Department for Trade, Tourism and Investment 2018-19 Annual Report
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DEPARTMENT FOR TRADE, TOURISM AND INVESTMENT
Level 9, The Conservatory
131-139 Grenfell Street
Adelaide SA 5000
www.dtti.sa.gov.au
Contact phone number: +61 8 8303 2400
Contact email: dtti.reception@sa.gov.au
ISSN:2652-2020
Date presented to Minister: 30 September 2019
To: Honourable David Ridgway MLC
Minister for Trade, Tourism and Investment
This annual report will be presented to Parliament to meet the statutory reporting requirements of Public Sector Act 2013, the Public Sector Regulations 2010 and the Public Sector Finance and Audit Act 1987 and the requirements of Premier and Cabinet Circular PC013 Annual Reporting.
This report is verified to be accurate for the purposes of annual reporting to the Parliament of South Australia.
Submitted on behalf of the Department for Trade, Tourism and Investment by:
Leonie Muldoon
Chief Executive, Department for Trade, Tourism and Investment
Date 30 September 2019
From the Chief Executive
It has been an exciting year for the Department for Trade, Tourism and Investment (DTTI) which is playing a lead role in helping to grow the South Australian economy through the South Australian Government's ambitious reform agenda.
As the lead agency for encouraging business investment into South Australia and facilitating trade opportunities in goods and services, DTTI supports business to connect to international markets, create strong relationships and capitalise on export opportunities.
As part of the department's mandate to grow the state's economy and contribute to job creation, promoting South Australia to the world is an important part of what we do.
We are growing our international presence by establishing new overseas trade and investment offices, with offices already open in Shanghai, China and Tokyo, Japan.
Recommendations from the Review of the South Australian Government's International and Interstate Engagement Bodies and Functions by the Hon Steven Joyce (the Joyce Review) into international engagement have provided DTTI with a clear direction for supporting the growth of trade and investment opportunities.
In 2018-19, the agency's target to support South Australian businesses in achieving $50 million in export success, was exceeded. Through our programs and support, the agency supported $52 million in export sales.
DTTI provided mentoring, training and advice to 735 South Australian businesses and supported 102 new exporters through support programs, with a total of 2170 trade and export services provided to South Australian businesses.
As at June 2019, 30 company investments were secured with more than $612 million in capital expenditure, including $600 million of foreign investment, creating a total of 2865 jobs.
The Economic and Business Growth Fund was also established to support industry and business growth within the state.
This new framework for industry assistance sets out a clear set of priorities for development of technologies, capabilities, capacities and expertise in sectors that align to the state's competitive advantages.
The South Australian Landing Pad, funded by the Economic and Business Growth Fund, was launched in March 2019 and is a program that proactively targets international companies with high-growth potential across all priority industries to attract them to the state.
Much has been achieved but there is still more work to be done.
The financial year, 2019-20, will be one for DTTI to focus on growing South Australia's economy through collaboration across government and industry and takin South Australia to the world.
Ms Leonie Muldoon
Chief Executive
Department for Trade, Tourism and Investment
Index
Legislation administered by the agency
Other related agencies (within the Minister’s area/s of responsibility)
Agency contribution to whole of Government objectives
Agency specific objectives and performance
Work health, safety and return to work programs
Executive employment in the agency
Financial performance at a glance
Strategies implemented to control and prevent fraud
Reporting required under any other act or regulation
Reporting required under the Carers’ Recognition Act 2005
Number of public complaints reported
Service improvements for period
Overview: about the agency
Our strategic focus
Our Purpose
Lead the Growth State Plan, promote investment and facilitate trade opportunities interstate and internationally.
Our Vision
Build the economic future of South Australia by transforming our state’s economy and driving economic growth through trade, tourism, investment.
Our Values
We are client-focused
We understand our client's needs and find ways to surpass their expectations. We are solution-driven, moving at the pace of our clients and representing their cause. We win by making bold promises and making sure that we deliver.
We are can-do
We approach opportunities like a commercial enterprise. We are outcome focused, dynamic and adaptable. We are excited by new prospects, saying ‘yes’ to good ideas, then creatively finding pathways to deliver them.
We deliver for South Australia
We ensure the best outcomes for South Australia. We help grow the economy, creating better opportunities for all South Australians.
We are globally connected
We are the externally-focussed department of the South Australian Government. We maintain a global perspective, understand international cultures and expectations, know how to do business around the world and nurture our global networks.
We take South Australia to the world
We represent the state globally in a single, unified voice - building a strong and persuasive value proposition for South Australia.
We value honesty and integrity
We value honesty and integrity. We are one team and provide a supportive environment. We have each other's back. We are open, honest and transparent in all our dealings internally and externally.
Our functions, objectives and deliverables
Functions and Objectives
- Growth State Plan: Working with Industry, other government departments and industry bodies to ensure industry led sector strategies positively impact the state's Growth Agenda.
- Trade: promoting and facilitating growth of goods and services exports from South Australia.
- Investment: promoting and facilitating investment into South Australia and diversifying the economy.
- Promotion: raise South Australia's profile in key export and investment markets.
Deliverables
- Foreign investment of $500 million into South Australia from companies that are a direct client of DTTI
- Creation of 2000 new jobs in target industries in South Australia from companies that are a direct client of DTTI
- Client satisfaction on DTTI trade facilitation programs of at least 75 per cent
- Exports facilitated by DTTI activity to the value of $50 million
- Increase international student numbers to 37 250
- Increase the export value of international education to $1.55 billion
- Two new trade and investment offices opened in global markets
- Support 90 new exporters through DTTI programs to achieve sustainable exports
- Provide 400 export businesses with training, mentoring and advice on boosting markets.
Our organisational structure
Changes to the agency
During 2018-19 activities with respect to organisational redesign commenced. Mr Mike Hnyda continued as Chief Executive, DTTI until 31 March 2019, following which Mr Jim McDowell, Chief Executive, Department of the Premier and Cabinet, was Interim Chief Executive, DTTI until 28 June 2019. As at 30 June 2019, Ms Megan Antcliff, Deputy Chief Executive, DTTI, also occupied the role of Acting Chief Executive.
Revision of the organisational structure commenced, taking into consideration the recommendations of the Joyce Review.
Key recommendations of the review accepted by the South Australian Government include:
- Implementation of a South Australian Growth Agenda to prioritise and co- ordinate implementation of major policy initiatives
- DTTI to drive a strategy for growing business investment, working with industry and other economic agencies
- DTTI to have lead responsibility for promoting interstate and international trade, including coordination of all outbound economic missions and managing an independent annual evaluation of missions conducted, and developing an annual missions’ calendar
- DTTI to manage the government’s extended overseas representation
- The role of DIS to focus on skills, innovation, research, entrepreneurship, start-ups and small business
- Transfer of Immigration SA from DTTI to DIS
- Transfer of resources from the Department for Innovation and Skills (DIS) to DTTI with the exception of the proposed move of the Creative Industries Group
- Transfer of the government’s China Strategy from Department of the Premier and Cabinet (DPC) to DTTI
- Transfer of the Office of the State Coordinator-General to DTTI to consolidate the state’s case management functions
- Responsibility for funding the Adelaide Convention Bureau transferred from South Australian Tourism Commission to DTTI
- Transfer of responsibility for Brand SA to DTTI to align with its responsibility for coordination of state positioning and marketing
- Transfer of responsibility for the administration of funding for the Office of the Agent-General to DTTI. The statutory role of the Agent-General continues to report to the Premier.
Our Minister
Hon David Ridgway MLC is the Minister for Trade, Tourism and Investment.
Our Executive team
Acting Chief Executive Megan Antcliff
Deputy Chief Executive Megan Antcliff
Director Strategic Operations Sophie Adlaf
Director International Markets Narelle Slivak
Director Business Growth & Competitiveness Georgette Elston
Director Food, Wine & Agriculture Nicolle Sincock
Director Health & Medical Dirk Beelen
Director International Education & Tourism Peter Klar
Director Minerals & Energy Wayne Emery
Director Defence & Space, Creative & Hi-tech Gavin Artz
Director Trade & Regions Martyn England
Legislation administered by the agency
Nil
Other related agencies (within the Minister’s area/s of responsibility) South Australian Tourism Commission
The South Australian Tourism Commission is associated with DTTI, but maintains its operational autonomy owing to its position as a statutory authority.
Office of the Agent-General
The Office of the Agent-General (OAG) represents the South Australian Government in the United Kingdom (UK) and Europe. Its key objective is to increase awareness of the state as a destination for foreign investment, migrants, students, tourists and an exporter of premium products and services.
In line with the Joyce Review, the administrative function for the office was moved to DTTI, effective 1 April 2019 whilst the Agent-General position continues to report to the Department of the Premier and Cabinet.
Key outcomes for 2018-19 include:
- Attraction and establishment of ‘Weatherby’s Scientific’ to Roseworthy Campus at Adelaide University. Participation of more than 25 companies in the ‘Soft Landings’ program including ‘Meet the Experts’ and ‘Partner Search’ sessions. Five Defence supply chain entities have established a Volunteer for International Experience presence in South Australia for SEA 1000 Submarines and SEA-5000 Hunter Class.
- More than 40 export companies supported through introductions to distributors, retailers, wholesalers, promotional campaigns and media coverage, bespoke events, business to business introductions, supporting trade shows and providing local market intelligence.
- Established a separate wine club, working with South Australian wineries and United Kingdom distributors to promote products to trade buyers and consumers via a series of intimate tastings. A total of five stand-alone events were held – attended by 146 guests with more than £2000 in direct sales generated through online partners.
- Key partner in facilitating the transfer of Cleland Wildlife Parks Koalas & Wombats to Longleat Safari Park negotiating the complementary transfer by an airline partner. The Agent-General also represented the Premier at the official opening in March 2019 of ‘Koala Creek’ at Longleat and achieved in excess of £700 000 of non-digital press coverage.
- The self-funded South Australia Club London Chapter hosted six key events in 2018-19, with more than 700 guests attending in total. The events promoted South Australia’s space sector, celebrated South Australian wines, promoted the International Centre for Koala Excellence and celebrated the 150th Anniversary of the Adelaide Central Market.
Office of the State-Coordinator General
The Office of the State Coordinator-General (SCG) drives investment in South Australia by creating an environment that welcomes private sector development and stimulates job creation by helping business investors realise their developments in a timely manner. Key outcomes for 2018-19:
- Assigned 17 development proposals with a combined estimated value of $751 million, satisfying the threshold tests, to the State Commission Assessment Panel
- Granted exemption to 214 dwelling units and 199 allotments totalling $39.05 million under the Renewing Our Streets and Suburbs Stimulus program
- Assisted the Consular-General for the People’s Republic of China with advice on proposed development plans for the consular facility at Joslin
- Acted as the approving authority for 11 variations to the existing approval within The Bend Motorsport Park. The variations for additional development included wastewater lagoon, racing related building facilities, camping and caravan areas, fencing and a permanent grandstand with associated pathways and fencing
- Supported major investment activities with first-class aftercare by delivering planning and regulatory advice.
StudyAdelaide
StudyAdelaide was established under the Public Corporations (Education Adelaide) Regulations 1998 and promotes Adelaide as Australia’s premier study destination for international students who bring economic, cultural and social benefits to the city and the state. In partnership with education institutions, StudyAdelaide grows awareness and preference for Adelaide as a global study destination and engages with onshore students to enrich their living and studying experience.
StudyAdelaide’s management is overseen by a Board, whose members are appointed by the Minister for Trade, Tourism and Investment.
StudyAdelaide presents its annual report to the Minister for Trade, Tourism and Investment.
The agency’s performance
Performance at a glance
- Facilitated investments of $612 million, $600 million of which is foreign investment, which created 2865 jobs in South Australia.
- Provided training, mentoring and advice on boosting markets to 720 South Australian export businesses.
- Opened new trade and investment offices in Shanghai and Tokyo.
- Delivered a TradeStart advisory program in partnership with Austrade and the South Australia Export Accelerator Program, to support businesses in developing new markets.
Agency contribution to whole of Government objectives
Key objective |
Agency’s contribution |
More jobs |
In 2018-19, DTTI secured a total of 30 investment projects leading to an estimated 2800 jobs created as well as $600 million of foreign investment. |
Better Services |
In 2018-19, 97 per cent of DTTI clients surveyed reported satisfaction with DTTI’s trade facilitation services and programs. |
Agency specific objectives and performance
- Target, develop and attract opportunities that will increase investment into South Australia, grow the economy and increase employment.
- Develop and implement strategies and programs that increase the international competitiveness of South Australian businesses and facilitate international exports and high value jobs growth.
Agency objectives |
Indicators |
Performance |
Target, develop and attract opportunities that will increase investment into South Australia, grow the economy and increase employment |
Foreign investment into South Australia from companies that are a direct client of DTTI 2018-19 target: $500 million |
Achieved $600 million of foreign investment |
Creation of new jobs in target industries in South Australia from companies that are a direct client of DTTI 2018-19 target: 2000 jobs |
Achieved creation of 2865 jobs |
|
Agency objectives | Indicators | Performance |
Develop and implement strategies and programs that increase the international competitiveness of South Australian businesses and facilitate international exports and high value jobs growth. |
Client satisfaction on DTTI trade facilitation programs 2018-19 target: 75 per cent |
Achieved 97 per cent client satisfaction |
Value of exports facilitated by DTTI activity 2018-19 target: $50 million |
Achieved $52.3 million of export facilitation |
|
International student enrolments 2018-19 target: 37 250 enrolments |
Achieved 38 022 enrolments
|
|
Export value of international education 2018-19 target: $1.55 billion |
Achieved $1.62 billion export value |
Employment opportunity programs
Program name |
Performance |
South Australian Government Graduate Program |
DTTI’s Graduate Program is underpinned by the Graduate Employment Strategy 2017-2020. It is a structured development program that includes a rotational placement across business units over a 24-month employment period. The annual program provided two new graduates with career pathways into the department and the Public Sector. |
Aboriginal Employment |
DTTI works towards increasing the employment of Aboriginal people and access the Aboriginal Employment. As at 30 June 2019, there were no employees that identified themselves as Aboriginal. |
Agency performance management and development systems
Performance management and development system |
Performance |
Performance management and development is a two- way process between managers and employees to discuss performance planning and development needs. It is expected that employees have formal conversations about their performance twice per year |
Performance management policy and procedure is assessed on an annual basis. Training for managers is mandatory and external and internal performance management essentials training is offered to employees throughout the year. As at 30 June 2019, 41.9 per cent of employees had recorded that a performance conversation had taken place. |
It is important to note that this percentage includes informal discussions due to the scope of restructure activities taking place in the 4th quarter. The Performance Management and Development process will be invigorated once the revised structure has been put in place.
Work health, safety and return to work programs
Program name |
Performance |
Mental health, wellbeing & resilience training |
All first aiders and health and safety representatives (eight employees) were trained in mental health first aid (MHFA). A separate MHFA course was conducted for eight managers. A mental health resilience training session (including RUOK) was conducted for 12 employees. All staff members completed the training sessions (listed above) and the feedback was very positive. Zero psychological workers compensation claims were recorded. |
Workplace injury claims |
Current year 2018-19 |
Past year 2017-18 |
% Change (+ / -) |
Total new workplace injury claims |
0 |
- |
n/a |
Fatalities |
0 |
- |
n/a |
Seriously injured workers* |
0 |
- |
n/a |
Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE) |
0 |
- |
n/a |
*number of claimants assessed during the reporting period as having a whole person impairment of 30% or more under the Return to Work Act 2014 (Part 2 Division 5)
Work health and safety regulations |
Current year 2018-19 |
Past year 2017-18 |
% Change (+ / -) |
Number of notifiable incidents (Work Health and Safety Act 2012, Part 3) |
0 |
- |
n/a |
Number of provisional improvements, improvement and prohibition notices (Work Health and Safety Act 2012 sections 90, 191 and 195) |
0 |
- |
n/a |
Return to work costs** |
Current year 2018-19 |
Past year 2017-18 |
% Change (+ / -) |
Total gross workers compensation expenditure ($) |
0 |
- |
n/a |
Income support payments – gross ($) |
0 |
- |
n/a |
**before third-party recovery
As DTTI was established on 1 July 2018, there is no comparative data available for 2017-18.
Executive employment in the agency
Executive classification |
Number of executives |
EXF |
1 |
SAES 2 |
1 |
SAES 1 |
11 |
As DTTI was established on 1 July 2018, there is no comparative data available for 2017-18.
The Office of the Commissioner for Public Sector Employment has a workforce information page that provides further information on the breakdown of executive gender, salary and tenure by agency.
Financial performance
Financial performance at a glance
The following is a brief summary of the overall financial position of the agency. The information is unaudited. Full audited financial statements for 2018-19 are attached to this report.
As DTTI was established on 1 July 2018, there is no comparative data available for 2017-18.
During 2018-19, DTTI underwent further structural changes following a recommendation in the Joyce review to implement machinery of government transfers.
As at the end of 2018-19, DTTI had a revised expenditure budget of $64.7 million. Actual expenditure against this budget was $51.6 million. The underspend of
$13.1 million primarily related to the timing of grant payments, which are now expected to occur in 2019-20 in line with contractual milestones.
DTTI had a revised revenue budget of $2.3 million primarily consisting of immigration related fees (until 31 March 2019), Commonwealth program revenue and revenue from other South Australian government agencies.
Statement of comprehensive income |
2018-19 Budget $000s |
2018-19 Actual $000s |
Variation $000s |
2017-18 Actual $000s |
Expenses |
64 683 |
51 583 |
13 100 |
0 |
Revenues |
2 272 |
2 506 |
234 |
0 |
Net cost of providing services |
62 411 |
49 077 |
13 334 |
0 |
Net Revenue from SA Government |
54 457 |
55 803 |
1 346 |
0 |
Net result |
-7 954 |
6 726 |
14 680 |
0 |
Total comprehensive result |
-7 954 |
6 726 |
14 680 |
0 |
Statement of financial position |
2018-19 Budget $000s |
2018-19 Actual $000s |
Variation $000s |
2017-18 Actual $000s |
Current assets |
9 988 |
34 360 |
24 372 |
0 |
Non-current assets |
7 204 |
705 |
-6 499 |
0 |
Total assets |
17 192 |
35 065 |
17 873 |
0 |
Current liabilities |
1 398 |
13 043 |
-11 645 |
0 |
Non-current liabilities |
1 755 |
5 559 |
-3 804 |
0 |
Total liabilities |
3 153 |
18 602 |
-15 449 |
0 |
Net assets |
14 039 |
16 463 |
2 424 |
0 |
Equity |
14 039 |
16 463 |
2 424 |
0 |
Consultants disclosure
The following is a summary of external consultants engaged by the department, the nature of work undertaken, and the actual payments made for the work undertaken during the financial year.
Consultancies with a contract value below $10 000 each
Consultancies |
Purpose |
$ Actual payment |
All consultancies below $10 000 each - combined |
Various |
$ 8 500 |
Consultancies with a contract value above $10 000 each
Consultancies |
Purpose |
$ Actual payment |
Hudson Howells |
To commission a study on how South Australian Government policies, projects, programs should be designed to foster interstate and international export of goods and services and encourage business investment. |
$ 24 000 |
|
Total |
$ 24 000 |
As DTTI was established on 1 July 2018, there is no comparative data available for 2017-18.
See also the Consolidated Financial Report of the Department of Treasury and Finance for total value of consultancy contracts across the South Australian Public Sector.
Contractors disclosure
The following is a summary of external contractors engaged by the agency, the nature of work undertaken, and the actual payments made for work undertaken during the financial year.
Contractors with a contract value below $10 000
Contractors |
Purpose |
$ Actual payment |
All contractors below $10 000 each - combined |
Various |
$ 52 421 |
Contractors with a contract value above $10 000 each
Contractors |
Purpose |
$ Actual payment |
Hannan Duck & Partners Pty Ltd |
Strategic advisory services in relation to machinery of government changes and other changes to administrative arrangements. |
$ 14 000 |
The University of Adelaide |
Economic impact analysis reports for grant proposals. |
$ 26 485 |
Humanwebs |
Develop and facilitate workshops for management team on the organisation redesign. |
$ 34 560 |
KPMG |
Brand activation workshops. |
$ 15 472 |
TBWA Adelaide |
Immersion, research and analysis, strategy, identity and naming project (brand tone). |
$ 87 089 |
TBWA Adelaide |
DTTI production collateral. |
$ 22 890 |
Cornerstone Strategic Pty Ltd |
Pathways for young entrepreneurs’ workshop. |
$ 10 000 |
Dassault Systems Australia |
Services in relation to the Virtual Shipyard Program. |
$ 106 840 |
Don Dunstan Foundation |
Workshops for the Northern Social Economy Jobs Generator. |
$ 10 250 |
Flinders University of SA |
Facilitation of a cross-industry technology interest group for Robotics and Automation Emerging Technology. |
$ 45 000 |
Mr Rob Dimonte |
Services in relation to the NDIS Coordinator role. |
$ 54 392 |
Mr Stephen Ludlam |
Services in relation to the Chief Industry Advisor role. |
$ 25 000 |
The University of Adelaide |
Services to extract greater insights from state held data sets. |
$ 15 000 |
The University of Adelaide |
Facilitation of a cross-industry business group for Artificial Intelligence Constellation of Technologies. |
$ 45 000 |
Contractors |
Purpose |
$ Actual payment |
The University of Adelaide |
Facilitation of a cross-industry emerging technology interest group for additive manufacturing. |
$ 45 000 |
The University of South Australia |
Facilitation of a cross- industry emerging technology interest group for virtual and augmented reality. |
$ 45 000 |
The University of South Australia |
Facilitation of a cross-industry technology interest group for Data Driven Decision Making Emerging. |
$ 45 000 |
Ms Fion Jia |
South Australia’s representative in the Jinan Office – China |
$ 120 038 |
Ms Jassica Zhao |
South Australia’s representative in the Jinan Office – China |
$ 25 996 |
Ms Jing Liu |
South Australia’s representative in the Jinan Office – China |
$ 35 013 |
Ms Selene Zhou |
South Australia’s representative in the Jinan Office – China |
$ 18 911 |
TBWA Adelaide |
Activation of services relating to the Tokyo Office opening in March 2019. |
$ 18 675 |
Deloitte Financial Advisory Pty Ltd |
Services related to the International Student Hub. |
$ 38 746 |
Education Adelaide |
Services related to ICEF ANZA Workshop and visits to South Australia. |
$ 81 700 |
Jones Lang Lasalle Advisory Services Pty Ltd |
To prepare and provide for the Adelaide Student Accommodation Demand and Supply project. |
$ 25 000 |
Nous Group |
Services related to the International Education Plan. |
$ 73 972 |
Vivacity RTO Coaching & Consulting |
Three-day workshop and one on one coaching. |
$ 23 646 |
East West Consultants Pty Ltd |
Provide accounting services to the Office of the Agent-General in London. |
$ 10 705 |
Contractors |
Purpose |
$ Actual payment |
ARUP Australia Pty Ltd |
To create a vision document for GFG Alliance. |
$ 26 966 |
Satalyst Pty Ltd |
A scoping project for DTTI to run its own IT Systems. |
$ 17 900 |
Hays Specialist Recruitment (SA) Pty Ltd |
Temporary staff services 2018-19 |
$ 362 598 |
Hudson Global Resources (Aust) Pty Ltd |
Temporary staff services 2018-19 |
$ 24 714 |
Randstad Pty Ltd |
Temporary staff services 2018-19 |
$ 145 035 |
Robert Walters Pty Ltd |
Temporary staff services 2018-19 |
$ 19 705 |
|
Total |
$1 716 298 |
As DTTI was established on 1 July 2018, there is no comparative data available for 2017-18.
The details of South Australian Government-awarded contracts for goods, services, and works are displayed on the SA Tenders and Contracts website. View the agency list of contracts
The website also provides details of across government contracts
Risk management
Risk and audit at a glance
DTTI Risk and Performance Committee (joint with the Department for Innovation and Skills (DIS) and the Department for Energy and Mining) has oversight of strategic risks. Strategic risks are those where the effect of an event or change in circumstances impacts the department’s ability to achieve its strategic direction.
Internal audit reviews are consistent with these strategic risks.
Fraud detected in the agency
Category/nature of fraud |
Number of instances |
Nil |
Nil |
Strategies implemented to control and prevent fraud
Strategies to control and prevent fraud include:
- The Financial Management Control Plan (FMCP)
- Financial authorisations
- Policies and procedures
- Risk and Assurance Work Plan
- Compliance review of SSSA processes
The FMCP includes control elements deemed critical to relevant and reliable financial reporting. These control elements are assessed during the year and action plans are implemented for any controls that are assessed as weak. Updates on the FMCP are provided to the Risk and Performance Committee (RPC) twice a year and the annual financial statements are presented to RPC for review in September.
Maintenance and quarterly monitoring of staff financial authorisations are conducted through the e-procurement and ANZ EMS purchase card systems. In addition, employee termination reports are reviewed regularly and any required amendments to e-procurement and purchase card authorisations are made in a timely manner.
DTTI has policies and procedures in place which outline employees' responsibilities in regard to committing and approving expenditure within the department, and DTTl's Risk Management Policy and Procedure provides employees further guidance on managing risk.
A Risk and Assurance Work Plan has been developed in consultation with DIS as per DTTI's service level agreement (SLA). The work plan focussed on strengthening the internal control environment for the department's high and extreme risks. This is overseen by the RPC.
DTTI mitigates the risk of fraud related to SSSA functions through the compliance with and regular review of SSSA processes and systems. Any issues that are raised are promptly addressed with SSSA as required.
As DTTI was established on 1 July 2018, there is no comparative data available for 2017-18.
Whistle-blowers disclosure
Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Whistleblowers Protection Act 1993:
Nil.
As DTTI was established on 1 July 2018, there is no comparative data available for 2017-18.
Reporting required under any other act or regulation
Nil
Reporting required under the Carers’ Recognition Act 2005
The Carers Recognition Act 2005 was promoted in DTTI’s online induction package and is referenced in the DTTI Leave Procedure.
DTTI employees have access to carers’ leave in line with Commissioner’s Determination 3.1 Employment Conditions – Hours of Work, Overtime and Leave.
In 2018-19, 60 DTTI employees accessed 178.04 days of carers’ leave.
Public complaints
Number of public complaints reported
Complaint categories |
Sub-categories |
Example |
Number of Complaints 2018-19 |
Professional behaviour |
Staff attitude |
Failure to demonstrate values such as empathy, respect, fairness, courtesy, extra mile; cultural competency |
0 |
Professional behaviour |
Staff competency |
Failure to action service request; poorly informed decisions; incorrect or incomplete service provided |
0 |
Professional behaviour |
Staff knowledge |
Lack of service specific knowledge; incomplete or out-of-date knowledge |
0 |
Communication |
Communication quality |
Inadequate, delayed or absent communication with customer |
0 |
Communication |
Confidentiality |
Customer’s confidentiality or privacy not respected; information shared incorrectly |
0 |
Service delivery |
Systems/technology |
System offline; inaccessible to customer; incorrect result/information provided; poor system design |
0 |
Service delivery |
Access to services |
Service difficult to find; location poor; facilities/ environment poor standard; not accessible to customers with disabilities |
0 |
Service delivery |
Process |
Processing error; incorrect process used; delay in processing application; process not customer responsive |
0 |
Policy |
Policy application |
Incorrect policy interpretation; incorrect policy applied; conflicting policy advice given |
0 |
Policy |
Policy content |
Policy content difficult to understand; policy unreasonable or disadvantages customer |
0 |
Service quality |
Information |
Incorrect, incomplete, out dated or inadequate information; not fit for purpose |
0 |
Service quality |
Access to information |
Information difficult to understand, hard to find or difficult to use; not plain English |
0 |
Service quality |
Timeliness |
Lack of staff punctuality; excessive waiting times (outside of service standard); timelines not met |
0 |
Service quality |
Safety |
Maintenance; personal or family safety; duty of care not shown; poor security service/ premises; poor cleanliness |
0 |
Service quality |
Service responsiveness |
Service design doesn’t meet customer needs; poor service fit with customer expectations |
0 |
No case to answer |
No case to answer |
Third party; customer misunderstanding; redirected to another agency; insufficient information to investigate |
0 |
|
|
Total |
0 |
Additional Metrics |
Total |
% complaints resolved within policy timeframes |
N/A |
As DTTI was established on 1 July 2018, there is no comparative data available for 2017-18.
Service improvements for period
Service improvements that responded to customer complaints or feedback
DTTI developed Complaints Management Policy and Procedures to ensure employees are aware of their responsibilities in responding to feedback and complaints, recording data on complaints lodged and the outcomes. This will assist in the identification of systemic and recurring problems and /or potential improvements to service delivery and customer relations.
The DTTI Feedback and Complaints web page provides customers with information on how to make a complaint, what to expect during the process, and options available for making complaints, including the Translator and Interpreting Service and the National Relay Service. The DTTI Complaints Management Policy is available on the DTTI website and from DTTI Reception.