This annual report will be presented to Parliament to meet the statutory reporting requirements of Public Sector Act 2009 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 of Treasury and Finance by:

David Reynolds
Chief Executive
Under Treasurer

Overview: about the agency

During 2019-20 there were the following changes to the agency’s structure and objectives as a result of internal reviews or machinery of government changes.

  • Transferred into Department of Treasury and Finance from 1 July 2019 from Department of Health and Wellbeing
    • Health Financial Accounting and Taxation Services (HATS)
  • Transferred into Department of Treasury and Finance from 1 January 2020
    • Lotteries Commission of South Australia.
  • Transferred into Department of Treasury and Finance from 1 December 2019
    • Oracle Debt Management Receipting (ODMR) from Department of Health and Wellbeing
  • Following internal structure reviews:
    • Accounting Services moved to report to Executive Director Organisation and Governance and changed name to Financial Management Reporting and Policy

The Department of Treasury and Finance reports to the Hon Rob Lucas MLC, Treasurer of South Australia.

David Reynolds, Chief Executive

Stuart Hocking, Deputy Chief Executive

Tracey Scott, Acting Executive Director, Organisation and Governance, Financial Management, Reporting and Policy & South Australian Lotteries Commissioner

Anna Hughes, General Manager, SAFA

Dascia Bennett, Chief Executive, Super SA

Mark Carey, Executive Director, Government Services

Elbert Brooks, Executive Director, Industrial Relations and Policy

Elizabeth Stravreski, Executive Director, Procurement

Tammie Pribanic, Executive Director, Budget and Performance

Martyn Campbell, Executive Director, SafeWork SA

Julie Holmes, Commissioner of State Taxation, Revenue SA

Brad Gay, Executive Director, Commercial and Economics

Trudy Minett, A/Chief Executive, Lifetime Support Authority

Kim Birch, Chief Executive, CTP Insurance Regulator

Erma Ranieri, Commissioner for Public Sector Employment, Office of the Commissioner for Public Sector Employment

Leah McLay, Registrar, South Australian Employment Tribunal

Ian Nightingale, Industry Advocate, Office of the Industry Advocate

Bank Merger (BankSA and Advance Bank) Act 1996

Bank Mergers (South Australia) Act 1997

Benefit Associations Act 1958

Commonwealth Places (Mirror Taxes Administration) Act 1999

Compulsory Third Party Insurance Regulation Act 2016

Construction Industry Long Service Leave Act 1987

Dangerous Substances Act 1979

Daylight Saving Act 1971

Electricity Corporations Act 1994

Electricity Corporations (Restructuring and Disposal) Act 1999

Emergency Services Funding Act 1998

Employment Agents Registration Act 1993

Essential Services Commission Act 2002

Explosives Act 1936

Fair Work Act 1994

Fair Work (Commonwealth Powers) Act 2009

*Financial Agreement Act 1994

Financial Sector (Transfer of Business) Act 1999

Financial Transaction Reports (State Provisions) Act 1992

First Home and Housing Construction Grants Act 2000

Government Financing Authority Act 1982

Governors' Pensions Act 1976

Holidays Act 1910

Industry Advocate Act 2017

Interest on Crown Advances and Leases Act 1944

Judges' Pensions Act 1971

Land Tax Act 1936

Late Payment of Government Debts (Interest) Act 2013

Local Government Finance Authority Act 1983

Long Service Leave Act 1987

Motor Accident Commission Act 1992

National Tax Reform (State Provisions) Act 2000

National Wine Centre (Restructuring and Leasing Arrangements) Act 2002

New Tax System Price Exploitation Code (South Australia) Act 1999

Parliamentary Superannuation Act 1974

Payroll Tax Act 2009

Petroleum Products Regulation Act 1995

Police Superannuation Act 1990

Public Corporations Act 1993

Public Finance and Audit Act 1987

Public Sector Act 2009

Public Sector (Honesty and Accountability) Act 1995

Return to Work Act 2014

Return to Work Corporation of South Australia Act 1994                  

Rural Advances Guarantee Act 1963

SGIC (Sale) Act 1995

Shop Trading Hours Act 1977

South Australian Employment Tribunal Act 2014

South Australian Timber Corporation Act 1979

South Australian Timber Corporation (Sale of Assets) Act 1996

Southern State Superannuation Act 2009

Stamp Duties Act 1923

Standard Time Act 2009

State Bank (Corporatisation) Act 1994

State Lotteries Act 1966

State Procurement Act 2004

Superannuation Act 1988

Superannuation Funds Management Corporation of South Australia Act 1995

*Supplementary Financial Agreement (Soldiers Settlement Loans) Act 1934

TAB (Disposal) Act 2000

Taxation Administration Act 1996

Unclaimed Moneys Act 1891

Urban Renewal Act 1995

Work Health and Safety Act 2012

* Denotes Act of limited application

Office of the Commissioner for Public Sector Employment (OCPSE)

The Office of the Commissioner for Public Sector Employment (OCPSE) brings together a number of central functions including the statutory responsibilities of the Commissioner for Public Sector Employment, reform and renewal, leadership development, HR policy development and advice, workforce data analysis and strategy development, salary sacrifice, work, health, safety and workers compensation performance.

The OCPSE is an attached office to the Department of Treasury and Finance. An attached office is an administrative unit with increased reporting responsibilities and has a Chief Executive appointed by the Premier in accordance with the Public Sector Act 2009. For the OCPSE, being an attached office strengthens its independence.

South Australian public sector agencies and employees provide many essential services to the community and OCPSE works with them to help them to deliver their best.

The agency's performance

During 2019-20 DTF led or supported a range of programs, initiatives and activities to achieve our objectives including:

  • Assisted the government to respond to the bushfires and COVID-19 pandemic by providing:
    • Policy advice
    • Implementation of systems
    • Administration of applications and payments of bushfire and COVID-19 relief measures.
  • Implementing changes to land tax.
  • Progressing the Schools PPP project, a private public partnership involving construction of two birth to year 12 schools in South Australia.
  • Established a Secretariat based in Adelaide to support the Board of Treasurers.
  • Modernised service delivery in Revenue SA.
  • Conducted procurements to replace a number of major across government contracts, including voice and unified communications, electricity, Microsoft licensing and distributed computing services.
  • Consulted with government agencies to progress the development of a new procurement framework for the public sector.
  • Undertook industry consultation and an independent review into the Stamp Duties Act.
  • Led the negotiation of expiring public sector enterprise agreements.
  • Actively responded to the Commonwealth Government's COVID-19 Early Release of Superannuation Benefits initiative, to assist members suffering financial hardship due to COVID-19. As at 30 June 2020, 5,500 Triple S members had their applications for the early release of benefits approved and paid.

Key objective

Agency’s contribution

More jobs

  • Assisted the Government in the development and   implementation of a range of measures to support businesses, community   organisations and jobs during the COVID-19 pandemic.
  • Provided secretariat support to the Economic   and Business Growth Fund Governance Committee, including advice on the   impacts of proposals on industry development and jobs in the state.
  • Contributed to progressing the Government’s   vision for a vibrant Lot Fourteen development.
  • Negotiated and managed industry assistance   contracts on behalf of the Treasurer and other agencies that promoted   economic and employment growth for the State.

Lower costs

  • Assisted the Government in implementing   significant land tax reforms, delivering estimated reductions in land tax   collections of over $200 million over three years.
  • Introduced payroll tax waiver and payroll tax   deferrals to assist businesses during the COVID-19 pandemic.
  • Introduced land tax deferrals and landlord   land tax refunds to assist businesses, investors and tenants during the   COVID-19 pandemic.
  • Provided advice to the Government to enable it   to continue to set Emergency Services Levy bills that deliver $90 million in   savings to ESL payers each year.

Better Services

  • Contributed to the negotiation of the new   National Health Reform Agreement.
  • Contributed to the development of the   Government’s 10-year Housing and Homelessness Strategy: Our Housing Future   2020-2030.
  • In accordance with Commonwealth Protecting Your Super   legislation, Super SA put in place new fee erosion protection arrangements   for low account balances. This included necessary amendments to legislation   to allow the transfer of inactive low balance accounts and lost accounts to   the Australian Taxation Office (ATO) in 2021, where such accounts will be   consolidated for members via the ATO regime.

Agency objectives



Accountability for Public Sector Resources

Produce and publish the consolidated Government of South Australia financial statements for 2018-19, the 2019-20 MYBR and the 2020-21 Budget.

Published 2018‑19 financial statements and the 2019‑20 MYBR.

The 2020‑21 Budget will be released on 10 November 2020 to reflect estimated impacts of COVID-19 on the state’s finances.


Assist the government to respond to the independent inquiry into water pricing in South Australia.

The independent inquiry into water pricing in South Australia concluded on 30 June 2019.

Consistent with the findings of the inquiry, the Government revised down the value of SA Water’s water regulated asset base by $520 million (in 2012 dollars).

This formed part of the Essential Services Commission of South Australia’s SA Water Regulatory Determination for the period from 1 July 2020 to 30 June 2024.

The Determination provides for a significant reduction in household water use prices.


Assist in the negotiation of a new National Health Reform Agreement between the States and the Commonwealth Government by 30 June 2020.

Contributed to the successful negotiation of the National Health Reform Agreement which was signed by the Premier on 29 May 2020.


Assist the government to effectively manage assets used in the delivery of Vocational Education and Training (VET) services to the community.

Managed the process to transfer ownership of State-owned infrastructure assets used for the delivery of VET services from Renewal SA to TAFE SA.


Assist the Government implementing reforms to the Land Tax Act 1936.

Provided policy advice to the Government to assist in implementing significant land tax reforms.


Lead the South Australian response to the Commonwealth Grants Commission’s review of the methodology used to distribute GST revenue between jurisdictions, the 2020 Methodology Review.

Led the response to the Review, which determines the distribution of GST between jurisdictions, and provided advice to the Government on the implications of the outcome.


Establish a permanent Secretariat based in Adelaide to support the Board of Treasurers.

Provided advice on a range of issues considered by the Board of Treasurers.


Continue to lead the assessment of the impacts of new Australian Accounting Standards at a whole of government level and develop appropriate drafting instructions required for amendments to the Treasurer’s Instructions (Accounting Policy Statements).

DTF has continued its efforts in developing government wide policy for the implementation of the new Accounting Standards. Amendments have been made to the Treasurer’s Instructions (Accounting Policy Statements) to reflect government-wide policy decisions.


Lead the development of amendments to the Unclaimed Moneys Act 1891 in accordance with the Project Agreement on Small Business Regulatory Reform between the South Australian and the Commonwealth Governments.

Preliminary stakeholder consultation was undertaken to inform the development of a draft amendment Bill.


Progress the delivery of new birth to Year 12 education facilities to be built under a public private partnership in the Angle Vale region and Sellicks Beach/Aldinga region in close collaboration with the Department for Education.

Concluded the appointment of TESA Education to deliver the schools. Commenced the design development phase, site establishment and preparation works, with all design packages expected by the end of September 2020.

Treasury Services: Revenue Collection and Management

Improve payroll tax compliance through expansion of existing audit programs targeting areas of potential non-compliance.

Audit program expanded to include emphasis on:

  • Contractors across the construction, cleaning,   security and meat processing industries;
  • Labour hire   entities; and
  • Ungrouped and   unregistered entities.

Working in collaboration with Department of Infrastructure and Transport (DIT), Revenue SA is undertaking an education program for major infrastructure contractors regarding payroll tax obligations to improve upfront compliance.


Implement changes to land tax aggregation and introduce a trust surcharge with effect from 1 July 2020.

Letters sent to all non-exempt landowners advising of new notification requirements.

Changes to the IT systems and administrative business practices were made to implement new company grouping provisions, aggregation changes and a surcharge on certain trusts.


Implement enhancements to online services, including a review of the online Stamp Duty Conveyance process to integrate it with mandated third-party reporting data collection.

The Commonwealth mandatory third-party reporting data has been integrated with the stamp duty lodgement process to improve the customer experience and minimise the burden on practitioners when providing the data.

A land tax module within RevenueSA Online system has been implemented to facilitate the changes to land tax legislation. In excess of 190,000 landowners have successfully accessed the system to notify of land holdings.


Support the market entry of additional electronic lodgement network operators into South Australia to service stamp duty practitioners.

RevenueSA has supported the entrance of a second Electronic Lodgement Network Operator, Sympli. Sympli is now operationally ready to onboard practitioners in South Australia for the purposes of eConveyancing.


Implement further measures to modernise service delivery.

RevenueSA continues to explore opportunities to modernise service delivery and improve business efficiencies.

The following enhancements have been implemented:

  • A single point of customer contact established   for all taxes and grants.
  • Redesigned the Land Tax Notice of Assessment, using   Behavioural Insight techniques.
  • Functionality   within RevenueSA Online system expanded to implement COVID relief measures   (payroll tax, small business grant) and land tax reform.
  • Reduced costs through conversion of customers   to e-billing, with a doubling of take up over the 12 months.
  • Principal place of   residence exemption application process simplified.
  • Delivered a suite of educational videos, FAQs   and guides to support the land tax reform.
  • Collaborated with the Department of Human   Services to improve electronic exchange of information – improving services   provided to ESL concession customers

Commence re-drafting of the Stamp Duties Act 1923 (SA) to simplify, modernise and structure in a manner consistent with duties act models adopted in the majority of other states and territories.

External consultation on the draft Bill was undertaken with industry representatives from the State Taxes Liaison Group. Submissions received have been considered by RevenueSA and Parliamentary Counsel.

Treasury Services: Treasury, Insurance and Fleet Services

Continue to broaden SAFA’s profile and penetration with investors to enable cost-effective refinancing of existing short and long-term debt.

SAFA’s long-term funding task for 2019-20 was reduced to $3.0 billion from $3.2 billion following the release of the MYBR. As a result of the bushfires on Kangaroo Island and at Cudlee Creek, the COVID-19 pandemic and the postponement of the 2020-21 State Budget, SAFA’s borrowing’s in 2019-20 was larger than the $3.0 billion reported in the MYBR, with $5.2 billion in term funding being raised. The funding was raised through the issue of a mixture of short and long-term debt from domestic financial markets.


Renew the government’s reinsurance program.

The government’s reinsurance program was successfully renewed in 2019-20 at a total cost of $9.8 million ($8.9 million in 2018-19). The increase in premium was a result of changing insurance market conditions.


Establish new arrangements for the provision of fleet management and vehicle disposal management of the government fleet.

New arrangements for the provision of fleet management and vehicle disposal services for the government fleet have been established, with contracts being executed with the service providers in August 2019.

Treasury Services: Superannuation Services

Undertake a default investment option review in conjunction with Funds SA.

Strategic review completed.  Updates have been made to the default Balanced investment option for the Triple S, Select and Flexible Rollover Product, as well as Lump Sum Scheme member component Growth option.

During the reporting period, for the Balanced Option, the allocation to growth assets has risen from 65 per cent to 70 per cent and has a long-term growth assets target of 75 per cent.


Perform a review of insurance services to align with insurance code of conduct.

Super SA has commenced a review aimed at ensuring Super SA’s insurance service and product offering is contemporary as the fund moves into a competitive environment. Super SA’s insurance service model review will also ensure the product suite is future-proofed, de-risked, responds to members’ needs, is fit for purpose and meets members’ expectations.

Conforming to the Commonwealth’s retirement income policy and meeting APRA’s standards, as well as aligning with certain Insurance Code of Conduct provisions as per obligations under the Heads of Government Agreement (HOGA), are key objectives.


Conduct a review of the contact centre and modernise the telephony system.

Technical requirements and procurement of a system vendor for a new Contact Centre Solution have been completed.

The new technology will be cloud-based offering enhanced functionality to enable improved workforce optimisation and flexibility, better reporting capability and a superior member experience. Implementation of the new solution is on track to occur in 2020.

Industrial Relations

Lead the negotiation of expiring public sector enterprise agreements.

New enterprise agreements were finalised for public sector nurses and midwives; employees at SA Water; teachers, school support and ancillary employees at government schools and preschools; tram employees; employees at Adelaide Venue Management Corporation; plumbing, metal and building trades employees in the public sector; and Assistants to the Members of the SA Parliament.

Negotiations commenced or continued for the following enterprise agreements: South Australia Police; State Theatre Company (Workshops and Props); South Australian Ambulance Service; TAFE SA Educational Staff; South Australia Metropolitan Fire Service; South Australian Modern Public Sector: Salaried;  Forestry SA; Rail Commissioner-Train Operations (Federal jurisdiction), South Australian Public Sector Wages Parity: Weekly Paid; Adelaide Festival Centre Trust-Performing Arts; Adelaide Festival Centre Trust – Professional and Administration; West Beach Trust.


Manage employment-related litigation concerning the public sector and in particular the resolution of industrial disputes and monetary claims.

Managed, on behalf of the declared employer, 51 new matters filed with the South Australian Employment Tribunal.  They included monetary claims, industrial disputes and interpretation of clauses in Enterprise Agreements, additional compensation matters; and court litigation.


Continue to build industrial relations knowledge and skills across the public sector.

Continued to liaise and consult with chief executives and agency representatives about various IR matters; and provided advice to chief executives and IR/HR personnel concerning IR issues and their management.

SafeWork SA

Contribute to the work injury reduction trend in South Australia.

SafeWork SA continues to undertake compliance, enforcement and education activities to contribute to the national target in the Australian Work Health and Safety Strategy 2012-2022 of a 30% reduction in the incidence rate of claims resulting in one or more weeks off work by 2022.

SA is currently exceeding the targeted reduction for the period by 5%.


Provide consistent and practical services to support businesses and workers to improve work health and safety and workplace relations outcomes, including making it easier for people to engage with SafeWork SA and taking firm and fair action in the case of non-compliance.

SafeWork SA undertook 12,046 compliance and enforcement visits and 32,660 education, engagement and support activities for 2019-20 to support businesses and workers improve their work health and safety and industrial relations outcomes.


Implement changes arising from the Independent Commissioner Against Corruption (ICAC) evaluation.

There were 39 ICAC recommendations made.

As at 30 June 2020, 15 recommendations have been completed and 24 are in progress.

Government Services: Shared Services

Progress implementation of an electronic forms solution to streamline current human resources administrative processes.

A pilot implementation of an electronic forms solution within the CHRIS 21 human resource management system is underway in conjunction with SA Police. Subject to the outcomes of the pilot, a business case will be developed for the potential deployment of this solution across government.


Work with the Department for Health and Wellbeing to increase the number of staff electronically rostered and paid via the ProAct system, significantly reducing the need for the submission of manual timesheets and leave requests.

During 2019-20, an additional 1,765 SA Health employees were transitioned to be electronically rostered and paid via the ProAct system.


Implement a major upgrade of the CHRIS 21 human resource management system to facilitate compliance with the Commonwealth’s single touch payroll legislation.

Planning and testing activities for a major upgrade of CHRIS 21 have been completed. Implementation of the upgrade, including adoption of the Commonwealth’s single touch payroll legislation is scheduled to occur progressively between August and December 2020.


Progress deployment of a new version of the Basware invoice management system across government agencies.

As at 30 June 2020, the new version of the Basware invoice management system has been deployed to approximately 1,500 users across six agencies.

Whole of Government Procurement

Conduct procurements to replace a number of major across government contracts.

During 2019-20, across government procurements were progressed for voice and unified communications, electricity, Microsoft licensing and distributed computing services. New Microsoft licensing and support contracts were executed prior to 30 June. Finalisation of new contracts for voice and unified communications, electricity and distributed computing services are scheduled for completion before 31 December 2020.


Deliver a new training and certification program for procurement professionals across government.

A new procurement Capability Development Strategy was drafted and endorsed by agency Heads of Procurement.


Develop an updated policy framework in response to the outcomes of the SA Productivity Commission government procurement inquiry and to State/Commonwealth legislative changes.

Significant work has been undertaken including:

  • Establishment of a new Procurement branch in DTF;
  • Bill drafted to repeal the State Procurement Act 2004 and abolish the State Procurement Board; and
  • 17 of the 30 Stage 1 recommendations have been fully   implemented.

Electorate Services

Relocate further electorate offices affected by the 2016 Electoral Districts Boundaries Commission redistribution of electoral boundaries.

New Electorate Offices were established within redistributed Electoral District Boundaries for MacKillop, Colton, Mawson, Reynell and Wright electorates.

Suitable accommodation options for Lee and Black Electorate Offices have been identified.


Continue to build productive working relationships with cross agency and third-party providers that support the delivery of services to members of the South Australian Parliament.

Working collaboratively with the DIT, delivered five new Electorate Offices and are working towards the development of a standard minimum specification for Electorate Offices. Collaborated with vehicle agents / suppliers in the replacement of the ageing Ministerial Chauffeur fleet vehicles with modern, fuel efficient, fit for purpose with high safety rating vehicles.

During 2019-20 Organisation and Governance Branch:

  • Launched new DTF Intranet significantly improving fast access to relevant staff information.
  • Launched the DTF Gender Equality and Respect Action Plan.
  • Delivered nine actions and promoted various resources as part of the DTF Wellbeing for Our People program.
  • Implemented new contemporary online induction program providing vital information for new employees.
  • Established a COVID-19 Outbreak Management Team to assess risks. Safe workplace plan implemented in line with advice from Department of Health and SafeWork Australia.
  • Improved business continuity through the implementation of a stable and cost-effective remote IT Access Service to better support working from home arrangements.
  • Implemented new Risk Management Framework.

Program name


DTF: Graduate Program

DTF provides a range of graduate opportunities across the department, including the DTF Graduate Program.

DTF coordinates the South Australian Government Graduate Development Program for Graduates in accounting, finance, commerce and economics.

The program targets the development of core interpersonal skills in addition to technical skills and provides participants with the opportunity to apply their learning directly to government specific examples and activities.  In 2020, DTF engaged seven participants in the program.

DTF: Coaching Program

The DTF Coaching Program commenced in October 2019 with 14 senior leaders completing the program. The program delivered development opportunities to build capacity to take on more senior or complex roles.

DTF: Mentoring Program

The DTF Mentoring Program commenced in October 2019 with 34 mentees commencing partnerships with internal mentors.  The program was designed to build the capability, self-confidence and opportunities for the mentees.  It also assisted the participants in their personal development and career planning.

Reconciliation Action Plan

During 2019-20:

  • Opportunities provided to employees during    Apology Day, National Reconciliation Weeks and NAIDOC Weeks
  • Developed an Aboriginal Engagement Plan and Guideline
  • Developed an Aboriginal and Torres Strait Islander Cultural Awareness Training Strategy (draft)
  • Developed an Aboriginal and Torres Strait Islander Employment and Retention Strategy (draft)
  • Welcome and Acknowledgement to Country Policy and Guideline developed and implemented
  • Stretch RAP 2021-2024 drafted and under Reconciliation Working Group review.

Performance management and development system


Performance Discussions

100% of DTF employees have Performance Discussions which are facilitated and documented through the online learning management system.  The formal Performance Discussion process is biannual and focusses on engaging with our people and building relationships.

Program name


Wellbeing for Our People

The department continued to implement a range of Wellbeing for Our People initiatives, focusing on four key areas of ‘Mind’, ‘Body’, ‘Purpose’ and ‘Place’.

While some scheduled events were suspended during the peak of the COVID-19 pandemic a range of innovative topics and delivery methods were introduced with a key focus on psychological wellbeing over this time.

An increase of 10% in flu vaccinations was reported as part of the department Influenza Vaccination Program, with additional appointments including a drive-thru service on offer this year.

Mental Health First Aid

In line with the provisions of the SA Modern Public Sector Enterprise Agreement – Salaried 2017, the Mental Health First Aid Training Program achieved the target number of participations by Designated First Aiders, Health and Safety Representatives and other workers.

Deloitte Self-Insurer Audit and Verification System (AVS) results

The Department’s WHS&IM system was found to be performing at the maturity level of ‘Proactive’ for the domain of Safety Leadership and ‘Safety Leader’ for the domains of Wellbeing & Engagement and Performance Measurement.

Executive classification

Number of executives







Non-SAES Executive


Acting Executive


Data for previous years is available at:

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

The following is a brief summary of the overall financial position of the agency. While the 2019-20 Budget information shown below is not subject to audit, the actuals information reflects the disclosures in the department’s audited 2019-20 financial statements attached to this report.

The 2019-20 net result of a $0.856 million deficit is $0.730 million lower than the budgeted operating deficit of $1.586 million.  This improvement reflects a range of small variations across the department.

The department’s actual net assets of $20.667 million at 30 June 2020 is $18.964 million lower than budgeted outcome of $39.631 million.  This largely reflects the transfer of the South Australian Integrated Land Information system (SAILIS) service concession asset ($17.062 million) to the former Department for Planning, Transport, and Infrastructure (DPTI) pursuant to 1 July 2018 machinery of government changes. This transfer was not reflected in the 2019-20 Budget.

Statement of Comprehensive Income

2019-20 Budget

2019-20 Actual


2018-19 Actual

Total Income

237 810

263 232

25 422

321 854

Total Expenses

239 396

264 088

(24 692)

322 062

Net Result

(1 586)




Total Comprehensive Result

(1 586)




Statement of Financial Position

2019-20 Budget

2019-20 Actual


2018-19 Actual

Current assets

37 588

39 292

1 704

39 401

Non-current assets

89 883

67 563

(22 320)

63 198

Total assets

127 471

106 855

(20 616)

102 599

Current liabilities

49 592

35 775

(13 817)

29 640

Non-current liabilities

38 248

50 413

12 165

47 210

Total liabilities

87 840

86 188

(1 652)

76 850

Net assets

39 631

20 667

18 964

25 749


39 631

20 667

18 964

25 749

The following is a summary of external consultants that have been engaged by the agency, 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



$ Actual payment

All consultancies below $10,000 each - combined



Consultancies with a contract value above $10,000 each



$ Actual payment

ACCRU Harris Orchard

Process review of insurance within Super SA


Athena IOC

Review and updates for Super SA unit pricing management guidelines


BBB Advisory

Super SA call centre review



Specialised taxation advice for the South Australian Housing Authority relating to GST for development sales and transfers


Bentleys (SA) Pty Ltd

Commercial advice on the tax structure of trusts associated with the 2019 Land Tax reforms


Brubrior Investments Pty Ltd

COVID-19 Business Advisory Group board fees


Converge International Inc

Employee Assistance Program



HR21 system penetration & vulnerability assessment



Creation of a financial advice model for Super SA


Deloitte Access Economics

Economic and Business Growth fund – economic assessment of proposals


Dennison Advisory Pty Ltd

COVID-19 Business Advisory Group board fees


Ernst & Young

General Accounting advice relating to the new Royal Adelaide Hospital


Ernst & Young

Lease accounting advice and associated financial modelling in relation to the new Royal Adelaide Hospital


Ernst & Young

Comparison of the new Royal Adelaide Hospital abatement regime with other relevant projects nationally and associated advice


Financial IQ Pty Ltd

Super SA Insurance Program Manager costs



Independent review of fees paid to medical practitioners engaged by the South Australian Employment Tribunal



Review of the Concessional Bushfire Loans Scheme



Financial modelling advice for Public Private Partnerships



Super SA culture and brand review


Kroon Technology

Professional engineering services for the investigation of workplace incidents


Payroll Matters Pty Ltd

Provision of technical payroll services



DTF risk and audit services



Actuarial services ensuring Super SA’s compliance with state and federal reporting requirements



Super SA insurance strategy and future delivery options



Land Tax model methodology review project


Sense of Security Pty Ltd

Security testing of Super SA’s ePASS system and Bluedoor IT infrastructure


The NTF Group

Ongoing superannuation specialist assistance for Super SA


The University Of Adelaide

Estimating inflation expectations for regulatory decisions


The University Of Adelaide

Technical advice on hazardous substances materials for emergency services


Thomson Geer Adelaide

COVID-19 Business Advisory Group board fees


Tridant Pty Ltd

Cognos system support





Data for previous years is available at:

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.

The following is a summary of external contractors that have been 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



$ Actual payment

All contractors below $10,000 each - combined



Contractors with a contract value above $10,000 each



$ Actual payment

Acuity Partners Pty Ltd

Procurement support services


Arcblue Consulting (Aus) Pty Ltd

Benchmarking Report for SA Government stationery pricing


Aurecon Australasia Pty Ltd

SA Schools PPP project - Technical Advisor


Australia Post

Provision of payment processing services


BDO Advisory (SA) Pty Ltd

Probity advice for Super SA's Insurance project


BDO Advisory (SA) Pty Ltd

SSSA FBT policy and procedure development


BDO Advisory (SA) Pty Ltd

Probity advice for electricity procurements


BDO Advisory (SA) Pty Ltd

Probity advisor to various projects managed by the Commercial Projects Group


Bentleys (SA) Pty Ltd

Domiciliary equipment service AS-IS process mapping


Between Pty Ltd

Critical IT support for the South Australian Government Financing Authority


BIZ Hub Australia Pty Ltd

COVID-19 small business grant IT portal support


Bravura Ecommerce Solutions Pty Ltd

Upgrade of the Super SA ePass system



Provision of payment processing services


CKM Management Solutions Pty Ltd

Management accounting services


Codium Pty Ltd

Stage 1- Discovery Stage: Data Analytics Strategy and Roadmap


Consolidated Tenders Services

Tender Systems maintenance services between SATC and DTF


Contour Management

COVID-19 tenancy floor plans detailing workplace area and social distancing principles



Security assessment of the Basware New Generation application



Strategic review of Scope Global



Super SA internal audit services



Super SA cyber security review


EBMS Pty Ltd

Development of a contract management system (Nimblex) for Strategic Procurement


Enable Professional Services

Implementation of ServiceNow software


Enclave Project Delivery

SA Schools PPP project - Project Director


Ernst & Young

Super SA taxation services


Ernst & Young

SA Schools PPP project- input to market sounding, risk register, RfP and EOI process


Fujitsu Australia Ltd

Interim support and application management services


Funds SA

Local funds management - evaluation and strategy selection


GAAP Consulting

Provision of accounting masterclass sessions


Honjo Pty Ltd

Project management services - electricity procurement


Industry Fund Services Pty Ltd

Financial planning services for Super SA members and presentations at Super SA seminars


Investec Australia Limited

Commercialisation advice – Motor Vehicle Registration project


IT Sutherland

Annual records archiving program - project management support


Jacobs Group (Aust) Pty Ltd

SA Schools PPP project - Cost Consultant


Key Energy & Resources Pty Ltd

Electricity procurement support



Taxation advice on Super SA's statutory obligations



End of Financial Year reporting tool support



State Procurement Board lead reviewer program



COVID-19 small business grant assessment system and process support



Accounting and tax advice for Land Services commercialisation


Lane Print Group

Provision of printing and dispatch services


MPH Architects

SA Schools PPP project - Technical Advisor


Nerkle Business Modelling

Management accounting services


Nucleus Media Australia Pty Ltd

Website discovery and technical scoping


NW & JR Carr T/AS Carrsview

Contract services to support FBT year end processes



Development of branding for Procurement Services SA


Opex Nominees Pty Ltd

Development of the new procurement framework and associated policies and guidance documents


Oracle CMS

Revenue SA telephone call centre services


Placard Pty Ltd

Production of High Risk Work Licence photocards



Review of BCP documents and workshop



Departmental internal audit services



Small Business Grants - advice and assistance



Financial advisory services for SAHMRI2 building


Randstad Pty Ltd

Short term fleet hire maintenance


Rice Warner Pty Ltd

Super SA insurance strategy and future delivery options


Rigby Downs Consulting

Schools PPP project – technical financial advice


Rixstewart Pty Ltd

SA Schools PPP project - Facilities Management Advisor


Square Holes

Review and test of payroll tax exemption communications, publications and system design with small business stakeholders


SRA Information Technology Pty Ltd

Ongoing development, implementation and maintenance of SafeWork SA’s Infonet system


SWOOD Financial Solutions Pty Ltd

Transition and creation of agencies in the masterpiece financial system


The University Of Adelaide

Graduate Development Program training


Thomas Project Management

Project management services for SA Government Mainframe Transition project


Unico Computer Systems Pty Ltd

Commercial agreement, benefit realisation and transition of Super SA systems


WT Partnership

Independent review of the SA Schools PPP project





Data for previous years is available at:

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

DTF remains committed to ensuring that effective risk management is at the core of all its activities. DTF’s aim is to ensure that risk management is embedded in its decision-making, processes and culture, contributing to the achievement of its strategic objectives and creation of positive organisational risk culture.

DTF is committed to using a ‘three lines of defence’ model for managing risk. The three lines of defence model helps inform the Executive, Risk and Performance Committee and senior management how well risk management functions are operating and establishes responsibilities for risks and controls.

In 2019-20 DTF progressed development and implementation of a new Risk Management Framework. The Framework provides the components and minimum requirements DTF is required to meet and implement to demonstrate effective risk management is embedded throughout DTF at all levels.

The agency continued to manage its risks through online systems and tools, conducted a number of monitoring reviews in key risk areas, co-ordinated year-end assurance processes to support the preparation of DTF’s financial statements, conducted a major review of its strategic risks and developed a Risk Appetite Statement.

Internal Audit 

Independent assurance of the adequacy and effectiveness of risk management within DTF is provided by DTF’s Internal Auditor, who reports to the Executive Director, Organisation and Governance, and the Risk and Performance Committee.

The audits outlined in our 2019-20 Internal Audit Plan were delivered with no major issues identified.

Risk and Performance Committee

The Risk and Performance Committee (the Committee) is responsible for providing high-level oversight of the Framework and how it is implemented. It has oversight of key enterprise risks identified by DTF’s Executive. The Committee has no responsibility for managing risks but has a responsibility to review the Framework to provide assurance to the Chief Executive that it remains relevant and robust. The Committee’s role, responsibilities and scope are defined in its Terms of Reference.

In 2019-20, the Committee conducted a number of activities related to financial statements, risk management, audit and internal controls. In 2021, the Committee will continue to focus on providing assurance to the Chief Executive by monitoring and overseeing DTF’s risk and control frameworks, internal and external audit issues and external accountability requirements.

Category/nature of fraud

Number of instances


DTF is committed to the prevention, detection and control of fraud, corruption, maladministration and misconduct in connection with the Department’s activities.

DTF has a zero-tolerance approach to fraud, corruption or other criminal conduct, maladministration and misconduct. DTF is committed to minimising the incidence of fraud and corruption through sound financial, legal and ethical decision-making and organisational practices and promotes the principles of honesty and integrity consistent with the Code of Ethics for the South Australian Public Sector.

DTF’s Anti-Fraud and Corruption Policy and Anti-Fraud and Corruption Control Strategy provide DTF’s processes for identifying and responding to fraud risk. DTF’s branches maintain and review their fraud risk register at branch level to ensure any new fraud risks are managed and controls are identified and implemented. The Risk, Audit and Security team provides oversight of fraud risks and controls documented in the register.

Detection, control and prevention activities include:

  • Disclosure by staff of suspected or actual fraudulent behaviour
  • Reviews of transaction reports
  • Review of management reports
  • Data analysis
  • Internal and external audits
  • Appropriate segregation of duties
  • Financial policies and procedures
  • Review of internal controls post incident
  • Financial year end declaration processes
  • Fraud and corruption awareness training for new and existing employees.

Data for previous years is available at: Department of Treasury and Finance Annual Report statistics - Dataset -

Number of occasions on which public interest information has been disclosed to a responsible officer of the agency under the Public Interest Disclosure Act 2018:


Data for previous years is available at:

Note:  Disclosure of public interest information was previously reported under the Whistleblowers Protection Act 1993 and repealed by the Public Interest Disclosure Act 2018 on 1/7/2019.

Reporting required under the Carers’ Recognition Act 2005


Public complaints

Complaint categories



Number of Complaints


Professional behaviour

Staff attitude

Failure to demonstrate values such as empathy, respect, fairness, courtesy, extra mile; cultural competency


Professional behaviour

Staff competency

Failure to action service request; poorly informed decisions; incorrect or incomplete service provided


Professional behaviour

Staff knowledge

Lack of service specific knowledge; incomplete or out-of-date knowledge



Communication quality

Inadequate, delayed or absent communication with customer




Customer’s confidentiality or privacy not respected; information shared incorrectly


Service delivery


System offline; inaccessible to customer; incorrect result/information provided; poor system design


Service delivery

Access to services

Service difficult to find; location poor; facilities/ environment poor standard; not accessible to customers with disabilities


Service delivery


Processing error; incorrect process used; delay in processing application; process not customer responsive



Policy application

Incorrect policy interpretation; incorrect policy applied; conflicting policy advice given



Policy content

Policy content difficult to understand; policy unreasonable or disadvantages customer


Service quality


Incorrect, incomplete, out dated or inadequate information; not fit for purpose


Service quality

Access to information

Information difficult to understand, hard to find or difficult to use; not plain English


Service quality


Lack of staff punctuality; excessive waiting times (outside of service standard); timelines not met


Service quality


Maintenance; personal or family safety; duty of care not shown; poor security service/ premises; poor cleanliness


Service quality

Service responsiveness

Service design doesn’t meet customer needs; poor service fit with customer expectations


No case to answer

No case to answer

Third party; customer misunderstanding; redirected to another agency; insufficient information to investigate


Investments (Super SA specific)


Investment fees; Dissatisfaction with investment of assets





Additional Metrics


Shared Services SA:

Number of positive feedback comments


Number of negative feedback comments


Total number of feedback comments


% complaints resolved within policy timeframes


Safework SA:

Number of positive feedback comments


Number of negative feedback comments


Total number of feedback comments


% complaints resolved within policy timeframes


Super SA:

Number of positive feedback comments


Number of negative feedback comments


Total number of feedback comments


% complaints resolved within policy timeframes


Revenue SA:

Number of positive feedback comments


Number of negative feedback comments


Total number of feedback comments


% Complaints resolved within policy timeframes


Data for previous years is available at:

Service Improvements resulting from complaints or consumer suggestions over 2019-20

Shared Services SA:

  • Shared Services SA has developed a new website to improve customer experience. The new website will be launched in early 2020-21 and aims to improve navigation, visual appeal and ease of access to service delivery information.
  • Shared Services SA has developed a Complaint Manager application which provides a central repository for all complaints   logged by business units. The Complaint Manager application will improve the efficiency of the complaint logging, review and improvement processes.

Safework SA:

  • During 2019-20, the complaints management process was integrated into the DTF Communication Services Complaints & Feedback form, following recommendations from the Ombudsman SA office.
  • All complaints are reported to the SafeWork SA Governance Risk and Audit committee where complaint findings, trends and recommendations are discussed.
  • The ICAC Evaluation made a recommendation to implement a Learning and Debrief Model. This is currently being developed. In the interim lessons learnt as they arise have been added to the training regime and information is shared with staff.
  • SafeWork SA updated its website in April 2020 to enhance the customer experience; the website changes improve navigation, visual appeal and ease of access. The enhancements also ensure that:
    • all information, forms and links (including for complaints) are easily accessible without the need for customers to spend unnecessary time searching for information; and
    • the content is up-to-date and relevant.

Super SA:

  • Introduction of early release of super on the grounds of financial hardship or compassionate grounds for members of the Lump Sum Scheme who have a rollover component.
  • Introduction of early release of super for those financially impacted by the COVID-19 pandemic.
  • Implemented changes to the proof of identification requirements for our members to comply with COVID-19 restrictions.
  • Updated the delegations to increase the number of staff able to approve critical functions during a BCP event (or planning stage) to provide adequate coverage   across the office and less wait time for members.
  • Removed the minimum annual fee for the Flexible Rollover Product, for investors who are not in the product for a full year.
  • Updated the delegations put in place to allow a member to rollout their preserved super account in Triple S via Super Stream, without manual intervention.
  • Introduced  the acceptance of switching fees by Lump Sum members by electronic funds transfer, which was previously required to be provided by cheque.
  • Introduced the acceptance of fees with respect to family law matters by electronic funds transfer, which was previously required to be provided by cheque.
  • Updated the Board policy to give the Chief Executive and Presiding Member the delegation to give direction in respect of court matters, thereby expediting   the outcome for the member.
  • Specialised training for operational staff using Lean Methodologies, which resulted in streamlining the claims assessment process.
  • Continuous enhancements to the administration system.

Revenue SA:

  • Increased the staffing to attend to customer enquiries and introduced closer monitoring of customer call waiting times.
  • Made improvements to the processing capacity and usability of RevenueSA online portal as well as increased monitoring of performance.
  • Increased training in relation to customer contact and communication style.
  • Increased flexibility in adapting its processes to assist its customers in meeting their state revenue requirements e.g. posting forms to customers who were not   able to access a computer.
  • Simplified the call selection options and updating voice recordings to provide more timely information on current issues.
  • Continued to promote electronic billing to address complaints regarding change of address and faster billing.
  • Redesigned Land Tax Notice of Assessment, using behavioural insight techniques.
  • Incorporated customer and stakeholder feedback into Web content, technical information, forms and FAQs.