Lifetime Support Authority
2021–22 Annual Report
To: The Hon Stephen Mullighan
Treasurer
This annual report will be presented to Parliament to meet the statutory reporting requirements of the Motor Vehicle Accidents (Lifetime Support Scheme) Act 2013 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:
- Melinda OLeary, Chair, Lifetime Support Authority Board
- Rick Howe, Chief Executive, Lifetime Support Authority
Date: 26 September 2022
From the Chief Executive and Board Chair
The annual report for the Lifetime Support Authority (LSA) sets out our performance for the financial year ended 30 June 2022. With 8 full years of operation now completed, the LSA is focussed on ensuring it continues to develop as a robust, consistent agency on which participants can rely for the delivery of services for the remainder of their lives. This will often extend many decades into the future.
In 2021–2022, the scheme grew to 300 active participants and is expected to increase in size by approximately 40 participants per year for the next few years. The revised organisational structure adopted last year has now been implemented and refined, with more Service Planners hired and two new faces on the Executive team, with Kylie Smith appointed as Director Services and Bec Wyness joining the LSA as Director People & Partnerships.
Our flexible working arrangements, initially implemented in response to COVID but now embedded as business as usual, have proved to be very popular with staff and have demonstrated that good productivity and flexibility can go hand in hand.
Reflecting our return to normality despite COVID, regular participant forums and Participant Reference Group meetings have taken place as scheduled throughout the year and we are looking to expand our interaction with wider stakeholder groups going forward.
During the year we consulted with key stakeholders on two important issues – our updated LSA Strategy for the next four years and a scheduled review of the LSS Rules. In both instances we received valuable input from a wide range of stakeholders. These interactions have resulted in the publication of our new Strategy for 2022–2026, which is available on our website, and finalisation of the revised LSS Rules, which came into effect from 15 September 2022.
From a financial perspective, the LSA’s underlying performance has been relatively strong, despite some unexpected environmental headwinds. Investment markets generally performed very poorly for the year, resulting in the LSS fund recording a 1.2% loss for the year to 30 June 2022 which has adversely affected our asset position.
On the liability side of the balance sheet, an increase in life expectancy for participants alone pushed up the outstanding liabilities by $190 million in our December valuation. However, this was ultimately offset in June by beneficial changes to economic assumptions (discount rate and inflation) which limited the increase in total liabilities for the year to just $151 million.
Operationally, we accepted an extra 37 participants into the scheme during the year, one of the lowest intakes in a financial year since scheme inception, with 11 participants exiting the scheme during the year. This means we had a total of 300 active participants in the scheme as at 30 June 2022.
The costs for treatment, care and support throughout the year were lower than budgeted due to the lower number of participants, with levy revenue slightly higher than forecast (due to more vehicles being registered) which helped partially offset the loss from investments.
Overall, our result for the year was a loss of $63.7 million against a budgeted loss of $41.7 million. This translated to a balance sheet position of $1,361 million in liabilities offset by $1,276 million in assets. As a result, our funding ratio has decreased to 93% (from 98% as at 30 June 2021) but remains well within the Board’s target range of 80–120%.
The Board commenced a planned renewal process during the year with the retirement of Juliet Brown as Chair of the Board and Joe Ullianich as Chair of the Audit Committee. Both had served on the Board since the inception of the LSA and we thank them for their dedicated service to the LSA over the last 8 years. The Minister for Health and Wellbeing appointed three new Board members in David Russell, Linda Matthews and Kevin Cantley and ongoing Board Member Melinda OLeary was appointed as the new Chair of the Board. The new Board Members have transitioned smoothly into their roles with the evaluation and adoption of the new Strategy a highlight for the year.
In May, following the change of government, Ministerial responsibility for the LSA was transferred by agreement from the Minister for Health and Wellbeing to the Treasurer, which will assist in streamlining some governance processes.
On the staffing front, I am pleased to report that the LSA remains an attractive place to work, with our staff engagement score remaining strong over the year at an average of 75%. We also took the opportunity to recognise our best performing staff through the inaugural LSA Values – Making a Difference Awards in December. Congratulations to all the winners of the various awards, and in particular, Jess Ciccarello, who won the “Making a Difference” award and was subsequently nominated as a finalist in the Premier’s Excellence Awards in the category of “Making a Difference – Living the South Australian Public Sector Purpose”.
- Rick Howe, Chief Executive, Lifetime Support Authority
- Melinda OLeary, Chair, Lifetime Support Authority Board
Overview: about the agency
Our Purpose
Working collaboratively, we manage and fund treatment, care and support services for LSS participants, which enhance the quality of their lives, and are person-centred, financially sustainable, innovative and efficient.
Our Vision
Our ordinary level of service is extraordinary.
Our Values
The LSA values are based on the South Australian Public Sector values, developed to reflect the person-centred purpose of the LSA, and are focused on supporting the LSA to achieve its strategic outcomes.
These values and associated behaviours were designed with our staff. The overarching values of the LSA are:
- Trust and respect
- Innovation and growth
- People and passion
Our dedicated team offer valuable skills and a like-minded community, always working to better the lives of others. Fuelled by passion, and with a true sense of purpose and solidarity, we work towards our shared long-term vision. Together we are committed to building authentic relationships with each other, participants, their families and carers.
At the LSA we are 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.
Inspired by the courage and determination shown by participants and their families, we are always searching for new ways to make a difference. With our innovative mindset and curious nature we encourage growth by asking; if not, why not? 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.
Our functions, objectives and deliverables
The Lifetime Support Authority (LSA) commenced on 1 July 2014 as 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 manages the Scheme to provide necessary and reasonable treatment, care and support for people who are seriously injured in motor vehicle accidents in South Australia, regardless of fault.
Serious injuries include brain and spinal cord injuries, amputations, serious burns, and permanent blindness. These injuries can require a lifetime of support to help people rehabilitate and maximise their independence in the community.
Working collaboratively, the LSA manages and funds treatment, care and support services for LSS participants, which enhance the quality of their lives.
The Scheme is managed in accordance with the LSS Rules which details the eligibility criteria and how treatment, care and support needs are assessed.
On average, the LSS is projected to accept approximately 50 new participants per year.
The functions of the LSA under section 16 of the Act include:
- Monitoring the operation of the LSS
- Funding of treatment care and support for participants under the LSS
- Support and funding for research, education and programs relevant to the LSS
- Review of the LSS Rules
- Disseminating information about the LSS
- Management of the LSS Fund.
In 2021–22, the LSA’s strategic themes were:
Person Centred Services
- Best practice supports
- Enabling participants
- Develop market capacity
Scheme Sustainability
- Sound financial and operational management
- Strong relationships with service providers
People & Partnerships
- Driving innovation through Research Education and Programs
- People
- Scheme awareness
Following a full strategic planning process in 2022, the LSA has had a strategy refresh including new Purpose and Vision statements and identified five strategic themes, and related goals to guide our direction in 2022–26:
- Person-centred treatment, care and support
- Staff and systems which make a positive difference to participants
- A sustainable scheme for current and future participants
- Strong and productive relationships with key stakeholders and service providers, to benefit participants and the Scheme
- Research, Education and Programs that ultimately aim to make a difference for participants and the Scheme.
The chart below reflects the LSA’s organisational structure as at 30 June 2022.
Lifetime Support Authority Organisational Structure
The LSA is governed by the LSA Board with three subcommittees – Audit, Applications & Rules and Finance & Investment Committee, and one Advisory Group – Human Resources Advisory Group.
During 2021–22, the Board members were:
- Juliet Brown OAM (Chair) (July-October 2021)
- Arabella Branson (Chair of the Applications & Rules Committee)
- Melinda OLeary (Chair – October 2021-present)
- George Potter
- Joseph Ullianich (Chair of the Audit Committee) (July-October 2021)
- Kenneth Williams (Chair of the Finance & Investment Committee)
- Kevin Cantley PSM (Chair of the Audit Committee) (October 2021-present)
- David Russell (October 2021-present)
- Linda Matthews (October 2021-present)
During 2021–22 the Motor Vehicle Accidents (Lifetime Support Scheme) Act 2013 was committed to the Treasurer from the Minister for Health & Wellbeing from 26 May 2022.
The Hon Stephen Mullighan MP is the Treasurer in South Australia.
The Motor Vehicle Accidents (Lifetime Support Scheme) Act 2013 was committed to the Treasurer on 26 May 2022 (The South Australian Government Gazette, No 34, 2022).
As at 30 June 2021, Rick Howe is the Chief Executive, who leads the LSA.
Boris Petrovic is the Director Corporate, responsible for overseeing finance, procurement, governance and risk, and information technology functions.
Rebecca Wyness is the Director People and Partnerships, responsible for overseeing people and culture, as well as communication and engagement functions and research, education and programs.
Kylie Smith is the Director Services responsible for overseeing the LSA’s core operations that support LSS participants, including service planning, specialist technical services, as well as quality and safety.
- CTP (Compulsory Third Party) Regulator
- Procurement Services SA
- RevenueSA
- Shared Services SA
- South Australian Government Finance Authority (SAFA)
- Super SA
Since the Scheme commenced, 365 participants have been accepted into the Scheme as at 30 June 2022. Due to injuries no longer being eligible or death, 65 participants were no longer in the Scheme as at 30 June 2022.
The LSA’s contribution to the Government’s objectives during 2021-22 are detailed below:
Key objective | Agency’s contribution |
|---|---|
More jobs | The LSA increased its workforce to 105 FTE (up from 81 FTE reported 30 June 2021). This reflects the staffing requirements necessary, due to the growth and developing maturity of the Scheme (projected to be approximately 50 new participants each year). |
Lower costs | LSA’s strategy is to 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 fully fund the estimated lifetime costs for new participants who have accidents in the relevant year and meet the eligibility criteria for acceptance into the Scheme.
LSS Levy collection during 2021–22 was $179.7 million (compared to $168.5 million in 2020–21) which is mainly related to an increase in the number of registered vehicles. The average annual levy paid by motor vehicle owners, $113.32, increased by 4.4% compared to 2020–21. Currently, only a small part of the LSS Levy is required to fund current Scheme costs and LSA’s operating costs, with the balance required to meet the future liabilities associated with current participants. These unspent funds are invested in a diversified high growth investment portfolio until they are required.
The LSA invests with Funds SA, the South Australian Government owned corporation which invests and manages funds of approved authorities. Financial assets of the LSA have grown to $1,268.2 million as at 30 June 2022 primarily as a result of LSS Levy contributions being invested, noting that negative investment returns during 2021–22 have partially eroded some of this growth. The nominal investment return for the LSA investment fund was -1.2%, resulting in a $17.7 million loss on investments for the year ending 30 June 2022. LSA’s investment assets will be used to fund treatment, care and support for all current LSS participants over the next several decades.
The total payments for treatment, care, and support services in 2021-22 amounted to $32.9 million (compared to $26.0 million in 2020–21). The types of treatment, care and support funded are shown in the table below.
| 2021–22 | 2020–21 | ||
|---|---|---|---|---|
| $’000s | % | $’000s | % |
Attendant Care and Support | 18,970 | 57.7% | 12,686 | 48.7% |
Hospital | 4,683 | 14.2% | 5,681 | 21.8% |
Rehabilitation | 5,739 | 17.4% | 4,552 | 17.5% |
Equipment | 2,106 | 6.4% | 1,652 | 6.4% |
Medical Treatment Services | 771 | 2.3% | 839 | 3.2% |
Home and Vehicle Mods | 458 | 1.4% | 518 | 2.0% |
Other | 192 | 0.6% | 102 | 0.4% |
TOTAL | 32,919 |
| 26,030 |
|
In addition to the above expenses, a further $154.7 million has been added to the provisions in relation to future treatment, care and support costs compared to last year. The increase compared to last year is mostly related to new provisions for accidents which occurred during 2021–22 which added $250.5 million in new provisions and changes to assumptions which increased the expected cost of existing scheme participants by $247.4 million. This was offset by favourable changes to the economic assumptions (i.e. inflation and risk-free discount rate), resulting in a $343.2 million reduction to the provision for future treatment, care and support costs.
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.
The LSA sets Key Performance Indicators which are contained in the 2021–22 Strategic Plan on a Page. These are used for the purpose of reporting on LSA’s performance to the Board and the responsible Minister as required by LSA’s Charter.
Agency objectives | Indicators (Target) | Performance |
|---|---|---|
Strategic Theme 1: Person-Centred Services | ||
Participant Experience Survey – Satisfaction Rate | ≥80% | Participant experience showed an 83% satisfaction rate (either ‘very satisfied’ or ‘satisfied’), which is a slight improvement compared to the previous survey (81%) and remains above the target of 80%. |
Current MyPlan in place for active participants | 100% | The 100% target for a current MyPlan was achieved. |
Strategic Theme 2: Scheme Sustainability | ||
Funding Ratio | 80–120% | The accounting funding ratio for the scheme is 93% (down from 98% as at June 2021) and remains within the Board’s target range of 80% to 120%. |
Investment return since inception | 6.25% | The investment return since inception for the Funds SA LSS Strategy is 7.2%, which is 0.95% above the long-term investment return target of 6.25%. |
Net Expense Ratio | ≤12.5% | Net expense ratio is 10.3% year to date, compared to a target of 12.5%. This is primarily due to favourable LSS Levy revenue experience. |
Variance to operating expense budget | ≥$0 | Operating expenses (excluding treatment, care and support) are favourable compared to budget by $292K year to date. This is primarily due to favourable service delivery expenses. |
Strategic Theme 3: People & Partnerships | ||
Research Care & Innovation – Payments made after milestone completed | 100% | The Research, Education and Programs (REP) KPI was also met indicating that 100% of payments have been made upon the completion of research project milestones. |
Staff Engagement – Teamgage | ≥70% | Staff engagement is being reported as ‘75% engaged’ (as reported via Teamgage) which is above the target of 70%. Staff participation improved (77% of staff have provided feedback on average) over this period. |
Performance Management – biannual reviews | 100% | The LSA continues to meet the KPI relating to staff performance reviews. The last round of six-monthly performance reviews was completed throughout March 2022 |
Key corporate initiatives in 2021–22 included:
- The LSA reviewed the Lifetime Support Scheme Rules (LSS Rules) across the 2021–22 Financial Year, including holding public Information Sessions, two rounds of formal community consultation using the YourSAy platform, multiple presentations to the LSA Participant Reference Group (PRG) and involving all key stakeholders. It is anticipated that the updated LSS Rules will be published early in the 2022–23 Financial Year.
- The LSA has recently launched the LSA Strategic Plan 2022 to 2026, which articulates the LSA’s objectives and plans over the next 4 years. The LSA surveyed 90 stakeholders or stakeholder groups and received 33 responses, either in survey form or in meetings. This feedback was critical to the strategy outcome. The LSA received input and suggestions in relation to, changes to the Vision and Purpose statements, what the LSA does well and what can be improved, strategic outcomes and areas of focus to 2026. The LSA Board approved the new LSA Strategy in June 2022 to take effect from 1 July.
- A 2022–2026 Research, Education and Program Strategy has been developed in wide consultation with stakeholders. The Strategy implements the LSA Strategic Theme ‘Research, Education and Programs that ultimately aim to make a positive difference for participants and the Scheme’. The 2022–23 grant round has been launched successfully with 9 research, 1 education and 8 program grants commencing in this financial year.
- In recognition of staff member Jess Ciccarello’s commitment to making a difference at the LSA, she was selected as a finalist for the Premier’s Award for Excellence in the Making a Difference – Living the South Australian Public Sector Purpose category.
- During 2021–22 the LSA engaged Deloitte as an implementation partner to assist in the replacement its primary Customer Relationship Management (CRM) system. The implementation of a new Salesforce solution is planned for Q2 2022–23 and aims to align LSA’s key business processes to the industry best practice, while delivering the benefit of a cloud platform to provide flexibility, rapid deployment and easy operation.
Performance Management and development system | Performance |
|---|---|
Learning and Development | LSA staff participate in a range of professional development activities relating to the position requirements and career development pathways including training, conferences and study assistance. On-line learning continues to augment face-to-face programs and is facilitated predominantly through the LSA’s learning management system. LSA staff also access DTF learning and development initiatives |
Mandatory Training | LSA Mandatory e-learning completion is currently sitting at 99.8% compliance. |
LSA Leadership and Management Development Program | 18 delegates are working through or have completed the LSA’s Leadership & Management Development Program, with a new cohort to commence in 2023. This program has been customised for the LSA |
Performance Review | 100% of LSA staff completed biannual performance review. |
Program name | Performance |
|---|---|
Employee Assistance Program (EAP) | LSA employees are provided with access to an independent and free counselling service through the Employee Assistance Program. |
Mental Health First Aid | LSA has four trained Mental Health First Aiders. All employees are eligible to nominate for this training. |
Wellbeing for Our People Program (DTF) | LSA employees have access to a range of DTF work health and safety, and wellbeing initiatives including the Wellbeing for Our People Program. Program initiatives include psychological and physical health, workplace environment as well as engagement and connection |
Work Health, Safety, and Injury Management | Work Health and Safety, and Injury Management education and training is essential in developing knowledge, skills, and competence to enable our people to carry out their duties safely while at work. |
Workplace injury claims | 2021–22 | 2020–21 | % Change |
|---|---|---|---|
Total new workplace injury claims | 1 | 2 | -50% |
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) | N/A | N/A | 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 | 2021–22 | 2020–21 | % 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** | 2021–22 | 2020–21 | % Change |
|---|---|---|---|
Total gross workers compensation expenditure ($) | $105,289 | $86,305 | +22% |
Income support payments – gross ($) | $110,829 | $44,096 | +251% |
**before third party recovery
Data for previous years is available at: https://www.lifetimesupport.sa.gov.au/about-us/governance/annual-report
Executive employment in the agency
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 2021-2022 are attached to this report.
The 2021–22 comprehensive result of a $63.7 million deficit is $22 million higher than the budgeted deficit of $41.7 million.
This is primarily related to investment losses of $17.7 million realised due to adverse economic conditions, compared to budgeted investment earnings of $87.7 million.
Total expenses for 2021–22 are $62.4 million favourable compared to budget, primarily driven by favourable economic assumption changes which reduced the increase in LSA’s provision for future participant treatment, care and support ($154.7 million actual versus $233.7 million budget).
Statement of Comprehensive Income | 2021–22 Budget | 2021–22 Actual | Variation
| 2020–21 Actual |
|---|---|---|---|---|
Total Income | 264,161 | 179,757 | (84,404) | 383,392 |
Total Expenses | 305,863 | 243,495 | 62,368 | 653,426 |
Net Result | (41,702) | (63,738) | (22,036) | (270,034) |
Total Comprehensive Result |
| (63,738) |
| (270,034) |
Statement of Financial Position | 2021–22 Actual | 2020–21 Actual |
|---|---|---|
Current assets | 4,901 | 5,436 |
Non-current assets | 1,271,170 | 1,178,879 |
Total assets | 1,276,071 | 1,184,315 |
Current liabilities | 52,623 | 46,115 |
Non-current liabilities | 1,309,133 | 1,160,147 |
Total liabilities | 1,361,756 | 1,206,262 |
Net assets | (85,685) | (21,947) |
Equity | (85,685) | (21,947) |
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 | $ 12,100 |
Consultancies with a contract value above $10,000 each
Consultancies | Purpose | $ Actual payment |
|---|---|---|
Deloitte Consulting Pty Ltd | Salesforce implementation | $ 482,000 |
Finity Consulting Pty Ltd | Actuarial services | $ 343,083 |
PricewaterhouseCoopers | Internal audit services | $ 213,420 |
Guy Carpenter & Company Pty Ltd | Re-insurance brokerage | $ 90,909 |
Magoo Actuarial Consulting | Actuarial peer review services | $ 42,300 |
Office of the Commissioner for Public Sector Employment | HR system implementation | $ 27,560 |
The Catapult Effect | Service delivery model (ageing and child participants) | $ 24,550 |
MLCOA South Australia | Medication audit | $ 18,160 |
VUCA Pty Ltd | Board performance | $ 17,380 |
Synergy IQ Pty Ltd | Leadership development program | $ 12,117 |
PricewaterhouseCoopers | Salesforce pre-tender review and support | $ 12,025 |
Total | $ 1,295,604 |
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 | $ 31,988 |
Contractors with a contract value above $10,000 each
Contractors | Purpose | $ Actual payment |
|---|---|---|
Hudson Global Resources (AUST) | Temporary Staff Recruitment | $ 38,839 |
Randstad Pty Ltd | Temporary Staff Recruitment | $ 27,758 |
Hays Specialist Recruitment | Temporary Staff Recruitment | $ 27,217 |
Department of the Premier and Cabinet | Website hosting fee | $ 16,195 |
Total | $ 141,997 |
Data for previous years is available at: https://www.lifetimesupport.sa.gov.au/about-us/governance/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.
Under s43(5) of the Motor Vehicle Accidents (Lifetime Support Scheme) Act 2013, if the responsible Minister, in acting under subsection (4), makes a determination that is inconsistent with the determination embodied in the Authority's report under subsection (3), the Authority must include a report on the matter in its annual report. In 2021–22 the responsible Minister made a determination that the LSS Fund Levy would increase by 2.8% from 1 July 2022, compared to LSA’s recommendation of a 5.4% increase.
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 four times a year 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. The LSA management of its internal control framework is incorporated into the LSA Governance Framework. The LSA’s Internal Auditor is PriceWaterhouseCoopers (PwC).
No incidents of fraud or suspected fraud were reported during 2021–22.
The LSA has a Fraud and Corruption Control Framework, Policy and Reporting Procedure, and maintains a Fraud Incident Register. The policy incorporates the obligations under the Code of Ethics for South Australian Public Sector, South Australian Public Sector Fraud and Corruption Policy, Independent Commission Against Corruption (ICAC) Act 2012, Public Interest Disclosure Act 2018, Treasurer’s Instructions, Public Sector (Honesty and Accountability) Act 1995, the LSA Code of Conduct and Participant Service Charter and the OPI and Ombudsman Directions and Guidelines to report fraud, corruption, misconduct and maladministration in public administration they reasonably suspect of being committed by another employee to an appropriate authority at the earliest available opportunity.
The LSA Chief Executive reviews Executive Declarations on a quarterly basis, confirming that risk controls, including fraud controls, have been in place in their respective areas. Allegations of fraud, misconduct and maladministration are reported as soon as practical to the Audit Committee and Board Chairs. Quarterly updates are provided to the Audit Committee and each year the LSA provides an annual updated summary of all matters and their status.
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:
Zero
Data for previous years is available at: https://www.lifetimesupport.sa.gov.au/about-us/governance/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 |
Public complaints
Complaint categories | Sub-categories | Example | Number of Complaints |
|---|---|---|---|
Professional behaviour | Staff attitude | Failure to demonstrate values such as empathy, respect, fairness, courtesy, extra mile; cultural competency | – |
Professional behaviour | Staff competency | Failure to action service request; poorly informed decisions; incorrect or incomplete service provided | 5 |
Professional behaviour | Staff knowledge | Lack of service specific knowledge; incomplete or out-of-date knowledge | – |
Communication | Communication quality | Inadequate, delayed or absent communication with customer | 4 |
Communication | Confidentiality | Customer’s confidentiality or privacy not respected; information shared incorrectly | – |
Service delivery | Systems/technology | System offline; inaccessible to customer; incorrect result/information provided; poor system design | – |
Service delivery | Access to services | Service difficult to find; location poor; facilities/ environment poor standard; not accessible to customers with disabilities | 2 |
Service delivery | Process | Processing error; incorrect process used; delay in processing application; process not customer responsive | – |
Policy | Policy application | Incorrect policy interpretation; incorrect policy applied; conflicting policy advice given | – |
Policy | Policy content | Policy content difficult to understand; policy unreasonable or disadvantages customer | – |
Service quality | Information | Incorrect, incomplete, out dated or inadequate information; not fit for purpose | – |
Service quality | Access to information | Information difficult to understand, hard to find or difficult to use; not plain English | 1 |
Service quality | Timeliness | Lack of staff punctuality; excessive waiting times (outside of service standard); timelines not met | – |
Service quality | Safety | Maintenance; personal or family safety; duty of care not shown; poor security service/ premises; poor cleanliness | – |
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 | 19 |
Total | 32 |
Additional Metrics | Total |
|---|---|
Number of positive feedback comments | 15 |
Number of negative feedback comments | 3 |
Total number of feedback comments | 18 |
Number of complaints closed in financial year | 23 |
Data for previous years is available at: https://www.lifetimesupport.sa.gov.au/about-us/governance/annual-report
In 2021–2022, the LSA strengthened its approach to complaints management by identifying opportunities to improve the complaints handling framework (called the Feedback and Incident Review – FAIR Framework) and completing a formal review in January 2022. The following are service improvement outcomes achieved:
In addition, the LSA has a Quality Assurance Program (QAP), which is part of the Service Delivery Quality Framework, that is delivered and reviewed regularly by its Quality and Safety team. The QAP identifies opportunities for improvement and minimise risks in the service planning process. The LSA reports on the performance of its complaints management system to the Application and Rules Committee at each meeting. |
The LSA is compliant with Premier and Cabinet Circular 039 – complaint management in the South Australian public sector | Y |
The LSA has communicated the content of PC 039 and the agency’s related complaints policies and procedures to employees. | Y |
