2019 - 20 Annual Report for the Lifetime Support Authority
This annual report will be presented to Parliament to meet the statutory reporting requirements of the Motor Vehicle Accidents (Lifetime Support Scheme) Act 2013 (SA) (the Act) and the requirements of Premier and Cabinet Circular PC013 Annual Reporting.
This report is verified to be accurate for the purposes of annual reporting to the Parliament of South Australia.
Submitted on behalf of the Lifetime Support Authority by:
Juliet Brown OAM, Chair, Lifetime Support Authority Board
Trudy Minett, Acting Chief Executive, Lifetime Support Authority
From the Board Chair and Acting Chief Executive
The annual report for the Lifetime Support Authority (LSA) sets out our performance for the financial year ended 30 June 2020. Having been in operation for six years (since 1 July 2014), the LSA is now moving into its next phase. The structure now being implemented reflects the requirements of a larger, more mature organisation and is designed to accommodate future growth.
During 2019-20, three staff joined the executive team – Trudy Minett, Boris Petrovic and Mary Lewis. In addition to this, Rick Howe will start with the LSA in October 2020 as Chief Executive. We are confident that the newly formed Executive team will continue to drive person-centred practices that support participants to recover and maximise their independence in the community.
Along with the Board, we would like to acknowledge the efforts and commitment of our staff during a year of change, which of course includes the impact of the COVID- 19 pandemic that all organisations across the world experienced.
2019-20 Results
The LSA provides no-fault insurance coverage for motor vehicle accidents, relating to lifetime care and support costs if a person is seriously injured in a motor vehicle accident on South Australian roads.
The Board and Executive are pleased to report that, whilst COVID-19 did impact revenue and investment returns, the LSA continues to have sufficient funds for the lifetime treatment, care and support for participants.
Key aspects of the LSA’s financial performance in 2019-20 include:
- Revenue from the Lifetime Support Scheme (LSS) Levy was $160.7 million, an increase of $4.5 million compared to the revenue received in 2018-19.
- The nominal investment return was -1.0%, resulting in a $10.2 million loss.
- Assets have grown to $846.7 million as at 30 June 2020, as a result of LSS Levy contributions.
- Treatment, care and support liabilities for the Lifetime Support Scheme were valued at $605.7 million at 30 June 2020, an increase of $103.7 million compared to the liability valued at 30 June 2019.
- Probability of Sufficiency at 30 June 2020 was 81%.
When thinking about our services to participants in 2019-20:
- At 30 June 2020, the LSA had 231 active participants receiving treatment, care and support services. Of the 231 ‘active’ participants, 72 were active as interim and 159 were active as lifetime.
- $21.7 million was spent on treatment, care and support services during 2019-20.
The Board, Executive and staff remain committed to ensuring participants receive the treatment care and support they need to recover and maximise their independence in the community, in accordance with the LSS Rules.
COVID-19
As with many organisations across the world, the COVID-19 pandemic was an unexpected and challenging event. The majority of services for participants were able to continue during the pandemic. The Board and the Executive thank the many service providers who continued to provide services, facilitated tele-health options and did their best to support participants throughout the pandemic.
We have also been pleased with how the LSA responded to the pandemic. With an already mobile workforce, the LSA was able to support its staff to effectively work from home. During the peak of the pandemic, the LSA had 95% of people working from home at any one time.
Improvement initiatives
The LSA continues on a strong program of initiatives that support the delivery of quality services to participants and are focused on establishing a strong base to support the continuing growth in participant numbers. Key initiatives are outlined later in this report.
Income Tax Equivalent payment
The LSA received an exemption from paying Income Tax Equivalent (ITE) payments in the five year period, from the commencement of the LSS to 30 June 2019. This exemption has now expired and the Treasurer has determined to apply the same ITE regime that is in place for ReturnToWork SA, the State’s statutory body responsible for work injury insurance. This requires the corporate income tax rate of 30% to be applied to the operating profit. The LSA has not made an accounting profit in this financial year, primarily due to the adverse investment climate experienced during COVID-19. Accordingly, no provision has been made in these accounts for an ITE payment.
The Board and the Executive look forward to continuing to support participants in their journey to recovery and independence.
Overview: about the agency
Our Purpose | We design and deliver treatment, care and support services, which enhance quality of life for participants and their families, and are person centred, financially sustainable, innovative and efficient |
|---|---|
Our Vision | Our ordinary level of service is extraordinary |
Our Values | Trust & Respect At the LSA we’re accountable and lead by example. We understand trust is earned when actions meet words, so our colleagues, participants and their families can always expect honest, open communication and a genuine sense of care. We build mutual respect by treating everyone with dignity and kindness. Innovation & Growth Inspired by the courage and determination shown by participants and their families, we’re continuously searching for new ways to make a greater difference. Always learning, it’s with our innovative mindset and curious nature we ask; if not, why not? Encouraging growth, we empower those around us with knowledge and resources to overcome obstacles and reach new goals – so together we can look to the future with enthusiasm and optimism. People & Passion Our dedicated team offer a valuable set of skills, a like-minded community always working to better the lives of others. Passion fuels our motivation, and with a true sense of purpose and solidarity, we work towards our shared long-term vision. Together we’re committed to building authentic relationships with each other, participants, their families and carers. |
Our functions, objectives and deliverables | The Lifetime Support Authority (LSA) is a statutory authority, delivering the Lifetime Support Scheme (LSS) (the Scheme) under the Motor Vehicle Accidents (Lifetime Support Scheme) Act 2013 (the Act). The LSA commenced on 1 July 2014 and has now been in operation for six years. Through the LSS, the LSA funds and plans necessary and reasonable treatment, care and support for people who sustain very serious injuries in motor vehicle accidents in South Australia, regardless of fault. Serious injuries including brain and spinal cord injuries, amputations, burns, and blindness can require a lifetime of support to help people recover and maximise their independence in the community. The LSA administers the LSS in accordance with the LSS Rules which outlines the eligibility criteria and how treatment, care and support needs are assessed. On average, the LSS is projected to accept approximately 50 new participants each year. This equates to a person entering the Scheme as a result of sustaining serious injuries in a motor vehicle accident around every eight days. The functions of the LSA under section 16 of the Act include:
The LSA has identified three strategic outcomes, and related goals to guide our direction in 2019-20: 1. Person-centred services
2. Scheme sustainability
3. People and partnerships
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The chart below reflects the LSA’s organisational structure as at 30 June 2020.
The LSA is governed by a six member LSA Board, with three sub-Committees – Audit, Applications & Rules, and Finance & Investment.
During 2019–20, the Board members were:
- Juliet Brown OAM (Chair)
- Arabella Branson (Chair of the Applications & Rules Committee)
- Melinda OLeary
- George Potter
- Joseph Ullianich (Chair of the Audit Committee)
- Kenneth Williams (Chair of the Finance & Investment Committee)
The LSA is comprised of three directorates: Services, Corporate, and People and Culture reporting to a Chief Executive.
During 2019-20 there were no changes to the agency’s structure and objectives as a result of machinery of government changes.
The Hon Stephen Wade MLC is the Minister for Health and Wellbeing in South Australia.
The Minister oversees health, wellbeing, mental health, ageing well, substance abuse and suicide prevention.
As at 30 June 2020, Trudy Minett is the Acting Chief Executive, who leads the LSA.
Boris Petrovic is the Acting Director Corporate, responsible for overseeing finance, procurement, governance and risk, and information technology functions.
Mary Lewis is the Director People and Culture, responsible for overseeing people and culture, as well as marketing and communications functions.
The Director Services position was vacant as at 30 June 2020.
The agency’s performance
Since the scheme commenced, 276 participant have been accepted into the scheme as at 30 June 2020. 45 participants are no longer in the scheme, due to injuries no longer being eligible, suspension or death.
The LSA’s contribution to the Government’s objectives during 2019-20 are detailed below.
Key objective | Agency’s contribution |
|---|---|
More jobs | The LSA increased its FTE employment to 65 FTE (up from 59.44 FTE reported 30 June 2019). This reflects the growth of the Scheme (projected to be 50 new participants each year). |
Lower costs | LSA’s strategy is to maintain average annual LSS Levy increases to no more than CPI increases, and prudently manage the scheme finances in order to deliver a solvent, fully-funded and affordable scheme for South Australian motorists. |
Better services | LSA’s strategy is to have a person-centred approach with participants, with a focus on working with them to achieve their recovery and rehabilitation goals. |
The LSA funds treatment, care and support services for LSS participants. LSS Levies collected each year are intended to fund the estimated full lifetime costs for new participants who have accidents in the relevant year, and meet the eligibility criteria for acceptance into the Scheme.
Levy collections during 2019-20 were $160.7 million (compared to $156.2 million in 2018-19).The average annual levy paid by motor vehicle owners ($106.68) increased by 2% compared to 2018-19.
The total expenditure for treatment, care, and support services in 2019-20 was $21.7 million (compared to $17.9 million in 2018-19). The types of treatment, care and support provided are shown in the table below.
| 2019-20 | 2018-19 | ||
|---|---|---|---|---|
| $’000s | % | $’000s | % |
Hospital | 5,481 | 25.2% | 5,192 | 29.0% |
Attendant Care and Support | 9,583 | 44.1% | 6,480 | 36.2% |
Rehabilitation | 3,181 | 14.6% | 3,265 | 18.2% |
Equipment | 1,835 | 8.4% | 1,695 | 9.5% |
Home and Vehicle Mods | 617 | 2.8% | 473 | 2.6% |
Medical Treatment Services | 596 | 2.7% | 570 | 3.2% |
Other | 428 | 2.0% | 224 | 1.2% |
TOTAL | 21,721 |
| 17, 899 | |
The LSS is growing, and it is expected that approximately 50 new participants will enter the Scheme each year for the next several decades. As such, the increase in total costs compared to last year is expected, and is within the amount modelled by the independent actuary.
Assets have grown to $846.7 million as at 30 June 2020, as a result of LSS Levy contributions being invested. LSA’s investments assets will be used to fund treatment, care and support for the next several decades.
As at 30 June 2020, the LSA’s net central estimate of outstanding liabilities was $605.7 million (compared with $502 million as at 30 June 2019), calculated by the independent actuary.
The LSA invests with Funds SA, the South Australian Government owned corporation which invests and manages funds of approved authorities. The impact of the COVID-19 outbreak on investment markets has resulted in a negative impact on investments held by the LSS Fund. The nominal investment return for the LSA investment fund was -1.0%, resulting in a $10.2 million loss for the year ending 30 June 2020.
The Probability of Sufficiency (PoS) at 30 June 2020 was 81%, compared to 86% at 30 June 2019. The reduction in PoS is the result of negative investment performance during the year, however, it remains in line with other long-tail accident compensation schemes in Australia and New Zealand which typically target 75-80%.
Agency objectives | Indicators (Target) | Performance |
|---|---|---|
Strategic Theme 1: Person Centred Services | ||
Participant Experience Survey – Satisfaction Rate | 95% | 93% of participants reported that they were satisfied with the LSA. |
Experience Survey Participation | 50% | 51% of participants participated in the Experience Survey. |
MyWay Pilot Satisfaction | 80% | A review of the MyWay Pilot occurred in November 2019 and the Application and Rules Committee approved the cessation of the pilot. |
MyWay Pilot Participation | 10 participants | The pilot was completed with 5 participants. |
Strategic Theme 2: Scheme Sustainability | ||
Funding Probability of Sufficiency (Po | 75% | The Probability of Sufficiency (PoS) at 30 June 2020 was 81%. |
Cumulative Investment Returns | 3.5% | Adverse investment market conditions as a result of the impact of COVID-19 have resulted in a small loss on investment assets held by the LSA in 2019-20. Despite recent investment losses, the real return since inception of 4.4% remains above the KPI target. |
LSS Levy % of Admin Costs | 10% | The percentage of levy allocated to administration expenses in future years is expected to be 9.2% for the 2020-21 levy year. |
Strategic Theme 3: People & Partnerships | ||
Research Funding Allocation | 100% | $2.41 million of the $3.0 million available for grants in 2019-20 was allocated. |
Research Framework Priorities | 100% | 100% - all grants funded were consistent with research framework priorities. 3 of the 9 research priorities were addressed. |
Staff Engagement | 70% | Staff engagement (reported via TeamGage) is 67% engaged. |
Performance & Goals Completion | 100% | 100% of LSA staff completed bi-annual performance assessments. |
Employment opportunity programs
Program Name | Performance |
|---|---|
Placements | The LSA actively engages universities to provide student placements, with a focus on Allied Health students. During the year, the LSA hosted placements for six students. |
Work experience | The LSA was involved in the Department of Treasury Finance (DTF) graduate development program and hosted one graduate. The program places graduates in three rotations to different DTF branches over a 12-month period. |
Agency performance management and development systems
Performance management and development system | Performance |
|---|---|
Performance Review | 100% of LSA staff completed bi-annual performance assessments. |
Learning and development | LSA staff participate in professional development activities including training, conferences and study assistance. Online learning is facilitated predominantly through the LSA’s learning management system. LSA staff maintain access to DTF development initiatives, both online and face to face workshops. |
Work health, safety and return to work programs
Program name | Performance |
|---|---|
Employee Assistance Program (EAP) | LSA staff are provided with access to an independent and free counselling service through the Employee Assistance Program. |
Mental Health First Aid | All employees are eligible to nominate for this training with Health and Safety Representatives and First Aid officers given first preference. The LSA has four Mental Health First Aid representatives who hold Mental Health First Aid certification. |
Wellbeing for Our People Program (DTF) | LSA staff have access to DTF work health and safety initiatives such as the Wellbeing for Our People program. |
Workplace injury claims | 2019-20 | 2018-19 | % Change |
|---|---|---|---|
Total new workplace injury claims | 2 | 1 | 100% |
Fatalities | 0 | 0 | N/A |
Seriously injured workers* | 0 | 0 | N/A |
Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE) | 0 | 0 | N/A |
*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 | 2019-20 | 2018-19 | % Change |
|---|---|---|---|
Number of notifiable incidents (Work Health and Safety Act 2012, Part 3) | 0 | 0 | N/A |
Number of provisional improvement, improvement and prohibition notices (Work Health and Safety Act 2012 Sections 90, 191 and 195) | 0 | 0 | N/A |
Return to work costs** | 2019-20 | 2018-19 | % Change |
|---|---|---|---|
Total gross workers compensation expenditure ($) | $12,551 | $895 | +1302.3% |
Income support payments – gross ($) | $1,463 | 0 | N/A |
**before third party recovery
Data for previous years is available at: lifetimesupport.sa.gov.au/about-us/annual-report/
Executive classification | Number of executives |
|---|---|
Non-SAES – EXECOB (equivalent) | 1 |
Non-SAES – EXECOA (equivalent) | 4 |
The number of executives is based on the number as at 30 June 2020.
Data for previous years is available at: lifetimesupport.sa.gov.au/about-us/annual-report/
The Office of the Commissioner for Public Sector Employment has a workforce information page that provides further information on the breakdown of executive gender, salary and tenure by agency.
Financial performance
The following is a brief summary of the overall financial position of the agency. Full audited financial statements for 2019-20 are attached to this report.
Statement of Comprehensive Income | 2019-20 Budget $000s | 2019-20 Actual $000s | Variation
$000s | 2018-19 Actual $000s |
|---|---|---|---|---|
Expenses | 184,211 | 159,349 | 24,862 | 153,382 |
Revenues | 213,314 | 150,503 | (62,811) | 211,398 |
Net result | 29,103 | (8,846) | (37,949) | 58,016 |
Total Comprehensive Result | 29,103 | (8,846) | (37,949) | 58,016 |
Statement of Financial Position | 2019-20 Actual $000s | 2018-19 Actual $000s |
|---|---|---|
Current assets | 12,307 | 4,047 |
Non-current assets | 848,556 | 761,139 |
Total assets | 860,863 | 765,186 |
Current liabilities | 45,378 | 43,346 |
Non-current liabilities | 567,398 | 464,907 |
Total liabilities | 612,776 | 508,253 |
Net assets | 248,087 | 256,933 |
Equity | 248,087 | 256,933 |
The following is a summary of external consultants that have been engaged by the agency, the nature of work undertaken, and the actual payments made for the work undertaken during the financial year.
Consultancies with a contract value below $10,000 each
Consultancies | Purpose | $ Actual payment |
|---|---|---|
All consultancies below $10,000 each - combined | Various | $4,700 |
Consultancies with a contract value above $10,000 each
Consultancies | Purpose | $ Actual payment |
|---|---|---|
BDO Advisory (SA) P/L | Advice on procurement reform project | $13,592 |
Experience Matters | Records management review | $28,500 |
Finity Consulting Pty Ltd | Actuarial advisory services | $407,566 |
ISC Consulting Group Pty Ltd | Transformation team project | $69,690 |
Magoo Actuarial Consulting P/L | Actuarial peer review services | $40,800 |
Price Waterhouse Coopers (PWC) Pty Ltd | Internal audits and reviews of operations | $345,278 |
Uniquity Pty Ltd | Transformation team project | $70,335 |
Total | $975,760 |
Data for previous years is available at: lifetimesupport.sa.gov.au/about-us/annual-report/
See also the Consolidated Financial Report of the Department of Treasury and Finance for total value of consultancy contracts across the South Australian Public Sector.
The following is a summary of external contractors that have been engaged by the agency, the nature of work undertaken, and the actual payments made for work undertaken during the financial year.
Contractors with a contract value below $10,000
Contractors | Purpose | $ Actual payment |
|---|---|---|
All contractors below $10,000 each - combined | Various | $14,398 |
Contractors with a contract value above $10,000 each
Contractors | Purpose | $ Actual payment |
|---|---|---|
Composite Information Pty Ltd | Assistance with grant system implementation | $13,300 |
Data Drift | Establishment of data analytics function | $111,903 |
Enrite Solutions Australia P/L | System development and support | $24,993 |
Halewood Pacific Pty Ltd | Finance project implementation and management | $96,525 |
Hays Specialist Recruitment | Staff resourcing support | $72,737 |
Hudson Global Resources (Aust) | Staff resourcing support | $25,326 |
Le Faire Consulting | Advice for financial management system and modelling development | $22,968 |
Our Community | System development and support | $15,182 |
Spotless | Project management | $42,258 |
University of South Australia | Participant survey | $36,000 |
Total | $461,192 |
Data for previous years is available at: lifetimesupport.sa.gov.au/about-us/annual-report/
The details of South Australian Government-awarded contracts for goods, services, and works are displayed on the SA Tenders and Contracts website. View the agency list of contracts.
The website also provides details of across government contracts.
Risk management
The LSA, as an independent statutory authority, has appropriate internal control and risk management frameworks in place. The LSA’s Audit Committee is a sub-committee of the Board, and meets quarterly to provide assistance to the Board on the operation and effectiveness of the LSA’s accounting, control, risk management, internal and external auditing. The LSA has internal compliance, review and process assessments, monitored by the LSA Board and/or Board Committees where appropriate. LSA management of its internal control framework is incorporated into the LSA Governance Framework.
Category/nature of fraud | Number of instances |
|---|---|
Suspected fraudulent activity | 1 |
Suspected staff misconduct and maladministration | 1 |
NB: Fraud reported includes actual and reasonably suspected incidents of fraud.
The LSA has a Fraud and Corruption Control Framework, Fraud and Corruption Policy, Fraud and Corruption Reporting Procedure, and maintains a Fraud Incident Register. The policy incorporates the South Australian Public Sector Fraud and Corruption Policy, the Code of Ethics for the South Australian Public Sector, Independent Commissioner against Corruption Directions and Guidelines, Public Interest Disclosure Act, Treasurer’s Instructions, Public Sector (Honesty and Accountability) Act 1995, and the LSA Code of Conduct and Participant Service Charter. The LSA Chief Executive reviews Executive Compliance Declarations on a quarterly basis, confirming that risk controls, including fraud controls, have been in place in their respective areas.
Data for previous years is available at: lifetimesupport.sa.gov.au/about-us/annual-report/
Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Public Interest Disclosure Act 2018: 0
Data for previous years is available at: lifetimesupport.sa.gov.au/about-us/annual-report/
Note: Disclosure of public interest information was previously reported under the Whistleblowers Protection Act 1993 and repealed by the Public Interest Disclosure Act 2018 on 1/7/2019.
Reporting required under any other act or regulation
Act or Regulation | Requirement |
|---|---|
Not applicable | Not applicable |
Not applicable
Public complaints
Complaint categories | Sub-categories | Example | Number of Complaints 2019-20 |
|---|---|---|---|
Professional behaviour | Staff attitude | Failure to demonstrate values such as empathy, respect, fairness, courtesy, extra mile; cultural competency | 4 |
Professional behaviour | Staff competency | Failure to action service request; poorly informed decisions; incorrect or incomplete service provided | 1 |
Communication | Communication quality | Inadequate, delayed or absent communication with customer | 4 |
Policy | Policy content | Policy content difficult to understand; policy unreasonable or disadvantages customer | 1 |
Service quality | Timeliness | Lack of staff punctuality; excessive waiting times (outside of service standard); timelines not met | 2 |
Service quality | Service responsiveness | Service design doesn’t meet customer needs; poor service fit with customer expectations | 1 |
No case to answer | No case to answer | Third party; customer misunderstanding; redirected to another agency; insufficient information to investigate | 10 |
Total | 23 |
Additional Metrics | Total |
|---|---|
Number of positive feedback comments | 6 |
Number of negative feedback comments | 6 |
Total number of feedback comments | 12 |
Average time for closure of complaints | 29 days |
Data for previous years is available at: lifetimesupport.sa.gov.au/about-us/annual-report/
The LSA undertook a number of corrective actions, service improvements and continuous improvement activities in response to complaints, including:
- reviewing the guidelines for the funding of gym memberships for participants
- the development of a Person-Centred Practice Manual to support consistency between Service Planning staff, provide clarity on the expectations regarding communication with participants and support interactions with participants
- provision of formal feedback to individual staff in relation to individual complaints
- facilitating a change in service planner for two participants
Eight complaints were received in relation to services funded by the LSA. These matters were reviewed by the Quality and Safety team as part of the Feedback and Incident Review (FAIR) Framework.
Another 22 matters, categorised as provider concern incidents, were reported to the LSA in relation to services funded by the LSA. These matters were also reviewed by the Quality and Safety team as part of the FAIR Framework.
