Department of State Development

This annual report will be presented to Parliament to meet the statutory reporting requirements of Public Sector Act 2009 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 Department for Innovation and Skills by:

Mr Adam Reid

Chief Executive

Our purpose         

The Department for Innovation and Skills is a catalyst for innovation, entrepreneurialism, and a highly-skilled workforce that increases South Australia’s prosperity by focusing on the areas where we can provide the most support to our stakeholders.

Our vision   

The Department is an innovative and enterprising agency that supports individuals, businesses, and industries in the rapidly changing economic environment.

Our values  

We are focused on:

  • Sustainability – taking responsibility for delivering our activities and supporting better ways of doing things.
  • Collaboration & engagement – proactively meeting our clients’ needs and taking their views into account.
  • Courage & tenacity – having the courage to be nimble and take calculated risks as a part of improvement and growth.

Our functions, objectives and deliverables 

The Department for Innovation and Skills contributes to the delivery of innovation, skills and migration to the State. The Department has provided support for industries, businesses and individuals to manage the dual impacts of the bushfires and COVID-19.

The Department’s key objectives are to:

  1. Enhance entrepreneurial capability and develop high-quality, contemporary infrastructure that sustains South Australia’s economy.
  2. Support South Australia through a focus on continuity of skills and vocational training and building capability to meet the changing needs in our economy.

The Department is achieving these objectives by:

  • Facilitating access to world-class infrastructure to develop digital technology platforms for modern business.
  • Advancing South Australia’s research capabilities, where science and technology are commercialised.
  • Providing the creative industries with support to develop, create and connect.
  • Supporting South Australian businesses, industries and skills sector in a bushfire and COVID-19 impacted environment.
  • Supporting and promoting apprenticeships and traineeships in South Australia.
  • Contributing to national policy responses and connecting across-government and with industry
  • Providing support for retention, transition and mobilisation of workers across industry sectors.
  • Lead state business and skilled migration in areas of industry need

Changes to the agency

During 2019-20 there were changes to the agency’s structure and objectives in response to the Coronavirus (COVID-19) global pandemic. A COVID-19 Coordinator was appointed to manage the Department’s response to the impact of COVID-19 on our stakeholders and clients.

In April 2020, Mark Duffy, Chief Executive, accepted a new role within the Department of the Premier and Cabinet to lead its public sector performance and reform unit.

Adam Reid, Executive Director, Innovation and Science, was selected to be the Acting Chief Executive and has since been confirmed in the role through a formal public recruitment process.

Andy Dunbar was appointed Acting Executive Director, Innovation and Science.

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The Hon David Pisoni MP is the Minister for Innovation and Skills. He oversees workforce training and skills, apprenticeships and traineeships, innovation and entrepreneurship, science and information economy, creative industries and skilled migration.

Madeline Richardson

Executive Director
Skills & Workforce Capability

Madeline is the Executive Director, Skills and Workforce Capability (SWC) and is leading one of the government’s key strategic projects in Skilling South Australia. Skilled People for the Future is the primary focus for SWC and will be achieved by:

  • being demand driven with industry needs shaping investment
  • changing perceptions to establish VET as a preferred pathway
  • training system quality and market depth
  • skilled careers through apprenticeships and traineeships, and
  • co-design and scale up bespoke training models that meet current and future industry skills and capability needs.

Andy Dunbar

A/Executive Director
Innovation & Science

Andy is the Acting Executive Director, Innovation and Science, responsible for developing and supporting the state’s innovation system in partnership with other parts of government, research organisations, industry and business. This includes responsibility for the Office of the South Australian Chief Entrepreneur and the Office of the South Australian Chief Scientist. The Group is focused on supporting sustainable economic growth by:

  • increasing South Australia’s global standing in science and research
  • encouraging commercialisation of research through industry, research and government collaboration
  • supporting entrepreneurs, start-ups and small business and attracting early stage and venture capital, and
  • developing and supporting our creative industries.

Nari Chandler

Executive Director
Strategy, Policy & Migration

Nari is the Executive Director of the Strategy, Policy and Migration Group, playing a critical role in strengthening the South Australian economy by:

  • coordinating, driving and delivering policy reforms that support economic growth and deliver a skilled workforce for the future
  • leading state migration attraction in areas of industry need, to address skills gaps and encourage business investment
  • ensuring the strategic communication of our agency’s services increase their uptake and inform people’s understanding of how these services will benefit them and the economy
  • harnessing the power of economic data to provide insights that inform evidence-based policy development
  • making connections between our agency’s services to improve outcomes for clients, and
  • leading agency wide strategic planning and connecting this with our activities to drive targeted outcomes that achieve our objectives.

Phuong Chau

Executive Director
Performance & Business Operations

Phuong is the Executive Director, Performance and Business Operations and leads delivery of corporate services and solutions to position the Department to achieve its strategic objectives. The Group partners with clients and stakeholders to deliver on the following:

  • People and Workplace: our People Plan recognises the best work is produced in an environment that welcomes new ideas and a diverse mix of people, investing in our people and providing opportunities, and creating a vibrant, connected one team culture
  • Client Focus: designing and implementing client-centric solutions
  • Business Systems: collaborating with other microeconomic agencies and driving business excellence in the frameworks, systems and policies that support efficient and effective operations
  • Resource Management: leading an adaptive and sustainable approach to the management of our resources and assets including financial, physical and human resources.

Construction Industry Training Fund Act 1993

Economic Development Act 1993

South Australian Film Corporation Act 1972

Training and Skills Development Act 2008

Vocational Education and Training (Commonwealth Powers) Act 2012

Office of the Training and Skills Commission

Office of the Training Advocate

Adelaide Film Festival

Jam Factory

South Australian Film Corporation

Key objective

Agency’s contribution

More jobs

Thousands more young people in jobs and training

Investing in the entrepreneurial ecosystem

Start-up Hub at Lot Fourteen, including the establishment of the Australian Cyber Collaboration Centre

Research Commercialisation and Startup Fund

VET Market Continuity Package

Agency Objectives Indicators Performance
Enhance entrepreneurial capability and develop high-quality, contemporary infrastructure that sustains South Australia’s economy Facilitate access to world-class infrastructure to develop digital technology platforms for modern business

The 2019 SouthStart Conference attracted hundreds of entrepreneurs, technologists, startups, scaleups and ecosystem leaders, which highlighted career opportunities in South Australia across high-growth and high-tech industries.

Positioning South Australia as the nation’s startup capital, through the Startup Hub in Lot Fourteen with Stone & Chalk, a global innovation leader, as the key anchor tenant and hub operator. The Lot Fourteen Startup Hub community comprises 43 startups and 151 residents, which provides support for them to scale up and succeed.

Launched Future Industries Exchange for Entrepreneurship (FIXE) Hub operations at Lot Fourteen.

The GigCity program connects businesses in Adelaide, Whyalla and Mount Gambier to ultra-fast and affordable gigabit internet. 383 businesses now have access to GigCity services across 23 connected and activated innovation precincts, including Lot Fourteen.
 

Advance South Australia’s research capabilities, where science and technology are commercialised

Investing $8.96 million over four years to establish the Australian Cyber Collaboration Centre (A3C) at Lot Fourteen, to increase the supply of skilled cyber workers, help enterprises to launch new cyber products and services to global markets, build cyber awareness and resilience in the Australian business community, and solve real world cyber challenges through collaboration.

The Research, Commercialisation and Startup Fund (RCSF) continued to support research initiatives, early-stage business startup and entrepreneurship and innovation ecosystem initiatives.

34 early-stage businesses received funding to further their business.
  Provide the creative industries with support to develop, create and connect

Completed an extensive industry engagement process for the development of an industry-led Creative Industries Sector Strategy for Growth State.

Successfully delivered programs and initiatives of the:

  • South Australian Film Corporation (including delivery of the Games Innovation Fund pilot program).
  • Adelaide Film Festival.
  • JamFactory.
Music Development Office, including the St Pauls Creative Centre.
  Support South Australian businesses, industries and skills sector in a bushfire and COVID-19 impacted environment

Delivered the SA Small Business Bushfire Recovery and Loss of Income Grants, jointly funded with the Commonwealth Government, supporting the immediate needs to bushfire-affected businesses with clean-up, reinstatement and reestablishment of business assets.

  • 477 businesses received funding support to help recover from the bushfires.

SA Business Information Hub established for a small business information, support and connection service as they navigate the COVID-19 pandemic and look to rebuild from recent bushfires, including:

  • Small Business case management, hotline and enquiries service established.
  • Tailored mentoring service, backed by South Australia’s Chief Entrepreneur, created to support the state’s startups and scale ups.

In response to COVID-19 recovery, the Department has further:

  • Established the critical skills for recovery sub-committee to fast-track development of skill sets required.
  • Actively engaged to develop skill sets required to meet workforce development needs of industry, including through signing up for the National Infection Control Training Fund.
Undertaken detailed economic analysis and corresponding policy development to assist the Department’s stakeholders and contribute to the whole of government response.
Support South Australia through a focus on continuity of skills and vocational training and building capability to meet the changing needs in our economy Support and promote apprenticeships and traineeships in South Australia

Skills investment, continued engagement, and strong partnerships with business, industry, training providers has supported:

  • Co-designing over 130 innovative Skilling South Australia Projects to drive apprenticeships and traineeships that help to meet skills needs.
  • Removing barriers by providing support for employers to take on apprentices and trainees.
  • Changing perceptions around skilled career opportunities.
Access to around 700 subsidised courses now available on-demand to deliver employers and students greater choice.
  Contribute to national policy responses and connecting across-government and with industry

South Australia is working with the Commonwealth to develop the National VET Reform Roadmap to improve VET relevance, quality and accessibility. As part of this work:

  • A project on streamlining training packages has been fast-tracked to deliver more relevant skills for industry and individuals through immediate actions to improve the current system.
  • South Australia is fast-tracking the use of micro-credentials in order to better respond to student and job-needs in South Australia while preserving the importance of nationally recognised full qualifications.
The Training and Skills Development Act has been reviewed to improve the regulation of apprenticeships, traineeships, employers and individuals to meet the needs of modern workplaces and changing nature of work.
  Provide support for retention, transition and mobilisation of workers across industry sectors

Focus on enhancing the VET system has resulted in:

  • Expanding Building Capability Projects to make them more flexible to respond to the changing environment, to improve delivery in online learning environments and encourage innovative training projects in partnership with industry.
  • Focused support to build a sustainable and high-quality VET provider market through regular forums, RTO business workshops, masterclasses and innovative training delivery projects.
Rolled out a $16 million VET Market Continuity Package aimed at supporting non-government training providers meet the skills needs of the state and to adapt in the changed environment.
  Lead state business and skilled migration in areas of industry need

The Supporting Innovation in South Australia (SISA) pilot visa program continued to attract entrepreneurs from across the world and South Australia exceeded its target with 40 SISA endorsements.

South Australia exceeded its state nomination targets set for skilled migrants and business migrants, with 4,307 skilled migration nominations and 780 business migration nominations.

The new South Australian Designated Area Migration Agreements (DAMA) were implemented to support local business experiencing skills and labour shortages. An annual review was also undertaken to identify changes to the DAMAs to enable greater uptake by local employers.

To support the State Government’s response to COVID-19, changes were implemented to the General Skilled Migration Program criteria in March 2020 to prioritise the processing and nomination of medical and health professionals.

 

Program name Performance
South Australian Government Graduate Program The Department’s Graduate Program is a structured development program that includes a rotational placement across business units over a 24-month employment period.

The 2018-2020 Graduate program continued to support 9 graduates who completed the program in early 2020.

The 2020 – 2022 Graduate program recruited 10 graduates who commenced with DIS in February 2020.
South Australian Government Aboriginal Traineeship Program The Department participates in the South Australian Aboriginal Traineeship Program to provide an employment pathway for Aboriginal jobseekers aged 17-35.

 

Performance management and development system Performance

Performance Management and Development is a two-way process between managers and employees to discuss performance planning and development needs.

It is expected that employees have formal conversations about their performance twice per year.
As at 30 June 2020, 83% of employees had recorded that a performance conversation had taken place.

 

Program name Performance
WHS Working Group Establishment of a departmental consultative forum to effectively address the health and safety matters arising in the Department with reference to the requirements of the Work Health & Safety Act 2012 (SA). Meetings occur bi-monthly.
Health and Wellbeing (H&WB) Strategy H&WB Strategy endorsed and launched. Calendar of events established and offered to staff. Monthly newsletter updates continue to promote the program as it continues to be rolled out across the organisation. In conjunction with the H&WB Strategy, a specific COVID-19 approach has been implemented.

 

Workplace injury claims 2019-20 2018-19

% Change

(+/-)

Total new workplace injury claims 2 2 0%
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) 2.21 0 +100%

*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) 1 0 +100%
Number of provisional improvements, improvement and prohibition notices (Work Health and Safety Act 2012 Sections 90, 191 and 195) 0 0 0%

 

Return to work costs** 2019-20 2018-19 % Change
(+ / -)
Total gross workers compensation expenditure ($) $75,823 $17,474 +333.92%
Income support payments – gross ($) $49,492 $2,429 +1938%

**before third party recovery


Data for previous years is available at: data.sa.gov.au/data/dataset/dis-annual-report-statistics

Executive classification Number of executives
SAES 1 14
SAES 2 4
EXEC F 0
Statutory Appointments 1

Data for previous years is available at: data.sa.gov.au/data/dataset/dis-annual-report-statistics

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.

The following is a brief summary of the overall financial position of the agency. The information is unaudited. Full audited financial statements for 2019-20 are attached to this report.

As announced in the 2019-20 State Budget, the ownership of key TAFE SA properties was transferred from Renewal SA to TAFE SA. The effective date of this transfer was originally set at 1 July 2019 and subsequently updated to 1 November 2019.

The transfer of these key properties provides TAFE SA with greater control over the strategic direction of its educational infrastructure and enabled the cessation of leasing arrangements between the Department for Innovation and Skills and Renewal SA, the termination of sub-lease arrangements with TAFE SA and the transfer of responsibility for VET property management and investment activities to TAFE SA.

In 2019-20 the department received total income of $470 million, a decrease of $51 million from the previous year primarily relating to:

  • Decrease of $19 million associated with National Partnership revenue (Skilling Australians Fund) in line with the agreed funding profile between years, and
  • Decrease of $40 million in TAFE SA infrastructure recharges due to the cessation of sub-lease arrangements following the sale of VET Infrastructure to TAFE SA.

Partially offset by;

  • Additional Appropriation of $7 million.

The department’s total expenditure was $472 million in 2019-20, a decrease of $57 million compared to 2018-19 primarily relating to:

  • Decrease of $41 million in supplies and services expenditure relating primarily to the cessation of lease arrangements with Renewal SA,
  • Decrease of $21 million in grant expenditure relating primarily to reduced payments to TAFE SA and Creative Industries, and
  • Decrease of $13 million in employee benefits expenditure relating primarily to reduced TVSPs, 2018-19 Machinery of Government changes and organisational realignment.

Partially offset by;

  • Payments made to the consolidated account of $20 million relating to proceeds from the sale of property to TAFE SA.

The department has net assets of $40 million, an increase of $5 million since 30 June 2019 predominantly due to:

  • Decrease of $15 million in payables relating primarily to once-off high payables as at 30 June 2019 for VET infrastructure, as well as a reduction in VET subsidy accruals, and
  • Increase of $6 million in cash due to net cash generated from financing activities (capital contributions from government).

Partially offset by;

  • Decrease of $18 million in property, plant and equipment primarily relating to the sale of VET Infrastructure to TAFE SA.

Explanations between 2019-20 original budget and actuals are provided at note 1.5 of the full audited financial statements attached to this report for variances where the variance exceeds the greater of 10% of the original budgeted amount and 5% of original budgeted total expenses.

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
Nil Nil Nil

 

Consultancies with a contract value above $10,000 each

Consultancies Purpose $ Actual payment
BDO Advisory (SA) Pty Ltd Provision of planning, risk and change management expertise for the Skills Digital Transformation project. 84 569
Bentleys (SA) Pty Ltd Provision of planning, risk and change management expertise for the Skills Digital Transformation project. 62 058

Deloitte Access Economics

Delivery of a strategic Creative Sector Economic Assessment. 36 635
Escient Pty Ltd Provision of advice to create a fit-for-purpose internal corporate communication and collaboration system. 20 000
Fragile to Agile (Asia Pac) Pty Ltd Design of the information, communication and technology infrastructure to support the operations of the Australian Cyber Collaboration Centre. 69 200
Hannan Duck & Partners Pty Ltd A security advisor to assist in the management of information security compliance, operational controls and incident response, and to provide guidance on information security practices that require focus in the short term. 26 227
Informotion Pty Ltd Provision of proof-of -concept services to test the integration of the departments records management system. 21 600
Pitcher Partners SA Pty Ltd Financial Health Survey for South Australian Start-ups in response to COVID-19. 30 000
PriceWaterhouse Coopers Indigenous Consulting Pty Ltd Consultancy managed by the Office of the Industry Advocate to provide advice and analysis on Tauondi Aboriginal Community College future operations. 101 796
  Total 452 085

Data for previous years is available at: data.sa.gov.au/data/dataset/dis-annual-report-statistics

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 160 820

 

Contractors with a contract value above $10,000 each

Contractors Purpose $ Actual Payment
4th Harmonic Pty Ltd Support for the establishment of the Australian Cyber Collaboration Centre located at Lot Fourteen. 198 000
Acer Masterclasses in eLearning for training providers. 40 662
Acer Masterclasses in Australian Core Skills Framework (ACSF) for training providers. 46 528
Action Learning Institute Masterclasses in Action/ Project based learning methodologies for training providers. 29 882
ArcBlue Consulting (Aus) Pty Ltd Provision of probity advisory services for the Skills Digital Transformation Project. 15 180
Axant Undertake a benchmarking project for South Australian Startups. 13 000
BDO Advisory (SA) Pty Ltd Manage and coordinate the transition of ICT services to the Department for Trade and Investment. 56 008
BDO Advisory (SA) Pty Ltd Review of risks and impacts of common information technology systems and services being shared between the Department for Trade and Investment, Department for Energy and Mining and Department for Innovation and Skills. 64 830
BDO Advisory (SA) Pty Ltd Development of key principles and strategy to guide the Department's Information Technology future state following the transition of ICT services to the Department for Trade and Investment. 110 138
Bonita Kennedy Provision of services to assist with the preparation of the records management disposal schedule. 30 000
Chamonix IT Management Senior Software Developer to perform activities related to system enhancements and small project initiatives across several core business systems including; CMS+, GMS CRM Financial Integration, ATLAS and eCRM. 91 406
Chloe Reschke-Maguire CRM Consulting Event management services for the South Australian Training Awards. 10 181
CyberOps Pty Ltd Define and document the requirements and service architecture for the Cyber Range located within the Australian Cyber Collaboration Centre. 100 863
Deloitte Risk Advisory Pty Ltd Audit review of training provider activity. 36 221
Empired Ltd Provision of services to assist with the planning stage for the implementation of the Immigration SA systems upgrade. 51 919
Empired Ltd Advice and support for a customer relationship management system for the Office of the South Australian Chief Entrepreneur. 33 640
Empired Ltd Senior Software Developer to perform activities related to system enhancements and small project initiatives across several core business systems including; CMS+, GMS CRM Financial Integration, ATLAS, and eCRM. 16 940
Equity & Advisory Pty Ltd Conduct a pre-feasibility review of entities associated with the South Australian Film Industry. 12 500
Expose Data Pty Ltd Development services for the upgrade of Microsoft Power BI for People and Performance reporting. 18 000
Forest Grove Technology Pty Ltd Provision of services to build the Financial Planning Management System. 17 516
Hammond Street Developments Apprenticeship and Traineeship online Application System (ATLAS) integration. 206 741
Hammond Street Developments Apprenticeship and Traineeship online Application System (ATLAS) software support, maintenance and enhancements and development services. 38 573
Hannan Duck & Partners Pty Ltd Provision of advisory services to identify a possible solution for a consolidated technology stack. 54 600
Hannan Duck & Partners Pty Ltd Support for the establishment of the Business Hub on Kangaroo Island.  30 000
Hannan Duck & Partners Pty Ltd Provision of strategic advisory services in relation to the establishment of a case management system for small business grants.  13 560
Hassell Ltd Scoping Study for the International Centre at Lot Fourteen. 246 217
Haymakr Undertake a program of market research to understand current attitudes, perceptions and awareness of entrepreneurship, innovation and future industries amongst South Australians and selected interstate audiences. 29 000
Interface Consultants SA To establish an integrated process for identifying and developing workforce capabilities to address challenges faced by the department in the current operating environment. 108 750
McGrathNicol Advisory Partnership Advice and support to identify and manage security risks in the context of South Australia’s key innovation and knowledge assets. 53 750
McMillen International Pty Ltd Provision of services, as Chief Scientist, on matters of science, technology and innovation. 100 000
Mindset Procurement Provision of procurement advisory and support services for the Skills Digital Transformation project. 71 155
MJH Options Pty Ltd Assistance with the preparation of a business case for the establishment of a Cyber Collaboration Centre in South Australia. 20 700
MRWED Training & Assessment Professional standing of development for VET teachers, trainers, leaders and support staff employed in South Australian Registered Training Organisations (RTOs). 50 282
National Disability Services Co-design and implement a Continuing Professional Development (CPD) pilot program, for trainers and assessors of qualifications for the Disability sector. 91 148
PriceWaterhouse Coopers Assurance Mapping Exercise to identify assurance activities across the department to identify gaps, risk and inadequate assurance coverage. 18 698
Remcast Pty Ltd (trading as Adept Technology) Risk Analysis services for the Skills Digital Transformation project. 14 229
Rural Business Support Service Provision of services to support small businesses impacted by 2019-20 bushfires. 127 778
Symplicit Pty Ltd Provision of services to assist with the development of the department’s information management strategy. 56 581
Talent International (SA) Pty Ltd Provision of Change Management services required to implement the Information and Technology Management program. 32 752
Taptu Pty Ltd Provision of Enterprise Architecture services to support key DIS systems. 84 630
Taptu Pty Ltd Provision of Technical Architecture advice to support development of key DIS systems. 44 160
The Digital Embassy Website development and hosting for Skills SA websites. 150 454
The Local Business Network Investigation and implementation planning for a business migration strategy. 23 970
Three as One Consulting Pty Ltd Provision of services relating to the establishment of the Australian Cyber Collaboration Centre. 97 761
Various Temporary labour hire. 395 197
  Total 3 314 919

Data for previous years is available at: data.sa.gov.au/data/dataset/dis-annual-report-statistics

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.

The Department’s Risk & Performance Committee (joint with the Department for Energy and Mining, the Department for Trade and Investment and TechInSA) has oversight of strategic risks. Strategic risks are those where the effect of an event or change in circumstances impacts the Department’s ability to achieve its strategic direction. Internal audit reviews focus on these strategic risks.

Category/nature of fraud Number of instances
Nil Nil

NB: Fraud reported includes actual and reasonably suspected incidents of fraud.

The Department employs a range of risk-based strategies to control and prevent fraud. These strategies form the Department’s Fraud Control Plan and include, but are not limited to, a related Policy and Procedure, segregation of duties, pre-employment screening, declarations of interest, and a financial management compliance program. The Plan and related activities are overseen by the Risk & Performance Committee.

Data for previous years is available at: data.sa.gov.au/data/dataset/dis-annual-report-statistics

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:

DIS has appointed three responsible officers for the purposes of the Public Interest Disclosure Act 2018. There was one instance of disclosure of public interest information for DIS during 2019‐20, which was addressed in accordance with legislative requirements.

Data for previous years is available at: data.sa.gov.au/data/dataset/dis-annual-report-statistics

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.

The Carers’ Recognition Act 2005 is deemed applicable for the following: Department of Human Services, Department for Education, Department for Health, Department for Innovation and Skills, Department of Planning, Transport and Infrastructure, South Australia Police and TAFE SA.

Section 7: Compliance or non-compliance with section 6 of the Carers Recognition Act 2005 and (b) if a person or body provides relevant services under a contract with the organisation (other than a contract of employment), that person's or body's compliance or noncompliance with section 6.

DIS provides online training to staff regarding disability and inclusion which includes the Carer’s Recognition Act 2005, as well as flexible working and special leave options to assist employees in meeting caring responsibilities.

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 0
Professional behaviour Staff competency Failure to action service request; poorly informed decisions; incorrect or incomplete service provided 0
Professional behaviour Staff knowledge Lack of service specific knowledge; incomplete or out-of-date knowledge 0
Communication Communication quality Inadequate, delayed or absent communication with customer 0
Communication Confidentiality Customer’s confidentiality or privacy not respected; information shared incorrectly 0
Service delivery Systems/technology System offline; inaccessible to customer; incorrect result/information provided; poor system design 2
Service delivery Access to services Service difficult to find; location poor; facilities/ environment poor standard; not accessible to customers with disabilities 0
Service delivery Process Processing error; incorrect process used; delay in processing application; process not customer responsive 3
Policy Policy application Incorrect policy interpretation; incorrect policy applied; conflicting policy advice given 2
Policy Policy content Policy content difficult to understand; policy unreasonable or disadvantages customer 2
Service quality Information Incorrect, incomplete, outdated or inadequate information; not fit for purpose 0
Service quality Access to information Information difficult to understand, hard to find or difficult to use; not plain English 0
Service quality Timeliness Lack of staff punctuality; excessive waiting times (outside of service standard); timelines not met 0
Service quality Safety Maintenance; personal or family safety; duty of care not shown; poor security service/ premises; poor cleanliness 0
Service quality Service responsiveness Service design doesn’t meet customer needs; poor service fit with customer expectations 0
No case to answer No case to answer Third party; customer misunderstanding; redirected to another agency; insufficient information to investigate 1
    Total 10

 

Additional Metrics Total
Number of positive feedback comments 12
Number of negative feedback comments 10
Total number of feedback comments 27
12 compliments, 5 suggestions and 10 complaints
% complaints resolved within policy timeframes 100%

Data for previous years is available at: data.sa.gov.au/data/dataset/dis-annual-report-statistics

Website design improvement

  • It was identified that the end user experience for an RTO Assessor using the Client Eligibility form was not efficient due to the size of the printable form on our website. This was rectified by modifying the size of the form on our website and RTOs now have an improved records management process and decreased paper usage.
  • The ATO links on the Immigration SA website were updated in conjunction with the ATO information and advice.

Improved communication between apprentices and providers

  • For future transfers of training contracts to new providers, DIS will be part of the communication process with the apprentice/employer.

Amendment to an invoicing procedure with training providers

  • Changes to invoicing processes between DIS and providers were implemented to prevent customers, both past and present, being inconvenienced financially when a provider is at fault in not invoicing DIS for approved training in DIS funded programs.