Annual Report 2019-20: About the agency's performance

Agency con­tri­bu­tion to whole of Gov­ern­ment objectives

Back to the 2020 Annu­al Report

The agen­cy’s performance

Per­for­mance at a glance

The main goal for CEIH in 2019 – 20 was to estab­lish itself under the Pub­lic Sec­tor Act 2009, devel­op its Strate­gic Plan, staffing, work mod­el and com­mence its work.

Agency con­tri­bu­tion to whole of Gov­ern­ment objectives

Key objec­tive

Agen­cy’s contribution

More jobs

The CEIH is con­nect­ing health providers with South Aus­tralian health tech­nol­o­gy com­pa­nies and oth­er part­ners to work togeth­er to devel­op solu­tions to com­plex health problems.

Low­er costs

By help­ing the health sys­tem across SA improve health­care the health sys­tem will achieve bet­ter val­ue and the com­mu­ni­ty will achieve bet­ter health, both con­tribut­ing pos­i­tive­ly to the econ­o­my of SA.

Bet­ter services

The CEIH Vision is Togeth­er, let’s cre­ate bet­ter health­care for South Aus­tralians”. In deliv­er­ing on this Vision, CEIH helps health ser­vices across South Aus­tralia deliv­er bet­ter health­care for the peo­ple using them and the peo­ple work­ing in them.

Agency spe­cif­ic objec­tives and performance

Estab­lish­ing the CEIH has involved sig­nif­i­cant start-up effort, iden­ti­fied as first year KPIs/​deliverables list­ed in the table below. 

Twelve of the four­teen first year KPIs were com­plet­ed in 2019 – 20

The onset of the COVID-19 pan­dem­ic cre­at­ed some delays with com­ple­tion of the remain­ing two KPIs, which are due for com­ple­tion in the lat­ter half of 2020.

Agency Objec­tives

First Year KPIs/​Deliverables

Per­for­mance

Estab­lish­ment of the CEIH under sec­tion 27 of the Pub­lic Sec­tor Act 2009 as an inde­pen­dent attached office to DHW

Estab­lish CEIH as an attached office.

Finalise CEIH Struc­ture and fill key positions.

Estab­lish and devel­op work plans and priorities.

Devel­op a year 1 Cor­po­rate Plan.

Devel­op a 3 year Strate­gic Plan.

  • Due to the COVID-19 pan­dem­ic, the Strate­gic Plan was delayed and is expect­ed to be finalised by August 2020.

Devel­op and imple­ment brand­ing, web­page and social media presence.

Com­plet­ed

Com­plet­ed

Com­plet­ed

Com­plet­ed

80% com­plete

Com­plet­ed

Gov­er­nance and estab­lish­ing the ways of working

Cre­ate Frame­work Doc­u­ments for:

  • Statewide Clin­i­cal Net­work Framework
  • Clin­i­cian Engage­ment Framework
  • Con­sumer and Car­er Partnering
  • Mod­el of Care Framework.

Devel­op a Stake­hold­er Part­ner­ship Plan. 

Estab­lish the Statewide Clin­i­cal Net­work Executive.

Com­plet­ed

Com­plet­ed

Com­plet­ed

Inno­va­tion

Hold the first Nation­al Inno­va­tion Games event for South Australia.

Devel­op a Clin­i­cal Improve­ment Toolkit.

Cre­ate a Frame­work to mea­sure clin­i­cal impact and success.

Com­plet­ed

Com­plet­ed

Com­plet­ed

Con­sumer and Clin­i­cal Partnerships

Estab­lish eight Statewide Clin­i­cal Networks.

  • Four Statewide Clin­i­cal Net­works were estab­lished in the first half of 2020: Pal­lia­tive Care, Can­cer, Car­di­ol­o­gy and Urgent Care.
  • The process to estab­lish the next four was delayed due to the COVID 19 pan­dem­ic and is due to be com­plet­ed in the sec­ond half of 2020.

50% com­plet­ed

Clin­i­cal Informatics

Devel­op a Data and Ana­lyt­ics Plan for SA Health.

Com­plet­ed

Cor­po­rate per­for­mance summary

The CEIH com­plet­ed addi­tion­al activ­i­ties aimed at achiev­ing its key objec­tives and con­tribut­ing to South Aus­trali­a’s COVID-19 response, which are includ­ed in the fol­low­ing table:

Objec­tives

Oth­er Achievements

Con­tribute to the cre­ation and exe­cu­tion of Statewide COVID-19 strate­gies and programs

Part­nered with the Agency for Clin­i­cal Inno­va­tion (NSW) and Safer­Care Vic­to­ria in deliv­er­ing the Aus­tralian Pan­dem­ic Kind­ness Move­ment to sup­port clin­i­cians men­tal health and wellbeing.

Estab­lished a team of researchers to scan the world lit­er­a­ture for evi­dence to man­age COVID-19 response.

Estab­lished a col­lab­o­ra­tion with CSIRO Cen­tre for eHealth Research to inves­ti­gate the use of social media, pathol­o­gy test­ing and oth­er sources of data to deter­mine emerg­ing hot spots of COVID-19 infection.

Build Capa­bil­i­ty

Spon­sored 29 Inter­na­tion­al Soci­ety for Qual­i­ty in Health Care (ISQua) fel­low­ships to devel­op con­tin­u­ous improve­ment capa­bil­i­ties across the health system.

Spon­sored 100 peo­ple to under­take the Cer­ti­fied Health Infor­mati­cian Aus­tralia (CHIA) exam to build knowl­edge and capa­bil­i­ty across South Aus­tralia in the use of data and tech­nol­o­gy in a clin­i­cal setting.

Organ­ised the first ful­ly vir­tu­al Com­pas­sion Labs for approx­i­mate­ly 80 peo­ple from a broad range of back­grounds to invoke and sus­tain com­pas­sion in healthcare. 

Held Data and Ana­lyt­ics work­shops to increase under­stand­ing of data and ana­lyt­ics (includ­ing arti­fi­cial intel­li­gence and machine learn­ing) to sup­port SA Health to become an insights‑driven organisation.

Pro­vide Advice and Support

Com­plet­ed a SA Health Patient Flow Improve­ment map­ping exer­cise to map and analyse cur­rent and past ini­tia­tives to improve patient flow.

In part­ner­ship with Health Trans­la­tion SA, engaged four data fel­lows for two years to work on sig­nif­i­cant data prob­lems across the health system.

Part­ner­ing and Connecting

Estab­lished a Clin­i­cal Advi­so­ry Coun­cil to pro­vide advice, insight and sup­port to the CEIH on cur­rent and future pro­grams of work.

Estab­lished a Com­mu­ni­ty of Con­sumers to give con­sumers, car­ers and the com­mu­ni­ty a greater voice in clin­i­cal improve­ment activities.

Defined Statewide Clin­i­cal Com­mu­ni­ties of Prac­tice and devel­oped a path­way and toolk­it for Statewide Clin­i­cal Net­works to tran­si­tion to become a Statewide Clin­i­cal Com­mu­ni­ties of Practice.

Inno­va­tion, Excel­lence and Best Practice

The first vir­tu­al Nation­al Inno­va­tion Games in South Aus­tralia was held, bring­ing indus­try, research, pri­vate sec­tor and gov­ern­ment togeth­er to col­lab­o­rate and spark inno­va­tion to solve wicked health problems.

Held the first Clin­i­cal Infor­mat­ics Con­fer­ence and show­case event in South Aus­tralia to demon­strate what is pos­si­ble now, what the future holds and the amaz­ing data dri­ven solu­tions work already hap­pen­ing with­in South Australia.

Employ­ment oppor­tu­ni­ty programs

Pro­gram name

Per­for­mance

Nil

Nil

Agency per­for­mance man­age­ment and devel­op­ment systems

Per­for­mance man­age­ment and devel­op­ment system

Per­for­mance

Two des­ig­nat­ed Per­for­mance Review and Devel­op­ment (PRD) cycles (September/​October and March/​April) were estab­lished for man­agers to under­take PRD con­ver­sa­tions with direct reports. 

Process­es and mon­i­tor­ing imple­ment­ed are con­sis­tent with DHW guidelines.

The March/​April cycle in 2020 was not enforced. This was due to the CEIH being in the ear­ly stages of estab­lish­ment with a rapid­ly chang­ing workforce. 

The onset of the COVID-19 pan­dem­ic and the degree of essen­tial work being car­ried out by employ­ees was also a con­tribut­ing factor. 

Work health, safe­ty and return to work programs 

Pro­gram name

Per­for­mance

Work­site inspections

The CEIH is com­mit­ted to the health, safe­ty and well­be­ing of its employ­ees and recog­nis­es duty of care of all persons.

The CEIH com­plies with 6‑monthly work­site safe­ty inspections.

Ergonom­ics

Indi­vid­u­als are set up ergonom­i­cal­ly at their workstations. 

Work Health & Safety

The CEIH has adopt­ed DHW poli­cies in rela­tion to work, health, safe­ty and staff wellbeing.

Pro­vi­sions for flex­i­ble work­ing arrange­ments, includ­ing work­ing at home, were pro­vid­ed to staff dur­ing the COVID-19 pandemic.

A Work­place, Health and Safe­ty Strat­e­gy will be developed.

Influen­za vaccinations

The CEIH sup­ports an annu­al influen­za vac­ci­na­tion pro­gram avail­able to employees.

Employ­ee Assis­tance Program

The CEIH offers employ­ees and their imme­di­ate fam­i­ly mem­bers access to con­fi­den­tial and pro­fes­sion­al coun­selling ser­vices for work relat­ed and per­son­al issues.

Work­place injury claims

Cur­rent year 2019 – 20

Past year 2018 – 19

% Change (+ / -)

Total new work­place injury claims

0

0

0%

Fatal­i­ties

0

0

0%

Seri­ous­ly injured workers*

0

0

0%

Sig­nif­i­cant injuries (where lost time exceeds a work­ing week, expressed as fre­quen­cy rate per 1000 FTE)

0

0

0%

*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 2019 – 20

Past year 2018 – 19

% Change (+ / -)

Num­ber of noti­fi­able inci­dents (Work Health and Safe­ty Act 2012, Part 3)

0

0

0%

Num­ber of pro­vi­sion­al improve­ment, improve­ment and pro­hi­bi­tion notices (Work Health and Safe­ty Act 2012, sec­tions 90, 191 and 195)

0

0

0%

Return to work costs**

Cur­rent year 2019 – 20

Past year 2018 – 19

% Change (+ / -)

Total gross work­ers com­pen­sa­tion expenditure ($)

0

0

0%

Income sup­port pay­ments – gross ($)

0

0

0%

**before third par­ty recovery

Data for pre­vi­ous years is not avail­able as the CEIH was estab­lished on 6 Jan­u­ary 2020.

Exec­u­tive employ­ment in the agency

Exec­u­tive classification

Num­ber of executives

Chief Exec­u­tive

1

SAES 1 Lev­el roles

4

Data for pre­vi­ous years is not avail­able as the CEIH was estab­lished on 6 Jan­u­ary 2020

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.

Read about the finan­cial performance