Department of State Development

Department for Trade, Tourism and Investment 2018-19 Annual Report

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Department for Trade, Tourism and Investment 2018-2019 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

Overview: about the agency

Our strategic focus

Our organisational structure

Changes to the agency

Our Minister

Our Executive team

Legislation administered by the agency

Other related agencies (within the Minister’s area/s of responsibility)

The agency’s performance

Performance at a glance

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

Financial performance at a glance

Consultants disclosure

Contractors disclosure

Risk management

Risk and audit at a glance

Fraud detected in the agency

Strategies implemented to control and prevent fraud

Whistle-blowers disclosure

Reporting required under any other act or regulation

Reporting required under the Carers’ Recognition Act 2005

Public complaints

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

  1. 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.
  2. Trade: promoting and facilitating growth of goods and services exports from South Australia.
  3. Investment: promoting and facilitating investment into South Australia and diversifying the economy.
  4. 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

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.