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The 2011 Government Advertising Law requires Audit & Supervisory Boards to conduct audits on the first or various government agencies related to the government's marketing campaign in each fiscal year.

This year, the Fresh South Wales Transportation Bureau (TFNSW) found that two campaigns were implemented, "Don't Trust Your Own Tired", "To" Save Lives on Country Roads "(SLCR). 。

The audit observed how effective, economic and efficient, and whether they were responding to normative and political claims.

Audit findings

The DTYTS campaign responded to all claims stipulated in advertising laws, functions, and government guidelines, but was approved and appropriate to analyze the claims that analyze costs and benefits (SCBA) in consideration of leadership. The request was exceptional.

In this campaign, there were clearly motivated viewers. It has achieved many stated goals and other performance characteristics, giving financial and effective money wasted.

However, TFNSW does not measure the lon g-term impact of the campaign, which means that TFNSW has no chance to show the effects of the campaign with the lack of corresponding SCBA.

The latter SLCR campaign (started in 2017) was completely completed by 2021-22. TFNSW was able to make the conclusion adoption more clearly documented to cancel the SLCR campaign.

TFNSW continued a stat e-scale marketing campaign, including local elements, to solve the problem of protecting road movement in the NYU area.

Recommendations

By October 31, 2024, TFNSW is required to introduce the following process:

Space｝ Prepare for SCBA, local government marketing campaign, and comply with advertising status management.
Evaluate the lon g-term results of the Marketing Campaign.
The adoption of strategic and operation conclusions on marketing campaigns (starting, canceling, and significant changes, etc.) has been completely documented and supports avan t-garde practice.

In 2011, the ACT (ACT) clarified the demands that government agencies should do during the government's marketing campaign. The request is prohibited by all political ads, and it is urgently demanding the evaluation and analysis of experts on expenditures and profits before the campaign starts. More detailed issues are being considered in the 2018 government advertisement (regulation) and the 2012 NYUU Advertising Guide (Management).

Section 14 of the Act requires the Auditor General to audit the activities of one or more government agencies in relation to their national advertising campaigns in each financial year. An effectiveness audit must assess whether the agency (or agency) has carried out activities related to the national advertising campaign in an effective, economical and efficient manner and in accordance with the Act, position, other legislation and leadership.

The audit reviewed Transport for New South Wales' (TFNSW) advertising campaigns for the 2022-23 financial year, "Don't count on fatigue" and "Save lives on suburban roads".

TFNSW is the NUU government agency responsible for developing a safe, integrated and effective transport system for New South Wales residents.

The Donat Trust Your Tird Self (DTYTS) campaign, which will cost $304 million in 2022-23, is aimed at training people before they get behind the wheel.

The Saving Lives on Country Roads (SLCR) campaign, launched in December 2017, aimed to encourage suburban drivers to reconsider the widespread excesses used to justify their behaviour on the roads. In early 2024, after the audit had begun, Customer Services (DCS) informed the audit group that TFNSW would not be running the SLCR campaign in 2022-23. TFNSW subsequently confirmed this. Instead, the SLCR brand was used for the local element of the national campaign to eradicate drunk driving. As a result, the cause and decision-making process for the cancellation of the campaign were investigated within the scope of this audit.

The SLCR campaign cost $311 million in 2021-22, the last year it was held, and $17, 038 in 2022-23.

This section describes the key aspects of TFNSW's Transport compliance of the prescriptive basis of state advertising for Donat Trust Your Tired Self (DTYTS). Consider whether TFNSW complies with the requirements of:

State Advertising Act 2011 (Act)
Government Advertising Regulations 2018 (Regulations)
New South Wales Government Advertising Guidelines 2012 (Guidelines) and any other relevant regulations.

This section considers how efficiently, effectively and economically the transport of the New South Wales (TFNSW) advertising campaign "Don't Trust Your Till Self (DTYTS)" was undertaken.

In this section, we will consider the cancellation of the "SLCR (SALVATION OF LIVES ON COUNTRY ROADS)" campaign. The main concerns have been shown about the conclusions and evidence that the campaign will be canceled and will eventually be implemented from 2021 to 2010. The main survey results are also described.

Copyright is protected by Fresh South Wales's audit department. All rights are protected. Most of the provided publisher cannot be duplicated without permission to prepare for the Audit Section of Fresh South Wales. The audit department is not responsible for the application of the provided materials, and is not responsible for the loss, damage, or abandoned losses or damages of any person.

Diet Hyperlin k-Report No. 396, published on June 25, 2024.

April 2, 2024

Measures to manage complaints regarding compensation for employees

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Workers compensation claims management

business administration position

What this report is about

NUUS's wor k-related compensation system provides irregular insurance for occupational accidents. The effective management of wor k-related compensation is a timely, not severe, and is the basis of the victim's business support to ensure sustainable return to work.

Insurance company Insurance and Car e-NSW (ICARE) manages workers' accident insurance. The State Insurance Regulation Bureau (SIRA) regulates the wor k-related compensation system. NYU, the Ministry of Finance, plays the role of the administrator, but does not directly manage the system.

During the audit period, the effectiveness and efficiency of ICARE management of wor k-related compensation were observed, and the effectiveness of SIRA, which observes compensation for wor k-related accidents, was also observed.

Findings

ICARE has carried out major reforms in its own situation to manage the application for wor k-related accidents, but whether these configurations are more effective or economical to improve the results. , It doesn't seem to have been proven yet.

In the process of planning and implementing the ICARE reform, it was insufficient to evaluate existing complaints and consider other reform proposals.

ICARE's activities were not much focused on improving their leadership to returning to work and maintaining economic resilience.

In recent years, Sheila has improved its own work to regulate wor k-related compensation. Until 2019, Sheila was involved in the construction of a presenter's regulatory framework, and was not most active in observing the wor k-related compensation system.

In fact, the role of the Ministry of Finance of the New York University, related to wor k-related compensation, was unclear, and the cooperation of function improvement was limited.

Recommendations

Ensure that the annual business plan statement clearly outlines the roadmap for achieving the legislative objectives.
Monitor and evaluate the reform of the workers' compensation system.
Develop a property verification program to ensure accuracy of payments for insured events.

New South Wales Treasury will:

Work with appropriate agencies to improve the outcomes of the local government sector's workers' compensation program.
Engage with the Icare Board to ensure that Icare's governance is aligned with appropriate policy makers in New South Wales Treasury.

Eliminate weaknesses detected in fraud investigations.
Develop a coordinated investigation strategy.

The New South Wales workers' compensation system provides workers' compensation to approximately 4. 7 million workers. Effective compensation management is essential to ensure injured workers receive the support and prompt treatment they need for an immediate, safe and permanent return to work. In 2022-2023, there were approximately 110, 000 workers' compensation claims for injured workers.

There are two main workers' compensation schemes in New South Wales: the Niminal Insurer (NI), which covers the personal portion and is funded by employer contributions, and the Treasury Managed Fund (TMF), which covers employees in the local government sector and is funded by the New South Wales Government.

Insurance and Care NSW (icare) is responsible for administering employee compensation and various other insurance schemes. The State Insurance Regulatory Authority (SIRA) is responsible for regulating workers' compensation and other insurance schemes. The New South Wales Treasury has a supervisory and management function but is not involved in the specific management or regulation of the workers' compensation scheme.

icare outsources the management of workers' compensation claims to a range of third-party insurance agents, which it calls claims settlement service providers (CSPs). The work of CSPs includes submitting and assessing workers' compensation claims, paying benefits to injured workers, and liaising with injured workers, employers and medical institutions to help them recover and return to work.

The purpose of this audit was to evaluate the effectiveness of ICARE's wor k-related claim management, cos t-effectiveness, and the effectiveness of SIRA's wor k-related claim monitoring. In order to work on this issue, the audit examined whether the reform of the ICARE wor k-related claim management model is effective and expensive, and whether there is an effective performance measurement and explanatory system for NI and TMF. 。

icare did not assess its existing claims management model or conduct a comprehensive options analysis assessing alternative claims management models before selecting its new claims management model for the Nominal Insurer

In 2021, ICARE has decided to change the claim management model of the Nominnie Insurance Company (NI) from a single claim service provider (CSP) to multiple CSP models. ICARE has not completed a business case, and for the selected models, providing the ICARE service i n-house, maintaining a hybrid service model, and a single provider model to enhance support and incentives to improve efficiency. We do not have cos t-profit analysis compared to other options.

ICARE has formulated a procurement strategy that recognizes the possibility of an alternative model based on the ICARE claim management service. However, there was no detailed analysis or cost calculation of this model or other model to compare with the selected outsourcing model. I n-house options were not recommended because the competition between external service providers could provide more performance than the ICARE could be achieved. The independent evaluation report from NI in 2019 recommended that ICARE signed an additional service provider to reduce the burden on a single service provider. It was appropriate to consider this advice when developing a new application model, but this replaces the need for ICARE to perform its own detailed analysis to support major project decisions. Not a thing. < SPAN> The purpose of this audit was to evaluate the effectiveness of ICARE's wor k-related accidents claims, cos t-effective, and the effectiveness of SIRA's monitoring of wor k-related claims. In order to work on this issue, the audit examined whether the reform of the ICARE wor k-related claim management model is effective and expensive, and whether there is an effective performance measurement and explanatory system for NI and TMF. 。

ICARE has formulated a procurement strategy that recognizes the possibility of an alternative model based on the ICARE claim management service. However, there was no detailed analysis or cost calculation of this model or other model to compare with the selected outsourcing model. I n-house options were not recommended because the competition between external service providers could provide more performance than the ICARE could be achieved. The independent evaluation report from NI in 2019 recommended that ICARE signed an additional service provider to reduce the burden on a single service provider. It was appropriate to consider this advice when developing a new application model, but this replaces the need for ICARE to perform its own detailed analysis to support major project decisions. Not a thing. The purpose of this audit was to evaluate the effectiveness of ICARE's wor k-related claim management, cos t-effectiveness, and the effectiveness of SIRA's wor k-related claim monitoring. In order to work on this issue, the audit examined whether the reform of the ICARE wor k-related claim management model is effective and expensive, and whether there is an effective performance measurement and explanatory system for NI and TMF. 。

icare conducted a comprehensive procurement process to select CSPs for its new NI claims management model

The absence of a financial justification, or other similar detailed analysis, reduces icare's responsibility to improve outcomes. It also means that the benefits and costs of icare's claims service model have not been fully examined. Introducing competition and performance-based CSP payment could improve return-to-work characteristics and financial resilience, but could also create incentives for turnover or increase the risk that CSPs will terminate their contracts. The business case also provides information that can be used to develop an evaluation system for the new claims service model, including intermediate measures to assess whether the intended benefits are being achieved.

icare is implementing a new remuneration structure for CSPs which aims to provide better financial incentives to improve performance

The business case is a guiding document that sets out the costs, benefits and economic feasibility of the proposal, as well as the rationale for change and testing of other variations. While there is no urgent call for icare procurement policymakers to produce a business case, the NSW Procurement Strategy and NSW Treasury's Business Case Guidelines strongly encourage agencies to demonstrate value for money by submitting a business case to NSW Treasury for any investment service of the amount required. More than $10 million At the time, when icare approached the icare board to begin the procurement process, the total contracts with six suppliers were expected to be worth up to $3. 7 billion to $6. 4 billion over 10 years.

icare developed a sound procurement strategy that outlined the objectives of the new model, the expected costs, the proposals required, the management system, and the evaluation design. icare regularly reported to the icare board on the progress of the procurement process and sought encouragement on key findings regarding the configuration being implemented.
The ICARE Board has confirmed the introduction of multiple proposed providers models as part of the NI improvement program in December 2021. As part of this change, ICARE has devised a different fee structure for a new CSP contract. The previous provider fee model predicted a guarantee fee set to 110%of the proposal estimation price, and did not predict the financial penalty if CSP's ambitious performance characteristics were not demonstrated. In the new model, the paid CSP fee is distributed to three categories:
A guaranteed fixed fee that covers 95 % of the basic fee, the basic price agreed between ICARE and CSP (this is an estimated price for providing proposals in an effective way).

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icare’s new remuneration structure will increase payments to CSPs for the NI without initially requiring improved performance

Payments to quality may be plus (up to 10 % of the reference value) or negative (up to 5 %) according to the results of CSP. The host is associated with compliance with complaint management processes such as timely, accuracy, and accounting.

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Space} CSP according to the indicators specified in the contrac t-Approximately 50%of the audit price according to the results of the work. This reward is related to the system's main performance indicators (reinstatement coefficient, payment of specifications, copper costs, etc.). The reward for the final result may only be obtained when the CSP has achieved the characteristics applied to the property.

This model aims to ensure CSP economic incentives to improve work performance. The establishment of basic costs is a level that is slightly lower than the expected cost of the offer, and in fact, CSP needs to implement the property of the property to secure a cost coverage, and a unique margin of profits. In order to grow, it is obliged to exceed the ambitious performance characteristics, which means not only the behavior of this model but also the sufficiency of the basic performance characteristics and the motivation performance characteristics. These configurations have not yet been completely introduced, and the ICARE has been moving to a fresh CSP in December 2021. As part of the introduction of a proposed provider model, the ICARE was planned for a new CSP contract. The guarantee fee set to 110%was predicted, and the new model of the CSP was not formed in the case of a new model in the category of a new model. Distributed:

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icare’s focus for reforming the TMF is not based on addressing key strategic challenges for the scheme

A guaranteed fixed fee that covers 95 % of the basic fee, the basic price agreed between ICARE and CSP (this is an estimated price for providing proposals in an effective way).

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icare has commenced a procurement process for the TMF without conducting detailed analysis of its claims management model

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This model aims to ensure CSP economic incentives to improve work performance. The establishment of basic costs is a level that is slightly lower than the expected cost of the offer, and in fact, CSP needs to implement the property of the property to secure a cost coverage, and a unique margin of profits. In order to grow, it is obliged to exceed the ambitious performance characteristics, which means not only the behavior of this model but also the sufficiency of the basic performance characteristics and the motivation performance characteristics. It depends on the moment, and the ICARE has been moving to a fresh CSP in December 2021. As for the introduction of multiple proposal models, the ICARE has a new CSP price for 110%of the proposal price. The set warranty fee was predicted, and if the CSP's ambitious performance characteristics were not demonstrated, the new model was not predicted to the three categories. :

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Fees paid to CSPs for the TMF have increased significantly in recent years despite previous forecasts of reductions in fees paid and improvements in performance

A guaranteed fixed fee that covers 95 % of the basic fee, the basic price agreed between ICARE and CSP (this is an estimated price for providing proposals in an effective way).

Some of icare’s reform activities aim to improve return to work and financial sustainability

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icare’s accountability for achieving scheme outcomes is not clear enough

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icare has committed significant resources to internal organisational improvement programs

The new service delivery model is expected to cost up to $100 million more per year compared to the previous ICARE unified model. This increase depends on the CSPs' achievement of their targets. For example, if all CSPs improve their indicators to a level where they meet all targets, the CSPs will be paid the full $100 million. If some CSPs fail to meet their targets, they will be paid less. ICare's modeling shows that the extra cost of CSP payments will be offset by reduced payments to injured workers due to improved return-to-work indicators.

For at least the first year of the new ICARE model, ICARE has committed to paying a portion of the performance payment even if CSPs do not achieve their targeted performance indicators. This is to help CSPs invest in the system to achieve higher indicators in the long term. However, this means that ICare will initially pay higher costs for similar indicators, or in some cases lower indicators.

icare’s employee and other operating expenses have increased significantly during a period when workers compensation scheme performance has not improved

ICARE has lowered the target indicators for return to work in 2023 compared to 2022, taking into account the impact of the transition to a new application model with different operators participating. Example 9 shows the difference between the target indicators for 2021-22 and 2022-23.

Source: ICARE planning documents (not public).

CSP fees increased from approximately $251 million in 2018-19 to approximately $379 million in 2022-23, or more than 50%. CSP fees increased every fiscal year during this period (Figure 10).

The ICARE test indicates that the introduction of a new IT system reduces the characteristics of returning to work in the TMF framework in a short term. The decline in returning to work may have a lon g-term effect on the transit and system cost of victims, even if it is temporary. According to the ICARE internal modeling, the case where the injury limit to be considered is not controlled, the claimant is much more likely to get lon g-term compensation.
In December 2023, ICARE completed the development strategy to manage the CSP for TMF to obtain the approval of the ICARE Council. The TMF procurement strategy covers a wider TMF improvement target, such as improving the returning to work and expanding the opportunity to manage mental injury statements. It also includes a simple test of a complaint management model with personal power compared to the layout based on the recruitment of an external company. However, there is no thorough analysis of the diversity of complaint management models. The test contained similar details, such as the procurement strategy of NI (see Chapter 2). Rather than the evaluation of the outsourcing model used by the ICARE, the options of the hybrid model using the complexity of i n-house proposals and outsourcing proposals were not observed. Before the establishment in 2015, ICARE used the same model management model as 1 at TMF and applied the same 3CSP. Eye care has inherited the contract with three CSPs concluded in 2010. The last purchase of CSP was made in 2019. Before the purchase began, ICARE did not analyze other options for complaints on complaints without taking into account the effectiveness of the contract from 2010 to 2019.
The TMF procurement strategy indicates an outline of options for the performance measurement of TMF CSP and the reward system. This is based on the work performed by NI procurement, and has the same goal of giving CSP a more powerful financial incentive to improve claim management results.

ICARE analysts have estimated that this change will save money, as the new reward models will improve the performance of CSP and reduce the overall payment costs. However, the estimate shown in the TMF procurement strategy submitted to the ICARE Board of Directors does not include bac k-t o-back analysis or completed cost models. The main gap is detailed information used to estimate the actual cost of services by CSP, which is the basis of the payment amount under the revised reward system. It does not include risk analysis such as the impact of returning to work due to the transition to a new model. Without these details, ICARE cannot prove that the planned approach is more likely to be cos t-effective.

In the past five years, the ICARE payment for CSP, which handles TMF claims, has increased by about 30 % from $ 90 million in 2018-19 to $ 125 million in 2022-2023. The increase in the amount of payment to the CSP occurred when the number of people returned to work decreased by 2 points and the total payment for the wor k-related accident claim increased by about 60 %. As mentioned in Chapter 1, the number of bills increased significantly during this period.

One of the purpose of the ICARE NI improvement program is to "return the injured worker as soon as possible", and the improvement program includes the introduction of a new billing management model in NI (Chapter 2). explanation). In addition to this program, ICARE has made other changes to improve daily claim management processes. In recent years, ICARE has begun to clarify the role and responsibility in the claim management process. This includes discussion with CSP, creating a document defined which questions are processed by CSP, and which questions should be referred to ICARE. < SPAN> TMF's procurement strategy shows an outline of options for measuring TMF CSP performance and drastically reviewing the reward system. This is based on the work performed by NI procurement, and has the same goal of giving CSP a more powerful financial incentive to improve claim management results.

icare’s reporting on the performance of workers compensation schemes has not provided a clear indication of performance in its core areas of responsibility

One of the purpose of the ICARE NI improvement program is to "return the injured worker as soon as possible", and the improvement program includes the introduction of a new billing management model in NI (Chapter 2). explanation). In addition to this program, ICARE has made other changes to improve daily claim management processes. In recent years, ICARE has begun to clarify the role and responsibility in the claim management process. This includes discussion with CSP, creating a document defined which questions are processed by CSP, and which questions should be referred to ICARE. The TMF procurement strategy indicates an outline of options for the performance measurement of TMF CSP and the reward system. This is based on the work performed by NI procurement, and has the same goal of giving CSP a more powerful financial incentive to improve claim management results.

ICARE analysts have estimated that this change will save money, as the new reward models will improve the performance of CSP and reduce the overall payment costs. However, the estimate shown in the TMF procurement strategy submitted to the ICARE Board of Directors does not include bac k-t o-back analysis or completed cost models. The main gap is detailed information used to estimate the actual cost of services by CSP, which is the basis of the payment amount under the revised reward system. It does not include risk analysis such as the impact of returning to work due to the transition to a new model. Without these details, ICARE cannot prove that the planned approach is more likely to be cos t-effective.	In the past five years, the ICARE payment for CSP, which handles TMF claims, has increased by about 30 % from $ 90 million in 2018-19 to $ 125 million in 2022-2023. The increase in the amount of payment to the CSP occurred when the number of people returned to work decreased by 2 points and the total payment for the wor k-related accident claim increased by about 60 %. As mentioned in Chapter 1, the number of bills increased significantly during this period.
One of the purpose of the ICARE NI improvement program is to "return the injured worker as soon as possible", and the improvement program includes the introduction of a new billing management model in NI (Chapter 2). explanation). In addition to this program, ICARE has made other changes to improve daily claim management processes. In recent years, ICARE has begun to clarify the role and responsibility in the claim management process. This includes discussion with CSP, creating a document defined which questions are processed by CSP, and which questions should be referred to ICARE.	ICARE has also developed a professional standard system to guarantee the consistent standards that business managers should comply with. The system has the minimum standards and opportunities for CSP staff. Based on the contract, NI service providers are required to meet these criteria when hiring or training. These frames are likely to be applied to TMF, but so far they have not been included in TMF service providers. Since 2021, ICARE has also provided training materials specializing in the main aspects of claim management from CSP. This training contains topics such as weekly calculation, primary contact, and injury management, which had been considered weakly.
Despite the fact that the practical change that has been discussed can help to enhance the effectiveness of insurance claiming operations, the overall responsibility of ICARE in the result of the scheme is still unclear. In 2021, ICARE examined several "business models", which is the basis of the overall approach to the overall insurance requirements model reform. ICARE has decided to adopt a model called "platform". This model is positioned with ICARE as an intermediary, focusing on independent management and the choice of employees and employees. The ICARE was positioned as an intermediary, and it was decided to adopt a model called a "platform" focusing on independent management and the choice of employees and employees.	This basic approach can also be seen in the reform of the unemployment benefit management model implemented by ICARE. Some reforms are aimed at improving the results of returning to work, such as the introduction of CSP payments based on labor results (examined in Chapter 2). However, ICARE explains that the goal of reform is the creation of a competitive CSP market that provides options to employers, and ICARE is responsible for implementing system reform, but is responsible for achieving results. Indicates that it will not be. The ICARE's TMF reform plan, as well, is that ICARE's responsibility is to secure institutional support systems for employees and are not responsible for ensuring important achievements. < SPAN> ICARE has also developed a professional standard system to guarantee the consistent standards that business managers should comply with. The system has the minimum standards and opportunities for CSP staff. Based on the contract, NI service providers are required to meet these criteria when hiring or training. These frames are likely to be applied to TMF, but so far they have not been included in TMF service providers. Since 2021, ICARE has also provided training materials specializing in the main aspects of claim management from CSP. This training contains topics such as weekly calculation, primary contact, and injury management, which had been considered weakly.
Despite the fact that the practical change that has been discussed can help to enhance the effectiveness of insurance claiming operations, the overall responsibility of ICARE in the result of the scheme is still unclear. In 2021, ICARE examined several "business models", which is the basis of the overall approach to the overall insurance requirements model reform. ICARE has decided to adopt a model called "platform". This model is positioned with ICARE as an intermediary, focusing on independent management and the choice of employees and employees. The ICARE was positioned as an intermediary, and it was decided to adopt a model called a "platform" focusing on independent management and the choice of employees and employees.	This basic approach can also be seen in the reform of the unemployment benefit management model implemented by ICARE. Some reforms are aimed at improving the results of returning to work, such as the introduction of CSP payments based on labor results (examined in Chapter 2). However, ICARE explains that the goal of reform is the creation of a competitive CSP market that provides options to employers, and ICARE is responsible for implementing system reform, but is responsible for achieving results. Indicates that it will not be. Similarly, ICARE's TMF reform plan is to secure an institutional support system for employees, and is not responsible for ensuring important achievements. ICARE has also developed a professional standard system to guarantee the consistent standards that business managers should comply with. The system has the minimum standards and opportunities for CSP staff. Based on the contract, NI service providers are required to meet these criteria when hiring or training. These frames are likely to be applied to TMF, but so far they have not been included in TMF service providers. Since 2021, ICARE has also provided training materials specializing in the main aspects of claim management from CSP. This training contains topics such as weekly calculation, primary contact, and injury management, which had been considered weakly.
Despite the fact that the practical change that has been discussed can help to enhance the effectiveness of insurance claiming operations, the overall responsibility of ICARE in the result of the scheme is still unclear. In 2021, ICARE examined several "business models", which is the basis of the overall approach to the overall insurance requirements model reform. ICARE has decided to adopt a model called "platform". This model is positioned with ICARE as an intermediary, focusing on independent management and the choice of employees and employees. The ICARE was positioned as an intermediary, and it was decided to adopt a model called a "platform" focusing on independent management and the choice of employees and employees.	This basic approach can also be seen in the reform of the unemployment benefit management model implemented by ICARE. Some reforms are aimed at improving the results of returning to work, such as the introduction of CSP payments based on labor results (examined in Chapter 2). However, ICARE explains that the goal of reform is the creation of a competitive CSP market that provides options to employers, and ICARE is responsible for implementing system reform, but is responsible for achieving results. Indicates that it will not be. The ICARE's TMF reform plan, as well, is that ICARE's responsibility is to secure institutional support systems for employees and are not responsible for ensuring important achievements.

SIRA has recently updated its strategic framework to improve the effectiveness of its regulatory activities

Management of wor k-related compensation systems is a difficult job. There is an external problem that ICARE cannot control, which affects the major performance characteristics of returning to work and the economic execution of programs. Last but not least, ICARE is responsible for improving Ni and TMF's return to work as a provider of the wor k-related compensation system, and its strategies and activities should be faced accordingly. ICARE's latest corporate strategy documents describe the current time of organizational strategy as "growing interest in people we provide services." This is a positive change from the previous year, which was described as "simplified to improve business performance."

In recent years, eye care has focused on the main resources of the organizational improvement program. This program is based on the advice of past outdoor reviews (easily explained in Chapter 1). These reviews gave a total of 107 prescriptions. Of these, 98 were related to "corporate improvement", including internal processes such as governance, procurement, and risk management. The challenge that focuses on the internal process reflects the authority of these reviews. As a result, ICARE's improvement was not a widespread strategic evaluation of major issues facing the wor k-related compensation system, such as an increase in mental damage claims, but focused on the composition inside the organization.

According to the annual financial report, the total cost of ICARE has increased significantly in recent years. The total number of employees of ICARE increased 23 % from 1. 431 in 2020-21 to 1. 756 in 2022-23. The ICARE's 2023-2024 budget is a difficult job to manage the 1. < SPAN> work-related compensation system. There is an external problem that ICARE cannot control, which affects the major performance characteristics of returning to work and the economic execution of programs. Last but not least, ICARE is responsible for improving Ni and TMF's return to work as a provider of the wor k-related compensation system, and its strategies and activities should be faced accordingly. ICARE's latest corporate strategy documents describe the current time of organizational strategy as "growing interest in people we provide services." This is a positive change from the previous year, which was described as "simplified to improve business performance."
The program is monitored by an external consultant, and a report describes the progress every quarter. The first report will be published in December 2021 and the final report in August 2023. The responsibility for fulfilling the mission of an external review is very heavy. However, as a result of focusing on internal tissue planning, sufficient strategic goals related to "optimization of returns to work" and "ensuring economic sustainability", the main legislative goals of the wor k-related compensation system. It is one of the factors to increase the operating cost of ICARE without working.
In recent years, eye care has focused on the main resources of the organizational improvement program. This program is based on the advice of past outdoor reviews (easily explained in Chapter 1). In these reviews, a total of 107 prescriptions were issued. Of these, 98 were related to "corporate improvement", including internal processes such as governance, procurement, and risk management. The challenge that focuses on the internal process reflects the authority of these reviews. As a result, ICARE's improvement was not a widespread strategic evaluation of major issues facing the wor k-related compensation system, such as an increase in mental damage claims, but focused on the composition inside the organization.

The program is monitored by an external consultant, and a report describes the progress every quarter. The first report will be published in December 2021 and the final report in August 2023. The responsibility for fulfilling the mission of an external review is very heavy. However, as a result of focusing on internal tissue planning, sufficient strategic goals related to "optimization of returns to work" and "ensuring economic sustainability", the main legislative goals of the wor k-related compensation system. It is one of the factors to increase the operating cost of ICARE without working.

According to the annual financial report, the total cost of ICARE has increased significantly in recent years. The total number of employees of ICARE increased 23 % from 1. 431 in 2020-21 to 1. 756 in 2022-23. ICARE's 2023-2024 budget is 1.

SIRA was mostly focussed on developing regulatory guidelines and frameworks in the years after it was established

Accordingly, ICARE staffing has also increased, increasing by 29%, from $214 million in 2020-21 to $276 million in 2022-23. During this time, ICARE did not hire any new positions, and as noted in Chapter 1, the Ni and TMF indicators did not improve. Over the past three years, ICARE added the most new positions in the “Digital Technology and Transformation” area. Positions were also added in business areas such as Human Resources and Culture and Risk and Management. Many of these positions are related to ICARE’s improvement programs.

SIRA has become more active in its regulation of the NI but only recently started actively supervising the TMF

Other ICARE operating expenses have also increased in recent years, from $699 million in 2020-21 to $814 million in 2022-23. Most of ICARE’s other operating expenses are fees paid by CSPs. However, despite increasing its permanent staff in recent years, ICARE has also spent significant amounts on paying for the services of contractors, hired labour and consultants. Some of this expenditure on contractors and consultants is related to ICARE's improvement programme, as mentioned above. Over the past three years, ICARE has spent an average of more than $100 million per year on hired labor:

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{space} $35 million per year (rented labor)

{space} $8 million per year on consultants

In September 2023, ICARE completed a review of its operating costs and presented the results to the ICARE Board. ICARE's review showed that it had reduced costs by a total of $88 million from 2019-20 to 2021-22. The $40 million included contractor and hired labor cost reductions, which contradicts its annual financial statements, which showed a $25 million increase during this period. ICARE's costs were classified differently in its management reports than in its annual financial statements. For example, ICARE In the management report of ICARE, a significant proportion of contractor and hire employee costs were allocated to project costs. While this may be appropriate for a management report, a review of ICARE's costs led to the fact that contractor and hire employee costs were less compared to the annual reports.

The number of Senior heads of ICARE, which is at the top of the NSW officer's salary spectrum in 2021-2022, increased to eight in 2022-2023. The average salary of ICARE senior officers in 2022-2023 is $ 652. 000. This is more than twice the average salary of the two senior responsibilities of the two senior officers who were the highest in the former Work Cover Agency, the predecessor of ICARE. It is about twice the average reward of the senior director of the similar Icare unit in the same law. The average reward for the Top 10 of Workshafes Queensland in 2022-23 was $ 285. 00, and the average reward of the top 11 in Workshafe Victoria was $ 276. 00.

Between 2016-2017 and 2019-20, ICARE spent at least $ 470 million in planning to improve the work-related compensation system. This amount includes the introduction of a vendor complaints management model and the introduction of a new IT platform, but does not include the costs of contractors and consultants involved in these planning. ICARE spent $ 45 million to the Mult i-Offer model of NI from 2023. < SPAN> The number of ICARE senior heads, which is the highest in the salary spectrum of NSW officers in 2021-2022, increased to eight in 2022-2023. The average salary of ICARE senior officers in 2022-2023 is $ 652. 000. This is more than twice the average salary of the two senior responsibilities of the two senior officers who were the highest in the former Work Cover Agency, the predecessor of ICARE. It is about twice the average reward of the senior director of the similar Icare unit in the same law. The average reward for the Top 10 of Workshafes Queensland in 2022-23 was $ 285. 00, and the average reward of the top 11 in Workshafe Victoria was $ 276. 00.

SIRA began focussing on improving compliance of employers with workers compensation obligations from 2020, but did not have a strategy or active program prior to this

Between 2016-2017 and 2019-20, ICARE spent at least $ 470 million in planning to improve the work-related compensation system. This amount includes the introduction of a vendor complaints management model and the introduction of a new IT platform, but does not include the costs of contractors and consultants involved in these planning. ICARE spent $ 45 million to the Mult i-Offer model of NI from 2023. The number of Senior heads of ICARE, which is at the top of the NSW officer's salary spectrum in 2021-2022, increased to eight in 2022-2023. The average salary of ICARE senior officers in 2022-2023 is $ 652. 000. This is more than twice the average salary of the two senior responsibilities of the two senior officers who were the highest in the former Work Cover Agency, the predecessor of ICARE. It is about twice the average reward of the senior director of the similar Icare unit in the same law. The average reward for the Top 10 of Workshafes Queensland in 2022-23 was $ 285. 00, and the average reward of the top 11 in Workshafe Victoria was $ 276. 00.

The ICARE public report did not provide transparency in the main field of returning to work and economic resistance to the wor k-related compensation system. Until 2019-2020, ICARE did not disclose its own return to work. Until 2022-23, ICARE did not report TMF's motivation indicators. ICARE's last four annual reports included a "performance evaluation sheet". In 2021-22, this evaluation sheet contained 11 features, of which four were touched on the performance of the insurance system. High results, investment). The evaluation map of this year has seven features related to the internal process of ICARE, which were evaluated by staff engagement, risk management, and internal audits. The assessment sheet in FY2022-23 contained five characteristics related to the effectiveness of the insurance scheme. However, indicators on returning to work in NI were changed compared to the previous year. As part of the NI reform, ICARE plans to publish more information on the results of the wor k-related compensation system on his website. This information will be released in December 2023.

SIRA has not allocated sufficient resources to investigate and prosecute fraud

An important document that ICARE defines strategic cooperation to manage his work is a business plan (SBI). The indicators used by ICARE to report indicators of returning to work have not changed for one year out of the past four years. In the case of 13, the internal report of ICARE follows the motivation indicator for returning to work in 2020-21. The reporting method of the ICARE's major performance evaluation indicators is frequently changed, so it is difficult to track the results over the long term.

Figure 13: 2020-21-2023-24 A characteristic of returning to work used to report on the ICARE planning (SBI).

Some of SIRA's research and pilot programs duplicate or overlap with those of icare

Economic year

Meriro reported on returning to work in the following fiscal year.

Indicator of reinstatement measured at the time of application 26 months later
Four weeks, 13 weeks, 26 weeks, and 52 weeks later, and submit an application form.
Describe the job reinstatement index measured 13 months later in the application form

2023-24

NSW Treasury’s role in overseeing icare is not clearly defined, limiting its ability to support performance improvements in workers compensation

According to another method) Retirement index measured as "labor coefficient"

One of the main legislation issues that Sheila is considering is to secure effective monitoring of the wor k-related compensation system. In 2021, Sheila updated its own strategic framework. This strategy shows important views on the four "pillars" of Sheila's regulatory operations, that is, system development, approval, monitoring, and law execution.

In recent years, Sheila has been strongly interested in improving the results of returning to work. Sheila ordered a research paper to prove a general system of Sealers to improve the characteristics of reinstatement. This paper briefly introduces available data on the reasons for promoting the results of returning to work. The results of this study were applied to develop the strategy and intentions. for example

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Elim Poon - Journalist, Creative Writer

Last modified: 27.08.2024

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