Trust and empower our skilled, diverse, flexible and committed people.

Supports all South Australian Economic and Strategic Priorities

Promote sustainable State finances.

South Australia’s Strategic Priority:
An affordable place to live

South Australia’s Economic Priorities:
Best place to do business

Support responsible budget and financial management.

South Australia’s Strategic Priority:
An affordable place to live

Deliver timely high quality services to meet the needs of our clients.

South Australia’s Strategic Priority:
An affordable place to live

South Australia’s Economic Priorities:
Best place to do business
Opening doors for small business

Collaborate to deliver high quality advice on economic, social and environmental issues.

South Australia’s Strategic Priority:
An affordable place to live

South Australia’s Economic Priorities:
Best place to do business
Opening doors for small business

Gambling Policy

Develop regulatory and tax arrangements for authorised betting operations, including place of consumption taxation.

Introduced amendments to the Authorised Betting Operations Act 2000 and Authorised Betting Operations Regulations 2016 to provide for the introduction of a new place of consumption wagering tax. The wagering tax provides additional sustainable revenue for the government to help meet services to the community and also meet the cost of potential harm from gambling.

Provided support to the Minister for Consumer and Business Services and the Treasurer in relation to Illegal Offshore Wagering Reform and a National Consumer Protection Framework for online wagering. This initiative aims to provide greater protection for consumers.

Commenced amendments to the Collections for Charitable Purposes Act 1939 on 1 December 2016 to reduce red-tape and reporting duplication for the South Australian charity sector.

Accountability for Public Sector Resources

Accountability for Public Sector Resources

Deliver the 2017-18 State Budget and the 2016-17 Mid-Year Budget Review

The 2017-18 State Budget and the 2016‑17 Mid-Year Budget Review were delivered and identified new initiatives having regard to public value in a transparent manner.

Produce and publish financial reports according to Generally Accepted Accounting Principles (GAAP) and Government Finance Statistics (GFS) standards.

The 2015-16 Consolidated Financial Report and Final Budget Outcomes were delivered on schedule. The reports provide information for the community on government revenues and expenses and key financial statistics.

Provide monthly monitoring on a range of agency performance indicators to the Budget and Performance Cabinet Committee

Budget and performance reporting was provided and encouraged sustainable public finances and efficient use of limited government resources.

Provide advice to the Government on a range of significant reforms, including disability reforms, national education funding, health funding and completion of the new Royal Adelaide Hospital and the energy market

Supported Government to be responsive and to adapt to change so that services to the public continue to be appropriate and best value for money.

Provide policy and financial analysis support to the Government in the preparation of its response to the Child Protection Systems Royal Commission (the Nyland Royal Commission into Child Protection)

Response delivered services and support to our most vulnerable children and is intended to enable children to be raised in a safe manner.

Co-ordinate an across government review of redundant legislation and regulations and implement their repeal.

Co-ordinated an across government review of redundant legislation, regulations and red tape, and simplified citizens’ interactions with the government. Continued to support South Australia’s economic priority: Best Place to do Business. Of the 84 initiatives announced as part of the inaugural Simplify Day, 93 percent has been delivered or are in progress.

Achieve ‘go live’ of the new private CTP Insurance market on 1 July 2016.

This measure was successfully achieved on time. It has enabled competition into the market by bringing in four well known and established private CTP providers for the first three years, before transitioning to a fully competitive market whereby motorists will be able to remain with their allocated CTP insurer, or choose to shop around for potential better offers.

Progress the commercialisation of transactional land services and property valuation functions.

On 10 August 2017, the Treasurer announced that the Land Services SA had been appointed to provide transactional land services on behalf of the government for a 40 year period in return for an up-front payment of $1.605 billion.

Land Services SA will provide land registry and property valuation services on behalf of the government and will be able to commercialise related data, subject to rights for government use. Land Services SA, in commercialising data, will be able to develop new and innovative product and service offerings for customers, subject to government approval.

Land Services SA has also committed to invest $35 million in technology and innovation within the first five years, establish an Innovation Hub in South Australia and work with local digital start-ups to support the start-up culture in South Australia.

Assume responsibility for the assessment, management and co‑ordination of unsolicited bids

This measure was achieved.

Prepare for the implementation of the new Australian Government Finance Statistics standard, to support enhanced Australian Bureau of Statistics reporting.

Implemented an updated Government Financial Statistics framework for reporting to Australian Bureau of Statistics from 1 July 2017. The framework has been updated to incorporate the changes outlined in ‘Australian System of Government Finance Statistics: Concepts, Sources and Methods, 2015’ (AGFS 15).

Treasury Services

Continue to broaden SAFA’s profile and penetration with investors.

Extended the South Australian Government Financing Authority’s (SAFA) debt profile with increased investor penetration.

Implement a new liquidity policy in line with industry best practice.

Implemented a new liquidity policy in line with Australian Prudential Regulatory Authority (APRA) standards. Accessed markets to successfully raise $5.5 billion of short and long term funding to refinance existing financial maturities and build SAFA’s liquidity buffer.

Financial Services Provision

Taxation revenue collected by RevenueSA: $3,725,058,993

Revenue resulting from compliance initiatives: $95,286,917

% of revenue banked on day of receipt:
99.51%

Cost for collection of $100 tax (on a cash basis):
60 cents

Implemented legislative changes announced in 2016-17 Budget.

In December 2016 RevenueSA finalised and endorsed an enhanced Risk Management Framework which documents RevenueSA’s approach to managing compliance risk.

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

81 per cent achievement of approved service level standards by 30 June 2017.

98 per cent of member statements issued by 31 August 2016.

Superannuant payment summaries issued within 14 days from 1 July 2016.

Substantial progress towards implementation of the new administration system.

Completed implementation of new Australian Accounting Standard AASB 1056 providing transparency of statements.

Veterans’ Affairs

Chair the Memorialisation Group to appropriately recognise military service at the Jamie Larcombe Centre and provide advice as a member of the Oversight Panel for the development of the Centre.

The new Veterans’ Mental Health Precinct, named The Jamie Larcombe Centre, will be opened at Glenside Health Services Campus on 5 October 2017. The model of care is based on the existing model for Ward 17 at the Repatriation General Hospital, and is built on evidence-based practice to ensure the needs of current and future veterans are met. Memorialisation features at the site will provide a comforting environment for visiting veterans and their families.

Implement the Regional Engagement Strategy, based around the Cheer-Up Hut re-creations in Mount Gambier, Port Augusta and Loxton.

The Regional Engagement Strategy was implemented and created a valuable outcome by encouraging public

Jobs for Youth

DTF undertook a targeted trainee recruitment drive and employed four trainees under the Jobs4Youth program. Trainees and managers are supported through the DTF Cultural Diversity Officer.

Aboriginal Employment Plan

DTF currently have four Aboriginal and Torres Strait Islander trainees placed in the department, and have established networks for our current employee’s including the Nunga network group in collaboration with DPC. Support systems have also been put in place from the Aboriginal Cultural Consultation in mentoring and culture support, and have also included the creation of a wellbeing website targeted at Aboriginal Employees.

DTF has committed to increasing the cultural diversity across its workforce with a focus on Aboriginal and Torres Strait Islander employees. A review of the Reconciliation Action Plan is in process, which will include developing and implementing a new Aboriginal and Torres Strait Islander Employment and Retention Strategy.

Graduate Development Program

DTF coordinates the South Australian Government Graduate Development Program for graduates in accounting, finance, commerce and economics. Graduates have the opportunity to be considered for positions in a wide range of South Australian Government agencies. There were 26 graduates appointed through the 2017 DTF Graduate Development Program that secured positions in agencies across government — 6 of which were appointed to DTF.

Injury Management

Reduction in workers compensation costs and work injured employees.

DTF’s significant injury rates have consistently remained lower than the rest of the SA Public Sector.

Early intervention assessments are conducted within 24 hours of an injury reported.

WHS performance measures to align with key across Government safety performance targets have been met.

Wellbeing & Engagement

Delivery of a comprehensive Wellbeing Program based on the concept of Healthy Body/Healthy Mind. Employee wellbeing program to help build resilience and a positive culture with a focus on psychological wellbeing.

The Wellbeing Program has been established, monitored and there has been positive outcomes against all targets.

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