Annual Report 2021-22: About the agency's performance

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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 South Aus­tralia, focus­ing on clin­i­cian led prob­lems and solu­tions to improve health care, the health sys­tem will achieve bet­ter val­ue with a sus­tain­able impact and the com­mu­ni­ty will achieve bet­ter health, both con­tribut­ing pos­i­tive­ly to the econ­o­my of South Australia. 

Bet­ter Services 

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

Fur­ther struc­tur­al inte­gra­tion of strate­gic con­sumer voice into CEIH busi­ness through appoint­ment of a new CEIH Con­sumer Lead posi­tion and an inno­v­a­tive Con­sumer Co-Lead posi­tion for a CEIH Clin­i­cal Network.

90% Com­plet­ed
This project required the devel­op­ment of a tai­lored
project life­cy­cle with sup­port­ing design and plan­ning
tools. The life­cy­cle and sup­port­ing tools are in use
with­in the CEIH for final refine­ment before being
made avail­able through the CEIH website.

Ini­tia­tives

Overview / Key Activ­i­ties

Theme: Invest in Lead­er­ship – build capa­bil­i­ty across the sys­tem

Vir­tu­al Care Ser­vice (VCS) Part­ner­ship – Discovery 

The Statewide Urgent Care Clin­i­cal Net­work part­nered with the VCS to pro­vide strate­gic advice and sup­port, clin­i­cal lead­er­ship and insight deliv­ery for select projects. 

This involved work­ing close­ly with the VCS team to iden­ti­fy chal­lenges and oppor­tu­ni­ties, sup­port­ing insight dis­cov­ery, under­tak­ing stake­hold­er con­sul­ta­tion and pro­vid­ing rec­om­men­da­tions and high-lev­el cur­rent to future state mod­el options rec­om­mend­ing a pilot phase to com­mence in 2022 – 23. 

Region­al LHN Capa­bil­i­ty Devel­op­ment Initiative 

In June 2021, CEIH launched the Region­al Local Health Net­work Part­ner­ship Ini­tia­tive which aimed to build health­care inno­va­tion and excel­lence capa­bil­i­ty with nom­i­nat­ed par­tic­i­pants from the six Region­al Local Health Net­works (LHNs). Tai­lored CEIH train­ing includ­ed prob­lem fram­ing, design think­ing, project man­age­ment and using data insights plus ongo­ing men­tor­ing to fur­ther refine ideas and facil­i­tate con­nec­tions across the system. 

The ini­tia­tive cul­mi­nat­ed in par­tic­i­pants pre­sent­ing project briefs to their LHN Exec­u­tive teams, with four pro­pos­als sup­port­ed and underway. 

Fol­low­ing the ini­tia­tive, sev­er­al LHN line man­agers report­ed improve­ments in the par­tic­i­pants’ knowl­edge, skills and sys­tems think­ing approach. Par­tic­i­pants them­selves have report­ed greater con­fi­dence in prob­lem fram­ing, using inno­va­tion process­es and deliv­er­ing data insights. 

Improve­ment Showcase 

The CEIH Improve­ment Show­case (The Show­case) brings togeth­er teams to share the improve­ments made in health­care in South Aus­tralia. The Show­case pro­vides a plat­form for peo­ple to con­nect and explore why improve­ments were need­ed, how the change occurred, and what impacts they had. The Improve­ment Show­case is held live online and includes a pre­sen­ta­tion fol­lowed by inter­ac­tive ques­tion and answer for­mat. Pre­sen­ta­tions are pub­lished through the CEIH’s dig­i­tal chan­nels to enable acces­si­bil­i­ty for a broad audience. 

The Show­case explores a dif­fer­ent theme in each series. In 2021 – 22 the themes includ­ed; Demand Man­age­ment, Data in Action, Hos­pi­tal Avoid­ance Strate­gies, Vul­ner­a­ble Pop­u­la­tions and Age­ing Well. 

In 2021 – 22, close to 500 atten­dees tuned in to a live ses­sion, while the Improve­ment Show­case reg­is­tered over 1000 views on YouTube for its record­ed sessions.

Statewide Clin­i­cal Net­works Capa­bil­i­ty Devel­op­ment and Com­mu­ni­ty Building 

The pro­gram is focused on build­ing capa­bil­i­ty of indi­vid­u­als as lead­ers to orches­trate devel­op­ment of clin­i­cal com­mu­ni­ties across insti­tu­tion­al boundaries. 

An impor­tant role of the CEIH is to work with the Statewide Clin­i­cal Net­works to sup­port and build capa­bil­i­ty and skills to nav­i­gate across the health sys­tem and beyond. This enables sus­tain­able com­mu­ni­ties to be estab­lished with sus­tain­able impact and growth. In 2021 – 22 each net­work was assessed and capa­bil­i­ty devel­op­ment needs iden­ti­fied in a tai­lored action plan to address these. 

Cer­ti­fied Health Infor­mati­cian Accred­i­ta­tion (CHIA) Program 

CHIA builds capa­bil­i­ty and recog­nis­es skills and knowl­edge in informatics. 

In 2021 – 22 the CEIH spon­sored 60 places from across the health sec­tor towards achiev­ing their cer­ti­fi­ca­tion, with can­di­dates study­ing and under­tak­ing their exam­i­na­tion into 2022 – 23. This brings the total spon­sored places (across mul­ti­ple years) by the CEIH to 195. 

Theme: Deliv­er Insight – dri­ve change, lead to action

Action­able Clin­i­cal Insights Delivery 

An ini­tia­tive to deliv­er real time clin­i­cal deci­sion sup­port at the point of care – includ­ing machine learn­ing, vir­tu­al reg­istries, inter/​intra site patient jour­neys, stream­ing ana­lyt­ics, effi­cien­cy and pro­duc­tiv­i­ty ana­lyt­ics etc. This work aims to cre­ate com­mon stan­dards and log­ic that can be utilised across the health sec­tor to encour­age col­lab­o­ra­tion, scal­a­bil­i­ty, reduce dupli­ca­tion and improve qual­i­ty insights. 

Dur­ing 2021 – 22, lever­ag­ing pre­vi­ous work, fur­ther activ­i­ties were under­tak­en to assess infra­struc­ture (includ­ing the require­ments and design for vir­tu­al reg­istries and real time clin­i­cal deci­sion sup­port), estab­lish high-lev­el work pack­ages, explore and test insights includ­ing analy­sis and log­ic to inter­pret and analyse patient flow. Sig­nif­i­cant progress has been made on the devel­op­ment of sev­er­al vir­tu­al reg­istries in car­di­ol­o­gy and res­pi­ra­to­ry areas and the asso­ci­at­ed archi­tec­ture and soft­ware prod­uct enhance­ments to sup­port this work. The CEIH acknowl­edges Dig­i­tal Health SA (DHSA in SA Health) have been crit­i­cal in enabling this work. 

This work will con­tin­ue into 2022 – 23 and is foun­da­tion­al to all insight dri­ven approach­es of the CEIH, Statewide Clin­i­cal Net­works and our part­ners build­ing core capa­bil­i­ties for the CEIH and the health system. 

Eval­u­a­tion of Demand Man­age­ment Initiatives 

Pro­vide insight at a sys­tem lev­el of the impact of mul­ti­ple ini­tia­tives relat­ed to man­ag­ing demand. 

The CEIH con­sid­ered a num­ber of pilot health ini­tia­tives relat­ed to sys­tem demand through a process that includ­ed (near) real-time mon­i­tor­ing via a series of dash­boards, quan­ti­ta­tive analy­sis of a num­ber of process and effi­cien­cy mea­sures, and engage­ment with Local Heath Net­works to dis­cuss project learn­ings and out­comes to inform qual­i­ta­tive analy­sis. This was sup­ple­ment­ed by a high lev­el eco­nom­ic analysis. 

Over­all the eval­u­a­tion found that fur­ther time was required to under­stand the impact of the ini­tia­tives but did make some inter­nal rec­om­men­da­tions. These rec­om­men­da­tions reflect com­mon themes found across all the ini­tia­tives that demon­strate the health sys­tem must work togeth­er at all lev­els to achieve sus­tain­abil­i­ty and impact. 

Can­cer Reg­istry Interface 

This work is designed to link a pop­u­la­tion mon­i­tor­ing and sur­veil­lance can­cer reg­istry for South Aus­tralia with clin­i­cal treat­ment reg­istry data held in a sep­a­rate repos­i­to­ry. It is a col­lab­o­ra­tive project led by the Statewide Can­cer Clin­i­cal Net­work and Well­be­ing SA.

Theme: Our Enablers – enable the CEIH to deliv­er impact 

Inno­va­tion Strategy 

A strat­e­gy to iden­ti­fy and address bar­ri­ers that sti­fle inno­va­tion. Cre­at­ing oppor­tu­ni­ties for deliv­er­ing emerg­ing inno­va­tions and tech­nolo­gies across the health care continuum. 

Con­sul­ta­tion on the process­es and tools required to achieve the objec­tive were under­tak­en across a wide stake­hold­er group includ­ing clin­i­cians, indus­try, gov­ern­ment and research. This involved build­ing strong rela­tion­ships across the sec­tor as well as iden­ti­fy­ing oppor­tu­ni­ties and ensur­ing align­ment to key strate­gic pri­or­i­ties of the Gov­ern­ment. Draft inno­va­tion mod­els and prod­ucts were also ​‘road test­ed’ and will be used in 2022 – 23 to finalise and launch core products. 

Stake­hold­er Man­age­ment Tool (SMT)

The CEIH works with a broad range of stake­hold­ers and some­times the same stake­hold­ers but in dif­fer­ent capac­i­ties. Often the great­est val­ue that can be made is to con­nect peo­ple across the health sys­tem. A SMT is crit­i­cal to ensure that stake­hold­er val­ue is recog­nised, val­ued and co-ordi­nat­ed but also that any gaps can be iden­ti­fied and addressed. In 2021 – 22 detailed require­ments, mar­ket assess­ment and pro­cure­ment of a SMT was under­tak­en. This tool will be pilot­ed and if suc­cess­ful, fur­ther con­fig­ured, imple­ment­ed and users trained in 2022 – 23. 

Theme: Work­er Well­be­ing – iden­ti­fy scal­able interventions 

Com­pas­sion Collaborative 

The CEIH part­nered with ​‘Com­pas­sion Rev­o­lu­tion’ to estab­lish a Com­pas­sion Col­lab­o­ra­tive (CC) for the SA health work­force for a 12-month tri­al. Col­lab­o­ra­tors met month­ly on a pur­pose-built plat­form, to share ideas and test prac­ti­cal ways to sus­tain and increase com­pas­sion with­in the SA health sec­tor. It was also a space to devel­op resources and inspire com­pas­sion­ate work­place action. 

Reflec­tion of the tri­al indi­cat­ed ini­tial pos­i­tive engage­ment but that the demands of COVID-19 on the work­force adverse­ly impact­ed Col­lab­o­ra­tive mem­bers’ capac­i­ty to engage. Expe­ri­ence from the CC has informed a con­sul­ta­tion and strat­e­gy that lays the foun­da­tion for a pro­gram of work to tack­le health­care work­er burnout in the post-pan­dem­ic environment. 

Cre­at­ing Excel­lence in Work­place Well­be­ing Culture 

The CEIH recog­nis­es its role in cre­at­ing a healthy, safe and thriv­ing work­place cul­ture across the South Aus­tralian health sec­tor to sup­port pos­i­tive health and well­be­ing out­comes for the work­force and consumers. 

The CEIH con­duct­ed a project scop­ing process and designed a cur­rent state and future state mod­el based on inter­na­tion­al best prac­tice and con­sul­ta­tion with over 50 key stake­hold­ers across the sec­tor. This process informed a draft strate­gic approach to iden­ti­fy­ing and address­ing work-relat­ed fac­tors impact­ing on work­force well­be­ing cul­ture and effec­tive­ness across the health sys­tem. The strate­gic approach aims to address iden­ti­fied gaps and build organ­i­sa­tion­al and sys­tem capac­i­ty and capa­bil­i­ty to dri­ve change. 

Local Health Net­work Cul­ture Lab 

In part­ner­ship with one LHN, the CEIH has sup­port­ed the plan­ning and inter­ven­tions to improve work­force cul­ture and work­er well­be­ing through build­ing local capabilities. 

Work has includ­ed prob­lem fram­ing, review of work­force and well­be­ing data and iden­ti­fi­ca­tion of best prac­tice opportunities. 

The LHN has been sup­port­ed to be part of an inno­v­a­tive nation­al, cross sec­tor, mul­ti-agency pilot. The pilot includes imple­men­ta­tion of a sup­port­ive dig­i­tal appli­ca­tion and sup­ports devel­op­ment of a local com­pre­hen­sive approach to work­force well­be­ing data col­lec­tion, plan­ning and action. 

Theme: Part­ner Projects – inno­va­tion, excel­lence and best practice 

Improv­ing informed con­sent for genet­ic testing 

The clin­i­cal and social impli­ca­tions of our new era of genet­ic med­i­cine can be dif­fi­cult for the gen­er­al pub­lic to under­stand, yet informed con­sent for genet­ic test­ing is crit­i­cal. The over­all objec­tive is to make this process as informed and easy as pos­si­ble, espe­cial­ly con­sid­er­ing the duress fam­i­lies are often under when seek­ing a genet­ic diagnosis. 

In 2021 – 22 prepa­ra­tion work was under­tak­en includ­ing con­tent devel­op­ment, con­sul­ta­tion and appli­ca­tion sup­port for a pilot using a dig­i­tal plat­form to allow South Aus­tralians to bet­ter under­stand the impli­ca­tions of genet­ic test­ing to ensure they are able to give informed consent. 

Per­son­alised Care in Cancer 

Devel­op­ment of a state-wide frame­work will enable con­sis­tent and stan­dard­ised guide­lines and path­ways for patients with can­cer to improve germline genet­ic test­ing rates, reduce wait-times, inform can­cer care treat­ment and ulti­mate­ly improve can­cer care. 

The frame­work is being co-devel­oped and guid­ed by a mul­ti-dis­ci­pli­nary Work­ing Group that will align stake­hold­er inter­ests across the health care sys­tem. The work­ing group has been formed and a com­pre­hen­sive cur­rent state analy­sis has been con­duct­ed. The out­comes of the cur­rent state analy­sis will be used to devel­op the state-wide frame­work and iden­ti­fy activ­i­ties required to sup­port imple­men­ta­tion in col­lab­o­ra­tion with the work­ing group. 

Abo­rig­i­nal Health Data Partnership 

The Abo­rig­i­nal Health Branch in the DHW part­nered with the CEIH to sup­port cross sec­tor part­ner­ship and col­lab­o­ra­tion to rethink approach­es to mea­sur­ing out­comes and health sys­tem effectiveness. 

This ini­tia­tive is work­ing to improve Abo­rig­i­nal Aus­tralians’ expe­ri­ence of the health sys­tem by bet­ter use of Abo­rig­i­nal health data across the system. 

Opti­mised Pre-Sur­gi­cal Care 

Opti­mised Pre-Sur­gi­cal Care will form a major body of work for the Statewide Sur­gi­cal and Peri­operative Care Net­work, aim­ing to improve patient out­comes and health care deliv­ery for all patients under­go­ing a sur­gi­cal pro­ce­dure across South Australia. 

The Network’s Steer­ing Com­mit­tee ini­ti­at­ed an assess­ment of cur­rent pro­grams being used in this field and for­mu­lat­ing inno­v­a­tive new ways to achieve an improve­ment in deliv­ery of opti­mised pre-sur­gi­cal care. 

Emer­gency Surgery Data Analysis 

The Statewide Sur­gi­cal and Peri­operative Care Net­work aimed to under­stand the pre­vi­ous­ly unmea­sured ser­vice demand and capac­i­ty for emer­gency surgery across met­ro­pol­i­tan Ade­laide includ­ing fac­tors and impact this may have on the health sys­tem and health out­comes. This includ­ed exam­in­ing emer­gency surgery wait­ing times to deter­mine if there was evi­dence of peo­ple wait­ing longer for emer­gency surgery than clin­i­cal­ly planned and, if so, the size and mag­ni­tude of the problem. 

Clin­i­cian rep­re­sen­ta­tives from across Local Health Net­works were brought togeth­er with an insight dri­ven approach result­ing in a series of rec­om­men­da­tions for fur­ther action in 2022 – 23. This project will form the foun­da­tion for fur­ther clin­i­cian-led work on improv­ing access to urgent surgery in 2023. 

Improv­ing Rur­al to Metro trans­fers for Urgent Men­tal Health Care 

The CEIH part­nered with the Statewide Urgent Care Clin­i­cal Net­work to deliv­er an improve­ment project relat­ed to the acces­si­bil­i­ty of urgent care for peo­ple pre­sent­ing with men­tal health con­di­tions liv­ing in rur­al areas. The project was informed by con­sul­ta­tion with key stake­hold­ers, includ­ing clin­i­cians, con­sumers, men­tal health organ­i­sa­tions, SA Ambu­lance Ser­vice and the Office of the Chief Psychiatrist. 

Cen­tral Ade­laide Local Health Net­work and River­land Mallee Coorong Local Health Net­work agreed to col­lab­o­rate on a project with the CEIH, with the plan to co-design and pilot improve­ments that would have a pos­i­tive effect on the jour­ney of rur­al to metro men­tal health patients requir­ing urgent care. 

A design work­shop was facil­i­tat­ed by the CEIH in August 2021. Areas of need were pri­ori­tised, with the part­ner­ship agree­ing on actions to progress as improve­ment activ­i­ties both with­in and across LHNs. 

Ado­les­cent Tran­si­tion Research Project 

This project is a col­lab­o­ra­tion between the CEIH, Statewide Ado­les­cent Tran­si­tion Care Clin­i­cal Net­work and the Bet­ter Start group led by Prof. John Lynch at the Uni­ver­si­ty of Ade­laide. The project will facil­i­tate the link­ing of lon­gi­tu­di­nal data from two exist­ing but sep­a­rate data­bas­es that will com­bine health and social sys­tem data (e.g. emer­gency pre­sen­ta­tions, edu­ca­tion, wel­fare) and out­pa­tient data from the Women’s and Children’s Hos­pi­tal (WCHN).

The project aims to explore the fea­si­bil­i­ty of util­is­ing these linked datasets to answer ques­tions around how young peo­ple with a chron­ic ill­ness tran­si­tion from pae­di­atric to adult ser­vices, and iden­ti­fy pre­dic­tors of poor tran­si­tion and explor­ing the impact of chron­ic ill­ness on long term life out­comes. Ethics approvals are cur­rent­ly being prepared. 

Can­cer Mul­ti­dis­ci­pli­nary Team (MDT) Improve­ment Project 

The Statewide Can­cer Clin­i­cal Net­work iden­ti­fied oppor­tu­ni­ties to improve care through exam­i­na­tion of process­es, doc­u­men­ta­tion, access to infor­ma­tion and co-ordi­na­tion of care. The pre­ferred approach has been to explore how best prac­tice clin­i­cal dig­i­tal plat­forms can be utilised. The CEIH has been engag­ing with DHSA to ensure the MDT project direc­tion aligns with their dig­i­tal strat­e­gy roadmap. 

Improv­ing the iden­ti­fi­ca­tion and man­age­ment of Low­er Back Pain (LBP) in unplanned Emer­gency Depart­ment presentations 

The Statewide Chron­ic Pain Clin­i­cal Net­work ini­tia­tive aims to improve care and the care path­way for peo­ple with low­er back pain includ­ing inves­ti­gat­ing the clin­i­cal and sys­tems fac­tors which dri­ve pre­sen­ta­tions for LBP in order to cre­ate a more appro­pri­ate care path­way for these indi­vid­u­als in the community. 

A work­ing group was estab­lished to deliv­er improved assess­ment and man­age­ment of LBP in the ED and devel­op and imple­ment LBP Mod­el of Care (MOC). A Sec­tor work­shop was con­duct­ed in July 2022 to inform the MOC development. 

Pro­gram name

Per­for­mance

Nil

Nil

Per­for­mance man­age­ment and devel­op­ment sys­tem

Per­for­mance

Per­for­mance Review and Devel­op­ment (PRD) are com­plet­ed in September/​October and March/​April in line with DHW poli­cies and procedures 

Two PRD cycles were com­plet­ed with­in the finan­cial year. 61% of staff and man­agers com­plet­ed a for­mal per­for­mance devel­op­ment review. 

Note the fol­low­ing had an impact on com­ple­tion of PRDs dur­ing 2021 – 22: 

• Staff on short-term assign­ments who were not due for a PRD. 
• Staff sec­ond­ments and move­ments through­out the year result­ing in some PRDs being com­plet­ed out­side the nor­mal PRD cycle. 

Pro­gram name

Per­for­mance

SA Health Employ­ee Assis­tance Pro­gram (EAP)

The CEIH offers employ­ees and their imme­di­ate fam­i­ly mem­bers access to con­fi­den­tial and pro­fes­sion­al coun­selling ser­vices for work relat­ed and per­son­al issues through the SA Health Employ­ee Assis­tance Pro­gram which is cen­tral­ly man­aged by DHW. 

The EAP con­tin­ues to be made avail­able by tele­health or phone coun­selling dur­ing the COVID-19 pandemic. 

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 under­takes work­site safe­ty inspec­tions twice/​year.

Work, Health and Safe­ty Con­sul­ta­tion and Rep­re­sen­ta­tion

The CEIH has rep­re­sen­ta­tion on the Depart­ment of Health and Well­be­ing, Work Health Safe­ty Con­sul­ta­tive Committee. 

Ergonom­ics

Indi­vid­u­als are set up ergonom­i­cal­ly at their work­sta­tions based on SA Health procedures. 

Staff are required to com­plete a Work­ing from Home Check­list to assess work health and safe­ty risks in the home. 

Influen­za Vac­ci­na­tions

A free Sea­son­al Influen­za (flu) vac­ci­na­tion is avail­able to all SA Health work­ers. The 2022 SA Health Influen­za (flu) Vac­ci­na­tion Pro­gram com­menced from 8 April 2022. 

CEIH employ­ees are includ­ed in the DHW annu­al influen­za vac­ci­na­tion program.

Covid-19 Vac­ci­na­tion

Effec­tive from 29 Jan­u­ary 2022, all employ­ees were required to be com­pli­ant with Emer­gency Man­age­ment Direc­tions. All DHW and CEIH employ­ees were required to have, or have booked a boost­er dose with­in four weeks of becom­ing eli­gi­ble accord­ing to the ATA­GI guidelines. 

Dur­ing this peri­od Rapid Anti­gen Test (RAT) kits were pro­vid­ed to staff. A reg­is­ter was estab­lished and main­tained to record and mon­i­tor allo­ca­tion and usage.

Flex­i­ble Work­ing Arrange­ments

Flex­i­ble work­ing arrange­ments are sup­port­ed and pro­vi­sions for work­ing from home con­tin­ued in ²⁰²¹⁄₂₂.

Psy­cho­log­i­cal Health and Well­be­ing

Although it was chal­leng­ing to achieve dur­ing COVID-19 lock­downs and peri­ods of work-from-home in 2021 – 22, the CEIH Well­be­ing and Safe­ty Group (WSG) formed a strong com­mit­tee in Feb­ru­ary 2022, when the work­force start­ed to return to the workplace.

WSG key achieve­ments were:

• The CEIH Well­be­ing Action Plan was draft­ed fol­low­ing staff con­sul­ta­tion and endorse­ment by the CEIH Exec­u­tive team. The WSG worked steadi­ly on imple­ment­ing and assess­ing the effec­tive­ness of the plan through­out the year. 
• The WSG con­sol­i­dat­ed all feed­back and sug­gest­ed actions to form CEIH’s response to the 2021 ​“I Work for SA — Your Voice Sur­vey” con­duct­ed by the Office of the Com­mis­sion­er for the Pub­lic Sec­tor Employment. 
• A Well­be­ing Mobile Phone appli­ca­tion was tri­alled as a way of mea­sur­ing and man­ag­ing staff well­be­ing. Due to low uptake after the first few months of usage, the appli­ca­tion was dis­con­tin­ued. Fol­low­ing con­sul­ta­tion, staff opt­ed for pulse sur­veys and infor­mal check-ins as a pre­ferred method. 
• A peer sup­port pro­gram was estab­lished, the RUOK work­place cham­pi­ons mod­el was adopted.

The fol­low­ing activ­i­ties were encouraged:

• Edu­ca­tion­al oppor­tu­ni­ties to increase staff aware­ness and knowl­edge of well­be­ing cours­es and online learn­ing includ­ing cul­tur­al aware­ness and respect train­ing, dif­fi­cult con­ver­sa­tions education. 
• “Steps” chal­lenges were held dur­ing the year to encour­age team con­nect­ed­ness and pro­mote health and wellbeing.
  

Work­place injury claims

2021 – 22 

2020 – 21 

% Change (+ / -) 

Total new work­place injury claims 

0

0

0.0%

Fatal­i­ties

0

0

0.0%

Seri­ous­ly injured workers* 

0

0

0.0%

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

0.00

0.00

0.0%

Work health and safe­ty reg­u­la­tions

2021 – 22 

2020 – 21 

% Change (+ / -) 

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

0

0

0.0%

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

0

0

0.0%

Return to work costs**

2021 – 22 

2020 – 21 

% Change (+ / -) 

Total gross work­ers com­pen­sa­tion expenditure ($) 

$0

$0

0.0%

Income sup­port pay­ments – gross ($) 

$0

$0

0.0%

Exec­u­tive clas­si­fi­ca­tion

Num­ber of exec­u­tives

EXF

1

SAES 1 Level 

2