STATE BUDGET 2019-20

Agency Statement BUDGET PAPER 4 VOLUME 3 STATE BUDGET 2019-20

BUDGET PAPER 1 : BUDGET OVERVIEW A summary publication capturing all highlights from the 2019–20 Budget.

BUDGET PAPER 2 : BUDGET SPEECH A copy of the Treasurer’s speech, delivered to Parliament.

BUDGET PAPER 3 : BUDGET STATEMENT A financial report presenting the state government’s current and estimated future economic performance, fiscal strategy, budget priorities, expenditure, revenue, assets, liabilities, risks and government business.

BUDGET PAPER 4 : AGENCY STATEMENTS | VOLUMES 1, 2, 3, 4 Various financial reports presenting the state government’s current and estimated revenue, expenses and performance by agency.

BUDGET PAPER 5 : BUDGET MEASURES STATEMENT A financial report detailing the state government’s expenditure, savings and revenue initiatives.

ACKNOWLEDGEMENTS Content from this publication may be reproduced with appropriate acknowledgement, as permitted under the Copyright Act 1968. ©Government of South Australia 2019

STATEBUDGET.SA.GOV.AU

Budget Paper 4

2019-20 Agency Statements Volume 3

Presented by the Honourable Rob Lucas MLC Treasurer of South Australia on the occasion of the Budget for 2019-20

Enquiries regarding budget papers should be directed to:

The Chief Executive Department of Treasury and Finance State Administration Centre 200 Victoria Square Adelaide SA 5000

Website: www.treasury.sa.gov.au www.statebudget.sa.gov.au

Published 18 June 2019 ISSN 1440-8589 Agency statements by volume

Volume 1

Attorney-General Auditor-General Child Protection Correctional Services Courts Defence Education

Volume 2

Electoral Commission Emergency Services — CFS Emergency Services — MFS Emergency Services — SAFECOM Emergency Services — SES Energy and Mining Environment and Water Environment Protection Authority Green Industries

Volume 3

Health and Wellbeing Human Services Innovation and Skills Planning, Transport and Infrastructure Police

Volume 4

Premier and Cabinet Primary Industries and Regions TAFE Tourism Trade, Tourism and Investment Treasury and Finance

Contents

Volume 3

Introduction 3 Health and Wellbeing 9 Human Services 69 Innovation and Skills 101 Planning, Transport and Infrastructure 133 Police 179

2019-20 Agency Statements — Volume 3 1 2 2019-20 Agency Statements — Volume 3 Introduction

The 2019-20 Agency Statements outline financial and non-financial information about the services each agency provides to, and on behalf of, the South Australian community.

The agency statements are presented in alphabetical order as indicated in the list below.

Alphabetical list order Agency name Abbreviation Attorney-General Attorney-General’s Department AGD Auditor-General Auditor-General’s Department Child Protection Department for Child Protection DCP Correctional Services Department for Correctional Services DCS Courts Courts Administration Authority CAA Defence SA Defence SA Education Department for Education DE Electoral Commission Electoral Commission of South Australia ECSA

Emergency Services ― CFS South Australian Country Fire Service CFS

Emergency Services ― MFS South Australian Metropolitan Fire Service MFS

Emergency Services ― SAFECOM South Australian Fire and Emergency Services Commission SAFECOM

Emergency Services ― SES South Australian State Emergency Service SES Energy and Mining Department for Energy and Mining DEM Environment and Water Department for Environment and Water DEW Environment Protection Authority Environment Protection Authority EPA Green Industries Green Industries SA GISA Health and Wellbeing Department for Health and Wellbeing DHW Human Services Department of Human Services DHS Innovation and Skills Department for Innovation and Skills DIS Planning, Transport and Infrastructure Department of Planning, Transport and Infrastructure DPTI Police South Australia Police SAPOL Premier and Cabinet Department of the Premier and Cabinet DPC Primary Industries and Regions Department of Primary Industries and Regions PIRSA TAFE SA TAFE SA TAFE SA Tourism South Australian Tourism Commission SATC Trade, Tourism and Investment Department for Trade, Tourism and Investment DTTI Treasury and Finance Department of Treasury and Finance DTF

Definitions

Agency An agency is an administrative unit created under the Public Sector Act 2009 or a statutory authority that is accountable for the delivery of programs on behalf of the government.

Programs and sub-programs A program is a group of related activities that contribute to achieving one of an agency’s and, in turn, the government’s objectives. Many programs are further divided into sub-programs with more specific objectives.

2019-20 Agency Statements — Volume 3 3 Introduction

Overview The agency statements outline projected agency activity and performance for 2019-20. Each agency statement conforms to the following standard presentation structure:

• Objective — outlines the agency’s objectives

• Ministerial responsibilities — identifies the minister responsible for each program/sub-program and identifies any items administered by the agency on behalf of the minister(s)

• Ministerial office resources — details the resources provided to ministerial office(s)

• Workforce summary — summarises the agency’s workforce

• Program net cost of services summary — summarises the net cost of agency programs

• Key agency outputs — summarises services provided

• Investing expenditure summary — summarises investing expenditure for the agency

• Program/sub-program information — for each agency program/sub-program, provides a description/objective, program summary (expenses, income and full-time equivalents), financial commentary, highlights and targets, performance and activity indicators

• Financial statements — budgeted financial statements for controlled and administered items

• Summary of major variations — commentary on variances and trends in the financial statements.

Presentation of changes in program structures Where a program or function is transferred between agencies, program information for previous years is reflected in the current program structure of the receiving agency.

In contrast, the agency financial statements line net cost of providing services in the statement of comprehensive income is based on the actual program structure for the agency as it operated or is expected to operate in each year. This distinction in treatment is drawn so that financial statements accurately reflect events while, at the same time, program information is comparable and not duplicated.

Reconciliation of the financial statements to the current program structure is contained in the program net cost of services summary located at the beginning of each relevant agency section.

Financial statements The estimated financial statements included in the 2019-20 Agency Statements are estimates which include, for each agency, a statement of comprehensive income, a statement of financial position and a statement of cash flows.

The format of these estimated financial statements is consistent with the model financial statements (prepared by the Department of Treasury and Finance for statutory reporting requirements) and is consistent with the requirements of AASB 101 Presentation of Financial Statements and AASB 107 Statement of Cash Flows.

Estimates in these financial statements have been prepared:

• on a basis that is consistent with Treasurer’s Instructions and Australian Accounting Standards applicable for 2019-20, other than leases, for which AASB 117 Leases has been applied

• on an accrual basis, except for the statement of cash flows which has been derived from the statement of comprehensive income and statement of financial position to reflect cash payments and receipts

• using historical cost convention, except for certain assets and liabilities that are valued in accordance with the valuation policy applicable.

4 2019-20 Agency Statements — Volume 3 Introduction

Consistent with Australian Accounting Standards, estimated transactions and balances that are controlled are budgeted for, and reported on, separately to estimated transactions and balances which are administered but not controlled by the agency.

Ministerial responsibilities The ministerial responsibilities table provides a comprehensive list of the agencies and programs which fall under the responsibility of each minister, and is presented in Ministerial Order of Precedence.

Minister Agency Programs The Hon. SS Marshall Department of the Premier and 1. Premier and Cabinet Policy and Support Premier Cabinet 2. Support Services and Community Programs 3. Information and Communication Technology Services 4. Aboriginal Affairs and Reconciliation 5. Multicultural Affairs 6. Arts and Cultural Policy and Support 7. SA Productivity Commission 8. Infrastructure SA Defence SA 1. Defence Industry Development 2. South Australian Space Industry Centre 3. Veterans' Affairs 4. Techport Australia The Hon. VA Chapman Attorney-General's Department 1. Solicitor-General Deputy Premier 2. Office of the Director of Public Prosecutions Attorney-General 3. Crown Solicitor’s Office 4. South Australian Civil and Administrative Tribunal 5. Office of Parliamentary Counsel 6. Legislative and Policy Services 7. Consumer and Business Services 8. Forensic Science 9. Ombudsman 10. Office of the Public Advocate 11. Equal Opportunity Commission 12. Fines Enforcement and Recovery Unit 13. State Records 14. Justice Technology Services 15. Office of the Small Business Commissioner Courts Administration Authority 1. Court and Tribunal Case Resolution Services 2. Alternative Dispute Resolution Services Electoral Commission of South 1. Electoral Services Australia The Hon. RI Lucas Department of Treasury and Finance 1. Accountability for Public Sector Resources Treasurer 2. Treasury Services 3. Industrial Relations 4. Government Services

2019-20 Agency Statements — Volume 3 5 Introduction

Minister Agency Programs The Hon. JAW Gardner Department for Education 1. Early Childhood Development Minister for Education 2. School Education TAFE SA 1. TAFE SA The Hon. DW Ridgway Department for Trade, Tourism and 1. Trade and Investment Minister for Trade, Tourism Investment and Investment South Australian Tourism 1. Tourism Development Commission 2. Tourism Events 3. Tourism Marketing The Hon. JMA Lensink Department of Human Service 1. Communities Minister for Human Services 2. Status of Women 3. Youth Justice 4. NDIS and Disability Services 5. Social Housing The Hon. DG Pisoni Department for Innovation and Skills 1. Innovation Minister for Innovation and 2. Skills Skills 3. Migration The Hon. SG Wade Department for Health and 1. Policy, Clinical Services, System Minister for Health and Wellbeing Improvement and Administration Wellbeing 2. Health Services The Hon. DC Van Holst Department for Energy and Mining 1. Mineral Resources and Energy Pellekaan Minister for Energy and Mining The Hon. R Sanderson Department for Child Protection 1. Care and Protection Minister for Child Protection

The Hon. TJ Whetstone Department of Primary Industries 1. Primary Industries Minister for Primary Industries and Regions 2. Regional Development and Regional Development The Hon. CL Wingard Department for Correctional 1. Rehabilitation and Reparation Minister for Police, Emergency Services 2. Custodial Services Services and Correctional Services 3. Community Based Services Minister for Recreation, Sport Department of the Premier and 9. Recreation, Sport and Racing and Racing Cabinet Department for Planning, Transport 1. Road Safety and Infrastructure

South Australian Country Fire 1. Country Fire Service Services South Australian Metropolitan Fire 1. South Australian Metropolitan Fire Service Service South Australian Fire and Emergency 1. Fire and Emergency Services Strategic Services Commission Services and Business Support

South Australian State Emergency 1. State Emergency Service Service South Australia Police 1. Public Safety 2. Crime and Criminal Justice Services 3. Road Safety

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Minister Agency Programs The Hon. DJ Speirs Department for Energy and Mining 2. Water Industry Technical and Safety Minister for Environment and Regulation Water Department for Environment and 1. National Parks and Wildlife Water 2. Water and the River Murray 3. Environment, Heritage and Sustainability Environment Protection Authority 1. Environment and Radiation Protection Green Industries SA 1. Waste Reduction, Resource Recovery, Circular Economy and Green Industry Development The Hon. SK Knoll Department for Planning, Transport 2. SA Public Transport Authority Minister for Transport, and Infrastructure 3. Roads and Marine Infrastructure and Local Government 4. Delivery of Transport Projects Minister for Planning 5. Provision and Management of Across Government Services 6. Infrastructure Planning and Policy 7. Land Use Planning

2019-20 Agency Statements — Volume 3 7 Introduction

8 2019-20 Agency Statements — Volume 3 Agency: Department for Health and Wellbeing

Minister for Health and Wellbeing

2019-20 Agency Statements — Volume 3 9 Health and Wellbeing

10 2019-20 Agency Statements — Volume 3 Health and Wellbeing

Contents

Health and Wellbeing

Objective 12 Ministerial responsibilities 12 Ministerial office resources 13 Workforce summary 13 Program net cost of services summary 13 Key agency outputs 14 Investing expenditure summary 14 Program 1: Policy, Clinical Services, Systems Improvement and Administration 17 Program 2: Health Services 25 Financial statements 55 Summary of major variations 63 Additional information for administered items 66

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Objective The Health Care (Governance) Amendment Act 2018 amended the Health Care Act 2008 to give effect to a new governance and accountability framework for the public health system. This included establishing 10 local health networks, each with its own Governing Board, including six new incorporated country local health networks which cover the same boundaries as the districts of the former Country Health SA Local Health Network.

For the purpose of this statement, the Department for Health and Wellbeing comprises the Department for Health and Wellbeing, Central Adelaide Local Health Network, Northern Adelaide Local Health Network, Southern Adelaide Local Health Network, Women’s and Children’s Health Network, Barossa Hills Fleurieu Local Health Network, Eyre and Far North Local Health Network, Flinders and Upper North Local Health Network, Riverland, Mallee and Coorong Local Health Network, Limestone Coast Local Health Network, Yorke and Northern Local Health Network, SA Ambulance Service and the SA Mental Health Commission, with transactions occurring between these entities.

The program structure in the 2019-20 Agency Statements primarily reflects the governance arrangements within the Department for Health and Wellbeing as at June 2019. The Department for Health and Wellbeing is responsible for the overall management and strategic direction of the South Australian health system. The local health networks are responsible for the provision of health services in accordance with the Health Care Act 2008 and performance agreements.

Ministerial responsibilities

Minister Programs Sub-programs The Hon. SG Wade 1. Policy, Clinical Services, System 1.1 Health Regulation and Minister for Health and Improvement and Protection Wellbeing Administration 1.2 System Leadership and Design 1.3 Commissioning and Performance 1.4 Corporate and System Support Services 1.5 SA Mental Health Commission 2. Health Services 2.1 Central Adelaide Local Health Network 2.2 Northern Adelaide Local Health Network 2.3 Southern Adelaide Local Health Network 2.4 Women’s and Children’s Health Network 2.5 Barossa Hills Fleurieu Local Health Network 2.6 Eyre and Far North Local Health Network 2.7 Flinders and Upper North Local Health Network 2.8 Riverland Mallee Coorong Local Health Network 2.9 Limestone Coast Local Health Network 2.10 Yorke and Northern Local Health Network 2.11 SA Ambulance Service

12 2019-20 Agency Statements — Volume 3 Health and Wellbeing

Administered items

In addition to the above responsibilities, the agency administers the following items on behalf of the minister:

• Health and Community Services Complaints Commissioner’s salary

• Health and Medical Research Fund

• Minister for Health and Wellbeing’s salary

Statutes

The Department of the Premier and Cabinet maintains a list of statutes applicable to ministers.

Ministerial office resources

2019-20 Budget Cost of provision Minister $000 FTE The Hon. SG Wade 2 745 17

Workforce summary

FTEs as at 30 June Agency 2018-19 2019-20 Estimated 2017-18 Budget(a) Result(a) Actual(b) Department for Health and Wellbeing 30 956 32 096 32 119 Administered items for the Department for Health 2 2 2 and Wellbeing Total 30 958 32 098 32 121 Note: Administered Items for the Department for Health and Wellbeing include the Minister and the Health and Community Services Complaints Commissioner. (a) The 2019-20 Budget and 2018-19 Estimated Result reflect the established FTE caps. (b) Data published by the Office of the Commissioner for Public Sector Employment.

Program net cost of services summary

Net cost of services

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual Program $000 $000 $000 $000 1. Policy, Clinical Services, System Improvement 749 381 751 361 729 123 721 145 and Administration 2. Health Services 3 134 174 3 301 628 3 085 684 3 283 818 Total 3 883 555 4 052 989 3 814 807 4 004 963 (a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure.

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Key agency outputs SA Health provides the following services to the community:

• statewide public hospital and community health services

• environmental health, communicable diseases, epidemiology

• health promotion and education

• statewide pathology services

• statewide drug and alcohol services

• statewide emergency and ambulatory services

• organ donation

• other health services to the South Australian community.

Investing expenditure summary The 2019-20 investment program is $286.1 million.

The program represents ongoing strong investment in health infrastructure through a number of major initiatives to improve the state’s health care system efficiency and effectiveness, and to upgrade existing assets.

Investment in new initiatives will occur, with the most significant being $26.1 million for the commencement of redevelopment works to reactivate the Repatriation Health Precinct and $9.5 million for the Enterprise Cancer Prescribing System.

The program will continue the implementation of existing investing initiatives including the Lyell McEwin Hospital Emergency Department Expansion ($12.0 million), the Modbury Hospital Upgrade ($31.8 million), The Queen Elizabeth Hospital Stage 3 Redevelopment ($63.2 million), Country Health SA Sustainment and Compliance investment ($16.0 million) and other regional projects including Strathalbyn Aged Care ($10.5 million), Murray Bridge Emergency Department ($4.0 million), and Mount Gambier Renal Dialysis ($1.7 million).

Investment in SA Ambulance assets and infrastructure will continue with investment in the Vehicle Replacement program ($9.0 million) and Volunteer Training Infrastructure ($0.9 million).

A number of initiatives are also due to complete during 2019-20, including the upgrades of surgical services at Yorketown and safety upgrades at Lighthouse Lodge, Kingston.

Total 2018-19 Estimated project 2019-20 Estimated 2018-19 completion cost(a) Budget Result Budget Investments Quarter $000 $000 $000 $000 New projects Enterprise Cancer Prescribing Sep 2021 18 692 9 512 146 — System Mount Barker Hospital Emergency Jun 2023 8 600 — — — Department Repatriation Health Precinct Dec 2022 69 075 26 075 — — Reactivation(b)

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Total 2018-19 Estimated project 2019-20 Estimated 2018-19 completion cost(a) Budget Result Budget Investments Quarter $000 $000 $000 $000 SAAS Volunteer Training Jun 2020 871 871 — — Infrastructure Total new projects 97 238 36 458 146 — Existing projects Country Cancer Services(c) n.a. — — — 5 000 Country Health SA Sustainment and Jun 2028 140 000 15 960 9 169 14 000 Compliance Electronic Medical Records System(d) Jun 2021 100 000 — 6 513 3 000 Enterprise Pathology Laboratory Dec 2018 29 023 — 269 — Information System(e) Flinders Medical Centre — Neonatal Dec 2019 17 185 819 5 500 9 479 Unit Flinders Medical Centre Dec 2019 182 741 100 2 279 1 246 Redevelopment Lighthouse Lodge Kingston — Safety Jun 2020 1 000 600 400 1 000 Upgrades Lyell McEwin Hospital Emergency Jun 2022 58 000 12 000 1 500 12 700 Department Expansion Modbury Hospital — High n.a. — — — 5 000 Dependency Unit(f) Modbury Hospital — Upgrades and Dec 2021 96 581 31 791 7 000 17 663 Additional Services Modbury Hospital Redevelopment Jun 2020 30 982 6 210 1 000 5 900 Mount Gambier Renal Dialysis Jun 2020 2 100 1 650 750 1 500 Murray Bridge Emergency Jun 2021 7 000 4 000 750 1 500 Department New Specialist Older Persons Mental n.a. — — — 9 700 Health Facility(g) Real Time Monitoring of Prescription Jun 2020 4 000 4 000 — — Medicine Regional Dialysis Services — Gawler Sep 2018 2 909 — 410 179 Rescue, Retrieval and Aviation Jun 2019 10 997 — 29 200 Services Base Royal Adelaide Hospital — Site Jun 2019 297 481 — 18 749 16 155 Works(h) SA Ambulance Service — Ambulance Jun 2019 14 010 — 2 061 4 373 Stations SA Ambulance Stretcher Sep 2018 11 003 — 55 — Replacement Program(i) SA Health Supply Distribution Jun 2020 7 774 7 320 149 7 007 Centre(j) SA Pathology consolidation into Jun 2020 19 648 14 073 5 273 10 600 Frome Rd(k) Strathalbyn Aged Care Jun 2021 12 400 10 500 300 500

2019-20 Agency Statements — Volume 3 15 Health and Wellbeing

Total 2018-19 Estimated project 2019-20 Estimated 2018-19 completion cost(a) Budget Result Budget Investments Quarter $000 $000 $000 $000 The Queen Elizabeth Hospital Jun 2023 263 650 63 158 18 000 20 172 Redevelopment Stage 3(l) Veterans’ Mental Health Precinct Jun 2019 14 938 — 52 200 Upgrade to existing Women's and Jun 2024 69 127 23 000 4 900 12 436 Children's Hospital Yorketown Surgical Services Jun 2020 300 100 200 300 Small Projects n.a 20 181 1 451 960 1 917 Total existing projects 1 413 030 196 732 86 268 161 727 Annual programs Bio-Medical Equipment n.a. n.a. 17 674 19 094 19 194 Department — Plant and Equipment n.a. n.a. — 100 — Health Units — Plant and Equipment n.a. n.a. — 178 — Hospitals and Health Units — Minor n.a. n.a. 14 058 13 623 18 125 Works Purchases from Special Purpose n.a. n.a. 5 000 5 000 5 000 Funds — Capital Grants SA Ambulance Service — Vehicle n.a. n.a. 9 003 4 491 7 122 Replacement Small Programs n.a. n.a. 7 191 6 271 6 567 Total annual programs 52 926 48 757 56 008 Total investing expenditure 1 510 268 286 116 135 171 217 735 (a) The total project cost is representative of the total project cost except where operating expenses associated with the project contribute additional costs greater than 10 per cent of the investing cost, whereby the full cost is then reflected as a further footnote below. (b) Project budget and timeframe incorporates delivery of dementia care and the brain and spinal rehabilitation works. Delivery of further works are expected to be confirmed in future. (c) The Country Cancer Services investment budget is now reflected as the Enterprise Cancer Prescribing System project. (d) The total project cost including operating project expenses for the Electronic Medical Records project is $247.9 million. On 29 January 2019, the Government announced a new electronic medical records system for South Australian hospitals following an independent review. The review recommended that SA Health reconfigure its underlying information technology systems. The new Electronic Medical Records project, will utilise two Allscript software programs, a patient administration program and an electronic medical record program. (e) The total project cost including operating project expenses for Enterprise Pathology Laboratory Information System is $34.2 million. (f) The Modbury Hospital High Dependency Unit budget is now reflected within the Modbury Hospital - Upgrades and Additional Services budget. (g) The New Specialist Older Persons Mental Health Facility budget is now reflected within the Repatriation Health Precinct Reactivation project budget. (h) The total project cost including operating project expenses for Royal Adelaide Hospital — Site Works is $576.3 million. (i) The total project cost including operating project expenses for SA Ambulance Stretcher Replacement Program is $13.4 million. (j) The total project cost including operating project expenses for SA Health Supply Distribution Centre is $10.0 million. (k) Project expenditure has been delayed to better align SA Pathology consolidation activities with the program of development of Lot Fourteen (former Royal Adelaide Hospital site). (l) The Queen Elizabeth Hospital service reconfiguration budget is reflected within The Queen Elizabeth Hospital Redevelopment Stage 3. $13.2 million has been transferred to the Repatriation Health Precinct Reactivation project from the previously announced $276.9 million project to support the transfer of scope for the construction of the new Brain and Spinal Rehabilitation facilities.

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Program 1: Policy, Clinical Services, System Improvement and Administration

Description/objective Responsible for health policy and promotion, clinical services and administration associated with the provision of health services across South Australia.

Sub-programs 1.1 Health Regulation and Protection

1.2 System Leadership and Design

1.3 Commissioning and Performance

1.4 Corporate and System Support Services

1.5 SA Mental Health Commission

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual $000 $000 $000 $000 Expenses Employee benefit expenses 202 043 199 831 189 077 190 030 Supplies and services 521 667 526 837 517 364 478 651 Depreciation and amortisation expenses 18 108 16 569 16 569 16 293 Borrowing costs 74 405 405 760 Grants and subsidies 24 176 23 958 20 846 26 188 Intra-government transfers 491 1 644 1 201 6 259 Other expenses 27 838 27 093 29 075 49 756 Total expenses 794 397 796 337 774 537 767 937 Income Commonwealth revenue 3 807 4 699 2 591 10 272 Intra-government transfers 8 299 8 643 8 267 2 394 Other grants 169 217 56 1 276 Fees, fines and penalties 1 161 1 042 1 042 1 092 Sales of goods and services 8 035 7 447 8 530 4 885 Interest revenues — — — 2 432 Net gain or loss from disposal of assets — — — 355 Resources received free of charge 21 745 21 179 23 179 22 598 Other income 1 800 1 749 1 749 1 488 Total income 45 016 44 976 45 414 46 792 Net cost of providing services 749 381 751 361 729 123 721 145 FTEs as at 30 June (No.) 1 364 1 658 1 365 1 613 (a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure.

2019-20 Agency Statements — Volume 3 17 Health and Wellbeing

Sub-program 1.1: Health Regulation and Protection

Description/objective

Responsible for health system regulation, licensing, disease control and emergency management associated with the provision of health services across South Australia.

Highlights 2018-19

• Established a stand-alone Chief Public Health Officer.

• Completed roll-out of Meningococcal B Immunisation Program for South Australian babies and young people.

• Completed first season of free influenza vaccines for children under 5 years and older than 6 months.

• Undertook planning for the establishment of Wellbeing SA.

Targets 2019-20

• Continue to effectively regulate and oversee South Australian health services and activities.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual $000 $000 $000 $000 Expenses 100 060 102 422 104 404 86 551 Income 26 988 27 072 28 639 28 475 Net cost of sub-program 73 072 75 350 75 765 58 076 FTEs as at 30 June (No.) 127 132 97 115 (a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure.

Explanation of significant movements

• The $2.4 million decrease in expenses between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

– decreased expenditure associated with the implementation of the Meningococcal B Immunisation Program for South Australia given the catch-up program implemented in 2018-19 ($6.5 million)

partially offset by

– annual indexation including enterprise agreement costs ($1.9 million)

– increased expenditure associated with the introduction of 'real-time' prescription monitoring to reduce the abuse of pharmaceutical drugs in South Australia announced as part of the 2018-19 Budget ($1.3 million).

• The $2.0 million decrease in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to lower than budgeted donated asset expense following a revision to the Commonwealth Government’s vaccine forecasts under the Essential Vaccines National Partnership Agreement.

• The $1.6 million decrease in revenue between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to lower than budgeted vaccines received free of charge from the Commonwealth Government under the Essential Vaccines National Partnership Agreement.

• The $15.9 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to additional funding provided in 2018-19 for the implementation of the Meningococcal B Immunisation Program for South Australia.

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Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of food businesses in compliance with food safety 95% 95% 95% 95% standards No. of expiation notices served under Tobacco Products 10 10 10 14 Regulation Act 1997 No. of premises inspected for compliance with the 500 500 500 529 Tobacco Products Regulation Act 1997 % compliance with legislative standards for tobacco: • Metropolitan 90% 90% 90% 90% • Country 90% 90% 90% 90% % of initial health risk assessments provided to the 100% 100% 100% 100% Environment Protection Authority within two months of receipt of soil contamination data No. of food samples analysed 800 800 800 1 012 The number of samples collected each year is made up of planned surveys and samples collected as part of food borne disease investigations. No. of food inspections conducted in areas not covered 139 139 139 158 by local governments % of water quality Type 1 incidents that were actioned 100% 100% 100% 100% within 24 hours

Sub-program 1.2: System Leadership and Design

Description/objective Responsible for the coordination of health system leadership with a strategic focus on horizon scanning, directional strategy, integrated system planning, strategic policy and system intelligence associated with health services across South Australia.

Highlights 2018-19

• Local Health Network Board Governance framework established under the Health Care Act 2008 pursuant to the Health Care (Governance) Amendment Act 2018.

• Appointed board members to 10 Local Health Network Boards.

• A palliative care clinicians’ expert working group was formed and an audit of unmet needs has been completed.

• Provisions were created in the Office for the Ageing (Adult Safeguarding) Amendment Act 2018 to establish an Adult Safeguarding Unit.

• Undertook consultation with stakeholders on the SA Health Aboriginal Health Care Framework.

• Undertook an assessment of a suicide registry model for implementation and finalised engagement and establishment of pathways for data collection.

Targets 2019-20

• Continue to implement a Model of Care for extended 24/7 community based palliative care.

• Commence operations of the Adult Safeguarding Unit within the Office for Ageing Well.

• Implement the Aboriginal Community and Consumer Engagement Framework.

2019-20 Agency Statements — Volume 3 19 Health and Wellbeing

• Implement the Aboriginal Cultural Respect and Capability Framework.

• Develop the State Ageing Plan 2020-2024.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual $000 $000 $000 $000 Expenses 42 730 44 096 42 463 41 271 Income 2 550 2 168 2 168 2 327 Net cost of sub-program 40 180 41 928 40 295 38 944 FTEs as at 30 June (No.) 120 126 177 209 (a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure.

Explanation of significant movements

• The $1.4 million decrease in expenses between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

– growth in 2019-20 savings targets ($0.7 million)

– once-off 2018-19 grant expenditure associated with the development of a Mental Health Suicide Prevention Strategy ($0.3 million).

• The $1.6 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

– increased expenditure associated with administering the Commonwealth Aged Care Assessment Program ($1.0 million)

– once-off grant expenditure associated with the development of a Mental Health Suicide Prevention Strategy ($0.3 million).

• The $2.8 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to:

– annual indexation including enterprise agreement costs ($1.2 million)

– increased expenditure associated with the development of both prevention and postvention services to support people bereaved by suicide ($0.6 million)

– increased expenditure associated with the development of the Adult Safeguarding Unit ($0.5 million).

Sub-program 1.3: Commissioning and Performance

Description/objective Responsible for the coordination of health system management with an operational focus on integrated commissioning, purchasing, performance management, and relationship management for all providers of public health services across South Australia.

Highlights 2018-19

• Undertook planning for the establishment of the Commission on Excellence and Innovation in Health.

Targets 2019-20

• Extend the development, expansion and operational reach of the Quality, Information and Performance Hub.

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2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual $000 $000 $000 $000 Expenses 161 632 160 065 159 479 154 000 Income 8 095 7 606 7 445 7 719 Net cost of sub-program 153 537 152 459 152 034 146 281 FTEs as at 30 June (No.) 149 164 200 237 (a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure.

Explanation of significant movements

• The $1.6 million increase in expenses between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to increased expenditure associated with implementing a Statewide Enterprise Chemotherapy Prescribing system.

• The $6.1 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to:

– annual indexation including enterprise agreement costs ($4.1 million)

– increased expenditure associated with commencing the Intensive Home Based Services program ($1.3 million)

– the establishment and ongoing operating costs of a new Commission on Excellence and Innovation in Health ($1.0 million).

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual No. of intern placements 262 262 262 255 The 2018-19 Target has been set in line with service needs and ability to provide appropriate supervision. % of children fully immunised at age 12 months 95% 94% 95% 94% Target is set at 95 per cent as this is the percentage coverage that is often required to interrupt transmission of disease and this target is nominated in the National Partnership Agreement. % of children fully immunised at age two years 95% 91% 93% 91%

No. of red blood cell packs issued to South Australia 56 670 57 330 56 320 55 363 No. of vaccines dispensed 900 000 900 000 900 000 905 794 No. of providers supplying valid vaccination information 3 000 3 200 2 720 3 621 to the Australian Immunisation Register AIR-06C Report Source: Australian Immunisation Register AIR-06C Report. No. of women screened for cervical cancer n.a. 136 272 137 950 140 979 Changes to the screening guidelines in December 2017 have resulted in the 2018-19 Target to be reset based on the reduction in eligible population. There is no 2019-20 Target following the transfer of register services data collection to the National Cervical Screening Register as of June 2019. Moreover, changes in the age range that is eligible for screening and frequency of screening and eligible population for cervical screening requires a reassessment of the annual target.

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2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of women screened for cervical cancer in target n.a. 57% 52% 56% population (aged 20-69 years) every 24 months There is no 2019-20 Target following the transfer of register services data collection to the National Cervical Screening Register as of June 2019. Moreover, changes in the age range that is eligible for screening and frequency of screening (from two to five years) and eligible population for cervical screening requires a reassessment of the annual target. Average time for blood lead level results to be available 1 week 2 weeks 1 week 1 week % of Aboriginal mothers who smoke during pregnancy 40% n.a 40% n.a % Aboriginal women who gave birth and reported to 80% n.a 80% n.a have made seven or more antenatal visits % of Aboriginal mothers whose first antenatal care 80% n.a 80% n.a session occurred in the first trimester (<14 weeks)

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Target Actual % of children tested for blood lead levels in Port Pirie 87% 86% 88% 78% Aboriginal employment activities implemented: • no. of new recipients 16 14 10 13 • no. of scholarship graduates 7 9 9 5 • no. of Aboriginal scholarship participants 45 43 45 42 % Aboriginal people who leave hospital against medical 4.5% 5.1% 4.5% 5.1% advice or are discharged at their own risk Drug and Alcohol Services South Australia • no. of in-patient separations (non-hospital) 1 600 1 668 1 600 1 614 This indicator includes clients accessing withdrawal services and residential rehabilitation. • no. of outpatients attendances 34 000 34 662 34 000 34 984 This indicator reflects those clients registered with Drug and Alcohol Services South Australia as receiving outpatient counselling or Medication Assisted Treatment for Opioid Dependence. This indicator includes attendances across metropolitan and country services.

Sub-program 1.4: Corporate and System Support Services

Description/objective Responsible for delivery of services related to finance, procurement and supply, legal and policy, intergovernmental relations, aged care, media and communications, infrastructure and information technology.

Highlights 2018-19

• Completed an independent review of the Enterprise Patient Administration System programme. The report makes 36 recommendations which the government has accepted or accepted in principle.

• Released a new tender for a Statewide Enterprise Chemotherapy Prescribing System and commenced the evaluation process.

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Targets 2019-20

• Implement the recommendations from the independent review of the Enterprise Patient Administration System, including deployment of Sunrise Electronic Medical Records and Patient Administration System to two exemplar sites, the Royal Adelaide Hospital and Mount Gambier and Districts Health Service, with recommended improvements.

• Complete the procurement of a Statewide Chemotherapy Prescribing System and commence implementation activities.

• Commence activities to implement a Real Time Prescription Monitoring system for drugs of dependence.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual $000 $000 $000 $000 Expenses 487 873 487 700 466 133 483 956 Income 7 383 8 130 7 162 8 149 Net cost of sub-program 480 490 479 570 458 971 475 807 FTEs as at 30 June (No.) 957 1 225 880 1 042 (a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure.

Explanation of significant movements

• The $21.6 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

– expenditure associated with the Electronic Medical Records Project ($19.0 million)

– expenditure, and associated Commonwealth Government revenue, for the My Health Record project in 2018-19 ($1.0 million).

• The $3.7 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to:

– annual indexation including enterprise agreement costs ($9.0 million)

partially offset by

– growth in 2018-19 savings targets ($4.4 million)

– reduction in the provision for doubtful debts resulting from the change in accounting standards for AASB 9 Financial Instruments ($1.4 million).

Sub-program 1.5: SA Mental Health Commission

Description/objective The South Australian Mental Health Commission’s (SAMHC) role is to lead the implementation of the South Australian Mental Health Strategic Plan 2017-2022, engage with the community to increase mental health literacy and reduce stigma, influence policy and strategy and advocate for change, and commission and manage seed funding and pilot programs to support innovation and identify and promote research into mental health and wellbeing.

The governance arrangements supporting the functions of the SA Mental Health Commission are currently being reviewed.

2019-20 Agency Statements — Volume 3 23 Health and Wellbeing

Highlights 2018-19

• Completed an audit of mental health and wellbeing promotion and education initiatives conducted by South Australian Government agencies.

• Completed submissions to 10 federal/state investigations ensuring people with mental illness and their communities were included.

Targets 2019-20

• Implement Stage 2 of the South Australian Strategic Mental Health Plan 2017-2022.

• Establish a peer mental health workforce cooperative model and embed guidelines for the peer mental health workforce.

• Co-design a guide for mental health workers on how to engage respectfully with people who are Aboriginal and Torres Strait Islander.

• Implement an anti-stigma and help seeking mental health campaign in partnership with community partners.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses 2 102 2 054 2 058 2 159 Income — — — 122 Net cost of sub-program 2 102 2 054 2 058 2 037 FTEs as at 30 June (No.) 11 11 11 10

Explanation of significant movements No major variations.

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Program 2: Health Services

Description/objective The provision of hospital-based tertiary care and other acute services as well as rehabilitation, mental health and other community health services within the metropolitan and country areas, the provision of grants to non-government organisations for the provision of health services, and responsibility for Aboriginal controlled primary health services in Ceduna, Port Augusta and surrounding country areas.

Sub-programs 2.1 Central Adelaide Local Health Network

2.2 Northern Adelaide Local Health Network

2.3 Southern Adelaide Local Health Network

2.4 Women’s and Children’s Health Network

2.5 Barossa Hills Fleurieu Local Health Network

2.6 Eyre and Far North Local Health Network

2.7 Flinders and Upper North Local Health Network

2.8 Riverland Mallee Coorong Local Health Network

2.9 Limestone Coast Local Health Network

2.10 Yorke and Northern Local Health Network

2.11 SA Ambulance Service

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual $000 $000 $000 $000 Expenses Employee benefit expenses 3 762 463 3 779 469 3 650 532 3 681 646 Supplies and services 1 525 880 1 449 528 1 366 566 1 412 688 Depreciation and amortisation expenses 268 356 275 317 252 055 239 906 Borrowing costs 159 850 170 469 174 128 262 427 Grants and subsidies 10 193 15 504 10 474 11 115 Intra-government transfers 210 205 205 40 Other expenses 80 371 79 337 79 042 125 556 Total expenses 5 807 323 5 769 829 5 533 002 5 733 378 Income Commonwealth revenues 1 886 924 1 721 245 1 703 873 1 712 394 Intra-government transfers 12 743 14 692 13 116 22 054 Other grants 53 139 53 377 52 971 43 016 Fees, fines and penalties 285 370 293 171 Sales of goods and services 667 549 627 037 625 585 597 284 Interest revenue 5 482 5 482 5 482 4 431

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2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual $000 $000 $000 $000 Net gain or loss from disposal of assets 541 528 528 -2 617 Resources received free of charge 700 700 700 27 378 Other income 45 786 44 770 44 770 45 449 Total income 2 673 149 2 468 201 2 447 318 2 449 560 Net cost of providing services 3 134 174 3 301 628 3 085 684 3 283 818 FTEs as at 30 June (No.) 29 592 30 438 29 361 30 506 (a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure.

Sub-program 2.1: Central Adelaide Local Health Network

Description/objective The provision of hospital-based tertiary care including medical, surgical and other acute services, rehabilitation, mental and palliative health and other community health services to veterans and other persons living within the central Adelaide metropolitan area, and pathology, medical imaging and pharmacy services to hospital and community services throughout South Australia. The provision of dental and breast screening services to people living throughout South Australia.

Highlights 2018-19

• Development of the Central Adelaide Local Health Network Recovery Plan following a Diagnostic Review that was completed in the second quarter of the 2018-19 financial year.

• Decommissioning of the former Royal Adelaide Hospital and the Adelaide Dental Hospital.

• Progressed the stage 3 redevelopment of The Queen Elizabeth Hospital, including the construction of a new multi-deck car park with 500 spaces for consumers and visitors and clinical service and health facility planning.

• Improved our focus on Aboriginal health with the appointment of a Director of Aboriginal Health and Research Translation (in collaboration with the South Australian Health and Medical Research Institute and the University of South Australia); and enacted a Closing The Gap strategy; Reconciliation Action Plan and Model of Care for Aboriginal Prisoner Health.

• Developed a more flexible Allied Health workforce model to meet fluctuating demand through trialling a workforce model to help manage additional beds and increased acute activity over winter.

Targets 2019-20

• Progress implementation of the Central Adelaide Local Health Network Recovery Plan.

• Progress the planning and design for the clinical services building as part of stage 3 redevelopment at The Queen Elizabeth Hospital.

• Commence planning and engagement to progress the relocation of state-wide brain injury and spinal cord injury rehabilitation services from Hampstead Rehabilitation Centre to the Repatriation Health Precinct.

• Implementation of clinical improvement initiatives to improve patient flow and experience.

• Implementation and configuration of the remaining clinical functionality at the Royal Adelaide Hospital with the Sunrise Electronic Medical Records and Patient Administration System.

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• Complete the upgrade to The Queen Elizabeth Hospital cardiac catheterisation lab, restoring full 24/7 cardiac services to The Queen Elizabeth Hospital.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual $000 $000 $000 $000 Expenses 2 290 926 2 374 108 2 252 403 2 446 043 Income 1 096 432 981 267 954 044 950 784 Net cost of sub-program 1 194 494 1 392 841 1 298 359 1 495 259 FTEs as at 30 June (No.) 9 555 10 331 9 604 11 099 (a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure.

Explanation of significant movements

• The $83.2 million decrease in expenses between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

– growth in savings targets ($108.9 million)

– decreased 2019-20 expenses associated with the Royal Adelaide Hospital primarily associated with site works undertaken in 2018-19 ($6.8 million)

– reduced prison health expenditure at the Adelaide Remand Centre following the outsourcing of the management of the Centre ($2.7 million)

partially offset by

– annual indexation including enterprise agreements costs and funded growth in services ($62.0 million).

• The $115.2 million increase in revenue between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to growth in Commonwealth Government funding under the National Health Reform Agreement in 2019-20.

• The $121.7 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

– additional funding to meet the increased costs of providing hospital services ($89.4 million)

– increased Commonwealth Government Pharmaceutical Benefits Scheme expenditure, with associated revenue in administering medicines under the scheme, including those related to the treatment of cystic fibrosis and spinal muscular atrophy ($31.2 million)

– engagement costs associated with the appointment of KordaMentha in its role as implementation partner for the Central Adelaide Local Health Network Organisational and Financial Recovery Plan in 2018-19 ($11.1 million).

• The $27.2 million increase in revenue between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to increased Commonwealth Government Pharmaceutical Benefits Scheme revenue, with associated expenditure in administering medicines under the scheme, including those related to the treatment of cystic fibrosis and spinal muscular atrophy.

• The $71.9 million decrease in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to:

– reduced operational expenses associated with the Royal Adelaide Hospital as a result of changes to the finance lease interest rate and decreased operational expenses covering readiness, transition and site works ($164.4 million)

2019-20 Agency Statements — Volume 3 27 Health and Wellbeing

partially offset by

– annual indexation including enterprise agreement costs ($67.4 million)

– increased drug costs, with associated revenue in administering medicines under the Pharmaceutical Benefits Scheme, including those related to the treatment of cystic fibrosis and spinal muscular atrophy ($31.2 million).

• The $30.5 million increase in revenue between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to increased drug revenue, with associated expenditure in administering medicines under the Pharmaceutical Benefits Scheme, including those related to the treatment of cystic fibrosis and spinal muscular atrophy.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 84% 100% 81% • semi-urgent (90 days) >=97% 74% 100% 66% • non-urgent (1 year) >=95% 83% 100% 78% The 2018-19 Estimated Result reflects data as at year to date February 2019. Patients overdue for elective surgery procedures as at — 1 298 — 944 30 June The 2018-19 Estimated Result reflects data as at the end of February 2019. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) >= 80% 43% >80% 44% • urgent (30 minutes) >= 75% 40% >75% 45% • semi-urgent (60 minutes) >= 70% 60% >70% 61% • non-urgent (120 minutes) >= 70% 87% >70% 86% • overall >= 80% 48% 80% 53% The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients seen, treated, discharged or admitted 90% 51% 90% 50% within four hours The 2018-19 Estimated Result reflects data as at year to date February 2019. Day of surgery admission rate: • Royal Adelaide Hospital 95% 82% 95% 81% • The Queen Elizabeth Hospital 95% 88% 95% 85% This indicator measures the % of elective overnight stay patients who had surgery on the day of their admission to hospital. Higher day of surgery rates are associated with improved patient access and outcomes (e.g. lower infection rates). The 2018-19 Estimated Result reflects data as at year to date February 2019. Relative stay index: • Royal Adelaide Hospital <=1.000 1.110 <=1.000 1.200

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2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual

• The Queen Elizabeth Hospital <=1.000 1.020 <=1.000 1.020 This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2018-19 Estimated Result reflects data as at year to date February 2019. % of potentially preventable admissions 8.0% 7.4% 8.0% 8.3% This indicator measures the number of hospital admissions for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (e.g. influenza), potentially preventable acute (e.g. kidney infection) and potentially preventable chronic conditions (e.g. asthma). The 2018-19 Estimated Result reflects data as at year to date February 2019. % change in hospital separations compared with last year 3.1% 10.2% 5.1% 4.9% The 2018-19 Estimated Result reflects data as at year to date December 2018 in comparison with the same period last year. Total no. of women screened for breast cancer 99 242 96 373 99 242 92 591 This indicator measures the total number of mammograms performed within the financial year. The 2018-19 Target included additional support provided by the Commonwealth Government for expansion of the target age group to women aged 50 to 74 years. Breast screening participation rate for women aged 50 to 60.7% 58.8% 59.6% 59.7% 74 years of age (every 24 months) The 2018-19 Estimated Result (for the 24 months to 30 June 2019) is based on the actual number of women aged 50 to 74 years screened for the period as a percentage of the Australian Bureau of Statistics Estimated Resident Population as at 30 June 2018. The rate previously reported was for women aged 50 to 69 years. BreastScreen SA is working towards the current BreastScreen Australia National Accreditation Standards (2015) that at least 70 per cent of women aged 50 to 69 years are screened over a 24-month period and that the percentage of women aged 50 to 74 years screened over a 24-month period is monitored and reported. Consumer experience level: • Being heard — views and concerns 85% 87% 85% 85% • Being heard — involvement in treatment and care 85% 85% 85% 77% • Feeling cared about by staff 85% 92% 85% 87% • Being kept informed 85% 85% 85% 82% • Overall quality 85% 91% 85% 90% The SA Consumer Experience Surveillance System (SACESS) transitioned to the Australian Hospital Patient Experience Question Set (AHPEQS) in January 2018. As such, the indicators have been rebased to reflect the new data set being used. • SA Dental Service average adult waiting time (months): • restorative 11 13 12 9 • denture 11 11 13 10 • specialist 13 13 21 20 The waiting list actual results for the end of 2017-18 are improved from the previously set targets due to the impact of significant additional funding under the NPA on Public Dental Services for Adults. The effect of the funding was not factored into the target setting process as the NPA was not in place at the time of setting targets.

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Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual National Weighted Activity Units 203 852 204 709 203 838 198 970 The figures have been modelled in the standard applicable to 2018-19 (NWAU18) to permit comparisons across years. SA Dental Service total hours of service: • school dental 117 000 69 061 120 000 119 131 • adult dental 160 000 102 079 155 000 174 780 The adult dental hours of service actual outcomes for the end of 2017-18 are significantly improved from the previously set targets due to the impact of significant additional funding under the NPA on Public Dental Services for Adults. Hours of service for the 2018-19 Estimated Result are anticipated to deteriorate compared to 2018-19 Projection predominantly due to the impact of the level of funding from the current National Partnership Agreement on Adult Public Dental Services. No. of diagnostic tests provided by SA Pathology n.a. 9 734 256 n.a 5 237 077 SA Pathology's laboratory information system was replaced in 2017-18. Number of diagnostic tests have been defined differently within the new Millennium laboratory system and cannot be directly compared against countable items recorded in the previous ULTRA laboratory system. A full year's worth of comparable data will not be available until the end of 2018-19 financial year when the system has been rolled out at all sites for a year. Comparative data will not be available until the end of 2019-20.

Sub-program 2.2: Northern Adelaide Local Health Network

Description/objective The provision of hospital-based tertiary care including medical, surgical and other acute services, rehabilitation, mental and palliative health and other community health services to veterans and other persons living within the northern Adelaide metropolitan area.

Highlights 2018-19

• Established a Clinical Working Party to progress plans for the re-establishment of High Dependency Unit at Modbury Hospital.

• Completed the scope and design elements of the Acute Medical Unit, purpose built Palliative Care Unit and Emergency Extended Care Unit at Modbury Hospital.

• Successfully operationalised the digital mammography and MRI equipment at Modbury Hospital.

• Commenced the design, development and registration of interest for Managing Contractors as part of the Stage 2 Lyell McEwin Hospital Emergency Department expansion.

• Opened an interim Mental Health Assessment Unit ahead of the construction and commissioning of a new $5.5 million Mental Health Assessment Unit at Lyell McEwin Hospital.

• Successfully introduced Telemedicine into Watto Purrunna sites to improve timeliness of access and provide clinical services closer to home for Aboriginal people.

• Implemented the Geriatrics in the Home Program.

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Targets 2019-20

• Progress redevelopment works at Modbury Hospital, including opening eight Extended Emergency Care Unit beds.

• Complete the scope, design and procurement to construct a new outpatient department building and a High Dependency Unit at Modbury Hospital.

• Complete the scope, design and procurement to construct the Emergency Department expansion and permanent Mental Health Assessment Unit at Lyell McEwin Hospital.

• Implement the NALHN Aboriginal Workforce Plan and Closing the Gap initiatives, including early detection and prevention of chronic conditions and fast tracked audiology and ear, nose and throat intervention.

• Establish a 10 bed Forensic Secure Inpatient Unit at Glenside Campus.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual $000 $000 $000 $000 Expenses 746 551 710 742 691 119 688 135 Income 312 124 283 969 287 768 284 869 Net cost of sub-program 434 427 426 773 403 351 403 266 FTEs as at 30 June (No.) 3 771 3 783 3 561 3 608 (a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure.

Explanation of significant movements

• The $35.8 million increase in expenses between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

– annual indexation including enterprise agreements costs and funded growth in services ($47.4 million) partially offset by

– growth in savings targets ($3.1 million).

• The $28.2 million increase in revenue between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

– growth in Commonwealth Government funding under the National Health Reform Agreement in 2019-20 ($23.7 million)

– annual indexation on provision of services and additional car parking fee revenue ($2.5 million).

• The $19.6 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to additional funding to meet the increased costs of providing hospital services.

• The $22.6 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to:

– annual indexation including enterprise agreements costs ($20.0 million)

– increased expenditure associated with reducing the elective surgery waiting list as announced in the 2018-19 Budget ($3.4 million).

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Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 90% 100% 86% • semi-urgent (90 days) >=97% 83% 100% 81% • non-urgent (1 year) >=95% 89% 100% 85% The 2018-19 Estimated Result reflects data as at year to date February 2019. Patients overdue for elective surgery procedures as at — 209 — 1 30 June The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) >= 80% 53% >80% 66% • urgent (30 minutes) >= 75% 35% >75% 36% • semi-urgent (60 minutes) >= 70% 46% >70% 45% • non-urgent (120 minutes) >= 70% 82% >70% 82% • overall >= 80% 42% 80% 47% The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients seen, treated, discharged or admitted (visit 90% 47% 90% 49% times) in emergency departments within four hours The 2018-19 Estimated Result reflects data as at year to date February 2019. Day of surgery admission rate: • Lyell McEwin Hospital 95% 94% 95% 97% • Modbury Hospital 95% 100% 95% 99% This indicator measures the % of elective overnight stay patients who had surgery on the day of their admission to hospital. Higher day of surgery rates are associated with improved patient access and outcomes (e.g. lower infection rates). The 2018-19 Estimated Result reflects data as at year to date February 2019. Relative stay index: • Lyell McEwin Hospital <=1.000 0.940 <=1.000 0.950 • Modbury Hospital <=1.000 0.660 <=1.000 0.660 This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2018-19 Estimated Result reflects data as at year to date February 2019. % of potentially preventable admissions 8.0% 10.3% 8.5% 11.7% This indicator measures the number of hospital admissions for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (e.g. influenza), potentially preventable acute (e.g. kidney infection) and potentially preventable chronic conditions (e.g. asthma). The 2018-19 Estimated Result reflects data as at year to date January 2019.

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2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % change in hospital separations compared with last year 4.5% -8.6% 3.4% 1.7% The 2018-19 Estimated Result reflects data as at year to date December 2019. Consumer experience level: • Being heard - views and concerns 85% 80% 85% 82% • Being heard - involvement in treatment and care 85% 82% 85% 83% • Feeling cared about by staff 85% 85% 85% 85% • Being kept informed 85% 82% 85% 86% • Overall quality 85% 87% 85% 91% The SA Consumer Experience Surveillance System (SACESS) transitioned to the Australian Hospital Patient Experience Question Set (AHPEQS) in January 2018. As such, the indicators have been rebased to reflect the new data set being used.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual National Weighted Activity Units 108 885 109 341 100 863 103 418 The figures have been modelled in the standard applicable to 2018-19 (NWAU18) to permit comparisons across years.

Sub-program 2.3: Southern Adelaide Local Health Network

Description/objective The provision of hospital-based tertiary care including medical, surgical and other acute services, rehabilitation, mental and palliative health and other community health services to veterans and other persons living within the southern Adelaide metropolitan area.

Highlights 2018-19

• Opened the Rehab A facility within the Repatriation Health Precinct in December 2018 which supports patients awaiting National Disability Insurance Scheme plans and funding and those awaiting Transitional Care placements.

• Opened the 12 bed Acute Medical Short Stay Unit at Noarlunga Hospital.

• Established a number of innovative multidisciplinary clinics which improved accessibility to services. This included the Wide Awake surgical procedure clinic; plastic/hand therapy clinics; and nurse-led positive FTIT (Faecal Occult Blood) clinics at Noarlunga Hospital and Flinders Medical Centre.

• Developed a new model of care and service plans relating to Adult Community Mental Health reform.

• Commenced an ‘Out of Hospital’ service pilot in collaboration with the Royal District Nursing Service

• Opened the Neonatal Unit at Flinders Medical Centre in July 2018.

• Undertook consultation and developed a master plan for the Repatriation Health Precinct.

Targets 2019-20

• Implement the Adult Community Mental Health reform’s new model of care and service plans.

• Complete a feasibility assessment for basing a southern community midwifery service as part of a Women’s and Children’s health hub at the Noarlunga Health precinct, including clinical services planning specific for the women and children population in the outer south.

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2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual $000 $000 $000 $000 Expenses 1 066 179 1 040 201 988 576 998 088 Income 478 929 451 069 451 716 446 053 Net cost of sub-program 587 250 589 132 536 860 552 035 FTEs as at 30 June (No.) 6 105 6 117 6 065 5 739 (a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure.

Explanation of significant movements

• The $26.0 million increase in expenses between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

– annual indexation including enterprise agreements costs and funded growth in services ($52.6 million) partially offset by

– growth in savings targets ($12.2 million).

• The $27.9 million increase in revenue between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

– growth in Commonwealth Government funding under the National Health Reform Agreement in 2019-20 ($25.4 million)

– annual indexation on provision of services and additional car parking fee revenue ($3.9 million).

• The $51.6 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

– additional funding to meet the increased costs of providing hospital services ($49.5 million)

– increased expenditure associated with establishing the Statewide Eating Disorders Service ($5.0 million).

• The $42.1 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to:

– annual indexation including enterprise agreements costs ($34.3 million)

– increased expenditure associated with reducing the elective surgery waiting list as announced in the 2018-19 Budget ($5.0 million).

• The $5.0 million increase in revenue between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to increased Commonwealth Government revenue associated with establishing the Statewide Eating Disorders Service in 2018-19.

34 2019-20 Agency Statements — Volume 3 Health and Wellbeing

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 95% 100% 82% • semi-urgent (90 days) >=97% 77% 100% 75% • non-urgent (1 year) >=95% 82% 100% 84% The 2018-19 Estimated Result reflects data as at year to date February 2019. Patients overdue for their elective surgery procedures as — 427 — 205 at 30 June The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) >= 80% 64% >80% 93% • urgent (30 minutes) >= 75% 46% >75% 33% • semi-urgent (60 minutes) >= 70% 68% >70% 71% • non-urgent (120 minutes) >= 70% 92% >70% 93% • overall >= 80% 59% 80% 61% The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients seen, treated, discharged or admitted 90% 56% 90% 57% within four hours The 2018-19 Estimated Result reflects data as at year to date February 2019. Day of surgery admission rate: • Flinders Medical Centre 95% 88% 95% 88% • Noarlunga Health Service 95% 100% 95% 98% This indicator measures the percentage of elective overnight stay patients who had surgery on the day of their admission to hospital. Higher day of surgery rates are associated with improved patient access and outcomes (e.g. lower infection rates). The 2018-19 Estimated Result reflects data as at year to date February 2019. Relative stay index: • Flinders Medical Centre <=1.000 0.990 <=1.000 0.970 • Noarlunga Health Service <=1.000 0.680 <=1.000 0.700 This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2018-19 Estimated Result reflects data as at year to date February 2019. % of potentially preventable admissions 8.0% 7.7% 8.0% 8.1% This indicator measures the number of hospital admissions for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (e.g. influenza), potentially preventable acute (e.g. kidney infection) and potentially preventable chronic conditions (e.g. asthma). The 2018-19 Estimated Result reflects data as at year to date January 2019. % change in hospital separations compared with last year 5.8% -3.3% 2.8% 3.2%

2019-20 Agency Statements — Volume 3 35 Health and Wellbeing

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual Consumer experience level: • Being heard — views and concerns 85% 85% 85% 84% • Being heard — involvement in treatment and care 85% 81% 85% 81% • Feeling cared about by staff 85% 89% 85% 88% • Being kept informed 85% 82% 85% 81% • Overall quality 85% 89% 85% 87% The SA Consumer Experience Surveillance System (SACESS) transitioned to the Australian Hospital Patient Experience Question Set (AHPEQS) in January 2018. As such, the indicators have been rebased to reflect the new data set being used.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual National Weighted Activity Units 158 107 158 771 157 851 154 683 The figures have been modelled in the standard applicable to 2018-19 (NWAU18) to permit comparisons across years. No. of people receiving aged care assessments 15 913 15 723 15 450 14 728

Sub-program 2.4: Women’s and Children’s Health Network

Description/objective The provision of hospital, mental and community health services to children, youth and women across the state.

Highlights 2018-19

• The New Women's and Children's Hospital Taskforce developed a Preliminary Report on the new Women’s and Children’s Hospital co-located with the Royal Adelaide Hospital, identifying the preferred site for the new hospital immediately adjacent to the Royal Adelaide Hospital.

• Opened the new Medical Day Unit and Renal Dialysis Unit at the Women’s and Children’s Hospital in October 2018.

• Implemented Intervention Bundles of Practices which was developed in collaboration with Women’s Healthcare Australasia which are known to reduce perineal injury from third and fourth degree tears during child birth.

• Implemented a zero tolerance to racism and discrimination campaign.

Targets 2019-20

• Progress the implementation of the infrastructure and services sustainment strategy for the existing Women’s and Children’s Hospital site, including the Surgical Theatre and Emergency Department redevelopment.

• Develop a detailed business case to build a new Women’s and Children’s Hospital co-located with the Royal Adelaide Hospital.

• Develop a detailed service plan for current and future clinical services and models of care.

36 2019-20 Agency Statements — Volume 3 Health and Wellbeing

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual $000 $000 $000 $000 Expenses 460 148 453 301 443 506 437 031 Income 186 084 173 190 174 211 174 533 Net cost of sub-program 274 064 280 111 269 295 262 498 FTEs as at 30 June (No.) 2 747 2 761 2 745 2 743 (a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure.

Explanation of significant movements

• The $6.9 million increase in expenses between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

– annual indexation including enterprise agreements costs and funded growth in services ($17.2 million) partially offset by

– growth in savings targets ($8.3 million).

• The $12.9 million increase in revenue between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to growth in Commonwealth Government funding under the National Health Reform Agreement.

• The $9.8 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

– additional funding to meet the increased costs of providing hospital services ($7.4 million)

– increased expenditure, and associated Commonwealth Government revenue, in administering the BloodSafe eLearning Australia Program ($1.2 million).

• The $16.3 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to:

– annual indexation including enterprise agreements costs ($15.2 million)

– increased expenditure associated with reducing the elective surgery waiting list as announced in the 2018-19 Budget ($1.8 million).

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 100% 100% 100% • semi-urgent (90 days) >=97% 98% 100% 98% • non-urgent (1 year) >=95% 99% 100% 99% The 2018-19 Estimated Result reflects data as at year to date February 2019. Patients overdue for their elective surgery procedures as — — — — at 30 June The 2018-19 Estimated Result reflects data as at year to date February 2019.

2019-20 Agency Statements — Volume 3 37 Health and Wellbeing

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) >= 80% 96% >80% 93% • urgent (30 minutes) >= 75% 34% >75% 33% • semi-urgent (60 minutes) >= 70% 38% >70% 37% • non-urgent (120 minutes) >= 70% 78% >70% 77% • overall >= 80% 46% 80% 43% The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients seen, treated, discharged or admitted 90% 72% 90% 73% within four hours The 2018-19 Estimated Result reflects data as at year to date February 2019. Day of surgery admission rate • Women’s and Children’s Network 95% 96% 95% 97% This indicator measures the percentage of elective overnight stay patients who had surgery on the day of their admission to hospital. Higher day of surgery rates are associated with improved patient access and outcomes (e.g. lower infection rates). The 2019-20 Estimated Result reflects data as at year to date February 2019. Relative stay index <=1.000 1.002 <=1.000 1.034 This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2018-19 Estimated Result reflects data as at year to date February 2019. % of potentially preventable admissions 8.0% 9.0% 8.5% 9.4% This indicator measures the number of hospital admissions for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (e.g. influenza), potentially preventable acute (e.g. kidney infection) and potentially preventable chronic conditions (e.g. asthma). The 2018-19 Estimated Result reflects data as at year to date January 2019. % change in hospital separations compared with last year 0.0% 6.4% 0.3% 0.6% Consumer experience level: • Being heard — views and concerns 85% 84% 85% 82% • Being heard — involvement in treatment and care 85% 92% 85% 92% • Feeling cared about by staff 85% 90% 85% 84% • Being kept informed 85% 89% 85% 87% • Overall quality 85% 91% 85% 93% The SA Consumer Experience Surveillance System (SACESS) transitioned to the Australian Hospital Patient Experience Question Set (AHPEQS) in January 2018. As such, the indicators have been rebased to reflect the new data set being used.

38 2019-20 Agency Statements — Volume 3 Health and Wellbeing

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual National Weighted Activity Units 53 180 53 404 56 517 54 211 The figures have been modelled in the standard applicable to 2018-19 (NWAU18) to permit comparisons across years.

Sub-program 2.5: Barossa Hills Fleurieu Local Health Network

Description/objective The provision of health and related services across the Barossa Hills Fleurieu region including primary health services to Aboriginal communities.

Highlights 2018-19

• Formal Plans developed for maintenance sustainment and fire compliance projects.

• Drafted a Rural Health Workforce Strategy Project Framework and commenced work on a Broad Services Plan and Rural Health Workforce Plan.

Targets 2019-20

• Plan the Strathalbyn 24 bed nursing home.

• Determine the future of the Kalimna site.

• Implement the Mount Barker Renal Service.

• Develop a business case to assess the need and viability of a new Barossa Hospital.

• Support efforts for general practitioner recruitment and retention in the Barossa Hills Fleurieu area.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual(b) $000 $000 $000 $000 Expenses 244 708 228 472 215 726 219 738 Income 90 238 89 098 87 408 92 415 Net cost of sub-program 154 470 139 374 128 318 127 323 FTEs as at 30 June (No.) 1 584 1 592 1 582 1 556

(a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure. (b) Due to the centralisation of revenue and expenditure within the previously consolidated Country Health SA Local Health Network entity, the 2017-18 Actuals have been derived proportionately against the 2018-19 Estimated Result.

Explanation of significant movements

• The $16.2 million increase in expenses between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

– annual indexation including enterprise agreements costs and funded growth in services ($9.2 million)

– increased expenditure associated with implementing the rural health workforce strategy ($2.7 million)

– increased expenditure associated with expanding country cancer services ($1.7 million).

2019-20 Agency Statements — Volume 3 39 Health and Wellbeing

• The $12.7 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to additional funding to meet the increased costs of providing hospital services.

• The $8.7 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to:

– annual indexation including enterprise agreements costs ($5.9 million)

– increased expenditure associated with reducing the elective surgery waiting list as announced in the 2018-19 Budget ($0.7 million).

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 100% 100% 100% • semi urgent (90 days) >=97% 100% 100% 100% • non urgent (1 year) >=95% 100% 100% 100% The 2018-19 Estimated Result reflects data as at year to date February 2019. Patients overdue for elective surgery procedures as at — — — — 30 June The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) >= 80% 96% >= 80% 93% • urgent (30 minutes) >= 75% 96% >= 75% 93% • semi urgent (60 minutes) >= 70% 98% >= 70% 95% • non urgent (120 minutes) >= 70% 99% >= 70% 98% • Overall >= 80% 96% >= 80% 77% The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients seen, treated, discharged or admitted 90% 90% 90% 92% within four hours The 2018-19 Estimated Result reflects data as at year to date February 2019. Relative stay index: • Gawler Hospital <=1.000 0.928 <=1.000 0.985 This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2018-19 Estimated Result reflects data as at year to date February 2019. % of potentially preventable admissions 8.0% 9.4% 8.5% 8.3% This indicator measures the number of hospital admissions for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (e.g. influenza), potentially preventable acute (e.g. kidney infection) and potentially preventable chronic conditions (e.g. asthma). The 2018-19 Estimated Result reflects data as at year to date January 2019. % change in hospital separations compared with last year 13.2% 0.5% 4.8% 19.6%

40 2019-20 Agency Statements — Volume 3 Health and Wellbeing

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual Consumer experience level: • Being heard - views and concerns 85% n.a. 85% n.a. • Being heard - involvement in treatment and care 85% n.a. 85% n.a. • Feeling cared about by staff 85% n.a. 85% n.a. • Being kept informed 85% n.a. 85% n.a. • Overall quality 85% n.a. 85% n.a. The SA Consumer Experience Surveillance System (SACESS) transitioned to the Australian Hospital Patient Experience Question Set (AHPEQS) in January 2018. As such, the indicators have been rebased to reflect the new data set being used. There is no data available for the Barossa Hills Fleurieu given this transition to the new data set.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Target Actual National Weighted Activity Units 18 677 18 755 16 828 17 880 The figures have been modelled in the standard applicable to 2018-19 (NWAU18) to permit comparisons across years. PATS • no. of claimants 16 300 16 000 16 300 15 499 • no. of payments 46 500 45 600 45 600 43 762 The Patient Assistance Transport Scheme provides some financial reimbursement to country patients and approved escorts with the cost of travel and accommodation when they are required to travel over 100 kilometres (each way) to receive specialist medical treatment that is not available at their nearest centre. For each claimant, there may be multiple payments made. At present there is no functionality to record the claims against an individual region as PATS is managed as a statewide service therefore it will remain within the Regional Office which is part of Barossa Hills Fleurieu Local Health Network.

Sub-program 2.6: Eyre and Far North Local Health Network

Description/objective The provision of health and related services across the Eyre and Far North region including primary health services to Aboriginal communities.

Highlights 2018-19

• Formal Plans developed for maintenance sustainment and fire compliance projects.

• Drafted a Rural Health Workforce Strategy Project Framework and commenced work on a Broad Services Plan and Rural Health Workforce Plan.

Targets 2019-20

• Implement medium level cancer services in Port Lincoln.

• Expand renal services in Ceduna.

• Support efforts for general practitioner recruitment and retention in the Upper Eyre Peninsula area.

2019-20 Agency Statements — Volume 3 41 Health and Wellbeing

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual(b) $000 $000 $000 $000 Expenses 103 820 102 067 99 440 98 166 Income 82 896 79 732 80 386 82 701 Net cost of sub-program 20 924 22 335 19 054 15 465 FTEs as at 30 June (No.) 665 669 661 654

(a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure. (b) Due to the centralisation of revenue and expenditure within the previously consolidated Country Health SA Local Health Network entity, the 2017-18 Actuals have been derived proportionately against the 2018-19 Estimated Result.

Explanation of significant movements

• The $3.2 million increase in revenue between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to growth in Commonwealth Government funding under the National Health Reform Agreement in 2019-20.

• The $2.6 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to additional funding to meet increased costs of providing hospital services.

• The $3.9 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to annual indexation including enterprise agreements costs.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 100% 100% 100% • semi urgent (90 days) >=97% 100% 100% 100% • non -urgent (1 year) >=95% 100% 100% 100% The 2018-19 Estimated Result reflects data as at year to date February 2019. Patients overdue for elective surgery procedures as at — — — — 30 June The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) >= 80% 99% >= 80% 98% • urgent (30 minutes) >= 75% 99% >= 75% 99% • semi urgent (60 minutes) >= 70% 97% >= 70% 96% • non urgent (120 minutes) >= 70% 100% >= 70% 99% • overall >= 80% 96% >= 80% 98% The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients seen, treated, discharged or admitted 90% 98% 90% 97% within four hours The 2018-19 Estimated Result reflects data as at year to date February 2019.

42 2019-20 Agency Statements — Volume 3 Health and Wellbeing

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual Relative stay index: • Port Lincoln Health Service <=1.000 0.953 <=1.000 0.994 This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2018-19 Estimated Result reflects data as at year to date February 2019. % of potentially preventable admissions 8.0% 8.1% 8.5% 9.2% This indicator measures the number of hospital admissions for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (e.g. influenza), potentially preventable acute (e.g. kidney infection) and potentially preventable chronic conditions (e.g. asthma). The 2018-19 Estimated Result reflects data as at year to date January 2019. % change in hospital separations compared with last year 8.6% 8.5% 4.8% 1.6% Consumer experience level: • Being heard - views and concerns 85% 89% 85% 94% • Being heard - involvement in treatment and care 85% 96% 85% 94% • Feeling cared about by staff 85% 96% 85% 94% • Being kept informed 85% 90% 85% 100% • Overall quality 85% 96% 85% 98% The SA Consumer Experience Surveillance System (SACESS) transitioned to the Australian Hospital Patient Experience Question Set (AHPEQS) in January 2018. As such, the indicators have been rebased to reflect the new data set being used.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Target Actual National Weighted Activity Units 6 409 6 436 5 309 5 875 The figures have been modelled in the standard applicable to 2018-19 (NWAU18) to permit comparisons across years.

Sub-program 2.7: Flinders and Upper North Local Health Network

Description/objective The provision of health and related services across the Flinders and Upper North region including primary health services to Aboriginal communities.

Highlights 2018-19

• Formal Plans developed for maintenance sustainment and fire compliance projects.

• Drafted a Rural Health Workforce Strategy Project Framework and commenced work on a Broad Services Plan and Rural Health Workforce Plan.

• Increased ambulatory Tier 2 occasions of service, including tele-health based services across this region.

2019-20 Agency Statements — Volume 3 43 Health and Wellbeing

Targets 2019-20

• Complete renal development works at the Whyalla Hospital.

• Finalise the Whyalla/Port Augusta service planning project.

• Commence planning for the Whyalla Emergency Department/High Dependency Unit redevelopment.

• Support efforts for general practitioner recruitment and retention in the Flinders and Upper North area.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual(b) $000 $000 $000 $000 Expenses 141 015 136 732 134 263 131 505 Income 67 012 64 877 65 318 67 292 Net cost of sub-program 74 003 71 855 68 945 64 213 FTEs as at 30 June (No.) 694 698 689 679

(a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure. (b) Due to the centralisation of revenue and expenditure within the previously consolidated Country Health SA Local Health Network entity, the 2017-18 Actuals have been derived proportionately against the 2018-19 Estimated Result.

Explanation of significant movements

• The $4.3 million increase in expenses between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to annual indexation including enterprise agreements costs and funded growth in services.

• The $2.1 million increase in revenue between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to growth in Commonwealth Government funding under the National Health Reform Agreement in 2019-20.

• The $2.5 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to additional funding to meet increased costs of providing hospital services.

• The $5.2 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to annual indexation including enterprise agreements costs.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 99% 100% 100% • semi urgent (90 days) >=97% 100% 100% 100% • non -urgent (1 year) >=95% 82% 100% 77% The 2018-19 Estimated Result reflects data as at year to date February 2019. The 2018-19 Estimated Result reflects data as at year to date February 2019. Patients overdue for elective surgery procedures as at — 1 — — 30 June The 2018-19 Estimated Result reflects data as at year to date February 2019. The 2018-19 Estimated Result reflects data as at year to date February 2019.

44 2019-20 Agency Statements — Volume 3 Health and Wellbeing

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) >= 80% 94% >= 80% 92% • urgent (30 minutes) >= 75% 86% >= 75% 84% • semi urgent (60 minutes) >= 70% 91% >= 70% 91% • non urgent (120 minutes) >= 70% 97% >= 70% 98% • Overall >= 80% 88% >= 80% 92% The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients seen, treated, discharged or admitted 80% 86% 90% 91% within four hours The 2018-19 Estimated Result reflects data as at year to date February 2019. Relative stay index: • Port Augusta Hospital <=1.000 0.930 <=1.000 0.968 • Whyalla Hospital <=1.000 1.124 <=1.000 1.100 This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2018-19 Estimated Result reflects data as at year to date February 2019. % of potentially preventable admissions 8.0% 7.5% 8.5% 8.1% This indicator measures the number of hospital admissions for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (e.g. influenza), potentially preventable acute (e.g. kidney infection) and potentially preventable chronic conditions (e.g. asthma). The 2018-19 Estimated Result reflects data as at year to date February 2019. % change in hospital separations compared with last year 3.7% -10.8% 4.8% 4.4% Consumer experience level: • Being heard — views and concerns 85% 86% 85% 81% • Being heard — involvement in treatment and care 85% 88% 85% 89% • Feeling cared about by staff 85% 92% 85% 83% • Being kept informed 85% 90% 85% 81% • Overall quality 85% 91% 85% 89% The SA Consumer Experience Surveillance System (SACESS) transitioned to the Australian Hospital Patient Experience Question Set (AHPEQS) in January 2018. As such, the indicators have been rebased to reflect the new data set being used.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Target Actual National Weighted Activity Units 17 339 17 412 18 744 18 274 The figures have been modelled in the standard applicable to 2018-19 (NWAU18) to permit comparisons across years.

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Sub-program 2.8: Riverland Mallee Coorong Local Health Network

Description/objective The provision of health and related services across the Riverland, Mallee and Coorong region including primary health services to Aboriginal communities.

Highlights 2018-19

• Formal Plans developed for maintenance sustainment and fire compliance projects.

• Drafted a Rural Health Workforce Strategy Project Framework and commenced work on a Broad Services Plan and Rural Health Workforce Plan.

• Commenced concept planning and design for the upgrade of the Emergency Department at the Murray Bridge Soldiers’ Memorial Hospital.

• Increased ambulatory Tier 2 occasions of service, including tele-health based services across this region.

• Launched the Riverland MATRIX program pilot to deliver drug rehabilitation and treatment to help individuals and families impacted by drug dependence.

Targets 2019-20

• Expand cancer services at the Riverland General Hospital.

• Redevelop the Emergency Department and Central Sterile Supplies Department at the Murray Bridge Soldiers’ Memorial Hospital.

• Establish a Magnetic Resonance Imaging unit at the Riverland General Hospital.

• Establish and implement a regional community and consumer engagement strategy.

• Establish and implement a regional clinical engagement strategy.

• Support efforts for general practitioner recruitment and retention in the Riverland Mallee Coorong area.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual(b) $000 $000 $000 $000 Expenses 143 634 138 528 134 267 133 233 Income 78 279 75 416 76 008 78 224 Net cost of sub-program 65 355 63 112 58 259 55 009 FTEs as at 30 June (No.) 1054 1 058 1 053 1 037

(a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure. (b) Due to the centralisation of revenue and expenditure within the previously consolidated Country Health SA Local Health Network entity, the 2017-18 Actuals have been derived proportionately against the 2018-19 Estimated Result.

Explanation of significant movements

• The $5.1 million increase in expenses between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to annual indexation including enterprise agreement costs and funded growth in services.

• The $2.9 million increase in revenue between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to growth in Commonwealth Government funding under the National Health Reform Agreement in 2019-20.

• The $4.3 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to additional funding to meet the increased costs of providing hospital services.

46 2019-20 Agency Statements — Volume 3 Health and Wellbeing

• The $5.3 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to annual indexation including enterprise agreements costs.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 100% 100% 100% • semi urgent (90 days) >=97% 100% 100% 100% • non -urgent (1 year) >=95% 100% 100% 100% The 2018-19 Estimated Result reflects data as at year to date February 2019. Patients overdue for elective surgery procedures as at — — — — 30 June The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 99% • emergency (10 minutes) >= 80% 100% >= 80% 100% • urgent (30 minutes) >= 75% 100% >= 75% 100% • semi urgent (60 minutes) >= 70% 100% >= 70% 100% • non urgent (120 minutes) >= 70% 100% >= 70% 99% • Overall >= 80% 100% >= 80% 99% The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients seen, treated, discharged or admitted 80% 88% 90% 98% within four hours The 2018-19 Estimated Result reflects data as at year to date February 2019. Relative stay index: • Riverland General Hospital <=1.000 0.885 <=1.000 0.874 This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2018-19 Estimated Result reflects data as at year to date February 2019. % of potentially preventable admissions 8.0% 7.7% 8.5% 7.7% This indicator measures the number of hospital admissions for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (e.g. influenza), potentially preventable acute (e.g. kidney infection) and potentially preventable chronic conditions (e.g. asthma). The 2018-19 Estimated Result reflects data as at year to date January 2019. % change in hospital separations compared with last year 1.4% -1.3% 4.8% -1.4% Consumer experience level: • Being heard — views and concerns 85% 86% 85% 95% • Being heard — involvement in treatment and care 85% 85% 85% 87% • Feeling cared about by staff 85% 88% 85% 86%

2019-20 Agency Statements — Volume 3 47 Health and Wellbeing

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual • Being kept informed 85% 82% 85% 82% • Overall quality 85% 87% 85% 91% The SA Consumer Experience Surveillance System (SACESS) transitioned to the Australian Hospital Patient Experience Question Set (AHPEQS) in January 2018. As such, the indicators have been rebased to reflect the new data set being used.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Target Actual National Weighted Activity Units 11 464 11 512 10 991 11 128 The figures have been modelled in the standard applicable to 2018-19 (NWAU18) to permit comparisons across years.

Sub-program 2.9: Limestone Coast Local Health Network

Description/objective The provision of health and related services across the Limestone Coast region including primary health services to Aboriginal communities.

Highlights 2018-19

• Formal Plans developed for maintenance sustainment and fire compliance projects.

• Drafted a Rural Health Workforce Strategy Project Framework and commenced work on a Broad Services Plan and Rural Health Workforce Plan.

• Requested tenders for the renal dialysis unit at the Mount Gambier Hospital.

• Increased ambulatory Tier 2 occasions of service, including tele-health based services across this region.

Targets 2019-20

• Complete the Mount Gambier Renal Dialysis Unit at the Mount Gambier Hospital with an increase to six beds.

• Implement the Limestone Coast Clinical Planning Framework.

• Support efforts for general practitioner recruitment and retention in the Limestone Coast area.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual(b) $000 $000 $000 $000 Expenses 149 336 139 481 134 093 134 149 Income 81 296 78 238 78 870 81 150 Net cost of sub-program 68 040 61 243 55 223 52 999 FTEs as at 30 June (No.) 900 903 894 882

(a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure. (b) Due to the centralisation of revenue and expenditure within the previously consolidated Country Health SA Local Health Network entity, the 2017-18 Actuals have been derived proportionately against the 2018-19 Estimated Result.

48 2019-20 Agency Statements — Volume 3 Health and Wellbeing

Explanation of significant movements

• The $9.9 million increase in expenses between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to annual indexation including enterprise agreements costs and funded growth in services.

• The $3.1 million increase in revenue between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to growth in Commonwealth Government funding under the National Health Reform Agreement.

• The $5.4 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to additional funding to meet the increased costs of providing hospital services.

• The $5.3 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to annual indexation including enterprise agreements costs.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 100% 100% 100% • semi urgent (90 days) >=97% 100% 100% 100% • non -urgent (1 year) >=95% 100% 100% 100% The 2018-19 Estimated Result reflects data as at year to date February 2019. Patients overdue for elective surgery procedures as at — — — — 30 June The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) >= 80% 89% >= 80% 78% • urgent (30 minutes) >= 75% 82% >= 75% 84% • semi urgent (60 minutes) >= 70% 80% >= 70% 85% • non urgent (120 minutes) >= 70% 91% >= 70% 94% • Overall >= 80% 82% >= 80% 83% The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients seen, treated, discharged or admitted 80% 69% 90% 73% within four hours The 2018-19 Estimated Result reflects data as at year to date February 2019. Relative stay index: • Mount Gambier and Districts Health Service <=1.000 1.003 <=1.000 1.043 This indicator measures the actual number of acute care occupied bed days provided by the hospital divided by the expected number of acute care occupied bed days for all hospitals in Australia. The bed days are standardised for casemix and adjusted for age. A relative stay index (RSI) greater than 1 indicates that actual bed days are higher than expected and an RSI of less than 1 indicates that actual bed days are lower than expected. The 2018-19 Estimated Result reflects data as at year to date February 2019.

2019-20 Agency Statements — Volume 3 49 Health and Wellbeing

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of potentially preventable admissions 8.0% 9.6% 8.5% 9.7% This indicator measures the number of hospital admissions for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (e.g. influenza), potentially preventable acute (e.g. kidney infection) and potentially preventable chronic conditions (e.g. asthma). The 2018-19 Estimated Result reflects data as at year to date January 2019. % change in hospital separations compared with last year 6.2% -3.2% 4.8% 3.3% Consumer experience level: • Being heard — views and concerns 85% 92% 85% 85% • Being heard — involvement in treatment and care 85% 88% 85% 83% • Feeling cared about by staff 85% 93% 85% 90% • Being kept informed 85% 89% 85% 84% • Overall quality 85% 92% 85% 87% The SA Consumer Experience Surveillance System (SACESS) transitioned to the Australian Hospital Patient Experience Question Set (AHPEQS) in January 2018. As such, the indicators have been rebased to reflect the new data set being used.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Target Actual National Weighted Activity Units 11 839 11 889 12 012 11 949 The figures have been modelled in the standard applicable to 2018-19 (NWAU18) to permit comparisons across years.

Sub-program 2.10: Yorke and Northern Local Health Network

Description/objective The provision of health and related services across the Yorke and Northern region including primary health services to Aboriginal communities.

Highlights 2018-19

• Formal Plans developed for maintenance sustainment and fire compliance projects.

• Drafted a Rural Health Workforce Strategy Project Framework and commenced work on a Broad Services Plan and Rural Health Workforce Plan.

Targets 2019-20

• Implement the Midwifery Caseload Model of Care Pilot in the Yorke and Northern region.

• Complete the Yorketown Central Sterile Supply Department Upgrade and implement a sustainable model for procedural scope work.

• Implement the Port Pirie Regional Health Service Nurse Led Ambulatory Service.

• Undertake master planning at larger sites including Port Pirie and Wallaroo.

• Support efforts for general practitioner recruitment and retention in the Yorke and Northern area.

50 2019-20 Agency Statements — Volume 3 Health and Wellbeing

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual(b) $000 $000 $000 $000 Expenses 155 916 150 988 148 082 145 217 Income 84 144 80 902 81 572 83 914 Net cost of sub-program 71 772 70 086 66 510 61 303 FTEs as at 30 June (No.) 1 029 1 031 1 023 1 009

(a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure. (b) Due to the centralisation of revenue and expenditure within the previously consolidated Country Health SA Local Health Network entity, the 2017-18 Actuals have been derived proportionately against the 2018-19 Estimated Result.

Explanation of significant movements

• The $4.9 million increase in expense between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to annual indexation including enterprise agreements costs and funded growth in services.

• The $3.2 million increase in revenue between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to growth in Commonwealth Government funding under the National Health Reform Agreement in 2019-20.

• The $2.9 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to additional funding to meet the increased costs of providing hospital services.

• The $5.8 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to annual indexation including enterprise agreements costs.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 100% 100% 100% • semi urgent (90 days) >=97% 100% 100% 100% • non -urgent (1 year) >=95% 100% 100% 100% The 2018-19 Estimated Result reflects data as at year to date February 2019. Patients overdue for elective surgery procedures as at — — — — 30 June The 2018-19 Estimated Result reflects data as at year to date February 2019. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) >= 80% 94% >= 80% 97% • urgent (30 minutes) >= 75% 90% >= 75% 90% • semi urgent (60 minutes) >= 70% 84% >= 70% 83% • non urgent (120 minutes) >= 70% 93% >= 70% 95% • Overall >= 80% 91% >= 80% 86% The 2018-19 Estimated Result reflects data as at year to date February 2019.

2019-20 Agency Statements — Volume 3 51 Health and Wellbeing

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of patients seen, treated, discharged or admitted 80% 85% 90% 90% within four hours The 2018-19 Estimated Result reflects data as at year to date February 2019. Relative stay index: • Port Pirie Regional Health Service <=1.000 0.967 <=1.000 1.030 % of potentially preventable admissions 8.0% 9.0% 8.5% 9.6% This indicator measures the number of hospital admissions for conditions that are sensitive to the availability and effectiveness of out of hospital services (including primary and community care). These conditions include vaccine preventable (e.g. influenza), potentially preventable acute (e.g. kidney infection) and potentially preventable chronic conditions (e.g. asthma). The 2018-19 Estimated Result reflects data as at year to date January 2019. % change in hospital separations compared with last year 1.6% -5.7% 4.8% 14.4% Consumer experience level: • Being heard — views and concerns 85% 88% 85% 90% • Being heard — involvement in treatment and care 85% 82% 85% 86% • Feeling cared about by staff 85% 89% 85% 94% • Being kept informed 85% 86% 85% 88% • Overall quality 85% 91% 85% 96% The SA Consumer Experience Surveillance System (SACESS) transitioned to the Australian Hospital Patient Experience Question Set (AHPEQS) in January 2018. As such, the indicators have been rebased to reflect the new data set being used.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Target Actual National Weighted Activity Units 7 195 7 225 6 749 7 204 The figures have been modelled in the standard applicable to 2018-19 (NWAU18) to permit comparisons across years.

Sub-program 2.11: SA Ambulance Service

Description/objective Provision of pre-hospital medical emergency care and patient transport.

Highlights 2018-19

• Engaged Central Queensland University to develop Diploma Pathway Model as alternative entry model for paramedics.

• Completed construction and openings of the Parafield and Glengowrie ambulance stations.

• Delivered an integrated pre hospital cardiac arrest survival plan (HEART).

52 2019-20 Agency Statements — Volume 3 Health and Wellbeing

Targets 2019-20

• Commence a Clinical Telephone Assessment of low acuity ‘000’ calls linked to alternative care pathways.

• Introduce a new eLearning platform for volunteer training to develop infrastructure and education material to move as much volunteer education to on-line as possible.

• Complete procurement of new defibrillators across all of SA Health.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual $000 $000 $000 $000 Expenses 305 090 295 209 291 527 302 073 Income 115 715 110 443 110 017 107 625 Net cost of sub-program 189 375 184 766 181 510 194 448 FTEs as at 30 June (No.) 1 488 1 495 1 484 1 500

(a) The 2018-19 Budget differs from those reported in the 2018-19 Agency Statements to reflect the changes of the new Department for Health and Wellbeing program structure.

Explanation of significant movements

• The $9.9 million increase in expenses between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to annual indexation including enterprise agreements costs.

• The $5.3 million increase in revenue between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to annual indexation on provision of services revenue.

• The $3.7 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

– increased expenditure to allow the SA Ambulance Service to undertake increased volunteer training services ($1.2 million)

– increased annual programs expenditure ($1.0 million).

• The $6.9 million decrease in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to higher than budgeted employee expenses in 2017-18.

• The $2.8 million increase in revenue between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to annual indexation on provision of services revenue.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of responses: • Priority 1 — Ambulance intervention response time 60% 71% 60% 71% (8 minutes — urban centres) Priority 1 emergency incidents are immediately life threatening. • Priority 2 — Ambulance response time 95% 83% 95% 85% (16 minutes — urban centres) Priority 2 emergency incidents are at increased risk of mortality or morbidity. • Priority 3 — Ambulance response time 92% 53% 92% 58% (30 minutes — urban centres) Priority 3 are urgent incidents that have increased risk of morbidity requiring urgent response.

2019-20 Agency Statements — Volume 3 53 Health and Wellbeing

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual No. of responses: A response is the dispatch of an ambulance service vehicle. There may be multiple responses to a single incident. • total no. of emergency responses (Priority 1 and 2) 215 900 210 023 202 927 197 974 Priority 1 emergency incidents are immediately life threatening. Priority 2 emergency incidents are at increased risk of mortality or morbidity. • total no. of urgent responses (Priority 3, 4 and 5) 151 500 147 428 139 077 135 686 Priority 3 Increased risk of morbidity requiring urgent response. Priority 4 and 5 are urgent incidents that have increased risk of morbidity requiring urgent response. • total no. of routine responses (Priority 6, 7 and 8) 67 950 66 099 71 561 69 985

54 2019-20 Agency Statements — Volume 3 Health and Wellbeing

Department for Health and Wellbeing Statement of comprehensive income 2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 3 488 656 3 503 030 3 380 304 3 405 449 Long service leave 103 127 103 408 100 339 103 350 Payroll tax 6 026 6 168 5 618 6 030 Superannuation 333 984 335 571 322 837 322 638 Other 32 713 31 123 30 511 34 209 Supplies and services General supplies and services 2 042 814 1 971 085 1 879 540 1 885 226 Consultancy expenses 4 733 5 280 4 390 6 113 Depreciation and amortisation 286 464 291 886 268 624 256 199 Borrowing costs 159 924 170 874 174 533 263 187 Grants and subsidies 34 369 39 462 31 320 37 303 Intra government transfers 701 1 849 1 406 6 299 Other expenses 108 209 106 430 108 117 175 312 Total expenses 6 601 720 6 566 166 6 307 539 6 501 315 Income Commonwealth revenues 1 890 731 1 725 944 1 706 464 1 722 666 Intra-government transfers 21 042 23 335 21 383 24 448 Other grants 53 308 53 594 53 027 44 292 Fees, fines and penalties 1 446 1 412 1 335 1 263 Sales of goods and services 675 584 634 484 634 115 602 169 Interest revenues 5 482 5 482 5 482 6 863 Net gain or loss on disposal of assets 541 528 528 -2 262 Resources received free of charge 22 445 21 879 23 879 49 976 Other income 47 586 46 519 46 519 46 937 Total income 2 718 165 2 513 177 2 492 732 2 496 352 Net cost of providing services 3 883 555 4 052 989 3 814 807 4 004 963 Income from/expenses to state government Income Appropriation 4 177 981 4 076 884 4 048 783 3 853 868 Other income — 83 075 — 115 087 Net income from/expenses to state government 4 177 981 4 159 959 4 048 783 3 968 955 Other comprehensive income Net gain on financial assets taken to equity — — — 2 218 Changes in property, plant and equipment asset revaluation surplus — — — 348 782 Total comprehensive result 294 426 106 970 233 976 314 992

2019-20 Agency Statements — Volume 3 55 Health and Wellbeing

Department for Health and Wellbeing Statement of financial position

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 1 188 503 870 319 918 126 587 929 Receivables 271 306 279 047 267 353 286 815 Inventories 47 995 47 995 51 599 47 995 Other financial assets 102 333 102 333 102 505 102 333 Other current assets 24 925 25 430 30 329 25 906 Non-current assets held for sale 506 506 18 518 506 Total current assets 1 635 568 1 325 630 1 388 430 1 051 484 Non current assets Financial assets 6 088 6 088 5 999 6 088 Investment properties 21 582 21 582 21 567 21 582 Land and improvements 5 445 008 5 412 746 5 142 171 5 518 048 Plant and equipment 482 614 494 516 550 101 524 058 Intangible assets 76 424 96 432 101 229 117 603 Other non-current assets 1 656 1 656 1 765 1 656 Total non-current assets 6 033 372 6 033 020 5 822 832 6 189 035 Total assets 7 668 940 7 358 650 7 211 262 7 240 519

Liabilities Current liabilities Payables 356 097 354 331 393 823 354 332 Short-term borrowings — 3 007 3 007 3 908 Employee benefits Salaries and wages 114 899 99 353 100 186 84 522 Annual leave 355 677 353 120 326 408 350 587 Long service leave 50 461 50 601 92 866 50 741 Other 47 249 47 220 48 388 47 191 Short-term provisions 37 802 37 766 47 595 37 730 Other current liabilities 149 684 150 547 107 893 151 516 Total current liabilities 1 111 869 1 095 945 1 120 166 1 080 527 Non current liabilities Long-term borrowings 2 611 967 2 660 536 2 694 150 2 712 733 Long-term employee benefits Long service leave 746 751 705 842 656 824 665 031 Other 10 058 10 044 9 723 10 030 Long-term provisions 206 370 197 845 160 998 189 791 Other non-current liabilities 2 672 3 611 3 033 4 550 Total non-current liabilities 3 577 818 3 577 878 3 524 728 3 582 135 Total liabilities 4 689 687 4 673 823 4 644 894 4 662 662

Net assets 2 979 253 2 684 827 2 566 368 2 577 857

56 2019-20 Agency Statements — Volume 3 Health and Wellbeing

Department for Health and Wellbeing Statement of financial position

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Equity Contributed capital 1 700 853 1 700 853 1 700 853 1 700 853 Retained earnings 624 911 330 485 549 823 223 515 Asset revaluation reserve 607 375 607 375 271 797 607 375 Other reserves 46 114 46 114 43 895 46 114 Total equity 2 979 253 2 684 827 2 566 368 2 577 857 Balances as at 30 June end of period.

2019-20 Agency Statements — Volume 3 57 Health and Wellbeing

Department for Health and Wellbeing Statement of cash flows

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Operating activities Cash outflows Employee benefit payments 3 900 272 3 916 339 3 776 526 3 771 537 Payments for supplies and services 2 046 193 1 976 884 1 884 449 1 898 417 Interest paid 159 924 170 874 174 533 263 266 Grants and subsidies 34 369 39 462 31 320 37 303 GST paid — — — 5 580 Intra-government transfers 701 1 849 1 406 6 299 Other payments 58 468 57 970 58 111 82 612 Cash used in operations 6 199 927 6 163 378 5 926 345 6 065 014 Cash inflows Intra-government transfers 21 042 23 335 21 383 24 670 Commonwealth receipts 1 890 731 1 725 944 1 706 464 1 722 666 Other grants 53 308 53 594 53 027 45 621 Fees, fines and penalties 1 446 1 412 1 335 1 263 Sales of goods and services 670 584 629 587 629 218 603 756 Interest received 5 482 5 482 5 482 6 813 Dividends received — — — 276 GST received — — — 33 338 Other receipts 35 657 35 165 35 165 44 718 Cash generated from operations 2 678 250 2 474 519 2 452 074 2 483 121 State government Appropriation 4 177 981 4 076 884 4 048 783 3 853 868 Other receipts — 83 075 — 115 087 Net cash provided by state government 4 177 981 4 159 959 4 048 783 3 968 955 Net cash provided by (+)/used in (-) operating activities 656 304 471 100 574 512 387 062 Investing activities Cash outflows Purchase of property, plant and equipment 286 116 135 171 217 735 231 621 Purchase of intangibles — — — 4 954 Other investing payments — — — 4 713 Cash used in investing activities 286 116 135 171 217 735 241 288 Cash inflows Proceeds from sale of property, plant and equipment 541 528 528 2 669 Repayment of advances — — — 144 Other receipts — — — 6 098 Cash generated from investing activities 541 528 528 8 911

Net cash provided by (+)/used in (-) investing activities -285 575 -134 643 -217 207 -232 377

58 2019-20 Agency Statements — Volume 3 Health and Wellbeing

Department for Health and Wellbeing Statement of cash flows

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Financing activities Cash outflows Repayment of borrowings 3 007 3 908 3 908 3 546 Finance lease payments 49 538 50 159 50 159 34 770 Cash used in financing activities 52 545 54 067 54 067 38 316 Net cash provided by (+)/used in (-) financing activities -52 545 -54 067 -54 067 -38 316 Net increase (+)/decrease (-) in cash equivalents 318 184 282 390 303 238 116 369 Cash and cash equivalents at the start of the period 870 319 587 929 614 888 471 560 Cash and cash equivalents at the end of the period 1 188 503 870 319 918 126 587 929 Non cash transactions Assets received (+)/donated (-) free of charge 700 700 700 -14 087

2019-20 Agency Statements — Volume 3 59 Health and Wellbeing

Administered items for the Department for Health and Wellbeing Statement of comprehensive income 2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 615 605 605 502 Other — — — 2 Supplies and services General supplies and services — — — 1 Grants and subsidies 3 569 3 569 3 569 14 702 Total expenses 4 184 4 174 4 174 15 207 Income Other income 3 569 3 569 3 569 3 604 Total income 3 569 3 569 3 569 3 604 Income from/expenses to state government Income Appropriation 615 605 605 505 Net income from/expenses to state government 615 605 605 505 Total comprehensive result — — — -11 098

60 2019-20 Agency Statements — Volume 3 Health and Wellbeing

Administered items for the Department for Health and Wellbeing Statement of financial position

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 10 231 10 231 9 680 10 231 Receivables 882 882 1 025 882 Total current assets 11 113 11 113 10 705 11 113 Total assets 11 113 11 113 10 705 11 113

Liabilities Current liabilities

Payables — — 2 — Total current liabilities — — 2 —

Total liabilities — — 2 —

Net assets 11 113 11 113 10 703 11 113

Equity Retained earnings 11 113 11 113 10 703 11 113 Total equity 11 113 11 113 10 703 11 113 Balances as at 30 June end of period.

2019-20 Agency Statements — Volume 3 61 Health and Wellbeing

Administered items for the Department for Health and Wellbeing Statement of cash flows

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Operating activities Cash outflows Employee benefit payments 615 605 605 504 Payments for supplies and services — — — 3 Grants and subsidies 3 569 3 569 3 569 14 702 Cash used in operations 4 184 4 174 4 174 15 209 Cash inflows Intra-government transfers — — — 867 Other receipts 3 569 3 569 3 569 2 880 Cash generated from operations 3 569 3 569 3 569 3 747 State government Appropriation 615 605 605 505 Net cash provided by state government 615 605 605 505 Net cash provided by (+)/used in (-) operating activities — — — -10 957 Net increase (+)/decrease (-) in cash equivalents — — — -10 957 Cash and cash equivalents at the start of the period 10 231 10 231 9 680 21 188 Cash and cash equivalents at the end of the period 10 231 10 231 9 680 10 231

62 2019-20 Agency Statements — Volume 3 Health and Wellbeing

Summary of major variations

Statement of comprehensive income — controlled

Expenses

Major variances between 2019-20 Budget and 2018-19 Estimated Result

• The $35.6 million increase in expenses between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

– annual indexation including enterprise agreements costs and funded growth in services ($237.5 million) partially offset by

– growth in 2019-20 savings targets ($146.0 million)

– decreased 2019-20 operational expenses associated with the Royal Adelaide Hospital primarily associated with service payments and site works ($7.6 million)

– net decrease in expenditure between 2019-20 and 2018-19 associated with the implementation of the Meningococcal B Immunisation Program For South Australia ($6.5 million)

– reduced prison health expenditure at the Adelaide Remand Centre following the outsourcing of the management of the Centre ($2.7 million).

Major variances between 2018-19 Estimated Result and 2018-19 Budget

• The $258.6 million increase in expenses between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

– additional funding to meet the increased costs of providing hospital services ($154.0 million)

– increased drug costs, with associated Commonwealth revenue in administering medicine related to the treatment of cystic fibrosis and spinal muscular atrophy under the Pharmaceutical Benefits Scheme ($31.2 million)

– increased once-off 2018-19 expenditure associated with the Electronic Medical Records Project ($19.4 million)

– engagement costs associated with the appointment of KordaMentha in its role as implementation partner for the Central Adelaide Local Health Network Organisational and Financial Recovery Plan in 2018-19 ($11.1 million)

– increased expenditure associated with establishing the Statewide Eating Disorders Service ($5.0 million).

Major variances between 2018-19 Estimated Result and 2017-18 Actual

• The $64.9 million increase in expenses between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to:

– annual indexation including enterprise agreements costs ($187.5 million)

– increased drug costs, with associated revenue in administering medicines under the Pharmaceutical Benefits Scheme, including those related to the treatment of cystic fibrosis and spinal muscular atrophy ($31.2 million)

– increased expenditure associated with reducing the elective surgery waiting list as announced in the 2018-19 Budget ($20.0 million)

2019-20 Agency Statements — Volume 3 63 Health and Wellbeing

partially offset by

– reduced operational expenses associated with the Royal Adelaide Hospital as a result of changes to the finance lease interest rate and decreased operational expenses covering readiness, transition and site works in light of the move to the new hospital in 2017-18 ($163.5 million).

Income

Major variances between 2019-20 Budget and 2018-19 Estimated Result

• The $205.0 million increase in revenue between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

– growth in Commonwealth Government funding under the National Health Reform Agreement in 2019-20 ($162.2 million)

– annual indexation on provision of services and additional car parking fee revenue ($26.0 million).

Major variances between 2018-19 Estimated Result and 2018-19 Budget

• The $20.4 million increase in revenue between the 2018-19 Estimated Result and 2018-19 Budget is primarily due to increased Commonwealth Government Pharmaceutical Benefits Scheme revenue in administering medicines under the scheme, including those related to the treatment of cystic fibrosis and spinal muscular atrophy.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

• The $16.8 million increase in revenue between the 2018-19 Estimated Result and 2017-18 Actual is primarily due to increased Commonwealth Government Pharmaceutical Benefits Scheme revenue in administering medicines under the scheme, including those related to the treatment of cystic fibrosis and spinal muscular atrophy.

Statement of financial position — controlled

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $310.3 million increase in total assets between the 2019-20 Budget and 2018-19 Estimated Result is primarily due to an increase in deposits held with the Treasurer.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

No major variations.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

No major variations.

Statement of cash flows — controlled The movements in cash outflows and inflows are generally consistent with the changes discussed above under the statement of comprehensive income and the statement of financial position.

Statement of comprehensive income — administered items

Major variances between 2019-20 Budget and 2018-19 Estimated Result

No major variations.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

No major variations.

64 2019-20 Agency Statements — Volume 3 Health and Wellbeing

Major variances between 2018-19 Estimated Result and 2017-18 Actual

No major variations.

Statement of financial position — administered items

Major variances between 2019-20 Budget and 2018-19 Estimated Result

No major variations.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

No major variations.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

No major variations.

Statement of cash flows — administered items The movements in cash outflows and inflows are generally consistent with the changes discussed above under the statement of comprehensive income and the statement of financial position.

Additional information for administered items Additional information on administered items is included in the following table.

2019-20 Agency Statements — Volume 3 65 Health and Wellbeing

Additional information for administered items for the Department for Health and Wellbeing Statement of cash flows

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000

Operating activities

Cash outflows

Employee benefit payments Minister’s salary 369 364 364 357 Health and Community Complaints 246 241 241 148 Commissioner’s salary Payments for supplies and services Supplies and services expense — — — 1 Accrued supplies and services — — — 2 Grants and subsidies Health and Medical Research Fund 3 569 3 569 3 569 14 702 Intra government transfers — — — — Cash used in operations 4 184 4 174 4 174 15 210

Cash inflows

Intra government transfers — — — 867 Other receipts Health and Medical Research Fund 3 569 3 569 3 569 3 604 Other accrued revenue — — — -724 Cash generated from operations 3 569 3 569 3 569 3 747

State government

Appropriation Minister’s salary 369 364 364 357 Health and Community Complaints Commissioner’s 246 241 241 148 salary Supplies and services expense — — — 1 Net cash provided by state government 615 605 605 506 Net cash provided by (+)/used in (-) operating activities — — — -10 957

66 2019-20 Agency Statements — Volume 3 Health and Wellbeing

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual

$000 $000 $000 $000

Financing activities

Cash outflows

Net cash provided by (+)/used in (-) financing activities — — — — Net increase (+)/decrease (-) in cash equivalents — — — -10 957 Cash and cash equivalents at the start of the financial 10 231 10 231 9 680 21 188 year (as at 1 July) Cash and cash equivalents at the end of the financial 10 231 10 231 9 680 10 231 year (as at 30 June)

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68 2019-20 Agency Statements — Volume 3 Agency: Department of Human Services

Minister for Human Services

2019-20 Agency Statements — Volume 3 69

Human Services

70 2019-20 Agency Statements — Volume 3 Human Services

Contents

Human Services

Objective 72 Ministerial responsibilities 72 Ministerial office resources 73 Workforce summary 73 Program net cost of services summary 73 Key agency outputs 74 Investing expenditure summary 75 Program 1: Communities 76 Program 2: Status of Women 79 Program 3: Youth Justice 81 Program 4: NDIS and Disability Services 83 Program 5: Social Housing 89 Financial statements 90 Summary of major variations 96 Additional information for administered items 99

2019-20 Agency Statements — Volume 3 71 Human Services

Objective The Department of Human Services delivers strategies, programs and services that improve the wellbeing and safety of South Australians.

Ministerial responsibilities

Minister Programs Sub-programs The Hon. JMA Lensink 1. Communities Nil Minister for Human Services 2. Status of Women Nil 3. Youth Justice Nil 4. NDIS and Disability Services 4.1 Disability SA 4.2 Disability Accommodation Support 4.3 Equipment Services 4.4 Non-Government and Individualised Funding 4.5 NDIS Reform Support 5. Social Housing Nil

Administered items

In addition to the above responsibilities, the agency administers the following items on behalf of the minister:

• Charitable and Social Welfare Fund

• Client Trust Account

• Community Service Obligations

• Concessions

• Consumer Advocacy and Research Fund

• Disability Services Donations and Bequests

• Duke of Edinburgh’s Award Trust

• Gamblers Rehabilitation Fund

• Health and Aged Care Service Donations and Bequests

• Home for the Incurables Trust

• Homelessness Social Impact Bond

• Minister’s salary

• Personal Alert Systems Rebate Scheme

• State Emergency Relief Fund

• Supported Residential Facilities Fund.

Statutes

The Department of the Premier and Cabinet maintains a list of statutes applicable to ministers.

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Ministerial office resources

2019-20 Budget Cost of provision Minister $000 FTE The Hon. JMA Lensink 2 317 13.0

Workforce summary

FTEs as at 30 June 2018-19 2019-20 Estimated 2017-18 Agency Budget(a) Result(a) Actual(b) Department of Human Services 2 899.5 3 221.9 3 411.1 Administered items for the Department of Human Services 1.0 1.0 1.0 Total 2 900.5 3 222.9 3 412.1

Reconciliation to agency FTEs

Add: FTEs transferred out: Multicultural Affairs — — 11.0 Less: FTEs transferred in: Child and family support programs and services from the — 231.3 199.8 Department for Education on 1 July 2019 Family preservation services from the Department for Child — 0.8 0.8 Protection on 1 July 2019 Early Intervention and Research from the Department of the — — 7.2 Premier and Cabinet on 1 October 2018 Equals: data published by the Office of the Commissioner for 2 900.5 2 990.8 3215.3 the Public Sector (a) The 2019-20 Budget and 2018-19 Estimated Result reflect the established FTE caps. (b) Data published by the Office of the Commissioner for Public Sector Employment.

Program net cost of services summary

Net Cost of Services(a)(b) 2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual Program $000 $000 $000 $000 1. Communities 114 164 127 732 122 937 124 158 2. Status of Women 4 234 3 925 3 725 3 060 3. Youth Justice 42 968 44 874 44 658 42 672 4. NDIS and Disability Services(c) 738 114 588 341 589 583 778 173 5. Social Housing — 833 974 334 022 305 568 Total 899 480 1 598 846 1 094 925 1 253 631

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Net Cost of Services(a)(b) 2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual Program $000 $000 $000 $000

Reconciliation to agency net cost of providing services

Add: Net costs transferred out: Multicultural Affairs — — — 5 022 Less: Net costs transferred in: Child and Family Support programs and services — 17 470 17 341 15 230 from the Department for Education on 1 July 2019 Family Preservation services from the Department — 4 204 3 754 3 521 for Child Protection on 1 July 2019 Early Intervention and Research from the — 828 3 915 2 424 Department of the Premier and Cabinet on 1 October 2018 Equals: Net cost of providing services 899 480 1 576 344 1 069 915 1 237 478 (as per agency statement of comprehensive income) (a) Amounts may differ from 2018-19 Agency Statements due to machinery of government changes and the realignment of corporate overheads across the agency. The 2017-18 Actual amounts have also been adjusted for comparative purposes. (b) Actuals, budgets and FTEs include allocations from corporate overheads. (c) Reflects the transition to full implementation of the National Disability Insurance Scheme.

Key agency outputs

• Commission and administer grant funding to the not-for-profit sector to improve the lives of individuals and families across South Australia.

• Administer concessions, rebates and other services which build financial resilience and participation.

• Provide screening services that help protect children and vulnerable adults.

• Support communities in preparing for and recovering from disasters.

• Provide support services and early intervention initiatives that help keep children safe.

• Implement initiatives and provide strategic direction to advance equality and safety for women across South Australia.

• Provide statutory youth justice services, both custodial and community-based, which reduce re-offending and support young people to make positive life choices.

• Provide planning and oversight to support the implementation of the National Disability Insurance Scheme (NDIS) in South Australia, including the transition of the Department of Human Services disability services to new arrangements under the scheme.

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Investing expenditure summary The 2019-20 investment program for Human Services is $7.2 million.

Total 2018-19 Estimated project 2019-20 Estimated 2018-19 completion cost Budget Result Budget Investments Quarter $000 $000 $000 $000 New projects Riverside Building — Office fitout(a) Jun 2022 12 000 5 381 — — Total new projects 12 000 5 381 — — Existing projects Adelaide Youth Training Centre — Mar 2019 1 812 — 622 — Major Security Works Continuous Monitoring of Screening Jun 2019 3 271 — 829 570 Cost of Living — Information System Jun 2019 3 501 — 390 — Screening — IT System Upgrade Jun 2019 1 368 — 1 368 — Small projects Jun 2019 385 — 385 200 Total existing projects 10 337 — 3 594 770 Annual programs Adelaide Youth Training Centre — n.a. n.a. 522 509 509 Sustainment Equipment Services n.a. n.a. 1 249 2 019 1 219 Total annual programs n.a. 1 771 2 528 1 728 Total investing expenditure 22 337 7 152 6 122 2 498 (a) As part of the new Riverside Lease agreement, the government (DPTI as head lessee) received a lease incentive from the landlord of which an estimated $12 million will be used as a capital contribution to fund fitout works.

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Program 1: Communities

Description/objective This program designs, commissions and connects community services that improve the lives of individuals and families across South Australia. This is achieved through partnerships, programs, grants and concessions that strengthen families and communities and support participation, safety and resilience.

The program includes concessions that ease cost of living pressures; funding to the not-for-profit sector for a range of community services; provision of support and targeted services to reduce child abuse and neglect; interpreting and translating services; and the provision of screening services. It also includes grant programs and services to support young South Australians, build community capacity and increase volunteering.

Highlights 2018-19

• Progressed implementation of recommendations from a review of ConcessionsSA to facilitate convenient and easy access to concessions and improve customer experience.

• Developed and implemented Phase 2 of the Gambling Harm Minimisation Strategy, by providing information to people from culturally and linguistically diverse backgrounds to reduce the incidence of problem gambling.

• Abolished all fees payable by volunteers for screening checks from 1 November 2018.

• Hosted an LGBTIQA+ Community Roundtable to identify mechanisms for the LGBTIQA+ community to engage with government to discuss and resolve community concerns.

• Consulted with young people and key stakeholders on the development of a Youth Action Plan.

• Worked in partnership with an across-government Taskforce to deliver a strategy for a new Child and Family Support System (CFSS) in South Australia, which will consolidate government efforts and ensure resources are directed towards evidence-based activities.

• Commenced the development of new models of child and family support and a pilot program to build cultural competency in the workforce.

Targets 2019-20

• Commence implementation of accepted recommendations from a review into the administration of the energy concession.

• Continue to support the priorities of the Volunteering Strategy for South Australia 2014-2020.

• Launch the Youth Action Plan for South Australia.

• Implement new Working With Children Checks in South Australia and progress implementation of NDIS worker screening checks.

• Finalise the consolidation of child and family support services from across government within the Department of Human Services and design key elements of the new CFSS in collaboration with the non-government sector.

• Operationalise and monitor the new models of child and family support and a program to build cultural competency across the workforce.

• Implement changes to the Personal Alert System Rebate Scheme (PARS) to ensure scheme sustainability, including managing growth in monitoring fees and reducing overlap with Commonwealth Home Care Package (HCP) funding.

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Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 62 708 69 992 63 362 86 870 Supplies and services 24 417 26 921 26 673 38 015 Depreciation and amortisation expenses 3 078 2 954 2 276 2 674 Grants and subsidies 64 264 73 081 70 557 71 633 Other expenses 876 1 156 888 2 298 Total expenses 155 343 174 104 163 756 201 490 Income Commonwealth Government revenues 2 364 2 624 2 482 26 271 Intra-government transfers 22 734 25 839 23 179 23 976 Fees, fines and penalties 10 226 10 714 9 587 10 534 Sales of goods and services 5 841 7 045 5 557 10 112 Net gain or loss from disposal of asset — 135 — 5 809 Other income 14 15 14 630 Total income 41 179 46 372 40 819 77 332 Net cost of providing services(a) 114 164 127 732 122 937 124 158 FTEs as at 30 June (No.)(a) 606.5 677.1 626.4 713.4 (a) Actuals, budgets and FTEs include allocations from corporate overheads.

Explanation of significant movements The decrease in net cost of services from the 2018-19 Estimated Result to the 2019-20 Budget is primarily due to the transfer of some services to the NDIS, provision of additional funding in 2018-19 for community connections and support and changes in corporate allocations.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual Agencies funded through the Gamblers Rehabilitation 100% 100% 100% 100% Fund which achieve agreed outcomes within DHS service agreements % of interpreting and translating centre clients satisfied 99% 99% 99% 99% with accuracy of services % of interpreting and translating centre assignments 98% 98% 98% 98% completed to agreed or standard timelines % of screening applications finalised within one calendar 95% 95% 95% 96% month For screenings received and finalised in the same financial year. Agencies funded through Grants SA achieving agreed 90% 92% 85% 89% outcomes as defined in service agreements No. of clients engaged in the Financial Counselling 2 000 2 200 2 000 2 006 Assistance Program

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Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual No. of funerals provided 340 330 320 303 No. of Cost of Living Concessions provided 181 000 178 300 178 000 174 928 No. of rebates for systems provided through PARS <4 900 4 900 4 800 4 650 The 2019-20 Projection is subject to the impact of changes to PARS to ensure scheme sustainability and alignment with complementary programs. No. of interpreting assignments 60 000 60 000 40 000 38 750 The 2019-20 Projection and 2018-19 Estimated Result reflect a new five-year contract with SA Health from July 2018. No. of screening applications received 213 000 176 000 170 000 169 156 The 2019-20 Projection reflects the implementation of the Child Safety (Prohibited Persons) Act 2016 and Working with Children Check (WWCC) regime which commences on 1 July 2019. No. of people with exceptional needs receiving 270 404 400 442 assistance and funded support to live in the community The 2019-20 Projection reflects the transition of Exceptional Needs Unit clients to the NDIS. Total hours of Home and Community Care (HACC) 270 000 300 000 325 000 382 402 services The 2019-20 Projection and 2018-19 Estimated Result reflect a reduction in hours as some HACC clients become eligible to enter the NDIS.

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Program 2: Status of Women

Description/objective The Status of Women program supports the full and equal participation of women in the social, political and economic life of the state. Priorities include addressing domestic, family and sexual violence, equality for women in every aspect of life, and women’s employment and leadership. The program provides policy advice and across-government leadership, funding for key initiatives, state-wide information and referral services through the Women’s Information Service (WIS) and executive support to the Premier’s Council for Women.

Highlights 2018-19

• Hosted a series of regional domestic and family violence roundtables, bringing together key stakeholders from across South Australia.

• Released Committed to Safety: A Framework for Addressing Domestic, Family and Sexual Violence which includes a range of initiatives aimed at all South Australians experiencing domestic, family or sexual violence, ranging from primary prevention, to crisis and justice responses.

• Commenced work on the development of a Women’s Economic and Leadership Strategy in consultation with the business sector and other key stakeholders.

• Implemented a personal protection app made available for women in contact with the Domestic Violence Crisis Line from November 2018.

• Worked with relevant government agencies and stakeholders to develop a Safety Hub model for implementation in regional pilot sites, prior to further roll out across South Australia.

• Launched a statewide Domestic Violence Disclosure Scheme trial in partnership with SAPOL and the Attorney-General’s Department.

• Coordinated and promoted a range of events and initiatives to celebrate the 40th anniversary of the WIS and the 125th anniversary of women’s suffrage in South Australia.

Targets 2019-20

• Host an annual domestic and family violence roundtable, bringing together key stakeholders from across South Australia.

• Launch a Women’s Economic and Leadership Strategy to promote gender equality in public and private life and help prevent violence against women.

• Implement models to support the extension of Safety Hubs into regional South Australia to improve service delivery.

• Continue the statewide trial of the Domestic Violence Disclosure Scheme.

• Implement actions under the Fourth Action Plan of the National Plan to Reduce Violence against Women and their Children

• Expand the WIS outreach volunteering program.

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Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 2 030 2 072 1 904 2 052 Supplies and services 346 419 495 434 Depreciation and amortisation expenses 12 15 15 74 Grants and subsidies 1 941 2 486 2 120 1 848 Other expenses 25 34 25 22 Total expenses 4 354 5 026 4 559 4 430 Income Commonwealth Government revenues — — — 150 Intra-government transfers 100 1 096 834 1 025 Sales of goods and services 20 5 — 195 Total income 120 1 101 834 1 370 Net cost of providing services(a) 4 234 3 925 3 725 3 060 FTEs as at 30 June (No.)(a) 17.4 20.0 17.9 20.1 (a) Actuals, budgets and FTEs include allocations from corporate overheads.

Explanation of significant movements No major variations.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result(a) Projection Actual No. of WIS client contacts 25 000 80 000 20 000 25 422 No. of people reached via digital engagement strategies 900 000 1 500 000 800 000 798 043 Digital engagement includes Facebook, eNetworks and Pinterest and each has its own analytics tool. (a) The 2018-19 Estimated Result reflects once-off events to promote and celebrate the 40th anniversary of the WIS, as well as the launch of the Domestic Violence Disclosure Scheme and the Ask for Angela campaign.

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Program 3: Youth Justice

Description/objective The Youth Justice Division is responsible for the statutory supervision of young people in contact with the justice system.

Youth Justice aims to address offending behaviours and connect vulnerable young people and their families with a suite of supports, programs and services to improve outcomes and contribute to community safety.

Highlights 2018-19

• Progressed the development of the state plan ‘Young People Connected. Communities Protected’ to provide vulnerable young people and their families with connected supports, programs and services with a particular focus on addressing the over-representation of Aboriginal young people in the youth justice system.

• Implemented a business intelligence strategy to improve government, client and community outcomes through increased access to quality data at all levels of the youth justice system.

Targets 2019-20

• Finalise the state plan ‘Young People Connected. Communities Protected’ to strengthen connected supports for young people across the youth justice continuum and address the over-representation of Aboriginal young people in the justice system.

• Create a new evidence based business model to provide a responsive, flexible and agile framework to meet the complex needs of vulnerable young people and their families.

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 33 509 34 927 34 280 32 372 Supplies and services 4 925 5 074 5 347 6 875 Depreciation and amortisation expenses 3 278 3 319 3 205 3 112 Grants and subsidies 537 522 738 388 Other expenses 1 157 1 253 1 154 1 005 Total expenses 43 406 45 095 44 724 43 752 Income Intra-government transfers — — — 4 Sales of goods and services 372 90 2 977 Net gain or loss from disposal of asset — 67 — 24 Other income 66 64 64 75 Total income 438 221 66 1 080 Net cost of providing services(a) 42 968 44 874 44 658 42 672 FTEs as at 30 June (No.)(a) 332.2 350.2 353.3 348.2 (a) Actuals, budgets and FTEs include allocations from corporate overheads.

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Explanation of significant movements No major variations.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual Proportion of case plans completed in six weeks 75% 75% 75% 87% The proportion of case plans prepared and completed within six weeks of the start of a period of sentenced supervision as a proportion of all periods of sentenced supervision that commenced in the counting period. Proportion of community-based orders successfully 75% 70% 75% 72% completed The proportion of community-based supervised orders that were not subject to a court breach outcome or revoked and were successfully completed.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual No. of youth justice clients who had one or more 513 513 505 506 supervised orders issued No. of youth justice clients who had one or more 376 376 367 368 community based orders issued No. of youth justice clients who had one or more secure 320 320 329 329 youth training centre admissions No. of 10 to 12 year olds admitted to a secure youth 25 25 22 22 training centre No. of Aboriginal young people who had one or more 170 170 167 167 community-based order issued No. of Aboriginal young people who had one or more 155 155 167 165 admissions to a secure youth training centre

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Program 4: NDIS and Disability Services

Description/objective This program is responsible for South Australia’s transition to the National Disability Insurance Scheme (NDIS), working closely with the National Disability Insurance Agency (NDIA), the Commonwealth Government and the non-government sector. The program provides state disability services, including supported community accommodation.

It is also responsible for effective and transparent funding arrangements with non-government organisations for services provided to people with a disability and their carers during the transition to the NDIS.

Sub-programs 4.1 Disability SA

4.2 Disability Accommodation Support

4.3 Equipment Services

4.4 Non-Government and Individualised Funding

4.5 NDIS Reform Support

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 182 164 209 633 214 325 210 175 Supplies and services 52 360 153 402 214 973 240 254 Depreciation and amortisation expenses 4 833 5 552 5 949 5 463 Grants and subsidies 3 340 130 434 153 211 264 930 Other expenses(a) 616 315 212 167 122 298 180 380 Total expenses 859 012 711 188 710 756 901 202 Income Commonwealth Government revenues 102 073 100 402 100 942 79 966 Intra-government transfers 508 495 495 1 182 Sales of goods and services 13 320 11 414 11 184 25 066 Net gain or loss from disposal of asset — 400 — 56 Other income 4 997 10 136 8 552 16 759 Total income 120 898 122 847 121 173 123 029 Net cost of providing services(b) 738 114 588 341 589 583 778 173 FTEs as at 30 June (No.)(b)(c) 1 943.4 2 174.6 2 302.9 2 329.4 (a) Other Expenses includes the state’s cash contribution towards the NDIS. (b) Actuals, budgets and FTEs include allocations from corporate overheads. (c) The decrease in FTEs is primarily due to the transition to the NDIS and service reforms.

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Sub-program 4.1: Disability SA

Description/objective Disability SA provides case management, allied health and therapy, and specialist early intervention services for adults and children with disability. Disability SA clients have been progressively moving into the NDIS, and services transitioned accordingly.

Highlights 2018-19

• Transitioned state-funded disability clients to the NDIS.

• Transferred ASSIST Adult Therapy Services and Child and Youth Services to the non-government sector.

Targets 2019-20

• Support the transfer of DHS NDIS clients to registered non-government NDIS service providers.

• Support the transfer of DHS Commonwealth Government Continuity of Support Programme clients (65 years and over) to approved non-government service providers.

• Continue the reform and decommissioning of Disability Community Services in line with the move to the NDIS.

2018-19 2019-20 Estimated 2018-19 2017-18

Budget Result Budget Actual $000 $000 $000 $000 Expenses 25 579 44 229 52 541 56 820 Income 2 989 8 719 9 404 12 630 Net cost of sub-program 22 590 35 510 43 137 44 190 FTEs as at 30 June (No.) 141.7 229.4 343.1 434.9

Explanation of significant movements The decrease in net costs across the financial years is primarily due to the transfer of clients to the NDIS and the transfer of ASSIST Therapy Services to the non-government sector.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual No. of adult clients receiving therapy services — state(a)(b) n.a. 1 269 592 496 No. of adult clients receiving NDIS therapy services(a)(b) n.a. 857 1 782 1 582 No. of adult case management and community services - 7 410 3 139 12 410 — state(b) It is expected that all clients will transition to the NDIS by June 2019. No. of adult clients receiving NDIS support coordination 1 632 2 527 n.a. 1 049 services New indicator. The 2019-20 Projection reflects the gradual withdrawal of NDIS support coordination services. No. of clients assisted through the Independent Living 17 000 17 150 14 625 19 685 Centre (ILC) The number comprises services provided by the ILC, the Continence Resource Centre and the ILC mobile unit.

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2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual (a) Government therapy services transferred to the non-government sector. (b) The 2018-19 Estimated result differs from the 2018-19 Projection due to the slower than projected transition of clients to NDIS during 2018-19.

Sub-program 4.2: Disability Accommodation Support

Description/objective Disability Accommodation Support provides supported community accommodation services to people with intellectual and physical disability, including through group homes. Services for people with intellectual disability who are ageing are provided at Northgate Aged Care Services and people with specific needs are accommodated at Highgate Park. Clients have been transitioning to the NDIS or the Commonwealth Government Continuity of Support (CoS) Programme.

Highlights 2018-19

• Transitioned clients to the NDIS or the Commonwealth Government CoS Programme.

• Consulted with clients, families, staff and other stakeholders regarding the government’s gradual withdrawal from the delivery of Accommodation Services and the transition of clients to the non-government sector.

Targets 2019-20

• Reform Accommodation Services to operate effectively in line with the NDIS.

• Support all eligible clients to have NDIS plans and access to information about who can provide their services.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses 193 360 189 071 189 091 183 629 Income 37 770 36 335 35 658 18 161 Net cost of sub-program 155 590 152 736 153 433 165 468 FTEs as at 30 June (No.) 1 692.4 1 726.1 1 734.9 1 696.0

Explanation of significant movements The increase in income from the 2017-18 Actual to the 2018-19 Budget is primarily due to additional Commonwealth Government funding for the transition of clients who are over 65 years of age as part of the Commonwealth Government CoS Programme.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual No. of government accommodation places: • institutional/large residential facilities 42 42 40 89 • community accommodation 515 520 500 499

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Sub-program 4.3: Equipment Services

Description/objective Equipment Services provides equipment and home modification services to NDIS participants as well as state disability clients and older people.

Highlights 2018-19

• Commenced a market process to transfer the commercial services of Domiciliary Equipment Services (DES) to the non-government sector in collaboration with the Department of Treasury and Finance.

Targets 2019-20

• Finalise the transfer of the commercial services of DES to the non-government sector.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses 19 690 22 871 25 989 25 805 Income 7 410 7 179 5 549 6 369 Net cost of sub-program 12 280 15 692 20 440 19 436 FTEs as at 30 June (No.) 87.4 100.3 89.9 77.1

Explanation of significant movements The decrease in expenses between the 2019-20 Budgeted and the 2018-19 Estimated Result is primarily due to the transfer of clients to the NDIS.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection(a) Result Projection Actual No. of equipment items (new and reissued) provided by 7 000 9 000 6 500 9 585 the equipment program Does not include those funded by the NDIS. No. of home modifications undertaken by the equipment 300 400 540 782 program Does not include those funded by the NDIS. No. of equipment repair and maintenance requests 1 200 4 000 3 500 7 392 completed by the equipment program Does not include those funded by the NDIS. (a) The 2019-20 Projections assume all eligible adults have transitioned to the NDIS by 30 June 2019.

Sub-program 4.4: Non-Government and Individualised Funding

Description/objective This sub-program includes individualised funding and provides funding to non-government organisations for people with a disability and their carers.

Highlights 2018-19

• Continued the step down of state individualised funding arrangements for clients in receipt of contracted services as they transition to the NDIS.

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Targets 2019-20

• Finalise all prior year contractual and funding arrangements with non-government organisations for services to people with a disability who have transitioned to the NDIS.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses — 220 303 361 571 443 485 Income — — — 10 069 Net cost of sub-program — 220 303 361 571 433 416 FTEs as at 30 June (No.) — — — —

Explanation of significant movements The decrease in net costs across the financial years is primarily due to the transfer of clients to the NDIS.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection(a) Result Projection Actual No. of non-government accommodation support services • institutional/large residential facilities — 128 285 256 • community accommodation and care — 1 109 983 1 214 • in home support and alternative care — 2 707 2 753 2 798 No. of non-government community support services — 1 048 1 552 1 046 No. of non-government community access services — 2 517 3 385 3 158 No. of non-government respite services — 998 1 066 1 273 Total no. of people advised of their personal budget and — 3 103 3 084 4 782 offered direct payment options (a) It is expected that all clients will transition to the NDIS by June 2019.

Sub-program 4.5: NDIS Reform Support

Description/objective This sub-program includes the provision of strategic advice and development of national policy settings under the NDIS; planning and oversight of the transition of disability and domiciliary care services to new arrangements under NDIS and Commonwealth Government aged care reforms; implementation of the National Disability Strategy which promotes the inclusion of people with a disability in mainstream services; and funding and contract administration.

Highlights 2018-19

• Transitioned existing state funded clients to the NDIS.

• Supported the transition of eligible state clients with psychosocial disability to the NDIS from 1 July 2018.

• Appointed an independent Disability Advocate to support people with a disability during the NDIS implementation in South Australia.

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Targets 2019-20

• Implement the Disability Inclusion Act 2018 across South Australia and finalise the development of a State Disability Inclusion Plan.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses 620 383 234 714 81 564 191 463 Income 72 729 70 614 70 562 75 800 Net cost of sub-program 547 654 164 100 11 002 115 663 FTEs as at 30 June (No.) 21.9 118.8 135.0 121.4

Explanation of significant movements The increase in the 2019-20 Budget net cost compared to the 2018-19 Estimated Result is primarily due to the increase in the state’s contribution to the National Disability Insurance Agency following the transition of state disability clients to the NDIS in 2018-19.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual Number of active NDIS participants with approved plans 32 770 28 965 32 284 17 751 The 2017-18 Actual does not equal the published NDIA figure which is reported on both active and inactive participants.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual Estimated number of active NDIS participants with approved plans at 30 June by age • Birth to 5 years 2 970 2 620 2 153 2 175 • 6 to 14 years 11 910 10 525 9 107 8 878 • 15 to 17 years 2 170 1 920 1 498 1 531 • 18 to 64 years 15 720 13 900 19 526 5 167 The 2018-19 Estimated Result reflects the slower than projected transition of clients to the NDIS. % of NDIS participants with approved plans at 30 June 4% 4% 4% 4% who are Aboriginal and/or Torres Strait Islander people % of NDIS participants with approved plans at 30 June 7% 7% 6% 6% who are from a culturally and linguistically diverse background Proportion of NDIS participants using each, or a combination, of plan management options • Agency Managed 54% 54% 64% 62% • Self-Managed 12% 12% 12% 11% • Combination 34% 34% 24% 27% This indicator refers to the financial management of the plan. Participants can self-direct their supports whilst the agency manages the financial side of the plan.

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Program 5: Social Housing

Description/objective This program facilitates the transfer of funding to the South Australian Housing Authority (SAHA) to enable it to develop, implement and provide housing services for people who are at risk or in high need and to work with government and non-government agencies to improve the standard of, and access to, housing across the state.

The role of the SAHA includes the management of grants for housing services to low income households; specialist homelessness and domestic violence services; the management of public housing; Aboriginal housing; community housing; financial support for private rental; and the regulation of housing standards. The SAHA also provides housing strategy, policy development and advice to government.

Highlights 2018-19

• Facilitated the transfer of funding to the SAHA to enable it to achieve its objectives.

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Supplies and services — 9 929 19 909 15 391 Grants and subsidies — 834 088 334 536 311 115 Total expenses — 844 017 354 445 326 506 Income Commonwealth Government revenues — — — 9 495 Intra-government transfers — 114 514 228 Sales of goods and services — 9 929 19 909 11 215 Total income — 10 043 20 423 20 938 Net cost of providing services(a) — 833 974 334 022 305 568 FTEs as at 30 June (No.) — — — — (a) Actuals, budgets and FTEs include allocations from corporate overheads.

Explanation of significant movements Consistent with revised funding arrangements for SAHA included in the 2019-20 Budget, the SAHA will no longer be funded via DHS from 2019-20.

The increase in grants and subsidies between the 2018-19 Budget and the 2018-19 Estimated Result mainly reflects a once-off payment to SAHA to enable it to restructure its operations and support its viability.

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Department of Human Services Statement of comprehensive income 2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 232 175 239 149 239 491 314 870 Long service leave 8 243 8 683 6 543 6 974 Payroll tax 11 977 13 064 12 945 17 395 Superannuation 22 784 25 139 24 308 32 021 Other 5 232 6 320 5 480 9 609 Supplies and services General supplies and services 82 023 190 148 258 778 295 389 Consultancy expenses 25 1 214 24 2 385 Depreciation and amortisation 11 201 11 834 11 412 11 301 Grants and subsidies 60 813 184 712 206 581 383 771 Intra government transfers 9 269 843 242 343 545 258 175 Other expenses 618 373 214 594 124 347 182 852 Total expenses 1 062 115 1 738 099 1 233 454 1 514 742 Income Commonwealth revenues 104 437 103 026 103 424 115 882 Intra-government transfers 22 992 8 369 5 247 12 751 Other grants 350 350 — — Fees, fines and penalties 10 226 10 714 9 587 10 534 Sales of goods and services 19 553 28 480 36 652 114 745 Interest revenues — — — 3 Net gain or loss on disposal of assets — 602 — 5 889 Other income 5 077 10 214 8 629 17 460 Total income 162 635 161 755 163 539 277 264 Net cost of providing services 899 480 1 576 344 1 069 915 1 237 478 Income from/expenses to state government Income Appropriation 876 999 1 537 330 1 067 165 1 263 685 Other income — 1 061 — 8 762 Expenses Payments to Consolidated Account — 16 664 16 955 14 832 Net income from/expenses to state government 876 999 1 521 727 1 050 210 1 257 615 Other comprehensive income Changes in property, plant and equipment asset revaluation surplus — — — 209 Total comprehensive result -22 481 -54 617 -19 705 20 346

90 2019-20 Agency Statements — Volume 3 Human Services

Department of Human Services Statement of financial position

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 208 206 211 637 189 071 227 967 Receivables 13 811 13 811 42 064 39 022 Inventories 421 421 419 421 Other current assets 2 464 2 464 814 2 464 Non-current assets held for sale 13 178 13 178 16 075 19 178 Total current assets 238 080 241 511 248 443 289 052 Non current assets Land and improvements 137 288 138 551 137 022 158 278 Plant and equipment 13 942 16 127 14 037 14 705 Intangible assets 3 156 3 757 1 743 4 421 Total non-current assets 154 386 158 435 152 802 177 404 Total assets 392 466 399 946 401 245 466 456

Liabilities Current liabilities Payables 93 498 93 498 51 620 94 105 Employee benefits Salaries and wages 15 232 12 959 11 106 13 174 Annual leave 24 949 24 732 32 529 29 508 Long service leave 15 614 14 621 19 977 16 997 Other 1 357 1 357 2 040 1 723 Short-term provisions 7 604 7 030 9 462 6 456 Other current liabilities 7 675 7 675 4 992 7 675 Total current liabilities 165 929 161 872 131 726 169 638 Non current liabilities Long-term employee benefits Long service leave 52 613 44 944 71 416 52 072 Long-term provisions 26 441 23 020 22 794 19 873 Other non-current liabilities 1 928 2 074 2 693 2 220 Total non-current liabilities 80 982 70 038 96 903 74 165 Total liabilities 246 911 231 910 228 629 243 803

Net assets 145 555 168 036 172 616 222 653

Equity Contributed capital 74 325 74 325 74 325 74 325 Retained earnings 27 129 49 610 55 286 104 227 Asset revaluation reserve 44 101 44 101 43 005 44 101 Total equity 145 555 168 036 172 616 222 653 Balances as at 30 June end of period.

2019-20 Agency Statements — Volume 3 91 Human Services

Department of Human Services Statement of cash flows

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Operating activities Cash outflows Employee benefit payments 266 674 305 480 276 408 392 091 Payments for supplies and services 82 194 191 508 258 948 297 785 Grants and subsidies 60 813 184 712 206 581 385 979 Intra-government transfers 9 269 843 242 343 545 258 175 Other payments 616 963 211 560 122 239 131 251 Cash used in operations 1 035 913 1 736 502 1 207 721 1 465 281 Cash inflows Intra-government transfers 22 992 8 369 5 247 12 751 Commonwealth receipts 104 437 103 026 103 424 115 882 Other grants 350 350 — — Fees, fines and penalties 10 226 10 714 9 587 10 534 Sales of goods and services 19 553 53 691 36 612 117 340 Interest received — — — 3 GST received — — — 2 316 Other receipts 5 077 10 214 8 629 23 212 Cash generated from operations 162 635 186 364 163 499 282 038 State government Appropriation 876 999 1 537 330 1 067 165 1 263 685 Other receipts — 1 061 — 8 762 Payments Payments to Consolidated Account — 16 664 16 955 14 832 Net cash provided by state government 876 999 1 521 727 1 050 210 1 257 615 Net cash provided by (+)/used in (-) operating activities 3 721 -28 411 5 988 74 372 Investing activities Cash outflows Purchase of property, plant and equipment 7 152 6 122 2 498 7 349 Cash used in investing activities 7 152 6 122 2 498 7 349 Cash inflows Proceeds from sale of property, plant and equipment — 18 203 16 955 14 934 Cash generated from investing activities — 18 203 16 955 14 934 Net cash provided by (+)/used in (-) investing activities -7 152 12 081 14 457 7 585 Net increase (+)/decrease (-) in cash equivalents -3 431 -16 330 20 445 81 957 Cash and cash equivalents at the start of the period 211 637 227 967 168 626 146 010 Cash and cash equivalents at the end of the period 208 206 211 637 189 071 227 967 Non cash transactions Assets received (+)/donated (-) free of charge — -1 656 -730 —

92 2019-20 Agency Statements — Volume 3 Human Services

Administered items for the Department of Human Services Statement of comprehensive income 2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 369 364 364 605 Supplies and services General supplies and services 13 293 13 287 17 329 14 802 Depreciation and amortisation 2 497 2 530 2 530 2 531 Grants and subsidies 200 296 193 933 194 773 194 554 Intra government transfers 928 911 7 727 7 148 Total expenses 217 383 211 025 222 723 219 640 Income Intra-government transfers 10 660 10 639 10 639 10 638 Other grants 400 391 391 393 Fees, fines and penalties — — — 91 Sales of goods and services — — — 869 Interest revenues 348 348 443 341 Other income 12 249 11 950 15 997 12 777 Total income 23 657 23 328 27 470 25 109 Income from/expenses to state government Income Appropriation 191 207 184 529 192 650 196 450 Net income from/expenses to state government 191 207 184 529 192 650 196 450 Total comprehensive result -2 519 -3 168 -2 603 1 919

2019-20 Agency Statements — Volume 3 93 Human Services

Administered items for the Department of Human Services Statement of financial position

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 69 731 69 753 67 303 70 642 Receivables 30 30 184 30 Other current assets — — 5 — Total current assets 69 761 69 783 67 492 70 672 Non current assets Investment properties 1 400 1 400 1 400 1 400 Land and improvements 18 419 20 431 20 649 22 439 Plant and equipment 1 661 2 146 1 945 2 417 Intangible assets 5 5 10 5 Total non-current assets 21 485 23 982 24 004 26 261 Total assets 91 246 93 765 91 496 96 933

Liabilities Current liabilities Payables 10 418 10 418 12 895 10 418 Short-term borrowings 30 30 58 30 Total current liabilities 10 448 10 448 12 953 10 448 Total liabilities 10 448 10 448 12 953 10 448

Net assets 80 798 83 317 78 543 86 485

Equity Retained earnings 53 315 55 834 51 060 59 002 Asset revaluation reserve 27 483 27 483 27 483 27 483 Total equity 80 798 83 317 78 543 86 485 Balances as at 30 June end of period.

94 2019-20 Agency Statements — Volume 3 Human Services

Administered items for the Department of Human Services Statement of cash flows

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Operating activities Cash outflows Employee benefit payments 369 364 364 633 Payments for supplies and services 13 293 13 287 17 329 15 974 Grants and subsidies 200 296 193 933 194 773 195 767 Intra-government transfers 928 911 7 727 7 148 Cash used in operations 214 886 208 495 220 193 219 522 Cash inflows Intra-government transfers 10 660 10 639 10 639 10 267 Other grants 400 391 391 393 Fees, fines and penalties — — — 91 Sales of goods and services — — — 1 148 Interest received 348 348 443 341 Other receipts 12 249 11 950 15 997 12 897 Cash generated from operations 23 657 23 328 27 470 25 137 State government Appropriation 191 207 184 529 192 650 196 450 Net cash provided by state government 191 207 184 529 192 650 196 450 Net cash provided by (+)/used in (-) operating activities -22 -638 -73 2 065 Investing activities Cash outflows Purchase of property, plant and equipment — 251 — — Cash used in investing activities — 251 — — Net cash provided by (+)/used in (-) investing activities — -251 — — Net increase (+)/decrease (-) in cash equivalents -22 -889 -73 2 065 Cash and cash equivalents at the start of the period 69 753 70 642 67 376 68 577 Cash and cash equivalents at the end of the period 69 731 69 753 67 303 70 642

2019-20 Agency Statements — Volume 3 95 Human Services

Summary of major variations

Statement of comprehensive income — controlled

Expenses

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $676.0 million decrease in expenses is primarily due to the:

• gross down of the total intragovernmental grants to SAHA ($726.2 million) and total Commonwealth funding ($107.9 million) following the revised funding arrangements for SAHA

• reduction in grants ($135.0 million) associated with the implementation of the Bilateral Agreement between the Commonwealth of Australia and the State of South Australia on the National Disability Insurance Scheme

• reduction in net brokerage costs ($103.4 million) across DHS disability services, in line with budget relinquishments associated with the transition of clients to NDIS partially offset by

• increase in NDIS contributions ($405.0 million) following the transfer of clients and services to the NDIS

• Machinery of Government changes associated with the transfer of expenses for the Child and Family Support System (CFSS) effective from 1 July 2019 ($42.4 million).

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The $504.6 million increase in expenses is primarily due to a once-off grant payment to SAHA to enable it to reprioritise its operations and support its viability.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $223.4 million increase in expenses is primarily due to the:

• once-off grant payment to SAHA to enable it to restructure its operations and support its viability

• new funding arrangements associated with the National Housing and Homelessness Agreement from 1 July 2018 ($17.9 million) partially offset by

• removal of expenditure associated with the Commonwealth Government funding for the National Disability Agreement Specific Purpose Payments (SPP) due to the transition to the NDIS from 2018-19 ($112.1 million)

• Machinery of Government changes associated with the transfer of staffing to SAHA ($67.1 million)

• once-off grant payment to SAHA in 2017-18 ($50.0 million)

• additional support provided in 2017-18 for the ongoing demand for disability services and the full implementation of the NDIS ($42.0 million)

• the transfer of Domiciliary Care Services to the RDNS SA from 2018-19 ($30.1 million)

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Income

Major variances between 2019-20 Budget and 2018-19 Estimated Result

No major variations.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

No major variations.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $115.5 million decrease in income is primarily due to:

• Machinery of Government changes associated with the transfer of staffing to SAHA ($67.1 million)

• the transfer of Domiciliary Care Services to the RDNS SA from 2018-19 ($26.6 million).

Statement of financial position — controlled

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $22.5 million decrease in net assets is primarily due to:

• projected increases in employee benefit liabilities including long term leave liabilities and provisions ($15.1 million)

• projected net decrease in accumulated depreciation ($4.0 million)

• projected decreases in cash or cash equivalents ($3.4 million).

Major variances between 2018-19 Estimated Result and 2018-19 Budget

No major variations.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $54.6 million decrease in net assets is primarily due to:

• net decreases in cash or cash equivalents and receivables ($41.5 million)

• the deferral of the sale of the Parks Community Centre — Lot 4 ($11.0 million from 2017-18).

Statement of cash flows — controlled The movement in cash outflows and inflows are generally consistent with the changes discussed above under the statement of comprehensive income and the statement of financial position.

Statement of comprehensive income — administered items

Expenses

Major variances between 2019-20 Budget and 2018-19 Estimated Result

No major variations.

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Human Services

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The decrease of $11.7 million in expense is primarily due to the:

• transfer of administration of the Community Service Obligations payment for HomeStart ($6.9 million) to SAHA

• reduction of client monies held in Client Trust ($4.1 million)

• transfer of administration of Aspire Adelaide — Homelessness Social Impact Bonds ($1.2 million) to SAHA.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The decrease of $8.6 million in expense is primarily due to the transfer of administration of the Community Service Obligations payment for HomeStart ($6.9 million) to SAHA.

Income

Major variances between 2019-20 Budget and 2018-19 Estimated Result

No major variations.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The $4.1 million decrease in income is primarily due to the reduction of client monies held in Client Trust.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

No major variations.

Statement of financial position — administered items

Major variances between 2019-20 Budget and 2018-19 Estimated Result

No major variations.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

No major variations.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

No major variations.

Statement of cash flows — administered items The movement in cash outflows and inflows are generally consistent with the changes discussed above under the statement of comprehensive income and the statement of financial position.

Additional information for administered items Additional information on administered items is included in the following table.

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Additional information for administered items — statement of cash flows

2018-19 2019-20 Estimated 2018-19 2017-18

Budget Result Budget Actual $000 $000 $000 $000

Operating activities

Cash outflows

Employee benefit payments Minister’s salary 369 364 364 633 Payments for supplies and services Charitable and Social Welfare Fund 200 200 200 160 Client Trust Account 11 987 11 700 15 842 12 833 Disability Services Donations and Bequests — — — 144 Gamblers Rehabilitation Fund 1 106 1 387 1 287 2 546 Health and Aged Care Service Donations and Bequests — — — 45 Home for the Incurables Trust — — — 246 Grants and subsidies Charitable and Social Welfare Fund 3 800 3 997 3 800 4 269 Community Services Obligations 20 333 19 646 26 567 24 952 Concessions 167 207 161 343 161 148 163 355 Consumer Advocacy and Research Fund 419 529 459 322 Gamblers Rehabilitation Fund 6 179 6 101 6 098 4 566 Home for the Incurables Trust 508 496 496 521 Homelessness Social Impact Bond — — 1 200 1 200 Personal Alert Systems Rebate Scheme 2 778 2 732 2 732 3 707 Duke of Edinburgh’s Award Trust — — — 23 Cash used in operations 214 886 208 495 220 193 219 522

Cash inflows

Intra-government transfers Charitable and Social Welfare Fund 4 000 4 000 4 000 4 000 Consumer Advocacy and Research Fund 295 284 284 277 Gamblers Rehabilitation Fund 6 365 6 355 6 355 5 968 Concessions — — — 22 Other grants Gamblers Rehabilitation Fund 400 391 391 393 Fees, fines and penalties Charitable and Social Welfare Fund — — — 338 Concessions — — — 346 Gamblers Rehabilitation Fund — — — 42 Home for the Incurables Trust — — — 480 Personal Alert Systems Rebate Scheme — — — 33

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2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Interest received Client Trust Account 250 250 345 249 Disability Services Donations and Bequests — — — 5 Gamblers Rehabilitation Fund — — — 19 Health and Aged Care Service Donations and Bequests — — — 8 Home for the Incurables Trust 95 95 95 58 State Emergency Relief Fund 2 2 2 1 Supported Residential Facilities Fund 1 1 1 1 Other receipts Client Trust Account 11 737 11 450 15 497 12 512 Home for the Incurables Trust 508 496 496 — State Emergency Relief Fund — — — 1 Supported Residential Facilities Fund 4 4 4 — Disability Services Donations and Bequests — — — 2 Gamblers Rehabilitation Fund — — — 371 Health and Aged Care Service Donations and Bequests — — — 11 Cash generated from operations 23 657 23 328 27 470 25 137

State government

Appropriation 191 207 184 529 192 650 196 450 Net cash provided by state government 191 207 184 529 192 650 196 450 Net cash provided by (+)/used in (-) operating activities -22 -638 -73 2 065

Investing activities

Cash outflows

Purchase of property, plant and equipment Home for the Incurables Trust — 251 — — Cash used in investing activities — 251 — — Net cash provided by (+)/used in (-) investing activities — 251 — — Net increase (+)/decrease (-) in cash equivalents -22 -889 -73 2 065 Cash and cash equivalents at the start of the financial 69 753 70 642 67 376 68 577 year (as at 1 July) Cash and cash equivalents at the end of the financial 69 731 69 753 67 303 70 642 year (as at 30 June)

100 2019-20 Agency Statements — Volume 3 Agency: Department for Innovation and Skills

Minister for Innovation and Skills

2019-20 Agency Statements — Volume 3 101 Innovation and Skills

102 2019-20 Agency Statements — Volume 3 Innovation and Skills

Contents

Innovation and Skills

Objective 104 Ministerial responsibilities 104 Ministerial office resources 104 Workforce summary 105 Program net cost of services summary 106 Key agency outputs 107 Investing expenditure summary 107 Program 1: Innovation 108 Program 2: Skills 112 Program 3: Migration 115 Financial statements 118 Summary of major variations 127 Additional information for administered items 131

2019-20 Agency Statements — Volume 3 103 Innovation and Skills

Objective The Department for Innovation and Skills champions the South Australian Growth Agenda by focussing on skills and innovation to create the right conditions for business success and individual economic participation in the state’s economy.

The department does this by:

• focussing on the human factors of economic growth: skills, innovation, creativity, science, entrepreneurship and skilled migration, and

• supporting the innovation system: driving an entrepreneurial and creative culture in South Australia, and enhancing the science ecosystem to foster more new ideas becoming commercialised, and

• collaborating within and outside of government to enable coherent policy decisions and effective and efficient implementation of programs and initiatives, and

• being forward-looking: building skills and skilled migration systems to ensure South Australia has the right people and skills to increase the growth of the state’s economy.

Ministerial responsibilities

Minister Programs Sub-programs The Hon. DG Pisoni 1. Innovation Nil Minister for Innovation and Skills 2. Skills Nil 3. Migration Nil

Administered items

In addition to the above responsibilities, the department administers the following items on behalf of the minister:

• Ministers’ salaries and allowances pursuant to the Parliamentary Remuneration Act 1990.

• Payments to the Department of Planning, Transport and Infrastructure for student travel.

Statutes

The Department of the Premier and Cabinet maintains a list of statutes applicable to ministers.

Ministerial office resources

2019-20 Budget Cost of provision Minister $000 FTE The Hon. DG Pisoni 2 260 13.0

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Workforce summary

FTEs as at 30 June Agency 2019-20 2018-19 2017-18 Budget(a) Estimated Actual(b) Result(a) Department for Innovation and Skills 307.2 348.9 348.2 Administered items for the Department for Innovation and Skills 1.0 1.0 1.0 Total (as per agency programs) 308.2 349.9 349.2

Reconciliation to agency FTEs

Add: FTEs transferred out: Aboriginal Affairs and Reconciliation to the Department of the — — 53.6 Premier and Cabinet on 1 July 2018 Arts South Australia to the Department of the Premier and — — 83.7 Cabinet on 1 July 2018 Industry, Business Growth, Case Management and Regions to the — — 73.5 Department for Trade, Tourism and Investment on 1 April 2019 International Engagement, Trade, Migration and International — — 90.7 Education to the Department for Trade, Tourism and Investment on 1 July 2018 Investment (including Health Industries) to the Department for — — 44.9 Trade, Tourism and Investment on 1 July 2018 Minister (administered item) to the Department for Trade, — — 1.0 Tourism and Investment on 1 July 2018 Office of the Industry Advocate to the Department of Treasury — — 8.7 and Finance on 1 April 2019 Office of the Small Business Commissioner to the Attorney — 11.0 10.6 General's Department on 1 July 2019 TAFE SA to the Education portfolio on 1 July 2018 — — 2 200.8 Less: FTEs transferred in: Creative Industries from the Department of the Premier and — — 2.0 Cabinet on 1 July 2018 Immigration SA from the Department for Trade, Tourism and — — 29.7 Investment on 1 April 2019 Equals: data published by the Office of the Commissioner for 308.2 360.9 2 885.0 Public Sector Employment (a) The 2019-20 Budget and the 2018-19 Estimated Result reflect the established FTE caps. (b) The 2017-18 Actual reflects data published by the Office of the Commissioner for Public Sector Employment.

2019-20 Agency Statements — Volume 3 105 Innovation and Skills

Program net cost of services summary

Net Cost of Services 2019-20 2018-19 2018-19 2017-18 Budget Estimated Budget Actual Result Program $000 $000 $000 $000 1. Innovation 31 192 49 107 40 562 47 878 2. Skills 301 955 367 461 373 547 381 500 3. Migration 2 744 3 126 2 852 2 933 Total 335 891 419 694 416 961 432 311 Reconciliation to agency net cost of providing services Add: Net costs transferred out: Aboriginal Affairs and Reconciliation to the — — — 17 081 Department of the Premier and Cabinet on 1 July 2018 Arts South Australia to the Department of the — — — 154 977 Premier and Cabinet on 1 July 2018 Industry, Business Growth, Case Management and — 10 311 24 010 25 779 Regions to the Department for Trade, Tourism and Investment on 1 April 2019 International Engagement, Trade, Migration and — — — 24 843 International Education to the Department for Trade, Tourism and Investment on 1 July 2018 Investment (including Health Industries) to the — — — 24 537 Department for Trade, Tourism and Investment on 1 July 2018 Office of the Industry Advocate to the Department — 947 1 331 1 510 of Treasury and Finance on 1 April 2019 Office of the Small Business Commissioner to the — 2 017 2 011 — Attorney General's Department on 1 July 2019 TAFE SA to the Education portfolio on 1 July 2018 — — — 16 262 Less: Net costs transferred in: Creative Industries from the Department of the — — 8 266 11 441 Premier and Cabinet on 1 July 2018 Immigration SA from the Department for Trade, — 1 628 2 852 2 933 Tourism and Investment on 1 April 2019 Equals: Net cost of providing services 335 891 431 341 433 195 682 926 (as per agency statement of comprehensive income)

106 2019-20 Agency Statements — Volume 3 Innovation and Skills

Key agency outputs

• Building South Australia’s innovation ecosystem (which includes research and commercialisation, science and research infrastructure, digital infrastructure, future technologies, entrepreneurs, start-ups and creative industries) primarily through continued activation of Lot Fourteen and activities of the Office of the South Australian Chief Entrepreneur.

• Enhancing the state’s capacity to meet the economy’s labour force needs through engaging with industry and individuals to identify how best to raise skill levels, enabling people to equip themselves to participate in the economy and maximising the value contributed by skilled, business, and entrepreneur migrants.

• Enabling the people who live and work in South Australia to be part of a skilled workforce and the innovation ecosystem to stimulate job creation and economic growth.

• Continuing to deliver the Skilling South Australia initiative, including growing the uptake of apprenticeships and traineeships towards the target of an additional 20 800 over four years.

• Contributing to the development and implementation of the South Australian Growth Agenda.

• Enhancing engagement and increasing collaboration between government, industry, and the science and research community.

Investing expenditure summary The 2019-20 investment program for Innovation and Skills is $8.3 million.

From 1 July 2019, annual investing projects relating to vocational education and training (VET) Infrastructure will transfer to TAFE SA in the Education portfolio. The Department for Innovation and Skills investment program from 2019-20 will deliver innovative Information and Communications Technology (ICT) infrastructure which will include support for the VET system.

The refurbishment of accommodation at the department’s Waymouth street office to improve space utilisation progressed during 2018-19.

Total 2018-19 Estimated project 2019-20 Estimated 2018-19 completion cost Budget Result Budget Investments Quarter $000 $000 $000 $000 Existing projects Waymouth Street Office Jun 2019 2 400 — 2 221 2 221 Accommodation Total existing projects 2 400 — 2 221 2 221 Annual programs Annual Investing program n.a. n.a. 7 389 13 029 14 222 IT Systems and Infrastructure n.a. n.a. 940 941 973 Total annual programs 8 329 13 970 15 195 Total investing expenditure 2 400 8 329 16 191 17 416

2019-20 Agency Statements — Volume 3 107 Innovation and Skills

Program 1: Innovation

Description/objective To support sustainable economic growth by developing and promoting the state’s innovation system 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

• developing and supporting our creative industries.

Highlights 2018-19

• Established the Office of the South Australian Chief Entrepreneur, appointed South Australia’s first Chief Entrepreneur and Entrepreneurship Advisory Board.

• Supported the expansion of the GigCity Program to include 21 innovation precincts and contracted providers to develop regional hubs in Mount Gambier and Whyalla.

• Launched the new $28 million Research, Commercialisation and Start-up Fund (RCSF).

• Commenced a scoping study for the new International Centre for Food, Hospitality and Tourism Studies at Lot Fourteen.

• Appointed the new Chief Scientist for South Australia.

• Successfully delivered programs and initiatives of the South Australian Film Corporation (including securing the production of Mortal Kombat), Adelaide Film Festival, Jam Factory and Music Development Office (including the St Pauls Creative Centre).

Targets 2019-20

• Strengthen the entrepreneurial ecosystem by supporting entrepreneurs, start-ups and early stage investors and increasing the number of start-up and early stage companies in South Australia through the Office of the South Australian Chief Entrepreneur.

• Promote and invest in world class research excellence through the continued support of the Office of the South Australian Chief Scientist and RCSF.

• Encourage the growth and development of our creative industries through targeted investments and collaboration supporting the South Australian Growth Agenda, including the development of a Creative Industries Strategy.

• Finalise a scoping study and business case for the new International Centre for Food, Hospitality and Tourism Studies at Lot Fourteen.

• Commence FIXE Hub operations at Lot Fourteen.

• Coordinate investment in innovation infrastructure, including science and research and digital infrastructure.

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Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 6 759 7 793 4 247 4 481 Supplies and services 2 779 7 159 3 435 3 918 Depreciation and amortisation expenses 78 121 157 112 Grants and subsidies 17 585 29 058 22 924 24 700 Intra-government transfers 5 882 13 241 10 822 16 733 Other expenses 27 25 39 51 Total expenses 33 110 57 397 41 624 49 995 Income Intra-government transfers 850 6 991 850 1 573 Other grants — — — 5 Sales of goods and services 957 1 086 99 266 Other income 111 213 113 273 Total income 1 918 8 290 1 062 2 117 Net cost of providing services 31 192 49 107 40 562 47 878 FTEs as at 30 June (No.) 47.6 62.8 32.2 32.2

Explanation of significant movements The $24.3 million reduction in total expenses in the 2019-20 Budget compared to the 2018-19 Estimated Result is primarily due to:

• once-off funding in 2018-19 to the South Australian Film Corporation (SAFC) to support the screen industry ($8.5 million), which includes funding of $6.0 million from the Economic and Business Growth Fund towards the Screen Production Investment Fund

• expenditure in 2018-19 for the National Collaborative Research Infrastructure Strategy (NCRIS) which supports South Australian based facilities through the purchase of new equipment and the upgrade of existing equipment ($7.0 million)

• scheduled completion in 2018-19 of support to the University of South Australia for the Future Industries Institute ($3.0 million), the Commonwealth funded Mobile Blackspot Program ($1.0 million) and the Small Business Development Program ($1.0 million)

• scheduled savings in 2019-20 through the orderly wind-down of TechinSA ($2.5 million).

The $15.8 million increase in total expenses in the 2018-19 Estimated Result compared to the 2018-19 Budget is primarily due to:

• expenditure in 2018-19 to provide additional support for South Australian NCRIS facilities ($7.0 million)

• once-off funding in 2018-19 to the SAFC to support the screen industry ($6.0 million)

• an increase in employee benefit expenses to support the government’s innovation priorities such as Lot Fourteen and the creative industries sector ($2.0 million).

2019-20 Agency Statements — Volume 3 109 Innovation and Skills

The $7.2 million increase in total income in the 2018-19 Estimated Result compared to the 2018-19 Budget is primarily due to once-off funding in 2018-19 from the Economic and Business Growth Fund to support the screen industry ($6.0 million).

The increase in income and expenses in the 2018-19 Estimated Result compared to the 2017-18 Actual is primarily due to funding of $8.5 million provided to the South Australian Film Corporation to support the screen industry, which included funding of $6.0 million from the Economic and Business Growth Fund.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual No. of creative projects supported 60 n.a. n.a. n.a. New indicator. No. of science and research collaboration projects 7 n.a. n.a. n.a. supported New indicator. No. of start-up and early stage companies supported 200 223 230 107 Revised indicator. Previously represented as No. of new companies created and No. of projects assisted. No. of entrepreneurship and innovation ecosystem 5 n.a. n.a. n.a. initiatives supported New indicator. Private investment in innovative early-stage companies $4m n.a. n.a. n.a. New indicator. No. of businesses provided with solutions to support 170 169 170 170 their growth and competitiveness No. of businesses supported by the Small Business n.a. 15 15 76 Development Fund Program ceased in 2018-19.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual Innovation Infrastructure • No. of digital projects supported 27 24 24 40 Revised indicator. Previously represented as Adelaide Gig City program — Number of designated Innovation precincts connected to SABRENet optic fibre and Mobile Black Spot program — Number of new black spot site base stations deployed under rounds 1 and 2 of the Commonwealth Mobile Blackspot program. • No. of science and research projects supported 5 n.a. n.a. n.a. New indicator. No. of workspaces available at the FIXE Hub at Lot 200 n.a. n.a. n.a. Fourteen New indicator. No. of FIXE events, programs and seminars 50 52 50 37 Revised indicator. Previously represented as No. of short courses and networking functions held. No. of science events, programs and seminars 10 n.a. n.a. n.a. New indicator. No. of creative industry events, programs and seminars 20 n.a. n.a. n.a. New indicator.

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2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual Leveraged early stage private investment in innovative 2:1 n.a. n.a. n.a. companies New indicator. No. of businesses provided with base-level information 19 000 19 056 17 000 21 810 resources No. of businesses supported to build capability 1 000 1 324 1 200 1 099

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Program 2: Skills

Description/objective Through targeted investment in training, ensure South Australians have the right skills to secure a job today and careers into the future and contribute towards a competitive, dynamic economy by:

• strengthening the voice of industry and aligning the investment of public funds with industry identified workforce development needs and training priorities

• assisting employers to take on apprentices and trainees through responsive services and advice with a customer focus

• regulating the apprenticeship and trainee system to ensure compliance with the Training and Skills Development Act 2008.

• enabling a responsive, contestable and high-quality vocational education and training (VET) system.

Highlights 2018-19

• Expanded the Subsidised Training List to meet the needs of industry, delivering increased choice and access for employers and students by almost doubling the number of funded qualifications available.

• Established eight Industry Skills Councils involving over 90 industry leaders.

• Revitalised the Training and Skills Commission by appointing the Chairperson of each Industry Skills Council as members of the Training and Skills Commission, providing a direct link to industry.

• Commenced the Skilling South Australia initiative to support the increased uptake of apprenticeships and traineeships.

• Streamlined the employer registration process for employers taking on apprentices and trainees through the introduction of online tools and revised business processes.

• Delivered key requirements under the National Partnership on the Skilling Australians Fund to support apprenticeships and traineeships.

• Amended the Construction Industry Training Fund Act 1993 to enable the Board to better respond to changing industry demands and be equipped to serve the workforce development and skills needs of the building and construction industry.

Targets 2019-20

• Support a high-quality training system with increased access to training and greater choice and flexibility for students.

• Increase engagement with industry to ensure industry’s voice is at the forefront of skills and workforce development and government training investment.

• Continue to support the uptake of an additional 20 800 apprentices and trainees through Skilling South Australia.

• Improve the monitoring and compliance of activities with employers and service providers to reduce red tape.

• Review of the Training and Skills Development Act 2008.

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Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget(a) Actual $000 $000 $000 $000 Expenses Employee benefit expenses 27 271 35 955 31 843 30 250 Supplies and services 8 870 71 389 66 305 70 947 Depreciation and amortisation expenses 3 442 4 112 3 495 3 440 Grants and subsidies 109 095 94 081 118 922 88 851 Intra-government transfers 177 968 258 042 241 825 242 391 Other expenses 127 3 445 6 121 3 888 Total expenses 326 773 467 024 468 511 439 767 Income Commonwealth revenues 20 118 39 479 39 441 138 Intra-government transfers 969 1 088 969 1 618 Other grants — — — 39 Sales of goods and services 3 625 5 037 582 55 435 Interest revenues — — — 1 Net gain or loss from disposal of assets — — — -97 Other income 106 53 959 53 972 1 133 Total income 24 818 99 563 94 964 58 267 Net cost of providing services 301 955 367 461 373 547 381 500 FTEs as at 30 June (No.) 230.0 260.7 263.4 286.3 (a) The 2018-19 Budget differs to the amounts contained within the 2018-19 Agency Statements due to the transfer of case management and regions functions to the Department for Trade, Tourism and Investment following the Joyce review, as well as a subsequent redistribution of corporate overheads.

Explanation of significant movements The $140.3 million decrease in total expenses in the 2019-20 Budget compared to the 2018-19 Estimated Result is primarily due to:

• the sale of VET Infrastructure to TAFE SA resulting in the cessation of lease payments to Renewal SA ($58.3 million) and funding to TAFE SA for sub-lease arrangements ($54.0 million)

• higher funding provided to TAFE SA in 2018-19 ($15.8 million).

The $27.3 million increase in total expenses in the 2018-19 Estimated Result compared to the 2017-18 Actual is primarily due to the commencement of the Skilling South Australia initiative in 2018-19 ($38.8 million), partially offset by the transfer of student transport concessions to the department’s Administered Items in 2018-19 ($14.0 million).

The $74.7 million decrease in total income in the 2019-20 Budget compared to 2018-19 Estimated Result relates primarily to the cessation of VET Infrastructure sub-leasing arrangements ($54.0 million) and a decrease in Commonwealth funding for the Skilling Australians Fund National Partnership Agreement ($19.3 million) in line with the agreed profile between years ($39.4 million in 2018-19 compared to $20.1 million in 2019-20).

The $41.3 million increase in total income in the 2018-19 Estimated Result compared to the 2017-18 Actual is primarily due to the commencement of Commonwealth funding for the Skilling Australians Fund National Partnership Agreement ($39.4 million).

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Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual No. of commencements through Skilling South Australia, 5 200 3 400 3 500 n.a. above the state’s baseline The Skilling South Australia policy aims to create an additional 20 800 apprentices and trainees over four years to 2021-22. The baseline year is 2016-17. The performance indicator scope is commencements for apprenticeships, pre-apprenticeships, higher apprenticeships, and training with similar characteristics. This is the same scope as the National Partnership Agreement for the Skilling Australians Fund. % of apprentices and trainees completing their training 57.0% 55.7% 57.0% 57.2% contract Data Sourced from National Centre for Vocational Education Research (NCVER). No. of people participating in government funded VET in 75 000 66 200 71 000 66 600 South Australia Data sourced from NCVER. Qualification completion rate for government funded 40.0% 35.0% 35.0% 33.9% VET in South Australia For qualifications at Certificate I and above which commenced in a given year. Data sourced from NCVER. % of qualification completions at Certificate III and above 70.0% 65.3% 70.0% 70.3% for government funded VET in South Australia Data sourced from NCVER. % of government funded VET graduates who improved 60.0% 62.6% 60.0% 60.5% their employment circumstances after training Data sourced from NCVER. % of government funded VET graduates rating their 90.0% 85.6% 90.0% 89.2% satisfaction with quality of training at four or more on a scale of 1 (strongly disagree) to 5 (strongly agree) Data sourced from NCVER.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual Government expenditure per annual hours of VET $21.00 $25.00 $20.00 $21.29 delivery Data sourced from the Report on Government Services.

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Program 3: Migration

Description/objective Implement strategies and programs that attract skilled and business migrants to South Australia by integrating migration policy into the department’s focus on the human factors required to support the South Australian Growth Agenda.

Highlights 2018-19

• Exceeded state nomination targets set for skilled migrants and business migrants, with over 3000 skilled migration nominations and over 650 business migration nominations.

• Negotiated and signed two Designated Area Migration Agreements with the Commonwealth for commencement of employer sponsored applications in 2019-20 to attract skilled migrants to South Australia where Australian citizens and permanent residents are not available and to focus on the specific labour market needs of our State.

• Launched the Supporting Innovation in South Australia pilot visa for entrepreneurs.

Targets 2019-20

• Implement the new South Australian Designated Area Migration Agreements for (1) Regional South Australia and (2) Adelaide City Technology and Innovation Advancement.

• Achieve at least 3000 skilled migration nominations and at least 600 business migration nominations.

• Increase the proportion of nominations for the provisional visa to 70 per cent of overall skilled migration nominations.

• Increase the number of new Supporting Innovation in South Australia Pilot visa for entrepreneurs beyond 30 visa grants per annum.

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 3 335 2 978 2 717 2 836 Supplies and services 1 324 1 425 1 035 1 141 Depreciation and amortisation expenses 32 7 — — Grants and subsidies 126 2 — — Intra-government transfers expenses 5 5 — — Other expenses 13 3 — -7 Total expenses 4 835 4 420 3 752 3 970

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2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Income Intra-government transfers 379 3 — — Fees, fines and penalties 1 270 1 170 900 1 036 Sales of goods and services 429 116 — — Other income 13 5 — 1 Total income 2 091 1 294 900 1 037 Net cost of providing services 2 744 3 126 2 852 2 933 FTEs as at 30 June (No.) 29.6 25.4 27.5 29.7

Explanation of significant movements The $0.4 million increase in total expenses for the 2019-20 Budget compared to the 2018-19 Estimated Result is primarily due to increased support towards boosting business investment migration.

The $0.8 million increase in total income for the 2019-20 Budget compared to the 2018-19 Estimated Result is primarily due to support from the Economic and Business Growth Fund for business investment migration, as well as an increase in migration fee following a review of cost recovery arrangements.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual Business Migration (892, 893, 888 Visa) • No. of state nominations approved 50 40 50 44 • No. of jobs created 10 10 10 6 • Value of investments $10m $10m $10m $5m The 888 visa was added to the indicator in 2017-18.

The 892, 893, 888 visa outcomes relate to business migrants who have successfully met migration requirements and can now apply for permanent residency. These outcomes are verified after two years. Achievement of these targets is contingent on Commonwealth allocations. Business migration (132, 188 Visa) • Number of state nominations approved 700 700 550 549 • Value of investments (proposed) $120m $143m $112m $20m The 132, 188 visa results relate to investment outcomes by new business migrants nominated by the state to support their visa application to undertake business activities in South Australia. These outcomes are verified after two years. Achievement of these targets is contingent on Commonwealth allocations. Business migration 132 Review • Value of investments reported $40m $29m $14m n.a. • Value of exports facilitated $80m $60m $44m n.a. The 132 visa was added as an indicator in 2018-19 for the review stage which occurs two years after the visa has been activated. There is a considerable lag between nomination and visa grant.

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Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual No. of applications processed for advice by Regional 400 420 600 1 280 Certifying Body (280 satisfied) (783 assessed The number of applications for Regional Certifying Body advice as satisfied) in 2018-19 dropped dramatically due to program changes that came into effect in March 2018. Achievement of these targets is contingent on Commonwealth allocations. No. of skilled nominations approved (489, 190, Visa 3 000 3 000 2 500 2 569 subclass) Business migration 132 Review • No. of reviews undertaken 150 100 80 n.a. The 132 visa was added as an indicator in 2018-19 for the review stage which occurs two years after the visa has been activated. There is a considerable lag between nomination and visa grant. New indicators to align with the objectives of the new department. Achievement of these targets is contingent on Commonwealth allocations. No. of new Supporting Innovation in SA pilot visa for 30 15 30 n.a. entrepreneur recipients Visa commenced in late November 2018, later than initially intended, hence the lower rate of grants. The 2019-20 performance will be highly contingent on timing of the national rollout of this visa (SA has had a period of exclusivity as a pilot). No. of overseas qualification recognition services 700 700 1 000 n.a. processed No. of employment workshops delivered to skilled 55 55 n.a. n.a. migrants New indicator to align with the objectives of the new department.

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Reconciliation of statement of cashflows

2018-19 Estimated

Result $000 Closing cash balance 30 June 2019 43 753 Less: cash transferred out Office of the Small Business Commissioner to the Attorney-General’s Department on 862 1 July 2019 Equals: Opening cash balance 1 July 2019 (as per agency statement of cash flows) 42 891

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Summary of major variations

Statement of comprehensive income — controlled

Expenses

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $175.3 million reduction in total expenses is primarily due to:

• the sale of VET Infrastructure to TAFE SA resulting in the cessation of lease payments to Renewal SA ($58.3 million) and funding to TAFE SA for sub-lease arrangements ($54.0 million)

• higher funding provided to TAFE SA in 2018-19 ($15.8 million)

• once-off funding in 2018-19 to the South Australian Film Corporation (SAFC) to support the screen industry ($8.5 million), which includes funding of $6.0 million from the Economic and Business Growth Fund towards the Screen Production Investment Fund

• machinery of government transfers to the Department for Trade, Tourism and Investment for Industry, Business Growth, Case Management and Regions functions, less the transfer of Immigration SA to the Department for Innovation and Skills ($8.0 million)

• expenditure in 2018-19 for the National Collaborative Research Infrastructure Strategy (NCRIS) which supports South Australian based facilities through the purchase of new equipment and the upgrade of existing equipment ($7.0 million)

• scheduled completion in 2018-19 of several innovation programs totalling $5.0 million, including support to the University of South Australia for the Future Industries Institute ($3.0 million).

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The $11.3 million increase in total expenses is primarily due to:

• additional support provided to TAFE SA in 2018-19 ($12.8 million)

• once-off funding in 2018-19 to the SAFC to support the screen industry ($8.5 million), which includes funding of $6.0 million from the Economic and Business Growth Fund towards the Screen Production Investment Fund

• commencement in 2018-19 of support to South Australian NCRIS facilities ($7.0 million) partially offset by

• transfer of student transport concessions in 2018-19 to the department’s Administered Items ($16.0 million).

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $267.1 million reduction in total expenses is primarily due to:

• machinery of government transfers from the Department for Innovation and Skills to various departments on 1 July 2018 ($301.1 million), including:

– Arts South Australia and Aboriginal Affairs and Reconciliation to the Department of the Premier and Cabinet ($188.3 million)

– TAFE SA to the Education portfolio ($58.9 million)

– Trade and Investment functions to the Department for Trade, Tourism and Investment ($53.9 million).

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partially offset by

• commencement of the Skilling Australians Fund National Partnership Agreement in 2018-19 ($38.8 million).

Income

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $79.8 million reduction in total income is primarily due to:

• cessation of VET Infrastructure sub-leasing arrangements in 2019-20 ($54.0 million)

• decrease in Commonwealth Government funding of $19.3 million for the Skilling Australians Fund National Partnership Agreement from $39.4 million in 2018-19 to $20.1 million in 2019-20, in line with the agreed income profile

• once-off funding in 2018-19 from the Economic and Business Growth Fund towards the South Australian Film Corporation’s Screen Production Investment Fund ($6.0 million).

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The $13.2 million increase in total income is primarily due to:

• once-off funding in 2018-19 from the Economic and Business Growth Fund towards the South Australian Film Corporation’s Screen Production Investment Fund ($6.0 million) • commencement in 2018-19 of a new service level agreement with the Department for Energy and Mining and the Department for Trade, Tourism and Investment for the delivery of corporate support services ($5.3 million).

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $15.5 million reduction in total income is primarily due to:

• machinery of government transfers from the Department for Innovation and Skills to various departments on 1 July 2018 ($63.4 million), including:

– Arts South Australia and Aboriginal Affairs and Reconciliation to the Department of the Premier and Cabinet ($16.2 million)

– TAFE SA to the Education portfolio ($42.6 million)

– Trade and Investment functions to the Department for Trade, Tourism and Investment ($4.6 million) partially offset by

• commencement of the Skilling Australians Fund National Partnership Agreement in 2018-19 ($39.4 million) • once-off funding in 2018-19 from the Economic and Business Growth Fund towards the South Australian Film Corporation’s Screen Production Investment Fund ($6.0 million) • increased income in 2018-19 associated with service level agreements with the Department for Energy and Mining and the Department for Trade, Tourism and Investment for the delivery of corporate support services ($3.3 million).

Statement of financial position — controlled

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $22.8 million decrease in net assets is primarily due to the sale of VET infrastructure assets to TAFE SA in 2019-20 ($18.2 million).

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Major variances between 2018-19 Estimated Result and 2018-19 Budget

The $29.2 million increase in net assets is primarily due to a build-up of cash from previous years and will be transferred to the Department of Treasury and Finance in line with the Cash Alignment Policy.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $258.5 million decrease in net assets is primarily due to machinery of government transfers from the Department for Innovation and Skills effective 1 July 2018 for:

• Arts South Australia to the Department of the Premier and Cabinet ($212.9 million)

• TAFE SA to the Education portfolio ($13.6 million)

• Investment Attraction South Australia and International Engagement, Trade, Migration and International Education to the Department for Trade, Tourism and Investment ($18.3 million).

Statement of cash flows — controlled

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The movement in cash outflows is consistent with the movement described for the statement of comprehensive income.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The movement in cash outflows is consistent with the movement described for the statement of comprehensive income.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The movement in cash outflows is consistent with the movement described for the statement of comprehensive income.

Statement of comprehensive income — administered items

Major variances between 2019-20 Budget and 2018-19 Estimated Result

No major variations.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

An increase in expenditure of $16.0 million due to the transfer of student transport concessions in 2018-19 to the department’s Administered Items from Controlled.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

• The transfer of $16.4 million of expenses and $0.5 million of income to the Department of Premier and Cabinet as part of the machinery of government transfer relating to Aboriginal Affairs and Reconciliation on 1 July 2018 partially offset by

• An increase in expenditure of $15.9 million due to the transfer of student transport concessions in 2018-19 to the department’s Administered Items from Controlled.

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Statement of financial position — administered items

Major variances between 2019-20 Budget and 2018-19 Estimated Result

No major variations.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

No major variations.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

No major variations.

Statement of cash flows — administered items

Major variances between 2019-20 Budget and 2018-19 Estimated Result

No major variations.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The movement in cash inflows and outflows is consistent with the movement described for the statement of comprehensive income.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The movements in cash inflows and outflows are consistent with the movement described for the statement of comprehensive income.

Additional information for administered items Additional information on administered items is included in the following table.

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Additional information for administered items for the Department for Innovation and Skills Statement of cash flows

2018-19 2019-20 Estimated 2018-19 2017-18

Budget Result Budget Actual $000 $000 $000 $000

Operating activities

Cash outflows

Employee benefit payments Parliamentary salaries and electorate expense 364 358 358 559 allowances Grants and Subsidies Student transport concessions 14 472 15 984 — — Cash used in operations 14 836 16 342 358 559

Cash inflows

Cash generated from operations — — — —

State Appropriation

Appropriation Parliamentary salaries and electorate expense 364 358 358 562 allowances Student transport concessions 14 472 15 984 — — Net cash provided by state government 14 836 16 342 358 562 Net cash provided by (+)/used in (-) operating activities — — — 3 Net increase (+)/decrease (-) in cash equivalents — — — 3 Cash and cash equivalents at the start of the financial 34 546 34 546 36 701 37 276 year (as at 1 July) Cash and cash equivalents at the end of the financial 34 546 34 546 36 701 34 546 year (as at 30 June)

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Additional information for administered items for the Department for Innovation and Skills Reconciliation to statement of cash flows

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000

Reconciliation to operating payments

Operating payments (as per additional information for 14 836 16 342 358 559 administered items) Add: Transferred out: APY Lands — additional services — — — 7 289 Aboriginal Communities - additional services — — — 300 Parliamentary salaries and electorate expense allowances — — — 101 Small Business Commissioner — — — 1 847 South Australian Stolen Generations Reparation Scheme — — — 7 877 Equals: Operating payments 14 836 16 342 358 17 973 (as per administered items statement of cash flows)

Reconciliation to operating receipts

Operating receipts (as per additional information for — — — — administered items) Add: Transferred out: APY Lands — additional services — — — 364 Aboriginal Communities — additional services — — — 300 Bank of Tokyo — Arts — — — 2 Equals: Operating receipts — — — 666 (as per administered items statement of cash flows)

132 2019-20 Agency Statements — Volume 3 Agency: Department of Planning, Transport and Infrastructure

Minister for Police, Emergency Services and Correctional Services Minister for Transport, Infrastructure and Local Government Minister for Planning

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Contents

Planning, Transport and Infrastructure

Objective 136 Ministerial responsibilities 136 Ministerial office resources 137 Workforce summary 137 Program net cost of services summary 138 Key agency outputs 138 Investing expenditure summary 139 Program 1: Road Safety 142 Program 2: SA Public Transport Authority 145 Program 3: Roads and Marine 148 Program 4: Delivery of Transport Projects 152 Program 5: Provision and Management of Across Government Services 155 Program 6: Infrastructure Planning and Policy 159 Program 7: Land Use Planning 162 Financial statements 164 Summary of major variations 172 Additional information for administered items 175

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Objective The Department of Planning, Transport and Infrastructure (DPTI) has diverse responsibilities for transport systems and services, infrastructure planning and provision, and strategic land use within South Australia.

DPTI ensures that South Australia’s needs for the movement of people and freight, and the delivery of services across the transport and infrastructure sectors, are met in a safe, efficient, cost effective and sustainable manner. DPTI also plays a leadership role in the management of public sector building assets and infrastructure, statutory services and information to the community relating to land titling and administration functions, and the state’s land use and development planning for all South Australians.

By harnessing the diversity of our purposes and people we strive to achieve positive outcomes that will improve the lifestyles of all South Australians every day.

Ministerial responsibilities

Minister Programs Sub-programs The Hon. CL Wingard 1. Road Safety Nil Minister for Police, Emergency Services and Correctional Services The Hon. SK Knoll 2. SA Public Transport Authority Nil Minister for Transport, 3. Roads and Marine Nil Infrastructure and Local 4. Delivery of Transport Projects Nil Government 5. Provision and Management of Nil Minister for Planning Across Government Services 6. Infrastructure Planning and Nil Policy 7. Land Use Planning Nil

Administered items

In addition to the above responsibilities, the agency administers the following items on behalf of the ministers: • Asbestos Program

• Compulsory Third Party Insurance

• Emergency services levy

• Expiation receipts

• Firearm receipts

• Flinders Ports — land tax equivalent

• Hospital Fund — contributions

• Lifetime Support Scheme receipts

• Metropolitan (Woodville, Henley and Grange) Drainage Scheme

• Planning and Development Fund

• Planning fees

• Real Property Act Assurance Fund

• Real Property Act Trust Accounts

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• Registrar-General and Surveyor-General Statutory Act revenues

• Registration and Licensing collections and disbursements

• Service SA disbursements

• Special Act salaries

• Stamp duty receipts

• West Beach Trust (trading as West Beach Parks) — taxation equivalent regime

• Workers Liens Trust Account.

Statutes

The Department of the Premier and Cabinet maintains a list of statutes applicable to ministers.

Ministerial office resources

2019-20 Budget Cost of provision Minister $000 FTE The Hon. SK Knoll 2 443 15

Workforce summary

FTEs as at 30 June Agency 2019-20 2018-19 2017-18 Budget(a) Estimated Actual(b) Result(a) Department of Planning, Transport and Infrastructure 3 084.8 3 238.1 3 107.5 Administered items for the Department of Planning, 1.0 1.0 1.0 Transport and Infrastructure Total 3 085.8 3 239.1 3 108.5 (a) The 2019-20 Budget and 2018-19 Estimated Result reflect the established FTE caps. (b) Data published by the Office of the Commissioner for Public Sector Employment.

Reconciliation to agency FTEs Add: FTEs transferred out:

Office for Recreation and Sport — — 79.9 Less: FTEs transferred in: Office of the Valuer-General and Office of the Registrar-General — — 12.2 Service SA — — 263.3

Equals: data published by the Office of the Commissioner for 3 085.8 3 239.1 2 912.9 Public Sector Employment

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Program net cost of services summary

Net cost of services 2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual Program $000 $000 $000 $000 1. Road Safety 47 916 48 266 47 050 48 076 2. SA Public Transport Authority 167 554 309 376 235 376 375 873 3. Roads and Marine -181 907 -266 879 -130 716 -450 356 4. Delivery of Transport Projects -272 801 -414 206 -350 557 -639 531 5. Provision and Management of Across 28 893 77 879 21 434 32 359 Government Services 6. Infrastructure Planning and Policy 104 459 119 466 97 091 106 417 7. Land Use Planning 6 636 9 555 7 888 9 864 Total -99 250 -116 543 -72 434 -517 298 Reconciliation to agency net cost of providing services Add: Net costs transferred out: Office for Recreation and Sport to the Department — — — 76 681 of the Premier and Cabinet on 1 July 2018 Less: Net costs transferred in: Service SA from the Department of the Premier — — — 1 785 and Cabinet on 1 July 2018 Office of the Valuer-General and Office of the Registrar-General from the Department of — — — 47 800 Treasury and Finance on 1 July 2018 Equals: Net Cost of providing services (as per agency statement of comprehensive -99 250 -116 543 -72 434 -490 202 income)

Key agency outputs The Department of Planning, Transport and Infrastructure works as part of the community to deliver effective planning policy, efficient transport, and valuable social and economic infrastructure.

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Investing expenditure summary The 2019-20 investment program is $1168 million. A number of measures will commence from 2019-20, including a number of projects to be delivered in partnership with the Commonwealth Government, as outlined in the table below.

Total 2018-19 Estimated project 2019-20 Estimated 2018-19 completion cost Budget Result Budget Investments Quarter $000 $000 $000 $000 New projects Dublin saleyards access(a) Jun 2020 7 000 7 000 — — Kroemers crossing roundabout Jun 2020 6 000 6 000 — — Metro intersection upgrade Jun 2023 61 000 1 000 — — program, Cross and Fullarton Roads Metro intersection upgrade Jun 2022 35 000 1 000 — — program, Glen Osmond and Fullarton Roads Metro intersection upgrade Jun 2022 35 000 5 000 — — program, Goodwood, Springbank and Daws Roads(b) Metro intersection upgrade Jun 2022 19 000 2 000 — — program, Grand Junction and Hampstead Roads Metro intersection upgrade Jun 2021 13 000 2 000 — — program, Main North, McIntyre and Kings Roads Metro intersection upgrade Jun 2022 19 000 2 000 — — program, Main North Road and Nottage Terrace Metro intersection upgrade Jun 2023 98 000 2 000 — — program, Portrush and Magill Roads Metro intersection upgrade Jun 2022 231 000 11 000 — — program, Torrens Road, Ovingham level crossing Naracoorte roundabouts Jun 2020 8 000 8 000 — — North-South Corridor, Torrens River n.a. 5 422 000 30 000 — — to Darlington Thomas Foods International facility(c) Jun 2020 7 000 7 000 — — Tonsley rail line — new station Jun 2020 8 000 8 000 TRUMPS improvements — CTP Jun 2019 1 355 — 1 355 — Scheme Total new projects 5 970 355 92 000 1 355 — Existing projects Adelaide Festival Centre Precinct — Jun 2021 109 693 5 000 9 000 40 000 plaza and integration Adelaide Hills Priority program(d) Dec 2020 8 917 500 500 1 344 Adelaide Oval — redevelopment Dec 2019 435 000 900 2 174 3 074 Adelaide to Melbourne Road Jun 2019 100 000 — 374 1 074 Corridor

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Total 2018-19 Estimated project 2019-20 Estimated 2018-19 completion cost Budget Result Budget Investments Quarter $000 $000 $000 $000 Bus Fleet Replacement program n.a. n.a. 18 765 27 926 27 926 Cape Jervis Breakwater Extension Jun 2020 1 920 1 920 — — Carbon Neutral Travel Initiatives Jun 2019 6 000 — 3 787 3 000 City South Tramline Upgrade Dec 2019 17 500 11 570 3 626 7 930 Critical Bridge Improvements Jun 2019 6 400 — 1 849 1 715 Diesel, Railcar, Heavy Overhaul and Jun 2019 55 880 — 22 941 22 919 Life Extension Duplication of Joy Baluch AM Bridge Jun 2021 200 000 40 000 2 000 10 000 Extension of the Tonsley Rail Line to Jun 2020 125 000 89 882 14 000 62 231 the Flinders Medical Centre External Works Jun 2019 n.a. — 2 410 1 000 Fix Candy Road and South Road Jun 2020 5 200 5 130 70 — intersection Gawler East Link Road Project(e) Jun 2020 12 310 4 668 6 000 10 803 Gawler Line Electrification Project Jun 2022 615 000 296 750 94 250 222 500 Golden Grove Road Upgrade Jun 2020 20 000 14 800 1 844 10 000 Goodwood and Torrens Rail Junction Jun 2019 363 806 — 6 000 1 036 upgrade(f) Henley and Semaphore Jetty Jun 2019 3 032 — 1 981 2 143 Upgrades Improving critical road infrastructure Dec 2019 66 189 1 700 26 753 28 453 Increased detection of unregistered n.a. n.a. 1 091 1 658 1 658 and uninsured vehicles Leigh Creek Township Future Jun 2022 1 691 300 370 715 Lobethal Freight Access Project Jun 2019 14 000 — 11 693 11 693 Main South Road Duplication from Jun 2023 305 000 23 000 2 000 2 000 Seaford to Aldinga Managed motorways on the South Jun 2020 14 200 11 894 454 7 763 Eastern Freeway(d) (f) Mitcham Hills Upgrade Program Jun 2022 20 000 5 000 6 183 2 683 North East Public Transport Park ’n’ Jun 2020 33 500 30 371 2 500 14 500 Ride North Haven Boat Ramp and Jun 2019 5 550 — 5 550 5 550 Breakwater North-South Corridor, Darlington Jun 2020 667 000 96 805 115 000 157 790 upgrade(f) North-South Corridor, Regency Road Jun 2022 354 300 38 200 39 865 40 000 to Pym Street North-South Corridor, Northern Jun 2020 868 365 129 346 220 000 230 000 Connector(f) North-South Corridor, South Road Jun 2021 821 800 2 000 3 596 24 596 Superway(f)(g) North-South Corridor, Torrens Road Dec 2019 767 000 4 500 50 343 88 843 to River Torrens

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Total 2018-19 Estimated project 2019-20 Estimated 2018-19 completion cost Budget Result Budget Investments Quarter $000 $000 $000 $000 Oaklands Rail Crossing Grade Jun 2020 151 340 35 515 94 150 149 340 Separation O-Bahn extension into the city Jun 2019 160 000 — 708 3 408 Penola Bypass Jun 2020 14 600 14 100 300 2 800 Planning Reform Implementation Jun 2021 19 942 7 735 7 941 11 926 Port Adelaide Office Jun 2019 12 238 — 3 465 3 465 Accommodation Fit-out Port Road / West Lakes Boulevard / Jun 2020 6 000 5 598 350 5 800 Cheltenham Parade intersection upgrade Port Stanvac Wharf and Foreshore Jun 2020 6 510 6 407 100 780 Port Wakefield Overpass and Jun 2022 90 000 15 000 2 000 — Highway Duplication Public Transport — Park ’n’ Ride Jun 2020 18 792 900 1 841 2 741 Interchanges Regional Roads Program Jun 2019 13 750 — 4 079 1 475 Southern Expressway Safety Screens Dec 2019 14 980 2 000 12 980 14 980 Ten new safety cameras Jun 2020 2 000 849 1 000 1 000 Train Operations Control Centre Jun 2019 34 953 — 26 798 26 918 Tulloch Road Intersection Upgrade Jun 2020 7 500 5 324 2 000 3 800 Upper Yorke Peninsula Regional Jun 2019 38 930 — 1 161 1 800 Road Network Upgrade Small projects n.a. n.a. 2 390 5 828 17 698 Total existing projects 6 615 788 929 910 851 398 1 292 870 Annual programs DPTI Annual Program(h) n.a. n.a. 138 784 146 641 151 293 Residential Properties n.a. n.a. 7 011 6 840 6 840 Total annual programs — 145 795 153 481 158 133 Total investing expenditure 12 586 143 1 167 705 1 006 234 1 451 003 (a) The total project cost including operating expenses for Dublin saleyards access is $11.0 million. (b) The total project cost reflects current approved budget for the metro intersection upgrade, Goodwood, Springbank and Daws Roads. (c) The total project cost including operating expenses for Thomas Foods International facility is $14.0 million. (d) Project is either fully or partially funded from the $100.0 million provided by the Motor Accident Commission in 2013-14 for road safety initiatives. (e) The total project cost including operating expenses for Gawler East Link Road Project is $60.0 million. (f) Variations to budget have been approved by the state government and are awaiting final approval by the Commonwealth Government. (g) The estimated total cost includes $30.0 million for the purchase of additional land to be offset by proceeds from the eventual sale of land surplus to the project requirements. (h) This program includes a number of election commitments announced by the government.

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Program 1: Road Safety

Description/objective Provision of policy and investment advice, community information on road safety, and the provision of services for safe and sustainable road use and travel behaviour.

Highlights 2018-19

• Continued shoulder sealing works and the installation of safety barriers in rural areas to reduce casualties on high speed rural roads. • Continued to develop network safety plans for mass action treatments across the network (e.g. shoulder sealing, hazard protection and removal, roundabouts, median and roadside barriers). • Continued to invest in black spot programs to improve safety at locations in both metropolitan and rural areas with a high crash history.

• Implemented legislative reform improving safety on the South Eastern Freeway. • Launched a new safety camera website to improve transparency on safety cameras.

Targets 2019-20

• Enhance the motorcycle graduated licensing scheme to reduce fatalities and serious injuries amongst novice riders.

• Ensure that safe system principles are embedded into DPTI’s planning and design of road infrastructure and operations projects.

• Engage South Australian workplaces in developing a culture of road safety.

• Increase the capacity of remote Aboriginal communities to support improved road safety and driver licensing outcomes.

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 8 074 7 623 7 270 6 857 Supplies and services 4 804 2 999 1 426 3 779 Depreciation and amortisation expenses 602 602 997 594 Grants and subsidies 2 356 3 812 3 872 5 108 Intra-government transfers 43 706 42 640 42 556 41 610 Other expenses 76 75 76 89 Total expenses 59 618 57 751 56 197 58 037

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2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth Revenues 8 600 6 508 6 170 7 222 Fees, fines and penalties 2 759 2 634 2 634 2 552 Interest revenue 343 343 343 187 Total income 11 702 9 485 9 147 9 961 Net cost of providing services 47 916 48 266 47 050 48 076 FTEs as at 30 June (No.)(a) 75.8 76.8 76.3 77.5 (a) Includes FTEs funded through the investing program.

Explanation of significant movements The $1.9 million increase in expenses between 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

• increased funding for road safety activities due to the transfer of functions previously delivered by the Motor Accident Commission (MAC) from July 2019 ($4.5m) partially offset by

• a decrease from 2018-19 in operating expenditure as part of the National Blackspot program and local government initiatives ($1.9 million).

The $2.2 million increase in income between 2019-20 Budget and 2018-19 Estimated Result is primarily due to the Commonwealth Government contribution towards the National Blackspot program in 2019-20 ($2.4 million).

The $1.6 million increase in expense between 2018-19 Estimated Result and 2018-19 Budget is primarily due to the delivery of additional operating projects mainly funded through the National Black Spot Program and DPTI Annual Program ($1.3 million).

The $1.8 million decrease in expenses between 2018-19 Budget and 2017-18 Actual is primarily due to increased annual program road safety expenditure and road safety programs including Way2Go and Residents Win in 2017-18 ($1.7 million).

The $0.8 million decrease in income between 2018-19 Budget and 2017-18 Actual is primarily due to a decrease in National Black Spot Program funding for South Australia in 2018-19 ($1.1 million).

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual No. of road fatalities <81 91 ≤82 99 Number of fatalities on South Australian road network in one year. Fatality numbers are small and are likely to fluctuate from year to year. The Targets are based on the number of fatalities that will need to be reached in order to meet South Australia’s road safety targets of less than 80 fatalities and less than 800 serious injuries by the end of 2020. Estimated results are based on the most up to date South Australian Police road statistics available (South Australia Police reported fatalities and serious injuries for the 12 months to the end of March 2019).

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2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual No. of serious injuries <600 557 ≤600 569 Number of serious injuries on South Australian road network in one year. There has been a substantial decline in serious injuries over the past few years, which is due to a reduction in the number and severity of crashes, and changes in the recording of crashes due to improved follow up procedures. As the number of serious injuries has already fallen below the 2020 target, the serious injury targets have not been revised and remain as per the previous year. Estimated results are based on the most up to date South Australian Police road statistics available (South Australia Police reported fatalities and serious injuries for the 12 months to the end of March 2019).

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual No. of single vehicle run-off-road (SVROR) serious 273 240 284 239 casualty crashes Single vehicle run-off-road refers to crashes where a vehicle has left the road out of control, hit a fixed object, or has rolled over. 2018-19 and 2019-20 targets are based on the expected number of casualty crashes given the current 2011 to 2020 trend. Estimated results are based on the number of crashes 12 months to date to the end of November 2018 (the most up to date figures available for serious casualty crashes). No. of intersection serious casualty crashes 175 171 185 187 Serious casualty crashes are the sum of fatal and serious injury crashes. 2018-19 and 2019-20 targets are based on the expected number of casualty crashes given the current 2011 to 2020 trend. Estimated results are based on the number of crashes 12 months to date to the end of November 2018 (the most up to date figures available for serious casualty crashes).

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Program 2: SA Public Transport Authority

Description/objective Provision and maintenance of safe, efficient, equitable and accessible public transport services in metropolitan Adelaide and assisting regional councils and communities to deliver diverse passenger transport services.

Highlights 2018-19

• Completed the relocation of the rail operations control centre to Dry Creek and the upgrade of the existing diesel railcar fleet.

• Opened the city tram extension to Festival Plaza and Botanic Gardens and commenced running passenger services.

• Continued to deliver the bus stop management program and implement a more efficient bus timetable which will result in travel time savings for passengers.

• Finalised a detailed analysis of the public transport network to provide opportunities for improved, more connected services that encourage patronage growth across the network in preparation for the creation of the South Australian Public Transport Authority (SAPTA), delivering on the government’s election commitment.

• Commenced a tender and evaluation process for the delivery of regular metropolitan bus services.

• Commenced a tender and evaluation process for the provision of cleaning at major train stations and tram stops and another for the delivery of minor capital projects.

Targets 2019-20

• Establish the SA Public Transport Authority, completing the delivery of the government’s election promise.

• Extension of Tonsley line with the new Flinders Station expected to be operational by June 2020.

• Installation of additional real time stops on the bus network.

• Switch on the Automatic Train Protection (ATP) system on the Belair line, improving the safety for hills train passengers.

• Issue a tender for the purchase of new electric railcars for use on the electrified Gawler line.

• Increase the use of various technologies to assist in making maintenance activities more effective and cost efficient.

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 111 314 114 397 112 325 104 921 Supplies and services 295 064 296 389 292 199 287 290 Depreciation and amortisation expenses 119 454 119 680 127 189 116 625 Grants and subsidies 18 068 17 706 16 861 46 066 Intra-government transfers — 41 41 50 Other expenses 11 689 11 364 11 254 9 869 Total expenses 555 589 559 577 559 869 564 821

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2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth revenues 201 390 69 000 145 830 7 713 Intra-government transfers 267 260 260 3 760 Other grants 60 037 60 575 60 575 58 497 Fees, fines and penalties 11 171 11 085 9 926 11 412 Sales of goods and services 97 860 92 537 93 293 92 663 Net gain or loss from disposal of assets — — — -30 Other income 17 310 16 744 14 609 14 933 Total income 388 035 250 201 324 493 188 948 Net cost of providing services 167 554 309 376 235 376 375 873 FTEs as at 30 June (No.) 1 041.3 1 054.7 1 066.8 1 018.2

Explanation of significant movements The $4.0 million decrease in expenses between 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

• budget savings allocation including changes to bus services contracts and other operational efficiencies in 2019-20 ($6.5 million) partially offset by

• additional train drivers due to the delivery of major projects, including the electrification of the Gawler rail line in 2019-20 ($2.9 million).

The $137.8 million increase in income between 2019-20 Budget and 2018-19 Estimated Result is primarily due to the timing of Commonwealth Government contribution toward Gawler Line Electrification and Extension of the Tonsley Rail Line to the Flinders Medical Centre in 2019-20 ($132 million).

The $74.3 million decrease in income between 2018-19 Estimated Result and 2018-19 Budget is primarily due to the timing of Commonwealth Government contribution toward Gawler Line Electrification and Extension of the Tonsley Rail Line to the Flinders Medical Centre ($76.6 million).

The $5.0 million decrease in expenses between 2018-19 Budget and 2017-18 Actual is primarily due to:

• the payment of industry assistance packages associated with changes to the regulation of the taxi and chauffeur vehicle industry in 2017-18 ($32.1 million) partially offset by

• increased depreciation from the completion of major projects and revaluation of bus and rolling stock in 2018-19 ($10.6 million)

• savings applied to the indexation of bus contracts in 2017-18 ($8.4 million)

• additional train and tram drivers due to the delivery of major projects including the City Tram Extension in 2018-19 ($7.7 million).

The $135.5 million increase in income between 2018-19 Budget and 2017-18 Actual is primarily due to the Commonwealth Government contribution toward Gawler Line Electrification and Extension of the Tonsley Rail Line to the Flinders Medical Centre ($138.1 million).

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Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual Metropolitan public passenger services Initial boardings: • Boardings for public transport services 53.6m 53.1m 51.9m 51.9m Excludes free travel provided for special events associated with train and tram services and for regular tram services along Jetty Road, Glenelg and Entertainment Centre to South Terrace. • Boardings — free travel (estimated) 9.0m 8.7m 9.8m 9.8m Estimated free travel does not require validation of a metro card and as such, does not include transfers to other free services. Total initial boardings 62.6m 61.8m 61.7m 61.7m Total boardings including transfers: • Boardings for public transport services 67.4m 66.8m 66.6m 65.2m Excludes free travel provided for special events associated with train and tram services and for regular tram services along Jetty Road, Glenelg and Entertainment Centre to South Terrace. • Boarding — free travel (estimated) 9.0m 8.7m 9.8m 9.8m Estimated free travel does not require validation of a metro card and as such, does not include transfers to other free services. Total initial boardings 76.4m 75.5m 76.4m 75.0m On-time running % of bus services arriving within 4 minutes and 92% 92% 92% 92% 59 seconds % of train services arriving within 4 minutes and 98% 97% 98% 94% 59 seconds % of tram services arriving within 4 minutes and 98% 95% 98% 96% 59 seconds

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual No. of buses used for Metroticket services 1 002 1 002 996 996 No. of rail cars used for Adelaide Metro services 136 136 136 136 No. of trams used for Adelaide Metro services 24 24 24 21 Excludes the two heritage H class trams in storage. % of fully accessible vehicles in metro fleet by: • bus 96% 95% 96% 92% • train 100% 100% 100% 100% • tram 100% 100% 100% 100% Excludes the two heritage H class trams in storage. Metropolitan public passenger patronage: • total service kilometres (million) 53.9 53.9 53.1 52.8 Passenger journeys in regional areas (million) 1.1 1.1 1.1 1.1

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Program 3: Roads and Marine

Description/objective Provision of safe, effective and efficient maintenance and operational services to manage the department’s controlled road and marine infrastructure. This program also includes the regulation of driver and vehicle access to the transport network.

Highlights 2018-19

• Commenced the installation of safety screens along the Southern Expressway to improve safety for road users, delivering on the government’s election commitment.

• Resurfaced approximately 87 lane kilometres to improve ride quality on inner urban roads, resealed 250 lane kilometres and re-sheeted 57 kilometres of shoulders to improve safety on rural roads.

• Commenced a capping trial of 48 kilometres on the Outback Highway (Marree to Lyndhurst) and 10 kilometres on the Strzelecki Track.

• Future Mobility Lab Fund has provided a series of grants to conduct a number of autonomous vehicle trials in metropolitan and regional South Australia as well as support further research and development into automated vehicle technologies.

• Delivered the Old4New lifejacket incentive. As at the beginning of April 2019, 2188 vouchers have been issued in exchange for old lifejackets.

• Extended the seven knot speed limit area to the Barker Inlet and north arm of the Port Adelaide River to improve safety for all users and marine life in the Adelaide Dolphin Sanctuary.

Targets 2019-20

• Improve outcomes for Service SA customers through process and transaction automation, removal of red tape and a simplified online experience.

• Deliver the Keeping Metro Traffic Moving package of initiatives; and an enhanced approached to the road resurfacing program.

• Streamline heavy vehicle access; and co-develop and deliver a program of freight productivity improvements in consultation with industry.

• Resurface approximately 42 lane kilometres to improve ride quality on inner urban roads, reseal 75 lane kilometres and re-sheet 50 kilometres of shoulders to improve safety on rural roads.

• Delivery of a state-wide heavy vehicle inspection scheme.

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Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 88 659 91 394 91 136 90 047 Supplies and services 100 415 104 235 103 622 136 839 Depreciation and amortisation expenses 254 946 252 238 246 031 252 035 Grants and subsidies 4 198 10 070 7 107 6 541 Intra-government transfers 8 596 8 414 8 303 1 577 Other expenses 15 944 14 803 14 554 26 621 Total expenses 472 758 481 154 470 753 513 660 Income Commonwealth revenues 32 625 33 889 40 853 42 760 Intra-government transfers 11 666 12 974 11 535 11 936 Fees, fines and penalties 582 642 532 338 523 180 511 812 Sales of goods and services 6 122 5 991 6 413 6 086 Interest revenues 394 394 394 383 Net gain or loss from disposal of assets — — — -94 Resources received free of charge — — — 5 688 Other income 21 216 19 780 19 094 26 045 Other income — MAC — 142 667 — 359 400 Total income 654 665 748 033 601 469 964 016 Net cost of providing services -181 907 -266 879 -130 716 -450 356 FTEs as at 30 June (No.) 1 050.7 1 082.8 1 070.3 1 075.4

Explanation of significant movements The $8.4 million decrease in expenses between 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

• budget savings allocation including changes to the delivery of the road maintenance program and other operational efficiencies ($7.6 million)

• grant towards future mobility technologies and innovation in transport in 2018-19 ($5.9 million) partially offset by

• increase in depreciation due to expanding the existing asset base from the completion of major projects in 2019-20 ($2.7 million)

• payments to the Department of Treasury and Finance (DTF) for increased indentured ports cargo and harbour charges in 2019-20 ($1.0 million).

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The $93.4 million decrease in income between 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

• transfer from the Motor Accident Commission (MAC) to the Highways Fund in 2018-19 for future investment in road safety improvements ($142.7 million) partially offset by

• increase in motor vehicle registration and licensing and heavy vehicle registration revenue due to volume and indexation adjustments, as well as increases to administration fees in 2019-20 ($48.6 million).

The $10.4 million increase in expenses between 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

• increase in depreciation due to the timing of project capitalisation ($6.2 million)

• increased funding toward national heavy vehicle registration and online transaction charges in 2018-19 ($2.7 million).

The $146.6 million increase in income between 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

• the transfer from MAC to the Highways Fund in 2018-19 for future investment in road safety improvements ($142.7 million)

• increased revenue toward national heavy vehicle registration and growth in online transaction charges in 2018-19 ($2.7 million).

The $42.9 million decrease in expenses between 2018-19 Budget and 2017-18 Actual is primarily due to:

• allocation of savings to be achieved across the program including a review of the Service SA branch network in 2018-19 ($8.7 million)

• increase in depreciation due to earlier than expected capitalisation of projects including O-Bahn extension into the city and Port Bonython Jetty in 2017-18 ($7.2 million)

• increase in annual program funding allocated toward road maintenance and improvements in 2017-18 ($6.7 million)

• increase in the provision for remediation of commercial ports infrastructure in 2017-18 ($5.6 million)

• targeted voluntary separation package payments in 2017-18 ($4.8 million)

• relocation works on SA Water assets for North-South Corridor Darlington upgrade in 2017-18 ($4.4 million)

• payments to DTF for increased indentured ports cargo and harbour charges in 2017-18 ($2.9 million).

The $362.5 million decrease in income between 2018-19 Budget and 2017-18 Actual is primarily due to the transfer from MAC to the Highways Fund in 2017-18 for future investment in road safety improvements 2017-18 ($359.4 million).

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual Bridge health index 72 72 75 72 The health index of a structure reflects a bridge’s overall condition relative to its original condition. The higher the number, the better its condition.

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2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual Road pavement surface condition — per cent of travel 92% 92.1% 93% 92.1% taken on roads with acceptable or better smoothness — a roughness level of less than 110 NRM National Association of Australian State Road Authorities (NAASRA) roughness measure. % of customers with simple transactions served in under 95% 68% <90% n.a. 20 minutes % of calls answered in <5 minutes 90% 68% 90% 68.7%

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual Average travel speed on arterial roads in Adelaide 35.0 km/h 35.7 km/h 35.0 km/h 36.0 km/h % variability of travel speed — caused by traffic controls 12% 10.8% 12% 10.6% and conditions % of vehicles which pass their initial annual restricted 71.6% 70.1% 78% 68.4% access vehicle inspection

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Program 4: Delivery of Transport Projects

Description/objective Provision of major infrastructure safely and efficiently to sustain and support growth, and maximise the benefit of government’s investment in transport assets.

Highlights 2018-19

• Opened the North-South Corridor (NSC), Torrens Road to River Torrens Project, lowered motorway to traffic, continued major works on the NSC, Northern Connector and Darlington Upgrade projects, and commenced procurement for the NSC, Regency Road to Pym Street Project.

• Continued planning works for the Port Wakefield Overpass and Highway Duplication and the Duplication of the Joy Baluch AM Bridge.

• Commenced the planning and delivery of the government’s election commitments, including completion of upgrade works at the intersection of Black Top Road and Skyline Drive.

• Continued early works on the electrification of the Gawler Line Electrification Project.

• Continued works on the Oaklands Rail Crossing Grade Separation Project.

• Continued works on the Gawler East Link Road Project, and commenced upgrade works on the Tulloch Road Intersection Upgrade, and City South Tram Line Replacement Project.

Targets 2019-20

• Complete the NSC, Darlington Upgrade and Northern Connector projects, and commence main works on the NSC, Regency Road to Pym Street Project.

• Complete the Oaklands Rail Crossing Grade Separation Project.

• Complete the Gawler East Link Road Projects, and upgrade works on the Tulloch Road Intersection Upgrade.

• Complete the City South Tram Line Replacement Project.

• Commence and complete works on the Penola Northern Bypass Project.

• Commence the procurement process for the Port Wakefield Overpass and Highway Duplication and the Duplication of the Joy Baluch AM Bridge.

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 5 987 6 426 6 275 7 101 Supplies and services 91 115 58 022 113 470 36 791 Grants and subsidies 335 4 — — Intra-government transfers — — — 97 Other expenses 73 72 84 2 029 Total expenses 97 510 64 524 119 829 46 018

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2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth revenues 340 522 471 727 461 586 679 806 Other grants — 839 — — Sales of goods and services — — — 349 Other income 29 789 6 164 8 800 5 394 Total income 370 311 478 730 470 386 685 549 Net cost of providing services -272 801 -414 206 -350 557 -639 531 FTEs as at 30 June (No.) 101.1 155.6 157.1 92.4

Explanation of significant movements The $33.0 million increase in expenses between 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

• continued works on the Anangu Pitjantjatjara Yankunytjatjara (APY) Lands Main Access Road Upgrade in 2019-20 ($21.3 million)

• road infrastructure upgrades providing safe access to Thomas Foods International, Dublin saleyards access and upgrade to Bratten Bridge in 2019-20 ($12.0 million).

The $108.4 million decrease in income between 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

• timing of Commonwealth Government contributions toward major projects including North-South Corridor (NSC) Regency Road to Pym Street, NSC Northern Connector, Duplication of the Joy Baluch AM Bridge and Port Wakefield Overpass and Highway Duplication ($131.2 million) partially offset by

• change in the timing of receipts associated with the Adelaide Festival Plaza Precinct Upgrade to 2019-20 ($25.0 million).

The $55.3 million decrease in expenses between 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

• timing of works on the Gawler East Link Road Project, APY Lands Main Access Road Upgrade and Port Bonython jetty refurbishment ($63.4 million) partially offset by

• an increase in annual program funding towards road and bridge asset improvement and sustainment in 2018-19 ($5.5 million)

• reclassification of investing budget to operating for the Gawler Line Electrification and Oaklands Rail Crossing Grade Separation Project in 2018-19 ($1.6 million).

The $8.3 million increase in income between 2018-19 Estimated Result and 2018-19 Budget is primarily due to the timing of Commonwealth Government contributions toward major projects including Duplication of the Joy Baluch AM Bridge, NSC Northern Connector, APY Lands Main Access Road Upgrade and Port Wakefield Overpass and Highway Duplication ($10.1 million).

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The $73.8 million increase in expenses between 2018-19 Budget and 2017-18 Actual is primarily due to:

• increase for the Gawler East Link Road Project, APY Lands Main Access Road Upgrade and Port Bonython jetty refurbishment in 2018-19 ($88.5 million) partially offset by

• provision of bus substitution services for major projects delivered in 2017-18 ($7.0 million)

• increase in annual program funding toward road and bridge asset improvements in 2017-18 ($2.5 million)

• the donation of pipe works to SA Water upon completion of relocation works for major upgrade projects in 2017-18 ($2.2 million).

The $215.2 million decrease in income between 2018-19 Budget and 2017-18 Actual is primarily due to the timing of Commonwealth Government contributions toward major projects including Goodwood and Torrens Rail Junction Upgrade, NSC Northern Connector, NSC Darlington Upgrade and NSC Torrens Road to River Torrens projects ($218.2 million).

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Program 5: Provision and Management of Across Government Services

Description/objective Provision of services to government agencies for the construction and maintenance of buildings and facilities management of property assets.

Highlights 2018-19

• Completed the Science, Technology, Engineering and Mathematics Work Program, the Adelaide Botanic High School and Mount Gambier Prison.

• Continued works on the Her Majesty’s Theatre Redevelopment and commenced construction works for the Modbury Hospital redevelopment.

• Commenced the integrated fitout at the new GPO Tower and relocated the Adelaide Railway Station Rail Operations accommodation to facilitate the new Sky-City redevelopment.

• Completed the fit-out and relocation of public sector employees to new office accommodation in Port Adelaide.

• Completed the update to Government Policy — Premier and Cabinet Circular 114 — Government Real Property Management relating to the Whole of Government Property Disposal and Procurement function.

Targets 2019-20

• Progress across government services reform agenda, focusing on delivering improved services to client agencies.

• Complete works on Her Majesty’s Theatre Redevelopment.

• Commence construction works on the Yatala Labour Prison redevelopment, Department for Education’s capital works program, The Queen Elizabeth Hospital redevelopment, Lyell McEwin Hospital redevelopment and the new Whyalla High School.

• Program an integrated re-fit of floors within the Riverside building to accommodate Machinery of Government changes and increased spatial efficiency in conjunction with landlord upgrade works.

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 43 973 43 868 42 664 42 126 Supplies and services 303 804 306 523 312 050 324 307 Depreciation and amortisation expenses 19 307 22 797 12 346 23 804 Borrowing costs 3 298 3 359 3 359 3 316 Grants and subsidies — 692 708 — Intra-government transfers — 115 188 82 Other expenses 12 498 57 718 12 893 16 530 Total expenses 382 880 435 072 384 208 410 165

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2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Income Intra-government transfers 7 930 9 619 9 917 — Sales of goods and services 334 430 335 781 340 824 368 236 Interest revenues 2 475 2 475 2 475 2 475 Net gain or loss from disposal of assets 767 528 528 2 700 Resources received free of charge — — — 760 Other income 8 385 8 790 9 030 3 635 Total income 353 987 357 193 362 774 377 806 Net cost of providing services 28 893 77 879 21 434 32 359 FTEs as at 30 June (No.) 395.5 400.6 397.8 384.4

Explanation of significant movements The $52.2 million decrease in expenses between 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

• transfer of the Botanic High School upon practical completion to the Department for Education (DE) in 2018-19 ($27.8 million)

• transfer of Heritage buildings to the Department of Environment and Water (DEW) in 2018-19 ($17.0 million)

• realignment of building maintenance expenditure across multiple agencies in 2019-20 ($5.9 million).

The $3.2 million decrease in income between 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

• realignment of building maintenance recoveries across multiple agencies in 2019-20 ($3.7 million)

• completion of works on behalf of Attorney-General’s Department (AGD) toward the settlement of Ngarrindjeri Native Title claim in 2018-19 ($1.6 million) partially offset by

• increased facilities maintenance and accommodation services due to volume and indexation adjustments in 2019-20 ($3.5 million).

The $50.9 million increase in expenses between 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

• transfer of the Botanic High School upon practical completion to DE in 2018-19 ($27.8 million)

• transfer of Heritage buildings to DEW in 2018-19 ($17.0 million)

• increase in depreciation resulting from commercial properties identified as no longer being held for sale and change in useful life as a result of revaluations in 2018-19 ($10.6 million)

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partially offset by

• realignment of building maintenance works for multiple agencies in 2018-19 ($4.1 million)

• completion of works on behalf of the AGD toward the settlement of Ngarrindjeri Native Title claim in 2018-19 ($1.6 million).

The $5.6 million decrease in income between 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

• decrease in building maintenance income across multiple agencies in 2018-19 ($4.1 million)

• movements in office accommodation including the relocation of public sector employees to Port Adelaide in 2018-19 ($2.2 million).

The $26.0 million decrease in expenses between 2018-19 Budget and 2017-18 Actual is primarily due to:

• additional facilities maintenance works for multiple agencies in 2017-18 ($20.4 million)

• additional depreciation resulting from commercial properties identified as no longer being held for sale and change in useful life due to revaluations in 2017-18 ($11.5 million)

• fit-out of the new office for public sector employees the relocation of public sector employees to Port Adelaide in 2017-18 ($2.9 million) partially offset by

• increased facilities maintenance and accommodation services due to volume and indexation adjustments in 2018-19 ($9.2 million).

The $15.0 million decrease in income between 2018-19 Budget and 2017-18 Actual is primarily due to lower than anticipated facilities maintenance income across multiple agencies in 2018-19 ($11.8 million).

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual Client satisfaction 92% 92% 92% 91% DPTI facilities services only. Average facilities services management cost as a 10% 9.6% 10.8% 9.8% percentage of value of services <$150 000 DPTI facilities services only. Contract administration cost as a percentage of facilities 1.8% 1.5% 1.5% 1.6% management contract throughout Vacancy rate as a percentage of the total area of owned 3% 2% 3% 1.4% commercial buildings Includes government owned commercial buildings. Excludes buildings on land held for future road projects, and buildings used in the course of DPTI business. Management cost per residential property per annum $1 300 $1 270 $1 200 $1 170 Vacancy rate as a percentage of the total number of 10% 10.5% 10% 10% residential properties managed

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Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual No. of facilities services jobs 110 000 105 000 108 000 98 280 Value of facilities services jobs $150m $145m $100m $132m Excludes individual projects >$150 000 in value. Value of building construction projects managed $2 047m $1 800m $2 200m $1 596m Excludes individual projects >$300m in value. No. of government employee residential tenancies 2 030 2 018 2 050 2 022 managed No. of owned government employee residential 1 360 1 371 1 370 1 390 properties No. of leased government employee residential 320 306 300 290 properties

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Program 6: Infrastructure Planning and Policy

Description/objective Establishes strategic plans, standards and program management frameworks for network development to deliver positive community and economic benefits for South Australians. As well as statutory services and information to the community relating to land titling and administration functions.

Highlights 2018-19

• Developed a common set of population projections for South Australia and its regions, for use by all government agencies.

• Contributed to and implemented in South Australia the new Global Positioning System Datum for Australia as part of the Geocentric Datum of Australia 2020.

• Publication of the National Construction Code 2019.

• Developing the business case for the remaining sections of the North-South Corridor.

• Commenced the GlobeLink planning study.

Targets 2019-20

• Progress local government legislative reforms covering stronger council member capacity and better conduct, lower costs and enhanced financial accountability, efficient and transparent local government representation, and simpler regulation.

• Prepare transport network plan to support the 20-year Infrastructure Plan.

• Complete business cases on projects for assessment by Infrastructure South Australia.

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 30 456 34 431 34 489 36 388 Supplies and services 100 754 97 554 86 046 80 192 Depreciation and amortisation expenses 28 810 28 669 27 765 27 045 Grants and subsidies 9 242 7 774 11 885 15 927 Intra-government transfers 3 054 2 304 3 102 225 Other expenses 361 358 430 2 Total expenses 172 677 171 090 163 717 159 779

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2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Income Taxation Commonwealth revenues 5 715 5 269 1 073 5 155 Intra-government transfers 1 028 7 563 7 563 5 330 Other grants 6 210 — 6 210 112 Fees, fines and penalties 28 068 26 941 27 841 18 824 Sales of goods and services 6 065 6 277 6 245 6 742 Interest revenues 676 551 691 957 Resources received free of charge 11 232 — 11 232 — Other income 9 224 5 023 5 771 16 242 Total income 68 218 51 624 66 626 53 362 Net cost of providing services 104 459 119 466 97 091 106 417 FTEs as at 30 June (No.) 316.0 338.4 339.0 321.8

Explanation of significant movements The $1.6 million increase in expenses between 2019-20 Budget and 2018-19 Estimated Result is primarily due to:

• planning works associated with North-South Corridor in 2019-20 ($3.3 million) partially offset by

• decrease in funding toward the Heavy Vehicle Safety and Productivity Program (HVSPP) in 2019-20 ($1.3 million).

The $16.6 million increase in income between 2019-20 Budget and 2018-19 Estimated Result is primarily due to the transfer of control of Port Stanvac Wharf to the Government of South Australia delayed until 2019-20 ($17.4 million).

The $7.4 million increase in expenses between 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

• timing of expenditure for a number of programs including HVSPP, cycling programs and the Office of the Valuer-General revaluation initiative ($5.1 million)

• major development works associated with Mt Barker, Angle Vale, Virginia and Playford areas in 2018-19 ($1.7 million).

The $15.0 million decrease in income between 2018-19 Estimated Result and 2018-19 Budget is primarily due to:

• delays associated with the transfer of control of Port Stanvac Wharf to the Government of South Australia ($17.4 million) partially offset by

• property developer contributions associated with Mt Barker, Angle Vale, Virginia and Playford areas in 2018-19 ($2.6 million).

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The $3.9 million increase in expenses between 2018-19 Budget and 2017-18 Actual is primarily due to an increase in work on the revaluation initiative project by the Office of the Valuer-General in 2018-19 ($4.2 million).

The $13.3 million increase in income between 2018-19 Budget and 2017-18 Actual is primarily due to:

• delays associated with the transfer of control of Port Stanvac Wharf to the Government of South Australia ($17.4 million) partially offset by

• payment due to the early surrender of Leigh Creek Rail Corridor lease in 2017-18 ($4.8 million).

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Program 7: Land Use Planning

Description/objective Administering the South Australian Planning and Development System, leading and presenting South Australia’s strategic land use and development planning, and assessing applications for land use and development.

Highlights 2018-19

• Approval of the inaugural state planning policies.

• Developed the planning and design code collaboratively with planning practitioners and councils from across the state.

• Approval of the inaugural Outback Areas Code for South Australia (Phase 1).

• Implementation of the Accredited Professional Scheme and Proclamation of the Assessment Scheme for Outback Areas under the Planning, Development and Infrastructure Act 2016 (the Act).

• Implemented the 3D Adelaide City model into land use and infrastructure planning workflows as a tool for:

– reviewing proposed designs

– assessing development

– modelling policy scenarios.

• Completed 11 Development Plan Amendments (rezoning) to align with state interests under the Development Act 1993 to allow for the transition to the planning and design code.

Targets 2019-20

• Progressively release the Phase 2 and 3 of the Planning and Design Code by 30 June 2020.

• Deliver a fully digital online ePlanning solution of implementation with the Code by 30 June 2020.

• Commence development of Regional Plans following the establishment of Joint Planning Boards.

• Develop and finalise the new Design Review Scheme for operation under the Planning, Development and Infrastructure Act 2016.

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 19 027 20 255 18 548 18 481 Supplies and services 1 268 1 942 2 101 2 097 Depreciation and amortisation expenses 2 268 1 918 1 899 92 Grants and subsidies 2 1 41 572 Intra-government transfers — 40 — — Other expenses 223 211 221 91 Total expenses 22 788 24 367 22 810 21 333

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2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Income Intra-government transfers 6 539 6 701 6 347 1 153 Fees, fines and penalties 7 972 6 510 6 974 8 745 Sales of goods and services 1 641 1 601 1 601 1 571 Total income 16 152 14 812 14 922 11 469 Net cost of providing services 6 636 9 555 7 888 9 864 FTEs as at 30 June (No.) 104.4 129.2 130.5 137.8

Explanation of significant movements The $1.6 million decrease in expenses between 2019-20 Budget and 2018-19 Estimated Result is primarily due to timing of the implementation of reforms to the state’s planning system ($1.2 million).

The $1.3 million increase in income between 2019-20 Budget and 2018-19 Estimated Result is primarily due to volume and price increases to fees collected under the Development Act 1993.

The $1.6 million increase in expenses between 2018-19 Estimated Result and 2018-19 Budget is primarily due to timing of the implementation of reforms to the state’s planning system ($0.9 million).

The $1.5 million increase in expenses between 2018-19 Budget and 2017-18 Actual is primarily due to an increase in amortisation of the planning system as a result of the planning reform implementation project ($1.7 million).

The $3.5 million increase in income between 2018-19 Budget and 2017-18 Actual is primarily due to:

• contribution from the Planning and Development Fund towards reforms in the state’s planning system ($5.2 million)

• introduction of fees and charges as part of the reform to the state’s planning system in 2018-19 ($1.0 million) partially offset by

• increase in development application fees and charges due to higher volumes in 2017-18 ($3.1 million).

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Department of Planning, Transport and Infrastructure Statement of comprehensive income 2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 250 430 255 616 255 558 232 778 Long service leave 12 166 11 962 11 958 8 931 Payroll tax 13 036 13 194 13 173 12 967 Superannuation 26 650 26 785 26 846 22 889 Other 5 208 10 837 5 172 14 511 Supplies and services General supplies and services 896 829 867 279 910 528 795 144 Consultancy expenses 395 385 385 56 Depreciation and amortisation 425 387 425 904 416 227 427 234 Borrowing costs 3 298 3 359 3 359 3 320 Grants and subsidies 34 201 40 059 40 474 133 617 Intra government transfers 55 356 53 554 54 191 77 606 Other expenses 40 864 84 601 39 512 54 966 Total expenses 1 763 820 1 793 535 1 777 383 1 784 019 Income Commonwealth revenues 588 852 586 393 655 512 742 656 Intra-government transfers 27 430 37 117 35 622 25 974 Other grants 66 247 61 414 66 785 59 362 Fees, fines and penalties 632 612 579 508 570 555 543 249 Sales of goods and services 446 118 442 187 448 376 469 373 Interest revenues 3 888 3 763 3 903 4 003 Net gain or loss on disposal of assets 767 528 528 2 616 Resources received free of charge 11 232 — 11 232 6 448 Other income 85 924 199 168 57 304 420 540 Total income 1 863 070 1 910 078 1 849 817 2 274 221 Net cost of providing services -99 250 -116 543 -72 434 -490 202 Income from/expenses to state government Income Appropriation 636 193 396 096 467 086 608 075 Other income — 10 330 — 22 400 Expenses Tax equivalents 3 079 3 079 3 079 1 625 Cash alignment — 68 173 — 25 765 Other payments 2 109 1 934 1 706 1 706 Payments to Consolidated Account — 5 765 — — Net income from/expenses to state government 631 005 327 475 462 301 601 379 Other comprehensive income Changes in property, plant and equipment asset revaluation surplus 40 761 40 761 40 761 281 416 Total comprehensive result 771 016 484 779 575 496 1 372 997

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Department of Planning, Transport and Infrastructure Statement of financial position

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 4 308 560 4 079 376 3 716 694 3 883 640 Receivables 265 383 240 747 242 217 240 967 Inventories 10 015 10 015 10 878 10 015 Other financial assets 705 718 750 731 Other current assets 39 279 36 670 57 238 36 594 Non-current assets held for sale 5 095 5 095 13 281 5 095 Total current assets 4 629 037 4 372 621 4 041 058 4 177 042 Non current assets Financial assets 17 986 3 602 3 704 4 218 Land and improvements 2 432 646 2 452 442 2 824 280 2 772 431 Plant and equipment 24 634 885 23 831 315 23 725 637 23 230 073 Intangible assets 10 880 14 722 31 559 16 513 Other non-current assets 50 713 30 672 32 038 33 568 Total non-current assets 27 147 110 26 332 753 26 617 218 26 056 803 Total assets 31 776 147 30 705 374 30 658 276 30 233 845

Liabilities Current liabilities Payables 242 942 242 738 263 852 241 055 Short-term borrowings — — 241 — Employee benefits Salaries and wages 5 941 4 356 11 381 4 270 Annual leave 21 800 21 515 27 468 19 773 Long service leave 7 543 7 278 7 608 7 194 Other 1 730 1 711 2 412 1 604 Short-term provisions 1 757 11 208 15 038 23 068 Other current liabilities 30 871 27 849 26 998 27 297 Total current liabilities 312 584 316 655 354 998 324 261 Non current liabilities Long-term borrowings 42 130 43 351 42 959 44 508 Long-term employee benefits Long service leave 81 860 72 827 103 136 61 718 Other 60 30 60 — Long-term provisions 8 412 7 673 14 104 6 861 Other non-current liabilities 48 801 30 402 30 785 35 979 Total non-current liabilities 181 263 154 283 191 044 149 066 Total liabilities 493 847 470 938 546 042 473 327

Net assets 31 282 300 30 234 436 30 112 234 29 760 518

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Department of Planning, Transport and Infrastructure Statement of financial position

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Equity Contributed capital 4 120 012 3 843 164 3 843 164 3 566 316 Retained earnings 12 107 207 11 376 952 11 491 812 11 220 643 Asset revaluation reserve 15 055 081 15 014 320 14 777 258 14 973 559 Total equity 31 282 300 30 234 436 30 112 234 29 760 518 Balances as at 30 June end of period.

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Department of Planning, Transport and Infrastructure Statement of cash flows

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Operating activities Cash outflows Employee benefit payments 296 291 311 625 302 017 325 928 Payments for supplies and services 876 069 873 001 916 355 885 443 Interest paid 3 298 3 359 3 359 3 320 Grants and subsidies 34 201 40 059 40 474 133 617 GST paid — — — 131 511 Intra-government transfers 55 356 53 554 54 191 77 606 Other payments 48 877 49 684 37 763 62 112 Cash used in operations 1 314 092 1 331 282 1 354 159 1 619 537 Cash inflows Intra-government transfers 27 430 37 117 35 622 25 974 Commonwealth receipts 588 852 586 393 655 512 742 656 Other grants 66 247 61 414 66 785 59 362 Fees, fines and penalties 632 612 579 508 570 555 543 249 Sales of goods and services 423 611 445 148 451 622 456 339 Interest received 3 820 3 695 3 835 4 001 GST received — — — 255 606 Other receipts 60 618 198 874 57 010 436 170 Cash generated from operations 1 803 190 1 912 149 1 840 941 2 523 357 State government Appropriation 636 193 396 096 467 086 608 075 Other receipts — 10 330 — 22 400 Payments Tax equivalents 3 079 3 079 3 079 1 625 Cash alignment — 68 173 — 25 765 Payments to Consolidated Account — 5 765 — — Other 2 109 1 934 1 706 1 706 Net cash provided by state government 631 005 327 475 462 301 601 379 Net cash provided by (+)/used in (-) operating activities 1 120 103 908 342 949 083 1 505 199

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Department of Planning, Transport and Infrastructure Statement of cash flows

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Investing activities Cash outflows Purchase of property, plant and equipment 1 159 970 995 880 1 438 027 1 160 733 Purchase of intangibles 7 735 9 304 11 926 346 Cash used in investing activities 1 167 705 1 005 184 1 449 953 1 161 079 Cash inflows Proceeds from sale of property, plant and equipment 467 17 249 18 444 16 003 Repayment of advances 629 629 629 556 Cash generated from investing activities 1 096 17 878 19 073 16 559 Net cash provided by (+)/used in (-) investing activities -1 166 609 -987 306 -1 430 880 -1 144 520 Financing activities Cash outflows Repayment of borrowings — — — 241 Finance lease payments 1 158 2 148 2 148 2 305 Cash used in financing activities 1 158 2 148 2 148 2 546 Cash inflows Capital contributions from state government 276 848 276 848 276 848 261 848 Cash generated from financing activities 276 848 276 848 276 848 261 848 Net cash provided by (+)/used in (-) financing activities 275 690 274 700 274 700 259 302 Net increase (+)/decrease (-) in cash equivalents 229 184 195 736 -207 097 619 981 Cash and cash equivalents at the start of the period 4 079 376 3 883 640 3 923 791 3 263 659 Cash and cash equivalents at the end of the period 4 308 560 4 079 376 3 716 694 3 883 640 Non cash transactions Assets acquired under finance lease — 1 050 1 050 — Assets received (+)/donated (-) free of charge 11 232 -45 458 10 762 -6 783 Assumption of liabilities — expense -180 -180 — —

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Administered items for the Department of Planning, Transport and Infrastructure Statement of comprehensive income 2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 521 513 513 352 Supplies and services General supplies and services 2 389 2 446 4 268 5 346 Borrowing costs 121 121 121 24 Grants and subsidies 19 996 16 736 17 677 19 509 Intra government transfers 329 242 325 594 374 714 304 916 Other expenses 973 481 926 353 940 916 838 657 Total expenses 1 325 750 1 271 763 1 338 209 1 168 804 Income Taxation 44 197 43 549 44 049 43 678 Intra-government transfers 264 684 259 995 314 098 937 744 Other grants — — — 158 Fees, fines and penalties 266 431 242 739 246 715 159 820 Sales of goods and services — — — 557 Interest revenues 496 496 496 391 Other income 741 201 717 393 724 635 20 350 Total income 1 317 009 1 264 172 1 329 993 1 162 698 Income from/expenses to state government Income Appropriation 8 111 10 095 9 866 9 384 Net income from/expenses to state government 8 111 10 095 9 866 9 384 Total comprehensive result -630 2 504 1 650 3 278

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Administered items for the Department of Planning, Transport and Infrastructure Statement of financial position

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 64 530 65 156 90 314 62 675 Receivables 79 79 150 79 Total current assets 64 609 65 235 90 464 62 754 Non current assets Land and improvements 17 134 17 134 17 844 17 134 Total non-current assets 17 134 17 134 17 844 17 134 Total assets 81 743 82 369 108 308 79 888

Liabilities Current liabilities Payables 3 691 3 691 40 918 3 691 Short-term borrowings — —— 33 Employee benefits Salaries and wages 14 10 12 — Annual leave — — 13 — Long service leave — — 9 — Other — — 4 — Other current liabilities 19 752 19 752 30 446 19 816 Total current liabilities 23 457 23 453 71 402 23 540 Non current liabilities Long-term employee benefits Long service leave — — 92 — Total non-current liabilities — — 92 — Total liabilities 23 457 23 453 71 494 23 540

Net assets 58 286 58 916 36 814 56 348

Equity Retained earnings 53 764 54 394 26 948 51 826 Asset revaluation reserve 4 522 4 522 4 522 4 522 Other reserves — — 5 344 — Total equity 58 286 58 916 36 814 56 348 Balances as at 30 June end of period.

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Administered items for the Department of Planning, Transport and Infrastructure Statement of cash flows

2018–19 2019–20 Estimated 2018–19 2017–18 Budget Result Budget Actual $000 $000 $000 $000 Operating activities Cash outflows Employee benefit payments 517 503 509 487 Payments for supplies and services 2 389 2 446 4 268 5 346 Interest paid 121 121 121 24 Grants and subsidies 19 996 16 736 17 677 38 460 Intra-government transfers 329 242 325 594 374 714 304 916 Other payments 973 481 926 353 940 916 849 782 Cash used in operations 1 325 746 1 271 753 1 338 205 1 199 015 Cash inflows Taxation 44 197 43 549 44 049 43 678 Intra-government transfers 264 684 259 995 314 098 937 744 Other grants — — — 158 Fees, fines and penalties 266 431 242 739 246 715 159 181 Sales of goods and services — — — 557 Interest received 496 496 496 408 Other receipts 741 201 717 393 724 635 20 458 Cash generated from operations 1 317 009 1 264 172 1 329 993 1 162 184 State government Appropriation 8 111 10 095 9 866 9 384 Net cash provided by state government 8 111 10 095 9 866 9 384 Net cash provided by (+)/used in (-) operating activities -626 2 514 1 654 -27 447 Investing activities Cash inflows Repayment of advances — — 209 33 Cash generated from investing activities — — 209 33 Net cash provided by (+)/used in (-) investing activities — — 209 33 Financing activities Cash outflows Repayment of borrowings — 33 209 321 Cash used in financing activities — 33 209 321 Net cash provided by (+)/used in (-) financing activities — -33 -209 -321 Net increase (+)/decrease (-) in cash equivalents -626 2 481 1 654 -27 735 Cash and cash equivalents at the start of the period 65 156 62 675 88 660 90 410 Cash and cash equivalents at the end of the period 64 530 65 156 90 314 62 675 Non cash transactions Assets received (+)/donated (-) free of charge — — — -710

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Summary of major variations

Statement of comprehensive income — controlled

Expenses

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $29.7 million decrease is primarily due to the transfer of the Botanic High School upon practical completion to the Department for Education in 2018-19 ($27.8 million).

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The $16.2 million increase is primarily due to the transfer of Heritage buildings to the Department of Environment and Water (DEW) in 2018-19 ($17.0 million).

Major variances between 2018-19 Estimated Result and 2017-18 Actual

No major variations.

Income

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $47.0 million decrease is primarily due to:

• transfer from the Motor Accident Commission (MAC) to the Highways Fund in 2018-19 for future investment in road safety improvements ($142.7 million) partially offset by • increase in motor vehicle registration and licensing and heavy vehicle registration revenue due to volume and indexation adjustments, as well as increases to administration fees in 2019-20 ($48.6 million) • change in the timing of receipts associated with the Adelaide Festival Plaza Precinct Upgrade to 2019-20 ($25.0 million) • delays associated with the transfer of control of Port Stanvac Wharf to the Government of South Australia ($17.4 million).

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The $60.3 million increase is primarily due to:

• transfer from MAC to the Highways Fund in 2018-19 for future investment in road safety improvements ($142.7 million) partially offset by • timing of Commonwealth Government contributions toward major projects including Gawler Line Electrification Project, NSC Regency Road to Pym Street, Duplication of the Joy Baluch AM Bridge, NSC Northern Connector, NSC Torrens River to Darlington in 2019-20 ($66.5 million) • transfer of control of Port Stanvac Wharf to the Government of South Australia delayed until to 2019-20 ($17.4 million).

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $364.1 million decrease is primarily due to:

• higher revenue transfer from MAC to the Highways Fund for future investment in road safety improvements in 2017-18 ($216.7 million)

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• timing of Commonwealth Government contributions toward major projects including Goodwood and Torrens Rail Junction upgrade, NSC Northern Connector and Oaklands Rail Crossing Grade Separation in 2018-19 (156.2 million).

Statement of financial position — controlled

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $1048 million increase in net assets is primarily due to:

• increase in non-current assets mainly from the capitalisation of major projects, revaluation of assets and the carryover of expenditure on major projects from 2018-19 ($814.4 million)

• increase in departmental cash balance due to the timing of expenditure on major projects ($229.2 million).

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The $122.2 million increase in net assets is primarily due to:

• increase in department cash due to the net carryover of expenditure on major projects to outer years ($362.7 million)

• decrease in employee liabilities due to a reduction in employee numbers and the revaluation of long service leave liability ($44.3 million) partially offset by

• decrease in non-current assets predominantly due to the timing of expenditure on major projects ($284.5 million).

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $473.9 million increase in net assets is primarily due to:

• increase in non-current assets predominantly due to capitalisation of major projects and revaluation of assets ($276.0 million)

• increase in departmental cash due the timing of expenditure on major projects and a reduction as part of the cash alignment policy ($195.7 million).

Statement of cash flows — controlled The movements in cash outflows and inflows are generally consistent with the changes discussed above in the statement of comprehensive income and statement of financial position.

Statement of comprehensive income — administered items

Expenses

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $54.0 million increase is primarily due to:

• payments to other agencies for fees and charges collected under the Motor Vehicles Act 1959 for CTP insurance and stamp duties ($26.7 million)

• payments to the government consolidated account for Real Property Act 1886 ($24.5 million).

2019-20 Agency Statements — Volume 3 173 Planning, Transport and Infrastructure

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The $66.4 million decrease is primarily due to:

• decrease in the expiation and firearm licences budget to recognise amounts paid directly to South Australia Police ($45.6 million)

• payments to the government consolidated account for Real Property Act 1886 ($19.0 million).

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $103.0 million increase is primarily due to:

• payments to the government consolidated account for Real Property Act 1886 ($87.7 million)

• payments to other agencies for fees and charges collected under the Motor Vehicles Act 1959 for CTP insurance and Stamp Duties ($15.3 million).

Income

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $52.8 million increase is primarily due to:

• volume and indexation adjustments for fees and charges collected under the Real Property Act 1886 ($23.4 million)

• volume and indexation adjustments for revenue collected on behalf of other agencies under the Motor Vehicles Act 1959 ($27.6 million).

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The $65.8 million decrease is primarily due to:

• the adjustment of the expiation and firearm licences budget to recognise amounts paid directly to South Australia Police ($45.6 million)

• volume and indexation adjustments for fees and charges collected under the Real Property Act 1886 ($19.0 million).

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $101.5 million increase is primarily due to:

• volume and indexation adjustment for fees and charges collected under the Real Property Act 1886 ($84.5 million)

• volume and indexation adjustments for revenue collected on behalf of other agencies under the Motor Vehicles Act 1959 ($15.9 million).

Statement of financial position — administered items No major variations.

Statement of cash flows — administered items The movements in cash outflows and inflows are generally consistent with the changes discussed above under the statement of comprehensive income and statement of financial position.

Additional information for administered items Additional information on administered items is included in the following table.

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Additional information for administered items for the Department of Planning, Transport and Infrastructure Statement of cash flows

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000

Operating activities

Cash outflows

Employee benefit payments Valuer-General 147 144 144 135 Parliamentary salaries and electorate and expense 370 359 365 352 allowances Payments for supplies and services Major Administered Projects 1 071 1 161 2 983 3 406 Planning and Development Fund 1 267 1 235 1 235 1 886 Registrar-General and Survey-General statutory Acts — — — 27 Other 51 50 50 54 Interest paid Metropolitan (Woodville, Henley and Grange) Drainage 14 14 14 — Scheme South Western Suburbs Drainage Scheme 107 107 107 24 Grants and subsidies Flood mitigation 96 94 94 — Planning and Development Fund 19 900 16 642 17 583 38 460 Intra-government transfers Emergency Services Levy 47 718 47 070 47 570 47 018 Flinders Ports 2 791 2 707 2 707 2 358 Hospitals Fund 72 358 72 358 77 558 70 529 Local Government Grants Commission 460 451 451 446 Outback Communities Authority 1 393 2 464 1 364 1 402 Planning and Development Fund 7 013 7 888 6 847 4 740 South Australia Police — expiation/firearms notices 10 823 10 560 56 118 10 906 State Taxation Office — Stamp Duties 179 515 175 137 175 137 173 307 West Beach Trust 994 984 987 960 Other minor contributions 6 177 5 975 5 975 2 792 Other payments Administered planning fees 1 363 1 322 1 322 2 005 CTP Disbursements 549 222 533 802 533 487 529 756 Federal Registrations — — 9 902 9 161 Lifetime Support Scheme 165 149 158 432 158 432 150 715 Heavy Vehicle Registrations 14 000 14 000 — 25 555 Other 535 519 519 446 Planning and Development Fund 15 15 15 1 279 Refunds 19 351 18 879 18 879 17 673

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2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Registrar-General and Surveyor-General 223 846 199 384 218 360 197 266 statutory Acts Cash used in operations 1 325 746 1 271 753 1 338 205 1 292 658

Cash inflows

Taxation Emergency Services Levy 44 197 43 549 44 049 43 678 Intra-government transfers CTP Collections — — — 529 756 Federal Registrations — — 9 902 9 161 Flood mitigation 94 92 92 — Hospitals Fund 72 358 72 358 77 558 70 529 Lifetime Support Scheme — — — 150 715 South Australia Police — expiation/firearms notices 12 698 12 389 51 390 10 906 State Taxation Office — Stamp Duties 179 514 175 136 175 136 173 307 Other 20 20 20 2 912 Other Grants Registrar-General and Surveyor-General — — — 238 statutory Acts Fees, fines and penalties Administered Planning Fees 1 363 1 322 1 322 1 379 Other 612 596 596 — Planning and Development Fund 27 817 27 615 27 615 27 583 Registrar-General and Surveyor-General 222 639 199 206 217 182 197 506 statutory Acts Regulatory Component of Heavy Vehicle Registrations 14 000 14 000 — 15 555 Sale of goods and services Other — — — 557 Registrar-General and Surveyor-General Statutory Acts — — — 2 000 Other Receipts CTP Collections 549 222 533 802 533 487 — Flinders Ports tax equivalent 2 791 2 707 2 707 2 358 Lifetime Support Scheme 165 149 158 432 158 432 — Refunds 19 351 18 879 18 879 17 580 South Australia Police — expiation notices — — 4 728 — Other 4 688 3 573 6 402 520 Interest Received Land Services Trust — — — 103 Planning and Development Fund 375 375 375 281 South Western Suburbs Drainage Scheme 121 121 121 24 Cash generated from operations 1 317 009 1 264 172 1 329 993 1 256 648

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2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000

State government

Appropriation Emergency Services Levy 3 521 3 521 3 521 3 340 Major administered projects 1 069 2 012 2 980 2 908 Local Government Grants Commission 460 451 451 446 Outback Communities Authority 1 393 2 464 1 364 1 402 Other minor appropriation 1 668 1 647 1 550 1 288 Registrar-General and Surveyor-General — — — 16 statutory Acts Net cash provided by state government 8 111 10 095 9 866 9 400 Net cash provided by (+)/used in (-) operating activities -626 2 514 1 654 -26 610

Investing activities

Cash inflows

Repayment of advances Metropolitan (Woodville, Henley and Grange) and South — — 209 33 Western Suburbs Drainage Schemes Cash generated from investing activities — — 209 33 Cash used in investing activities — — — — Net cash provided by (+)/used in (-) investing activities — — 209 33

Financing activities

Cash outflows

Repayment of borrowings Metropolitan (Woodville, Henley and Grange) and South — 33 209 321 Western Suburbs Drainage Schemes Cash used in financing activities — 33 209 321

Cash generated from financing activities — — — — Net cash used in financing activities — -33 -209 -321 Net increase (+)/decrease (-) in cash equivalents -626 2 481 1 654 -26 898 Cash and cash equivalents at the start of the financial year 65 993 63 512 88 660 90 410 (as at 1 July) Cash and cash equivalents at the end of the financial year 65 367 65 993 90 314 63 512 (as at 30 June)

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Reconciliation to statement of cash flows

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000

Reconciliation to operating payments

Operating payments (as per additional information for 1 325 746 1 271 753 1 338 205 1 292 658 administered items) Add: Transferred out: Office of Recreation and Sport — — — 3 900 Less: Transferred in: Office of the Registrar-General and Office of the — — — 84 101 Valuer-General Service SA — — — 13 442 Equals: Operating payments 1 325 746 1 271 753 1 338 205 1 199 015 (as per administered items statement of cash flows)

Reconciliation to operating receipts

Operating receipts (as per additional information for 1 317 009 1 264 172 1 329 993 1 256 648 administered items) Add: Transferred out: Office of Recreation and Sport — — — 4 058 Less: Transferred in: Office of the Registrar-General and Office of the — — — 85 080 Valuer-General Service SA — — — 13 442 Equals: Operating receipts 1 317 009 1 264 172 1 329 993 1 162 184 (as per administered items statement of cash flows)

Reconciliation of closing cash balances

Cash and cash equivalents at the end of the financial year 65 367 65 993 90 314 63 512 (as at 30 June) (as per additional information for administered items) Net increase (+)/decrease (-) in cash equivalents Add: Transferred out: Office of Recreation and Sport 158 158 — 158 Less: Transferred in: Office of the Registrar-General and Office of the 995 995 — 995 Valuer-General Service SA — — — — Equals: Cash and cash equivalents at the end of the 64 530 65 156 90 314 62 675 financial year (as per administered items statement of cash flows)

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Minister for Police, Emergency Services and Correctional Services

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Contents

Police

Objective 182 Ministerial responsibilities 182 Workforce summary 183 Program net cost of services summary 183 Key agency outputs 183 Investing expenditure summary 184 Program 1: Public Safety 185 Program 2: Crime and Criminal Justice Services 189 Program 3: Road Safety 193 Financial statements 197 Summary of major variations 203 Additional information for administered items 207

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Objective The objective of South Australia Police (SAPOL) is to prevent crime, uphold the law, preserve the peace, assist the public in emergency situations, coordinate and manage responses to emergencies, regulate road use and prevent vehicle collisions.

Ministerial responsibilities

Minister Programs Sub-programs The Hon. CL Wingard 1. Public Safety 1.1 Response and Event Minister for Police, Emergency Management Services and Correctional 1.2 Emergency Response, Services Management and Coordination 2. Crime and Criminal Justice 2.1 Crime and Illegal Drugs Services 2.2 Criminal Justice and Custodial Services 3. Road Safety 3.1 Road Use Regulation 3.2 Education and Vehicle Collision Prevention

Administered items

In addition to the above responsibilities, the agency administers the following items on behalf of the minister:

• Exhibit monies

• Firearms Safety Training Levy

• Public private partnership expenditure and revenue (related to Courts Administration Authority sites)

• Revenue from expiation notices

• Statutory officer salaries (Police Commissioner)

• SA Water Corporation — water rate concession for emergency services

• Unclaimed property

• Victims of Crime Levy.

Statutes

The Department of the Premier and Cabinet maintains a list of statutes applicable to ministers.

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Workforce summary

FTEs as at 30 June 2018-19 2019-20 Estimated 2017-18 Agency Budget(a) Result(a) Actual(b) South Australia Police 5 959.4 5 959.4 5 902.7 Administered items for South Australia Police 1.0 1.0 1.0 Total 5 960.4 5 960.4 5 903.7 (a) The 2019-20 Budget and 2018-19 Estimated Result reflect the established FTE caps. (b) Data published by the Office of the Commissioner for Public Sector Employment.

Program net cost of services summary

Net cost of services(a) 2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual Program $000 $000 $000 $000 1. Public Safety 355 164 343 143 345 922 348 971 2. Crime and Criminal Justice Services 433 793 418 051 429 849 438 250 3. Road Safety 132 765 120 153 108 054 107 617 Total 921 722 881 347 883 825 894 838 (a) The net cost of services excludes intra-government transfers mainly from the Community Emergency Services Fund and the Community Road Safety Fund and CTP Insurance Regulator Road Safety Funds.

Key agency outputs

• Protecting life and property and reassuring the community by responding in emergencies, focusing on counter-terrorism, and responding to calls for general police assistance through visible and available policing services.

• Maximising police presence in local communities, community facilities and events, targeting anti-social behaviour and alcohol related offending.

• Preventing, detecting, investigating, and prosecuting criminal behaviour including supporting victims, and working with communities, and other stakeholders on key issues such as family and domestic violence, illicit drugs, and cybercrime.

• Identifying opportunities for legislative reform and educating the community to reduce criminal victimisation, in crime reduction partnerships with the government, media and business.

• Providing road safety services including enforcing road rules, regulating road use and educating the community on safe road user practices.

• Targeting dangerous and high risk driving behaviours across the state, with a focus on recidivist offenders, speed, drink or drug driving, wearing seat belts, distraction, and vulnerable road users.

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Investing expenditure summary The 2019-20 investment program is $22.2 million.

Total 2018-19 Estimated project 2019-20 Estimated 2018-19 completion cost Budget Result Budget Investments Quarter $000 $000 $000 $000 New projects Expiation Notice Branch System Jun 2023 7 725 579 — — Replacement Angas Street Headquarters Jun 2020 1 000 1 000 — — Refurbishment Umuwa Police Station — Multi Jun 2021 4 280 1 712 1 712 — Agency Facility Total new projects 13 005 3 291 1 712 — Existing projects Continuous Monitoring for Screening Jun 2020 1 440 414 260 200 Crime Tracking App Jun 2020 1 000 214 — 291 Data Entry Devices Jun 2020 3 043 547 — 136 Edwardstown Centralised Property Jun 2019 812 — 529 460 Firearms Control System Jun 2021 5 260 3 903 389 478 Hi-tech Crime Fighting Equipment Jun 2020 4 267 200 — 200 Mobile Speed Camera Replacement Jun 2019 1 672 — 1 672 1 672 Police Records Management System Jun 2020 29 013 4 153 6 942 8 034 — Stages 2 to 4 Total existing projects 46 507 9 431 9 792 11 471 Annual programs Minor Capital Works, Vehicles and n.a. n.a. 9 496 10 149 10 149 Equipment Total annual programs 9 496 10 149 10 149 Total investing expenditure 59 512 22 218 21 653 21 620

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Program 1: Public Safety

Description/objective Provides visible and available police services, working in partnership with the community and other agencies. SAPOL helps make South Australia a safer place to live, visit and do business through police response and assistance, management and emergency response, management and coordination across the state.

Sub-programs 1.1 Response and Event Management

1.2 Emergency Response, Management and Coordination

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 302 317 293 293 297 732 288 300 Supplies and services 53 855 52 050 50 565 53 619 Depreciation and amortisation expenses 11 767 12 278 11 577 11 641 Other expenses 7 162 7 324 7 100 15 395 Total expenses 375 101 364 945 366 974 368 955 Income Commonwealth revenues — 1 455 1 484 — Fees, fines and penalties 6 140 5 691 5 446 5 264 Sales of goods and services 13 797 14 656 14 122 14 505 Interest revenues — — — 1 Net gain or loss from disposal of assets — — — 137 Resources received free of charge — — — 77 Total income 19 937 21 802 21 052 19 984 Net cost of providing services 355 164 343 143 345 922 348 971 FTEs as at June (No.) 2 393.6 2 396.6 2 416.9 2 388.2

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Sub-program 1.1: Response and Event Management

Description/objective This sub-program includes enhanced local visibility and frontline policing through responding to calls for service. SAPOL protect the public from crime and disorder, by maximising police presence in local communities and community facilities. This sub-program also involves targeting anti-social behaviour and alcohol related offending at and around community events and using social media to outreach to the public.

Highlights 2018-19

• Efficient response to calls for assistance from the public.

Targets 2019-20

• Continue to respond to community needs and the demand for police services.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses 294 671 286 378 294 518 292 967 Income 19 937 21 802 21 052 19 984 Net cost of sub-program 274 734 264 576 273 466 272 983 FTEs as at June (No.) 1 892.0 1 895.8 1 954.8 1 924.6

Explanation of significant movements The increase in the 2019-20 budgeted expenses compared to the 2018-19 Estimated Result is primarily due to:

• additional funding for Rapid Response capability and District Policing Model stage 2

• additional funding for fixed wing aviation capacity in 2019-20

• indexation of expenses in 2019-20.

The decrease in the 2019-20 budgeted income compared to the 2018-19 Estimated Result is primarily due to once-off Commonwealth Government funding received under the Indigenous Advancement Strategy in 2018-19.

The decrease in the 2018-19 Estimated Result budgeted expenses compared to the 2018-19 Budget is primarily due to the movement in resource allocation between sub-programs from application of the 2019 service activity survey.

The decrease in the 2018-19 Estimated Result budgeted expenses compared to the 2017-18 Actual is primarily due to:

• the movement in resource allocation between sub-programs from application of the 2019 service activity survey

• once-off revaluation of long service leave, annual leave and workers compensation in 2017-18 partially offset by

• additional police resources in 2018-19.

The increase in the 2018-19 Estimated Result income compared to the 2017-18 Actual is primarily due to once-off Commonwealth Government funding received under the Indigenous Advancement Strategy in 2018-19.

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Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of call centre calls answered within 20 seconds ≥80% 74.82% ≥80% 82.48%

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual No. of patrol taskings in the metropolitan area n.a. 434 446 n.a. 395 483 No. of offences against good order recorded per 1000 17.2 18.9 19.82 19.98 head of population % of DNA links of persons to crime scenes that 32% 31% 33% 28% contribute to an arrest or report No. of grade 2 taskings in the metropolitan area n.a. 188 376 n.a. 193 974

Sub-program 1.2: Emergency Response, Management and Coordination

Description/objective This sub-program involves accessibility 24/7 for emergency response calls, protecting life and property in emergencies, improving protective security capabilities and providing leadership in incident command. SAPOL also focuses on counter-terrorism, to protect critical infrastructure and dignitaries, prevent violent extremism and manage high risk incidents.

Highlights 2018-19

• Maintained community safety by timely responding to calls for police assistance.

• Received over 547 000 calls at the call centre from members of the public.

Targets 2019-20

• Continue search and rescue operations in times of community need.

• Continue to provide leadership and focus on protecting life and properties in emergencies, and work in partnership with other key stakeholders.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses 80 430 78 567 72 456 75 988 Income — — — — Net cost of sub-program 80 430 78 567 72 456 75 988 FTEs as at June (No.) 501.6 500.8 462.1 463.6

Explanation of significant movements The increase in the 2018-19 Estimated Result budgeted expenses compared to the 2018-19 Budget is primarily due to the movement in resource allocation between sub-programs from application of the 2019 service activity survey.

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The increase in the 2018-19 Estimated Result budgeted expenses compared to the 2017-18 Actual is primarily due to:

• the movement in resource allocation between sub-programs from application of the 2019 service activity survey partially offset by

• once-off revaluation of long service leave, annual leave and workers compensation in 2017-18.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of grade 1 taskings in the metropolitan area responded ≥80% 93.0% ≥80% 91.1% to within 15 minutes % of 000 calls presented to Police Communications 90% 88.40% 90% 92.33% Centre by Telstra answered within 10 seconds

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual No. of calls received by call centre n.a. 547 468 n.a. 485 643 No. of 000 calls presented to Police Communications n.a. 164 637 n.a. 154 665 Centre by Telstra No. of grade 1 taskings in the metropolitan area n.a. 1 830 n.a. 1 636 No. of search and rescue operations attended by n.a. 600 n.a. 495 STAR Group No. of joint emergency services exercises conducted with 80 80 75 71 Emergency and Major Event Section support

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Program 2: Crime and Criminal Justice Services

Description/objective SAPOL’s crime prevention and reduction and support of the criminal justice system contribute to the achievement of South Australia’s strategic priorities. To prevent crime and reduce offending, SAPOL works in partnership with the community and other agencies for an accessible and effective criminal justice system.

Sub-programs 2.1 Crime and Illegal Drugs

2.2 Criminal Justice and Custodial Services

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 355 393 344 526 356 803 344 965 Supplies and services 69 909 66 210 64 827 73 184 Depreciation and amortisation expenses 10 607 11 043 11 471 11 755 Other expenses 8 418 8 605 8 507 18 421 Total expenses 444 327 430 384 441 608 448 325 Income Commonwealth revenues — 2 186 2 225 — Fees, fines and penalties 2 595 2 436 2 445 2 297 Sales of goods and services 7 939 7 711 7 089 7 485 Interest revenues — — — 2 Net gain or loss from disposal of assets — — — 186 Resources received free of charge — — — 105 Total income 10 534 12 333 11 759 10 075 Net cost of providing services 433 793 418 051 429 849 438 250 FTEs as at June (No.) 2 813.9 2 815.2 2 896.4 2 857.6

Sub-program 2.1: Crime and Illegal Drugs

Description/objective This sub-program involves expanding local community support and visibility to reduce crime, and the fear of crime. Leading multi-agency collaboration has enhanced SAPOL’s response to domestic and family violence. This sub-program also includes support and collaboration with victims of crime, use of intelligence, public education and technology to reduce cybercrime and innovative techniques to confiscate illicit profits and assets. SAPOL works with government, community, business and media to educate on the harm of illicit drugs.

Highlights 2018-19

• Reduction in the rate of offences against the person reported by victims.

• Continued partnership with the community through watch groups.

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Targets 2019-20

• Continue working in partnership with the community and other key stakeholders towards reducing the level of offences against the person and property.

• Continue to focus on reducing the impact of illicit drugs in the community.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses 294 035 285 221 293 365 299 654 Income 4 823 6 363 6 237 5 184 Net cost of sub-program 289 212 278 858 287 128 294 470 FTEs as at June (No.) 1 849.9 1 853.7 1 911.8 1 886.4

Explanation of significant movements The increase in the 2019-20 budgeted expenses compared to the 2018-19 Estimated Result is primarily due to:

• indexation of expenses in 2019-20

• additional funding for fixed wing aviation capacity in 2019-20

• additional funding for Rapid Response capability and District Policing Model stage 2.

The decrease in the 2019-20 budgeted income compared to the 2018-19 Estimated Result is primarily due to once-off Commonwealth Government funding received under the Indigenous Advancement Strategy in 2018-19.

The decrease in the 2018-19 Estimated Result budgeted expenses compared to the 2018-19 Budget is primarily due to the movement in resource allocation between sub-programs from application of the 2019 service activity survey.

The decrease in the 2018-19 Estimated Result budgeted expenses compared to the 2017-18 Actual is primarily due to:

• increased operating savings measures in 2018-19

• the movement in resource allocation between sub-programs from application of the 2019 service activity survey

• once-off revaluation of long service leave, annual leave and workers compensation in 2017-18 partially offset by

• additional police resources in 2018-19.

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Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual No. of recorded offences against the person as reported ≤12.8 12.2 ≤13.39 13.16 by/on behalf of victims per 1000 head of population Level of alcohol related crime in licensed premises 1 322 1 389 1 448 1 337 No. of recorded offences against property as reported ≤48.1 50.1 ≤47.79 47.40 by/on behalf of victims per 1000 head of population No. of illicit drug offences detected by police and ≥5 038 5 411 ≥4 547 4 083 recorded on apprehension reports No. of drug diversions recorded as part of the Police Drug ≥7 148 7 140 ≥7 167 7 181 Diversion Initiative No. of clandestine labs detected 72 59 75 79 No. of participants attending Blue Light functions ≥20 000 18 753 ≥20 000 21 530 No. of active watch groups 545 545 645 645 No. of contacts including online reports to Crime 22 150 21 077 20 042 20 508 Stoppers

Sub-program 2.2: Criminal Justice and Custodial Services

Description/objective This sub-program aims to ensure safety in police holding facilities. SAPOL partners with government and the community in identifying and implementing legislative reform. Continuing to innovate to improve police prosecution processes for better criminal justice services is an ongoing focus for SAPOL.

Highlights 2018-19

• Continued to provide diversionary options for juveniles as appropriate.

• Processed over 32 000 prisoners through police holding facilities.

Targets 2019-20

• Continue to provide specialist investigation support to the State Coroner.

• Continue to focus on providing safe custodial facilities.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses 150 292 145 163 148 243 148 671 Income 5 711 5 970 5 522 4 891 Net cost of sub-program 144 581 139 193 142 721 143 780 FTEs as at June (No.) 964.0 961.5 984.6 971.2

Explanation of significant movements The increase in the 2019-20 budgeted expenses compared to the 2018-19 Estimated Result is primarily due to:

• indexation of expenses in 2019-20

• additional funding for Rapid Response capability and District Policing Model stage 2

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• additional funding for fixed wing aviation capacity in 2019-20

• funding for civilian prosecutors.

The decrease in the 2018-19 Estimated Result budgeted expenses compared to the 2018-19 Budget is primarily due to the movement in resource allocation between sub-programs from application of the 2019 service activity survey.

The decrease in the 2018-19 Estimated Result budgeted expenses compared to the 2017-18 Actual is primarily due to:

• increased operating savings measures in 2018-19

• the movement in resource allocation between sub-programs from application of the 2019 service activity survey partially offset by

• additional police resources in 2018-19.

Performance indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Target Result Target Actual % of SAPOL prosecutions which are finalised by a guilty 80% 79.68% 80.30% 80.70% verdict or guilty plea

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual No. of prosecution charges initiated by police in state n.a. 103 620 n.a. 117 659 courts No. of coronial investigation reports (deaths) submitted n.a. 1 556 n.a. 1 653 by police to the State Coroner’s Office No. of formal cautions (juvenile) issued n.a. 1 036 n.a. 1 154 No. of family conference referrals (juvenile) by police n.a. 865 n.a. 929 No. of prisoners processed through police holding n.a. 32 494 n.a. 32 444 facilities No. of unnatural deaths in police custody — — — 3 No. of escapes from police holding facilities — — — —

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Program 3: Road Safety

Description/objective Policing for safer roads and road use across the state. SAPOL road safety services include the regulation of road use, education and vehicle collision prevention. Police work in partnership with the community and other agencies to achieve better road safety outcomes for all South Australians and those visiting the state.

Sub-programs 3.1 Road Use Regulation

3.2 Education and Vehicle Collision Prevention

Program summary — expenses, income and FTEs

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 95 091 91 612 82 424 79 422 Supplies and services 36 130 27 351 24 155 24 628 Depreciation and amortisation expenses 4 364 4 605 4 878 4 683 Other expenses 2 252 2 288 1 965 4 241 Total expenses 137 837 125 856 113 422 112 974 Income Commonwealth revenues — 639 571 — Fees, fines and penalties 480 430 396 355 Sales of goods and services 4 592 4 634 4 401 4 886 Net gain or loss from disposal of assets — — — 74 Resources received free of charge — — — 42 Total income 5 072 5 703 5 368 5 357 Net cost of providing services 132 765 120 153 108 054 107 617 FTEs as at June (No.) 752.9 748.6 669.1 657.9

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Sub-program 3.1: Road Use Regulation

Description/objective This sub-program targets dangerous and high risk driving behaviours, and applies innovative policing practices in areas at high risk for fatal and serious injury crashes. There is a focus on recidivist dangerous road users and effective use of technology to support safer road use.

Highlights 2018-19

• Conducted over 520 000 driver screening tests.

• Continued emphasis on detecting dangerous and high risk driving behaviours.

Targets 2019-20

• Continue to target dangerous driving behaviours such as speeding, distraction, drink and drug driving.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses 106 073 102 225 87 340 87 113 Income 4 666 5 257 4 895 4 997 Net cost of sub-program 101 407 96 968 82 445 82 116 FTEs as at June (No.) 595.7 595.5 501.5 491.0

Explanation of significant movements The increase in the 2019-20 budgeted expenses compared to the 2018-19 Estimated Result is primarily due to:

• indexation of expenses in 2019-20

• additional funding for Rapid Response capability and District Policing Model stage 2

• additional funding provided for the realignment of road safety responsibility.

The increase in the 2018-19 Estimated Result budgeted expenses compared to the 2018-19 Budget is primarily due to the movement in resource allocation between sub-programs from application of the 2019 service activity survey.

The increase in the 2018-19 Estimated Result budgeted expenses compared to the 2017-18 Actual is primarily due to:

• the movement in resource allocation between sub-programs from application of the 2019 service activity survey

• additional police resources in 2018-19 partially offset by

• increased operating savings measures in 2018-19.

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Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual No. of apprehension reports for traffic offences detected 19 203 18 877 20 884 19 033 by police No. of detections of drink driving n.a. 4 977 n.a. 5 322 No. of detections of drug driving n.a. 6 504 n.a. 5 612 No. of speed detection hours (mobile cameras, mobile 90 000 75 000 100 000 90 443 radars and lasers) No. of expiation notices issued for traffic offences n.a. 154 961 n.a. 176 147 No. of driver screening tests conducted 500 000 520 935 500 000 578 496

Sub-program 3.2: Education and Vehicle Collision Prevention

Description/objective SAPOL collaborates and engages with partners and local communities on road safety issues. This sub-program also includes understanding community needs and responding through the police role in education, collision prevention and road safety programs. SAPOL develops and delivers targeted road safety operations across the state.

Highlights 2018-19

• Conducted 1000 road safety sessions to improve road safety and road user awareness.

• Worked with community through Traffic Watch complaints to improve road safety.

• Continued emphasis on conducting corporate/state-wide traffic operations.

Targets 2019-20

• Continue to conduct road safety programs to educate the public on safe road use practices.

• Continue to work in partnership with the community and key stakeholders to reduce fatalities and serious injuries on South Australian roads.

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Expenses 31 764 23 631 26 082 25 861 Income 406 446 473 360 Net cost of sub-program 31 358 23 185 25 609 25 501 FTEs as at June (No.) 157.2 153.1 167.6 166.9

Explanation of significant movements The increase in the 2019-20 budgeted expenses compared to the 2018-19 Estimated Result is primarily due to:

• indexation of expenses in 2019-20

• additional funding provided for the realignment of road safety responsibility.

The decrease in the 2018-19 Estimated Result budgeted expenses compared to the 2018-19 Budget is primarily due to the movement in resource allocation between sub-programs from application of the 2019 service activity survey.

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The decrease in the 2018-19 Estimated Result budgeted expenses compared to the 2017-18 Actual is primarily due to the movement in resource allocation between sub-programs from application of the 2019 service activity survey.

Activity indicators

2018-19 2019-20 Estimated 2018-19 2017-18 Projection Result Projection Actual No. of sessions conducted by the Road Safety Section 1 000 1 000 1 000 1 220 No. of traffic cautions issued as recorded on expiation n.a. 72 619 n.a. 82 572 notices No. of Traffic Watch complaints received 29 000 29 000 27 000 29 120 No. of fatalities per 100 000 head of population n.a. 5.62 n.a. 5.73 No. of serious injuries per 100 000 head of population n.a. 30.52 n.a. 34.87 No. of casualty crashes, including fatal n.a. 301.32 n.a. 297.62 crashes, per 100 000 head of population No. of corporate/state-wide traffic operations 40 33 33 62 No. of corporate/state-wide traffic operations that 39 33 33 62 include a rural road safety component

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Summary of major variations

Statement of comprehensive income — controlled

Expenses

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $36.1 million increase is primarily due to:

• indexation of expenses ($20.1 million)

• funding for the realignment of road safety responsibility ($8.2 million)

• funding for Rapid Response capability and District Policing Model stage 2 ($6.0 million)

• additional funding for fixed wing aviation capacity in 2019-20 ($1.3 million).

Major variances between 2018-19 Estimated Result and 2018-19 Budget

No major variations.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $9.1 million decrease is primarily due to:

• increased operating savings measures in 2018-19 ($21.8 million)

• once-off revaluation of long service leave, annual leave and workers compensation in 2017-18 ($18.2 million) partially offset by

• additional police resources in 2018-19 ($23.3 million)

• a once off reclassification of expenditure from operating to investing in 2017-18 ($4.5 million)

• funding for extended metropolitan police station opening hours ($2.3 million).

Income

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $11.8 million increase is primarily due to:

• recognition of CTP Insurance Regulator road safety funds ($14.7 million)

• indexation of revenue ($1.4 million) partially offset by

• once-off Commonwealth Government funding received under the Indigenous Advancement Strategy in 2018-19 ($4.3 million).

Major variances between 2018-19 Estimated Result and 2018-19 Budget

No major variations.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $2.5 million increase is primarily due to once-off Commonwealth Government funding received under the Indigenous Advancement Strategy in 2018-19 ($4.3 million).

2019-20 Agency Statements — Volume 3 203 Police

Statement of financial position — controlled

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $30.3 million increase in current assets is primarily due to an increase in accrual appropriation which is reported in cash and cash equivalents.

The $20.4 million decrease in non-current assets is primarily due to:

• depreciation of land and improvements in 2019-20 ($26.7 million)

• sale of property plant and equipment in 2019-20 ($15.9 million) partially offset by

• the purchase of property, plant and equipment in line with SAPOL’s capital investment program in 2019-20 ($22.2 million).

The $10.8 million increase in total liabilities is primarily due to increases in employee entitlements including the recognition of a leap year impact in 2019-20.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The $9.7 million decrease in current assets is primarily due to surplus cash returned to the Consolidated Account in accordance with the cash alignment policy.

The $6.4 million increase in non-current assets is primarily due to:

• recognising the impact of 2017-18 Actual closing balances on the 2018-19 Estimated Result ($5.9 million)

• delay in the sale of Roxby Downs Police Station ($0.5 million)

• funding for Community Safety Infrastructure at Umuwa Police Station ($1.7 million) partially offset by

• carryover of major capital projects underspend into 2019-20 ($1.7 million).

The $18.3 million increase in total liabilities is due to recognising the impact of 2017-18 Actual closing balances in the 2018-19 Estimated Result.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $19.6 million increase in current assets is primarily due to:

• an increase in accrual appropriation which is reported in cash and cash equivalents ($23.8 million)

• Commonwealth Government funding received under the Indigenous Advancement Strategy ($4.3 million) partially offset by

• surplus cash returned to the Consolidated Account in accordance with the cash alignment policy ($9.7 million).

The $6.3 million decrease in non-current assets is primarily due to:

• depreciation of land and improvements in 2018-19 ($27.9 million) partially offset by

• the purchase of property, plant and equipment in line with SAPOL’s capital investment program in 2018-19 ($21.7 million).

The $7.6 million increase in total liabilities is primarily due to increases in employee entitlements.

204 2019-20 Agency Statements — Volume 3 Police

Statement of cash flows — controlled

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The movement in cash outflow and inflows are generally consistent with the changes above and under the statement of comprehensive income.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The movement in cash outflow and inflows are generally consistent with the changes above and under the statement of comprehensive income.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The movement in cash outflow and inflows are generally consistent with the changes above and under the statement of comprehensive income.

Statement of comprehensive income — administered items

Major variances between 2019-20 Budget and 2018-19 Estimated Result

The $22.5 million increase in expenses is primarily due to higher transfer of payments to the consolidated account associated with increased income.

The $21.6 million increase in income is primarily due to higher expiation fee revenue relating to timing of fixed cameras becoming operational, lower detection trends in 2018-19, indexation increases and higher corporate and reminder fees in 2019-20.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

The $9.1 million decrease in expenses is primarily due to lower transfer of payments to the consolidated account associated with lower revenue collections.

The $8.1 million decrease in income is primarily due to lower expiation revenue as a result of the timing of fixed cameras becoming operational and lower detection trends in 2018-19.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

The $4.8 million decrease in expenses is primarily due to lower transfer of payments to the consolidated account associated with lower revenue collections.

The $2.7 million decrease in income is primarily due to lower detection trends in 2018-19.

Statement of financial position — administered items

Major variances between 2019-20 Budget and 2018-19 Estimated Result

No major variations.

Major variances between 2018-19 Estimated Result and 2018-19 Budget

No major variations.

Major variances between 2018-19 Estimated Result and 2017-18 Actual

No major variations.

Statement of cash flows — administered items The movement in cash outflow and inflows are generally consistent with the changes above and under the statement of comprehensive income.

2019-20 Agency Statements — Volume 3 205 Police

Additional information for administered items Additional information on administered items is included in the following table.

206 2019-20 Agency Statements — Volume 3 Police

Additional information for administered items for South Australia Police Statement of cash flows

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000

Operating activities

Cash outflows

Employee benefit payments Commissioner of Police 482 473 473 619 Payments for supplies and services Public Private Partnership Costs — Courts 2 840 2 510 2 510 2 376 Administration Authority South Australia Police and Emergency Service Games 4 4 4 — Grants and subsidies SA Water — concession for emergency services 69 67 67 61 Intra-government transfers Victims of Crime Levy 12 914 10 511 13 841 11 309 Other Intra-government transfers 146 146 146 153 Other payments Payments to Consolidated Account 84 555 64 760 70 531 68 926 Cash used in operations 101 010 78 471 87 572 83 444

Cash inflows

Intra-government transfers Public Private Partnership Costs — Courts 2 815 2 486 2 486 2 376 Administration Authority Victims of Crime Levy — 960 — — Fees, fines and penalties Infringement Notice Scheme — expiated fee 84 350 64 651 70 422 67 815 Victims of Crime Levy 13 000 10 500 13 830 11 293 Sales of goods and services Exhibit/unclaimed property 136 136 136 2 045 South Australia Police and Emergency Service Games 4 4 4 — Other receipts Other receipts 162 162 162 121 Cash generated from operations 100 467 78 899 87 040 83 650

State government

Appropriation Appropriation 544 533 533 655 less Cash alignment — 225 — —

2019-20 Agency Statements — Volume 3 207 Police

2018-19 2019-20 Estimated 2018-19 2017-18 Budget Result Budget Actual $000 $000 $000 $000 Net cash provided by state government 544 308 533 655 Net cash provided by (+)/used in (-) operating activities 1 736 1 861 Net increase (+)/decrease (-) in cash equivalents 1 736 1 861 Cash and cash equivalents at the start of the financial 15 705 14 969 14 109 14 108 year (as at 1 July) Cash and cash equivalents at the end of the financial 15 706 15 705 14 110 14 969 year (as at 30 June)

208 2019-20 Agency Statements — Volume 3 STATEBUDGET.SA.GOV.AU STATE BUDGET 2019-20

DEPARTMENT OF TREASURY AND FINANCE

State Administration Centre 200 Victoria Square, Adelaide South Australia, 5000

GPO Box 1045, Adelaide South Australia, 5001 Telephone: +61 (08) 8226 9500 treasury.sa.gov.au

STATEBUDGET.SA.GOV.AU