The agency's performance
The OECD at a glance
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SA Government committed to action on all recommendations
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Minister's Early Childhood Advisory Forum established
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Universal 3-year-old preschool roll-out announced
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Two demonstration hubs announced
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Broader recognition of qualifications
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$96.6 million announced
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$14 million committed
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Ongoing funding announced
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Early Childhood Workforce Strategy
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16,000+ downloads of the Early Years SA App
Click or tap the headlines below to open each section.
| Agency objectives | Indicators | Performance |
|---|---|---|
| Establish foundations of the early childhood reforms | Determine full suite of reform components and investment. | Full response to Royal Commission recommendations released. $1.9 billion over 9 years announced to support reforms, including $715m within the 2024/25 Budget forward estimates. |
| Deliver quality, universal preschool for all 3-year-olds by 2032 | Provide a clear plan for the staged roll-out of 3-year-old preschool, to guide sector action and partnership. | Roll-out schedule for 3-year-old preschool released. |
| Unlock potential by providing extra support to children who need it most | Plan targeted initiatives to support children most in need, including integrated hubs and 30-hour preschool places. | Two demonstration sites announced in Port Pirie and Adelaide's Northern suburbs to trial integration hubs, bringing together health, wellbeing and education offerings. |
| Work together to empower Aboriginal children | Support genuine shared decision-making and co-design, backed by additional investment to help Close the Gap. | $14 million over 4 years secured to co-design initiatives to increase the benefits that Aboriginal children receive from existing 3-year-old preschool and invest in early childhood education and care Aboriginal Community Controlled Organisations. Grant agreement with the South Australian Aboriginal Community Controlled Organisation Network established to partner in the co-design work. |
| Build a connected early childhood system for the best start | Sector leaders are well connected to the reform agenda and each other. Parents are supported with high quality information and connection to services. | Established the Ministerial Early Childhood Advisory Forum. Launched the OECD website and social media presence. Maintain and expand the Early Years app, providing trusted information for parents; reminders to organise child health and development checks, immunisations, dental checks and when to start preschool and school enrolments; and connecting parents with early years providers. |
| Grow and support the early childhood workforce | Co-design a South Australian early childhood workforce strategy to support attraction, qualification pathways, retention and quality. | Workforce Strategy released June 2024, setting the strategic direction to attract and retain a quality early childhood workforce. |
| Steward the early childhood development system | Establish the Office for Early Childhood Development to act as a steward of the South Australia’s early childhood development system and reduce the proportion of children in the state who are developmentally vulnerable when starting school. | Consultation undertaken on the Office for Early Childhood Development Bill 2024 to establish the Office for Early Childhood Education in legislation. The Bill is expected to be introduced to Parliament in 2024. |
Corporate services were provided to OECD by the Department for Education in 2023-24.
OECD is committed to being an inclusive workplace that reflects the diversity of the South Australian community. As at 30 June 2024, the OECD workforce comprised of:
- 91% women
- 88% female executives
- 5% of employees identifying as Aboriginal.
OECD is committed to providing opportunities for the Aboriginal voice to be front and centre in all the work we do. The Aboriginal Leadership Committee (ALC) has been established to:
- provide a culturally safe space to discuss issues that are impacting the cultural responsiveness of OECD and associated projects
- provide a forum for Aboriginal employees to have their voice heard
- provide strategic cultural advice to OECD wide projects
- monitor the cultural safety and appropriateness of the OECD and advise OECD Executive of any concerns
- provide professional network and support structures for Aboriginal employees.
| Program name | Performance |
|---|---|
| Disability Inclusion | OECD is developing a Disability Access and Inclusion Plan to set out actions to improve the accessibility and inclusiveness of the office and its services. |
| Diversity Inclusion | OECD is developing a Diversity and Inclusion Plan to ensure the office attracts and retains a diverse, equal and inclusive workforce. |
| Reconciliation | OECD is in the process of developing its own Reconciliation Action Plan to set out its commitment to tangible, sustainable and substantive reconciliation and cultural safety. |
Performance management and development system
The OECD’s approach is guided by the Performance and Development Policy and Guideline managed by the Department for Education.
Employees and their managers are expected to engage in regular performance and development conversations, including bi-annual review.
Implementation is monitored via the Human Resource System (HRS).
Performance
As at 30 June 2024, 95% of eligible employees had a current performance and development review.
The Office will engage employees and managers in the importance of regular performance and development discussions in 2024-25.
Program name
WHS policies and programs
Performance
The OECD has adopted Department for Education WHS policies and procedures.
To 30 June 2024 there have been no incidents or hazards to report.
| Workplace injury claims | Current year 2023-24 | Past year 2022-23 | % change (+ / -) |
|---|---|---|---|
| Total new workplace injury claims | 0 | N/A | 0 |
| Fatalities | 0 | N/A | 0 |
| Seriously injured workers* | 0 | N/A | 0 |
| Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE) | 0 | N/A | 0 |
*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 regulations | Current year 2023-24 | Past year 2022-23 | % change (+ / -) |
|---|---|---|---|
| Number of notifiable incidents (Work Health and Safety Act 2012, Part 3) | 0 | N/A | 0 |
| Number of provisional improvement, improvement and prohibition notices (Work Health and Safety Act 2012 Sections 90, 191 and 195) | 0 | N/A | 0 |
| Return to work costs** | Current year 2023-24 | Past year 2022-23 | % change (+ / -) |
|---|---|---|---|
| Total gross workers compensation expenditure ($) | 0 | N/A | 0 |
| Income support payments – gross ($) | 0 | N/A | 0 |
**before third party recovery
| Executive classification | Number of executives |
|---|---|
| Chief Executive | 1 |
| SA Executive Services Level 1 | 4 |
| SA Executive Services Level 2 | 4 |
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.