Gambling Policy

Commence regulatory and tax arrangements for the new place of consumption wagering tax. Lead an interjurisdictional working group on options for a consistent national wagering tax based on the place of consumption.

Implementation of taxation arrangements that better reflect where the activity and potential social burden of harms associated with wagering are occurring.

Progress outcomes, including any required legislative amendments, in relation to the Illegal Offshore Wagering Reform process and a National Consumer Protection Framework.

Continuation of strong consumer protections for wagering activity.

Accountability for Public Sector Resources

Produce and publish the consolidated Government of South Australia financial statements for 2016‑17, the 2017–18 Mid-Year Budget Review (MYBR) and commence the 2018–19 Budget.

Completed 2016-17 financial statements and 2017-18 MYBR. Commenced the 2018-19 Budget process enabling the government to deliver on its election commitments in a sustainable manner.

Prepare advice to inform the incoming government in relation to the state's fiscal position and outlook.

Advice was prepared to inform the government of the state’s fiscal position and outlook.

Prepare advice for the government in relation to the Productivity Commission’s Inquiry into Australia’s System of Horizontal Fiscal Equalisation and the Commonwealth Grants Commission’s 2020 Methodology Review.

Provision of advice seeking to ensure that South Australia receives an equitable share of Commonwealth funding. The Commonwealth Government is currently discussing their interim response to the Productivity Commission review into Horizontal Fiscal Equalisation with all jurisdictions.

Commence work on simplification of the Treasurer’s Instructions to increase agility in government decision making while maintaining a strong governance framework.

The review of Treasurer’s Instructions has commenced and is expected to be completed in 2018‑19.

Accountability for Public Sector Resources (Cont.)

Manage the Motor Accident Commission (MAC) Fund as delegated by MAC in order to maximise value.

As delegated, the MAC fund has continued to be managed appropriately to ensure value is maximised including a MAC payment to government of $359.4 million in June 2018.

Complete the transition of Domiciliary Care services from the Department of Human Services to the non-government sector.

Domiciliary Care Services successfully transitioned including 255 Department of Human Services employees to the Non-Government Organisation Silver Chain Group (RDNS SA) on 29 June 2018.

Finalise the contractual arrangements for the commercialisation of a range of transactional land services and functions previously delivered by the Department of Planning, Transport and Infrastructure and commence providing transitional support services with the new service provider.

Provision of the State’s property transaction and valuation services successfully transitioned from the State to Land Services SA on 13 October 2017, after the State received $1.605 billion in consideration from Land Services SA.

Implement the update of the Australian System of Government Financial Statistics: Concepts, Sources and Methods, including the classification of the Function of Government Reporting.

Implementation of the new reporting framework has led to a consistent reporting basis for all Australian jurisdictions enabling evaluation, comparisons and benchmarking between jurisdictions.  The updated framework improves the information available to government to make better informed decisions about economic management.

Assist in finalising negotiations with the Commonwealth Government for a new National Housing and Homelessness Agreement, a Bilateral Agreement on the National Disability Insurance Scheme and a National Partnership Agreement on Skilling Australians.

Negotiations completed. The Government has entered into the National Housing and Homelessness Agreement, the National Disability Insurance Scheme bilateral agreement and the National Partnership on Skilling Australians. These arrangements provide funding certainty for homelessness and disability services and support the Government’s objective of creating over 20,000 new apprenticeships and traineeships over the next 5 years.

Accountability for Public Sector Resources (Cont.)

Provide advice on Commonwealth legislative reforms to education funding.

Advice provided to the government, including to inform State bilateral negotiations.

Treasury Services

Continue to broaden the South Australian Government Financing Authority’s (SAFA) profile and penetration with investors to enable cost-effective refinancing of existing short and long-term debt.

SAFA’s funding task for 2017-18 was reduced to $3.6 billion from $4.8 billion following the release of the MYBR, with a successful completion of that revised requirement. The funding was raised through the issue of a mixture of short and long-term debt from both domestic and offshore financial markets.

Renew the government’s catastrophe reinsurance program on favourable terms.

The State’s catastrophe reinsurance program was successfully renewed for the period 31 October 2017 to 31 October 2018. The total cost of reinsurance for the year ended 30 June 2018 was $8.3 million.

Revenue Collection and Management

Achieved $72,115,167 in revenue resulting from compliance initiatives.

Achieved 97.87% of revenue banked on day of receipt.

Achieved below 65 cents cost for administration per $100 tax.

The effective and efficient administration of revenue collection maintains a revenue base from which to fund essential services

Superannuation Services

Achieved 81% of approved service level standards by 30 June 2018.

Achieved 98% of member statements issued by 31 August 2017.

Achieved issuance of superannuant payment summaries within 14 days from 1 July 2017.

Super SA remains in the most cost efficient quartile measured by Chant West Benchmarking report.

In May 2017 Super SA implemented Phase 1 of its next generation administration system, with accompanying electronic document capabilities and enhanced on-line functionality.

During the year Super SA also implemented changes to its insurance products as well as changes to allow the early release of superannuation on compassionate and hardship grounds.

Compulsory Third Party Insurance Regulator

Further progress the CTP Insurance market reforms towards a competitive market in 2019–20.

Monitor and enforce CTP Insurer compliance with contractual obligations.

Implement an early intervention and injury recovery framework for claimants.

The Regulator finalised the design of the CTP Competition Scheme model after extensive consultation with stakeholders. From 1 July 2019, when motor vehicle owners register their vehicle they will choose a CTP Insurer on the basis of price and claimant service.

Five significant claims reviews were undertaken to regulate and monitor CTP Insurers’ compliance with their contractual and legislative obligations.

An Injury Recovery Framework was developed to establish consistent processes for claimant injury recovery, regardless of CTP Insurer. Injured claimants can use the Framework to understand how the Scheme works, how to access treatment and how payments are made for reasonable and necessary interventions.

Veterans Affairs

Work with SA Health, the veteran community and key stakeholders to deliver the Jamie Larcombe Centre

The Jamie Larcombe Centre officially opened in October 2017, ensuring that South Australian ex‑serving personnel have access to the most up to date care in a state of the art mental health facility.

Complete and launch the South Australian Anzac Centenary book project ‘SA in the Great War’.

Valour and Violets – South Australia in the Great War was launched in January 2018 and includes profiles of South Australian servicemen and nurses told alongside stories of those who featured prominently in the home front war effort. Written and designed to appeal to readers aged 12 years and above, it is a comprehensive history book and a valuable educational resource that has been distributed to all South Australian schools and public libraries.

Develop a strategy for the establishment of a Defence/Veterans hub at Anzac House, Torrens Parade Ground, with satellite hubs at Glenside and Edinburgh.

Strategy for the establishment of a Defence Hub has been progressed during 2017-18 with a detailed costing to be developed during 2018-19 for consideration. Discussions with History SA and other stakeholders are ongoing. The satellite Partnerships Hub at Glenside has been operating since April 2018.  

Work with the Commonwealth Government to develop appropriate events to commemorate the Centenary of Armistice Day in 2018.

Veterans SA has provided support and coordination assistance to the national Armistice Centenary Working Group to coordinate national events.

Work with the Adelaide City Council and the broader veteran community to relocate the Dardanelles Cenotaph from its current location in Adelaide’s southwest parklands to the northern end of the new Anzac Centenary Memorial Walk.

Veterans SA has worked closely with the Adelaide City Council, DPTI and the broader veteran community to relocate the Dardanelles Cenotaph, which is planned to occur before February 2019.  Once relocated the Cenotaph will be seen by hundreds of people each day and will no longer be the forgotten memorial.

Assist the Headstone Project Committee to locate, identify and memorialise World War One veterans who returned from conflict and now lie in unmarked graves in South Australia.

Veterans SA assisted the Headstone project committee by providing funding to enable them to continue to locate, identify and memorialise WW1 veterans who lay in unmarked graves around South Australia.  There have now been 43 unmarked graves identified, the Headstone Project is moving forward to ensure that those who fought and died for our nations freedom are appropriately commemorated.

Office of the Valuer-General

Continuation of the revaluation program.

Project planning completed and operational components of the Revaluation Initiative (RI) progressed with project completion expected June 2021. The RI aims to improve valuation accuracy across the state, which is important for the fairness associated with property based taxation.

Office of the Valuer-General (Cont.)

Anticipated records assessment growth — target 925 000 assessments.

928,875 assessments recorded, resulting in capital value of $416.7 billion and site value of $246.7 billion across the State for 2017-18 for rating and taxing purposes.

Customer service provided by RevenueSA

5

Notice incorrectly addressed

3

Ease of use of website

3

Process

135

Member Communication

52

Entitlements

41

Investments

24

Policy

20

External Service Provider

1

RevenueSA – customer service

Expectations of customer service reinforced with staff members.

RevenueSA - notice incorrectly addressed

Matter dealt with as a matter of priority to ensure future notices sent to the correct address.

An online change of address form for Emergency Services Levy and Land Tax is available.

RevenueSA – ease of use of website

Changes made to website where appropriate.

Super SA – FRP Investors completing outdated forms.

Links to outdated forms removed from the website’s content management system.

Super SA – Board/Sessional workers who believed they were eligible for insurance.

Super SA provided relevant insurance communication to key stakeholders and Tribunals who may engage members in work that does not meet the eligibility criteria for insurance. These members are now more aware of their insurance eligibility.

Super SA – Inability to transact online.

Functionality of the new online portal allows members to lodge investment switches online.

Most payments on Bluedoor are paid by electronic transfer, rather than cheque.

Super SA – Improvement of online communications

Existing fact sheets were updated and a new fact sheet created.

Super SA – Initial technical issues due to the implementation of the new administration system, resulting in higher volumes of calls, longer wait times and inability to login to the new member portal

Implemented an escalation process for raising and resolving system defects with the vendor.

Engaged a number of additional temporary staff to assist with member enquiries and reduce call wait times.

Introduced an escalation and prioritisation system to ensure urgent member needs are met.

Updated the on hold phone message to advise members of expected delays.

Provided weekly communication to members via all channels regarding possible delays and status of resolution times.

Provided regular updates to Super SA key stakeholders to ensure awareness of technical issues and responses to them.