2021-22-Agency-Statement-Volume

STATE BUDGET

2021-22 STATE BUDGET 2021-22 BUDGETPAPER 4 | Agency Statements | Volume 3

Agency Statements BUDGET PAPER 4 VOLUME 3 STATE BUDGET 2021- 22

BUDGET PAPER 1 : BUDGET OVERVIEW A summary publication capturing all highlights from the 2021-22 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 2021

STATEBUDGET.SA.GOV.AU

Budget Paper 4

2021-22 Agency Statements Volume 3

Presented by the Honourable Rob Lucas MLC Treasurer of South Australia on the occasion of the Budget for 2021-22

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 22 June 2021 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 Green Industries

Volume 3

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

Volume 4

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

Contents

Volume 3

Introduction 3 Health and Wellbeing 9 Human Services 77 Infrastructure and Transport 111 Innovation and Skills 163 Police 189

2021-22 Agency Statements — Volume 3 1 2 2021-22 Agency Statements — Volume 3 Introduction

The 2021-22 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 Infrastructure and Transport Department for Infrastructure and Transport DIT Innovation and Skills Department for Innovation and Skills DIS 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 and Investment Department for Trade and Investment DTI 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.

2021-22 Agency Statements — Volume 3 3 Introduction

Overview The agency statements outline projected agency activity and performance for 2021-22. 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 (income, expenses 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 — explanation of significant movements not included at the program/sub-program level.

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 2021-22 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 2021-22

• 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

4 2021-22 Agency Statements — Volume 3 Introduction

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

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. Information and Communication Technology Services 3. Aboriginal Affairs and Reconciliation 4. Multicultural Affairs 5. Arts and Cultural Policy and Support 6. SA Productivity Commission 7. Infrastructure SA Defence SA 1. Defence Industry Development 2. South Australian Space Industry Centre 3. Veterans SA South Australian Tourism 1. Tourism Development Commission 2. Tourism Events 3. Tourism Marketing The Hon. VA Chapman Attorney-General's Department 1. Office of the Solicitor-General Deputy Premier 2. Office of the Director of Public Prosecutions Attorney-General Minister for Planning and 3. Crown Solicitor’s Office Local Government 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. Office of the Commissioner for Equal Opportunity 12. State Records 13. Justice Technology Services 14. Planning and Land Use Services 15. Office of the Valuer-General 16. Office of the Registrar-General 17. Office of Local Government Courts Administration Authority 1. Court and Tribunal Case Resolution Services 2. Alternative Dispute Resolution Services Electoral Commission of South 1. Electoral Services Australia

2021-22 Agency Statements — Volume 3 5 Introduction

Minister Agency Programs 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 The Hon. DC Van Holst Department for Energy and Mining 1. Mineral Resources and Energy Pellekaan Minister for Energy and Mining The Hon. JAW Gardner Department for Education 1. Early Childhood Development Minister for Education 2. School Education TAFE SA 1. TAFE SA The Hon. JMA Lensink Department of Human Services 1. Communities Minister for Human Services 2. Status of Women 3. Youth Justice 4. Disability The Hon. DG Pisoni Department for Innovation and Skills 1. Science and Innovation Minister for Innovation 2. Skills and Skills 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 3. System Enhancement The Hon. R Sanderson Department for Child Protection 1. Care and Protection Minister for Child Protection

The Hon. CL Wingard Department for Infrastructure and 1. SA Public Transport Authority Minister for Infrastructure Transport 2. Roads and Marine and Transport Minister for Recreation 3. Delivery of Transport Projects and Sport 4. Provision and Management of Across Government Services 5. Infrastructure Planning and Policy 6. Recreation, Sport and Racing The Hon. DJ Speirs Department for Energy and Mining 2. Water Industry Technical and Safety Minister for Environment Regulation and 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

6 2021-22 Agency Statements — Volume 3 Introduction

Minister Agency Programs The Hon. VA Tarzia Department for Infrastructure and 7. Road Safety Minister for Police, Transport Emergency Services and Department for Correctional 1. Rehabilitation and Reparation Correctional Services Services 2. Custodial Services 3. Community-Based Services South Australian Country Fire 1. Country Fire Service Service 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 The Hon. DKB Basham Department of Primary Industries 1. Primary Industries Minister for Primary and Regions 2. Regional Development Industries and Regional Development The Hon. SJR Patterson Department for Trade and 1. Trade and Investment Minister for Trade and Investment Investment

2021-22 Agency Statements — Volume 3 7 Introduction

8 2021-22 Agency Statements — Volume 3 Agency: Department for Health and Wellbeing

Minister for Health and Wellbeing

2021-22 Agency Statements — Volume 3 9 Health and Wellbeing

10 2021-22 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, System Improvement and Administration 17 Program 2: Health Services 27 Program 3: System Enhancement 62 Financial statements 66 Summary of major variations 75 Additional information for administered items 76

2021-22 Agency Statements — Volume 3 11 Health and Wellbeing

Objective 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, SA Mental Health Commission, Commission on Excellence and Innovation in Health and Wellbeing SA, with transactions occurring between these entities.

The program structure in the 2021-22 Agency Statements primarily reflects the governance arrangements within the Department for Health and Wellbeing as at June 2021. 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.

The Commission on Excellence and Innovation in Health provides strategic leadership and advice on excellence and innovation in healthcare. Wellbeing SA is responsible for leading changes to ensure a greater focus on prevention, improve physical, mental and social wellbeing to reduce the preventable burden of disease.

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 3. System Enhancement 3.1 Commission on Excellence and Innovation in Health 3.2 Wellbeing SA

12 2021-22 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

2021-22 Budget Cost of provision

$000 FTE The Hon. SG Wade 3 153 17.0

Workforce summary

FTEs as at 30 June Agency 2020-21 2021-22 Estimated 2019-20 Budget (a) Result (a) Actual (b) Department for Health and Wellbeing 33 158 33 738 33 592 Administered items for the Department for Health 2 2 2 and Wellbeing(c) Total 33 160 33 740 33 594 (a) The 2021-22 Budget and 2020-21 Estimated Result reflect the established FTE caps. (b) Data published by the Office of the Commissioner for Public Sector Employment. (c) Administered Items for the Department for Health and Wellbeing include the Minister and the Health and Community Services Complaints Commissioner.

Program net cost of services summary

Net cost of services 2021-22 2020-21 2020-21 2019-20 Budget Estimated Budget Actual Result

$000 $000 $000 $000 Program 1. Policy, Clinical Services, System Improvement 760 805 869 288 789 310 683 977 and Administration 2. Health Services 3 504 285 3 548 269 3 386 275 3 414 521 3. System Enhancement 72 460 75 801 76 750 46 925 Total 4 337 550 4 493 358 4 252 335 4 145 423

2021-22 Agency Statements — Volume 3 13 Health and Wellbeing

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 2021-22 investment program is $361.2 million.

The program continues to represent ongoing strong investment in health infrastructure through a number of major initiatives.

Further investment in new initiatives totalling $87.0 million will occur including $12.0 million to provide additional Psychiatric Intensive Care Beds and $7.8 million towards a new Older Persons Mental Health Facility at Modbury. New initiatives also provide for a Crisis Stabilisation Centre in the Northern Suburbs. Works will also begin in 2021-22 on the new Ambulance Station at Port Augusta and expansion to the Gawler Emergency Department.

The program will continue the implementation of existing investing initiatives including the Repatriation Health Precinct Reactivation ($43.7 million), the Modbury Hospital Upgrade ($25.9 million), the Lyell McEwin Hospital Emergency Department Expansion ($25.3 million), the Queen Elizabeth Hospital Redevelopment Stage 3 ($61.7 million) and $37.8 million towards the new Women’s and Children’s Hospital.

Investment in regional health facilities continues with the Country Health SA Sustainment and Compliance Program ($22.9 million) providing upgraded engineering infrastructure. A number of investment initiatives will be completed in 2021-22 including the Strathalbyn Residential Aged Care, Modbury Hospital upgrades and the upgrade to the existing Women’s and Children’s Hospital.

Investment in SA Ambulance assets will continue with investment in the Vehicle Replacement Program ($8.0 million).

Total 2020-21 Estimated project 2021-22 Estimated 2020-21 completion cost(a) Budget Result Budget Quarter $000 $000 $000 $000

New projects Crisis Stabilisation Centre — Jun 2024 20 400 2 900 — — Northern Suburbs Leigh Creek Health Clinic Jun 2023 1 800 270 — — New Older Persons Mental Health Jun 2025 48 000 7 800 — — Facility — Modbury

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Total 2020-21 Estimated project 2021-22 Estimated 2020-21 completion cost(a) Budget Result Budget Quarter $000 $000 $000 $000

Psychiatric Intensive Care Beds Jun 2022 12 000 12 000 — — Residential Aged Care Enterprise Dec 2022 4 846 4 487 — — System Total new projects 87 046 27 457 — — Existing projects Country Health SA Sustainment and Jun 2028 145 431 22 899 24 975 30 772 Compliance COVID-19 — Activation of Hospital Jun 2021 6 864 — 2 156 2 156 Sites COVID-19 — Equipment Purchases Jun 2021 5 661 — 1 090 1 090 — Local Health Networks Electronic Medical Records System Jun 2023 112 384 7 229 8 369 39 260 The total project cost including operating project expenses for the Electronic Medical Records project is $385.7 million. Enterprise Cancer Prescribing Jun 2023 16 306 7 536 — 4 000 System The total project cost including operating project expenses for the Enterprise Cancer Prescribing System is $20.1 million. Flinders Medical Centre Emergency Jun 2022 10 305 4 472 5 805 6 500 Department Expansion Gawler Emergency Department Jun 2024 15 000 2 400 — — Expansion Lighthouse Lodge Kingston — Safety Dec 2020 1 000 — 612 612 Upgrades Lyell McEwin Hospital Emergency Dec 2022 57 975 25 322 11 759 20 470 Department Expansion Modbury Hospital — Upgrades and Mar 2022 96 445 25 946 38 835 40 150 Additional Services Mount Barker Hospital Emergency Jun 2023 8 600 6 800 800 800 Department Mount Gambier Renal Dialysis Dec 2020 1 938 — 4 240 Murray Bridge Emergency Jun 2021 7 851 — 4 279 4 394 Department New Women's and Children's Jun 2026 65 823 37 836 23 470 23 470 Hospital The government also holds a central provision over the forward estimates. Port Augusta Ambulance Station Jun 2023 4 300 2 250 150 — Real Time Monitoring of Prescription Jun 2024 3 919 857 1 854 1 854 Medicine The total project cost including operating project expenses for the Real Time Monitoring of Prescription Medicine project is $7.5 million.

2021-22 Agency Statements — Volume 3 15 Health and Wellbeing

Total 2020-21 Estimated project 2021-22 Estimated 2020-21 completion cost(a) Budget Result Budget Quarter $000 $000 $000 $000

Repatriation Health Precinct Jun 2023 107 458 43 707 44 876 59 552 Reactivation Royal Adelaide Hospital — Site Dec 2020 290 268 — 905 905 Works The total project cost including operating project expenses for Royal Adelaide Hospital — Site Works is $569.1 million. SA Health Supply Distribution Centre Sep 2021 8 774 1 995 4 749 4 749 The total project cost including operating project expenses for SA Health Supply Distribution Centre is $11.0 million. SA Pathology — Frome Road Site Jun 2022 8 333 2 014 3 883 5 897 Works Secure Message Delivery System Jun 2021 1 889 — 1 889 1 889 The total project cost including operating project expenses for the Secure Message Delivery System project is $3.0 million. Strathalbyn Aged Care Dec 2021 18 853 9 947 8 050 15 500 The Queen Elizabeth Hospital Jun 2024 310 479 61 729 5 432 11 800 Redevelopment Stage 3 Upgrade to existing Women's and Dec 2021 63 203 4 430 19 723 19 610 Children's Hospital Small Projects n.a. 2 038 991 951 951 Total existing projects 1 371 097 268 360 214 616 296 621

Annual programs Bio-Medical Equipment n.a. n.a. 18 153 17 666 17 666 Hospitals and Health Units — Minor n.a. n.a. 16 645 15 223 17 048 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. 8 015 13 585 13 792 Replacement Small Programs n.a. n.a. 7 517 8 244 9 020 Total annual programs 55 330 59 718 62 526 Leases Accommodation n.a. n.a. 2 350 31 907 11 179 Fleet n.a. n.a. 7 673 7 536 7 637 Other n.a. n.a. — 425 425 Total Leases 10 023 39 868 19 241 Total investing expenditure 1 458 143 361 170 314 202 378 388 (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 an additional note within this table.

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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 — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth revenue 32 372 8 339 38 752 104 903 Intra-government transfers 8 000 54 132 8 367 1 745 Other grants — 281 — 866 Fees, fines and penalties 1 605 1 674 1 697 1 150 Sales of goods and services 43 820 51 467 57 657 6 871 Interest revenues — — — 2 589 Net gain or loss from disposal of assets — — — - 6 Resources received free of charge 32 644 31 832 31 887 27 852 Other income 1 496 1 828 1 467 4 434 Total income 119 937 149 553 139 827 150 403 Expenses Employee benefit expenses 196 191 196 997 187 993 172 196 Supplies and services 594 934 707 431 638 219 503 115 Depreciation and amortisation expenses 13 955 13 622 14 752 16 583 Borrowing costs 327 89 605 98 Grants and subsidies 38 308 40 121 41 138 24 348 Intra-government transfers 291 19 808 10 911 71 659 Other expenses 36 736 40 773 35 519 46 380 Total expenses 880 742 1 018 841 929 137 834 380 Net cost of providing services 760 805 869 288 789 310 683 977 FTEs as at 30 June (No.) 1 308 1 515 1 400 1 332

2021-22 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 2020-21

• Delivered an effective public health response to stop community transmission of COVID-19 in South Australia, balancing health, economic and social outcomes.

• Commenced the implementation of the COVID-19 vaccine rollout for South Australia.

• Delivered a real time prescription monitoring system for drugs of dependence which successfully integrates with the National Data Exchange to provide real time detection and alerting for regulator, pharmacists and prescribers if patients have previously been supplied with a high-risk medication.

Targets 2021-22

• Continue to implement an effective public health response to prevent community transmission of COVID-19 in South Australia, including the COVID-19 vaccine rollout.

• Develop a strategic five year Public Health Plan which includes addressing the health/environment interface.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 38 131 39 937 38 181 34 497 Expenses 106 331 113 468 107 313 99 784 Net cost of sub-program 68 200 73 531 69 132 65 287 FTEs as at 30 June (No.) 195 266 239 155

Explanation of significant movements

• The $1.8 million decrease in revenue between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to the finalisation of the National Antimicrobial Utilisation Surveillance and BloodSafe eLearning Australia Program project agreements in 2020-21.

• The $7.1 million decrease in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– net decrease in expenditure associated with addressing requirements as part of the government’s COVID-19 response in 2021-22 ($8.4 million)

partially offset by

– annual indexation including enterprise agreement costs ($2.2 million).

• The $1.8 million increase in revenue between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to the increase in Commonwealth Government revenue, and associated expenditure, relating to the Essential Vaccines, OzFoodNet and National Antimicrobial Utilisation Surveillance agreements in 2020-21.

• The $6.2 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

– additional expenditure associated with addressing immediate requirements as part of the government’s COVID-19 response in 2020-21 ($2.9 million)

18 2021-22 Agency Statements — Volume 3 Health and Wellbeing

– the transfer of the Australian Red Cross Lifeblood for Tissue Typing service from SA Pathology in 2020-21 to the Department for Health and Wellbeing ($2.5 million)

– increased expenditure, and associated Commonwealth Government revenue relating to the Essential Vaccines, OzFoodNet and National Antimicrobial Utilisation Surveillance agreements in 2020-21 ($1.1 million).

• The $5.4 million increase in revenue between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– increased Commonwealth Government revenue associated with the organ donation project agreements ($3.6 million)

– increased Commonwealth Government revenue associated with the Essential Vaccines, OzFoodNet and National Antimicrobial Utilisation Surveillance agreements ($1.3 million).

• The $13.7 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– increased expenditure associated with addressing requirements as part of the government’s COVID-19 response in 2021-22 ($12.0 million)

– annual indexation including enterprise agreement costs ($2.1 million).

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of food businesses in compliance with food safety 95% 80% 95% 95% standards No. of expiation notices served under Tobacco Products 10 5 10 21 Regulation Act 1997 No. of premises inspected for compliance with the 500 500 500 557 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 800 300 800 823 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 124 117 139 124 by local governments % of water quality Type 1 incidents that were actioned 100% 100% 100% 100% within 24 hours

2021-22 Agency Statements — Volume 3 19 Health and Wellbeing

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 2020-21

• Expanded the Adult Safeguarding Unit’s remit to include adults with a disability who are vulnerable to abuse.

• Established a multi-disciplinary and multi-agency quarantine model and Medi-Hotel nursing/midwifery support program.

• Developed a Critical Care Surge Nursing Workforce Strategy.

• Developed the SA COVID-19 Vaccination Service Delivery and Workforce Strategy 2021.

• Progressed key regulatory amendments to support continued timely supply of medicines to consumers.

• Established the Continuance of Critical Community Pharmacy Services Program, which aims to keep community pharmacies open to their community in the event of COVID-19 infection within the pharmacy workforce.

• Commenced the management and delivery of a safe and effective COVID-19 vaccination program across South Australia.

• Developed COVID-19 Management Plans for designated Aboriginal communities.

Targets 2021-22

• Manage the COVID-19 vaccination of all eligible South Australians who want to be vaccinated.

• Build a sustainable rural emergency nurse practitioner workforce aligned to the rural emergency nurse practitioner model of care.

• Complete a ten year Clinical Services Plan.

• Expand the Yorke and Northern Local Health Network Midwifery Caseload Model of Care to other regional Local Health Networks.

• Deliver the Women’s, Child and Youth Health Plan 2021-2031.

• Deliver a five-year Palliative Care Strategic Framework and Services Plan.

• Deliver a statewide Gender Diversity Model of Care, and Renal Services Plan.

• Complete a review of the Retirement Villages Act 2016.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 6 064 6 449 6 441 4 691 Expenses 64 846 66 160 52 215 42 068 Net cost of sub-program 58 782 59 711 45 774 37 377 FTEs as at 30 June (No.) 211 224 190 157

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Explanation of significant movements

• The $1.3 million decrease in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to the net reduction from COVID-19 response expenditure.

• The $13.9 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

– additional expenditure associated with addressing immediate requirements as part of the government’s COVID-19 response ($10.0 million)

– transfer of the health call centre program from Wellbeing SA to the Department for Health and Wellbeing ($3.1 million).

• The $1.8 million increase in revenue between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to increased Commonwealth Government revenue for the establishment and operation of a mental health services centre for adults.

• The $24.1 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– additional expenditure associated with addressing immediate requirements as part of the government’s COVID-19 response in 2020-21 ($13.0 million)

– increased expenditure associated with implementing mental health strategies within the COVID-19 Virtual Mental Health Support Network in 2020-21 ($4.3 million)

– transfer of the health call centre program from Wellbeing SA to the Department for Health and Wellbeing in 2020-21 ($3.1 million)

– increased expenditure for the establishment and operation of a mental health services centre for adults in central Adelaide under a Project Agreement with the Commonwealth Government ($2.8 million)

– increased expenditure primarily associated with expanding the legal mandate of the Adult Safeguarding Unit to include responding to reports of abuse of vulnerable adults living with a disability ($0.9 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 2020-21

• Completed the build of the SA Health Funding Allocation Model.

• Completed and released the Commissioning Framework, Technical Guide and resources.

• Developed a Data Integrity Program that encompasses data governance, quality assurance and testing standards.

Targets 2021-22

• Continue the commissioning of services that support the overall strategy to rebalance the health system.

• Build self-sufficiency and refine activity flows across regional areas to deploy strategies at a hospital-level, to ensure patients can access high quality services.

• Develop and build systems to deliver sustained achievement of appropriate access to surgery.

• Expand the full range of services available at the Veteran Wellbeing Centre.

2021-22 Agency Statements — Volume 3 21 Health and Wellbeing

• Implement the government’s response to the recommendations of the Review of the Advance Care Directive Act 2013.

• Contribute to the SA Health response to the South Australian Productivity Commission’s review of Health and Medical Research.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 2 778 3 110 4 027 3 132 Expenses 128 384 150 077 146 267 129 652 Net cost of sub-program 125 606 146 967 142 240 126 520 FTEs as at 30 June (No.) 93 104 84 84

Explanation of significant movements

• The $21.7 million decrease in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– the transfer of expenditure from the Department for Health and Wellbeing to Drug and Alcohol Services SA in 2021-22 for a range of non-government organisation programs ($10.9 million)

– once-off grant expenditure provided to the Cancer Council of South Australia in 2020-21 to support its project to renew its supportive accommodation for those from regional areas that need to stay in Adelaide whilst undertaking cancer treatment ($10.0 million)

– once-off transfer of expenditure from local health networks to the Department for Health and Wellbeing in 2020-21 to support the development of elective surgery system models and projects ($1.4 million).

• The $3.8 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

– increased expenditure to continue the non admitted patients data collections project and the Quality, Information and Performance Hub which provides health services with timely access to clinical, safety, quality and performance information ($2.2 million)

– increased expenditure to support the development of elective surgery system models and projects ($1.4 million).

• The $20.4 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– once-off grant expenditure provided to the Cancer Council of South Australia in 2020-21 to support its project to renew its supportive accommodation for those from regional areas who need to stay in Adelaide whilst undertaking cancer treatment ($10.0 million)

– lower than budgeted supplies and services and contractors expenses in 2019-20 ($5.5 million)

– annual indexation including enterprise agreement costs ($3.5 million)

– increased expenditure to support the development of elective surgery system models and projects in 2020-21 ($1.4 million).

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Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual No. of intern placements 275 275 266 266 In Australia, all medical graduates must successfully complete an internship before becoming generally registered with the Medical Board of Australia. Interns are only permitted to work in accredited positions. An internship is a key part of the transition from medical school to independent practice and specialty training, focussing on practical training under supervision from senior colleagues, who provide support, feedback, teaching, and assessment. The Medical Board of Australia sets the broad structure for intern training in its Registration standard. The total duration of internship is 47 weeks (full-time equivalent). % of children fully immunised at age 12 months 95% 95% 95% 95% 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% 92% 95% 92% No. of red blood cell packs issued to South Australia 54 555 56 550 56 600 54 038 No. of vaccines dispensed 1 250 000 1 280 000 1 280 000 1 315 156 These figures do not include any vaccinations relating to COVID-19. No. of providers supplying valid vaccination information 3 000 3 000 3 000 3 329 to the Australian Immunisation Register AIR-06C Report Source: Australian Immunisation Register AIR-06C Report. Average time for blood lead level results to be available 1 week 1 week 1 week 1 week % of Aboriginal mothers who smoke during pregnancy 40% 44% 40% n.a. % Aboriginal women who gave birth and reported to 80% 75% 80% n.a. have made seven or more antenatal visits % of Aboriginal mothers whose first antenatal care 80% 70% 80% n.a. session occurred in the first trimester (<14 weeks)

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual % of children tested for blood lead levels in Port Pirie 85% 85% 86% 87% Aboriginal employment activities implemented: • no. of new recipients 12 19 16 14 • no. of scholarship graduates 10 8 7 12 • no. of Aboriginal scholarship participants 46 46 44 43 % Aboriginal people who self-discharge from admitted 2.0% 3.3% 2.0% 2.7% patient care This indicator has changed to align with the increased focus on leave events as part of the National Safety & Quality Health Standards actions to meet the needs of Aboriginal and Torres Strait Islander peoples which came into effect 1 July 2019.The 2019-20 Actual has been adjusted to include same-day separations to better align with the definition of this indicator. Drug and Alcohol Services South Australia • no. of in-patient separations (non-hospital) 1 600 1 550 1 600 1 558 This indicator includes clients accessing withdrawal services and residential rehabilitation.

2021-22 Agency Statements — Volume 3 23 Health and Wellbeing

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual • no. of outpatients attendances 36 300 36 024 34 000 34 759 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 2020-21

• Completed the tender process and development of a business case for the Enterprise Chemotherapy Prescribing System with the selection of a preferred supplier.

• Commenced the implementation of a COVID-19 vaccine management system for South Australia.

Targets 2021-22

• Commence implementation of the Enterprise Chemotherapy Prescribing System.

• Complete a Digital Strategy for SA Health.

• Complete the successful activation of the Sunrise Electronic Medical Records and Patient Administration System across the Southern Adelaide Local Health Network and Women’s and Children’s Health Network.

• Continue the implementation of the COVID-19 vaccine management system for South Australia.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 72 964 100 057 91 178 108 034 Expenses 581 181 689 136 623 342 561 754 Net cost of sub-program 508 217 589 079 532 164 453 720 FTEs as at 30 June (No.) 809 921 887 93 6

Explanation of significant movements

• The $27.1 million decrease in revenue between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– net decrease in Commonwealth Government revenue associated with addressing immediate requirements in response to COVID-19 in 2020-21 ($22.1 million)

– once-off revenue in 2020-21 associated with the Secure Messaging Project which enable secure delivery of electronic discharge summaries from the Sunrise Electronic Medical Record system to external Healthcare Providers ($2.3 million).

24 2021-22 Agency Statements — Volume 3 Health and Wellbeing

• The $108.0 million decrease in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– increased expenditure associated with addressing immediate requirements and the activation of sites as part of the government's COVID-19 response in 2020-21 ($95.9 million)

– increased expenditure to primarily support the purchase of N95/P2 medical respirator masks, and Level 3 Barrier Protection Surgical masks as part of the government’s COVID-19 response in 2020-21 ($31.0 million)

partially offset by

– increased expenditure associated with the Electronic Medical Records project in 2021-22 ($21.2 million).

• The $8.9 million increase in revenue between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

– increased Commonwealth Government revenue associated with addressing immediate requirements in response to COVID-19 in 2020-21 ($13.8 million)

partially offset by

– reduction in anticipated revenue associated with the provision of free parking for hospital staff, fee revenue associated with people subject to hotel quarantine and the provision of face masks to private entities ($3.9 million).

• The $65.8 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

– increased expenditure associated with addressing immediate requirements as part of the government's COVID-19 response, primarily relating to hotel accommodation, security and cleaning costs ($109.0 million)

– increased expenditure following a national revision of the calculation methodology associated with cross border patient settlements ($26.8 million)

– reclassification of investing expenditure to operating associated with the Enterprise Cancer Prescribing System ($1.4 million)

partially offset by

– lower than forecast expenditure associated with the provision of medical respirator and surgical masks as part of the government's COVID-19 response ($62.1 million)

– reduced expenditure under the Private Hospitals Funding Agreement to align with the Commonwealth Government's COVID-19 Private Hospital estimates ($12.1 million).

• The $8.0 million decrease in revenue between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to once-off revenue in 2019-20 to support the establishment of an enhanced state-wide eating disorder service at the Repatriation Health Precinct.

• The $127.4 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– increased expenditure associated with addressing immediate requirements and the activation of sites as part of the government’s COVID-19 response ($151.7 million)

– increased expenditure following a national revision of the calculation methodology associated with cross border patient settlements ($26.8 million)

2021-22 Agency Statements — Volume 3 25 Health and Wellbeing

– annual indexation including enterprise agreement costs ($11.5 million)

partially offset by

– reduced private hospital viability payments under the Private Hospitals Funding Agreement associated with the National Partnership on Novel Coronavirus (COVID-19) Response ($61.2 million).

Sub-program 1.5: SA Mental Health Commission

Description/objective The South Australian Mental Health Commissioners’ role are to 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 research into mental health and wellbeing.

The support functions for the Commissioners are provided by Wellbeing SA. Employees of the South Australian Mental Health Commission (SAMHC) were transferred to Wellbeing SA on 6 January 2020 under the Public Sector (Reorganisation of Public Sector Operations — Wellbeing SA) Notice 2019 under section 9(1) of the Public Sector Act 2009.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income — — — 49 Expenses — — — 1 122 Net cost of sub-program — — — 1 073 FTEs as at 30 June (No.) — — — —

Explanation of significant movements

• The $1.1 million decrease in expenses between the 2020-21 Estimated Result and 2019-20 Actual is due to the transfer of the support services of the SAMHC to Wellbeing SA.

26 2021-22 Agency Statements — Volume 3 Health and Wellbeing

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 — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth revenues 2 052 386 1 983 661 1 967 597 1 942 495 Intra-government transfers 12 777 14 718 14 268 21 389 Other grants 48 659 49 090 48 842 40 036 Fees, fines and penalties 318 310 310 278 Sales of goods and services 722 854 703 165 694 847 652 494 Interest revenue 3 182 3 247 5 482 2 939 Net gain or loss from disposal of assets 568 554 554 - 2 531 Resources received free of charge 43 622 43 187 42 381 36 172 Other income 26 786 25 772 26 133 21 754 Total income 2 911 152 2 823 704 2 800 414 2 715 026

2021-22 Agency Statements — Volume 3 27 Health and Wellbeing

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 4 134 475 4 100 094 4 007 513 4 039 439 Supplies and services 1 761 553 1 724 295 1 632 919 1 495 000 Depreciation and amortisation expenses 292 193 295 193 290 934 300 878 Borrowing costs 102 909 126 755 127 909 152 453 Grants and subsidies 11 760 12 236 12 028 7 251 Intra-government transfers 365 3 648 3 648 3 Other expenses 112 182 109 752 111 738 134 525 Total expenses 6 415 437 6 371 973 6 186 689 6 129 547 Net cost of providing services 3 504 285 3 548 269 3 386 275 3 414 521 FTEs as at 30 June (No.) 31 728 32 099 31 307 32 150

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 2020-21

• Implemented post COVID-19 Central Adelaide Local Health Network Clinical Improvement, including care pathway strategies to optimise digital health responses.

• Progressed the Central Adelaide Local Health Network Organisation and Financial Recovery Plan, including embedding a new clinical program structure, governance controls and escalation protocols.

• Commenced site enabling works on a new clinical services building at The Queen Elizabeth Hospital.

Targets 2021-22

• Continue to support the government’s response to COVID-19 and the implementation of the COVID-19 vaccine rollout for eligible recipients.

• Continue to progress the Central Adelaide Local Health Network Organisation and Financial Recovery Plan.

• Commence construction on the new clinical services building at The Queen Elizabeth Hospital.

• Relocate the brain injury and spinal cord injury statewide rehabilitation services from the Hampstead Rehabilitation Centre to the Repatriation Health Precinct.

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2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 1 176 924 1 138 831 1 126 422 1 106 538 Expenses 2 516 400 2 544 986 2 443 381 2 503 182 Net cost of sub-program 1 339 476 1 406 155 1 316 959 1 396 644 FTEs as at 30 June (No.) 11 247 11 411 10 635 11 577

Explanation of significant movements

• The $38.1 million increase in revenue between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– growth in Commonwealth Government revenue under the National Health Reform Agreement ($25.3 million)

– increased Commonwealth Government revenue associated with the extension of South Australia's participation in the National Partnership on Public Dental Services for adults in 2020-21 ($9.4 million)

– increased Commonwealth Government Pharmaceutical Benefits Scheme revenue, with associated expenditure in administering medicines under the scheme ($1.1 million).

• The $28.6 million decrease in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– net decrease in expenditure associated with addressing immediate requirements as part of the government's COVID-19 response, including the commencement of the COVID-19 vaccine rollout in 2020-21 ($15.5 million)

– additional expenditure in the 2020-21 Budget associated with the extension of South Australia's participation in the National Partnership on Public Dental Services for adults ($9.4 million)

– once-off transfer of expenditure fromthe Northern Adelaide Local Health Network associated with the Satellite Dialysis Service in 2020-21 ($4.2 million)

partially offset by

– increased Commonwealth Government Pharmaceutical Benefits Scheme expenditure, with associated revenue in administering medicines under the scheme ($1.1 million).

• The $12.4 million increase in revenue between the 2020-21 Estimated Result and 2020-21 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 $101.6 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

– additional expenditure associated with addressing immediate requirements as part of the government's COVID-19 response, including the COVID-19 vaccine rollout ($48.1 million)

– additional expenditure associated with the cost of providing hospital services ($31.9 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 ($13.6 million)

– increased expenditure associated with the extension of South Australia's participation in the National Partnership on Public Dental Services for adults ($9.4 million).

2021-22 Agency Statements — Volume 3 29 Health and Wellbeing

• The $32.3 million increase in revenue between the 2020-21 Estimated Result and 2019-20 Actual 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 ($15.3 million)

– growth in Commonwealth Government revenue primarily associated with the National Health Reform Agreement ($8.9 million)

– annual indexation on provision of services revenue ($6.8 million)

– increased contributed services revenue related to ICT services received free of charge from the Department of the Premier and Cabinet consistent with changes to the pricing model ($3.1 million).

• The $41.8 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– annual indexation including enterprise agreement costs and funded growth in services ($56.5 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 ($15.3 million)

– increased donated services expenses related to ICT services received free of charge in 2020-21 from the Department of the Premier and Cabinet consistent with changes to the pricing model ($3.1 million)

partially offset by

– decreased expenditure primarily associated with the financing (interest and service) payments for the new Royal Adelaide Hospital ($32.0 million).

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 79% 100% 83% • semi-urgent (90 days) 97% 51% 97% 68% • non-urgent (1 year) 95% 62% 95% 73% The 2020-21 Estimated Result reflects data as at year to date January 2021. Patients overdue for elective surgery procedures as at — — — 817 30 June Data for the 2020-21 Estimated Result was not available at time of publication. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) 80% 56% 80% 61% • urgent (30 minutes) 75% 47% 75% 52% • semi-urgent (60 minutes) 70% 58% 70% 65% • non-urgent (120 minutes) 70% 79% 70% 84% • overall 75% 54% 80% 60% All targets are set as the minimum, with the LHN to aim to achieve at or above the value. The 2020-21 Estimated Result reflects data as at year to date January 2021.

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2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of patients seen, treated, discharged or admitted 90% 51% 90% 53% within four hours All targets are set as the minimum, with the LHN to aim to achieve at or above the value. The 2020-21 Estimated Result reflects data as at year to date January 2021. Day of surgery admission rate: • Royal Adelaide Hospital 95% 85% 95% 84% • The Queen Elizabeth Hospital 95% 89% 95% 89% 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 2020-21 Estimated Result reflects data as at year to date January 2021. Relative stay index: • Royal Adelaide Hospital 0.95 0.99 0.95 1.01 • The Queen Elizabeth Hospital 0.95 0.88 0.95 0.92 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 2020-21 Estimated Result reflects data as at year to date January 2021. % of potentially preventable admissions 8.0% 6.6% 8.0% 7.0% 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 2020-21 Estimated Result reflects data as at year to date January 2021. % change in hospital separations compared with last year 2.5% 4.0% 1.2% 3.9% Total no. of women screened for breast cancer 99 242 93 443 99 242 74 381 This indicator measures the total number of mammograms performed within the financial year. Breast screening participation rate for women aged 50 to 70.0% 51.8% 70.0% 53.6% 74 years of age (every 24 months) The 2020-21 Estimated Result (for the 24 months to 30 June 2021) is based on the estimated number of women aged 50 to 74 years to be screened for the period, as a percentage of the Australian Bureau of Statistics projection for the Estimated Resident Population as at 30 June 2020. BreastScreen SA aims to achieve the BreastScreen Australia National Accreditation Standard 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. Screening capacity for 2021-22 provides for a participation rate of 60.6% for women aged 50 to 74 years. Consumer experience level: • Being heard — views and concerns 85% 86% 85% 88% • Being heard — involvement in treatment and care 85% 89% 85% 87% • Feeling cared about by staff 85% 93% 85% 92% • Being kept informed 85% 89% 85% 87% • Overall quality 85% 91% 85% 92% SA Dental Service average adult waiting time (months): • restorative 20 13 11 14 • denture — 4 11 5

2021-22 Agency Statements — Volume 3 31 Health and Wellbeing

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual • specialist 13 18 13 15 Waiting time is the weighted number of months the person on the top of the waiting list has waited. All targets are set as the maximum, with the Service to aim to achieve at or below the value.

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual National Weighted Activity Units 216 958 208 202 200 194 204 838 The figures have been re-modelled in the standard applicable to 2020-21 (NWAU20) to permit comparisons across years. SA Dental Service total occasions of service: • school dental 130 000 130 000 165 000 132 218 • adult dental 147 200 177 900 232 000 182 507 The adult dental hours of service activity indicator has been restated to occasions of service (as measured by dental visits) to closer align to the occasions of service measure used by hospitals. No. of diagnostic tests provided by SA Pathology 16 500 000 18 417 281 15 723 144 15 118 408 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. The 2020-21 Target has been re stated based on the 2019-20 Actual and the annual growth target activity for SA Pathology.

Sub-program 2.2: Northern Adelaide Local Health Network

Highlights 2020-21

• Commenced construction of the Emergency Department expansion and permanent Mental Health Short Stay Assessment Unit at Lyell McEwin Hospital.

• Completed the construction of the new front entrance and kiosk, outpatient department, overnight surgical inpatient ward and theatre suite at Modbury Hospital.

• Opened the High Dependence Unit at Modbury Hospital.

• Commenced refurbishment of the Short Stay General Medical Unit and Palliative Care Unit at Modbury Hospital.

• Completed the expansion of the multi-storey carpark at the Lyell McEwin Hospital, adding an additional 205 car parks.

• Developed the Northern Adelaide Local Health Network Clinical Services Plan 2020-25.

• Embedded and sustained Mental Health Cultural Healing Closing the Gap initiatives into core business, including partnering with consumers and non-government organisations to develop collaborative, culturally sensitive care pathways across the northern Adelaide region.

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Targets 2021-22

• Continue to support the government’s response to COVID-19 and the implementation of the COVID-19 vaccine rollout for eligible recipients.

• Complete construction of the new Short Stay General Medical Unit and Palliative Care Unit at Modbury Hospital.

• Implement the full rollout of the Integrated Management System across Northern Adelaide Local Health Network.

• Establish community and consumer activities to support the implementation of the Northern Adelaide Local Health Network Consumer and Community Engagement Strategy 2020-25.

• Develop a Northern Adelaide Local Health Network Research Strategy.

• Implement the Northern Adelaide Local Health Network Clinician Engagement Strategy 2019-22.

• Co-design and launch the Northern Adelaide Local Health Network Aboriginal Health Framework and Action Plan 2021-2026, and the Northern Adelaide Local Health Network Stretch Reconciliation Action Plan 2021-2024.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 337 500 327 308 326 864 317 960 Expenses 829 827 816 693 798 162 778 476 Net cost of sub-program 492 327 489 385 471 298 460 516 FTEs as at 30 June (No.) 4 039 4 097 4 079 4 096

Explanation of significant movements

• The $10.2 million increase in revenue between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to growth in Commonwealth Government revenue under the National Health Reform Agreement.

• The $13.1 million increase in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– additional expenditure associated with the cost of providing hospital services in 2021-22 ($6.3 million)

– once-off transfer of expenditure in 2020-21 to the Central Adelaide Local Health Network associated with the Satellite Dialysis Service ($4.2 million)

– increased depreciation expenditure associated with the Lyell McEwin Hospital Emergency Department Expansion ($2.5 million).

• The $18.5 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

– additional expenditure associated with the cost of providing hospital services ($15.5 million)

– additional expenditure associated with administering the Commonwealth Government Aged Care Assessment Program ($2.0 million)

– increased expenditure associated with upgrades at Modbury Hospital ($1.3 million).

2021-22 Agency Statements — Volume 3 33 Health and Wellbeing

• The $9.3 million increase in revenue between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

- growth in Commonwealth Government revenue primarily associated with the National Health Reform Agreement ($6.0 million)

- annual indexation on provision of services and fees and charges revenue ($2.3 million).

• The $38.2 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– annual indexation including enterprise agreement costs and funded growth in services ($22.8 million)

– additional expenditure associated with the cost of providing hospital services in 2020-21 ($13.5 million)

– increased expenditure primarily associated with supporting the elective surgery commitments ($2.5 million).

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 89% 100% 83% • semi-urgent (90 days) 97% 13% 97% 62% • non-urgent (1 year) 95% 12% 95% 73% The 2020-21 Estimated Result reflects data as at year to date January 2021. Patients overdue for elective surgery procedures as at — — — 709 30 June Data for the 2020-21 Estimated Result was not available at time of publication. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) 80% 64% 80% 60% • urgent (30 minutes) 75% 47% 75% 41% • semi-urgent (60 minutes) 70% 58% 70% 54% • non-urgent (120 minutes) 70% 84% 70% 84% • overall 75% 57% 80% 52% The 2020-21 Estimated Result reflects data as at year to date January 2021. % of patients seen, treated, discharged or admitted 90% 54% 90% 51% (visit times) in emergency departments within four hours The 2020-21 Estimated Result reflects data as at year to date January 2021. Day of surgery admission rate: • Lyell McEwin Hospital 95% 96% 95% 92% • Modbury Hospital 95% 100% 95% 100% 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 2020-21 Estimated Result reflects data as at year to date January 2021.

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2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual Relative stay index: • Lyell McEwin Hospital 0.95 0.89 0.95 0.88 • Modbury Hospital 0.95 0.68 0.95 0.70 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 2020-21 Estimated Result reflects data as at year to date January 2021. % of potentially preventable admissions 8.0% 9.1% 8.0% 10.1% 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 2020-21 Estimated Result reflects data as at year to date January 2021. % change in hospital separations compared with last 2.5% 1.3% 1.5% 8.8% year Consumer experience level: • Being heard — views and concerns 85% 84% 85% 83% • Being heard — involvement in treatment and care 85% 82% 85% 81% • Feeling cared about by staff 85% 88% 85% 87% • Being kept informed 85% 83% 85% 84% • Overall quality 85% 87% 85% 84%

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual National Weighted Activity Units 107 144 106 443 105 389 112 374 The figures have been re-modelled in the standard applicable to 2020-21 (NWAU20) to permit comparisons across years.

Sub-program 2.3: Southern Adelaide Local Health Network

Highlights 2020-21

• Completed the Noarlunga Hospital redevelopment of the Southern Health Expansion Plan, comprising a series of service relocations and the creation of an acute medical inpatient unit.

• Commenced the Flinders Medical Centre Emergency Department expansion to create increased capacity and cubicles, including expanding the Extended Emergency Care Unit.

• Completed service relocation of the Transition Care inpatient services to Wards 1 and 2 at the Repatriation Health Precinct, now known as ‘Bangka Strait’.

2021-22 Agency Statements — Volume 3 35 Health and Wellbeing

• Completed Stage 1 of the rollout to the Sunrise Electronic Medical Records system across the Flinders Medical Centre.

• Established the Neurobehavioral Unit and Specialist Advanced Dementia Care Unit at the Repatriation Health Precinct.

Targets 2021-22

• Continue to support the government’s response to COVID-19 and the implementation of the COVID-19 vaccine rollout for eligible recipients.

• Complete the activation of Sunrise Electronic Medical Records system at Flinders Medical Centre.

• Complete the Southern Health Expansion Plan including the refurbishment of the Flinders Medical Centre Emergency Department and the Noarlunga Hospital transfusion suite.

• Develop an integrated flow sustainability program including an alternative pathway for emergency and urgent ambulance presentations.

• Commence the construction of the Vascular Technical Suite and Endoscopic Theatres at the Flinders Medical Centre.

• Commence an integrated service planning process to align strategic and operational planning.

• Contribute to the implementation of the statewide Paediatric Eating Disorders Service.

• Deploy the Southern Adelaide Local Health Network Research Strategy to strengthen research culture and enquiry and improve capability.

• Commence the construction of additional CT and MRI capacity at Flinders Medical Centre.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 520 243 507 494 508 050 488 236 Expenses 1 180 092 1 153 361 1 124 256 1 078 236 Net cost of sub-program 659 849 645 867 616 206 590 000 FTEs as at 30 June (No.) 5 885 5 968 6 059 5 915

Explanation of significant movements

• The $12.7 million increase in revenue between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– growth in Commonwealth Government revenue under the National Health Reform Agreement ($17.6 million)

partially offset by

– reduced Commonwealth Government revenue associated with the Veteran Wellbeing Centre ($3.4 million).

• The $26.7 million increase in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– the transfer of funding from the Department for Health and Wellbeing to Drug and Alcohol Services SA ($10.9 million).

– additional expenditure to meet the increased costs of providing hospital services ($9.3 million)

36 2021-22 Agency Statements — Volume 3 Health and Wellbeing

– increased expenditure primarily associated with supporting the elective surgery commitments ($2.8 million)

– increased expenditure associated with implementing mental health strategies as part of the government’s COVID-19 response ($1.1 million).

• The $29.1 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

– additional expenditure associated with the cost of providing hospital services ($22.7 million)

– increased expenditure associated with administering the Commonwealth Government Aged Care Assessment Program ($2.9 million)

– the transfer of expenditure from the Department for Health and Wellbeing associated with the implementation of the Electronic Medical Record project ($2.3 million)

– additional expenditure associated with works at the Flinders Medical Centre in 2020-21 ($1.4 million).

• The $19.3 million increase in revenue between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– growth in Commonwealth Government revenue primarily associated with the National Health Reform Agreement ($7.1 million)

– additional revenue received in 2020-21 under the National Partnership on COVID-19 Response primarily associated with the purchase of additional protective face masks ($5.5 million)

– additional revenue received for capital works associated with the Veteran Wellbeing Centre at the Repatriation Health Precinct ($3.2 million)

– annual indexation on provision of services and fees and charges revenue ($3.2 million).

• The $75.1 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– annual indexation including enterprise agreement costs and funded growth in services ($34.9 million)

– additional expenditure associated with the cost of providing hospital services in 2020-21 ($20.1 million)

– increased project expenditure associated with the reactivation of the Repatriation Health Precinct ($8.8 million)

– increased expenditure associated with the expansion of the Flinders Medical Centre Emergency Department ($7.4 million)

– increased expenditure associated with implementing mental health strategies as part of the government’s COVID-19 response ($4.1 million).

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 98% 100% 97% • semi-urgent (90 days) 97% 75% 97% 86% • non-urgent (1 year). 95% 64% 95% 88% The 2020-21 Estimated Result reflects data as at year to date January 2021.

2021-22 Agency Statements — Volume 3 37 Health and Wellbeing

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual Patients overdue for their elective surgery procedures — — — 508 as at 30 June Data for the 2020-21 Estimated Result was not available at time of publication. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) 80% 57% 80% 63% • urgent (30 minutes) 75% 40% 75% 47% • semi-urgent (60 minutes) 70% 63% 70% 70% • non-urgent (120 minutes) 70% 89% 70% 93% • overall 75% 54% 80% 60% The 2020-21 Estimated Result reflects data as at year to date January 2021. % of patients seen, treated, discharged or admitted 90% 56% 90% 58% within four hours The 2020-21 Estimated Result reflects data as at year to date January 2021. Day of surgery admission rate: • Flinders Medical Centre 95% 85% 95% 84% • Noarlunga Health Service 95% 94% 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 2020-21 Estimated Result reflects data as at year to date January 2021. Relative stay index: • Flinders Medical Centre 0.95 0.94 0.95 0.96 • Noarlunga Health Service 0.95 0.71 0.95 0.69 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 2020-21 Estimated Result reflects data as at year to date January 2021. % of potentially preventable admissions 8.0% 6.7% 8.0% 7.4% 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 2020-21 Estimated Result reflects data as at year to date January 2021. % change in hospital separations compared with last 2.4% 4.8% 2.1% 0.3% year Consumer experience level: • Being heard — views and concerns 85% 85% 85% 88% • Being heard — involvement in treatment and care 85% 87% 85% 87% • Feeling cared about by staff 85% 89% 85% 92% • Being kept informed 85% 87% 85% 86% • Overall quality 85% 89% 85% 91%

38 2021-22 Agency Statements — Volume 3 Health and Wellbeing

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual National Weighted Activity Units 158 077 156 874 153 798 151 156 The figures have been re-modelled in the standard applicable to 2020-21 (NWAU20) to permit comparisons across years. No. of people receiving aged care assessments 16 538 16 863 16 214 16 916

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

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

Highlights 2020-21

• Progressed sustainment works at the current Women’s and Children’s Hospital, including completing the Paediatric Emergency Department works to enable refurbished clinical support areas.

• Redeveloped operating theatres at the current Women’s and Children’s Hospital, including upgrading the theatre supply room, induction rooms and heating ventilation and air conditioning systems to support infection prevention.

• Redeveloped the Neonatal Nursery including establishing a dedicated wash-up station, isolation rooms and a new family lounge area for families and carers, a staff call system in each cot space and the introduction of programmed circadian lighting.

• Established a new Child and Adolescent Mental Health Inpatient Unit.

• Operationalised the Women’s and Children’s Health Network Strategic Plan 2026 including the development of the Zero Tolerance to Racism Campaign and Enduring Strategy.

• Developed a COVID-19 Recovery plan for the Women’s and Children’s Health Network.

• Completed a final business case for the new Women’s and Children’s Hospital.

Targets 2021-22

• Continue to support the government’s response to COVID-19 and the implementation of the COVID-19 vaccine rollout for eligible recipients.

• Implement stage 2 of the gender dysphoria service.

• Contribute to the implementation of the Statewide Paediatric Eating Disorders Service.

• Develop and implement stage 1 of the easy-extracorporeal membrane oxygenation service.

• Develop a Traditional Healers program inclusive of children and adolescents under 18 years of age.

• Complete sustainment works at the current Women’s and Children’s Hospital.

• Develop a community services strategic plan.

• Implement a wellbeing strategy for staff at the Women’s and Children’s Hospital.

• Implement health information system upgrades and outpatient, inpatient and emergency department clinical activation replacement projects at the Women’s and Children’s Hospital.

2021-22 Agency Statements — Volume 3 39 Health and Wellbeing

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 199 619 196 034 196 290 188 962 Expenses 511 054 504 077 496 358 475 757 Net cost of sub-program 311 435 308 043 300 068 286 795 FTEs as at 30 June (No.) 2 734 2 773 2 782 2 766

Explanation of significant movements

• The $3.6 million increase in revenue between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– growth in Commonwealth Government revenue under the National Health Reform Agreement ($6.2 million)

partially offset by

– finalisation of the agreement between the Department for Education for the Health Education Interface for children with complex needs ($0.9 million).

• The $7.0 million increase in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– additional expenditure associated with the cost of providing hospital services in 2021-22 ($4.3 million)

– Increased expenditure associated with the new Women’s and Children’s Hospital ($0.9 million).

• The $7.7 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to additional expenditure associated with the cost of providing hospital services in 2020-21.

• The $7.1 million increase in revenue between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– growth in Commonwealth Government revenue under the National Health Reform Agreement ($2.4 million)

– additional revenue received in 2020-21 under the National Partnership on COVID-19 Response primarily associated with the purchase of additional protective face masks ($2.0 million).

• The $28.3 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– annual indexation including enterprise agreement costs and funded growth in services ($14.3 million)

– additional expenditure associated with the cost of providing hospital services ($7.1 million)

– increased expenditure associated with implementing mental health strategies within the COVID-19 Virtual Mental Health Support Network model ($2.8 million)

– increased expenditure associated with the Transvaginal Mesh project and Lymphoedema Compression Garment Scheme ($0.7 million).

40 2021-22 Agency Statements — Volume 3 Health and Wellbeing

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 99% 100% 99% • semi-urgent (90 days) 97% 88% 97% 86% • non-urgent (1 year) 95% 88% 95% 84% The 2020-21 Estimated Result reflects data as at year to date January 2021. Patients overdue for their elective surgery procedures as — — — 12 at 30 June Data for the 2020-21 Estimated Result was not available at time of publication. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) 80% 94% 80% 96% • urgent (30 minutes) 75% 36% 75% 45% • semi-urgent (60 minutes) 70% 38% 70% 51% • non-urgent (120 minutes) 70% 80% 70% 81% • overall 75% 46% 80% 56% The 2020-21 Estimated Result reflects data as at year to date January 2021. % of patients seen, treated, discharged or admitted 90% 71% 90% 77% within four hours The 2020-21 Estimated Result reflects data as at year to date January 2021. Day of surgery admission rate • Women’s and Children’s Network 95% 97% 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 2020-21 Estimated Result reflects data as at year to date January 2021. Relative stay index 0.95 0.87 0.95 1.03 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 2020-21 Estimated Result reflects data as at year to date January 2021. % of potentially preventable admissions 8.0% 6.5% 8.0% 8.8% 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 2020-21 Estimated Result reflects data as at year to date January 2021. % change in hospital separations compared with last year 0.9% -3.0% 2.3% 0.5%

2021-22 Agency Statements — Volume 3 41 Health and Wellbeing

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual Consumer experience level: • Being heard — views and concerns 85% 86% 85% 90% • Being heard — involvement in treatment and care 85% 91% 85% 93% • Feeling cared about by staff 85% 88% 85% 90% • Being kept informed 85% 92% 85% 93% • Overall quality 85% 91% 85% 88%

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual National Weighted Activity Units 54 263 53 237 54 884 52 763 The figures have been re-modelled in the standard applicable to 2020-21 (NWAU20) 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 2020-21

• Commenced design and building works associated with the Strathalbyn Aged Care Lifestyle facilities.

• Commenced works associated with the Strathalbyn residential aged care precinct extension to accommodate an extra 12 memory support unit places and 24 residential places, and the development of an integrated approach to health and aged care services.

• Established an open tender process for the design team associated with the expansion of the Gawler Hospital Emergency Department.

• Commenced procurement process to seek a not-for-profit provider to lease the Kalimna hostel and provide an accommodation service.

• Implemented long stay care pods in the Barossa Hills Fleurieu Local Health Network.

• Commenced the development of design documentation for the Mount Barker Emergency Department with extensive stakeholder engagement.

• Completed a site development plan for the Southern Fleurieu Health Service.

• Established a short stay unit at Gawler Hospital.

• Opened tenders to a selected provider panel for the design team to commence the development of the new Emergency Department Southern Fleurieu Health Service.

Targets 2021-22

• Continue to support the government’s response to COVID-19 and the implementation of the COVID-19 vaccine rollout for eligible recipients within the Barossa Hills Fleurieu Local Health Network.

• Complete improvements to the Strathalbyn Aged Care Lifestyle facilities.

• Commence design development of the Mount Barker Emergency Department.

42 2021-22 Agency Statements — Volume 3 Health and Wellbeing

• Commence Phase 1 of the development plan for the Southern Fleurieu Health Service.

• Continue the expansion of the Gawler Hospital Emergency Department.

• Commence redevelopment of the Kalimna hostel for older people’s accommodation.

• Complete a Kangaroo Island Health Services Master Plan.

• Develop a Clinical Services Plan for the Barossa Hills Fleurieu Local Health Network.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 111 523 101 853 100 068 90 984 Expenses 278 147 262 833 262 601 256 894 Net cost of sub-program 166 624 160 980 162 533 165 910 FTEs as at 30 June (No.) 1 558 1 580 1 609 1 603

Explanation of significant movements

• The $9.7 million increase in revenue between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– increased Commonwealth Government revenue associated with the redevelopment of the Mount Barker Hospital Emergency Department ($6.0 million)

– growth in Commonwealth Government revenue primarily associated with the National Health Reform Agreement ($3.1 million).

• The $15.3 million increase in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– increased expenditure associated with the government’s commitment to support traineeships across service delivery and key industry growth areas ($8.0 million)

– annual indexation including enterprise agreement costs and funded growth in services ($7.0 million)

– additional expenditure associated with the cost of providing hospital services ($1.3 million).

• The $1.8 million increase in revenue between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to increased Commonwealth Government revenue associated with home care packages for residents within the Barossa Hills Fleurieu Local Health Network.

• The $10.9 million increase in revenue between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– growth in Commonwealth Government revenue primarily associated with the National Health Reform Agreement ($3.4 million)

– annual indexation on provision of services revenue ($2.1 million)

– increased Commonwealth Government revenue associated with the delivery of a 24 bed extension to the aged care facility at the Strathalbyn District Health Service as announced part of the 2018-19 Budget ($1.8 million)

– increased Commonwealth Government revenue, and associated expenditure, for home care packages for residents within the Barossa Hills Fleurieu Local Health Network ($1.3 million)

2021-22 Agency Statements — Volume 3 43 Health and Wellbeing

– additional revenue received in 2020-21 under the National Partnership on COVID-19 Response primarily associated with the purchase of additional protective face masks in 2019-20 ($0.8 million)

– increased Commonwealth Government revenue associated with the redevelopment of the Mount Barker Hospital Emergency Department in 2020-21 ($0.8 million).

• The $5.9 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– additional expenditure associated with the cost of providing hospital services ($2.7 million)

– increased expenditure associated with the delivery of a 24 bed extension to the aged care facility at the Strathalbyn District Health Service as announced part of the 2018-19 Budget ($2.0 million)

– increased expenditure, and associated Commonwealth Government revenue, for home care packages for residents within the Barossa Hills Fleurieu Local Health Network ($1.3 million).

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 100% 100% 99% • semi urgent (90 days) 97% 98% 97% 97% • non urgent (1 year) 95% 99% 95% 99% The 2020-21 Estimated Result reflects data as at year to date January 2021. Patients overdue for elective surgery procedures as at — — — 16 30 June Data for the 2020-21 Estimated Result was not available at time of publication. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) 80% 95% 80% 96% • urgent (30 minutes) 75% 98% 75% 97% • semi urgent (60 minutes) 70% 99% 70% 99% • non urgent (120 minutes) 70% 100% 70% 100% • Overall 75% 98% 80% 98% The 2020-21 Estimated Result reflects data as at year to date January 2021. % of patients seen, treated, discharged or admitted 90% 82% 90% 83% within four hours The 2020-21 Estimated Result reflects data as at year to date January 2021. Relative stay index: • Gawler Hospital 0.95 0.96 0.95 1.04 • Mount Barker Memorial Hospital 0.95 1.01 0.95 1.09 • South Coast Hospital 0.95 0.88 0.95 0.95 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 2020-21 Estimated Result reflects data as at year to date January 2021.

44 2021-22 Agency Statements — Volume 3 Health and Wellbeing

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of potentially preventable admissions 8.0% 7.3% 8.0% 7.9% 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 2020-21 Estimated Result reflects data as at year to date January 2021. % change in hospital separations compared with last year 3.4% 3.2% 13.0% 2.1% Consumer experience level: • Being heard — views and concerns 85% 95% 85% 94% • Being heard — involvement in treatment and care 85% 96% 85% 92% • Feeling cared about by staff 85% 95% 85% 97% • Being kept informed 85% 93% 85% 93% • Overall quality 85% 93% 85% 98%

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual National Weighted Activity Units 21 708 20 478 20 478 19 283 The figures have been re-modelled in the standard applicable to 2020-21 (NWAU20) to permit comparisons across years. PATS • no. of claimants 17 100 16 089 16 500 16 195 • no. of payments 37 900 42 588 43 000 40 165 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 2020-21

• Implemented the SA Health Viral Respiratory Disease Pandemic Response Plan for the Eyre and Far North Local Health Network.

• Implemented medium level cancer services in Port Lincoln.

• Implemented and started monitoring the Eyre and Far North Local Health Network Consumer and Community Engagement Strategy 2020-2023 and Eyre and Far North Local Health Network Clinician Engagement Strategy 2020-2023.

2021-22 Agency Statements — Volume 3 45 Health and Wellbeing

Targets 2021-22

• Continue to support the government’s response to COVID-19 and the implementation of the COVID-19 vaccine rollout for eligible recipients within the Eyre and Far North Local Health Network region.

• Develop a medical model to support the recruitment and retention of general practitioners within the Eyre and Far North Local Health Network region.

• Complete expansion of renal dialysis services at Ceduna District Health Services and Port Lincoln Health Service.

• Develop an Eyre and Far North Local Health Network Aged Care Plan, aligned with the Age Friendly SA Strategy.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 90 190 91 432 90 445 84 443 Expenses 120 842 122 097 119 101 111 612 Net cost of sub-program 30 652 30 665 28 656 27 169 FTEs as at 30 June (No.) 717 727 742 717

Explanation of significant movements

• The $1.2 million decrease in revenue between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– once-off Commonwealth Government revenue in 2020-21 associated with the Primary Health Care Quality and Coordination program which aims to strengthen primary care, focussing on minimising the likelihood of COVID-19 exposure to front line health workers ($0.9 million)

– once-off increase in SA Pathology and SA Pharmacy related revenue with the Eyre and Far North Local Health Network in 2020-21 ($0.9 million)

– once-off revenue, with associated expenditure, in 2020-21 associated with the memorandum of understanding for the Amata Family Wellbeing Centre ($0.7 million)

partially offset by

– growth in Commonwealth Government revenue under the National Health Reform Agreement ($1.4 million).

• The $1.3 million decrease in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– once off increase in SA Pathology and SA Pharmacy related expenses with the Eyre and Far North Local Health Network in 2020-21 ($0.9 million)

– once-off expenditure, with associated revenue, in 2020-21 associated with the memorandum of understanding for the Amata Family Wellbeing Centre ($0.7 million)

• The $3.0 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

– additional expenditure associated with the cost of providing hospital services ($1.6 million)

– once off increase in SA Pathology and SA Pharmacy related expenses with the Eyre and Far North Local Health Network in 2020-21 ($0.9 million)

46 2021-22 Agency Statements — Volume 3 Health and Wellbeing

– reallocation of funding from regional local health networks in 2020-21 to support country health initiatives within the Eyre and Far North Local Health Network ($0.4 million).

• The $7.0 million increase in revenue between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– increased Commonwealth Government revenue, with associated expenditure, associated with home care packages for residents within the Eyre and Far North Local Health Network ($2.0 million)

– increased revenue, with associated expenditure, associated with the continued growth in the National Disability Insurance Scheme service areas within the Eyre and Far North Local Health Network ($1.5 million)

– additional revenue received in 2020-21 under the National Partnership on COVID-19 Response primarily associated with the purchase of additional protective face masks ($1.1 million)

– increased Commonwealth Government revenue associated with the Indigenous Australians' Health Programme which aims to improve the health of Aboriginal and Torres Strait Islander people through a variety of activities focused on local health needs ($0.8 million)

– growth in Commonwealth Government revenue primarily associated with the National Health Reform Agreement ($0.4 million).

• The $10.5 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– annual indexation including enterprise agreement costs and funded growth in services ($2.7 million)

– increased expenditure, with associated Commonwealth Government revenue, associated with home care packages for residents within the Eyre and Far North Local Health Network ($2.0 million)

– increased expenditure, with associated revenue, associated with the continued growth in the National Disability Insurance Scheme service areas within the Eyre and Far North Local Health Network in 2020-21 ($1.5 million)

– additional expenditure associated with the cost of providing hospital services in 2020-21 ($1.4 million)

– lower than budgeted workers compensation expenses in 2019-20 ($1.0 million)

– once off increase in SA Pathology and SA Pharmacy related expenses with the Eyre and Far North Local Health Network in 2020-21 ($0.9 million)

– reallocation of funding from regional local health networks in 2020-21 to support country health initiatives within the Eyre and Far North Local Health Network ($0.5 million).

Performance indicators

2021-22 Agency Statements — Volume 3 47 Health and Wellbeing

2020-21 2021-22 Estimated 2020-21 2019-20 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% 99% 80% 98% • urgent (30 minutes) 75% 97% 75% 97% • semi urgent (60 minutes) 70% 95% 70% 96% • non urgent (120 minutes) 70% 99% 70% 99% • overall 75% 96% 80% 96% The 2020-21 Estimated Result reflects data as at year to date January 2021. % of patients seen, treated, discharged or admitted 90% 97% 90% 98% within four hours The 2020-21 Estimated Result reflects data as at year to date January 2021. Relative stay index: • Port Lincoln Health Service 0.95 1.03 0.95 0.96 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 2020-21 Estimated Result reflects data as at year to date January 2021. % of potentially preventable admissions 8.0% 8.6% 8.0% 11.1% 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 2020-21 Estimated Result reflects data as at year to date January 2021. % change in hospital separations compared with last year 1.5% 3.6% 7.2% -6.6% Consumer experience level: • Being heard — views and concerns 85% 84% 85% 90% • Being heard — involvement in treatment and care 85% 89% 85% 87% • Feeling cared about by staff 85% 89% 85% 98% • Being kept informed 85% 83% 85% 80% • Overall quality 85% 86% 85% 93%

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual National Weighted Activity Units 6 893 6 903 6 834 6 338 The figures have been re-modelled in the standard applicable to 2020-21 (NWAU20) to permit comparisons across years.

48 2021-22 Agency Statements — Volume 3 Health and Wellbeing

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 2020-21

• Completed renal development works at the Whyalla Hospital and Health Service.

• Commenced project works associated with the Whyalla Emergency Department and High Dependency Unit redevelopment.

• Established a medical model at Whyalla Hospital and Health Service for emergency patients and unattached inpatients.

• Implemented the SA Health Viral Respiratory Disease Pandemic Response Plan in relation to the Flinders and Upper North Local Health Network

• Developed a COVID-19 recovery plan relating to maintaining critical services within the Flinders and Upper North Local Health Network.

• Worked with the Rural Doctors Workforce Agency to sustain the workforce and support efforts for general practitioner recruitment and retention in the Flinders and Upper North region.

Targets 2021-22

• Continue to support the government’s response to COVID-19 and the implementation of the COVID-19 vaccine rollout for eligible recipients within the Flinders and Upper North Local Health Network.

• Continue to support efforts for general practitioner recruitment and retention in Flinders and Upper North Local Health Network.

• Commence the high dependency and accident and emergency department redevelopment at Whyalla Hospital and Health Service.

• Commence planning works associated with demolition of a portion of the old Port Augusta Hospital infrastructure.

• Continue to develop the medical model for emergency patients and unattached inpatients at Whyalla Hospital and Health Service.

• Expand the pharmacy department at Port Augusta Hospital.

• Implement recruitment strategies to increase the Aboriginal workforce within Flinders and Upper North Local Health Network to work towards building a Centre of Excellence in Aboriginal Health.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 71 004 69 028 69 313 67 926 Expenses 145 904 145 923 141 612 134 230 Net cost of sub-program 74 900 76 895 72 299 66 304 FTEs as at 30 June (No.) 1 069 1 084 1 067 1 080

2021-22 Agency Statements — Volume 3 49 Health and Wellbeing

Explanation of significant movements

• The $2.0 million increase in revenue between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to growth in Commonwealth Government revenue primarily associated with the National Health Reform Agreement.

• The $4.3 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

– changes to the accounting treatment associated with the lease for the Port Augusta Hospital ($2.3 million)

– additional expenditure associated with the cost of providing hospital services ($2.3 million).

• The $1.1 million increase in revenue between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to growth in Commonwealth Government revenue primarily associated with the National Health Reform Agreement.

• The $11.7 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– annual indexation including enterprise agreement costs and funded growth in services ($3.7 million)

– reduced fee for service and finance lease expenses in 2019-20 ($3.1 million)

– changes to the accounting treatment associated with the lease for the Port Augusta Hospital ($2.3 million)

– additional expenditure associated with the cost of providing hospital services in 2020-21 ($1.9 million).

Performance indicators

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2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual Relative stay index: • Port Augusta Hospital 0.95 0.84 0.95 0.94 • Whyalla Hospital 0.95 1.23 0.95 1.09 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 2020-21 Estimated Result reflects data as at year to date January 2021. % of potentially preventable admissions 8.0% 7.0% 8.0% 7.2% 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 2020-21 Estimated Result reflects data as at year to date January 2021. % change in hospital separations compared with last year 2.0% -0.2% 6.6% 3.2% Consumer experience level: • Being heard — views and concerns 85% 90% 85% 91% • Being heard — involvement in treatment and care 85% 88% 85% 88% • Feeling cared about by staff 85% 91% 85% 92% • Being kept informed 85% 90% 85% 89% • Overall quality 85% 92% 85% 91%

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual National Weighted Activity Units 17 468 17 388 17 925 17 114 The figures have been re-modelled in the standard applicable to 2020-21 (NWAU20) to permit comparisons across years.

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 2020-21

• Implemented the SA Health Viral Respiratory Disease Pandemic Response Plan in relation to the Riverland Mallee Coorong Local Health Network.

• Completed the redevelopment of the emergency department at the Murray Bridge Soldiers’ Memorial Hospital.

• Implemented the Riverland Mallee Coorong Local Health Network Consumer and Community Engagement Strategy and Clinician and Workforce Engagement Strategy.

• Developed a Riverland Mallee Coorong Local Health Network Strategic Plan 2021-2026.

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• Established COVID-19 vaccination clinics within the Riverland Mallee Coorong Local Health Network.

• Established a MRI facility at Riverland General Hospital in Berri.

Targets 2021-22

• Continue to support the government’s response to COVID-19 and the implementation of the COVID-19 vaccine rollout for eligible recipients within the Riverland Mallee Coorong Local Health Network.

• Commence implementation of the Riverland Mallee Coorong Local Health Network Strategic Plan 2021-2026.

• Develop a Riverland Academy of Clinical Excellence integrating research, teaching and clinical care including the development of a sustainable, fit for purpose workforce.

• Establish an Extended Emergency Care Unit at the Riverland General Hospital in Berri.

• Upgrade the central sterile supply departments within the Riverland Mallee Coorong Local Health Network in accordance with the Australian Standards.

• Develop a regional aged care strategy in response to the Age Friendly SA Strategy and the Commonwealth Government Royal Commission into Aged Care Quality and Safety.

• Develop a Riverland Mallee Coorong Local Health Network Aboriginal Health Strategy and Reconciliation Action Plan.

• Implement strategies to increase the Aboriginal workforce within Riverland Mallee Coorong Local Health Network.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result B udget Actual $000 $000 $000 $000 Income 83 281 81 800 81 565 78 889 Expenses 164 972 164 068 161 126 154 592 Net cost of sub-program 81 691 82 268 79 561 75 703 FTEs as at 30 June (No.) 1 065 1 081 1 088 1 082

Explanation of significant movements

• The $1.5 million increase in revenue between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to growth in Commonwealth Government revenue associated with the National Health Reform Agreement.

• The $2.9 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to additional expenditure associated with the cost of providing hospital services.

• The $2.9 million increase in revenue between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– net loss on disposal predominantly related to land and buildings assets at Karoonda in 2019-20 ($0.7 million)

– growth in Commonwealth Government revenue primarily associated with the National Health Reform Agreement ($0.6 million)

– additional revenue received under the National Partnership on COVID-19 Response primarily associated with the purchase of additional protective face masks ($0.5 million)

– annual indexation on provision of services revenue ($0.3 million).

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• The $9.5 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– annual indexation including enterprise agreement costs and funded growth in services ($3.8 million)

– additional expenditure associated with the cost of providing hospital services ($2.0 million)

– reallocation of funding from regional local health networks to support country health initiatives within the Riverland Mallee Coorong Local Health Network ($1.4 million)

– lower than budgeted workers compensation, drug supplies and lease expenses in 2019-20 ($1.1 million).

Performance indicators

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2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of potentially preventable admissions 8.0% 8.1% 8.0% 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 2020-21 Estimated Result reflects data as at year to date January 2021. % change in hospital separations compared with last 2.8% 0.8% 10.1% -5.7% year. Consumer experience level: • Being heard — views and concerns 85% 90% 85% 91% • Being heard — involvement in treatment and care 85% 95% 85% 88% • Feeling cared about by staff 85% 94% 85% 88% • Being kept informed 85% 94% 85% 89% • Overall quality 85% 96% 85% 91%

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual National Weighted Activity Units 12 246 11 772 12 012 11 006 The figures have been re-modelled in the standard applicable to 2020-21 (NWAU20) 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 2020-21

• Completed the Limestone Coast Local Health Network Pandemic and Infectious Disease Outbreak Response Plan.

• Developed and implemented a COVID-19 recovery plan for the Limestone Coast Local Health Network.

• Commenced service planning at the Mount Gambier and Districts Health Service.

• Completed a security upgrade at the Millicent and Districts Hospital and Health Service.

Targets 2021-22

• Continue to support the government’s response to COVID-19 and the implementation of the COVID-19 vaccine rollout for eligible recipients within the Limestone Coast Local Health Network region.

• Complete the Naracoorte Health Service surgical theatre upgrade.

• Implement the service planning outcomes at the Mount Gambier and Districts Health Service.

• Commence concept planning and funding approval phase of the Ambulatory Care Hub at the Mount Gambier and Districts Health Service.

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2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 88 700 87 100 84 456 82 364 Expenses 164 823 163 325 157 694 153 063 Net cost of sub-program 76 123 76 225 73 238 70 699 FTEs as at 30 June (No.) 725 735 735 726

Explanation of significant movements

• The $1.6 million increase in revenue between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to growth in Commonwealth Government revenue primarily associated with the National Health Reform Agreement.

• The $1.5 million increase in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to additional expenditure associated with the cost of providing hospital services.

• The $2.6 million increase in revenue between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

– increased Commonwealth Government revenue associated with the home care packages for residents within the Limestone Coast Local Health Network ($1.2 million)

– increased revenue associated with the continuous growth in the National Disability Insurance Scheme within the Limestone Coast Local Health Network ($1.1 million).

• The $5.6 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

– additional expenditure associated with the cost of providing hospital services ($2.6 million)

– additional expenditure associated with the home care packages for residents within the Limestone Coast Local Health Network ($1.2 million)

– additional expenditure associated with the continuous growth in the National Disability Insurance Scheme within the Limestone Coast Local Health Network ($1.1 million).

• The $4.7 million increase in revenue between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– increased Commonwealth Government revenue associated with the home care packages for residents within the Limestone Coast Local Health Network ($1.2 million)

– increased revenue associated with the continuous growth in the National Disability Insurance Scheme within the Limestone Coast Local Health Network ($1.1 million)

– growth in Commonwealth Government revenue primarily associated with the National Health Reform Agreement ($0.7 million)

– additional revenue received under the National Partnership on COVID-19 Response primarily associated with the purchase of additional protective face masks ($0.6 million).

• The $10.3 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– annual indexation including enterprise agreement costs and funded growth in services ($4.2 million)

– additional expenditure associated with the cost of providing hospital services ($2.4 million)

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– additional expenditure associated with the home care packages for residents within the Limestone Coast Local Health Network ($1.2 million)

– additional expenditure associated with the continuous growth in the National Disability Insurance Scheme within the Limestone Coast Local Health Network ($1.1 million)

– increased depreciation expense associated with various assets ($0.8 million).

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 99% 100% 98% • semi urgent (90 days) 97% 94% 97% 97% • non -urgent (1 year) 95% 100% 95% 100% The 2020-21 Estimated Result reflects data as at year to date January 2021. Patients overdue for elective surgery procedures as at — — — 29 30 June Data for the 2020-21 Estimated Result was not available at time of publication. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) 80% 88% 80% 84% • urgent (30 minutes) 75% 60% 75% 64% • semi urgent (60 minutes) 70% 63% 70% 68% • non urgent (120 minutes) 70% 81% 70% 90% • overall 75% 65% 80% 69% The 2020-21 Estimated Result reflects data as at year to date January 2021. % of patients seen, treated, discharged or admitted 90% 54% 90% 60% within four hours The 2020-21 Estimated Result reflects data as at year to date January 2021. Relative stay index: • Mount Gambier and Districts Health Service 0.95 1.08 0.95 1.11 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 2020-21 Estimated Result reflects data as at year to date January 2021. % of potentially preventable admissions 8.0% 9.1% 8.0% 10.1% 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 2020-21 Estimated Result reflects data as at year to date January 2021. % change in hospital separations compared with last year 2.4% 6.7% 4.3% -6.4% Consumer experience level: • Being heard — views and concerns 85% 82% 85% 88% • Being heard — involvement in treatment and care 85% 85% 85% 87%

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2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual

• Feeling cared about by staff 85% 85% 85% 87% • Being kept informed 85% 81% 85% 82% • Overall quality 85% 82% 85% 89%

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual National Weighted Activity Units 13 808 13 363 12 607 12 737 The figures have been re-modelled in the standard applicable to 2020-21 (NWAU20) 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 2020-21

• Completed master planning projects for upgrades at Clare Hospital, Wallaroo Hospital and Health Service and Port Pirie Regional Health Service.

• Investigated sustainable rural generalist medical models for Port Pirie and Wallaroo, including undertaking consultation on rural nursing/midwifery and allied health workforce strategies.

• Implemented a Strategic Medical Advisory Committee.

• Completed the upgrade of the Yorketown procedure room.

• Completed service planning for Wallaroo and Yorke Peninsula Health Service.

• Commenced the development of a Clinical Engagement plan.

• Established a Palliative Care Specialist Telehealth Service in Yorke and Northern Local Health Network.

• Completed the evaluation of the Midwifery Caseload Model of Care pilot and the Port Pirie Regional Health Service Nurse Led Ambulatory Service.

Targets 2021-22

• Continue to support the government’s response to COVID-19 and the implementation of the COVID-19 vaccine rollout for eligible recipients within the Yorke and Northern Local Health Network.

• Develop a model of care for rehabilitation across Yorke and Northern Local Health Network.

• Complete service planning at remaining Yorke and Northern Local Health Network health units.

• Implement the Yorke and Northern Local Health Network governing board Strategic Plan.

• Finalise and implement the Yorke and Northern Local Health Network Clinician Engagement Strategy.

• Implement the Yorke and Northern Local Health Network Consumer and Community Engagement Strategy.

• Finalise and implement Rural Health Workforce Strategy for Nursing and Midwifery and Allied Health.

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2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 90 078 88 569 88 183 84 596 Expenses 172 959 172 566 169 159 163 721 Net cost of sub-program 82 881 83 997 80 976 79 125 FTEs as at 30 June (No.) 931 94 4 947 944

Explanation of significant movements

• The $1.5 million increase in revenue between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to growth in Commonwealth Government revenue primarily associated with the National Health Reform Agreement.

• The $3.4 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to additional expenditure associated with the cost of providing hospital services.

• The $4.0 million increase in revenue between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– net loss on disposal predominantly related to the demolition and disposal of YMCA building in 2019-20 ($1.5 million)

– growth in Commonwealth Government revenue associated with the National Health Reform Agreement ($0.7 million)

– additional revenue received in 2020-21 under the National Partnership on COVID-19 Response primarily associated with the purchase of additional protective face masks ($0.6 million)

– increased Commonwealth Government revenue associated with home care packages for residents within the Yorke and Northern Local Health Network ($0.4 million)

– increased Commonwealth Government revenue, and associated expenditure, relating to the continued growth in the National Disability Insurance Scheme service areas within the Yorke and Northern Local Health Network ($0.3 million).

• The $8.8 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– annual indexation including enterprise agreement costs and funded growth in services ($4.2 million)

– additional expenditure associated with the cost of providing hospital services ($2.2 million)

– lower than budgeted workers compensation and drug supply expenses in 2019-20 ($0.9 million)

– increased expenditure associated with home care packages for residents within the Yorke and Northern Local Health Network in 2020-21 ($0.4 million)

– increased expenditure, and associated Commonwealth Government revenue relating to the continued growth in the National Disability Insurance Scheme service areas within the Yorke and Northern Local Health Network in 2020-21 ($0.3 million).

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Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of elective surgery patients treated within accepted timeframes: • urgent (30 days) 100% 100% 100% 100% • semi urgent (90 days) 97% 99% 97% 99% • non -urgent (1 year) 95% 98% 95% 99% The 2020-21 Estimated Result reflects data as at year to date January 2021. Patients overdue for elective surgery procedures as at — — — 20 30 June Data for the 2020-21 Estimated Result was not available at time of publication. % of patients attending emergency departments who commenced treatment within clinically accepted timeframes: • resuscitation (immediately) 100% 100% 100% 100% • emergency (10 minutes) 80% 92% 80% 93% • urgent (30 minutes) 75% 84% 75% 90% • semi urgent (60 minutes) 70% 82% 70% 84% • non urgent (120 minutes) 70% 97% 70% 97% • overall 75% 85% 80% 88% The 2020-21 Estimated Result reflects data as at year to date January 2021. % of patients seen, treated, discharged or admitted 90% 82% 90% 84% within four hours The 2020-21 Estimated Result reflects data as at year to date January 2021. Relative stay index: • Port Pirie Regional Health Service 0.95 0.93 0.95 1.03 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 2020-21 Estimated Result reflects data as at year to date January 2021. % of potentially preventable admissions 8.0% 8.3% 8.0% 9.8% 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 2020-21 Estimated Result reflects data as at year to date January 2021. % change in hospital separations compared with last year 2.3% 0.6% 7.2% -1.2% Consumer experience level: • Being heard — views and concerns 85% 84% 85% 90% • Being heard — involvement in treatment and care 85% 86% 85% 88% • Feeling cared about by staff 85% 93% 85% 93% • Being kept informed 85% 84% 85% 92% • Overall quality 85% 84% 85% 94%

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Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual National Weighted Activity Units 7 228 7 162 7 784 6 878 The figures have been re-modelled in the standard applicable to 2020-21 (NWAU20) 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 2020-21

• Completed clinical risk map that is now used to inform the type and nature of services that an ambulance service may be asked to provide both currently and into the future.

Targets 2021-22

• Implement roster reforms to increase ambulance availability.

• Achieve reaccreditation against the second edition of the National Safety Quality Health Care Standards.

• Complete construction of a new ambulance station at Port Augusta.

• Complete the recruitment of an additional 74 emergency operational staff and the purchase of six additional ambulances.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 142 090 134 255 128 758 124 128 Expenses 330 417 322 044 313 239 319 784 Net cost of sub-program 188 327 187 789 184 481 195 656 FTEs as at 30 June (No.) 1 758 1 699 1 564 1 644

Explanation of significant movements

• The $7.8 million increase in revenue between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

– additional revenue relating to patient transport charges ($5.7 million)

– annual indexation on provision of services revenue ($2.8 million).

• The $8.4 million increase in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to increased funding associated with recruiting additional paramedics to the SA Ambulance Service.

• The $5.5 million increase in revenue between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to the additional revenue, with associated expenditure, relating to patient transport charges.

• The $8.8 million increase in expenses between the 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

– additional expenditure, with associated revenue, relating to patient transport charges ($5.2 million)

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– the cessation of the recharge arrangements between SA Ambulance Service and the Central Adelaide Local Health Network and Women’s and Children’s Health Network associated with the Medstar Trauma Consultant and Neonate and Medical Officers ($1.4 million)

– increased annual programs expenditure in 2020-21 ($1.1 million)

– increased expenditure associated with mental health initiatives as part of the government’s COVID-19 response ($0.6 million).

• The $10.1 million increase in revenue between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– additional revenue, with associated expenditure, relating to patient transport charges ($5.2 million)

– annual indexation on provision of services revenue and the proceeds on the sale of ambulance vehicles ($3.9 million).

• The $2.3 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to increased annual programs expenditure.

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of responses: • Priority 1 — Ambulance intervention response time 60% 71% 60% 72% (8 minutes — urban centres) Priority 1 emergency incidents are immediately life threatening. • Priority 2 — Ambulance response time 90% 69% 90% 82% (16 minutes — urban centres) Priority 2 emergency incidents are at increased risk of mortality or morbidity.

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of incidents: An incident is an event that results in one or more responses by SA Ambulance service. This Indicator has been rebased to reflect the number of requests that require a response to more accurately reflect patient demand or the amount of resources utilised per patient. • total no. of emergency incidents (Priority 1 and 2) 181 938 166 469 158 250 150 335 Priority 1 emergency incidents are immediately life threatening. Priority 2 emergency incidents are at increased risk of mortality or morbidity. • total no. of urgent incidents (Priority 3, 4 and 5) 107 339 108 679 111 056 108 668 Priority 3 emergency incidents are 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 incidents (Priority 6, 7 and 8) 44 796 46 189 49 657 47 526 Priority 6 emergency incidents are cases where the patient requires paramedic or ICP level of clinical support at scene or en-route. They have been assessed as ‘not at risk’ of increased morbidity due to a delay in response. Priority 7 incidents are cases where a patient is assessed as not requiring active treatment during transport but require clinical monitoring. Priority 8 incidents are cases where a patient is assessed as not requiring treatment or monitoring during transport.

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Program 3: System Enhancement

Description/objective The formal establishment of the Commission on Excellence and Innovation in Health and Wellbeing SA fulfilled two of the government's 2018 election commitments.

The Commission on Excellence and Innovation in Health provides leadership, advice, connections, and capability building to enable innovation and advancement in healthcare. The Commission on Excellence and Innovation in Health works across the South Australian health sector, including public and private healthcare, and primary, secondary and tertiary care settings.

Wellbeing SA is responsible for leading the system change required to support population health and wellbeing and embed prevention across the life course. Wellbeing SA works across the disease continuum in primary, secondary and tertiary prevention.

Sub-programs 3.1 Commission on Excellence and Innovation in Health

3.2 Wellbeing SA

Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Other grants — 344 — 287 Sales of goods and services — — — 162 Resources received free of charge 126 127 — 320 Total income 126 471 — 769 Expenses Employee benefit expenses 17 031 17 404 17 688 6 974 Supplies and services 52 416 51 487 53 300 35 534 Depreciation and amortisation expenses — — — 2 Grants and subsidies 2 948 7 143 5 689 4 786 Intra-government transfers 47 93 55 — Other expenses 144 145 18 398 Total expenses 72 586 76 272 76 750 47 694 Net cost of providing services 72 460 75 801 76 750 46 925 FTEs as at 30 June (No.) 122 124 126 110

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Sub-program 3.1: Commission on Excellence and Innovation in Health

Description/objective The Commission on Excellence and Innovation in Health provides strategic leadership and advice on excellence and innovation in healthcare. The Commission on Excellence and Innovation in Health partners with consumers, carers, the wider community and the health workforce to improve care and safety, monitor performance, and champion evidence-based practice to improve health outcomes using a human centred philosophy.

The Commission on Excellence and Innovation in Health’s vision is ‘Together, let’s create better healthcare for South Australians’.

Highlights 2020-21

• Established four clinical networks following engagement with the Clinical Advisory Council.

• Implemented a Data and Analytics Roadmap with SA Health.

• Commenced the Pandemic Kindness Program, a clinician-led initiative to help healthcare workers access support during the COVID-19 pandemic.

• Supported Clinical Informatics Community of Interest through a partnership with Health Translation SA.

• Established a free regular virtual South Australia Knowledge Sharing Clinical Showcase on Excellence and Innovation event providing a platform for sharing knowledge and learning.

• Developed a Digital Improvement Toolkit which was published on the Commission on Excellence and Innovation in Health website.

Targets 2021-22

• Prototype and test a system wide instrument to assess the system factors that influence patient flow, patient experience and outcome.

• Pilot systematic measurement of health workforce wellbeing.

• Initiate a statewide platform for patient reported experience and outcomes within the community.

• Drive the development of a governance structure for the management of data within SA Health.

• Deliver a state-wide model of care for perinatal thalassemia/haemoglobinopathy management.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 63 63 — 152 Expenses 5 993 5 960 5 960 4 075 Net cost of sub-program 5 930 5 897 5 960 3 923 FTEs as at 30 June (No.) 29 29 29 21

Explanation of significant movements

• The $1.9 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to commission expenses incurred within the Department for Health and Wellbeing in 2019-20 prior to the establishment of the Commission on Excellence and Innovation in Health from 6 January 2020.

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Sub-program 3.2: Wellbeing SA

Description/objective The establishment of Wellbeing SA is a commitment of the government to deliver a renewed focus and action on prevention.

Established as an attached office to the Department for Health and Wellbeing, Wellbeing SA is responsible for leading changes to ensure a greater focus on prevention and improve physical, mental and social wellbeing to reduce the preventable burden of disease. Using a population health approach, Wellbeing SA is leading community-wide action on the determinants and risk factors of good health and wellbeing and models for care in the community.

Wellbeing SA is working across primary, secondary and tertiary prevention to lead the system change required to support health and wellbeing. This is a significant change from a system that focuses on treating people when they become unwell, to one that is based on promoting wellbeing, preventing ill health and supporting people to maintain wellbeing and lead healthier lives.

Highlights 2020-21

• Implemented the Wellbeing SA Strategic Plan 2020-2025.

• Established a health promotion branch.

• Expanded the Priority Care Centre program.

• Created an Aboriginal health promotion team with a focus on strengthening cultural resilience and capacity.

• Developed and maintained a Wellbeing SA web presence, containing evidence-based wellbeing information and advice relevant to all South Australians, incorporating the Open Your World initiative.

• Implemented and supported community education and early intervention initiatives that strengthen mental health and wellbeing, prevent mental illness, raise awareness and reduce stigma.

• Procured a My Home Hospital service provider and conducted a co-design process with community members, clinicians and stakeholders.

• Launched the My Home Hospital service.

• Rolled out the Lymphoedema Compression Garment Subsidy Scheme.

• Coordinated multiple stakeholders to develop a statewide framework for peer work associated with Stage 3 of the SA Mental Health Strategic Plan 2017-2022.

Targets 2021-22

• Continue to implement the Wellbeing SA Strategic Plan 2020-2025.

• Develop and release the next South Australian Suicide Prevention Plan 2022-2025.

• Continue implementation of the SA Mental Health Strategic Plan 2017-2022, and the Mental Health Services Plan 2020-2025.

• Develop the Wellbeing SA Integrated Care Strategy.

• Develop a statewide Wellbeing Index.

• Develop an Aboriginal Health Promotion Strategy.

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2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 63 408 — 617 Expenses 66 593 70 312 70 790 43 619 Net cost of sub-program 66 530 69 904 70 790 43 002 FTEs as at 30 June (No.) 93 95 97 89

Explanation of significant movements

• The $3.7 million decrease in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to the once-off 2020-21 expenditure associated with the establishment of the Statewide Wellbeing Strategy as part of the government COVID-19 response.

• The $26.7 million increase in expenses between the 2020-21 Estimated Result and 2019-20 Actual is primarily due to:

– increased expenditure associated with the provision of hospital based services at home ($11.6 million)

– reduced supplies and services expenditure in 2019-20 ($5.4 million)

– increased expenditure associated with the SA Community Care program ($3.5 million)

– increased expenditure associated with the establishment of the Statewide Wellbeing Strategy as part of the government COVID-19 response ($2.7 million)

– increased expenditure for Wellbeing SA to undertake a market process to establish partnerships and co-investment for preventative health measures ($2.0 million)

– additional expenditure for the co-design process, education, training and network building initiatives associated with the government’s bushfire response ($0.8 million).

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Department for Health and Wellbeing Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Appropriation 5 435 988 4 546 858 5 539 993 4 170 637 Commonwealth sourced revenues 2 084 758 1 992 000 2 006 349 2 047 398 Intra-government transfers 20 777 74 212 22 635 83 251 Other grants 48 659 49 715 48 842 41 188 Fees, fines and penalties 1 923 1 984 2 007 1 428 Sales of goods and services 766 674 754 632 752 504 659 527 Interest revenues 3 182 3 247 5 482 5 528 Net gain or loss on disposal of assets 568 554 554 -2 537 Resources received free of charge 76 392 75 146 74 268 64 344 Other income 28 282 27 600 27 600 26 188 Total income 8 467 203 7 525 948 8 480 234 7 096 952 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 3 816 177 3 793 193 3 708 807 3 711 478 Long service leave 112 378 111 759 109 493 97 350 Payroll tax 7 310 7 355 7 054 6 462 Superannuation 385 367 366 559 357 615 350 034 Other 26 465 35 629 30 225 53 285 Supplies and services General supplies and services 2 404 546 2 478 962 2 320 187 2 024 058 Consultancy expenses 4 357 4 251 4 251 9 591 Depreciation and amortisation 306 148 308 815 305 686 317 463 Borrowing costs 103 236 126 844 128 514 152 551 Grants and subsidies 53 016 59 500 58 855 36 384 Intra-government transfers 703 23 549 14 614 71 662 Other expenses 149 062 150 670 147 275 181 303 Payments to state government — — — 63 348 Total expenses 7 368 765 7 467 086 7 192 576 7 074 969 Net result 1 098 438 58 862 1 287 658 21 983 Other comprehensive income Net gain on financial assets taken to equity — — — 14 908 Total comprehensive result 1 098 438 58 862 1 287 658 36 891

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Department for Health and Wellbeing Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Net cost of services calculation Income 8 467 203 7 525 948 8 480 234 7 096 952 Less Appropriation 5 435 988 4 546 858 5 539 993 4 170 637 Other income from state government — 5 362 — 60 117 Income included in net cost of services 3 031 215 2 973 728 2 940 241 2 866 198

Expenses 7 368 765 7 467 086 7 192 576 7 074 969 Less Cash alignment — — — 63 348 Expenses included in net cost of services 7 368 765 7 467 086 7 192 576 7 011 621 Net cost of services 4 337 550 4 493 358 4 252 335 4 145 423

2021-22 Agency Statements — Volume 3 67 Health and Wellbeing

Department for Health and Wellbeing Statement of financial position 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 1 238 589 1 171 840 1 323 836 1 076 981 Receivables 325 632 329 890 326 487 334 206 Inventories 66 605 66 605 66 605 66 605 Other financial assets 106 979 106 979 106 979 113 326 Other current assets 29 148 28 968 28 968 29 410 Total current assets 1 766 953 1 704 282 1 852 875 1 620 528 Non current assets Financial assets 3 998 3 998 3 998 3 998 Investment properties 23 500 23 500 23 500 23 500 Land and improvements 5 573 247 5 503 924 5 521 697 5 483 955 Plant and equipment 427 538 439 311 488 853 454 073 Intangible assets 43 859 61 687 61 687 77 657 Other non-current assets 1 992 1 992 1 992 1 992 Total non-current assets 6 074 134 6 034 412 6 101 727 6 045 175 Total assets 7 841 087 7 738 694 7 954 602 7 665 703

Liabilities Current liabilities Payables 428 783 427 672 427 672 430 157 Short-term borrowings 24 786 24 326 25 048 21 436 Employee benefits Salaries and wages 121 510 139 279 143 102 140 056 Annual leave 393 646 391 089 392 206 389 649 Long service leave 75 351 75 491 75 491 75 631 Other 47 699 47 670 47 801 47 772 Short-term provisions 38 833 38 797 38 797 38 761 Other current liabilities 168 508 169 477 169 951 170 919 Total current liabilities 1 299 116 1 313 801 1 320 068 1 314 381 Non current liabilities Long-term borrowings 1 725 004 2 755 033 1 733 739 2 786 693 Long-term employee benefits Long service leave 910 265 869 356 872 774 831 865 Other 20 257 20 243 20 243 20 229 Long-term provisions 219 066 210 541 210 541 202 016 Other non-current liabilities 605 1 384 105 1 045 Total non-current liabilities 2 875 197 3 856 557 2 837 402 3 841 848 Total liabilities 4 174 313 5 170 358 4 157 470 5 156 229

Net assets 3 666 774 2 568 336 3 797 132 2 509 474

68 2021-22 Agency Statements — Volume 3 Health and Wellbeing

Department for Health and Wellbeing Statement of financial position 2020-21 2021-22 Estimated 2020-21 2019-20 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 1 383 565 285 127 1 513 923 226 265 Asset revaluation reserve 535 657 535 657 535 657 535 657 Other reserves 46 699 46 699 46 699 46 699 Total equity 3 666 774 2 568 336 3 797 132 2 509 474 Balances as at 30 June end of period.

2021-22 Agency Statements — Volume 3 69 Health and Wellbeing

Department for Health and Wellbeing Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Operating activities

Cash inflows Appropriation 5 435 988 4 546 858 5 539 993 4 170 637 Commonwealth sourced receipts 2 084 758 1 992 000 2 006 349 2 047 398 Intra-government transfers 20 777 68 850 22 635 23 134 Other grants 48 659 49 715 48 842 41 188 Fees, fines and penalties 1 923 1 984 2 007 1 428 Sales of goods and services 761 553 749 572 747 444 766 300 Interest received 3 182 3 247 5 482 5 167 GST received — — — 179 647 Other receipts from state government — 5 362 — 60 117 Other receipts — other 14 919 15 183 15 183 48 578 Cash generated from operations 8 371 759 7 432 771 8 387 935 7 343 594 Cash outflows Employee benefit payments 4 317 463 4 271 313 4 161 523 4 149 581 Payments for supplies and services 2 408 150 2 482 529 2 323 800 2 256 899 Interest paid 103 236 126 844 128 514 153 006 Grants and subsidies 53 016 59 500 58 855 36 384 Intra-government transfers 703 23 549 14 614 71 662 Other payments 47 302 45 796 45 185 114 151 Payments to state government — — — 63 348 Cash used in operations 6 929 870 7 009 531 6 732 491 6 845 031 Net cash provided by (+)/used in (-) operating activities 1 441 889 423 240 1 655 444 498 563 Investing activities Cash inflows Proceeds from sale of property, plant and equipment 16 568 12 854 17 404 378 Other receipts — 6 347 6 347 8 207 Cash generated from investing activities 16 568 19 201 23 751 8 585 Cash outflows Purchase of property, plant and equipment 351 147 272 445 357 258 182 946 Purchase of intangibles — 1 889 1 889 946 Other investing payments — — — 6 266 Cash used in investing activities 351 147 274 334 359 147 190 158 Net cash provided by (+)/used in (-) investing activities -334 579 -255 133 -335 396 -181 573

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Department for Health and Wellbeing Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Financing activities Cash inflows Cash transfers from restructuring activities — — — 2 183 Cash generated from financing activities — — — 2 183 Cash outflows Repayment of borrowings — — — 3 007 Repayment of leases 1 040 561 73 248 1 073 193 77 789 Cash transfers from restructuring activities — — — 2 089 Cash used in financing activities 1 040 561 73 248 1 073 193 82 885 Net cash provided by (+)/used in (-) financing activities -1 040 561 -73 248 -1 073 193 -80 702 Net increase (+)/decrease (-) in cash equivalents 66 749 94 859 246 855 236 288 Cash and cash equivalents at the start of the period 1 171 840 1 076 981 1 076 981 840 693 Cash and cash equivalents at the end of the period 1 238 589 1 171 840 1 323 836 1 076 981

Non cash transactions Assets acquired under finance lease — — — 23 Assets received (+)/donated (-) free of charge 700 -3 850 700 1 856 Assumption of liabilities — revenue — — — 7 124

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Administered items for the Department for Health and Wellbeing Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Appropriation 632 624 624 608 Intra-government transfers — 3 291 3 291 — Other income — — — 929 Total income 632 3 915 3 915 1 537 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 632 624 624 604 Other — — — 2 Supplies and services General supplies and services — — — 2 Grants and subsidies — — — 4 254 Total expenses 632 624 624 4 862 Total comprehensive result — 3 291 3 291 -3 325

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Administered items for the Department for Health and Wellbeing Statement of financial position 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 11 483 11 483 11 483 8 192 Receivables 41 41 41 41 Total current assets 11 524 11 524 11 524 8 233 Total assets 11 524 11 524 11 524 8 233

Net assets 11 524 11 524 11 524 8 233

Equity Retained earnings 11 524 11 524 11 524 8 233 Total equity 11 524 11 524 11 524 8 233 Balances as at 30 June end of period.

2021-22 Agency Statements — Volume 3 73 Health and Wellbeing

Administered items for the Department for Health and Wellbeing Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Operating activities

Cash inflows Appropriation 632 624 624 608 Intra-government transfers — 3 291 3 291 11 Other receipts — other — — — 1 947 Cash generated from operations 632 3 915 3 915 2 566 Cash outflows Employee benefit payments 632 624 624 606 Payments for supplies and services — — — 2 Grants and subsidies — — — 4 254 Other payments — — — 7 Cash used in operations 632 624 624 4 869 Net cash provided by (+)/used in (-) operating activities — 3 291 3 291 -2 303 Net increase (+)/decrease (-) in cash equivalents — 3 291 3 291 -2 303 Cash and cash equivalents at the start of the period 11 483 8 192 8 192 10 495 Cash and cash equivalents at the end of the period 11 483 11 483 11 483 8 192

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Summary of major variations

Statement of comprehensive income — controlled

Explanation of significant movements Variations to income are described at the appropriate program level.

Statement of financial position — controlled

Explanation of significant movements All movements are consistent with those described under program summaries.

Statement of cash flows — controlled

Explanation of significant movements All movements are consistent with those described under program summaries.

Summary of major variations — administered items

Statement of comprehensive income — administered items

Explanation of significant movements No major variations.

Statement of financial position — administered items

Explanation of significant movements No major variations.

Statement of cash flows — administered items

Explanation of significant movements No major variations.

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

2021-22 Agency Statements — Volume 3 75 Health and Wellbeing

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

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual

$000 $000 $000 $000

Operating activities

Cash inflows

Appropriation Minister’s salary 379 374 374 364 Health and Community Complaints 253 250 250 244 Commissioner’s salary Health and Medical Research Fund — — — 1 947 Intra government transfers — 3 291 3 291 11 Cash generated from operations 632 3 915 3 915 2 566

Cash outflows

Employee benefit payments Minister’s salary 379 374 374 364 Health and Community Complaints 253 250 250 242 Commissioner’s salary Payments for supplies and services — — — 2 Grants and subsidies Health and Medical Research Fund — — — 4 254 Other expenses — — — 7 Cash used in operations 632 624 624 4 869 Net cash provided by (+)/used in (-) operating activities — 3 291 3 291 -2 303 Net increase (+)/decrease (-) in cash equivalents — -2 303 Cash and cash equivalents at the start of the financial 11 483 8 192 8 192 10 495 year (as at 1 July) Cash and cash equivalents at the end of the financial 11 483 11 483 11 483 8 192 year (as at 30 June) Note: Totals may not add up due to rounding.

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Minister for Human Services

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Contents

Human Services

Objective 80 Ministerial responsibilities 80 Ministerial office resources 80 Workforce summary 81 Program net cost of services summary 81 Key agency outputs 82 Investing expenditure summary 82 Program 1: Communities 84 Program 2: Status of Women 89 Program 3: Youth Justice 91 Program 4: Disability 94 Financial statements 99 Summary of major variations 107 Additional information for administered items 108

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Objective The Department of Human Services (DHS) 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 1.1 Community and Family Services Minister for Human Services 1.2 Community Support Services 2. Status of Women Nil 3. Youth Justice Nil 4. Disability 4.1 Disability Inclusion 4.2 Accommodation Services 4.3 DHS Equipment Program

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

• Disability Services Donations and Bequests

• Gamblers Rehabilitation Fund

• Health and Aged Care Service Donations and Bequests

• Home for the Incurables Trust

• Minister’s salary and allowances pursuant to the Parliamentary Remuneration Act 1990

• Personal AlertSA (previously named 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.

Ministerial office resources

2021-22 Budget Cost of provision

$000 FTE The Hon. JMA Lensink 2 397 13.0

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Workforce summary

FTEs as at 30 June 2020-21 2021-22 Estimated 2019-20 Budget(a) Result(a) Actual(b)

Department of Human Services 2 621.6 2 662.0 2 698.4 Administered items for the Department of Human Services 1.0 1.0 1.0 Total 2 622.6 2 663.0 2 699.4

Reconciliation to agency FTEs

Add: FTEs transferred out State Recovery Office to the Department of the Premier and — — 12.3 Cabinet on 1 July 2020 Equals: data published by the Office of the Commissioner for 2 622.6 2 663.0 2 711.7 the Public Sector (a) The 2021-22 Budget and 2020-21 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) 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000

Program 1. Communities 112 152 113 881 112 711 112 201 2. Status of Women 9 029 1 110 4 572 4 735 3. Youth Justice 44 607 43 964 43 496 46 409 4. Disability 775 607 779 729 752 380 736 119 Total 941 395 938 684 913 159 899 464

Reconciliation to agency net cost of providing services

Add: Net costs transferred out State Recovery Office to the Department of the — — — 2 126 Premier and Cabinet on 1 July 2020 Equals: Net cost of providing services 941 395 938 684 913 159 901 590 (as per agency statement of comprehensive income) (a) Actuals, budgets and FTEs include allocations from corporate overheads.

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Key agency outputs

• Commission and administer grant funding to the not-for-profit sector to improve the lives of individuals, families and communities 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.

• 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 to advance the inclusion of people with a disability and to support the operation of the National Disability Insurance Scheme (NDIS) in South Australia, including the reform of DHS supported accommodation services to operate under the scheme.

Investing expenditure summary The 2021-22 investment program is $5.5 million.

Total 2020-21 Estimated project 2021-22 Estimated 2020-21 completion cost Budget Result Budget Quarter $000 $000 $000 $000

New projects Child and Family Services Jun 2023 1 300 700 — — Information Systems Total new projects 1 300 700 — — Existing projects Consolidation of Youth Custodial Jun 2023 600 — 600 — Services Total project cost is $18.7 million, the government holds a provision of $18.1 million. Replacement of Interpreting and Jun 2021 267 — 267 267 Translating System Restrictive Practices Information Jun 2021 500 — 500 500 System Riverside Building — Office fit-out Jun 2022 12 000 3 161 5 843 5 843 As part of the new Riverside Lease agreement the government (DIT 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 fit out works. Screening — IT System Upgrade Jun 2021 1 368 — 166 166 Small projects n.a. n.a. — 47 — Total existing projects 14 735 3 161 7 423 6 776

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Total 2020-21 Estimated project 2021-22 Estimated 2020-21 completion cost Budget Result Budget Quarter $000 $000 $000 $000

Annual programs Kurlana Tapa Youth Justice Centre — n.a. n.a. 548 535 535 Sustainment Total annual programs n.a. 548 535 535 Leases Fleet n.a. n.a. 1 101 1 486 1 486 Total leases n.a. 1 101 1 486 1 486 Total investing expenditure 16 035 5 510 9 444 8 797

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Program 1: Communities

Description/objective This program commissions, funds and delivers community and family services that improve the lives of individuals and families across South Australia. The program fosters inclusion, participation, safety and resilience across the South Australian community.

The program includes concessions and rebates, which increase financial resilience; investing in the community through grants and funding; intensive family services to keep children safe in their families and communities and connected to culture; interpreting and translating services; and employment related screening services. It also includes grant programs and strategies to support young South Australians and increase volunteering.

Sub-programs 1.1 Community and Family Services

1.2 Community Support Services

Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth Government revenues 451 1 453 151 2 826 Intra-government transfers 23 067 30 538 26 217 26 403 Fees, fines and penalties 11 163 10 891 10 891 14 030 Sales of goods and services 8 690 9 472 9 445 8 951 Other income 97 98 99 522 Total income 43 468 52 452 46 803 52 732 Expenses Employee benefit expenses 65 422 66 957 67 298 61 713 Supplies and services 20 949 21 761 22 508 27 914 Depreciation and amortisation expenses 2 580 2 992 3 020 3 759 Grants and subsidies 65 803 73 463 65 695 69 910 Other expenses 866 1 160 993 1 637 Total expenses 155 620 166 333 159 514 164 933 Net cost of providing services(a) 112 152 113 881 112 711 112 201 FTEs as at 30 June (No.)(a) 623.4 655.0 638.6 636.9 (a) Actuals, budgets and FTEs include allocations from corporate overheads.

Sub-program 1.1: Community and Family Services

Description/objective This sub program designs, delivers and commissions intensive family services support programs and strategies. This includes the cross-sector reform of the Child and Family Support System to improve outcomes for at-risk children and families.

It also invests in the community through grants and funding to the not-for-profit sector including Grants SA, Community Connections, the Office for Problem Gambling and financial resilience programs. The program

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includes strategies and funding to support specific populations, including young people and the LGBTIQA+ community, people with exceptional needs, children with a disability in voluntary out-of-home care, and targeted Aboriginal populations including through the Ceduna service coordination initiative. It also leads coordination of the Volunteering Strategy for South Australia.

Highlights 2020-21

• Continued reform of the Child and Family Support System including the establishment of the Adult Supporting Kids (ASK) website for families seeking information and support and a centralised triage team, enabling key stakeholders to refer vulnerable children and families directly for support.

• Recommissioned the existing Targeted Intervention Services and Family Preservation Services through a competitive tender process to deliver new intensive family support services that provide more tailored support services to families at risk of entering the child protection system.

• Established ten Child and Family Safety Networks across the state, providing a central point of coordination for families most at risk.

• Commenced the implementation of the Social Impact Framework to better guide investment in community services, with the framework applied in the development of the new Community Connections program.

• Commenced the new Community Connections program to support people whose independence and quality of life is at risk and who are unable to benefit from alternate service sectors such as the NDIS, mental health and aged care.

• Supported the development of the second Volunteering Strategy for South Australia, which was launched in May 2021.

• Continued to lead the implementation of strategies in the Strong Futures: SA Youth Action Plan 2020-2022, with a particular focus on supporting and advancing the interests of young South Australians during the COVID-19 pandemic.

• Continued to support vulnerable communities, families and the community sector impacted by COVID-19 through additional funding and grants under the Vulnerable South Australians Support Package.

Targets 2021-22

• Release future investment framework for Gambler’s Rehabilitation Fund following recent legislative change and implement new prevention and early intervention initiatives in response to emerging gambling harms, particularly the impact of gambling exposure on young people.

• Continue the implementation of the new Community Connections program to support people to strengthen their independence and connections with communities, social networks and services.

• Implement strategies to deliver priorities of the Volunteering Strategy for South Australia 2021-2027.

• Continue leading the implementation of strategies in Strong Futures: SA Youth Action Plan 2020-2022, including the expansion of primary prevention activities.

• Develop and implement a standard assessment of outcomes across government and non-government Intensive Family Services.

• Recommission lower-intensity family support services in line with the reform of the Child and Family Support System.

• Support high-risk families and their children by working in partnership with key stakeholders to ensure local service coordination.

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2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 25 262 33 726 28 306 31 910 Expenses 119 566 129 468 123 108 124 134 Net cost of sub-program 94 304 95 742 94 802 92 224 FTEs as at 30 June (No.) 371.4 396.4 384.6 355.0

Explanation of significant movements

The decrease in income and expenses from the 2020-21 Estimated Result to the 2021-22 Budget is primarily due to the time limited funding in 2020-21 for the Vulnerable South Australian Support Package ($4.1 million), APY Lands programs ($2.3 million) and the removal of Commonwealth Government funding and associated expenditure for Community Passenger Networks ($1.1 million) which will now be provided direct to providers.

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual Registered problem gambling clients who complete a 90% 92% 85% 92% service episode who have an improvement in their life circumstances because of services received Agencies funded through Grants SA achieving agreed 90% 90% 90% 100% outcomes as defined in service agreements Families referred who engage with Safer Families 70% 82% 70% n.a. Services in Child and Family Assessment and Referral Network (CFARN) Metro New data collection methodology for measuring outcomes will commence 2021-22. Cases closed within twelve months of engagement with 50% n.a. 50% n.a. Safer Families Services where there is an increase in family functioning New data collection methodology for measuring outcomes will commence 2021-22. Cases closed where there has been an increase in family 50% n.a. n.a. n.a. functioning from commencement of service to closure New indicator.

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of people with exceptional needs receiving 300 300 300 273 assistance and funded support to live in the community No. of clients engaged in the Financial Counselling 3 400 3 200 3 300 3 314 Assistance Program No. of clients engaged in Intensive Family Support 500 400 500 n.a. Services The 2020-21 Estimated Result reflects the impact on the services due to the recommissioning process and service transition. New services commenced 31 March 2021. No. of families referred to Safer Family Services 2 000 2 150 2 500 n.a. The 2020-21 Estimated Result reflects lower than anticipated demand as a result of COVID-19.

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Sub-program 1.2: Community Support Services

Description/objective This sub-program includes the administration of a wide range of concessions and rebates as well as the administration of the State Emergency Relief Fund (SERF), and the provision of interpreting and translating and employment-related screening services.

Highlights 2020-21

• Commenced development of the new Aboriginal Language Interpreting Service within the Interpreting and Translating Centre.

• Provided customers more choice in device technology through Personal AlertSA (PASA).

• Provided specific COVID-19 interpreting and translating services to support South Australian government departments communicate with, and deliver services to, non-English speaking people and families.

• Commencement of NDIS Worker Checks in South Australia on 1 February 2021.

• Commenced process to streamline employment-related screenings and processes.

• Administered and delivered payments to support vulnerable South Australians whose income and employment prospects were significantly affected as a result of COVID-19.

• Administered the SERF to distribute donations to those people affected by the Cudlee Creek and Kangaroo Island fires.

Targets 2021-22

• Implement the new Aboriginal Language Interpreting Service within the Interpreting and Translating Centre.

• Implement the streamlining of employment-related screenings and processes to make it easier for customers to obtain any necessary screening to volunteer or work.

• Work with the Department of the Premier and Cabinet (DPC) to improve customer interaction with the Screening Unit and Concessions through digital delivery of services including SAGOV Service Portal.

• Work with DPC to implement digital identity initiatives for screening applications.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 18 206 18 726 18 497 20 822 Expenses 36 054 36 865 36 406 40 799 Net cost of sub-program 17 848 18 139 17 909 19 977 FTEs as at 30 June (No.) 252.0 258.6 254.0 281.9

Explanation of significant movements

No major variations.

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Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of interpreting and translating requests completed 95% 94% 98% 95% New indicator. % of translation requests completed to agreed timelines 99% 99% 98% 99.5% New indicator. % of screening applications finalised within one calendar 97% 97% 97% 97% month

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of funerals provided 350 215 330 276 The 2019-20 Actual and 2020-21 Estimated Result reflect lower than anticipated demand as a result of COVID-19 restrictions. No. of Cost of Living Concessions provided 198 000 201 000 189 000 183 530 The 2020-21 Estimated Result reflects higher than anticipated demand due to additional payments related to COVID-19. No. of rebates for systems provided through PASA 2 500 2 300 2 500 2 184 No. of interpreting assignments 74 000 66 000 60 000 50 274 The 2019-20 Actual reflects lower than anticipated demand as a result of COVID-19 restrictions. The 2020-21 Estimated Result and the 2021-22 Projection reflect the impact of a new service delivery agreement with Central Adelaide Local Health Network (CALHN) from 23 September 2020. No. of screening applications received 240 000 240 000 250 000 260 412 The 2021-22 Projection and 2020-21 Estimated Result reflect the introduction of the NDIS screening check from 1 February 2021.

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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, executive support to the Premier’s Council for Women and funding for key initiatives with a focus on domestic and family violence. This program also provides statewide information and referral services through the Women’s Information Service (WIS).

Highlights 2020-21

• Continued to support improvements to service delivery in regional South Australia through the establishment of Safety Hubs in Port Augusta, Gawler and Mount Barker.

• Developed a service model for the Statewide Perpetrator Response, which will provide a specialised telephone service for perpetrators of domestic, family and sexual violence and provide advice and information to frontline workers and people concerned with a perpetrator’s use of abusive behaviours.

• Finalised the digitisation of Family Safety Meetings through the development of the online Family Safety Portal to improve the collection and sharing of data and support online meetings.

• Progressed the Women’s Leadership and Economic Security Strategy to increase opportunities for women to participate in and benefit from a range of economic initiatives in South Australia.

• Implemented actions under the National Partnership on COVID-19 Domestic and Family Violence Response to ensure the safety of women and their children, experiencing, or at risk of experiencing domestic, family and sexual violence during the COVID-19 pandemic.

Targets 2021-22

• Continue to support the establishment of Safety Hubs to improve service delivery in regional South Australia.

• Finalise and progress actions under the Women’s Leadership and Economic Security Strategy.

• Finalise the establishment of the new Statewide Perpetrator Response to provide early support and intervention services for perpetrators of domestic violence.

• Launch and roll out the online Family Safety Portal across relevant agencies to transfer functions of the Family Safety Framework to an online environment.

• Complete actions under the National Partnership on COVID-19 Domestic and Family Violence Response.

Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth Government revenues — 7 042 7 042 2 757 Intra-government transfers 107 832 1 128 305 Sales of goods and services — — 28 105 Other income 3 3 — — Total income 110 7 877 8 198 3 167

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2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 1 955 2 253 2 069 2 133 Supplies and services 275 440 408 758 Depreciation and amortisation expenses 17 18 23 17 Grants and subsidies 6 868 6 237 10 241 4 960 Other expenses 24 39 29 34 Total expenses 9 139 8 987 12 770 7 902 Net cost of providing services(a) 9 029 1 110 4 572 4 735 FTEs as at 30 June (No.)(a) 17.5 22.1 18.6 20.3 (a) Actuals, budgets and FTEs include allocations from corporate overheads.

Explanation of significant movements The decrease in income from the 2020-21 Estimated Result to the 2021-22 Budget is primarily due to the once-off Commonwealth funding for the National Partnership on COVID-19 Domestic and Family Violence Response ($7.6 million).

The decrease in net cost of services from the 2020-21 Budget to the 2020-21 Estimated Result is primarily due to expenditure of Commonwealth funding for the National Partnership on COVID-19 Domestic and Family Violence Response occurring over two financial years ($3.8 million).

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual(a) No. of WIS client contacts 60 000 50 000 50 000 63 663 No. of people reached via digital engagement strategies 900 000 900 000 900 000 1 125 759 Digital engagement includes Facebook, eNetworks and Pinterest and each has its own analytics tool. (a) The 2019-20 Actual reflects the increased focus on social media engagement, as well as continuation 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 program is responsible for the statutory supervision of young people in contact with the justice system.

Youth Justice aims to promote community safety, address offending behaviours and connect young people in the youth justice system and their families with rehabilitative and therapeutic supports, and programs and services to improve outcomes.

Highlights 2020-21

• Continued to implement Young People Connected, Communities Protected: South Australia’s Youth Justice State Plan 2020-23, to provide children and young people in the youth justice system and their families with connected supports, programs and services.

• Commenced strengthening the therapeutic environment at the Kurlana Tapa Youth Justice Centre, including the development of a pilot Enhanced Support Team that will strengthen the care and management of young people with complex needs.

• Supported the Attorney-General’s Department in the implementation of the Optional Protocol to the Convention Against Torture and Other Cruel, Inhuman or Degrading Treatment or Punishment (OPCAT) in South Australia.

• Improved outcomes for Aboriginal young people through the launch of an Aboriginal recruitment guide and the establishment of the Kurlana Tapa Aboriginal Cultural Connection Space.

• Commenced the design and documentation phase of the capital works project to consolidate contemporary youth custodial services at a single improved site.

• Finalised the Youth Justice Assessment and Intervention Services Disability Screening Assessment project to provide insights into the prevalence, complexity and impact of disability needs and improve responses to children and young people under Youth Justice services supervision.

Targets 2021-22

• Continue working in partnership with key stakeholders to implement Young People Connected, Communities Protected: South Australia’s Youth Justice State Plan 2020-23.

• Continue to implement a therapeutic approach at the Kurlana Tapa Youth Justice Centre to improve responses to children and young people, including those with a disability.

• Strengthen engagement and partnerships with Aboriginal communities and their organisations to improve outcomes for Aboriginal young people in the youth justice system.

• Commence the construction phase of the capital works project to consolidate the provision of youth custodial services into a single site at Goldsborough Road, Cavan.

• Commence a trial service model to provide an alternative location for police custody, for children and young people aged 10 to 13 years.

2021-22 Agency Statements — Volume 3 91 Human Services

Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Sales of goods and services 482 466 463 1 100 Net gain or loss from disposal of asset — — — -19 Other income 110 106 106 200 Total income 592 572 569 1 281 Expenses Employee benefit expenses 32 557 31 630 32 007 33 097 Supplies and services 7 001 7 149 6 973 9 118 Depreciation and amortisation expenses 3 851 3 758 3 446 3 453 Grants and subsidies 644 751 459 345 Other expenses 1 146 1 248 1 180 1 677 Total expenses 45 199 44 536 44 065 47 690 Net cost of providing services(a) 44 607 43 964 43 496 46 409 FTEs as at 30 June (No.)(a) 305.8 307.0 305.5 313.3 (a) Actuals, budgets and FTEs include allocations from corporate overheads.

Explanation of significant movements

No major variations.

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual Proportion of case plans completed in six weeks 80% 80% 75% 79% The proportion of case plans prepared and completed within six weeks of the start of a period of sentenced supervision. Proportion of community-based orders successfully 78% 78% 75% 71% 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

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of youth justice clients who had one or more 445 441 460 461 supervised orders issued No. of youth justice clients who had one or more 345 340 350 344 community based orders issued No. of youth justice clients who had one or more secure 300 290 310 308 youth training centre admissions No. of 10 to 12 year olds admitted to a secure youth 23 23 25 25 training centre

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2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of Aboriginal young people who had one or more 155 150 160 160 community-based order issued No. of Aboriginal young people who had one or more 130 125 150 148 admissions to a secure youth training centre

2021-22 Agency Statements — Volume 3 93 Human Services

Program 4: Disability

Description/objective The Disability program includes strategies to advance the inclusion of people with a disability, including working with the National Disability Insurance Agency (NDIA), the NDIS Quality and Safeguarding Commission, the Commonwealth Government and the non-government sector. It also includes the provision of state disability services, including supported community accommodation.

Sub-programs 4.1 Disability Inclusion

4.2 Accommodation Services

4.3 DHS Equipment Program

Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth Government revenues 98 721 96 814 99 603 96 894 Intra-government transfers — 1 400 1 400 1 574 Sales of goods and services 12 396 11 879 11 556 19 407 Net gain or loss from disposal of asset — — — -231 Other income 270 305 632 8 863 Total income 111 387 110 398 113 191 126 507 Expenses Employee benefit expenses 160 062 160 176 158 259 172 494 Supplies and services 34 321 31 147 31 651 57 165 Depreciation and amortisation expenses 3 159 2 903 3 688 5 072 Grants and subsidies 180 754 2 724 5 905 Other expenses(a) 689 272 695 147 669 249 621 990 Total expenses 886 994 890 127 865 571 862 626 Net cost of providing services(b) 775 607 779 729 752 380 736 119 FTEs as at 30 June (No.)(b)(c) 1 674.9 1 677.9 1 704.9 1 727.9 (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.

94 2021-22 Agency Statements — Volume 3 Human Services

Sub-program 4.1: Disability Inclusion

Description/objective Disability Inclusion aims to bring State Government programs and services together to create an accessible and inclusive South Australia to reduce barriers faced by people living with a disability. The program includes disability policy and strategy, including the implementation of the State Disability Inclusion Plan (Inclusive SA), implementation of the department’s Disability Access and Inclusion Plan, and providing coordination and consultation across government in the preparation of all government agency and local government Disability Access and Inclusion Plans. It also includes the state’s contribution towards the NDIS.

Highlights 2020-21

• Supported state authorities to publish their Disability Access and Inclusion Plans (DAIPs), with an online Community of Practice established for state authorities to share their knowledge and experiences throughout the community consultation phase in the development of their DAIPs.

• Continued to support strategies which increase safeguards for people with a disability, including a new statewide advocacy service to ensure vulnerable South Australians with disability can access and receive the supports they require under the NDIS and in the community.

• Prepared the first annual report on the operation of Inclusive SA, the state’s first State Disability Inclusion Plan, as required under the Disability Inclusion Act 2018.

• Finalised new arrangements for Independent Living Centre services to be provided by the non-government sector.

• Continued to support people with disability during COVID-19 by ensuring effective communication and information sharing and working with the NDIA and NDIS Commission to ensure a joined-up approach to support providers and participants identified as vulnerable.

Targets 2021-22

• Undertake a review of the operation of the Disability Inclusion Act 2018.

• Contribute to the development of the new National Disability Strategy 2021-2031.

• Undertake a review of Inclusive SA to ensure that it aligns with the new National Disability Strategy.

• Continue to support planning and strategies across South Australia to protect the safety and wellbeing of people with a disability through COVID-19.

• Commence development of a new safeguarding app for people living with disabilities, their families and their supporters, with the app to have inbuilt functions that can connect people to a community volunteer or seek a check on an individual’s wellbeing.

2020-21 2021-22 Estimated 2020-21 2019-20

Budget Result Budget Actual $000 $000 $000 $000 Income 77 956 76 982 77 447 76 432 Expenses 688 604 666 488 666 093 634 604 Net cost of sub-program 610 648 589 506 588 646 558 172 FTEs as at 30 June (No.) 26.0 23.8 20.5 43.1

Explanation of significant movements

The annual increase in net cost of services is primarily due to the increase in the state’s contribution to the NDIS in line with the agreed bilateral arrangements.

2021-22 Agency Statements — Volume 3 95 Human Services

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual No. of actions in the State Disability Inclusion Plan 17 4 12 2 completed Based on forecasted timeframes from state authorities.

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of State authorities that have published their 118 101 97 n.a. Disability Access and Inclusion Plan Publishing is achieved when a disability access and inclusion plan is available on the state authority’s website.

Sub-program 4.2: Accommodation Services

Description/objective Accommodation Services provides supported independent living services to people with disabilities living in the community, as well as a hospital step down service for people transitioning out of hospital. A small registered aged care service for people with disability is provided at Northgate Aged Care. All clients are supported by the NDIS or the Commonwealth Government Continuity of Support (CoS) Programme.

Highlights 2020-21

• Continued to reform Accommodation Services to operate effectively in line with the NDIS, including the implementation of client service agreements and completion of an external audit of the service against the NDIS registration requirements.

• Undertook community consultation with beneficiaries and stakeholders in regard to the legacy of the Highgate Park site and future of the Home for Incurables Trust.

• Worked with the Department for Health and Wellbeing, the NDIA and Local Hospital Networks to accelerate the Transition to Home (T2H) program to enable discharge-ready people with disability to move from hospital to community accommodation.

• Recruited trainee disability support workers to work in DHS Accommodation Services, providing the opportunity to gain experience in the growing disability market and earn a nationally recognised certification.

Targets 2021-22

• Continue to reform Accommodation Services to operate commercially under the NDIS and improve quality of service and customer engagement.

• Continue to recruit trainee disability support workers to work in DHS Accommodation Services.

96 2021-22 Agency Statements — Volume 3 Human Services

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 33 419 31 598 34 395 38 950 Expenses 192 917 210 812 187 154 205 106 Net cost of sub-program 159 498 179 214 152 759 166 156 FTEs as at 30 June (No.) 1 641.5 1 644.6 1 642.2 1 637.5

Explanation of significant movements

The increase in expenses in the 2020-21 Estimated Result is primarily due to the transfer of Crown land, formerly occupied by Strathmont Centre, to the Department for Environment and Water ($26.3 million).

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of government accommodation places: • community accommodation 508 508 518 528 • transitional accommodation 24 24 13 11

Sub-program 4.3: DHS Equipment Program

Description/objective The DHS Equipment Program funds and arranges equipment and home modifications, including Advanced Palliative Equipment Response (APER) services, for South Australians who are not eligible for these services through Commonwealth Government programs.

Highlights 2020-21

• Finalised the transition of services provided by the Domiciliary Equipment Service to the non-government sector.

Targets 2021-22

• Provide equipment and home modification services to South Australians who are ineligible for the NDIS or other Commonwealth Ageing programs.

2020-21 2021-22 Estimated 2020-21 2019-20

Budget Result Budget Actual $000 $000 $000 $000 Income 12 1 818 1 349 11 125 Expenses 5 473 12 827 12 324 22 916 Net cost of sub-program 5 461 11 009 10 975 11 791 FTEs as at 30 June (No.) 7.4 9.5 42.2 47.3

2021-22 Agency Statements — Volume 3 97 Human Services

Explanation of significant movements The decrease in net cost of services from the 2020-21 Estimated Result to the 2021-22 Budget is primarily due to once-off expenditure associated with the donation of DES assets to clients ($4.8 million).

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of equipment items (new and reissued) provided by 8 000 7 900 8 000 8 308 the DHS equipment program No. of home modifications undertaken by the DHS 400 400 350 387 equipment program No. of equipment repair and maintenance requests 1 000 700 1 000 1 047 completed by the DHS equipment program The 2020-21 Estimated Result reflects reduced demand for equipment repairs as a result of COVID-19 restrictions.

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Department of Human Services Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Appropriation 940 430 908 105 907 939 945 357 Commonwealth sourced revenues 99 172 105 309 106 796 102 477 Intra-government transfers 23 174 29 469 26 218 40 827 Other grants — 6 353 2 527 351 Fees, fines and penalties 11 163 10 891 10 891 14 030 Sales of goods and services 21 568 21 817 21 492 30 112 Interest revenues — — — 3 Net gain or loss on disposal of assets — — — -250 Other income 480 512 837 9 586 Total income 1 095 987 1 082 456 1 076 700 1 142 493 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 215 108 213 802 214 246 221 914 Long service leave 7 883 8 018 8 013 766 Payroll tax 11 084 11 543 11 527 12 120 Superannuation 21 370 21 237 21 212 21 274 Other 4 551 6 416 4 635 14 692 Supplies and services General supplies and services 62 519 60 394 61 514 95 663 Consultancy expenses 27 103 26 551 Depreciation and amortisation 9 607 9 671 10 177 12 301 Borrowing costs 61 64 64 38 Grants and subsidies 64 903 72 184 69 608 75 007 Intra-government transfers 8 592 9 021 9 511 6 204 Other expenses 691 247 697 530 671 387 625 300 Payments to state government — 280 17 335 — Total expenses 1 096 952 1 110 263 1 099 255 1 085 830 Net result -965 -27 807 -22 555 56 663 Other comprehensive income Change in PPE Asset Revaluation Reserve Surplus — — — 2 545 Total comprehensive result -965 -27 807 -22 555 59 208

2021-22 Agency Statements — Volume 3 99 Human Services

Department of Human Services Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Net cost of services calculation Income 1 095 987 1 082 456 1 076 700 1 142 493 Less Appropriation 940 430 908 105 907 939 945 357 Other income from state government — 3 052 — 12 896 Income included in net cost of services 155 557 171 299 168 761 184 240

Expenses 1 096 952 1 110 263 1 099 255 1 085 830 Less Payments to Consolidated Account — 280 17 335 — Expenses included in net cost of services 1 096 952 1 109 983 1 081 920 1 085 830 Net cost of services 941 395 938 684 913 159 901 590

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Department of Human Services Statement of financial position 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 190 406 171 431 169 107 145 924 Receivables 70 492 70 492 70 492 70 492 Inventories 241 241 241 241 Other current assets 1 314 1 314 1 314 1 314 Total current assets 262 453 243 478 241 154 217 972 Non current assets Land and improvements 120 599 124 281 132 455 151 181 Plant and equipment 8 880 9 286 9 154 14 297 Intangible assets 2 721 2 730 2 730 2 861 Total non-current assets 132 200 136 297 144 339 168 339 Total assets 394 653 379 775 385 493 386 311

Liabilities Current liabilities Payables 25 415 25 415 25 466 25 466 Short-term borrowings 1 021 1 021 1 021 1 021 Employee benefits Salaries and wages 15 650 14 509 14 509 13 357 Annual leave 22 625 22 513 22 671 22 560 Long service leave 15 709 14 716 14 716 13 723 Other 1 098 1 098 1 098 1 098 Short-term provisions 8 574 8 000 8 000 7 426 Other current liabilities 2 145 1 795 1 721 885 Total current liabilities 92 237 89 067 89 202 85 536 Non current liabilities Long-term borrowings 273 591 591 978 Long-term employee benefits Long service leave 45 458 37 789 38 675 31 006 Long-term provisions 32 802 29 381 29 381 25 960 Other non-current liabilities 10 299 8 398 7 843 476 Total non-current liabilities 88 832 76 159 76 490 58 420 Total liabilities 181 069 165 226 165 692 143 956

Net assets 213 584 214 549 219 801 242 355

Equity Contributed capital 74 325 74 325 74 325 74 325 Retained earnings 111 043 112 008 117 260 139 814 Asset revaluation reserve 28 216 28 216 28 216 28 216 Total equity 213 584 214 549 219 801 242 355 Balances as at 30 June end of period.

2021-22 Agency Statements — Volume 3 101 Human Services

Department of Human Services Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Operating activities

Cash inflows Appropriation 940 430 908 105 907 939 945 357 Commonwealth sourced receipts 99 172 105 309 106 796 102 477 Intra-government transfers 23 174 26 417 26 218 26 739 Other grants — 6 353 2 527 351 Fees, fines and penalties 11 163 10 891 10 891 14 030 Sales of goods and services 21 568 21 817 21 492 49 538 Interest received — — — 3 GST received — — — 14 873 Other receipts from state government — 3 052 — 12 896 Other receipts — other 480 512 837 5 967 Cash generated from operations 1 095 987 1 082 456 1 076 700 1 172 231 Cash outflows Employee benefit payments 247 496 249 601 247 123 311 015 Payments for supplies and services 60 295 52 222 53 337 116 488 Interest paid 61 64 64 38 Grants and subsidies 64 903 72 184 69 608 75 008 Intra-government transfers 8 592 9 021 9 511 6 204 Other payments 689 837 664 483 665 147 673 891 Payments to state government — 280 17 335 — Cash used in operations 1 071 184 1 047 855 1 062 125 1 182 644 Net cash provided by (+)/used in (-) operating activities 24 803 34 601 14 575 -10 413 Investing activities Cash inflows Proceeds from sale of property, plant and equipment — 280 17 335 28 Cash generated from investing activities — 280 17 335 28 Cash outflows Purchase of property, plant and equipment 4 409 7 958 7 311 6 370 Cash used in investing activities 4 409 7 958 7 311 6 370 Net cash provided by (+)/used in (-) investing activities -4 409 -7 678 10 024 -6 342

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Department of Human Services Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Financing activities Cash inflows Cash transfers from restructuring activities — — — 158 Cash generated from financing activities — — — 158 Cash outflows Repayment of leases 1 419 1 416 1 416 1 554 Cash used in financing activities 1 419 1 416 1 416 1 554 Net cash provided by (+)/used in (-) financing activities -1 419 -1 416 -1 416 -1 396 Net increase (+)/decrease (-) in cash equivalents 18 975 25 507 23 183 -18 151 Cash and cash equivalents at the start of the period 171 431 145 924 145 924 164 075 Cash and cash equivalents at the end of the period 190 406 171 431 169 107 145 924

Non cash transactions Assets received (+)/donated (-) free of charge — -31 080 -4 830 2

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Administered items for the Department of Human Services Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Appropriation 189 680 183 076 183 074 191 212 Intra-government transfers 11 438 11 638 11 778 10 776 Other grants 418 1 724 4 470 3 982 Fees, fines and penalties — — — 99 Sales of goods and services — — — 162 Interest revenues 295 296 298 165 Other income 10 934 10 755 10 755 18 469 Total income 212 765 207 489 210 375 224 865 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 379 374 374 366 Supplies and services General supplies and services 12 878 15 923 15 556 19 243 Depreciation and amortisation 2 695 2 695 2 695 2 695 Grants and subsidies 199 674 205 960 208 991 206 825 Intra-government transfers 431 615 426 323 Other expenses — — — 2 Payments to state government — 9 353 9 353 3 100 Total expenses 216 057 234 920 237 395 232 554 Total comprehensive result -3 292 -27 431 -27 020 -7 689

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Administered items for the Department of Human Services Statement of financial position 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 41 440 42 037 42 448 66 773 Receivables 110 110 110 110 Total current assets 41 550 42 147 42 558 66 883 Non current assets Investment properties 1 400 1 400 1 400 1 400 Land and improvements 15 983 18 406 18 406 20 829 Plant and equipment 1 342 1 614 1 614 1 886 Total non-current assets 18 725 21 420 21 420 24 115 Total assets 60 275 63 567 63 978 90 998

Liabilities Current liabilities Payables 8 007 8 007 8 007 8 007 Short-term borrowings 29 29 29 29 Total current liabilities 8 036 8 036 8 036 8 036 Total liabilities 8 036 8 036 8 036 8 036

Net assets 52 239 55 531 55 942 82 962

Equity Retained earnings 21 684 24 976 25 387 52 407 Asset revaluation reserve 30 555 30 555 30 555 30 555 Total equity 52 239 55 531 55 942 82 962 Balances as at 30 June end of period.

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Administered items for the Department of Human Services Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Operating activities

Cash inflows Appropriation 189 680 183 076 183 074 191 212 Intra-government transfers 11 438 11 638 11 778 10 776 Other grants 418 1 724 4 470 3 982 Fees, fines and penalties — — — 99 Sales of goods and services — — — 162 Interest received 295 296 298 165 Other receipts — other 10 934 10 755 10 755 18 469 Cash generated from operations 212 765 207 489 210 375 224 865 Cash outflows Employee benefit payments 379 374 374 373 Payments for supplies and services 12 878 15 923 15 556 18 257 Grants and subsidies 199 674 205 960 208 991 210 333 Intra-government transfers 431 615 426 323 Payments to state government — 9 353 9 353 3 100 Cash used in operations 213 362 232 225 234 700 232 386 Net cash provided by (+)/used in (-) operating activities -597 -24 736 -24 325 -7 521 Net increase (+)/decrease (-) in cash equivalents -597 -24 736 -24 325 -7 521 Cash and cash equivalents at the start of the period 42 037 66 773 66 773 74 294 Cash and cash equivalents at the end of the period 41 440 42 037 42 448 66 773

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Summary of major variations

Statement of comprehensive income — controlled

Explanation of significant movements Variations to income are described at the appropriate program level.

Statement of financial position — controlled

Explanation of significant movements All movements are consistent with those described under program summaries.

Statement of cash flows — controlled

Explanation of significant movements All movements are consistent with those described under program summaries.

Statement of comprehensive income — administered items

Explanation of significant movements The decrease in expenses between 2021-22 Budget and 2020-21 Estimated Result is mainly due to once-off funding in 2020-21 for the Cost of Living Stimulus Package, the International Students Package and contributions to the State Emergency Fund.

The increase in income between 2021-22 Budget and 2020-21 Estimated Result is mainly due to additional time limited funding for the Switch for Solar Program in 2021-22.

The decrease in income between 2020-21 Estimated Result and 2019-20 Actual is mainly due to time limited funding in 2019-20 for the International Students Package and contributions to the State Emergency Fund.

Statement of financial position — administered items The decrease in net assets between the 2020-21 Estimated Result and the 2019-20 Actual is primarily due to the projected decrease in cash and cash equivalents.

Statement of cash flows — administered items

Explanation of significant movements 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.

2021-22 Agency Statements — Volume 3 107 Human Services

Additional information for administered items — statement of cash flows

2020-21 2021-22 Estimated 2020-21 2019-20

Budget Result Budget Actual

$000 $000 $000 $000

Operating activities

Cash inflows

Intra-government transfers Charitable and Social Welfare Fund 4 059 4 116 4 116 4 115 Consumer Advocacy and Research Fund(a) — 147 286 288 Gamblers Rehabilitation Fund 7 379 7 375 7 376 6 373 Other grants Gamblers Rehabilitation Fund 418 409 409 382 Concessions — 1 315 4 061 3 600 Fees, fines and penalties Charitable and Social Welfare Fund — — — 61 Gamblers Rehabilitation Fund — — — 12 Home for the Incurables Trust — — — 109 Personal AlertSA — — — 79 Interest received Client Trust Account 200 200 200 122 Disability Services Donations and Bequests — — — 3 Gamblers Rehabilitation Fund — — — 8 Health and Aged Care Service Donations and Bequests — — — 3 Home for the Incurables Trust 94 93 95 25 State Emergency Relief Fund — 2 2 4 Supported Residential Facilities Fund 1 1 1 — Appropriation 189 680 183 076 183 074 191 212 Other receipts Client Trust Account 10 930 10 664 10 664 11 329 Home for the Incurables Trust — 87 87 177 State Emergency Relief Fund — — — 6 963 Supported Residential Facilities Fund 4 4 4 — Cash generated from operations 212 765 207 489 210 375 224 865

Cash outflows

Employee benefit payments Minister’s salary 379 374 374 373 Payments for supplies and services Charitable and Social Welfare Fund 200 200 200 120 Client Trust Account 11 130 10 863 10 863 11 508 Consumer Advocacy and Research Fund(a) — — 44 32 Disability Services Donations and Bequests — — — 6

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2020-21 2021-22 Estimated 2020-21 2019-20

Budget Result Budget Actual

$000 $000 $000 $000 Gamblers Rehabilitation Fund 1 036 1 187 1 187 592 Health and Aged Care Service Donations and Bequests — — — 18 State Emergency Relief Fund — 3 175 3 175 5 790 Home for the Incurables Trust 512 498 87 191 Grants and subsidies Charitable and Social Welfare Fund 3 858 4 463 4 463 3 943 Community Services Obligations 18 281 17 674 17 674 19 660 Concessions 167 529 173 586 176 332 176 122 Consumer Advocacy and Research Fund(a) — 318 413 322 Gamblers Rehabilitation Fund 7 585 7 709 7 710 6 203 Personal AlertSA 2 852 2 825 2 825 4 406 Payments to SA Government — 9 353 9 353 3 100 Cash used in operations 213 362 232 225 234 700 232 386 Net cash provided by (+)/used in (-) operating activities -597 -24 736 - 24 325 -7 521

Investing activities

Cash outflows

Purchase of property, plant and equipment Home for the Incurables Trust — — — — Cash used in investing activities — — — — Net cash provided by (+)/used in (-) investing activities — — — — Net increase (+)/decrease (-) in cash equivalents -597 -24 736 - 24 325 -7 521 Cash and cash equivalents at the start of the financial 42 037 66 773 66 773 74 294 year (as at 1 July) Cash and cash equivalents at the end of the financial 41 440 42 037 42 448 66 773 year (as at 30 June) (a) Administration of the Consumer Advocacy Research Fund was transferred from the Department of Human Services to the Department for Environment and Water effective 1 January 2021.

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110 2021-22 Agency Statements — Volume 3 Agency: Department for Infrastructure and Transport

Minister for Infrastructure and Transport Minister for Recreation, Sport and Racing Minister for Police, Emergency Services and Correctional Services

2021-22 Agency Statements — Volume 3 111 Infrastructure and Transport

112 2021-22 Agency Statements — Volume 3 Infrastructure and Transport

Contents

Infrastructure and Transport

Objective 114 Ministerial responsibilities 114 Ministerial office resources 115 Workforce summary 115 Program net cost of services summary 116 Key agency outputs 116 Investing expenditure summary 117 Program 1: SA Public Transport Authority 123 Program 2: Roads and Marine 127 Program 3: Delivery of Transport Projects 131 Program 4: Provision and Management of Across Government Services 134 Program 5: Infrastructure Planning and Policy 138 Program 6: Recreation, Sport and Racing 141 Program 7: Road Safety 144 Financial statements 147 Summary of major variations 156 Additional information for administered items 158

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Objective The Department for Infrastructure and Transport (DIT) is responsible for the design, delivery and maintenance of state infrastructure used to deliver essential and important services to the community; and for managing and developing transport networks and the service delivery that supports them within South Australia.

DIT supports a growing economy and a thriving community by working on enabling the movement of people, goods and services across the state’s transport networks in a safe, sustainable, efficient, cost effective manner; and by leading and coordinating the development, management and sustainment of public sector building assets and infrastructure that support the delivery of government services.

Ministerial responsibilities

Minister Programs Sub-programs The Hon. CL Wingard 1. SA Public Transport Authority Nil Minister for Infrastructure and 2. Roads and Marine Nil Transport 3. Delivery of Transport Projects Nil Minister for Recreation, Sport 4. Provision and Management of Nil and Racing Across Government Services 5. Infrastructure Planning and Nil Policy 6. Recreation, Sport and Racing Nil The Hon. VA Tarzia 7. Road Safety Nil Minister for Police, Emergency Services and Correctional Services

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

• Registration and licensing collections and disbursements

• Service SA disbursements

• Special Act payment

• Stamp duty receipts.

Statutes

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

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Ministerial office resources

2021-22 Budget Cost of provision

$000 FTE The Hon. CL Wingard 2 514 14.0

Workforce summary

FTEs as at 30 June

2020-21 2021-22 Estimated 2019-20 Budget(a) Result(a) Actual(b) Department for Infrastructure and Transport(c) 1 949.3 1 991.3 2 846.2 Total 1 949.3 1 991.3 2 846.2

Reconciliation to agency FTEs

Add: FTEs transferred out Planning and Local Government — — 168.3 Office of the Valuer-General and Office of the Registrar-General — — 51.9 Parliamentary Support Network Group — — 17.0

Less: FTEs attached Office for Recreation, Sport and Racing — — 79.8

Equals: data published by the Office of the Commissioner for 1 949.3 1 991.3 3 003.6 Public Sector Employment (a) The 2021-22 Budget and 2020-21 Estimated Result reflect the established FTE caps. (b) Data published by the Office of the Commissioner for Public Sector Employment. (c) Includes FTE for the Office for Recreation, Sport and Racing.

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Program net cost of services summary

Net cost of services 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual

$000 $000 $000 $000 Program 1. SA Public Transport Authority 314 351 324 107 325 474 351 043 2. Roads and Marine -66 690 -49 832 -64 143 -68 443 3. Delivery of Transport Projects -774 140 -644 036 -662 266 -121 114 4. Provision and Management of Across 32 188 51 591 41 592 50 087 Government Services 5. Infrastructure Planning and Policy 43 170 41 701 38 347 37 896 6. Recreation, Sport and Racing 68 941 117 980 126 345 54 169 7. Road Safety 23 357 23 016 24 858 48 758 Total -358 823 -135 473 -169 793 352 396

Reconciliation to agency net cost of providing

services

Add: net costs transferred out Planning and Local Government to the Attorney-General’s Department on — -744 — 2 535 1 October 2020 Office of the Valuer-General and Office of the Registrar-General to the Attorney-General’s — 2 762 — 55 791 Department on 1 October 2020 Parliamentary Network Support Group to the Department of Treasury and Finance on — — — 3 774 1 October 2020 Less: net costs attached Office for Recreation, Sport and Racing from the Department of the Premier and Cabinet on — — — 54 169 1 July 2020 Equals: net cost of providing services (as per agency statement of comprehensive -358 823 -133 455 -169 793 360 327 income)

Key agency outputs DIT works as part of the community to deliver efficient transport, and valuable social and economic infrastructure.

116 2021-22 Agency Statements — Volume 3 Infrastructure and Transport

Investing expenditure summary The 2021-22 investment program is $1975 million.

Total 2020-21 Estimated project 2021-22 Estimated 2020-21

completion(a) cost Budget Result Budget Quarter $000 $000 $000 $000

New projects Adelaide Railway Station Jun 2022 4 500 4 000 500 — Athletics Stadium Renewal and Jun 2022 6 000 2 800 200 — Upgrade This project forms part of the Sport and Recreation Infrastructure Plan Augusta Highway Duplication — Jun 2025 180 000 45 000 — — Stage 2 (Nantawarra to Lochiel) Augusta Highway Duplication — Jun 2023 5 000 4 000 — — Stage 3 (Port Pirie to Crystal Brook) — Business Case Driver Training Reform Jun 2022 1 089 1 089 — — Ethelton Railway Station Jun 2022 5 000 5 000 — — Eyre Highway Widening and Jun 2023 2 000 1 000 — — Upgrade — Business Case Gawler Railway Line Station Jun 2023 20 000 15 000 — — Refresh Greater Adelaide Freight Bypass Jun 2023 10 000 2 500 — — — Business Case Green Public Transport — Jun 2023 10 000 2 000 — — Retrofit Hybrid Energy Systems to Diesel Trains Hahndorf Traffic Improvements Jun 2026 250 000 2 500 — — Hindmarsh Stadium Upgrade Dec 2022 45 000 21 000 700 — This project forms part of the Sport and Recreation Infrastructure Plan Kangaroo Island Road Upgrades Jun 2024 19 000 2 000 — — The total project cost including operating expenses for Kangaroo Island Road Upgrades is $40.0 million Marion Road and Sir Donald Jun 2024 45 000 5 000 — — Bradman Drive Intersection Upgrade Murray Bridge to South East Jun 2023 5 000 1 000 — — Links — Business Case Netball Stadium Renewal and Jun 2023 12 000 5 850 150 — Upgrade Works This project forms part of the Sport and Recreation Infrastructure Plan Nottage Terrace and North East Jun 2023 6 000 2 000 — — Road Intersection Upgrade Old Murray Bridge Jun 2023 36 000 10 000 — — Refurbishment

2021-22 Agency Statements — Volume 3 117 Infrastructure and Transport

Total 2020-21 Estimated project 2021-22 Estimated 2020-21

completion(a) cost Budget Result Budget Quarter $000 $000 $000 $000

State Administration Centre Jun 2023 20 200 13 350 — — Precinct Properties Maintenance Tea Tree Plaza Park ‘n’ Ride Jun 2023 48 500 15 000 — — Total new projects 730 289 160 089 1 550 — Existing projects Adelaide Festival Centre Precinct Jun 2021 30 000 — 30 000 — — car park Adelaide Festival Centre Precinct Jun 2024 140 853 20 000 30 000 30 000 — plaza and integration Adelaide Superdrome Upgrade Jun 2022 10 750 6 400 2 860 9 160 Adventure Way and Innamincka Jun 2021 6 000 — 5 828 5 828 Airport Augusta Highway Duplication — Jun 2024 80 000 35 000 6 000 4 000 Stage 1 This project was previously called the Princes Highway — Augusta Highway Duplication. Bus Fleet Replacement program n.a. n.a. 28 925 29 523 25 366 Cape Jervis Breakwater Extension Jun 2021 1 000 — 1 000 1 920 City South Tramline Upgrade Jun 2021 17 469 — 1 513 1 513 City Tram Extension Jun 2022 121 206 1 000 1 905 2 905 Critical Road Bridge Maintenance Jun 2023 20 000 13 500 1 500 2 500 Dublin Saleyards Access Jun 2023 7 000 300 4 550 4 550 The total project cost including operating expenses for Dublin Saleyards Access is $11.0 million. Duplication of Joy Baluch AM Jun 2024 200 000 94 500 45 000 55 000 Bridge Education Building Upgrade Jun 2021 1 300 — 1 300 1 300 Works Evanston Land Release Jun 2021 11 796 — 839 839 Infrastructure Extension of the Tonsley Rail Line Jun 2022 141 000 2 200 37 208 37 208 to the Flinders Medical Centre Fix Candy Road and South Road Jun 2021 2 202 — 286 1 286 Intersection Flagstaff Road Widening Jun 2024 32 880 9 000 15 000 15 000 Fleurieu Connections Jun 2025 560 372 141 000 13 400 18 250 Improvements Package The Fleurieu Connections Improvements Package includes the Main South Road Duplication from Seaford to Aldinga and Victor Harbor Road Duplication projects. Fullarton and Cross Roads Jun 2023 61 000 20 000 14 000 14 000 Intersection Upgrade

118 2021-22 Agency Statements — Volume 3 Infrastructure and Transport

Total 2020-21 Estimated project 2021-22 Estimated 2020-21

completion(a) cost Budget Result Budget Quarter $000 $000 $000 $000

Gawler East Link Road Jun 2023 14 060 75 2 721 3 621 The total project cost including operating expenses for Gawler East Link Road is $68.0 million. Gawler Line Electrification Jun 2024 540 000 165 001 182 000 194 000 Gawler Line Electrification — Jun 2022 175 000 71 517 55 000 — Railcars Glen Osmond and Fullarton Road Jun 2023 35 000 12 000 4 000 4 000 Intersection Upgrade Golden Grove Road — Stage 2 Jun 2023 30 000 21 500 8 000 20 000 Golden Grove Road Upgrade Jun 2022 20 000 2 200 6 978 9 178 Goodwood and Torrens Rail Jun 2023 364 419 3 400 800 — Junction Upgrade Goodwood, Springbank and Jun 2023 61 400 9 000 17 000 15 361 Daws Road Intersection Upgrade Gorge Road, Silkes Road Jun 2022 3 600 2 274 1 300 750 Intersection Upgrade Grand Junction, Hampstead and Jun 2023 19 000 8 876 6 000 6 000 Briens Roads Intersection Upgrade Granite Island Causeway Jun 2023 43 000 28 000 9 000 9 000 Refurbishment Heysen Tunnel Refit and Safety Jun 2024 75 000 13 670 800 25 600 Upgrade Home of Football at State Jun 2022 24 000 15 500 8 241 18 741 Sports Park Project costs of $5 million have been allocated from Sport and Recreation Infrastructure Plan Horrocks Highway Jun 2024 46 000 25 400 10 500 7 460 The total project cost including operating expenses for Horrocks Highway is $55.0 million. Incident Detection System Jun 2021 1 520 — 1 520 1 520 Increased Detection of n.a. n.a. 2 439 252 2 052 Unregistered and Uninsured Vehicles Kroemers Crossing Roundabout Jun 2022 6 000 1 100 1 798 2 698 Main North, Kings and McIntyre Jun 2022 13 000 2 073 10 000 10 000 Roads Intersection Upgrade Main North Road, Nottage Jun 2023 19 000 6 515 7 000 7 000 Terrace Intersection Upgrade Main North Road, Tulloch Road Jun 2022 7 500 20 647 647 Intersection Upgrade Managed Motorways on the Jun 2021 17 200 — 13 041 10 041 South Eastern Freeway

2021-22 Agency Statements — Volume 3 119 Infrastructure and Transport

Total 2020-21 Estimated project 2021-22 Estimated 2020-21

completion(a) cost Budget Result Budget Quarter $000 $000 $000 $000

Marine Package Jun 2023 19 300 13 660 640 1 100 The total project cost including operating expenses for Marine Package is $20.0 million. Mike Turtur Bikeway Jun 2023 25 000 10 000 500 — Mitcham Hills Corridor — Old Jun 2023 20 000 16 500 500 — Belair Road and James Road Mitcham Hills Upgrade Program Jun 2023 20 000 3 500 500 1 000 Mobile Phone Detection Jun 2022 17 800 14 240 3 560 3 560 Cameras Mt Barker Service SA Centre Jun 2021 1 125 — 1 125 1 125 Nairne Intersection Upgrade Jun 2023 13 000 6 800 5 645 5 645 Naracoorte Roundabouts Jun 2023 8 000 500 500 500 New State School Roadworks Jun 2022 17 100 12 686 4 100 5 100 North East Public Transport Jun 2023 57 871 25 215 14 500 9 500 Park ’n’ Rides North East Road and South Para Jun 2022 4 400 500 3 817 1 217 Left Turn Slip Lane North-South Corridor — Jun 2023 754 500 3 000 17 000 20 000 Darlington Upgrade North-South Corridor — Regency Jun 2024 354 150 24 850 114 000 120 000 Road to Pym Street North-South Corridor — Jun 2023 867 000 3 000 6 000 6 000 Northern Connector North-South Corridor — South Jun 2024 818 800 500 — 600 Road Superway North-South Corridor — River n.a. 9 900 000 151 400 41 500 30 500 Torrens to Darlington Estimated total project cost subject to final business case. North-South Corridor — Torrens Jun 2021 767 000 — 1 000 1 000 Road to River Torrens Oaklands Rail Crossing Grade Jun 2023 150 183 614 818 818 Separation Onkaparinga Valley Road, Tiers Jun 2022 2 500 2 206 250 250 Road and Nairne Road Intersection Upgrade Penneshaw and Cape Jervis Ports Jun 2023 22 000 14 000 320 500 Port Adelaide Office Jun 2021 12 238 — 3 250 3 250 Accommodation Fit-out Port Bonython Jetty Jun 2023 57 727 19 000 1 000 1 000 Refurbishment

120 2021-22 Agency Statements — Volume 3 Infrastructure and Transport

Total 2020-21 Estimated project 2021-22 Estimated 2020-21

completion(a) cost Budget Result Budget Quarter $000 $000 $000 $000

Port Road, West Lakes Boulevard Jun 2021 6 000 — 2 799 2 799 and Cheltenham Parade Intersection Upgrade Port Stanvac Wharf and Jun 2022 6 510 6 223 100 100 Foreshore Port Wakefield Overpass and Jun 2024 124 500 40 000 50 000 50 000 Highway Duplication Portrush Road and Magill Road Jun 2023 98 000 13 000 29 000 28 000 Intersection Upgrade Princes Highway Corridor Jun 2024 170 000 44 000 21 000 30 500 Public Transport — Park ’n’ Ride Jun 2021 18 792 — 1 040 1 040 Interchanges Public Transport Ticketing Jun 2022 7 000 3 000 4 000 4 000 System Enhancements Regional North-South Freight Jun 2022 12 000 7 168 4 800 6 000 Route Regional Road Network Package Jun 2022 52 000 7 593 38 000 38 000 Road Maintenance Stimulus Jun 2022 50 000 24 000 26 000 20 000 The total project cost including operating expenses for Road Maintenance Stimulus is $58.0 million Road Safety Package Jun 2023 315 000 105 375 104 625 104 625 Road Safety Package — Regional Jun 2023 143 000 37 000 47 000 52 000 Roads of Strategic Importance Jun 2024 62 500 22 000 13 000 8 000 Initiative — Cockburn to Burra Roads of Strategic Importance Jun 2023 93 750 37 500 8 000 12 000 Initiative — Eyre Highway — Port Augusta to Perth Roads of Strategic Importance Jun 2023 31 250 19 500 7 000 8 000 Initiative — Eyre Peninsula Road Upgrades Roads of Strategic Importance Jun 2024 87 500 21 000 9 000 9 000 Initiative — Renmark to Gawler South Eastern Freeway Jun 2022 35 000 16 200 18 800 — Pavement Rehabilitation Works Sport and Recreation Jun 2025 48 000 2 000 — 1 000 Infrastructure Plan The total project cost including operating expenses for the Sport and Recreation Infrastructure Plan is $204.0 million. State Administration Centre Jun 2022 12 250 4 250 8 000 8 000 Upgrade Strzelecki Track Jun 2024 215 000 60 000 40 000 41 247 Targeted Road Safety Works Jun 2022 59 500 28 311 31 000 31 000

2021-22 Agency Statements — Volume 3 121 Infrastructure and Transport

Total 2020-21 Estimated project 2021-22 Estimated 2020-21

completion(a) cost Budget Result Budget Quarter $000 $000 $000 $000

Thomas Foods International facility Jun 2023 7 000 — 4 285 5 435 The total project cost including operating expenses for Thomas Foods International facility is $14.0 million. Torrens Road, Ovingham Level Jun 2024 231 000 80 000 27 000 24 000 Crossing Upgrade Transport Demand Model Jun 2023 6 000 1 890 2 595 2 595 Upgrade Urban Growth Fund — Planning Jun 2025 13 998 6 578 1 071 6 435 and Construction Women’s Memorial Playing Dec 2021 9 000 4 750 3 903 7 653 Fields Small projects n.a. n.a. 1 551 3 063 21 163 Total existing projects 18 783 771 1 677 445 1 313 916 1 313 551

Annual programs DIT Annual Program n.a. n.a. 127 977 109 681 131 021 This program includes a number of election commitments announced by the government. Office for Recreation, Sport n.a. n.a. 1 713 1 083 1 683 and Racing Residential Properties n.a. n.a. 7 366 7 186 7 186 Total annual programs — 137 056 117 950 139 890 Leases Accommodation n.a. 899 236 125 614 156 244 171 194 Fleet n.a. 17 993 2 769 3 414 3 356 Total Leases 917 229 128 383 159 658 174 550 Total investing expenditure 20 431 289 2 102 973 1 593 074 1 627 991

Reconciliation to total investing expenditure

Add: projects and annual programs transferred out Planning and Local Government to 25 728 — 4 516 — Attorney-General’s Department on 1 October 2020 This is included for presentational purposes only. The full budget is included in the Investing Expenditure Summary for the Attorney-General’s Department. Less: leases recognised under AASB16 917 229 128 383 159 658 174 550 Total 19 539 788 1 974 590 1 437 932 1 453 441 (a) The completion date refers to the financial year where the budget for the projects is closed. However, the projects are generally operational and open to traffic before this time.

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Program 1: SA Public Transport Authority

Description/objective Provision and maintenance of safe, efficient and accessible public transport services in metropolitan Adelaide and assisting regional councils to deliver passenger transport services that meet the needs of their community.

Highlights 2020-21

• Delivered a successful ticketing pilot on the tram fleet, enabling customers to pay for their trip using a credit or debit card, without the need to pre-purchase a ticketed product.

• Completed a review of public transport payments systems and fare compliance models, and mapped the options for future government consideration to inform the development of a planned next generation ticketing system.

• Completed the design of a new customer information rule book to support a new wayfinding system that makes it easier to navigate around the public transport system and commenced roll out of new signage.

• Delivered amenity improvements for the three O-Bahn bus interchanges and the Old Reynella bus interchange to improve passenger experience and safety.

• Transitioned to new contracts and service providers for the Adelaide metropolitan bus and tram network, and procured and transitioned to a new service provider for the Adelaide metropolitan train network.

• Introduced new advanced data analytics tools to support fine-tuning and optimising run-times for routes on the metropolitan bus network, reducing travel times for passengers.

• Commenced passenger services on the extended Tonsley rail line to Flinders Medical Centre, as part of the Extension of the Tonsley Rail Line to Flinders Medical Centre project (including the new Tonsley Railway Station).

• Implemented the first stage of a new digital experience for South Australian Transport Subsidy Scheme taxi travel, leading to improved service to scheme members and efficiencies for the taxi industry.

Targets 2021-22

• Commence rollout of new next generation ticket validators across trams and buses (including O-Bahn) that can read MetroCards, credit and debit cards, and bar codes to support a new ticketing system and finalise the business case for next generation public transport payments system.

• Complete implementation of a new contract management framework and performance reporting system to improve the management of service delivery partners.

• Commence a new 10 year station refresh program to upgrade the amenity of train stations to current standards, and continue the refresh transport infrastructure on the bus network.

• Progress implementation of the new integrated wayfinding system with enhancements to trip planning information and network signage to make it easier for customers to navigate the public transport network.

• Complete the transition to electrified train services on the Gawler Line, optimise timetables to reduce travel times, and provide more options for integrated end-to-end journeys at key interchanges.

• Develop and deliver a customer attraction program to increase awareness of public transport as a journey to work option, and bring more customers back to public transport.

• Formulate a Green Public Transport strategy for transition to zero emissions (ZE), progress trials of ZE buses and retrofit a hybrid energy system to diesel trains to reduce emissions for the remaining fleet life.

• Complete the transition of all South Australian Transport Subsidy Scheme members and industry participants to the new digital experience, and improve services provided to Access Taxi clients.

• Progress the delivery of more than 1000 new car parks at Park ‘n’ Rides in the North East between Paradise, Golden Grove and Tea Tree Plaza.

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Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth revenues 86 378 119 687 97 715 50 827 Intra-government transfers 281 10 213 10 213 1 379 Other grants 59 126 64 501 64 712 64 925 Fees, fines and penalties 12 395 11 207 10 839 12 317 Sales of goods and services 103 315 65 663 80 513 80 045 Net gain or loss from disposal of assets — — — 25 Other income 14 525 13 297 13 846 13 617 Total income 276 020 284 568 277 838 223 135 Expenses Employee benefit expenses 33 115 74 994 73 496 118 624 Supplies and services 407 543 389 862 385 605 311 383 Depreciation and amortisation expenses 121 052 118 427 118 557 117 085 Borrowing costs — — — 31 Grants and subsidies 19 361 16 086 16 085 17 974 Other expenses 9 300 9 306 9 569 9 081 Total expenses 590 371 608 675 603 312 574 178 Net cost of providing services 314 351 324 107 325 474 351 043 FTEs as at 30 June (No.) 212.7 225.2 446.5 1 042.7

Explanation of significant movements The $8.5 million decrease in income between 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

• the timing of Commonwealth Government contributions toward major projects, including Gawler Line Electrification and Extension of the Tonsley Rail Line to the Flinders Medical Centre in 2020-21 ($33.3 million)

• funding for public transport cleaning due to COVID-19 from SA Health in 2020-21 ($9.9 million) partially offset by

• Metroticket sales revenue returning to pre-COVID patronage levels in 2021-22 ($39.5 million).

The $18.3 million decrease in expenses between 2021-22 Budget and 2020-21 Estimated Result is primarily due to the establishment and transition of new contracts for the provision of heavy rail passenger services for the Adelaide Metropolitan Passenger Rail Network ($18.3 million).

The $6.7 million increase in income between 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

• timing of Commonwealth Government contribution toward the Gawler Line Electrification project in 2020-21 ($22.0 million) partially offset by

• decrease in the collection of Metroticket sales revenue due to the impact of COVID-19 ($16.4 million).

124 2021-22 Agency Statements — Volume 3 Infrastructure and Transport

The $54.7 million increase in income between 2020-21 Budget and 2019-20 Actual is primarily due to:

• funding for public transport cleaning due to COVID-19 from SA Health in 2020-21 ($9.9 million) partially offset by

• COVID-19 Support Fund income to support taxi industry operators during COVID-19 in 2019-20 ($4.9 million).

The $29.1 million increase in expenses between 2020-21 Budget and 2019-20 Actual is primarily due to:

• transition costs to outsource the operation, maintenance and service delivery of Adelaide Metro train service in 2020-21 ($23.9 million)

• net increase for public transport cleaning due to COVID-19 in 2020-21 ($6.6 million)

• lower fuel costs due to lower fuel prices in 2019-20 ($6.2 million) partially offset by

• taxi industry relief as part of the COVID-19 Support Fund to support operators during the COVID-19 pandemic in 2019-20 ($4.6 million)

• bus and tram tender review costs in 2019-20 ($2.1 million).

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result(a) Target Actual(a) Metropolitan public passenger services Initial boardings: • Boardings for public transport services 53.6m 38.9m 53.6m 44.5m 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 6.2m 9.0m 6.9m 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 45.1m 62.6m 51.4m Total boardings including transfers: • Boardings for public transport services 67.4m 49.3m 67.4m 56.6m 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 6.2m 9.0m 6.9m Estimated free travel does not require validation of a metro card and as such, does not include transfers to other free services. Total boardings 76.4m 55.6m 76.4m 63.5m On-time running % of bus services arriving within 4 minutes and 95% 94% 95% 94% 59 seconds

2021-22 Agency Statements — Volume 3 125 Infrastructure and Transport

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result(a) Target Actual(a) % of train services arriving within 4 minutes and 98% 96% 98% 97% 59 seconds % of tram services arriving within 4 minutes and 97% 99% 98% 98% 59 seconds (a) The 2019-20 Actual patronage and 2020-21 Estimated Result reflects the impact of COVID-19 on the public transport network.

Activity indicators

2021-22 2020-21 2020-21 2019-20 Projection Estimated Projection Actual Result No. of buses used for Metroticket services 991 991 985 990 No. of rail cars used for Adelaide Metro services 136 136 136 136 No. of trams used for Adelaide Metro services 24 24 24 24 Excludes the two heritage H class trams in storage. % of fully accessible vehicles in metro fleet by: • Bus 100% 100% 100% 100% • 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) 53.8 53.8 53.8 53.8 Passenger journeys in regional areas (million) 1.0 0.97 1.0 0.95

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Program 2: Roads and Marine

Description/objective Provision of safe, effective and efficient maintenance, operations and service delivery on roads and marine infrastructure that is in the care and control of the department, regulation of driver and vehicle access to the transport network and the delivery of services that support customer and community mobility.

Highlights 2020-21

• Opened new Service SA centres in Mount Barker and Port Adelaide with a focus on digital services through assisted self-service and digital kiosks, and incorporating improvements to the concierge and customer flows within the service model.

• Completed the procurement and transitioned to the new state-wide road maintenance contracts, and delivered a range of stimulus funded programs to improve road safety and maintenance conditions.

• Resurfaced and rehabilitated approximately 198 lane kilometres to improve ride quality on inner urban roads, and resealed and rehabilitated 78 lane kilometres on rural roads.

• Undertook risk analysis to prioritise the program of stimulus funded road safety works on high-traffic regional road corridors that include shoulder sealing, audio-tactile line marking, pavement remediation, junction lighting and other improvements, and the installation of safety barriers.

• Completed remedial works and commenced the design of new ferry berthing structures for Cape Jervis and Penneshaw harbours, and undertook a number of other improvements to the marine network.

Targets 2021-22

• Continue the delivery of the additional resealing and upgrades to metropolitan roads brought forward through stimulus funding, and prioritise the next tranche of regional road safety improvement upgrades.

• Progress further reforms to the point to point passenger transport industry to improve transport choices for South Australians.

• Contribute to the development of national reforms to improve freight transport safety, efficiency and productivity, including Heavy Vehicle National Law and road vehicle standards.

• Deliver the next steps in the program to transform delivery of services through Service SA, with the refurbishment of selected centres, extending the range of transactions that can be completed online, and improving the online customer experience.

• Complete the delivery of the stimulus funded program of marine infrastructure improvements for the nominated jetties and boat ramps, and finalise a long-term Jetties Strategy to support prioritisation of further investment in the state’s marine assets to sustain them and maximise community benefits.

• Complete the procurement of a new 25 year Kangaroo Island Ferry Services contract for commencement in mid-2024, and finalise the design of the harbour and wharf infrastructure to support the new vessels that will be provided by the successful service delivery partner.

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Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth revenues 35 260 39 307 34 827 36 043 Intra-government transfers 1 037 163 1 037 10 590 Fees, fines and penalties 604 766 585 877 587 583 581 890 Sales of goods and services 17 695 17 143 15 920 4 675 Interest revenues — 11 96 526 Net gain or loss from disposal of assets — 1 860 — 455 Resources received free of charge — 11 232 11 232 4 774 Other grants — 6 613 6 210 — Other income 23 041 23 131 22 330 26 288 Total income 681 799 685 337 679 235 665 241 Expenses Employee benefit expenses 75 880 81 877 88 205 72 678 Supplies and services 126 895 143 936 118 703 143 588 Depreciation and amortisation expenses 386 276 381 908 381 801 351 865 Borrowing costs 100 105 105 6 Grants and subsidies 4 923 6 335 6 570 6 445 Intra-government transfers 1 849 2 302 659 70 Other expenses 19 186 19 042 19 049 22 146 Total expenses 615 109 635 505 615 092 596 798 Net cost of providing services -66 690 -49 832 -64 143 -68 443 FTEs as at 30 June (No.) 736.4 779.9 914.2 966.6

Explanation of significant movements

The $3.5 million decrease in income between 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

• transfer of control of the Port Stanvac Wharf to the government in 2020-21 ($17.4 million)

• Commonwealth Government funding for the Local Roads Community Infrastructure Program in 2020-21 ($4.5 million) partially offset by

• increase in revenue associated with driver licences and motor vehicle registrations under the Motor Vehicle Act 1959 due to volume and indexation adjustments in 2021-22 ($19.7 million).

The $20.4 million decrease in expenses between 2021-22 Budget and 2020-21 Estimated Result is primarily due to the once-off reclassification of expenditure from investing to operating for maintenance works related to

128 2021-22 Agency Statements — Volume 3 Infrastructure and Transport

Tall Ships, Navigational Aids, Kangaroo Island berthing holding measures and Road Maintenance Stimulus expenditure in 2020-21 ($21.5 million).

The $6.1 million increase in income between 2020-21 Estimated Result and 2020-21 Budget is primarily due to Commonwealth Government funding for the Local Roads Community Infrastructure Program in 2020-21 ($4.5 million).

The $20.4 million increase in expenses between 2020-21 Estimated Result and 2020-21 Budget is primarily due to the reclassification of expenditure from investing to operating for maintenance works related to Tall Ships, Navigational Aids, Kangaroo Island berthing holding measures and Road Maintenance Stimulus expenditure in 2020-21 ($21.5 million).

The $14.0 million increase in income between 2020-21 Budget and 2019-20 Actual is primarily due to:

• timing of transfer of control of the Port Stanvac Wharf to the government in 2020-21 ($17.4 million) partially offset by

• higher Port Bonython cargo and harbour revenue due to increased activity in 2019-20 ($2.2 million)

• timing of Commonwealth Government funded Roads to Recovery Program in 2019-20 ($1.3 million).

The $18.3 million increase in expenses between 2020-21 Budget and 2019-20 Actual is primarily due to:

• increased depreciation due to revaluation of road network and major road projects to be capitalised in 2020-21 including North-South Corridor (NSC)-Darlington Upgrade project, Gawler East Link Road project and Penola Bypass ($29.0 million)

• increased expenditure for the Port Bonython engineering study to ensure the long term viability of the Port Bonython assets in 2020-21 ($2.0 million) partially offset by

• recognition of expenses for the value of services provided by other agencies to the department, free of charge in 2019-20 ($4.7 million)

• reform costs associated with road maintenance and Service SA in 2019-20 ($3.4 million)

• increased regional and metropolitan road maintenance stimulus expenditure in response to COVID-19 in 2019-20 ($3.2 million).

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual Bridge health index 72 71 72 71 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. Road pavement surface condition — percent of travel 91.9% 91.9% 92% 92.2% 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 under >90% 97.3% >90% 84% 20 minutes COVID-19 social distancing restrictions limited the number of customers within a centre at any one time. Total visit time excludes any wait the customer may have experienced prior to entering a Service SA centre

2021-22 Agency Statements — Volume 3 129 Infrastructure and Transport

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of calls answered in <5 minutes 90% 45.1% 90% 65% The number of calls answered within less than 5 minutes decreased during 2020-21 due to a number of events including: significant increase in calls relating to licence test bookings and vehicle inspection bookings that were suspended for a period due to COVID-19, an increase in the number and complexity of enquiries due to service interruptions related to COVID-19 at Service SA Centres due to social distancing protocols and significant number of enquiries relating to the new COVID-19 Safe function on the my SAGov app.

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual Average travel speed on arterial roads in Adelaide 35.0 km/h 35.0 km/h 35.0 km/h 40.3 km/h The 2019-20 Actual activity indicators reflect the impacts of COVID-19 on traffic due to less congestion on the road. % variability of travel speed — caused by traffic controls 12% 11% 12% 8.8% and conditions

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Program 3: Delivery of Transport Projects

Description/objective Provision of major infrastructure safely and efficiently to sustain and support growth, and maximise the benefit of the government’s investment in transport assets.

Highlights 2020-21

• Commenced main construction works on the Duplication of the Joy Baluch AM Bridge and Port Wakefield Overpass and Highway Duplication projects, sealed approximately 70 kilometres of the Strzelecki Track and commenced construction on a number projects on key intrastate and interstate routes (including the Barrier Highway, Princes Highway, Dukes Highway, Eyre Highway and Horrocks Highway).

• Completed the NSC-Darlington Upgrade project and opened the NSC-Regency Road to Pym Street project more than six months ahead of schedule.

• Completed works on the South Eastern Freeway, Managed Motorway Measures project from Stirling to Crafers, and completed pavement rehabilitation from the Toll Gate to the Tunnels.

• Commenced main construction works on congestion busting intersection upgrades including the Goodwood/Springbank/Daws Road, Portrush/Magill Road, Main North/Kings/McIntyre Road, Grand Junction/Hampstead/Briens Road, and Main North Road/Nottage Terrace intersection upgrades.

• Completed Golden Grove Road Stage 1 Upgrade, and commenced main construction works on the Granite Island Causeway Refurbishment and Flagstaff Road Widening projects.

• Completed the Extension of the Tonsley Rail Line to the Flinders Medical Centre project and handed it over to operations, completed the Paradise Park’n’Ride on the O-Bahn, advanced the electrification of the Gawler Line Electrification project, and commenced the Ovingham Level Crossing Grade Separation project.

Targets 2021-22

• Open the Duplication of the Joy Baluch AM Bridge and Port Wakefield Overpass and Highway Duplication projects to traffic, commence duplication of the Augusta Highway from Nantawarra to Lochiel, and advance works on the multi-year program to seal the Strzelecki Track.

• Deliver the next stage of construction on a number projects on key intrastate and interstate routes, including the Barrier Highway, Princes Highway, Dukes Highway, Eyre Highway, Sturt Highway, Horrocks Highway and Yorke Peninsula Roads.

• Complete all works on the NSC-Regency Road to Pym Street and commence early works on the NSC-River Torrens to Darlington project with services relocations and preliminaries to enable preparation for tunnelling works.

• Complete works on congestion busting intersection upgrades including the Goodwood/Springbank/Daws Road, Portrush/Magill Roads, Main North Road/Kings/McIntyre Roads, Grand Junction/Hampstead/Briens Roads, and Main North Road/Nottage Terrace intersection upgrades.

• Deliver and open the new Granite Island Causeway Refurbishment, complete Flagstaff Road Widening, Nairne Intersection Upgrade, and Gorge Road, Silkes Road Intersection Upgrade, and start main construction works on the Victor Harbor Road Duplication project and Main South Road Duplication from Seaford to Aldinga.

• Deliver the Gawler Line Electrification project and transition into service delivery with new electric railcars, complete and open the Golden Grove Park ‘n’ Ride, and commence the expansion of Tea Tree Plaza Park ’n’ Ride.

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Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth revenues 799 809 705 592 714 462 194 284 Intra-government transfers 14 500 19 500 16 250 10 489 Other grants — 839 839 — Other income 18 750 3 800 3 800 7 021 Total income 833 059 729 731 735 351 211 794 Expenses Employee benefit expenses 9 918 10 818 10 667 6 769 Supplies and services 48 681 74 031 61 634 83 255 Grants and subsidies — — — 653 Intra-government transfers — 506 446 — Other expenses 320 340 338 3 Total expenses 58 919 85 695 73 085 90 680 Net cost of providing services -774 140 -644 036 -662 266 -121 114 FTEs as at 30 June (No.) 205.8 204.4 184.9 115.9

Explanation of significant movements The $103.3 million increase in income between 2021-22 Budget and 2020-21 Estimated Result is primarily due to the timing of Commonwealth Government contributions towards major projects ($94.2 million).

The $26.8 million decrease in expenses between 2021-22 Budget and 2020-21 Estimated Result is primarily due to timing of major works on various projects including Anangu Pitjantjatjara Yankunytjatjara (APY) Lands Main Access Road Upgrade and Gawler Line Electrification project ($25.4 million).

The $5.6 million decrease in income between 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

• the timing of Commonwealth Government contributions towards major projects ($8.9 million) partially offset by

• a contribution from the Attorney-General’s Department towards works on the Linear Coast Park project in 2020-21 ($3.3 million).

The $12.6 million increase in expenses between 2020-21 Estimated Result and 2020-21 Budget is primarily due to timing of major works on various projects including APY Lands Main Access Road Upgrade in 2020-21 ($12.4 million).

The $523.6 million increase in income between 2020-21 Budget and 2019-20 Actual is primarily due to timing of Commonwealth Government contributions toward major projects ($520.2 million).

The $17.6 million decrease in expenses between 2020-21 Budget and 2019-20 Actual 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 in 2019-20 ($41.9 million)

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partially offset by

• timing of major works including the Gawler Line Electrification project, road infrastructure upgrades providing safe access to Thomas Foods International, Wardang Island building works, and Tourism signage in 2020-21 ($17.5 million)

• state school intersection works to support the state government initiatives for two new urban schools at Angle Vale and Aldinga in 2020-21 ($3.4 million)

• delivery of Greenway and Cycle Paths program budget reported in Program 5 — Infrastructure Planning and Policy in 2019-20 ($2.2 million).

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Program 4: 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 2020-21

• Finalised a new target operating model and commenced implementation for the future Across Government Facilities Management Arrangements (AGFMA) that responds to recommendations arising from reviews by the Auditor-General, Ombudsman, Safework SA and the Productivity Commission.

• Completed construction of a number of projects including the Karoonda Area School pool replacement, the Angle Park SAMFS Training Centre, Carrick Hill Heritage Refurbishment and a number of schools projects that form part of the Department for Education’s capital works program.

• Progressed the delivery of a further 70+ school upgrade projects as part of the Department for Education’s capital works program that will support the transition to year 7 in early 2022.

• Finalised amendments to the Land Acquisition Act 1969 that respond to the findings of a 2016 parliamentary enquiry, and facilitated the timely acquisition of properties required for key road infrastructure projects across Adelaide and the state.

• Completed remedial works to the façade of the State Administration Centre, progressed remediation of other key state-owned CBD offices, and progressed the delivery of the Festival Plaza upgrade, with completion and opening of the stages of the public domain around the Adelaide Railway Station precinct.

• Facilitated COVID-19 rental relief payments for departmental tenants.

Targets 2021-22

• Finalise procurement of the new service delivery partner(s) for facilities management and of complete the transition to a new operating model for the future AGFMA, maximising the opportunity for local small and medium enterprises to deliver maintenance works and improving asset management practices.

• Complete construction of all school projects that form part of the Department for Education’s capital works program, facilitating year 7 students transitioning into high school from the start of the 2022 school year.

• Complete construction of the upgrades at the Repat Health Precinct, Modbury Hospital, Flinders Medical Centre, Women’s and Children’s Hospital, Lyell McEwin Hospital and Adelaide Women’s Prison.

• Support client agencies in finalising business cases and advance the planning and design for key government infrastructure projects including the New Women’s and Children’s Hospital and SA Pathology New Laboratory Site.

• Commence the land acquisition program for the NSC-River Torrens to Darlington project and facilitate access, via acquisition, to properties required for other key road infrastructure projects.

• Advance major remediation and makeover of the key government owned CBD office buildings including the State Administration Centre, Wakefield House and 31 Flinders Street, and the fit-out of new leased premises at 83 Pirie Street.

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Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Intra-government transfers 9 488 9 283 9 283 — Sales of goods and services 313 836 314 029 317 809 358 609 Interest revenues 3 726 6 589 7 202 7 925 Net gain or loss from disposal of assets 300 300 300 2 067 Other grants — 976 — — Other income 20 452 8 878 8 475 5 801 Total income 347 802 340 055 343 069 374 402 Expenses Employee benefit expenses 45 387 47 465 47 409 47 865 Supplies and services 168 370 178 054 167 844 202 636 Depreciation and amortisation expenses 131 648 127 416 132 923 125 041 Borrowing costs 21 864 23 780 24 192 26 431 Grants and subsidies — — — 270 Intra-government transfers — — — 10 Other expenses 12 721 14 931 12 293 22 236 Total expenses 379 990 391 646 384 661 424 489 Net cost of providing services 32 188 51 591 41 592 50 087 FTEs as at 30 June (No.) 390.7 386.5 398.6 424.8

Explanation of significant movements

The $7.7 million increase in income between 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

• review of lease incentive budgets as a result of the implementation of revised accounting standards ($12.0 million) partially offset by

• reduced revenue as a result of the transfer of South Australia Government Employees Residential Properties (SAGERP) to the general government sector in 2021-22 ($2.5 million)

• rent relief reimbursement from the COVID-19 Support Fund in 2020-21 ($1.0 million).

The $11.7 million decrease in expenses between 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

• reduced operating lease expenses as a result of the implementation of revised accounting standards and transfer of leases to other government agencies ($6.0 million)

• timing of works associated with the Leigh Creek Township transformation activities ($4.5 million)

• reduced borrowing costs as a result of the transfer of SAGERP to the general government sector ($2.5 million)

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• once-off costs for specialist and technical support for the implementation of the Competitive Tender Future Target Operating Model in 2020-21 ($2.2 million) partially offset by

• increased depreciation on right-of-use buildings as a result of implementation of revised accounting standards in 2021-22 ($4.2 million).

The $3.0 million decrease in income between 2020-21 Estimated Result and 2020-21 Budget is primarily due to:

• reduced office accommodation income resulting from the transfer of leases to other government agencies in 2020-21 ($4.1 million) partially offset by

• rent relief reimbursement from the COVID-19 Support Fund in 2020-21 ($1.0 million).

The $7.0 million increase in expenses between 2020-21 Estimated Result and 2020-21 Budget is primarily due to the removal of lease incentives in 2020-21 ($6.5 million).

The $31.3 million decrease in income between 2020-21 Budget and 2019-20 Actual is primarily due to additional facilities maintenance and fit-out works income from multiple agencies due to increased demand in 2019-20 ($33.7 million).

The $39.8 million decrease in expenses between 2020-21 Budget and 2019-20 Actual is primarily due to:

• additional facilities maintenance and fit-out works for multiple agencies due to increased demand in 2019-20 ($33.7 million)

• timing of transfer of the new office for public sector employees in Port Adelaide and land reserves to council in 2019-20 ($6.6 million)

• payment of proceeds from sale of land surplus to departmental requirements to the consolidated account in 2019-20 ($3.9 million) partially offset by

• increased depreciation on right-of-use buildings as a result of implementation of revised accounting standards in 2020-21 ($6.3 million).

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual Client satisfaction 92% 90% 92% 94% DIT facilities services only. Average facilities services management cost as a 11.2% 11.2% 10% 10.7% percentage of value of services <$150 000 DIT facilities services only. Contract administration cost as a percentage of facilities 1.8% 1.8% 1.8% 1.6% management contract throughout Vacancy rate as a percentage of the total area of owned 3.5% 2.8% 3.3% 3.4% commercial buildings Includes government owned commercial buildings. Excludes buildings on land held for future road projects, and buildings used in the course of DIT business. Management cost per residential property per annum $1 330 $1 300 $1 300 $1 285 Vacancy rate as a percentage of the total number of 9% 8.6% 9% 8.5% residential properties managed

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Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of facilities services jobs 40 000 95 000 110 000 106 292 Number of jobs and value will change due to the new AGFMA. Value of facilities services jobs $48m $114m $150m $128m Number of jobs and value will change due to the new AGFMA. Excludes individual projects >$150 000 in value. Value of building construction projects managed $2 300m $2 000m $2 000m $1 640m Number of jobs and value will change due to the new AGFMA. Excludes individual projects >$300m in value. No. of government employee residential tenancies 2 000 1 927 2 400 2 470 managed No. of owned government employee residential 1 260 1 291 1 300 1 326 properties No. of leased government employee residential 480 444 430 403 properties

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Program 5: Infrastructure Planning and Policy

Description/objective Establish strategic plans, standards and program management frameworks for network development to deliver positive community and economic benefits for South Australians.

Highlights 2020-21

• Advanced the technical analysis and preparation of the final business case, reference designs and on-ground investigations for the NSC-River Torrens to Darlington project that will complete the North-South corridor.

• Progressed a suite of transport network studies on priority corridors and key programs identified in the 20 year State Infrastructure Strategy including Cross Road, Portrush Road, Payneham Road, Main North Road, Brighton Road, Unley Road and the LeFevre Peninsula.

• Developed new and updated advanced data analytics and modelling tools that performs analysis of the Strategic Transport Network to provide traffic modelling inputs for the NSC design and the suite of other transport network planning studies.

• Completed detailed submissions on new initiatives for the Infrastructure Australia Infrastructure Priority List including Level Crossing Congestion and Safety, Public Transport Capacity and Access, Outer Ring Route Capacity, High Productivity Network Access, and Road Network Maintenance.

• Completed planning studies and business cases for important transport infrastructure initiatives including: the Strezelecki Track, Regional Roads upgrades, Princes Highway Corridor improvements, Roads of Strategic Importance, Victor Harbor Road Duplication and Main South Road Duplication

• Finalised the Hahndorf Traffic Study and commenced community engagement.

• Made submissions and completed scoping to support commencement of a range of economic stimulus infrastructure initiatives to sustain employment and support economic growth including regional road safety treatments, urban road pavement rehabilitation, bridge improvements, marine facilities upgrades and road maintenance works.

Targets 2021-22

• Complete the reference design for the NSC-River Torrens to Darlington project, define the city-shaping program that will support it, and complete the NSC business case.

• Finalise network and corridor plans to identify the pipeline of priority works and investments that arise from the 20 year State Infrastructure Strategy.

• Complete planning studies for: The Greater Adelaide Freight Bypass, Southern Fleurieu Peninsula Transport Connectivity, Augusta Highway-Port Pirie to Crystal Brook, Murray Bridge to South East Links, remaining stages of the Eyre Highway.

• Undertake export supply chain analysis and economic heat mapping to identify transport infrastructure needed to support economic growth opportunities within the state and to support industry development on LeFevre Peninsula.

• Define and implement modernised data-driven methods for strategic asset management to optimise investments in road maintenance and renewal; and complete a suite of transport modelling and analytics tools used to support new project planning and network operations management decisions.

• Continue development of standards to support the use of recycled materials in civil construction.

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Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth revenues 3 918 7 377 6 205 3 440 Intra-government transfers 3 050 — — 3 259 Sales of goods and services 1 031 1 006 1 006 — Interest revenues — — — 33 Other income 2 914 16 613 16 994 2 579 Total income 10 913 24 996 24 205 9 311 Expenses Employee benefit expenses 11 859 12 209 11 527 9 549 Supplies and services 17 483 27 425 24 587 3 600 Depreciation and amortisation expenses 23 076 23 062 24 175 25 400 Borrowing costs — — — 7 Grants and subsidies 1 487 3 746 2 156 8 166 Intra-government transfers 33 94 9 361 Other expenses 145 161 98 124 Total expenses 54 083 66 697 62 552 47 207 Net cost of providing services 43 170 41 701 38 347 37 896 FTEs as at 30 June (No.) 246.8 234.1 218.3 134.0

Explanation of significant movements The $14.1 million decrease in income between 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

• council contribution towards Gawler East Link Road project in 2020-21 ($8.1 million)

• timing of funding for Womma Road and Stebonheath Road Roundabout in 2020-21 ($3.8 million)

• Commonwealth Government contribution toward the Heavy Vehicle Safety and Productivity Program (HVSPP) in 2020-21 ($3.4 million).

The $12.6 million decrease in expenses between 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

• timing of grants contributions for the Adelaide Bikeways Low Carbon Investment Program in 2020-21 ($4.0 million)

• timing of works from Mt Barker Urban Growth Fund ($2.9 million)

• timing of grant contributions for various projects including Bratten Bridge, Mt Gambier Airport Upgrade, Remote Airstrip Program ($1.9 million).

The $14.9 million increase in income between 2020-21 Budget and 2019-20 Actual is primarily due to:

• council contribution towards Gawler East Link Road project in 2020-21 ($8.1 million)

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• timing of Commonwealth Government funded Roads to Recovery program in 2020-21 ($2.5 million)

• increase in Commonwealth Government contribution toward the HVSPP in 2020-21 ($3.2 million).

The $15.3 million increase in expenses between 2020-21 Budget and 2019-20 Actual is primarily due to:

• reclassification of annual program costs from capital to operating for Planning a Better Transport system in 2020-21 ($7.0 million)

• Adelaide Bikeways Low Carbon Investment Program in 2020-21 ($4.0 million)

• major development works associated with Mt Barker, Angle Vale, Virginia and Playford areas in 2020-21 ($3.0 million)

• delivery of Greenway and Cycle Paths program actuals reported in Program 3 — Transport Project Delivery in 2019-20 ($2.2 million).

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Program 6: Recreation, Sport and Racing

Description/objective The Office for Recreation, Sport and Racing (ORSR) is responsible for policy development, program and service delivery, promotion and elite pathways that contribute to the government’s vision of an ‘Active State, Connected Communities and Inspire Performance’. ORSR is the lead agency for the regulation of boxing and martial arts, recreational greenways, sports drug testing, recreation grounds rates and taxes and the Port Pirie racecourse site.

ORSR identifies statewide infrastructure needs for the sector and participates as required in their planning, delivery and maintenance. The Office also invests in the recreation, sport and racing sector through the provision of grants that contribute to the achievement of the government's vision.

Highlights 2020-21

• Developed and launched the Office for Recreation, Sport and Racing Strategic Plan 2021-25.

• Secured funding for the priority projects identified in the State Sport and Recreation Infrastructure Plan 2020-40 including Memorial Drive Tennis Centre, Hindmarsh Stadium, Netball SA Stadium, SA Athletics Stadium, State Basketball Centre and Thebarton Oval.

• Completed the decennial review of the agency’s grants programs, Investing in an Active State: a sport and recreation investment strategy for South Australia, and implemented a new suite of grants program based on its recommendations.

• Established and coordinated an across-government committee for the implementation of Game On: Getting South Australia moving.

• Developed an action plan that explores youth inactivity and provides a pathway to influence increased youth movement, play and performance.

Targets 2021-22

• Achieve per capita representation on the 2021 Australian Olympic and Paralympic Teams and the 2022 Australian Commonwealth Games Team.

• Progress major infrastructure initiatives for the State through the commencement of construction of a new SA Sports Institute (SASI)/ORSR facility, the completion of an updated State Sport and Recreation Infrastructure Plan, and the completion of the Hindmarsh Stadium redevelopment and the National Centre for Sports Aerodynamics.

• Implement the findings of the Grants Review, including the delivery of the new Partnerships Program and transitioning to the new State Sector Program.

• Commence implementation of the Game On Youth Action Plan.

• Expand the Sports Vouchers program to include year 8 and 9 high school students.

• Undertake Cost of Sport modelling, seeking to understand the cost inputs of sport delivery against the consumer’s willingness to pay.

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Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth revenues 1 535 422 1 457 140 Intra-government transfers 4 524 4 538 4 500 4 407 Other grants 782 841 617 713 Fees, fines and penalties — — — 4 Sale of goods and services 887 865 1 014 563 Interest revenue — — — 3 Net gain or loss on disposal of assets — — — -290 Resources received free of charge — — — 134 Other income 431 365 912 4 337 Total income 8 159 7 031 8 500 10 011 Expenses Employee benefit expenses 8 493 8 435 8 326 9 033 Supplies and services 6 945 5 874 6 213 6 075 Depreciation and amortisation expenses 8 792 8 598 8 590 8 628 Borrowing costs 3 4 2 3 Grants and subsidies 52 695 101 931 111 529 40 214 Intra-government transfers 37 37 37 35 Other expenses 135 132 148 192 Total expenses 77 100 125 011 134 845 64 180 Net cost of providing services 68 941 117 980 126 345 54 169 FTEs as at 30 June (No.) 82.5 82.5 82.5 79.8

Explanation of significant movements The $1.1 million increase in income between 2021-22 Budget and 2020-21 Estimated Result is primarily due to the recognition of Commonwealth Government revenue in 2021-22 recognised in line with expenditure on related capital works projects ($1.2 million).

The $47.9 million decrease in expenses between 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

• a grant for Stage 2 of the Memorial Drive Tennis Centre redevelopment as part of the implementation of the Sport and Recreation Infrastructure Plan in 2020-21 ($44.0 million)

• other grants paid in 2020-21 as part of the implementation of the Sport and Recreation Infrastructure Plan ($10.0 million) partially offset by

• a reprofile of grant expenditure to 2021-22 related to the implementation of the Sport and Recreation Infrastructure Plan ($9.0 million).

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The $1.5 million decrease in income between 2020-21 Estimated Result and 2020-21 Budget is primarily due to the timing of the recognition of Commonwealth revenue in line with expenditure on related capital works projects ($1.2 million)

The $9.8 million decrease in expenses between 2020-21 Estimated Result and 2020-21 Budget is primarily due to the reprofile of grant expenses to 2021-22 related to the implementation of the Sport and Recreation Infrastructure Plan ($9.0 million).

The $1.5 million decrease in income between 2020-21 Budget and 2019-20 Actual is primarily due to:

• returned grant income for capital works not undertaken by the grantee in 2019-20 ($2.4 million)

• the South Australian National Football League and South Australian Cricket Association’s contribution to the Grassroots Football, Cricket and Netball Facility Grant Program in 2019-20 ($1.0 million) partially offset by

• Commonwealth Government contribution to the upgrades of the Adelaide Superdrome in 2020-21 ($1.5 million).

The $70.7 million increase in expenses between 2020-21 Budget and 2019-20 Actual is primarily due to increased grants to implement the Sport and Recreation Infrastructure Plan in 2020-21 ($77.8 million).

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual No. of training and development services provided to the 64 54 10 18 active recreation and sports industry No. of state active recreation and sports facilities 29 29 29 29 developed or maintained No. of athletes scholarships and services provided 206 228 215 268 Number of grant agreements managed 2 222 2 285 1 447 1 474 Number of sports vouchers redeemed 103 000 85 000 85 000 58 760 Children participating in sport or active recreation.

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Program 7: 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. This program also includes development and management of road safety infrastructure programs such as the National Black Spot Program.

Highlights 2020-21

• Undertook stakeholder and community engagement to inform the next ten year Road Safety Strategy for South Australia to reduce lives lost and serious injuries for all road users.

• Coordinated and supported the passage of legislation through parliament that enhances the Motorcycle Graduated Licensing Scheme and will further protect novice riders.

• Trialled the expansion of the On the Right Track program extending it from the APY Lands into other aboriginal communities to provide targeted education on safe driving practices.

• Developed the framework and undertook rapid assessment to identify priority regional roads for Commonwealth partner funded Road Safety Packages as part of the stimulus program.

Targets 2021-22

• Progress improvements to motorcycle training through enhancements to the Rider Safe program.

• Deliver a suite of reforms to raise the standards practiced by the driver training industry to ensure novice drivers are appropriately trained and assessed to hold a licence and drive unsupervised.

• Progress the installation of mobile phone detection cameras at high-risk metropolitan sites to detect illegal mobile phone use while driving.

• Review the effectiveness and optimise the community ambassador and partnership programs that support road safety behavioural influence programs and activities.

• Re-establish the State Level Crossing Safety Improvement Committee, and establish a new level crossing safety improvement strategy and supporting a program of initiatives in collaboration with track owners.

• Launch a new Road Safety Strategy for South Australia to 2031 to reduce lives lost and serious injuries for all road users and develop a culture of road safety with South Australian workplaces.

• Develop a five year Road Safety Action Plan outlining actions to reduce lives lost and serious injuries on our roads.

Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth revenues 30 949 34 699 34 699 7 218 Intra-government transfers — 261 261 — Fees, fines and penalties 2 884 2 833 2 833 2 519 Sale of goods and services 2 760 2 795 2 795 2 726 Interest revenue — 6 10 41 Other income — — — 169 Total income 36 593 40 594 40 598 12 673

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2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Expenses Employee benefit expenses 7 884 8 798 8 621 9 377 Supplies and services 2 271 2 107 4 449 2 808 Depreciation and amortisation expenses 602 602 602 501 Borrowing costs — — — 23 Grants and subsidies 3 372 7 353 7 037 4 569 Intra-government transfers 45 767 44 689 44 661 43 560 Other expenses 54 61 86 593 Total expenses 59 950 63 610 65 456 61 431 Net cost of providing services 23 357 23 016 24 858 48 758 FTEs as at 30 June (No.) 74.4 78.7 86.3 82.4

Explanation of significant movements The $4.0 million decrease in income between 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

• timing of Commonwealth contribution towards targeted road safety works as part of the Targeted Road Safety Works (Stimulus) package in 2021-22 ($2.3 million)

• timing of Commonwealth Government contribution towards the National Black Spot Program in 2021-22 ($1.5 million).

The $3.7 million decrease in expenses between 2021-22 Budget and 2020-21 Estimated Result is primarily due to the once-off transfer of National Black Spot Program expenditure from investing to operating in 2020-21 ($3.4 million).

The $27.9 million increase in income between 2020-21 Budget and 2019-20 Actual is primarily due to:

• Commonwealth Government contribution toward targeted road safety works as part of the Targeted Road Safety Works (Stimulus) package in 2020-21 ($25.0 million)

• increase in National Black Spot Program funding in 2020-21 ($2.5 million).

The $4.0 million increase in expenses between 2020-21 Budget and 2019-20 Actual is primarily due to:

• increase in National Blackspot Program funding in 2020-21 ($2.5 million)

• indexation of the payment to South Australian Police for road safety in 2020-21 ($1.1 million).

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual No. of road fatalities <80 95 <80 99 Number of fatalities on South Australian road network in one year. The target remains to have less than 80 lives lost on the road network.

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2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual No. of serious injuries <600 599 <600 781 Number of serious injuries on South Australian road network in one year. The target remains to have less than 600 people seriously injured on the road network.

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of single vehicle run-off-road (SVROR) serious 255 258 259 321 casualty crashes Serious casualty crashes are the sum of fatal and serious injury crashes. SVROR refers to crashes where a vehicle has left the road out of control, hit a fixed object or rolled over. 2020-21 estimated numbers are preliminary and subject to change. 2020-21 and 2021-22 projections are based on the expected number of casualty crashes given the previous 2011 to 2020 trend. No. of intersection serious casualty crashes 155 196 160 254 2020-21 estimated l numbers are preliminary and subject to change. 2020-21 and 2021-22 projections are based on the expected number of casualty crashes given the previous 2011 to 2020 trend.

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Department for Infrastructure and Transport Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Appropriation 794 572 864 196 806 307 636 193 Commonwealth sourced revenues 957 849 907 084 889 365 291 812 Intra-government transfers 32 880 51 558 41 544 76 242 Other grants 59 908 73 770 72 378 64 925 Fees, fines and penalties 620 045 622 225 601 255 634 935 Sales of goods and services 439 524 401 966 419 057 449 651 Interest revenues 3 726 6 606 7 308 8 525 Net gain or loss on disposal of assets 300 2 160 300 2 547 Resources received free of charge — 11 232 11 232 4 774 Other income 80 113 66 097 66 357 56 504 Total income 2 988 917 3 006 894 2 915 103 2 226 108 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 142 029 200 591 199 333 245 523 Long service leave 11 381 11 492 11 235 8 816 Payroll tax 11 268 11 621 11 140 11 656 Superannuation 24 684 24 248 23 376 20 108 Other 3 174 3 697 3 168 6 087 Supplies and services General supplies and services 777 773 844 252 768 630 833 522 Consultancy expenses 415 405 405 — Depreciation and amortisation 671 446 660 013 666 648 621 933 Borrowing costs 21 967 23 889 24 299 26 501 Grants and subsidies 81 838 136 213 143 377 40 856 Intra-government transfers 47 686 47 949 45 811 45 318 Other expenses 41 861 43 973 41 581 54 258 Payments to state government 2 614 160 942 160 732 102 503 Total expenses 1 838 136 2 169 285 2 099 735 2 017 081 Net result 1 150 781 837 609 815 368 209 027 Other comprehensive income Change in PPE Asset Revaluation Reserve Surplus 40 761 40 761 40 761 6 113 681 Total comprehensive result 1 191 542 878 370 856 129 6 322 708

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Department for Infrastructure and Transport Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Net cost of services calculation Income 2 988 917 3 006 894 2 915 103 2 226 108 Less Appropriation 794 572 864 196 806 307 636 193 Other income from state government — 900 — 35 664 Income included in net cost of services 2 194 345 2 141 798 2 108 796 1 554 251

Expenses 1 838 136 2 169 285 2 099 735 2 017 081 Less Tax equivalents 2 614 3 079 3 079 493 Cash alignment — 155 358 155 358 100 859 Other payments — 2 505 2 295 1 151 Expenses included in net cost of services 1 835 522 2 008 343 1 939 003 1 914 578 Net cost of services -358 823 -133 455 -169 793 360 327

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Department for Infrastructure and Transport Statement of financial position 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 4 560 603 4 507 784 4 478 647 4 220 137 Receivables 182 566 202 387 202 887 200 836 Inventories 11 225 11 225 11 225 11 225 Other financial assets 19 053 18 331 21 676 20 962 Other current assets 63 822 82 321 35 403 33 201 Non-current assets held for sale 9 405 9 405 9 405 9 405 Total current assets 4 846 674 4 831 453 4 759 243 4 495 766 Non current assets Financial assets 86 810 108 504 127 836 140 619 Land and improvements 3 987 589 3 813 329 3 828 371 3 474 708 Plant and equipment 32 735 603 31 449 700 31 491 395 30 587 199 Intangible assets 8 565 11 962 7 446 25 306 Other non-current assets 58 089 45 739 49 528 49 127 Total non-current assets 36 876 656 35 429 234 35 504 576 34 276 959 Total assets 41 723 330 40 260 687 40 263 819 38 772 725

Liabilities Current liabilities Payables 267 457 267 253 267 253 261 554 Short-term borrowings 137 818 137 226 137 227 136 473 Employee benefits Salaries and wages 7 506 6 639 6 639 5 581 Annual leave 24 588 24 303 24 303 23 226 Long service leave 7 488 7 223 7 223 6 776 Other 1 952 1 933 1 933 1 861 Short-term provisions 16 944 16 169 16 169 16 097 Other current liabilities 15 498 17 252 19 840 19 812 Total current liabilities 479 251 477 998 480 587 471 380 Non current liabilities Long-term borrowings 980 743 1 008 771 1 032 770 1 005 214 Long-term employee benefits Long service leave 89 456 80 423 80 423 69 710 Other 60 30 30 — Long-term provisions 15 291 14 552 14 552 13 764 Other non-current liabilities 20 293 9 067 7 852 — Total non-current liabilities 1 105 843 1 112 843 1 135 627 1 088 688 Total liabilities 1 585 094 1 590 841 1 616 214 1 560 068 Net assets 40 138 236 38 669 846 38 647 605 37 212 657

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Department for Infrastructure and Transport Statement of financial position 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Equity Contributed capital 4 673 708 4 396 860 4 396 860 4 120 012 Retained earnings 13 776 889 12 626 108 12 603 867 11 486 530 Asset revaluation reserve 21 687 639 21 646 878 21 646 878 21 606 115 Total equity 40 138 236 38 669 846 38 647 605 37 212 657 Balances as at 30 June end of period.

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Department for Infrastructure and Transport Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Operating activities

Cash inflows Appropriation 794 572 864 196 806 307 636 193 Commonwealth sourced receipts 957 849 907 084 889 365 291 812 Intra-government transfers 32 880 50 658 41 544 44 318 Other grants 59 908 73 770 72 378 64 925 Fees, fines and penalties 620 045 622 225 601 255 720 817 Sales of goods and services 445 918 405 555 414 116 608 485 Interest received 3 658 6 538 7 240 6 203 GST received — — — 229 653 Other receipts from state government — 900 — 35 664 Other receipts — other 65 458 74 308 74 108 60 378 Cash generated from operations 2 980 288 3 005 234 2 906 313 2 698 448 Cash outflows Employee benefit payments 182 055 241 172 237 775 225 113 Payments for supplies and services 778 081 844 550 768 172 1 272 969 Interest paid 21 967 23 889 24 299 24 026 Grants and subsidies 81 838 136 213 143 377 29 157 GST paid — — — 89 737 Intra-government transfers 47 686 47 949 45 811 55 611 Other payments 41 689 40 645 40 371 53 798 Payments to state government 2 614 160 942 160 732 100 859 Cash used in operations 1 155 930 1 495 360 1 420 537 1 851 270 Net cash provided by (+)/used in (-) operating activities 1 824 358 1 509 874 1 485 776 847 178 Investing activities Cash inflows Proceeds from sale of property, plant and equipment 9 183 47 868 17 698 20 336 Repayment of advances 20 972 20 712 19 886 20 043 Cash generated from investing activities 30 155 68 580 37 584 40 379 Cash outflows Purchase of property, plant and equipment 1 952 620 1 477 716 1 453 441 985 715 Purchase of intangibles 1 089 4 516 — — Cash used in investing activities 1 953 709 1 482 232 1 453 441 985 715 Net cash provided by (+)/used in (-) investing activities -1 923 554 -1 413 652 -1 415 857 -945 336

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Department for Infrastructure and Transport Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Financing activities Cash inflows Capital contributions from state government 276 848 276 848 276 848 276 848 Cash transfers from restructuring activities — 36 249 36 249 — Cash generated from financing activities 276 848 313 097 313 097 276 848 Cash outflows Repayment of leases 124 833 121 672 124 506 124 584 Cash used in financing activities 124 833 121 672 124 506 124 584 Net cash provided by (+)/used in (-) financing activities 152 015 191 425 188 591 152 264 Net increase (+)/decrease (-) in cash equivalents 52 819 287 647 258 510 54 106 Cash and cash equivalents at the start of the period 4 507 784 4 220 137 4 220 137 4 166 031 Cash and cash equivalents at the end of the period 4 560 603 4 507 784 4 478 647 4 220 137

Non cash transactions Assets received (+)/donated (-) free of charge — 11 232 11 232 -2 297

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Administered items for the Department for Infrastructure and Transport Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Taxation 46 993 46 304 45 546 45 386 Appropriation 4 418 5 302 5 097 19 234 Intra-government transfers 278 944 273 991 273 991 253 958 Fees, fines and penalties 14 617 85 183 14 585 267 069 Sales of goods and services — — — 462 Interest revenues — 1 — 146 Net gain or loss on disposal of assets — — — -4 Other income 638 448 629 208 626 248 643 640 Total income 983 420 1 039 989 965 467 1 229 891 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 373 409 369 708 Supplies and services General supplies and services 1 123 1 154 1 097 3 720 Grants and subsidies 100 98 98 25 292 Intra-government transfers 335 494 336 373 330 450 329 899 Other expenses 646 352 688 593 634 312 921 514 Total expenses 983 442 1 026 627 966 326 1 281 133 Total comprehensive result -22 13 362 -859 -51 242

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Administered items for the Department for Infrastructure and Transport Statement of financial position 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 66 521 66 540 61 361 57 352 Receivables 178 178 178 178 Total current assets 66 699 66 718 61 539 57 530 Non current assets Land and improvements — —— 17 964 Total non-current assets — —— 17 964 Total assets 66 699 66 718 61 539 75 494

Liabilities Current liabilities Payables 23 750 23 750 8 137 24 238 Employee benefits Salaries and wages 11 8 8 6 Annual leave 7 7 7 7 Long service leave 1 1 1 1 Other current liabilities 17 631 17 631 17 001 53 757 Total current liabilities 41 400 41 397 25 154 78 009 Non current liabilities Long-term employee benefits Long service leave 10 10 10 10 Other non-current liabilities — — — 1 471 018 Total non-current liabilities 10 10 10 1 471 028 Total liabilities 41 410 41 407 25 164 1 549 037

Net assets 25 289 25 311 36 375 -1 473 543

Equity Retained earnings 19 937 19 959 31 023 -1 478 895 Asset revaluation reserve 5 352 5 352 5 352 5 352 Total equity 25 289 25 311 36 375 -1 473 543 Balances as at 30 June end of period.

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Administered items for the Department for Infrastructure and Transport Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Operating activities

Cash inflows Taxation 46 993 46 304 45 546 45 386 Appropriation 4 418 5 302 5 097 19 234 Intra-government transfers 278 944 273 991 273 991 253 958 Fees, fines and penalties 14 617 85 183 14 585 267 069 Interest received — 1 — 185 Other receipts — other 638 448 620 654 626 248 689 592 Cash generated from operations 983 420 1 031 435 965 467 1 275 424 Cash outflows Employee benefit payments 370 407 367 689 Payments for supplies and services 1 123 1 642 1 097 11 152 Grants and subsidies 100 98 98 25 292 Intra-government transfers 335 494 336 373 330 450 329 899 Other payments 646 352 688 593 634 312 924 661 Cash used in operations 983 439 1 027 113 966 324 1 291 693 Net cash provided by (+)/used in (-) operating activities -19 4 322 -857 -16 269 Investing activities Cash outflows Purchase of property, plant and equipment — — — 4 Net cash provided by (+)/used in (-) investing activities — — — -4 Financing activities Cash inflows Cash transfers from restructuring activities — 4 866 4 866 — Cash generated from financing activities — 4 866 4 866 — Net cash provided by (+)/used in (-) financing activities — 4 866 4 866 — Net increase (+)/decrease (-) in cash equivalents -19 9 188 4 009 -16 273 Cash and cash equivalents at the start of the period 66 540 57 352 57 352 73 625 Cash and cash equivalents at the end of the period 66 521 66 540 61 361 57 352

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Summary of major variations

Statement of comprehensive income — controlled

Explanation of significant movements All movements are consistent with those described under program summaries.

Statement of financial position — controlled

Explanation of significant movements The $1468.4 million increase in net assets between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to the increase in non-current assets resulting from the capitalisation of major projects in 2021-22 ($1460.2 million)

The $1434.9 million increase in net assets between the 2020-21 Budget and 2019-20 Actual is primarily due to:

• increase in non-current assets mainly from the capitalisation of major projects and the revaluation of assets in 2020-21 ($923.6 million)

• increase in net assets resulting from Machinery of Government changes (Office for Recreation, Sport and Racing, and Planning and Local Government) in 2020-21 ($324.1 million)

• increase in departmental cash due to increase in motor vehicles registrations and drivers licence revenue and timing of Commonwealth Government contributions toward major projects in 2020-21 ($248.5 million).

Statement of cash flows — controlled

Explanation of significant movements The movements in cash inflows and cash outflows are consistent with those described at the appropriate program level and the variances outlined to the statement of financial position.

Statement of comprehensive income — administered items

Explanation of significant movements The $56.6 million decrease in income between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

• three month Machinery of Government transfer for Planning and Local Government from the Attorney-General’s Department to DIT to reflect a 1 October 2020 transition date ($80 million) partially offset by

• increases in fees and charges collected under the Motor Vehicle Act 1959 for Compulsory Third Party Insurance, Lifetime Support Levy and Stamp Duty in 2021-22 ($21.7 million).

The $264.4 million decrease in income between the 2020-21 Budget and 2019-20 Actual is primarily due to decrease in fees, fines and penalties and other income as a result of Machinery of Government transfer to the Attorney-General’s Department in 2020-21 ($269.9 million).

The $43.2 million decrease in expenses between the 2021-22 Budget and 2020-21 Estimated Result is primarily due to:

• three month Machinery of Government transfer for Planning and Local Government from the Attorney-General’s Department to DIT to reflect a 1 October 2020 transition date ($66.7 million)

156 2021-22 Agency Statements — Volume 3 Infrastructure and Transport

offset by

• increases in fees and charges collected under the Motor Vehicle Act 1959 for Compulsory Third Party Insurance, Lifetime Support Levy and Stamp Duty in 2021-22 ($21.7 million).

The $314.8 million decrease in expenses between the 2020-21 Budget and 2019-20 Actual is primarily due to:

• transfer of administered items to the Attorney-General’s Department as a result of Machinery of Government changes in 2020-21 ($215.0 million)

• assumption of unearned liability expense from the commercialisation of Land Services in 2019-20 ($80.0 million).

Statement of financial position — administered items

Explanation of significant movements The $1509.9 million increase in net assets between 2020-21 Budget and 2019-20 Actual is due to Machinery of Government changes in 2020-21 transferred to Attorney-General’s Department.

Statement of cash flows — administered items

Explanation of significant movements The movement in cash inflows and cash outflows are generally consistent with the changes 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 for Infrastructure and Transport Statement of cash flows

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000

Operating activities

Cash inflows

Taxation Emergency Services Levy 46 993 46 304 45 546 45 386 Intra-government transfers Flood mitigation 98 96 96 — Hospitals Fund 72 358 72 358 72 358 73 556 Sport and Recreation Fund 4 524 4 500 4 500 4 300 South Australia Police — expiation/firearms notices 13 341 13 015 13 015 9 244 State Taxation Office — Stamp Duties 188 602 184 002 184 002 170 713 Other 21 20 20 444 Fees, fines and penalties Other 617 585 585 160 Regulatory Component of Heavy Vehicle Registrations 14 000 14 000 14 000 14 780 Sale of goods and services Other — — — 464 Appropriation Emergency Services Levy 2 922 2 951 3 632 3 593 Major administered projects 1 123 1 096 1 096 1 069 Other minor appropriation 373 369 369 372 Other Receipts CTP Collections 438 474 427 780 427 780 417 346 Flinders Ports tax equivalent 2 932 2 861 2 861 2 561 Lifetime Support Scheme 173 000 166 557 172 151 160 651 Lincoln Cove Marina Receipts 35 34 34 — Refunds 20 331 19 835 19 835 23 316 Other 3 676 3 587 3 587 5 285 Cash generated from operations 983 420 959 950 965 467 933 240

Cash outflows

Employee benefit payments Parliamentary salary and electorate and expense 370 367 367 372 allowance Payments for supplies and services Major Administered Projects 1 123 1 097 1 097 1 980

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2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Grants and subsidies Flood mitigation 100 98 98 — Intra-government transfers Emergency Services Levy 49 915 49 183 49 106 49 200 Flinders Ports 2 932 2 861 2 861 2 817 Hospitals Fund 72 358 72 358 72 358 74 168 Lincoln Cove Marina 35 34 — 577 Sport and Recreation Fund 4 524 4 500 4 500 4 300 South Australia Police — expiation/firearms notices 11 371 11 093 11 093 12 178 State Taxation Office — Stamp Duties 188 603 184 003 184 003 171 647 Other minor contributions 5 756 5 599 6 529 3 090 Other payments CTP Disbursement 438 474 427 780 427 780 420 006 Heavy Vehicle Registrations 14 000 14 000 14 000 13 648 Lifetime Support Scheme 173 000 166 557 172 151 161 371 Other 547 546 546 503 Refunds 20 331 19 835 19 835 22 742 Cash used in operations 983 439 959 911 966 324 938 599 Net cash provided by (+)/used in (-) operating activities -19 39 -857 -5 359

Financing Activities

Cash Inflows

Cash transfers from restructuring activities — 4 866 4 866 — Cash generated from financing activities — 4 866 4 866 — Net cash provided by (+)/used in (-) financing activities — 4 866 4 866 — Net increase (+)/decrease (-) in cash equivalents -19 4 905 4 009 -5 359 Cash and cash equivalents at the start of the financial 66 687 61 782 61 782 67 141 year (as at 1 July) Cash and cash equivalents at the end of the financial 66 668 66 687 65 791 61 782 year (as at 30 June)

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Reconciliation to statement of cash flows

2020-21 2021-22 Estimated 2020-21 2019-20

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

Reconciliation to operating receipts

Operating receipts (as per additional information for 983 420 959 950 965 467 933 240 administered items) Add: transferred out Office of the Registrar-General — 62 824 — 303 388 Office of the Valuer-General — 63 — 207 Planning and Local Government — 8 598 — 42 889 Less: attached Office for Recreation, Sport and Racing — — — 4 300 Equals: Operating receipts 983 420 1 031 435 965 467 1 275 424 (as per administered items statement of cash flows)

Reconciliation to operating payments

Operating payments (as per additional information for 983 439 959 911 966 324 938 599 administered items) Add: transferred out Office of the Registrar-General — 59 474 — 285 863 Office of the Valuer-General — 40 — 317 Planning and Local Government — 7 688 — 71 214 Less: attached Office for Recreation, Sport and Racing — — — 4 300 Equals: operating payments (as per administered items 983 439 1 027 113 966 324 1 291 693 statement of cash flows)

Reconciliation to investing payments

Investing payments (as per additional information for — — — — administered items) Add: transferred out Office of the Registrar-General — — — — Office of the Valuer-General — — — — Planning and Local Government — — — -4 Less: attached Office of Recreation, Sport and Racing — — — — Equals: investing payments — — — -4 (as per administered items statement of cash flows)

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2020-21 2021-22 Estimated 2020-21 2019-20

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

Reconciliation to financing receipts

Financing receipts (as per additional information for — 4 866 4 866 — administered items) Add: transferred out Office of the Registrar-General — — — — Office of the Valuer-General — — — — Planning and Local Government — — — — Less: attached Office of Recreation, Sport and Racing — — — — Equals: Financing receipts — 4 866 4 866 — (as per administered items statement of cash flows)

Reconciliation of closing cash balances

Cash and cash equivalents at the end of the 66 668 66 687 65 791 61 782 financial year (as at 30 June) (as per additional information for administered items) Add: transferred out Office of the Registrar-General 45 901 45 901 42 551 42 551 Office of the Valuer-General -138 -138 -161 -161 Planning and Local Government -45 910 -45 910 -46 820 -46 820 Less: attached Office of Recreation, Sport and Racing — — — — Equals: Cash and cash equivalents at the end of the 66 521 66 540 61 361 57 352 financial year (as at 30 June) (as per administered items statement of cash flows)

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162 2021-22 Agency Statements — Volume 3 Agency: Department for Innovation and Skills

Minister for Innovation and Skills

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Contents

Innovation and Skills

Objective 166 Ministerial responsibilities 166 Ministerial office resources 166 Workforce summary 167 Program net cost of services summary 167 Key agency outputs 167 Investing expenditure summary 168 Program 1: Science and Innovation 169 Program 2: Skills 174 Financial statements 178 Summary of major variations 187 Additional information for administered items 188

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Objective The Department for Innovation and Skills supports the Government of South Australia’s Growth State agenda by ensuring that the growth plans for priority industry sectors in South Australia are underpinned by research, development and innovation capability, through a skilled workforce and skilled migration.

The department’s purpose is to support people and businesses succeed in a growing South Australian economy, which will be achieved by:

• collaborating with industry stakeholders and across government to enable relevant, outcome focused and efficient policy and program design and delivery

• building the skills system to ensure that all South Australians are equipped for success in the future workforce

• developing and investing in the research and innovation system to help entrepreneurs, creatives and business leaders commercialise ideas, deliver new products, services and processes and drive productivity improvement.

During 2020-21, the department continued to respond to the impacts of the bushfires on Kangaroo Island, Yorke Peninsula and in the Adelaide Hills, as well as the impacts of the COVID-19 pandemic.

This response included introducing new support measures to help small businesses, workers and training providers. The department is supporting the state’s recovery from COVID-19 to enable South Australia to emerge better and stronger, where a commitment to excellence and a passion for creativity, innovation and enterprise will drive the success of our regions, communities and industries.

Ministerial responsibilities

Minister Programs Sub-programs The Hon. DG Pisoni 1. Science and Innovation Nil Minister for Innovation and Skills 2. Skills 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 for Infrastructure and Transport for student travel.

Statutes

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

Ministerial office resources

2021-22 Budget Cost of provision

$000 FTE The Hon. DG Pisoni 2 324 13.0

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Workforce summary

FTEs as at 30 June

2020-21 2021-22 Estimated 2019-20 Budget(a) Result(a) Actual(b) Department for Innovation and Skills 327.0 331.7 337.1 Administered items for the Department for Innovation and Skills 1.0 1.0 1.0 Total 328.0 332.7 338.1 (a) The 2021-22 Budget and 2020-21 Estimated Result reflect the established FTE cap. (b) Data published by the Office of the Commissioner for Public Sector Employment.

Program net cost of services summary

Net Cost of Services(a) 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Program 1. Science and Innovation 46 671 47 868 58 034 44 425 2. Skills 368 179 354 061 357 251 352 388 Total 414 850 401 929 415 285 396 813 (a) Program allocations for the 2020-21 Budget and 2019-20 Actual differ from those reported in the 2020-21 Agency Statements due to changes in the Department for Innovation and Skills program structure.

Key agency outputs

• Enhancing the state’s capacity to meet the current and emerging skills needs through engaging with industry and individuals, strengthening South Australia’s vocational education training market, supporting skilled migration and creating pathways for South Australians into further education or jobs, including through apprenticeships and traineeships.

• Equipping and enabling the people who live and work in South Australia to be part of a skilled workforce, be entrepreneurial, creative and contribute to the success of our businesses and industries, stimulating job creation and economic growth.

• Contributing to the development and implementation of the Growth State agenda, including for the hi-tech and creative industries, through the Skills and Science and Innovation programs and policies.

• Enhancing South Australia’s research and innovation system as well as building engagement and increasing collaboration between government, industry, and the science and research community.

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Investing expenditure summary The 2021-22 investment program for Innovation and Skills is $5.6 million.

The investment program will deliver innovative information and communications technology solutions to support the effective delivery of agency outputs as well as deliver efficiencies through improved infrastructure and space utilisation.

A key feature of the program is the Digital Transformation project, which will undertake an upgrade of skills information systems to deliver improved customer experience through self-service features and tools for online interactions. The project will also deliver business process efficiencies and improved insights and analytics.

Total 2020-21 Estimated project 2021-22 Estimated 2020-21 completion cost Budget Result Budget

Quarter $000 $000 $000 $000 Existing projects Digital Transformation Jun 2024 12 142 3 505 1 505 3 505 Total existing projects 12 142 3 505 1 505 3 505 Annual programs Annual Investing program n.a. n.a. 2 043 2 283 5 394 Total annual programs 2 043 2 283 5 394 Leases Accommodation n.a. n.a. — 201 — Fleet n.a. n.a. 79 106 106 Total leases 79 307 106 Total investing expenditure 12 142 5 627 4 095 9 005

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Program 1: Science and Innovation

Description/objective To support an increase in South Australia’s productivity and sustainable economic growth by developing and promoting the state’s research, innovation and translation system by:

• supporting entrepreneurs, start-ups and small businesses and attracting early stage investment and venture capital

• encouraging the translation and commercialisation of research through industry, research and government collaboration and investment

• supporting competitive global excellence in South Australian science and research

• developing and supporting hi-tech and creative industries sectors as part of the Growth State agenda.

Highlights 2020-21

• Strengthened South Australia’s research and innovation system through the launch and activation of the Excellence, Collaboration, Innovation, Translation and an Enabled future workforce (EXCITE) strategy and investments from the Research, Commercialisation and Start-up Fund.

• Implemented initiatives under the Future Industries eXchange for Entrepreneurship (FIXE) strategy, including the Activate Angels, Go2Gov and FIXE Scholarship programs as well as supporting promising local start-ups with investments from the Research, Commercialisation and Start-up Fund and the South Australian Venture Capital Fund.

• Promoted the growth of South Australia’s hi-tech and creative industries sectors as part of the Growth State agenda through the launch and activation of the Hi-Tech Sector Plan 2030 and Creative Industries Strategy 2030.

• Supported the development of South Australia’s cyber security industry through the South Australian node of AustCyber and the Australian Cyber Collaboration Centre.

• Supported South Australian small businesses through delivery of the Small Business Disaster Transformation and Growth Program, the Small to Medium Enterprise (SME) Business Advisory Services Scheme and Small Business Week (Bizweek).

• Supported the ongoing recovery of the South Australian music industry affected by COVID-19 through the Music Development Office and continued the delivery of programs to support the creative industries through the St Paul’s Creative Centre, the South Australian Film Corporation, Adelaide Film Festival and Jam Factory.

• Supported the completion of the production of Mortal Kombat, the largest screen production in South Australia’s history and supported the commencement of The Tourist, the largest production for television to be made in South Australia.

Targets 2021-22

• Deliver initiatives under the EXCITE science and research strategy, and the response to the South Australian Productivity Commission’s inquiry into research and development.

• Deliver initiatives under the FIXE entrepreneurship and start-up strategy, and targeted investments from the Research, Commercialisation and Start-up Fund and the South Australian Venture Capital Fund.

• Support the growth of the hi-tech and creative industries through the ongoing implementation of the Hi-Tech Sector Plan 2030 and Creative Industries Strategy 2030.

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• Support the growth of South Australia’s cyber security industry and expansion of the Australian Cyber Collaboration Centre at Lot Fourteen.

• Support the growth of South Australian small businesses through delivery of capability development programs.

Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget(a) Actual(a) $000 $000 $000 $000 Income Grants and subsidies 10 927 17 768 11 591 6 623 Fees, fines and penalties 730 716 716 609 Sales of goods and services 458 496 457 882 Interest revenues 3 7 8 6 Net gain or loss from disposal of assets — — — 92 Other income 91 136 131 2 528 Total income 12 209 19 123 12 903 10 740 Expenses Employee benefit expenses 10 095 11 048 9 678 9 686 Supplies and services 4 993 6 973 7 147 7 444 Depreciation and amortisation expenses 670 642 585 400 Borrowing costs 13 22 21 26 Grants and subsidies 43 071 47 786 53 468 37 357 Other expenses 38 520 38 252 Total expenses 58 880 66 991 70 937 55 165 Net cost of providing services 46 671 47 868 58 034 44 425 FTEs as at 30 June (No.) 78.4 86.0 73.6 79.3 (a) Amounts for the 2020-21 Budget and 2019-20 Actual differ from those reported in the 2020-21 Agency Statements due to changes in the Department for Innovation and Skills program structure.

Explanation of significant movements The $6.9 million decrease in total income in the 2021-22 Budget compared to the 2020-21 Estimated Result is primarily due to once-off funding in 2020-21 from the COVID-19 Support Fund for the SME Business Advisory Services Scheme ($5.0 million) and for the commencement of the Regional Jobs Support and Incentive Program ($1.2 million).

The $8.1 million decrease in total expenses in the 2021-22 Budget compared to the 2020-21 Estimated Result is primarily due to:

• support provided to small businesses impacted by the 2019-20 bushfires concluding in 2020-21 ($6.5 million)

• once-off expenditure in 2020-21 to assist businesses develop sustainable business strategies through the SME Business Advisory Services Scheme ($5.0 million)

• once-off expenditure in 2020-21 to support research and development and innovation activities aligned to the Growth State priority industry sector strategies ($2.0 million)

170 2021-22 Agency Statements — Volume 3 Innovation and Skills

partially offset by

• increased expenditure in 2021-22 for the Post Production, Digital and Visual Effects (PDV) Rebate Scheme ($5.5 million)

• increased support commencing in 2021-22 for screen production in South Australia ($1.6 million).

The $8.4 million increase in total income in the 2020-21 Estimated Result compared to the 2019-20 Actual is primarily due to:

• additional funding in 2020-21 from the COVID-19 Support Fund for the SME Business Advisory Services Scheme ($5.0 million) and the Regional Jobs Support and Incentive Program ($1.7 million)

• commencement of funding in 2020-21 from the Jobs and Economic Growth Fund for:

– expansion of the PDV Rebate Scheme to include game development ($2.4 million)

– South Australia’s EXCITE science and research strategy ($2.0 million)

– the Go2Gov program which supports early-stage businesses to pitch their innovative product or service to state government agencies ($1.0 million) partially offset by

• higher funding in 2019-20 to support the establishment of the Australian Cyber Collaboration Centre at Lot Fourteen ($4.7 million).

The $11.8 million increase in total expenses in the 2020-21 Estimated Result compared to the 2019-20 Actual is primarily due to:

• additional expenditure in 2020-21 in line with the approved expenditure plan for the Research, Commercialisation and Start-up Fund and the EXCITE science and research strategy ($6.5 million)

• expansion of the PDV Rebate Scheme to recognise increased activity ($2.7 million) and to include game development ($2.4 million) in 2020-21

• once-off expenditure in 2020-21 for the SME Business Advisory Services Scheme ($5.0 million)

• commencement of the Regional Jobs Support and Incentive Program ($1.7 million) in 2020-21 partially offset by

• higher expenditure in 2019-20 for the establishment of the Australian Cyber Collaboration Centre at Lot Fourteen ($6.4 million).

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual No. of creative projects supported 70 115 150 162 As part of the COVID-19 response, additional support was provided to the creative industries sector. The 2021-22 Target is lower as support returns to pre-COVID-19 levels. The 2019-20 pre-COVID Target was 60. No. of science and research collaboration projects 26 27 25 18 supported No. of start-up and early stage companies supported 275 326 250 281 Indicator based on engagement activities of companies through the Office of the South Australian Chief Entrepreneur. No. of entrepreneurship and innovation ecosystem 5 6 5 5 initiatives supported

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2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual Private investment in innovative early stage companies $10.0m $14.7m $8.0m $28.7m Indicator based on private co-investment supporting Stream 2 of the Research, Commercialisation and Start-up Fund and the South Australian Venture Capital Fund (SAVCF). No. of businesses provided with solutions to support 1 000 5 615 200 721 their growth and competitiveness The 2020‑21 Target was exceeded through additional provision of individualised case management support to businesses through COVID‑19 and the 2019-20 bushfire response. The 2021-22 Target is lower than the 2020-21 Estimated Result due to the completion of the disaster recovery response for small businesses. Business Innovation and Investment Program (Business Migration 132, 188 Visas) • No. of state nominations approved t.b.a. 920 700 780 At the time of the 2021-22 South Australian Budget, the 2021-22 allocation had not been issued by the Commonwealth Government. The 2020-21 Target has been updated from that which was published in the 2020-21 Agency Statements to reflect agency targets following receipt of the allocation from the Commonwealth Government during the year. • No. of jobs proposed to be created t.b.a. 820 590 650 At the time of the 2021-22 South Australian Budget, the 2021-22 allocation had not been issued by the Commonwealth Government. The 2020-21 Target has been updated from that which was published in the 2020-21 Agency Statements to reflect agency targets following receipt of the allocation from the Commonwealth Government during the year. • Value of proposed investment t.b.a. $625m $420m $467m At the time of the 2021-22 South Australian Budget, the 2021-22 allocation had not been issued by the Commonwealth Government. The 2020-21 Target has been updated from that which was published in the 2020-21 Agency Statements to reflect agency targets following receipt of the allocation from the Commonwealth Government during the year. Business Innovation and Investment Program outcomes • Value of investments reported (at subclass 888 visa $40m $38m $50m $51m stage) • Value of investments reported (at subclass 132 visa n.a. $129m $100m $98m review stage) Indicator is discontinued from 2021-22 as the Commonwealth Government will not be accepting any new applications for 132 visa.

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Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of innovation precincts connected to the GigCity 24 23 23 23 network No. of science and research projects supported 4 5 5 7 No. of workspaces available at the Start-up Hub at Lot 210 210 210 180 Fourteen No. of FIXE events, programs and seminars 50 51 50 60 Indicator based on number of activities delivered by Stone and Chalk at the Start-up Hub and other FIXE supported seminars, workshops, conferences and events. No. of science events, programs and seminars 70 65 70 71 No. of creative industry events, programs and seminars 45 46 50 75 Leveraged early stage private investment in innovative 2.0:1 3.2:1 2.0:1 3.4:1 companies Indicator based on private co-investment supporting Stream 2 of the Research, Commercialisation and Start-up Fund and the SAVCF. No. of businesses provided with base level information 35 000 49 034 20 000 24 184 resources The 2021-22 Projection is lower than the 2020-21 Estimated Result due to the completion of the disaster recovery response for small businesses. No. of businesses supported to build capability 2 000 2 525 1 200 1 242 No. of new South Australian Government endorsements n.a. 15 5 40 for the Supporting Innovation in SA pilot visa Indicator is discontinued from 2021-22 as the Supporting Innovation in SA pilot has ceased. National program activity will be captured under the Performance Indicator Business Innovation and Investment Program for 2021-22.

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Program 2: Skills

Description/objective Through increased and targeted investment in training, ensure that South Australians and South Australian businesses have the right skills to secure jobs and contribute to a growing economy by:

• partnering with industry, to align the investment of public funds with industry identified skills, workforce and training needs and economic priorities

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

• regulating the apprenticeship and traineeship system to ensure compliance with the South Australian Skills Act 2008

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

• administering the employer sponsored and skilled migration programs to support business and industry to access skilled workforce to meet critical skills gaps in the local market.

Highlights 2020-21

• Supported a high-quality training system with increased access to training and greater choice and flexibility for students, through:

– access to an expanded Subsidised Training List, with now over 800 subsidised courses

– supported VET market development through capability building and supporting continuity during COVID-19

– commencement of a micro-credentials pilot project to support industry needs.

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

• Launch of JobTrainer, a partnership between the Commonwealth Government and state governments, supporting access to low fee training for young people, school leavers and job seekers.

• Continued support for the uptake of apprentices and trainees through the Skilling South Australia initiative.

• Amended the Training and Skills Development Act 2008 to develop a more responsive, flexible training system, that is easy to navigate and geared towards workforce needs, and appointed South Australia’s inaugural Skills Commissioner.

• Pivoted South Australia’s skilled migration program to attract skills required to support economic recovery.

• Supported South Australian businesses to attract the right workforce to meet critical skills gaps in the local market, through the employer sponsored migration programs.

Targets 2021-22

• Continue to support skilled career pathways including apprenticeships and traineeships in areas of industry need.

• Continue the delivery of JobTrainer to support low fee access to training.

• Continue to strengthen VET market capability and capacity, including increasing access and choice, to meet the state’s skills needs.

• Enact the South Australian Skills Act 2008 from 1 July 2021 to amend the Training and Skills Development Act 2008 and establish the South Australian Skills Commission.

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• Work towards a new National Skills Agreement and the priorities outlined in the Heads of Agreement for Skills Reform.

• Implement an enhanced Industry Skills Council structure and functions to provide greater capacity for industry-led advice to be provided to government.

• Continue to ensure that South Australia’s skilled migration program is delivered to attract skills required to support economic recovery, including in regional South Australia.

• Support South Australian businesses to access employer sponsored migration programs to meet critical skills gaps where they exist in the local labour market.

Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget(a) Actual(a) $000 $000 $000 $000 Income Commonwealth revenues 29 147 55 546 50 791 22 860 Grants and subsidies 59 387 5 677 6 017 948 Fees, fines and penalties 1 260 1 237 1 237 1 120 Sales of goods and services 1 070 1 104 1 051 3 028 Net gain or loss from disposal of assets — — — 315 Other income 148 288 322 16 011 Total income 91 012 63 852 59 418 44 282 Expenses Employee benefit expenses 30 714 30 351 28 684 33 022 Supplies and services 10 884 9 637 10 968 30 898 Depreciation and amortisation expenses 4 051 3 897 3 954 3 512 Borrowing costs 2 2 3 2 Grants and subsidies 413 406 373 893 372 930 327 376 Other expenses 134 133 130 1 860 Total expenses 459 191 417 913 416 669 396 670 Net cost of providing services 368 179 354 061 357 251 352 388 FTEs as at 30 June (No.) 248.6 245.7 253.6 257.8 (a) Amounts for the 2020-21 Budget and 2019-20 Actual differ from those reported in the 2020-21 Agency Statements due to changes in the Department for Innovation and Skills program structure.

Explanation of significant movements The $27.2 million increase in total income in the 2021-22 Budget compared to the 2020-21 Estimated Result is primarily due to:

• increase in funding for the JobTrainer initiative in line with the original agreement and the extension announced in the 2021-22 Commonwealth Budget ($42.8 million) partially offset by

• reduction in funding for the Skilling South Australia initiative in line with profile for the program ($12.6 million).

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The $41.3 million increase in total expenses in the 2021-22 Budget compared to the 2020-21 Estimated Result is primarily due to:

• increase in expenditure for the JobTrainer initiative ($56.8 million) including the extension of the existing National Partnership Agreement with the Commonwealth Government until June 2022 partially offset by

• reduction in expenditure for the Skilling South Australia initiative in line with expenditure profile for the program ($22.7 million).

The $19.6 million increase in total income in the 2020-21 Estimated Result compared to the 2019-20 Actual is primarily due to:

• commencement of the JobTrainer initiative in 2020-21, jointly funded by the Commonwealth Government and the Government of South Australia through the COVID-19 Support Fund ($37.2 million) partially offset by

• cessation of sub-leasing arrangements with TAFE SA following the sale of VET infrastructure assets on 1 November 2019 ($13.9 million).

The $21.2 million increase in total expenses in the 2020-21 Estimated Result compared to the 2019-20 Actual is primarily due to:

• commencement of the JobTrainer initiative in 2020-21 ($30.2 million)

• increase in expenditure for the Skilling South Australia initiative in line with the expenditure profile ($26.7 million) partially offset by

• cessation of lease payments to Renewal SA during 2019-20 following the sale of VET infrastructure assets to TAFE SA on 1 November 2019 ($19.0 million)

• higher funding provided to TAFE SA in 2019-20 which included funding for the sub-leasing arrangements for VET infrastructure assets which concluded in 2019-20 ($12.2 million).

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual No. of apprentices and trainees in training 22 000 21 000 19 300 17 100 Data Sourced from National Centre for Vocational Education Research (NCVER). The 2019-20 Actual published in the 2020-21 Agency Statements has been updated to reflect recent NCVER data. % of apprentices and trainees completing their training 65.0% 55.0% 57.0% 53.4% contract Data Sourced from NCVER. No. of people participating in government funded VET in 79 000 65 200 70 000 68 400 South Australia Data sourced from NCVER. COVID-19 impacted the 2020-21 Estimated Result. Qualification completion rate for government funded 50.0% 50.0% 50.0% 47.2% VET in South Australia For qualifications at Certificate I and above which commenced in a given year. Data sourced from NCVER. The 2019-20 Actual published in the 2020-21 Agency Statements has been updated to reflect recent NCVER data.

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2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of qualification completions at Certificate III and above 80.0% 72.3% 71.6% 71.1% for government funded VET in South Australia Data sourced from NCVER. % of government funded VET graduates who improved 70.0% 61.4% 70.0% 72.8% their employment circumstances after training Data sourced from NCVER. COVID-19 impacted the 2020-21 Estimated Result. % of government funded VET graduates rating their 90.0% 89.8% 90.0% 88.5% satisfaction with quality of training at 4 or more on a scale of 1 (strongly disagree) to 5 (strongly agree) Data sourced from NCVER.

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual Government expenditure per annual hours of VET $18.00 $20.40 $21.45 $22.47 delivery Data sourced from the Report on Government Services (ROGS). The 2019-20 Actual published in the 2020-21 Agency Statements has been updated to reflect recent NCVER data. No. of employer sponsored positions processed by South 100 100 400 360 Australia, including Designated Area Migration Agreements (DAMAs) 2021-22 activity is expected to be in line with 2020-21 activity due to the impact of international travel restrictions. No. of skilled nominations made by South Australia t.b.a. 3 000 2 100 4 307 At the time of the 2021-22 South Australian Budget, the 2021-22 allocation had not been issued by the Commonwealth Government. The 2020-21 Target has been updated from that which was published in the 2020-21 Agency Statements to reflect agency targets following receipt of the allocation from the Commonwealth Government during the year.

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Department for Innovation and Skills Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Appropriation 398 298 379 363 395 399 412 851 Commonwealth sourced revenues 29 147 55 546 50 791 22 860 Intra-government transfers 10 376 15 903 6 431 9 548 Other grants 59 938 13 217 11 177 419 Fees, fines and penalties 1 990 1 953 1 953 1 729 Sales of goods and services 1 528 1 600 1 508 3 910 Interest revenues 3 7 8 6 Resources received free of charge — — — 407 Other income 239 424 453 18 539 Total income 501 519 468 013 467 720 470 269 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 32 494 33 073 30 709 34 754 Long service leave 1 775 1 777 1 691 -36 Payroll tax 2 085 2 108 1 947 1 921 Superannuation 4 065 3 924 3 631 3 401 Other 390 517 384 2 668 Supplies and services General supplies and services 15 877 16 610 18 072 37 890 Consultancy expenses — — 43 452 Depreciation and amortisation 4 721 4 539 4 539 3 912 Borrowing costs 15 24 24 28 Grants and subsidies 237 055 188 716 204 350 122 924 Intra-government transfers 219 422 232 963 222 048 241 809 Other expenses 172 653 168 2 112 Payments to state government — 2 584 2 584 20 085 Total expenses 518 071 487 488 490 190 471 920 Net result -16 552 -19 475 -22 470 -1 651 Other comprehensive income Change in PPE Asset Revaluation Reserve Surplus — — — 1 574 Total comprehensive result -16 552 -19 475 -22 470 -77

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Department for Innovation and Skills Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Net cost of services calculation Income 501 519 468 013 467 720 470 269 Less Appropriation 398 298 379 363 395 399 412 851 Other income from state government — 5 675 — 2 396 Income included in net cost of services 103 221 82 975 72 321 55 022

Expenses 518 071 487 488 490 190 471 920 Less Payments to Consolidated Account — 2 584 2 584 20 085 Expenses included in net cost of services 518 071 484 904 487 606 451 835 Net cost of services 414 850 401 929 415 285 396 813

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Department for Innovation and Skills Statement of financial position 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 2 888 19 946 11 723 35 258 Receivables 8 643 8 718 8 718 8 793 Other financial assets 95 385 382 366 Other current assets 177 6 6 79 Total current assets 11 803 29 055 20 829 44 496 Non current assets

Financial assets — 95 95 480 Land and improvements 11 794 13 053 14 688 13 732 Plant and equipment 360 549 549 712 Heritage assets 37 37 37 37 Intangible assets 12 927 10 573 14 049 10 376 Total non-current assets 25 118 24 307 29 418 25 337 Total assets 36 921 53 362 50 247 69 833

Liabilities Current liabilities Payables 13 363 12 352 12 352 11 341 Short-term borrowings 457 849 726 705 Employee benefits Salaries and wages 296 1 194 1 194 896 Annual leave 1 550 2 814 2 814 2 878 Long service leave 858 858 858 513 Other 322 322 322 244 Short-term provisions 310 235 235 160 Other current liabilities 611 611 609 609 Total current liabilities 17 767 19 235 19 110 17 346 Non current liabilities Long-term borrowings 292 685 655 1 289 Long-term employee benefits Long service leave 5 192 6 953 6 953 8 714 Long-term provisions 313 321 321 329 Other non-current liabilities 1 329 1 681 1 716 2 029 Total non-current liabilities 7 126 9 640 9 645 12 361 Total liabilities 24 893 28 875 28 755 29 707

Net assets 12 028 24 487 21 492 40 126

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Department for Innovation and Skills Statement of financial position 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Equity Contributed capital 44 710 40 617 40 617 36 781 Retained earnings -34 256 -17 704 -20 699 1 771 Asset revaluation reserve 1 574 1 574 1 574 1 574 Total equity 12 028 24 487 21 492 40 126 Balances as at 30 June end of period.

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Department for Innovation and Skills Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Operating activities

Cash inflows Appropriation 398 298 379 363 395 399 412 851 Commonwealth sourced receipts 29 147 55 546 50 791 22 860 Intra-government transfers 10 376 10 228 6 431 7 152 Other grants 59 938 13 217 11 177 419 Fees, fines and penalties 1 990 1 953 1 953 1 729 Sales of goods and services 1 594 1 666 1 574 3 910 Interest received 3 7 8 6 GST received — — — 895 Other receipts from state government — 5 675 — 2 396 Other receipts — other 248 433 462 19 722 Cash generated from operations 501 594 468 088 467 795 471 940 Cash outflows Employee benefit payments 43 926 41 453 38 416 45 259 Payments for supplies and services 16 128 16 861 18 327 40 344 Interest paid 15 24 24 28 Grants and subsidies 237 055 188 716 204 350 127 171 GST paid — — — 5 064 Intra-government transfers 219 422 232 963 222 048 243 419 Other payments 172 168 168 1 706 Payments to state government — 2 584 2 584 20 085 Cash used in operations 516 718 482 769 485 917 483 076 Net cash provided by (+)/used in (-) operating activities -15 124 -14 681 -18 122 -11 136 Investing activities Cash inflows Proceeds from sale of property, plant and equipment — — — 22 669 Repayment of advances 385 88 369 270 Cash generated from investing activities 385 88 369 22 939 Cash outflows Purchase of property, plant and equipment 178 528 2 163 6 255 Purchase of intangibles 5 370 3 260 6 736 3 614 Cash used in investing activities 5 548 3 788 8 899 9 869 Net cash provided by (+)/used in (-) investing activities -5 163 -3 700 -8 530 13 070

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Department for Innovation and Skills Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Financing activities Cash inflows Capital contributions from state government 4 093 3 836 3 836 4 569 Cash generated from financing activities 4 093 3 836 3 836 4 569 Cash outflows Repayment of leases 864 767 719 585 Cash used in financing activities 864 767 719 585 Net cash provided by (+)/used in (-) financing activities 3 229 3 069 3 117 3 984 Net increase (+)/decrease (-) in cash equivalents -17 058 -15 312 -23 535 5 918 Cash and cash equivalents at the start of the period 19 946 35 258 35 258 29 340 Cash and cash equivalents at the end of the period 2 888 19 946 11 723 35 258

Non cash transactions Assets received (+)/donated (-) free of charge — -201 — —

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Administered items for the Department for Innovation and Skills Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Appropriation 13 469 16 513 16 513 14 840 Total income 13 469 16 513 16 513 14 840 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 373 368 368 368 Grants and subsidies 13 096 16 145 16 145 13 998 Total expenses 13 469 16 513 16 513 14 366 Total comprehensive result — — — 474

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Administered items for the Department for Innovation and Skills Statement of financial position 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 739 739 739 739 Total current assets 739 739 739 739 Total assets 739 739 739 739

Liabilities Current liabilities Payables 66 66 66 66 Total current liabilities 66 66 66 66 Total liabilities 66 66 66 66

Net assets 673 673 673 673

Equity Retained earnings 673 673 673 673 Total equity 673 673 673 673 Balances as at 30 June end of period.

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Administered items for the Department for Innovation and Skills Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Operating activities

Cash inflows Appropriation 13 469 16 513 16 513 14 840 Cash generated from operations 13 469 16 513 16 513 14 840 Cash outflows Employee benefit payments 373 368 368 368 Grants and subsidies 13 096 16 145 16 145 14 154 Cash used in operations 13 469 16 513 16 513 14 522 Net cash provided by (+)/used in (-) operating activities — — — 318 Net increase (+)/decrease (-) in cash equivalents — — — 318 Cash and cash equivalents at the start of the period 739 739 739 421 Cash and cash equivalents at the end of the period 739 739 739 739

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Summary of major variations

Statement of comprehensive income — controlled

Explanation of significant movements Variations to income and expenses are described at the appropriate program level.

Statement of financial position — controlled

Explanation of significant movements In addition to the variances described under program summaries, the variances to the Statement of financial position includes:

• a reduction in net assets from the 2019-20 Actual, across the 2020-21 Estimated Result to the 2021-22 Budget, primarily due to the drawdown of cash to support the continuation of initiatives for which funding was provided to the department in previous years.

Statement of cash flows — controlled

Explanation of significant movements All movements are consistent with those described under program summaries.

Statement of comprehensive income — administered items

Explanation of significant movements The movement in total expenses and appropriation between years is due to changes for concessions provided for student travel estimated by the Department for Infrastructure and Transport.

Statement of financial position — administered items

Explanation of significant movements No major variations.

Statement of cash flows — administered items

Explanation of significant movements The movement in cash outflows and cash inflows between years is due to changes for concessions provided for student travel estimated by the Department for Infrastructure and Transport.

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

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000

Operating activities

Cash inflows

Appropriation Parliamentary salaries and electorate expense 373 368 368 368 allowances Student transport concessions 13 096 16 145 16 145 14 472 Cash generated from operations 13 469 16 513 16 513 14 840

Cash outflows

Employee benefit payments Parliamentary salaries and electorate expense 373 368 368 368 allowances Grants and Subsidies Student transport concessions 13 096 16 145 16 145 14 154 Cash used in operations 13 469 16 513 16 513 14 522 Net cash provided by (+)/used in (-) operating activities — — — 318 Net increase (+)/decrease (-) in cash equivalents — — — 318 Cash and cash equivalents at the start of the period 739 739 739 421 Cash and cash equivalents at the end of the period 739 739 739 739

188 2021-22 Agency Statements — Volume 3 Agency: South Australia Police

Minister for Police, Emergency Services and Correctional Services

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Contents

Police

Objective 192 Ministerial responsibilities 192 Workforce summary 193 Program net cost of services summary 193 Key agency outputs 193 Investing expenditure summary 194 Program 1: Public Safety 195 Program 2: Crime and Criminal Justice Services 199 Program 3: Road Safety 203 Financial statements 206 Summary of major variations 214 Additional information for administered items 216

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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. VA Tarzia 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 2020-21 2021-22 Estimated 2019-20 Budget(a) Result(a) Actual(b) South Australia Police 6 058.4(c) 6 003.4(c) 5 797.0 Administered items for South Australia Police 1.0 1.0 1.0 Total 6 059.4 6 004.4 5 798.0 (a) The 2021-22 Budget and 2020-21 Estimated Result reflect the established FTE caps. (b) Data published by the Office of the Commissioner for Public Sector Employment. (c) Increase in 2021-22 and 2020-21 is primarily due to additional FTEs for COVID-19 response.

Program net cost of services summary

Net cost of services(a) 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Program 1. Public Safety 394 147 418 726 373 659 378 453 2. Crime and Criminal Justice Services 466 657 452 983 452 833 483 149 3. Road Safety 128 497 124 558 124 868 130 514 Total 989 301 996 267 951 360 992 116 (a) The net cost of services excludes intra-government transfers mainly from the Community Emergency Services Fund and the Community Road Safety Fund.

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 2021-22 investment program is $82.9 million.

Total 2020-21 Estimated project 2021-22 Estimated 2020-21 completion cost Budget Result Budget Quarter $000 $000 $000 $000 New projects Mobile Automated Number Plate Jun 2022 1 500 1 500 — — Recognition cameras Total new projects 1 500 1 500 — — Existing projects Angas Street Headquarters Jun 2021 1 000 — 758 758 Refurbishment APY Accommodation projects Jun 2022 5 801 4 789 827 5 616 Audio-Visual Link Upgrade Jun 2021 — — — 618 Expenditure for this project has been reclassified to operating. Data Entry Devices Jun 2021 2 956 — 419 419 Expiation Notice Branch System Jun 2023 8 125 3 389 2 675 3 149 Replacement Firearms Control System Jun 2022 5 260 2 461 1 731 2 241 Mobile Workforce Transformation n.a n.a 8 959 286 286 Program Police Records Management System Jun 2023 56 076 13 652 6 610 6 610 — Stages 2 to 4 Replace Police Launch 3 (PL3) Jun 2021 700 — 700 600 SAPOL Communications Centre Jun 2023 16 474 9 868 116 4 992 Upgrade Total existing projects 96 392 43 118 14 122 25 289 Annual programs Minor Capital Works, Vehicles and n.a. n.a. 11 318 11 580 11 379 Equipment Total annual programs 11 318 11 580 11 379 Leases Leases n.a. n.a. 20 772 27 674 — Extension of Police Aircraft Services n.a. n.a. — 1 169 1 169 contract — 24/7 Fixed Wing Aviation Capacity Fleet n.a. n.a. 6 165 7 622 6 748 Total Leases — 26 937 36 465 7 917 Total investing expenditure 97 892 82 873 62 167 44 585

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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, and coordination across the state.

Sub-programs

1.1 Response and Event Management

1.2 Emergency Response, Management and Coordination

Program summary — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth revenues 29 1 483 1 483 1 164 Fees, fines and penalties 6 279 5 236 5 651 5 248 Sales of goods and services 14 282 14 390 13 926 15 935 Net gain or loss from disposal of assets — 45 47 48 Resources received free of charge — — — 320 Total income 20 590 21 154 21 107 22 715 Expenses Employee benefit expenses 333 133 332 439 315 413 309 814 Supplies and services 55 936 81 833 56 090 52 346 Depreciation and amortisation expenses 17 647 16 691 15 526 17 189 Borrowing Costs 117 130 104 354 Other expenses 7 904 8 787 7 633 21 465 Total expenses 414 737 439 880 394 766 401 168 Net cost of providing services 394 147 418 726 373 659 378 453 FTEs as at June (No.) 2 555.5 2 508.9 2 421.9 2 292.9

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 protects 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 engage the public.

Highlights 2020-21

• Efficient response to calls for assistance from the public.

Targets 2021-22

• Continue to respond to community needs and the demand for police services.

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2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 20 590 21 154 21 107 22 715 Expenses 301 333 292 719 293 444 310 480 Net cost of sub-program 280 743 271 565 272 337 287 765 FTEs as at June (No.) 1 804.7 1 800.8 1 845.6 1 803.2

Explanation of significant movements The decrease in the 2021-22 Budget income compared to the 2020-21 Estimated Result is primarily due to revenue from the Commonwealth Government for Anangu Pitjantjatjara Yankunytjatjara Lands (APY) Accommodation projects in 2020-21.

The increase in the 2021-22 Budget expenses compared to the 2020-21 Estimated Result is primarily due to:

• higher expenditure for the Multi-Purpose Load Bearing Vests initiative in 2021-22

• continuation of the Mobile Workforce Transformation Program in 2021-22

• increase to the superannuation guarantee in 2021-22.

The decrease in the 2020-21 Estimated Result expenses compared to the 2019-20 Actual Result is primarily due to:

• revaluation of workers compensation employee liabilities in 2019-20

• movement in employee liabilities and costs associated with police leave entitlements in 2019-20

• back pay paid in 2019-20 relating to the interim 2019 SA Police Enterprise Bargaining agreement.

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of call centre calls answered within 20 seconds ≥80% 81% ≥80% 80.09%

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of patrol taskings in the metropolitan area n.a. 371 378 n.a. 424 927 No. of offences against good order recorded 16.31 15.85 18.35 17.90 per 1000 head of population % of DNA links of persons to crime scenes that contribute 36% 35% 32% 40% to an arrest or report No. of grade 2 taskings in the metropolitan area n.a. 99 521 n.a. 178 795 Counting rule change in July 2020. Previous data is not comparable.

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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 2020-21

• Maintained community safety by timely responding to calls for police assistance.

• Received over 573 000 calls at the call centre from members of the public.

Targets 2021-22

• 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.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income — — — — Expenses 113 404 147 161 101 322 90 688 Net cost of sub-program 113 404 147 161 101 322 90 688 FTEs as at June (No.) 750.8(a) 708.1(a) 576.3 489.7 (a) Additional FTEs in 2021-22 and 2020-21 mainly due to COVID-19 response.

Explanation of significant movements The decrease in the 2021-22 Budget expenses compared to the 2020-21 Estimated Result is primarily due to COVID-19 costs in 2020-21 partially offset by:

• Protective Security Officer resourcing for SAPOL’s COVID-19 response in 2021-22

• higher expenditure for the Multi-Purpose Load Bearing Vests initiative in 2021-22.

The increase in the 2020-21 Estimated Result expenses compared to the 2020-21 Budget is primarily due to additional resources for COVID-19 response in 2020-21.

The increase in the 2020-21 Estimated Result expenses compared to the 2019-20 Actual is primarily due to additional resources for COVID-19 response in 2020-21 partially offset by:

• revaluation of workers compensation employee liabilities in 2019-20

• movement in employee liabilities and costs associated with police leave entitlements in 2019-20

• higher costs associated with the interim 2019 SA Police Enterprise Bargaining agreement in 2019-20.

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Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of grade 1 taskings in the metropolitan area responded ≥80% 92.3% ≥80% 95.4% to within 15 minutes % of 000 calls presented to Police Communications Centre 90% 93% 90% 92.71% by Telstra answered within 10 seconds

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of calls received by call centre n.a. 573 265 n.a. 572 486 No. of 000 calls presented to Police Communications n.a. 187 274 n.a. 179 890 Centre by Telstra No. of grade 1 taskings in the metropolitan area n.a. 3 212 n.a. 1 906 No. of search and rescue operations attended by n.a. 614 n.a. 541 STAR Group No. of joint emergency services exercises conducted with 40 29 50 50 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 — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth revenues 44 2 352 2 352 1 854 Fees, fines and penalties 3 434 1 893 2 604 1 722 Sales of goods and services 8 181 7 512 8 164 7 357 Interest revenues — — — 1 Net gain or loss from disposal of assets — 76 76 77 Resources received free of charge — — — 516 Total income 11 659 11 833 13 196 11 527 Expenses Employee benefit expenses 375 871 365 507 368 181 374 141 Supplies and services 72 164 68 614 70 763 73 655 Depreciation and amortisation expenses 20 013 19 665 17 445 20 031 Borrowing Costs 856 764 724 923 Other expenses 9 412 10 266 8 916 25 926 Total expenses 478 316 464 816 466 029 494 676 Net cost of providing services 466 657 452 983 452 833 483 149 FTEs as at June (No.) 2 764.4 2 758.5 2 827.2 2 769.0

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.

2021-22 Agency Statements — Volume 3 199 Police

Highlights 2020-21

• Reduction in number of recorded offences against property as reported by/on behalf of victims per 1000 head of population.

• Continued partnership with the community through contacts with Crime Stoppers.

Targets 2021-22

• 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.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 5 767 6 825 6 790 6 841 Expenses 324 385 315 129 315 971 334 924 Net cost of sub-program 318 618 308 304 309 181 328 083 FTEs as at June (No.) 1 831.7 1 827.8 1 873.3 1 838.2

The increase in the 2021-22 Budget expenses compared to the 2020-21 Estimated Result is primarily due to:

• higher expenditure for the Multi-Purpose Load Bearing Vests initiative in 2021-22

• continuation of the Mobile Workforce Transformation Program in 2021-22.

The decrease in the 2020-21 Estimated Result expenses compared to the 2019-20 Actual is primarily due to:

• revaluation of workers compensation employee liabilities in 2019-20

• movement in employee liabilities and costs associated with police leave entitlements in 2019-20

• higher costs associated with the interim 2019 SA Police Enterprise Bargaining agreement in 2019-20.

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of recorded offences against the person as reported ≤12.44 13.20 ≤12.22 12.17 by/on behalf of victims per 1000 head of population Level of alcohol related crime in licensed premises 1 296 1 345 1 193 1 028 No. of recorded offences against property as reported ≤49.29 43.68 ≤53.32 54.14 by/on behalf of victims per 1000 head of population No. of illicit drug offences detected by police ≥5 251 3 998 ≥5 331 5 701 No. of drug diversions recorded as part of the Police Drug ≥2 308 2 380 ≥3 613 3 441 Diversion Initiative No. of clandestine labs detected 64 56 67 64

200 2021-22 Agency Statements — Volume 3 Police

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of participants attending Blue Light functions ≥2 500 2 050 ≥2 500 10 776 No. of active watch groups 520 526 538 535 No. of contacts including online reports to Crime Stoppers 28 500 26 590 25 923 23 958

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 2020-21

• Processed over 27 000 prisoners through police holding facilities.

Targets 2021-22

• Continue to provide specialist investigation support to the State Coroner.

• Continue to focus on providing safe custodial facilities.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 5 892 5 008 6 406 4 686 Expenses 153 931 149 687 150 058 159 752 Net cost of sub-program 148 039 144 679 143 652 155 066 FTEs as at June (No.) 932.7 930.7 953.9 930.8

Explanation of significant movements The increase in the 2021-22 Budget income compared to the 2020-21 Estimated Result is primarily due to lower prosecution court fees in 2020-21 partially offset by revenue from the Commonwealth Government for APY Accommodation projects in 2020-21.

The increase in the 2021-22 Budget expenses compared to the 2020-21 Estimated Result is primarily due to higher expenditure for the Multi-Purpose Load Bearing Vests initiative in 2021-22.

The decrease in the 2020-21 Estimated Result income compared to the 2020-21 Budget is primarily due to lower prosecution court fees in 2020-21.

The decrease in the 2020-21 Estimated Result expenses compared to the 2019-20 Actual is primarily due to:

• revaluation of workers compensation employee liabilities in 2019-20

• movement in employee liabilities and costs associated with police leave entitlements in 2019-20

• higher costs associated with the interim 2019 SA Police Enterprise Bargaining agreement in 2019-20.

2021-22 Agency Statements — Volume 3 201 Police

Performance indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Target Result Target Actual % of SAPOL prosecutions which are finalised by a guilty 80% 80% 80% 81.53% verdict or guilty plea

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of prosecution charges initiated by police in state n.a. 116 526 n.a. 123 383 courts No. of coronial investigation reports (deaths) submitted n.a. 1 414 n.a. 1 528 by police to the State Coroner’s Office No. of formal cautions (juvenile) issued n.a. 561 n.a. 1 041 No. of family conference referrals (juvenile) by police n.a. 442 n.a. 706 No. of prisoners processed through police holding n.a. 27 517 n.a. 30 864 facilities No. of deaths in police custody — 1 — 1 No. of escapes from police holding facilities — — — 1

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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 — income, expenses and FTEs

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Commonwealth revenues 13 704 704 544 Fees, fines and penalties 738 282 497 218 Sales of goods and services 13 940 13 641 13 429 13 594 Net gain or loss from disposal of assets — 29 27 26 Resources received free of charge — — — 179 Total income 14 691 14 656 14 657 14 561 Expenses Employee benefit expenses 100 539 97 648 98 361 99 456 Supplies and services 31 131 30 529 31 881 31 306 Depreciation and amortisation expenses 8 437 7 763 6 397 6 935 Borrowing Costs 563 529 503 485 Other expenses 2 518 2 745 2 383 6 893 Total expenses 143 188 139 214 139 525 145 075 Net cost of providing services 128 497 124 558 124 868 130 514 FTEs as at June (No.) 739.5 737.0 755.3 736.1

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 2020-21

• Continued emphasis on detecting dangerous and high risk driving behaviours.

• Continued detections of drug driving.

2021-22 Agency Statements — Volume 3 203 Police

Targets 2021-22

• Continue to target dangerous driving behaviours such as speeding, distraction, drink and drug driving.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 5 014 4 520 4 529 4 796 Expenses 113 461 109 972 110 218 114 485 Net cost of sub-program 108 447 105 452 105 689 109 689 FTEs as at June (No.) 591.4 589.5 604.2 588.6

Explanation of significant movements The increase in the 2021-22 Budget income compared to the 2020-21 Estimated Result is primarily due to lower police escorts revenue in 2020-21 partially offset by revenue from the Commonwealth Government for APY Accommodation projects in 2020-21.

The increase in the 2021-22 Budget expenses compared to the 2020-21 Estimated Result is primarily due to:

• higher expenditure for the Multi-Purpose Load Bearing Vests initiative in 2021-22

• continuation of the Mobile Workforce Transformation Program in 2021-22.

The decrease in the 2020-21 Estimated Result expenses compared to the 2019-20 Actual is primarily due to:

• revaluation of workers compensation employee liabilities in 2019-20

• movement in employee liabilities and costs associated with police leave entitlements in 2019-20

• higher costs associated with the interim 2019 SA Police Enterprise Bargaining agreement in 2019-20.

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of reports for traffic offences detected by police 17 741 18 772 13 783 10 812 No. of detections of drink driving n.a. 4 481 n.a. 4 669 No. of detections of drug driving n.a. 5 467 n.a. 6 276 No. of speed detection hours (mobile cameras, mobile 63 820 52 410 75 765 74 279 radars and lasers) Reflects the impact of COVID-19 on activity. No. of expiation notices issued for traffic offences n.a. 158 466 n.a. 163 156 No. of driver screening tests conducted 500 000 478 813 500 000 406 438

204 2021-22 Agency Statements — Volume 3 Police

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 2020-21

• Conducted 320 road safety sessions to improve road safety and road user awareness.

• Continued emphasis on conducting corporate/state-wide traffic operations.

Targets 2021-22

• 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 lives lost and serious injuries on South Australian roads.

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income 9 677 10 136 10 128 9 765 Expenses 29 727 29 242 29 307 30 590 Net cost of sub-program 20 050 19 106 19 179 20 825 FTEs as at June (No.) 148.1 147.5 151.1 147.5

Explanation of significant movements

• No major variations.

Activity indicators

2020-21 2021-22 Estimated 2020-21 2019-20 Projection Result Projection Actual No. of sessions conducted by the Road Safety Section 1 000 320 1 000 745 No. of traffic cautions issued as recorded on expiation n.a. 51 679 n.a. 73 825 notices No. of Traffic Watch complaints received 10 840 10 625 2 400 2 281 Counting rule change in July 2020. Previous data is not comparable. No. of lives lost per 100 000 head of population n.a. 6.10 n.a. 5.88 No. of serious injuries per 100 000 head of population n.a. 48.08 n.a. 48.35 No. of casualty crashes, including fatal crashes, n.a. 423.23 n.a. 334.65 per 100 000 head of population No. of corporate/state-wide traffic operations 47 42 39 44 No. of corporate/state-wide traffic operations that include 47 42 39 42 a rural road safety component

2021-22 Agency Statements — Volume 3 205 Police

South Australia Police Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Appropriation 956 986 943 140 897 376 839 139 Commonwealth sourced revenues 86 4 539 4 539 3 562 Intra-government transfers 71 124 69 211 68 904 99 466 Fees, fines and penalties 10 451 7 411 8 752 7 188 Sales of goods and services 36 403 34 769 35 519 36 462 Interest revenues — — — 1 Net gain or loss on disposal of assets — 150 150 151 Resources received free of charge — — — 1 015 Other income — 774 — 424 Total income 1 075 050 1 059 994 1 015 240 987 408 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 668 603 660 573 645 721 659 154 Long service leave 22 902 22 452 22 488 3 760 Payroll tax 36 574 35 323 35 728 36 974 Superannuation 78 505 74 330 75 102 81 128 Other 2 959 2 916 2 916 2 395 Supplies and services General supplies and services 156 331 174 212 151 985 155 137 Consultancy expenses 121 118 118 327 Depreciation and amortisation 46 097 44 119 39 368 44 155 Borrowing costs 1 536 1 423 1 331 1 762 Grants and subsidies 99 99 99 — Intra-government transfers 2 680 6 547 6 532 1 843 Other expenses 19 834 21 798 18 932 54 284 Total expenses 1 036 241 1 043 910 1 000 320 1 040 919 Total comprehensive result 38 809 16 084 14 920 -53 511

206 2021-22 Agency Statements — Volume 3 Police

South Australia Police Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Net cost of services calculation Income 1 075 050 1 059 994 1 015 240 987 408 Less Appropriation 956 986 943 140 897 376 839 139 Other income from state government — — — 28 686 Income included in net cost of services 118 064 116 854 117 864 119 583

Expenses 1 036 241 1 043 910 1 000 320 1 040 919 Expenses included in net cost of services 1 036 241 1 043 910 1 000 320 1 040 919 Net cost of services 918 177 927 056 882 456 921 336

2021-22 Agency Statements — Volume 3 207 Police

South Australia Police Statement of financial position 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 219 729 198 272 187 203 189 913 Receivables 19 667 19 538 19 538 19 502 Inventories 268 268 268 268 Other current assets 1 325 931 931 891 Non-current assets held for sale 10 001 10 001 10 001 10 001 Total current assets 250 990 229 010 217 941 220 575 Non current assets Land and improvements 344 803 330 014 335 895 352 651 Plant and equipment 82 188 67 489 68 384 58 875 Intangible assets 27 706 21 028 21 028 23 094 Total non-current assets 454 697 418 531 425 307 434 620 Total assets 705 687 647 541 643 248 655 195

Liabilities Current liabilities Payables 68 108 66 928 66 928 69 992 Short-term borrowings 14 475 12 677 13 296 12 869 Employee benefits Salaries and wages 8 448 6 426 6 426 28 629 Annual leave 53 146 52 783 52 783 52 420 Long service leave 16 977 16 646 16 646 16 315 Short-term provisions 17 591 17 123 17 123 16 655 Other current liabilities 997 976 976 5 217 Total current liabilities 179 742 173 559 174 178 202 097 Non current liabilities Long-term borrowings 76 116 66 435 62 687 65 108 Long-term employee benefits Long service leave 204 053 203 195 203 195 202 337 Other 10 051 10 051 10 051 10 051 Long-term provisions 145 797 142 622 142 622 139 447 Other non-current liabilities 2 368 2 928 2 928 3 488 Total non-current liabilities 438 385 425 231 421 483 420 431 Total liabilities 618 127 598 790 595 661 622 528

Net assets 87 560 48 751 47 587 32 667

Equity Contributed capital 85 220 85 220 85 220 85 220 Retained earnings -139 178 -177 987 -179 151 -194 070 Asset revaluation reserve 141 518 141 518 141 518 141 517 Total equity 87 560 48 751 47 587 32 667 Balances as at 30 June end of period.

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South Australia Police Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Operating activities

Cash inflows Appropriation 956 986 943 140 897 376 839 139 Commonwealth sourced receipts 86 285 285 3 562 Intra-government transfers 71 124 69 211 68 904 95 822 Fees, fines and penalties 10 451 7 411 8 752 7 188 Sales of goods and services 36 287 34 653 35 403 27 098 Interest received — — — 1 GST received — — — 18 578 Other receipts — other 8 ——— Cash generated from operations 1 074 942 1 054 700 1 010 720 991 388 Cash outflows Employee benefit payments 805 920 819 993 806 354 759 205 Payments for supplies and services 156 706 174 584 152 357 146 642 Interest paid 1 536 1 423 1 331 1 762 Grants and subsidies 99 99 99 — GST paid — — — 18 412 Intra-government transfers 2 680 6 547 6 532 1 843 Other payments 15 760 17 692 14 858 19 844 Cash used in operations 982 701 1 020 338 981 531 947 708 Net cash provided by (+)/used in (-) operating activities 92 241 34 362 29 189 43 680 Investing activities Cash inflows Proceeds from sale of property, plant and equipment 610 14 070 14 680 473 Cash generated from investing activities 610 14 070 14 680 473 Cash outflows Purchase of property, plant and equipment 41 968 21 228 32 194 20 903 Purchase of intangibles 13 968 4 474 4 474 163 Cash used in investing activities 55 936 25 702 36 668 21 066 Net cash provided by (+)/used in (-) investing activities -55 326 -11 632 -21 988 -20 593

2021-22 Agency Statements — Volume 3 209 Police

South Australia Police Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Financing activities Cash outflows Repayment of leases 15 458 14 371 9 911 16 159 Cash used in financing activities 15 458 14 371 9 911 16 159 Net cash provided by (+)/used in (-) financing activities -15 458 -14 371 -9 911 -16 159 Net increase (+)/decrease (-) in cash equivalents 21 457 8 359 -2 710 6 928 Cash and cash equivalents at the start of the period 198 272 189 913 189 913 182 985 Cash and cash equivalents at the end of the period 219 729 198 272 187 203 189 913

Non cash transactions Assets received (+)/donated (-) free of charge — — — 1 015

210 2021-22 Agency Statements — Volume 3 Police

Administered items for the South Australia Police Statement of comprehensive income 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Income Appropriation 562 553 553 551 Intra-government transfers 2 668 2 562 2 562 2 713 Fees, fines and penalties 94 808 82 175 87 211 73 342 Sales of goods and services 140 140 140 — Other income 162 162 162 118 Total income 98 340 85 592 90 628 76 724 Expenses Employee benefit expenses Salaries, wages, annual and sick leave 497 490 490 491 Supplies and services General supplies and services 30 30 30 — Grants and subsidies 73 71 71 70 Intra-government transfers 18 632 14 423 15 808 12 399 Other expenses 79 108 70 578 74 229 63 774 Total expenses 98 340 85 592 90 628 76 734 Total comprehensive result — — — -10

2021-22 Agency Statements — Volume 3 211 Police

Administered items for the South Australia Police Statement of financial position 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Assets Current assets Cash and cash equivalents 14 286 14 286 14 286 14 285 Receivables 226 226 226 226 Total current assets 14 512 14 512 14 512 14 511 Total assets 14 512 14 512 14 512 14 511

Liabilities Current liabilities Payables 13 906 13 906 4 851 4 852 Employee benefits Salaries and wages 1 1 1 — Other current liabilities — — 9 055 9 055 Total current liabilities 13 907 13 907 13 907 13 907 Total liabilities 13 907 13 907 13 907 13 907

Net assets 605 605 605 604

Equity Retained earnings 605 605 605 604 Total equity 605 605 605 604 Balances as at 30 June end of period.

212 2021-22 Agency Statements — Volume 3 Police

Administered items for the South Australia Police Statement of cash flows 2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Operating activities

Cash inflows Appropriation 562 553 553 551 Intra-government transfers 2 668 2 562 2 562 2 736 Fees, fines and penalties 94 808 82 175 87 211 73 342 Sales of goods and services 140 140 140 400 Other receipts — other 162 162 162 118 Cash generated from operations 98 340 85 592 90 628 77 147 Cash outflows Employee benefit payments 497 489 489 491 Payments for supplies and services 30 30 30 — Grants and subsidies 73 71 71 70 Intra-government transfers 18 632 14 423 15 808 12 454 Other payments 79 108 70 578 74 229 63 276 Cash used in operations 98 340 85 591 90 627 76 291 Net cash provided by (+)/used in (-) operating activities — 1 1 856 Net increase (+)/decrease (-) in cash equivalents — 1 1 856 Cash and cash equivalents at the start of the period 14 286 14 285 14 285 13 429 Cash and cash equivalents at the end of the period 14 286 14 286 14 286 14 285

2021-22 Agency Statements — Volume 3 213 Police

Summary of major variations

Statement of comprehensive income — controlled

Explanation of significant movements Variations to income and expenses are described at the appropriate program level.

Statement of financial position — controlled

Explanation of significant movements In addition to the variances described under program summaries, the variances to the Statement of financial position include:

The increase in total assets between 2021-22 Budget and 2020-21 Estimated Result is due to:

• an increase in accrual appropriation reported in cash and cash equivalents ($25.8 million)

• cash used in investing activities ($55.3 million) and

• right-of use lease asset acquisitions ($26.9 million) partially offset by

• depreciation and amortisation expense ($46.1 million).

The increase in total liabilities between 2021-22 Budget and 2020-21 Estimated Result is due to an increase in borrowing costs for the recognition of accommodation leases under AASB16.

The increase in total assets between 2020-21 Estimated Result and 2020-21 Budget is due to movements in depreciation and amortisation expense ($4.8 million).

The increase in total liabilities between 2020-21 Estimated Result and 2020-21 Budget is due to the recognition of accommodation leases under AASB16.

The decrease in total assets between 2020-21 Estimated Result and 2019-20 Actual is due to depreciation and amortisation expense ($44.1 million) partially offset by right of use lease asset acquisitions in 2020-21 ($16.3 million).

The decrease in total liabilities between 2020-21 Estimated Result and 2019-20 Actual is primarily due to a reduction in liabilities resulting from a 27th pay in 2020-21.

Statement of cash flows — controlled

Explanation of significant movements All movements are consistent with those described under program summaries and Statement of financial position. Statement of comprehensive income — administered items

The $12.7 million increase in income between 2021-22 Budget and 2020-21 Estimated Result is primarily due to increases in the Victims of Crime Levy, higher expiation fee revenue relating to timing of fixed cameras becoming operational and lower fruit fly expiation trends experienced in 2020-21.

The $12.7 million increase in expenses between 2021-22 Budget and 2020-21 Estimated Result is primarily due to higher payments to the Consolidated Account associated with increased revenue collections expected in 2021-22.

214 2021-22 Agency Statements — Volume 3 Police

The $5.0 million decrease in income between 2020-21 Estimated Result and 2020-21 Budget reflects timing of fixed cameras becoming operational, lower fruit fly expiations and reduced incident detections due to fewer vehicles on the road as a result of COVID-19.

The $5.0 million decrease in expenses between 2020-21 Estimated Result and 2020-21 Budget is primarily due to lower payments to the Consolidated Account associated with decreased revenue collections expected in 2020-21.

The $8.9 million increase in income between 2020-21 Estimated Result and 2019-20 Actual is primarily due to lower speed detection trends experienced in 2019-20.

The $8.9 million increase in expenses between 2020-21 Estimated Result and 2019-20 Actual is primarily due to higher payments to the Consolidated Account associated with increased revenue collections expected in 2020-21.

Statement of financial position — administered items

Explanation of significant movements No major variations.

Statement of cash flows — administered items

Explanation of significant movements All movements are consistent with those described under the Statement of comprehensive income.

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

2021-22 Agency Statements — Volume 3 215 Police

Additional information for administered items for South Australia Police Statement of cash flows

2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000

Operating activities

Cash inflows

Intra-government transfers Public Private Partnership Costs — Courts 2 668 2 562 2 562 2 736 Administration Authority Fees, fines and penalties Infringement Notice Scheme — expiated fee 78 898 70 371 74 022 63 774 Victims of Crime Levy 15 910 11 804 13 189 9 568 Sales of goods and services Exhibit/unclaimed property 136 136 136 400 South Australia Police and Emergency Service Games 4 4 4 — Appropriation Appropriation 562 553 553 551 Other receipts Other receipts 162 162 162 118 Cash generated from operations 98 340 85 592 90 628 77 147

Cash outflows

Employee benefit payments Commissioner of Police 497 489 489 491 Payments for supplies and services Public Private Partnership Costs — Courts 26 26 26 — Administration Authority South Australia Police and Emergency Service Games 4 4 4 — Grants and subsidies SA Water — concession for emergency services 73 71 71 70 Intra-government transfers Victims of Crime Levy 15 818 11 715 13 100 9 568 Public Private Partnership Costs — Courts 2 668 2 562 2 562 2 736 Administration Authority Other Intra-government transfers 146 146 146 150 Other payments Payments to Consolidated Account 79 108 70 578 74 229 63 276 Cash used in operations 98 340 85 591 90 627 76 291

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2020-21 2021-22 Estimated 2020-21 2019-20 Budget Result Budget Actual $000 $000 $000 $000 Net cash provided by (+)/used in (-) operating activities — 1 1 856 Net increase (+)/decrease (-) in cash equivalents — 1 1 856 Cash and cash equivalents at the start of the financial 14 286 14 285 14 285 13 429 year (as at 1 July) Cash and cash equivalents at the end of the financial 14 286 14 286 14 286 14 285 year (as at 30 June)

2021-22 Agency Statements — Volume 3 217 Police

218 2021-22 Agency Statements — Volume 3 STATEBUDGET.SA.GOV.AU STATE BUDGET 2021-22 BUDGET PAPER 4 | Agency Statements | Volume 3 STATEBUDGET.SA.GOV.AU

DEPARTMENT OF TREASURY AND FINANCE AND TREASURY OF DEPARTMENT

2021- 22 STATE BUDGET treasury.sa.gov.au GPO Box 1045, Adelaide GPO Box 5001 South Australia, +61 (08) 8226 9500 Telephone: State Administration Centre State Administration 200 Victoria Square, Adelaide 5000 South Australia,