:  
 
During 2017/18, SAAS completed the development 
of the new locum referral service for 
implementation in July 2018. SAAS will refer 
patients to the National Home Doctor Service, 
13Sick, where it is safe to do so and for a limited 
number of conditions. 
 
 
 
 
 
 
Clinical Practice Guidelines Review:  
 
SAAS embarked on a comprehensive review of 
Clinical Practice Guidelines (CPGs) to update and 
align the scope of patient management for 
Intensive Care Paramedics with evidence-based 
models of care. Achieving whole scale change that 
has included changes to current clinical 
equipment, training and practice has been a whole 
of organisation effort with the delivery of three 
unique conferences for Intensive Care Paramedics 
(ICPs). 
 
 

 

 

Over 750 patients 
who call Triple Zero 
each year will 
benefit from a new 
locum referral 
service, freeing 
approximately 430 
ambulances.  
 

 

 

 

The conferences for 
the ICPs positively 
contribute to robust 
patient outcomes 
reinvigorate clinical 
practice.  



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Workforce 
Strategy and 
Development   

 
Volunteer Recruitment and Retention:  
 
As at June 2017, SAAS had a total of 1,327 
operational and 224 non-operational volunteer staff 
members working across 78 volunteer stations in 
regional South Australia.  
 
During the 2017/18 financial year, 268 new 
volunteers commenced with SAAS and during that 
same period, 306 left the volunteer sector. 
 
In the 2017/18 financial year, volunteer ambulance 
officers responded to approximately of 20,167 
cases across the state. This number has grown by 
an average of 2.5 % each year for the past six 
years. 
 
SAAS has introduced a new approach to education 
delivery that allows for an expansion of roles 
available to volunteers in order to improve 
recruitment and retention. The Graduated Authority 
to Practice (ATP) allows volunteers to progress 
through each clinical level within a timeframe that 
suits them. 
 
The ATP for volunteers incorporates a new 
Volunteer Ambulance Assist (VAA) role, as well as 
the current Volunteer Ambulance Responder 
(VAR) and Ambulance Officer (AO) roles. 
 
A key part of this graduated model has been the 
implementation of a new graduated ambulance 
training program to Certificate II level (titled 
Ambulance Assist).  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

 
 

The need to recruit 
new volunteers is 
ongoing and SAAS 
continues to actively 
recruit.  
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Program 
name 

Indicators of 
performance/effectiveness/efficiency 

Outcome for 
South Australia  

 
 
Fatigue Risk Management:  
 
During 2017/18 SAAS undertook a significant 
project to develop a Fatigue Self-Assessment Tool 
(FSAT) that provides SAAS staff with a series of 
straight forward questions to help them determine 
if they feel fit for duty.  
 
 

 

Since the 
introduction of the 
new procedure and 
tools, SAAS has 
seen a steady 
decrease in the 
number of reports 
relating to fatigue 
plus anecdotal 
evidence suggests 
staff are proactively 
considering their 
fatigue levels 
earlier. This in turn 
has a positive effect 
through decreased 
loss of hours 
resulting in 
increased service 
delivery capabilities, 
particularly in small 
country locations 
that have limited 
other options for 
crew coverage.  

Move to the 
new RAH    

In September 2017, SAAS managed the safe and 
efficient relocation of 297 patients to the new Royal 
Adelaide Hospital, one of the largest and most 
complex hospital moves undertaken in Australia.  
 
 
SAAS also provided command expertise in the 
Transfer Coordination Centre (TCC) which 
facilitated the decanting or  ramp down  of patients 
through clinical assessment and identification of 
state-wide alternate care facilities. 
 
 

 

 

 

  



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Legislation administered by the agency 
 

None  

 

Organisation of the agency  
 

 

 

SA Ambulance Service (SAAS) reports to the Minister for Health and Wellbeing through 
the Chief Executive, Department for Health and Ageing (DHA). SAAS s executive 
structure in 2017 18 was as follows: 
 
? Chief Executive Officer  
? Chief Medical Officer 
? Executive Director, Clinical Performance and Patient Safety Director  
? Manager Workforce  
? Clinical Director SAAS MedSTAR 
? Executive Director Corporate, Business and Support Services  
? Finance Director.  

 
The SAAS Volunteer Health Advisory Council (SAASVHAC), advocates for, and provides 
advice to the Minister for Health and Wellbeing and the SAAS Chief Executive Officer on 
matters pertaining to the volunteer sector. 

  



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Other agencies related to this agency (within the Minister s area/s of 

responsibility) 
 

SA Health 

Central Adelaide Local Health Network 

Country Health Local Health Network 

Northern Adelaide Local Health Network 

Southern Adelaide Local Health Network 

Women s and Children s Local Health Network 

Office for the Ageing 

 

Employment opportunity programs 

 

Program name Result of the program 

Patient Transport 
Services Aboriginal 
Cadetship program  
 

The Cadetship program was reviewed and reinitiated with 
recruitment completed during the 2017/18 year, and the training of 
the three new recruits to commence in late 2018. 

Paramedic Intern 
Program 

Interns are required to work with ambulance providers to complete 
a period of practice in order to gain Authority to Practice. In 2017-
18, SAAS received four intern groups which comprised 70 interns.  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Agency performance management and development systems 
 

Performance management 
and development system 

Assessment of effectiveness and efficiency 

There were 615 Performance 
Review and Development 
(PR&amp;D) discussions recorded 
for the 2017/18 financial year. 

Further analysis shows:  

Within the past 6 months,                           
18% of the workforce has 
completed the PR&amp;D process. 

22% of the workforce has 
completed the PR&amp;D process 
within the past 6-12 months. 

 

 

 

There has been a steady increase in completion rates of 
PR&amp;D s following the release of new PR&amp;D tools, 
resources and management training in Performance 
Coaching in August 2017.  

In July 2018, a further review of the tools will be 
undertaken.  

A less complex PR&amp;D form is being developed which will 
aid in increasing completion compliance. The 
requirement of this compliance has been communicated 
at senior leadership team meetings and at local 
management level.  

Monthly reporting on PR&amp;D numbers are being 
monitored to track compliance.  

Note: this data is not comparable to that reported in 2016/17 due to a 
calculation error in that report. 

 

 

  



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Work health, safety and return to work programs of the agency and their 

effectiveness 
 

Program name and 
brief description 

Effectiveness  

Program 1: 
Governance and 
Accountability   Due 
Diligence is exercised 
appropriately and 
communication and 
consultation pathways 
are established and 
maintained 

Defined Officers identified and trained. The Defined Officer 
Register is established and maintained quarterly.  

 

The Governance Committee is established to oversee and 
monitor Work Health Safety and Injury Management 
(WHSIM) programs and actively monitor data trends and 
assist in the development of risk mitigation strategies 

The Due Diligence Report is provided quarterly to the 
Governance Committee.  

 

The Work Health Safety Group is established as an enabler 
for communication and consultation between management 
and operations on WHSIM issues. 

 

The Work Health Safety Zone forums are established for the 
management and review of local Work Health Safety and 
Injury Management performance and risk. 

 

 

Program 2: Hazard and 
Risk Management   
Hazards are identified 
and managed in 
accordance with the 
Hierarchy of control, 
Strategies for high 
priority hazards are 
established and 
maintained 

Hazards are managed in accordance with the SA Health 
Hazard Identification and Risk Management Policy Directive. 

Strategies for high priority hazards and risk are managed in 
accordance with the SA Health Risk Management 
Framework. 

Risk rated as High are registered on the Organisational Risk 
Register and monitored and review as scheduled.  



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Program name and 
brief description 

Effectiveness  

Program 3: Incident 
Reporting and 
Investigation   Early 
Reporting and 
notification systems for 
hazards, incidents and 
near misses, Incident 
investigation and 
corrective action occurs 
to prevent recurrence 

An Incident Report and Quick Assessment (IRQA) process is 
implemented across SAAS to enable early reporting and 
investigation of incidents. 

All incidents and corrective actions identified are recorded on 
the IRQA database and monitored for trends and progress. 

All incidents and hazards reported are risk rated as part of the 
investigation process  

Incidents or hazards rated medium or above activate 
management escalation as part of the investigation process.  

A hazard reporting process is implemented enabling early 
reporting, investigation and control of identified hazards  

All prevention strategies utilise the Hierarchy of control to 
mitigate risk.  

Risks or hazards rated high or above  that cannot be 
mitigated immediately require short , med and long term 
strategies to reduce the risk and are recorded on the 
Organisational Risk Register until full controls can be  
implemented 

 

 

Program 4: Fitness for 
Worker Health and 
wellbeing supported, 
staff are fit to perform 
duties of their roles 

 

An Employee Assistance Program and Peer Support program 
is readily available to staff and deployed by SAAS where 
necessary to ensure immediate support is provided. 2608 
calls were made to Peer Support Officers in 2017/18. 

Wellbeing programs available to all staff that include access 
to in house Exercise Physiologist who can undertake an 
assessment, advise of activities and encourage and support 
staff to achieve their goals. Exercise physiologist can also 
provide support to injured workers pre and post their return to 
work. Activation by Return to work consultant. 

Workfit Services Consultant and Work Health and Safety 
services available to assist staff as required 

 

 

Program 5 - Injury 
Management - systems 
and processes 
implemented to support 
injured workers to 
return to work 

An Injury Management team is established within SAAS with 
equitable claims and return to work programs implemented 
to assist and support Line Managers and injured workers 
following a work-related injury/illness 

 

  



2017/18 ANNUAL REPORT for SA Ambulance Service   

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Work health and safety and return to work performance 

 

 2017/18 2016/17 % Change 
(+ / -) 

Workplace injury claims  

Total new workplace injury claims 217 250 13%? 

Fatalities 0 0 0 

Seriously injured workers* 0 0 0 

Significant injuries (where lost time exceeds a 
working week, expressed as frequency rate per 
1000 FTE) 

89.2 119.3 ?25%  

Work health and safety regulation 

Number of notifiable incidents (WHS Act 2012,  
Part 3) 

12 24 50%? 

Number of provisional improvement, improvement 
and prohibition notices (WHS Act 2012 Sections 
90, 191 and 195) 

1 2 50%? 

Return to work costs** 

Total gross workers compensation expenditure ($) $2,942,447 $4,150,179 29%? 

Income support payments   gross ($) $1,865,706 $2,709,381 31%? 

*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) 

**before third party recovery 

Data for previous years is available at: https://data.sa.gov.au/data/organization/sa-health  

 
 

 

Fraud detected in the agency 
 

  

Category/nature of fraud Number of instances 

Unauthorised expenditure (petty cash)    0 

 

 
 




2017/18 ANNUAL REPORT for SA Ambulance Service   

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Strategies implemented to control and prevent fraud  

 
SA Ambulance Service (SAAS) is committed to the principles of integrity, respect and 
accountability in accordance with the Public Sector Act 2009, the Public Sector (Honesty 
and Accountability) Act 1995 and the Code of Ethics for the South Australian Public Sector 
which includes the prevention, detection and control of fraud in the workplace. 
 
Furthermore, SAAS developed a Code of Ethics and Conduct for Volunteers which 
complemented the public sector code and provided SAAS volunteers with guidance for 
performance and professional conduct.  
 
All employees comply with reporting obligations to the Office for Public Integrity in 
accordance with the Independent Commissioner Against Corruption Act 2012. In addition, 
SAAS is required to comply with SA Health s Fraud and Corruption Control Policy Directive. 
Members and attendees of SAAS s Committees are required to complete a Conflict of 
Interest Declaration Form which reinforces responsibilities in relation to business practices 
and ethical behaviour. 
 
Four key areas of potential fraud risk have been identified and recorded in SAAS s Risk 
Register. Along with strategic and operational risks, these fraud risks are monitored and 
reviewed by SAAS s Executive Leadership Team and Risk Management &amp; Audit Committee 
as part of the overall risk management program. 
 
All instances of suspected fraudulent behaviour will be reported by SAAS to SA Health s 

Fraud Control Coordinator. All allegations of fraud will be thoroughly investigated in a 

confidential and discreet manner unless disclosure and reporting are required by legislative 

obligations. SAAS will take appropriate disciplinary action where allegations of fraud and 

corruption have been substantiated. 

SAAS s zero tolerance approach to fraud mandates the embedding of internal controls into 
the organisation s decision making culture and practices. 
 
Specific examples of fraud related internal controls include (this is an indicative rather than 
exhaustive list): 
 

? Fraud and Corruption Control Policy and Plan 

? Education and training 

? Risk assessments / workshops 

? Instrument of financial delegation authorisation 

? Gifts and benefits register 

? Pre-employment screening checks and relevant risk assessment 

? Pre-employment recruitment questions and relevant risk assessment 

? Procurement contract management system with related controls and procedures 

? Whistle-blower policy 

? Internal and external audits 

? Management initiated audits, reviews and investigations 

? Budget, forecasting and variance analyses of financial expenditure 

? Suite of policies and procedures on accountability over drugs and controlled substances 

which have been approved by the Clinical Governance Committee 



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Data for previous years is available at:   https://data.sa.gov.au/data/organization/sa-health  
 

 

 

Whistle-blowers  disclosure 
 

Number of occasions on which public interest information 
has been disclosed to a responsible officer of the agency 
under the Whistle-blowers  Protection Act 1993  

 0 

Data for previous years is available at:   https://data.sa.gov.au/data/organization/sa-health  

 

 

 

Executive employment in the agency 
 

Executive classification Number of executives 

Executive Level A  2 

Executive Level B  0 

Executive Level C  0 

Executive Level D  1 

SAES 1 Level  4 

SAES 2 Level  0 

Data for previous years is available at:   https://data.sa.gov.au/data/organization/sa-health  

The Office of the Commissioner of Public Sector Employment has a data dashboard for further 
information on the breakdown of executive gender, salary and tenure by agency. 

 

 

 

 

 

 

 

  

 

? Controlled substances register 

? Stock reconciliations 

? Physical security and access control 

 








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Consultants 
 

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. 

 

Consultants Purpose Value 

Consultancies above $10,000 each 

KPMG Single Paramedic Response Intervention 
Team (Sprint) Efficiency Plan final 
recommendation report 

$15,069 

KPMG Development of an Activity Costing Model $66,946 

Mercer Consulting 
(Australia) Pty Ltd 

Actuarial Report for 2017-18 per Australian 
Accounting Standards Board (AASB119) 
Employee Benefits for the South Australian 
Ambulance Service (SAAS) Superannuation 
Scheme. 

$17,500 

Total all consultancies $99,515 

 

 

Data for previous years is available at: https://data.sa.gov.au/data/organization/sa-health 

See also https://www.tenders.sa.gov.au/tenders/index.do for a list of all external 
consultancies, including nature of work and value. See also the Consolidated Financial 
Report of the Department of Treasury and Finance http://treasury.sa.gov.au/  for total value 
of consultancy contracts across the SA Public Sector.  

  






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Contractors  
 
The following is a summary of external contractors that have been engaged by the agency, 
the nature of work undertaken and the total cost of the work undertaken. 

 

Contractors Purpose Value 

Hay Specialist 
Recruitment (Australia) 
Pty Ltd 

Temporary staff from external agencies 407,373 

J Magliaro Pty Ltd 
Counselling and evaluation services 
(Psychologist) 

153,212 

Frances Corcoran  
SAAS MedSTAR - Emergency Medicine 
Education and Training 

105,837 

Hudson Global 
Resources (Aust) Pty 
Ltd 

Temporary staff from external agencies 105,000 

Bentleys (SA) Pty Ltd Temporary staff from external agencies 73,903 

Ali Rinaldi Pty Ltd Consultation services (Clinical Psychologist) 48,105 

Blue Crystal Solutions Sharepoint Intranet Implementation 48,035 

GIRO Advisory 
Developing and implementing strategy support 
and delivery services 

34,000 

Davies Stewart 
Recruitment &amp; HR 

Temporary staff from external agencies 31,229 

Talent International 
(SA) Pty Ltd 

Temporary staff from external agencies 30,404 

RM Psychology 
Administration Services 
P/L 

Counselling and evaluation services 
(Psychologist) 

25,809 

DXC Consulting Pty Ltd Redeveloping the SACAD Test Suite 19,260 

Greenway Architects 
Architectural and design services rendered for 
the SA Ambulance Service Headquarters fitout 
at 207 and 216 Greenhill Road, Eastwood. 

17,620 

Shannon Architects 
Salisbury and Waikerie Ambulance Stations 
concept designs 

13,900 

Andrew Perry 
SAAS MedSTAR - Emergency Medicine 
Education and Training 

13,840 

David Teubner 
SAAS MedSTAR - Emergency Medicine 
Education and Training 

13,440 

Careerlink People 
Solutions 

Temporary staff from external agencies 12,817 

Your Nursing Agency 
Pty Ltd 

Temporary staff from external agencies 12,271 

Environarc Design 

Architectural design documentation and 
structural and civil engineering services for the 
proposed ambulance bay addition at 
Naracoorte Ambulance Station and the 
proposed verandah and carpark addition at 
Murray Bridge Ambulance Station 

11,115 

Total all contractors  $1,177,170 

 

 



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Data for previous years is available at: https://data.sa.gov.au/data/organization/sa-health 

The details of all South Australian Government-awarded contracts for goods, services, and 
works are displayed on the SA Tenders and Contracts website here. 

The website also provides details of Across government contracts here. 

  






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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 2016/17 are attached to this 
report. 

 

 

Financial performance 

   

Financial overview 
SAAS commissioned the new Rescue Retrieval and Aviation Services Base at the Adelaide 
Airport at a cost of $11.2 million in 2017-18, while work progressed on the new Western 
and Northern Ambulance stations, which are expected to be commissioned in the latter 
half of 2018 
 
 
The following table and charts provide a brief summary of the overall financial 
performance of the SA Ambulance Service (SAAS).   Audited financial statements for 
2017/18 are attached to this report. During 2017/18, SAAS continued to streamline its 
financial statements in line with AASB 101 Presentation of Financial Statements.  This has 
reduced the statements from around 36 pages in 2016-17 to 31 pages in 2017-18 (39 
pages in 2015-16). 

 

 



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Other financial information  

 
Nil to report  

 

  



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Other information requested by the Minister(s) or other significant issues 

affecting the agency or reporting pertaining to independent functions 
 

These financial results for SA Ambulance Service include the support and operating costs 
associated with volunteers who provide ambulance services throughout many regional 
areas of South Australia. The SAAS Volunteers Health Advisory Council (SAASVHAC) 
provide advice to the SA Ambulance Service Chief Executive Officer and the Minister for 
Health on volunteer related ambulance matters and advocating on behalf of volunteers. 
Whilst SASAVHAC themselves don t have any financial assets or transactions they do 
provide a separate Annual Report on their operations 

 

 

 

Section B: Reporting required under any other act or 

regulation 
 

Reporting required under the Carers  Recognition Act 2005 
 

SAAS is committed to recognising and supporting carers and their role in the community, as 
provided for in the Carer s Recognition Act 2005.  

Through its Community Advisory Committee (CAC), which includes representation from key 
consumer groups, SAAS consults with carers  organisations to help improve service quality, 
equity and management. 

SAAS s ECPs also liaise and consult with carers daily to ensure the needs of their patients 
are met. The ECP program supports people with clinically appropriate conditions such as 
disabilities or chronic illness to stay in their homes, aligning with SA s Health Care Plan to 
achieve improved management of chronic diseases. 

Within the organisation, SAAS fosters a supportive culture that recognises and 
accommodates employees who have caring responsibilities; for example, by offering 
alternative work arrangements such as flexi-time, part-time, job-sharing, flexible rostering or 
compressed hours.  

 

 



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Section C: Reporting of public complaints as requested by 

the Ombudsman 
 

Summary of complaints by subject 

 

A whole of SA Health response is provided in the Department for Health and Wellbeing 

2017/18 Annual Report which can be accessed on the SA Health website.  

Data for previous years is available at SA Health website  

 

Complaint outcomes 
 

A whole of SA Health response is provided in the Department for Health 2017/18 Annual 
Report, which can be accessed on the SA Health website.  

 

 

 






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Appendix: Audited financial statements 2017/18  
 

  



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	Signed cover page by CEO pdf
	Annual Report - FINAL - all comments included 27SEP18



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