347 Ann Street Brisbane QueenslandPO Box 10119 Brisbane Adelaide Street Queensland 4000P 1300 361 235 F (07) 3238 3080E [email protected] www.qcomp.com.au
Changing the Experience
07/08 Ann
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ANNUAL REPORT
Contents over
Our visionAn enduring Queensland workers’ compensation and rehabilitation scheme that balances the needs of workers and employers.
Our missionTo effectively regulate and promote the scheme and to work cooperatively with insurers, stakeholders and Government for the fair and efficient operation of the workers’ compensation scheme in Queensland.
Our valuesFairness, Accountability, Impartiality, Responsiveness and Respect.
Our roleQ-COMP’s primary function is to regulate the Queensland Workers’ compensation scheme – this includes resolving disputes, managing and analysing scheme-wide data and information, and educating and informing stakeholders and customers about the scheme.
Rehabilitation and return to work 32Supporting employers and insurers to assist injured workers.
Our people 36Our most valuable resource.
Customer service excellence – looking after our internal customers 42Ensuring employees have everything they need to do their job.
The Q-COMP Board 46Ensuring Q-COMP regulates the scheme fairly and equitably.
The Q-COMP Management Group 48Providing solid teamwork and leadership.
Governance 50Supporting our strategic goals and operational objectives.
Financial overview 62Summarising key aspects of our financial performance.
Financial statements 67
Appendices 89
Glossary 96
Index 104
Index to figures 106
Contents
Q-COMP highlights 2007/08 1Our highlights for the reporting year at a glance.
Q-COMP and the scheme 3Q-COMP regulates Queensland’s workers’compensation scheme.
Performance snapshot 6A snapshot of our progress for the reporting year.
National issues 10Promoting the Queensland scheme.
Chairman’s report 12A strategic view.
Chief Executive’s report 14An operational view.
Stakeholder relationships and awareness 16Building robust business relationships.
Customer service excellence – review and appeals 22Fair, consistent review decisions and proactively managed appeals.
Customer service excellence – medical assessment tribunals 26Fair and independent medical decisions.
Management and analysis of data and information 30Maintaining quality, up-to-date data for meaningful analysis.
How to use this table of contents
This contents page has been positioned on the inside
flap of the 2007/08 Annual Report so you can use it
as a handy navigational tool. Leave it open while you
are reading the report to help you find what you are
looking for more easily.
2007/08 Statistics Report
Changing the Experience
347 Ann Street Brisbane QueenslandPO Box 10119 Brisbane Adelaide Street Queensland 4000P 1300 361 235 F (07) 3238 3080E [email protected] www.qcomp.com.au
07/08 STATISTICS REPORT
We encourage you to turn to the inside back cover for your copy of the 07/08 Statistics Report.
Changing the experience
Changing the experience, which is the theme for our report this
year, describes how we have evolved into an organisation firmly
focused on our customers, providing regulatory services according
to our stated vision and mission and our values of Fairness,
Accountability, Impartiality, Responsiveness and Respect.
Q-COMP has a broad customer and stakeholder base, each having
an important role in the scheme. These include:
workers and their unions, in particular those workers who •
request a review of an insurer’s decision, lodge an appeal of
Q-COMP’s decision, or attend a medical assessment tribunal
employers and their industry associations•
workers’ compensation insurers, including WorkCover •
Queensland (which manages 90% of workers’ compensation
claims in Queensland) and 24 self-insurers (as at
30 June 2008)
medical and allied health professionals and their associations•
legal professionals and their associations•
Government, in particular the Department of Employment and •
Industrial Relations.
One of Q-COMP’s major goals is to increase stakeholder
engagement and participation in the scheme to achieve better
outcomes for workers and employers. Our report details our
progress towards achieving this goal and comments on the
consultative and participative approach we took in working
with stakeholders.
We have produced this report to:
inform the Minister for Transport, Trade, Employment and •
Industrial Relations, scheme stakeholders and interested parties
from other jurisdictions
communicate Q-COMP’s activities and achievements for the •
2007/08 financial year
measure our performance against our strategic plan•
report our priorities for the future.•
Reporting Q-COMP’s progress
Q-COMP’s Annual Report to the Minister for Transport, Trade,
Employment and Industrial Relations accurately reflects Q-COMP’s
financial and non-financial performance from 1 July 2007 to 30
June 2008. We have reported our achievements and activities
against the goals developed in the strategic and operational
planning processes.
You will find our annual scheme-wide Statistics Report 2007/08
as a separate volume in the back of this publication. It is also
available on our website at www.qcomp.com.au.
Our Annual Report satisfies the legislative requirements of the
Workers’ Compensation and Rehabilitation Act 2003, Financial
Administration and Audit Act 1977, Statutory Bodies Financial
Arrangements Act 1982 and other relevant legislation and
Government standards. We trust it also serves your needs
as a reader.
Tell us what you think!
Q-COMP is committed to continuous improvement and open and
accountable governance. We invite and welcome your feedback
on this Annual Report and accompanying statistics publication.
A feedback form is available on our website at www.qcomp.com.au
or you can send your comments to the postal address below.
Finding the information you need
Throughout the report, we refer readers to our website as a source
of additional information. The Annual Report and companion
statistics publication are both available on Q-COMP’s website
www.qcomp.com.au or you can request a hard copy through the
avenues listed below.
Senior Communications Advisor
Customer Service Group
Q-COMP
347 Ann Street Brisbane Queensland
PO Box 10119 Brisbane Adelaide Street Q 4000
Telephone: + 61 7 3235 9014
Facsimile: + 61 7 3238 3080
Email: [email protected]
Communications objective
The Workers’ Compensation Regulatory Annual Report 07/08 Q-COMP
1q-comp | AnnuAl RepoRt 07/08 highlights
Q-COMP highlights 07/08
Restructured our business to focus on the two strategic 1.
issues of customer service and professionalism,
with positive results received from our independent
research…‘the new customer service culture has turned
them around 180 degrees…’ (page 37)
Commissioned research on the strengths of the 2.
Queensland workers’ compensation scheme and
delivered relevant information to our stakeholders
at a time when national alternatives to state schemes
were being considered (page 10)
Developed and implemented 3. Comprehend–Q-CoMp’s
e-learning program–providing educational modules for
external customers (page 18) and Q-CoMp employees
(page 60)
Delivered high service levels even with a significant 4.
increase in workloads:
processed 2,381 review applications and made •
2,138 decisions (applications up 10.7percent)
(page 22)
finalised 338 appeals (lodgements up 6.5• percent)
(page 22)
processed 2,778 medical assessment tribunal •
referrals (referrals up 2.9percent) (page 26)
accredited 685 employer workplace rehabilitation •
policy and procedures* (applications up 39percent)
(page 91)
registered 4,304 rehabilitation and return to work •
coordinators * (applications up 20percent)
(page 91) *new and renewals
Developed return to work initiatives:5.
Better practice in return to work guide •
–for employers
Return to work assist• –for injured workers at risk of
losing their job (page 34)
implemented quality management systems to improve 6.
workflow management in our tribunal secretariat with
a view to expanding the systems to other service areas
in 08/09 (page 28)
01 Financial summary
07/08 $M
06/07 $M
05/06 $M
04/05 $M
03/04 $M
levy income 52.8 52.4 48.2 51.0 40.1
other income 2.4 2.8 2.2 1.6 0.7
scheme expenses 37.6 34.7 31.0 33.8 23.5
Q-CoMp operating expenses
19.6 17.5 17.4 14.9 15.4
Workers’ compensation scheme performance measures
02 self-insurer liability
performance measure
07/08 %
06/07%
05/06%
04/05%
03/04%
target%
prudential risk factor*
159 156 162.85 165.23 163 150
*Bank guarantees retained by Q-CoMp as a percentage of the total claims
liability for self-insurers
03 insurers
performance measure 07/08 06/07 05/06 04/05 03/04
new claims (no.)* 103,071 97,660 85,751 83,485 83,848
Common law lodgements (no.) 3,152 2,956 2,873 3,301 3,115
statutory claims expenditure ($M) 610.6 543.1 473.8 398.4 358.2
Common law settlement costs ($M) 384.5 347.8 340.6 321.8 305.2
scheme expenditure ($M) 995.1 890.9 814.4 720.2 663.4
Average cost of finalised time lost claims* ($) 9,379 8,396 8,612 7,849 8,292
Average duration of finalised time lost claims* (days) 36.2 33.9 37.1 37.3 40.7
*excluding cancelled and withdrawn claims
04 Q-CoMp
performance measure 07/08 06/07 05/06 04/05 03/04
MAt referrals 2,778 2,699 3,005 3,326 3,732
Applications for review of insurer decisions 2,381 2,150 2,320 2,379 2,470
Appeals lodged with industrial Magistrate 253 270 321 409 422
Appeals lodged with Queensland industrial Relations Commission* 93 81 55
*first lodgements from october 2005
1
2
q-comp | AnnuAl RepoRt 07/08 letteR oF tRAnsMittAl
Letter of transmittal
october 2008
the honourable John Mickel MpMinister for transport, trade, employment and industrial Relationslevel 12, executive Building100 george streetBRisBAne Q 4000
Dear Minister
i am pleased to present Q-CoMp’s 07/08 Annual Report. this report represents Q-CoMp’s achievements
for the period 1 July 07 to 30 June 08.
Changing the experience describes how we have evolved into an organisation firmly focused on our
customers, providing regulatory services according to our stated vision, mission and values of Fairness,
Accountability, impartiality, Responsiveness and Respect.
one of Q-CoMp’s major goals is to increase stakeholder engagement and participation in the scheme to
achieve better outcomes for workers and employers. our report details our progress towards achieving this
goal and comments on the consultative and participative approach we took in working with stakeholders.
07/08 was a good year for Q-CoMp financially and from a customer service/relationship management
perspective. We will continue to increase our efforts in these areas.
i commend this Annual Report to you, as a record of our achievements and activities in our fifth year
of operation.
Yours sincerely
pAul BRADDY
Chairman
Q-CoMp Board
347 Ann Street Brisbane Q 4000 PO Box 10119 Brisbane Adelaide Street Q 4000
ABN 67 668 330 900www.qcomp.com.au
3q-comp | AnnuAl RepoRt 07/08 Q-CoMp AnD the sCheMe
Q-COMP and the scheme
Our Vision
An enduring Queensland workers’ compensation and
rehabilitation scheme that balances the needs of workers
and employers.
Our Mission
to effectively regulate and promote the scheme and
to work cooperatively with insurers, stakeholders and
government for the fair and efficient operation of workers’
compensation in Queensland.
Our Values
Fairness, Accountability, impartiality, Responsiveness
and Respect.
Q-CoMp regulates Queensland’s workers’ compensation
scheme, working with stakeholders to balance the needs
of workers and employers and ensuring a fair and efficient
scheme for all. We do this by:
regulating •
monitoring insurer performance and compliance with •
the Workers’ Compensation and Rehabilitation Act
2003 (the Act) (page 20)
deciding self-insurance applications (page 21)•
approving amounts payable under an industrial •
instrument (page 51)
monitoring employer rehabilitation compliance and •
providing advice (page 32)
collecting fees and administering grants (page 20)•
resolving disputes (page 22)•
reviewing insurer decisions (page 23)•
managing appeals of review decisions (page 25)•
supporting the medical assessment tribunals (MAt) •
(page 26)
educating and informing (page 16)•
promoting education about the workers’ •
compensation scheme (page 19)
managing data (page 30)•
maintaining and analysing statistics and reporting on •
the scheme (page 31).
the Act established Q-CoMp as an independent authority
from 1 July 2003. Q-CoMp receives no funding from the
government’s consolidated revenue and is primarily funded
through contributions from insurers.
Q-COMP has been an independent authority since 2003.
CEO Elizabeth Woods presents Justin Crowley, Queensland Self-Insurance Manager with a four year self-insurance licence for Toll Holdings Limited.
4
q-comp | AnnuAl RepoRt 07/08 Q-CoMp AnD the sCheMe
Workers’ compensation insurers
In Queensland, every employer, unless licensed as a self-insurer, must have a workers’ compensation policy with WorkCover Queensland.
this policy provides financial protection to employers by
covering the costs associated with worker’s compensation
statutory claims and common law claims. this year
WorkCover Queensland managed approximately 200,317
workers’ compensation policies and registered 92,795
statutory claims and 2,620 common law claims
– this represents 90% of workers’ compensation claims in
Queensland. the WorkCover Board reports to the Minister
for transport, trade and employment and
industrial Relations.
WorkCover Queensland is Q-CoMp’s major insurer
stakeholder and we are committed to continuing to build
and strengthen our working relationship with WorkCover.
An essential element of a good working relationship
is ensuring that there is transparent, regular and open
communication. Both Q-CoMp and WorkCover have
dedicated points of contact for operational issues and hold
regular meetings to discuss and progress issues of
mutual concern.
this commitment for a strong relationship is endorsed and
supported at the most senior level of both Q-CoMp and
WorkCover Queensland.
At 30 June 07, there were 24 self-insurers in the Queensland scheme covering 236 employers and their employees (see Appendix 3).
Q-CoMp may approve a self-insurance licence for an
employer if they meet legislative criteria including size,
assets, bank guarantees and health and safety performance.
note: the full list of individual companies under each self-
insurance licence is available on Q-CoMp’s website at
www.qcomp.com.au.
Q-CoMp and the scheme’s self-insurers share a good
working relationship and open lines of communication.
independent research showed a record 16% improvement
in the nature of the overall relationship and a 14%
improvement in perception of our customer service to all
insurers during 07/08. Q-CoMp insurer advisors meet
regularly with insurer representatives to discuss advisory,
performance and licensing matters. insurers reported a
10% improvement in the customer service delivered by our
insurer advisors – 88% of insurers felt the service delivered
was good to very good. We are delighted with these results
and are focused on using the research to improve our
service offerings.
“…It’s easy to speak with our insurer
advisor, they are very professional…”
CEO
Q-COMP Board
Customer servicegroup
scheme Analysis and information technology
health and tribunal
services
MedicalAdvisor
Review, Facilities and
AdministrationAppeals
Audit and Risk Committee
internal Audit
legal services
05 Q-CoMp organisational structure
5q-comp | AnnuAl RepoRt 07/08 Q-CoMp AnD the sCheMe
We encourage insurers to raise and discuss individual
issues and scheme issues, both individually and through
the Queensland Workers’ Compensation self-insurers’
Association (QWCsiA). to create a better understanding
between insurers and Q-CoMp and to facilitate more open
discussion, the insurer advisors have invited Q-CoMp
officers from other units to accompany them to their
regular meetings with self-insurers (see page 20).
“…I have enjoyed the opportunity to
meet the heads of Review and MAT,
they are very open and seem to know
what is going on in the
self-insurance arena…”
The Department of Employment and Industrial Relations (the Department) develops workers’ compensation policy and scheme design.
officers from the Department work closely with
Q-CoMp, WorkCover Queensland, self-insurers and other
stakeholders in developing the scheme. Quarterly strategy
meetings with executive level representatives from
Q-CoMp, the Department, WorkCover Queensland and
Workplace health and safety Queensland facilitate greater
interaction and program planning. the Department often
consults with Q-CoMp:
for advice of legislative amendments•
to provide scheme statistics and further analysis•
for input into policy issues•
for comment on latest trends and issues.•
At bi-monthly meetings between the Department,
Q-CoMp and WorkCover Queensland, we discuss the
more operational aspects of current issues. Attendees
are the main contact officers for the particular issue
being discussed, and a manager from each organisation
on a rotational basis depending on the agenda. in taking
this collaborative approach, we aim to foster inter-
organisational networks and a better appreciation of the
functions and contributions each organisation makes to
the scheme.
intimations (excluding cancelled and withdrawn claims)
Claim rates
inti
mat
ions
(th
ousa
nd)
Financial year
02/03
0 0
20
40
60
80
100
120 6,000
5,000
4,000
3,000
2,000
1,000
03/04 04/05 05/06 06/07 07/08
Cla
im ra
tes
06Claim rates (per 100,000 employees covered by the scheme) and intimations
Minister for Transport, Trade, Employmentand Industrial Relations
Department of Employment and Industrial Relations
Workers’ Compensation
Insurance
PolicyMinister
Regulation
Q-COMPWorkCover Queensland and self-insurers
07the Queensland workers’ compensation scheme
6
q-comp | AnnuAl RepoRt 07/08 peRFoRMAnCe snApshot
Business area Outcome What we promised What we delivered Target 08/09
Q-COMP, the scheme and national issuespage 3, 10
Actively contribute to the development of Queensland’s approach to the national reform agenda for workers’ compensation, and promote the positive aspects of the Queensland scheme.
Roll out Allied health Fee Review initiatives–includes delivery of information sessions in Brisbane and regional centres in July 07.
held information sessions in Brisbane and regional centres in July 07. Review the Medical tables of costs with medical bodies and their representatives.
Monitor national workers’ compensation issues. Commissioned report by Finity Consulting comparing Queensland with other state schemes and Comcare. Released to scheme stakeholders in July 07.
Advise on any implications for nationally consistent systems that arise.
Develop a strategy to improve common law durations in the scheme.
provided insurers with comparison performance data and convened an insurer forum to encourage strategies to improve durations. Common law durations are improving.
Continue to monitor common law durations.
Stakeholder relationships and awarenesspage 16
Consolidate and continue to develop and enhance relationships between workers’ compensation stakeholders.
Develop an online learning program to present training packages for key stakeholders.
Developed e-learning program, Comprehend and training modules for medical and allied health providers. Release more Comprehend training packages for doctors, allied health providers, employers and rehabilitation and return to work coordinators.
provide permanent impairment training for insurers, medical and legal practitioners.
partnered with the Motor Accident insurance Commission to deliver professor Ranavaya permanent impairment workshops for Queensland doctors, insurers and legal practitioners in July 07.
investigate options for a permanent impairment assessment module in Comprehend.
evaluate American Medical Association Guides 6th Edition (AMA 6) -released at the end of 08.
Coordinated an inter-agency evaluation of AMA 6. share feedback from evaluation with the Department of employment and industrial Relations, the Motor Accident insurance Commission and the Department of Justice and the Attorney-general.
Maintain customer service focus. Recruited employee as customer service champions who identified 32 process improvements.Developed a more rigorous customer research program.Developed and published a rolling quarterly series of newsletters to specific customers.
Recruit more customer service championsexpand customer research program.increase publishing capabilities.Develop new intranet.
new website to go live 1 July 08. go-live date pushed back to november 08. go live in november 08.
integrate a research program into unit business management. Completed stage one. stages two and three to go ahead in 08/09. Complete stages two and three of research program.
Restructure Q-CoMp to improve customer service. Completed. independent research cites 180 degree turnaround in service provision to customers. strengthen customer service culture.
Customer service excellence– review and appealspage 22
our customers understand and have confidence in Q-CoMp’s review decision and appeals management processes and outcomes.
expand in-house technical training. provided training and development opportunities and challenging projects for personal and professional development.
Develop new workflow system.
Continue to enhance the workers’ compensation dispute resolution system.
established a legal panel to support the Review unit, restructured the Appeals unit and appointed the new panel of barristers.
promote high levels of ethical and professional behaviour.
provide more opportunities for stakeholders to understand Queensland’s dispute resolution processes.
Built relationships with major state government departments and delivered presentations on the review process and related topics.
Disseminate information to stakeholders.
Customer service excellence–medical assessment tribunalspage 26
our customers have confidence in MAt processes and decisions and we are recognised for excellent customer service.
increase our understanding of insurer issues to improve efficiency of the medical assessment tribunal referral process.
provided and sought feedback at regular meetings with insurers coordinated by Customer service group insurer advisors.
provide opportunities for tribunal members to host and participate in educational forums.
Focus on tribunal secretariat services to workers to enhance their understanding and experience of the medical assessment tribunal process.
Restructured the tribunal secretariat–provided additional resources to address workers’ needs, focusing on the emotional aspects of their tribunal experience.
implement new workflow system.
Better understand the specific needs of respective tribunals to enable Q-CoMp to communicate those needs to insurers.
Built stronger relationship between tribunal Chairs and senior tribunal Coordinators enabling specific tribunal needs to be communicated to insurers.
provide more professional development opportunities for tribunal members.
Performance snapshot
7q-comp | AnnuAl RepoRt 07/08 peRFoRMAnCe SnApSHot
Business area Outcome What we promised What we delivered Target 08/09
Q-COMP, the scheme and national issuespage 3, 10
Actively contribute to the development of Queensland’s approach to the national reform agenda for workers’ compensation, and promote the positive aspects of the Queensland scheme.
Roll out Allied Health Fee Review initiatives–includes delivery of information sessions in Brisbane and regional centres in July 07.
Held information sessions in Brisbane and regional centres in July 07. Review the Medical tables of costs with medical bodies and their representatives.
Monitor national workers’ compensation issues. Commissioned report by Finity Consulting comparing Queensland with other state schemes and Comcare. Released to scheme stakeholders in July 07.
Advise on any implications for nationally consistent systems that arise.
Develop a strategy to improve common law durations in the scheme.
provided insurers with comparison performance data and convened an insurer forum to encourage strategies to improve durations. Common law durations are improving.
Continue to monitor common law durations.
Stakeholder relationships and awarenesspage 16
Consolidate and continue to develop and enhance relationships between workers’ compensation stakeholders.
Develop an online learning program to present training packages for key stakeholders.
Developed e-learning program, Comprehend and training modules for medical and allied health providers. Release more Comprehend training packages for doctors, allied health providers, employers and rehabilitation and return to work coordinators.
provide permanent impairment training for insurers, medical and legal practitioners.
partnered with the Motor Accident Insurance Commission to deliver professor Ranavaya permanent impairment workshops for Queensland doctors, insurers and legal practitioners in July 07.
Investigate options for a permanent impairment assessment module in Comprehend.
evaluate American Medical Association Guides 6th Edition (AMA 6) -released at the end of 08.
Coordinated an inter-agency evaluation of AMA 6. Share feedback from evaluation with the Department of employment and Industrial Relations, the Motor Accident Insurance Commission and the Department of Justice and the Attorney-General.
Maintain customer service focus. Recruited employee as customer service champions who identified 32 process improvements.Developed a more rigorous customer research program.Developed and published a rolling quarterly series of newsletters to specific customers.
Recruit more customer service championsexpand customer research program.Increase publishing capabilities.Develop new intranet.
new website to go live 1 July 08. Go-live date pushed back to november 08. Go live in november 08.
Integrate a research program into unit business management. Completed Stage one. Stages two and three to go ahead in 08/09. Complete stages two and three of research program.
Restructure Q-CoMp to improve customer service. Completed. Independent research cites 180 degree turnaround in service provision to customers. Strengthen customer service culture.
Customer service excellence– review and appealspage 22
our customers understand and have confidence in Q-CoMp’s review decision and appeals management processes and outcomes.
expand in-house technical training. provided training and development opportunities and challenging projects for personal and professional development.
Develop new workflow system.
Continue to enhance the workers’ compensation dispute resolution system.
established a legal panel to support the Review unit, restructured the Appeals unit and appointed the new panel of barristers.
promote high levels of ethical and professional behaviour.
provide more opportunities for stakeholders to understand Queensland’s dispute resolution processes.
Built relationships with major state government departments and delivered presentations on the review process and related topics.
Disseminate information to stakeholders.
Customer service excellence–medical assessment tribunalspage 26
our customers have confidence in MAt processes and decisions and we are recognised for excellent customer service.
Increase our understanding of insurer issues to improve efficiency of the medical assessment tribunal referral process.
provided and sought feedback at regular meetings with insurers coordinated by Customer Service Group insurer advisors.
provide opportunities for tribunal members to host and participate in educational forums.
Focus on tribunal Secretariat services to workers to enhance their understanding and experience of the medical assessment tribunal process.
Restructured the tribunal Secretariat–provided additional resources to address workers’ needs, focusing on the emotional aspects of their tribunal experience.
Implement new workflow system.
Better understand the specific needs of respective tribunals to enable Q-CoMp to communicate those needs to insurers.
Built stronger relationship between tribunal Chairs and Senior tribunal Coordinators enabling specific tribunal needs to be communicated to insurers.
provide more professional development opportunities for tribunal members.
Achieved Ongoing Not achieved
8
q-comp | AnnuAl RepoRt 07/08 peRFoRMAnCe snApshot
Business area Outcome What we promised What we delivered Target 08/09
Management and analysis of data and informationpage 30
Quality capture and meaningful analysis of data and intelligence on scheme trends and issues.
evaluate the effect of the fee review for allied health providers, anaesthetists and public hospitals.
not completed due to delayed availability of relevant statistics. evaluate the effect of the fee review for allied health providers, anaesthetists and public hospitals.
Further develop and implement the scheme-wide performance monitoring framework.
Developed 33 key indicators to measure scheme stability and a report to track a 2-3 year trend against upper and lower ‘stability’ ranges for each of these indicators.
Continue to investigate and enhance scheme stability indicators.
Work with insurers to improve their data quality and to educate and inform them of data requirements and processes, error management and accountability.
Met regularly through the Data Reference group (insurer and Q-CoMp representatives). system errors stabilised at around 15.0 errors per thousand claims supplied (down from 25.7 in 05/06).
increase data quality with live data profiling.
Rehabilitation and return to work page 32
employers and insurers are encouraged and supported to improve return to work services and outcomes for injured workers.
extend consultation with unions, employers and other stakeholders, particularly about rehabilitation.
Developed consultation version of the Better practice in return to work guide. Release the workplace-based kits containing a poster, brochure and handy pocket guide in August 08.
Monitor outcomes from the employer performance and rehabilitation compliance program.
Monitored outcomes-approximately 90% of employers identified have workplace rehabilitation policy and procedures and a rehabilitation and return to work coordinator in place.
For employers developing workplace rehabilitation policies and procedures:
implement on-line accreditation•
provide training in • Comprehend.
improve return to work services and outcomes for injured workers. Developed a durable return to work initiative Return to work assist to help workers leaving the scheme without a job.
pilot Return to work assist in Brisbane south region and evaluate for possible expansion.
Our peoplepage 36
An environment that supports, recognises and coaches our people to achieve their full potential.
implement the customer service program and improved workflow management strategies.
Developed workflow management strategies and piloted them in the tribunal secretariat–to be rolled out to other areas in 08/09.
embed customer service and professionalism into our culture.
establish employee engagement program. implemented Qdos. expand employee engagement program –Qdos.
Refine performance management model and process. Developed Achievement planning to be commenced in 08/09. implement Achievement planning.
organised structured secondments, progression and development opportunities. Actively assist employees to manage their careers.
Deliver a career management program. Developed e-learning program, Comprehend induction modules for Q-CoMp employees. Develop more employee learning modules in Comprehend.
Customer service excellence–looking after our internal customerspage 42
our employees’ operational needs are met.
Develop and implement a knowledge management system. not completed. Further enhance Q-CoMp’s core system (QCs) database to enable workflow management and reporting.
Deliver customised web content for stakeholders though an electronic portal.
not completed. support implementation of new internet and intranet.
implement new content management system for website. not completed. Complete with new website go-live november 08.
Centralise administration and facilities management. Completed. evaluate centralised model.Build on recycling efforts investigate reducing our carbon footprint.
establish a dedicated internal legal advisory service. established legal services unit in August 07. Refine work processes and practices.Maintain the QWCDec database.
Governancepage 50
A high standard of governance, accountability, compliance and ethical behaviour, delivering quality regulatory services with a strong customer service focus.
Q-CoMp Board commit to ongoing improvement in governance practice and administration.
implemented Board and Chairman self-assessment. Review and publish Q-CoMp Code of conduct.
propose changes to the risk management program. Developed risk management new process. implement new risk management process.
Financespage 62
prudent financial management. Revise financial delegation and chart of accounts structures Completed. Actively manage reserves at set target rate.
Comprehensive training program for budget managers. Completed. Reduce 08/09 levy charge to insurers.
9q-comp | AnnuAl RepoRt 07/08 peRFoRMAnCe SnApSHot
Business area Outcome What we promised What we delivered Target 08/09
Management and analysis of data and informationpage 30
Quality capture and meaningful analysis of data and intelligence on scheme trends and issues.
evaluate the effect of the fee review for allied health providers, anaesthetists and public hospitals.
not completed due to delayed availability of relevant statistics. evaluate the effect of the fee review for allied health providers, anaesthetists and public hospitals.
Further develop and implement the scheme-wide performance monitoring framework.
Developed 33 key indicators to measure scheme stability and a report to track a 2-3 year trend against upper and lower ‘stability’ ranges for each of these indicators.
Continue to investigate and enhance scheme stability indicators.
Work with insurers to improve their data quality and to educate and inform them of data requirements and processes, error management and accountability.
Met regularly through the Data Reference Group (insurer and Q-CoMp representatives). System errors stabilised at around 15.0 errors per thousand claims supplied (down from 25.7 in 05/06).
Increase data quality with live data profiling.
Rehabilitation and return to work page 32
employers and insurers are encouraged and supported to improve return to work services and outcomes for injured workers.
extend consultation with unions, employers and other stakeholders, particularly about rehabilitation.
Developed consultation version of the Better practice in return to work guide. Release the workplace-based kits containing a poster, brochure and handy pocket guide in August 08.
Monitor outcomes from the employer performance and rehabilitation compliance program.
Monitored outcomes-approximately 90% of employers identified have workplace rehabilitation policy and procedures and a rehabilitation and return to work coordinator in place.
For employers developing workplace rehabilitation policies and procedures:
implement on-line accreditation•
provide training in • Comprehend.
Improve return to work services and outcomes for injured workers. Developed a durable return to work initiative Return to work assist to help workers leaving the scheme without a job.
pilot Return to work assist in Brisbane South region and evaluate for possible expansion.
Our peoplepage 36
An environment that supports, recognises and coaches our people to achieve their full potential.
Implement the customer service program and improved workflow management strategies.
Developed workflow management strategies and piloted them in the tribunal Secretariat–to be rolled out to other areas in 08/09.
embed customer service and professionalism into our culture.
establish employee engagement program. Implemented Qdos. expand employee engagement program –Qdos.
Refine performance management model and process. Developed Achievement planning to be commenced in 08/09. Implement Achievement planning.
organised structured secondments, progression and development opportunities. Actively assist employees to manage their careers.
Deliver a career management program. Developed e-learning program, Comprehend induction modules for Q-CoMp employees. Develop more employee learning modules in Comprehend.
Customer service excellence–looking after our internal customerspage 42
our employees’ operational needs are met.
Develop and implement a knowledge management system. not completed. Further enhance Q-CoMp’s core system (QCS) database to enable workflow management and reporting.
Deliver customised web content for stakeholders though an electronic portal.
not completed. Support implementation of new internet and intranet.
Implement new content management system for website. not completed. Complete with new website go-live november 08.
Centralise administration and facilities management. Completed. evaluate centralised model.Build on recycling efforts investigate reducing our carbon footprint.
establish a dedicated internal legal advisory service. established legal Services unit in August 07. Refine work processes and practices.Maintain the QWCDec database.
Governancepage 50
A high standard of governance, accountability, compliance and ethical behaviour, delivering quality regulatory services with a strong customer service focus.
Q-CoMp Board commit to ongoing improvement in governance practice and administration.
Implemented Q-CoMp Board and Chairman self-assessment. Review and publish Q-CoMp Code of conduct.
propose changes to the risk management program. Developed risk management new process. Implement new risk management process.
Financespage 62
prudent financial management. Revise financial delegation and chart of accounts structures Completed. Actively manage reserves at set target rate.
Comprehensive training program for budget managers. Completed. Reduce 08/09 levy charge to insurers.
Achieved Ongoing Not achieved
10
q-comp | AnnuAl RepoRt 07/08 nAtionAl issues
Outcome
Actively contribute to the development of queensland’s approach to the national reform agenda for workers’ compensation, and promote the positive aspects of the queensland scheme.
Major achievementsQ-CoMp commissioned Finity Consulting in
January 07 to:
assess and compare the Queensland scheme benefit •
structure with the major state schemes and federal
insurer Comcare
assess the costs and benefits of the dispute resolution •
processes in the Queensland scheme compared to the
major state schemes and Comcare.
We released the Finity report to scheme stakeholders in
mid-July 07 at a series of presentations to union, employer,
insurer and provider groups.
Future prioritiesAssist stakeholders to understand the Queensland •
scheme’s strengths.
Advise on the implications of any initiatives for nationally •
consistent schemes that arise.
Continue to work closely with the Department of •
employment and industrial Relations, Workplace health
and safety Queensland and WorkCover Queensland.
National issues
A streamlined workers’ compensation and workplace health and safety scheme is on the national agenda.
Developing and implementing consistent workers’
compensation and occupational health and safety
arrangements across Australia would minimise regulatory
duplication, reduce administrative and compliance costs
and barriers to national markets in goods, services and
labour mobility. this is an attractive proposition to
many businesses.
A change of federal government in late 07 saw a moratorium placed on national private sector employers exiting the state compensation schemes and joining the national Comcare scheme.
the federal government commissioned consultant actuary
Martin Fry to assist with its review of private sector access
to the Comcare scheme. Mr Fry has advised the federal
government to enable simpler private sector employer
access to the Comcare scheme. the federal government is
yet to release its response to the review.
Q-CoMp’s role is to assist the Queensland government and
our scheme stakeholders to understand the Queensland
scheme’s strengths and the implications of any initiatives
for nationally consistent schemes that arise.
in particular, we work closely with the Department of
employment and industrial Relations, Workplace health
and safety Queensland and WorkCover Queensland to
coordinate and improve the service offering to our
mutual customers.
Q-COMP CEO Elizabeth Woods ensured we took a lead role in researching and promoting the Queensland scheme and informing stakeholders.
11q-comp | AnnuAl RepoRt 07/08 nAtionAl issues
08 Modelled total benefits by state
Modelling shows that Queensland claims would cost less if other scheme’s
benefits were applied. this is a surprising result, indicating that the low
Queensland cost is not driven by low benefit levels.
note: not all differences modelled
09 proportion of claims with a dispute
see Appendix 1 page 67 for important information to be read with this
figure. Disputes are a proportion of annual claims.
note: Average proportion of disputes for years 2004–2005 and
2005–2006.
source: Comparative Monitoring Report (CpM): eighth edition
september 2006.
FeatureQueensland workers’ compensation scheme
An unbiased assessment of the queensland workers’ compensation scheme
the emergence of potential national compensation schemes
as alternatives to the state compensation schemes creates
a situation of competing interests relating to the costs of
workers’ compensation premiums, the amount of benefits
available for injured workers and regulatory costs of
competing national and state schemes. in this environment
Q-CoMp commissioned Finity Consulting to assess and
compare the Queensland scheme benefit structure and
dispute resolution processes with Comcare and the major
schemes of other states.
the Finity report was released to scheme stakeholders in
mid-July 07 at a series of presentations to union, employer,
insurer and provider groups.
the key conclusions drawn by the Finity report about the
Queensland scheme are:
Queensland claimants would receive the greatest total 1.
compensation under the Queensland benefit rules when
compared with the major state schemes and Comcare.
if Queensland claimants were paid Comcare benefits 2.
they would be paid 20% less in total compensation
(assuming Queensland durations).
if the claims were paid under the Victorian or new 3.
south Wales benefit schemes they would receive
approximately 4% less in total compensation
(assuming Queensland durations).
All types of disputes in the Queensland scheme are dealt 4.
with quickly.
in Queensland, a high proportion of insurer decisions are 5.
confirmed by Q-CoMp at the review stage.
A high proportion of Q-CoMp review decisions are 6.
confirmed at appeal.
Queensland has relatively low non-resolution rates in 7.
the review and appeal process.
the Queensland dispute resolution process appears to 8.
be inexpensive.
the Finity report provided valuable and unbiased
information for the state government submission to the
federal government enquiry into national private sector
self-insurance in the Comcare scheme.
20
15
QlD ViC WAComcare tAssAnsW
Aver
age
prop
ortio
n of
dis
pute
s (%
)
scheme
0
5
10
($M
)
QlD ViC Comcare nsW0
200
400
600
800
1,000
12
q-comp | AnnuAl RepoRt 07/08 ChAiRMAn’s RepoRt
it is with great pleasure that i report Q-CoMp’s
achievements for 07/08. this year has seen a consolidation
of the customer service restructure that commenced last
year and initial findings from our recent customer research
show outstanding positive changes in customer perceptions
of Q-CoMp.
Much of this was attributed to the new leadership approach
and i commend Ceo elizabeth Woods and the Q-CoMp
Management group for their foresight in restructuring
the business to better meet customer needs and creating
a work environment that enables Q-CoMp employees to
provide a higher level of professional customer service.
A streamlined workers’ compensation and workplace health and safety scheme is on the national agenda (see page 10).
Many businesses see consistent workers’ compensation
and occupational health and safety arrangements across
Australia as an attractive proposition for a number of
reasons. Recent independent customer research of our
insurers found there is ‘interest in a harmonised national
(workers’ compensation) scheme but Queensland is seen
as superior’. in fact, our insurers have a ‘high regard’ for the
Queensland scheme and report that we are ‘easier to deal
with compared to other jurisdictional regulators’.
the Rudd government placed a moratorium on national
private sector employers exiting the state compensation
schemes to join Comcare and commissioned an actuarial
review. We will monitor the federal government’s response
to this review, which advised them to enable simpler private
sector employer access to Comcare, for any effect this
might have on the Queensland workers’
compensation scheme.
Q-COMP is assisting the Queensland Government and our scheme stakeholders to understand the Queensland scheme’s strengths and the implications of any initiatives for nationally consistent schemes that arise.
the emergence of potential national compensation schemes
as an alternative to the state compensation schemes
creates a situation of competing interests. employers
are focused on the cost of their workers’ compensation
premiums; for injured workers it is the amount of benefits
available; for competing national and state schemes there
are the regulatory costs. in this environment Q-CoMp
commissioned Finity Consulting to assess and compare
the Queensland scheme benefit structure and dispute
resolution processes with the major state schemes and
federal insurer Comcare.
I was pleased that Q-COMP took a lead role in releasing the Finity report to union, employer, insurer and provider groups mid-July 07.
the key conclusions drawn by the Finity report confirmed
that the Queensland workers’ compensation scheme is
in good shape (see page 11). through the Finity report,
Q-CoMp provided valuable and unbiased information
for the Queensland government submission to the federal
government enquiry into national private sector
Chairman’s report
Paul Braddy Chairman
13q-comp | AnnuAl RepoRt 07/08 ChAiRMAn’s RepoRt
self-insurance in the Comcare scheme. it was an important
opportunity for Q-CoMp to promote the Queensland
workers’ compensation scheme.
The board is well into its second three-year term, which expires on 30 June 2009.
the four members appointed in 2006 who remain on
the board are Deputy Chairman Mr peter henneken,
Director-general of the Department of employment and
industrial Relations; Mr patrick McKendry, Chief executive
officer of Careers Australia; Dr Beres Wenck, a general
medical practitioner in private practice; and myself as
Chairman. notably, with the exception of Mr McKendry,
these directors have been on the Q-CoMp Board since its
inception in 2003.
Continuing on the board from his appointment last year is
Mr Chris Rodwell, Queensland Director of the Australian
industry group. this year i welcomed to the board Mr
tom Jeffers, Queensland Vice-president of the Australian
Workers’ union and Ms Amanda Richards, Assistant general
secretary of the Queensland Council of unions.
the composition of the board balances skills and experience
with appropriate representation of our employer, worker
and government stakeholder interests.
The board met with the Queensland Workers’ Compensation Self-Insurers’ Association (QWCSIA) in August 07, our Minister, the Honourable John Mickel in October 07, the Medical Assessment Tribunal (MAT) Chairs in May 08 and the Workplace Health and Safety Board in June 08.
these meetings provide a forum for scheme stakeholders to
discuss topical issues, initiatives and other items of interest
with the board. the board discussed the overall good
performance of self-insurers with QWCsiA and the findings
from the Finity actuarial study (see page 11).
topics of interest at our meeting with the MAt chairs
included the ‘legal Requirements of Reasons for Decisions’
training, the new Tribunal members’ manual and an update
on the evaluation of the American Medical Association
Guides to the Evaluation of Permanent Impairment,
6th Edition (AMA 6) (see page 29).
At our meeting with the Workplace health and safety
Board, we shared information about Q-CoMp’s return
to work initiative (now known as Return to work assist
featured on page 34) and discussed AMA 6. Members from
the Workplace health and safety Board spoke about the
new Workhealth pilot program and the industry-wide Zero
harm campaign, designed to encourage cultural change
and promote the concept that all workers should expect to
return home unharmed from their places of employment.
Both boards agreed that much value was gained
from meeting as a group and sharing information and
experiences. Agreement was reached on the benefits of
meeting annually and it was suggested the next meeting be
held early in the first quarter of 2009 at which time we will
provide a comprehensive update on Return to work assist.
The Q-COMP Board is committed to the ongoing improvement of its corporate governance practice and administration, with a focus this year on board performance and risk management.
to meet this commitment, we evaluated the board’s
performance and my performance through a self-assessment
rating process (see page 52). the performance areas
reviewed included role clarity, strategy, Ceo evaluation
process, monitoring, risk management, compliance, policy
framework, decision-making, effective governance,
board dynamics, meeting processes, committee structure,
stakeholder relations and board processes. the evaluation
results reported to the Ceo were positive in all but four
questions, which were then actioned for improvement.
in April 08 a paper was presented to the Audit and Risk
Management Committee (a standing committee of the
board) confirming that a new approach for identifying and
managing risks had been introduced. the Committee raised
concerns about the approach and as a result an enhanced
program was developed and will be implemented in 08/09
(see page 56).
these improvements will ensure greater disclosure and
transparency to the Committee and ultimately the board.
i again acknowledge our stakeholders for their participation
in scheme issues and activities throughout the year.
My fellow directors and i are pleased with their positive
response to Q-CoMp’s efforts to engage them in initiatives
which will benefit all scheme participants.
i thank the Q-CoMp directors and all Q-CoMp employees
for their enthusiasm and dedication. Q-CoMp has delivered
a sound financial position, measurable customer service
improvements, support for the Queensland government’s
position on national issues and an environment that
supports its people to achieve. that’s what i call a good
year and i look forward to working with you all in 08/09.
paul Braddy
Chairman
14
q-comp | AnnuAl RepoRt 07/08 ChieF eXeCutiVe’s RepoRt
‘Yes, of course, why not’ was the catch-phrase for 07/08 – a year of consolidating and refining the restructure commenced in the previous year to achieve improved customer service.
i wanted to ensure that the changes were not merely
structural, but were about embedding customer service
into the way we do business and, even more importantly,
into our culture. i welcomed five new managers to our
Q-CoMp Management group (QMg), with two of these
being internal appointments. the initial focus for the new
managers was establishing their teams – putting the right
people in the right place.
some new roles were designed, building on the key skills
required to provide services to our customers. Without
increasing actual employee numbers, we realigned
resources to provide more effective service. this especially
applied to our Review unit and our creation of the legal
services unit (see page 43).
I am happy with the practical and responsible way we managed our finances in 07/08 (see page 62).
We decided early in 07/08 to run in deficit and reduce the
levy charged to WorkCover and the self-insurers while
continuing improvements in customer service. We will
continue to manage our reserves carefully and ensure that
they remain within our target range of between 6.25% and
10% of annual turnover.
in 08/09, we expect that employee expenses will rise,
although permanent employee numbers will remain
relatively stable. Any increased investment in training and
development and enterprise bargaining will be balanced by
keeping increases in other operating costs low. We expect
to spend more on the grants for workplace health and
safety and to increase public awareness of the workers’
compensation scheme.
We have concentrated on providing our employees with the tools of trade necessary for them to do their job effectively and efficiently (see page 43).
We are developing new quality management systems for
managing workflows. Following successful trials in the
tribunal secretariat, we’ll roll out similar systems to our
Review and Appeals units. the templates developed and
technical assistance provided for these core service areas
have resulted in the delivery of a more consistent and
professional product to our customers.
We provided dual computer screens for employees in
key areas to enable simultaneous e-file management
and system access without the need for paper copies.
We upgraded design and publication software in our
Communications unit and provided training for more
efficient in-house production of information for
stakeholders and we will be looking at upgrading hardware
in the coming year. We are also developing our new
interactive intranet which will go live late in 08.
Chief Executive’s report
Elizabeth WoodsChief Executive Officer
15q-comp | AnnuAl RepoRt 07/08 ChieF eXeCutiVe’s RepoRt
the Brisbane south pilot is successful, we will extend the
program throughout Queensland.
interestingly, our independent research findings showed that
rehabilitation and return to work is an issue currently on the
minds of insurers, medical and allied health stakeholders,
and employers and unions. our Minister understands the
importance of effective rehabilitation and return to work, and
i consider the time ideal for action and for Q-CoMp to foster
the collaboration needed to make this pilot a success.
We stepped into the electronic age this year with our new e-learning program, Comprehend, with free courses for external stakeholders and employees to train on-line where and when it suits them (see page 18).
the major advantage of Comprehend is our ability to
reach many more people than we can with seminars and
workshops alone. this year we released modules for
medical practitioners and our employees. in the coming
year, we’ll add courses to our catalogue such as training for
employers in developing workplace rehabilitation policies
and procedures, as well as on-line policy and procedures
accreditation and rehabilitation and return to work
coordinator registration. We’ll increase our e-business focus
in 08/09, with our new website due to go live in november
08. i am passionate about Return to work assist and
Comprehend and i am looking forward to developing these
and our other projects further.
My focus for 08/09 is to embed customer service and professionalism into Q-COMP’s culture and to continue to strengthen the tri-partite relationship between Q-COMP, the Department of Employment and Industrial Relations and WorkCover Queensland.
i acknowledge paul Braddy and our board members for their
efforts and support throughout my first full year as Ceo.
i thank my management colleagues who have come
together as a strong leadership team and our people who
have embraced our customer service culture.
organisational change is never without its challenges but
i am pleased that we were able to bring our people along
with us. i often walk around and talk to employees and
the change is visible – people are happier and Q-CoMp is
a more fulfilling and productive place to work. We are all
looking forward to an exciting year ahead, providing quality
and professional service to our customers and stakeholders.
elizabeth Woods
Ceo
I want our people to see us as their ‘employer of choice’ and this is a key strategic issue for 08/09 (see page 36).
Being an employer of choice means recognising employees
for their contribution and expertise and ensuring that they
have the opportunity to continue to develop and achieve
their full potential. our initiatives include:
flexible work life balance options•
an open and transparent reward and recognition program•
employee training and development (including •
conferences and seminars)
expanding on career development and management •
opportunities by targeting our high achievers
structured external secondments•
coaching and development for individuals as part of our •
succession planning.
We provide opportunities for employees from different business areas to work together on team-based projects of strategic significance to our business and I see it as a win-win for our people and Q-COMP (see page 39).
our inaugural emerging leaders Development program
(elDp) ran from July to november 07 with nine employees
successfully graduating in December 07. this program has
delivered projects about improving customer service and
performance management.
our customer service program continues to develop
and includes customer service champion groups and
‘moment mapping’, and employee training. We initiated a
new achievement planning process (replacing the former
performance management process) which encourages
regular, constructive feedback and ownership by the
individual employees member.
the second elDp will see another nine employees graduate
later this year with projects focusing on professionalism.
One of the really exciting projects for us in 07/08 was the two-year pilot program Q-COMP developed in cooperation with WorkCover Queensland and the scheme’s self-insured employers (see page 34).
Return to work assist will help injured workers who may
have an adverse return to work outcome to access the
programs and services they need for a successful return to
work. WorkCover Queensland has provided experienced
Customer service Centre Manager, sonia Minniecon on
secondment to develop and manage the program and if
16
q-comp | AnnuAl RepoRt 07/08 stAKeholDeR RelAtionships AnD AWAReness
Building robust business relationships with our stakeholders underpins the improvement of q-comp’s performance.
Outcome
Consolidate and continue to develop and enhance
relationships between workers’ compensation stakeholders.
Major achievements
permanent impairment assessment workshops for •
Queensland doctors, insurers and legal practitioners in
July 07 sponsored in partnership with the Motor
Accident insurance Commission and conducted by
professor Ranavaya (see page 29).
Met regularly with WorkCover Queensland and the •
24 self-insurers in the scheme to discuss performance
issues, give service feedback and develop cooperative
approaches to scheme issues.
Acquired and developed on-line learning program, •
Comprehend, to provide a basis for developing customer
training that would be accessible across metropolitan
and regional Queensland.
Rebranded – with a fresh, open, uncluttered, ‘plain •
english’ and transparent style on publications.
Developed and published a rolling quarterly series of •
newsletters to specific customers – Rehabilitation
Report, Health Report, Insurer Report and Medical
Assessment Tribunals Quarterly Report.
improved customer service focus across the business •
leading to a redeveloped and more rigorous customer
survey program for Q-CoMp.
Future priorities
Release more • Comprehend training packages for doctors,
allied health providers, employers and rehabilitation and
return to work coordinators online.
new website design for easier access to resources •
for stakeholders.
new intranet to provide Q-CoMp employees with easy •
access to business and other useful information.
strengthening our customer service culture.•
Stakeholder relationships and awareness
Health Services team members Angela McLeod and Jason Cameron are improving the customer service experience for medical and allied health professionals.
17q-comp | AnnuAl RepoRt 07/08 stAKeholDeR RelAtionships AnD AWAReness
Early in 07/08, Q-COMP’s customer service restructure focused our priorities and the way we do business.
this will assist us to meet the needs of stakeholders
while ensuring a fair, balanced and efficient workers’
compensation scheme.
one of the key strategies of the restructure was the
formation of the Customer service group to deliver:
insurer licensing, compliance and •
performance monitoring
rehabilitation compliance and advice•
corporate governance and risk management•
communication, education and information.•
the group is now established and well on the way towards
delivering quality customer service with a philosophy of
‘yes, of course, why not!’
We recruited our first round of customer service champions, a very enthusiastic and hard working group of employees.
they have been undergoing training and carrying out
the process of moment mapping in their units. Moment
mapping identifies key business processes and customer
interactions within those processes. it then evaluates the
interactions and provides an opportunity to analyse and
suggest recommendations for improved customer service.
the moment mapping process is a valuable exercise and it
is part of a multi-faceted approach to building a customer
service culture. the moment maps, by their nature, are
process oriented and are an important step in establishing
the overall service culture. the customer service champions
implement recommendations from the moment mapping
with support from their colleagues. our first group of
champions came up with a list of 32 process improvements
to enhance our customer service.
the next phase will involve recruiting more champions and
customer service training for all employees.
Meet Customer service Champion Deb Clow on page 21.
Q-COMP publications, corporate stationery and marketing material are sporting a fresh look, the result of redefining our brand to position Q-COMP as a modern and progressive organisation.
the streamlined cog design, a clean and uncluttered look,
and images of people and employees in publications and
advertisements reflects Q-CoMp’s strong customer focus.
With the new design opening up our documents and making
them more accessible, we have also adopted plain english
writing techniques – words are as important to a brand
as the visual elements and everything we write sends a
message to our stakeholders. We want to convey openness,
honesty and concern for the reader and build trust and
respect in Q-CoMp.
our intranet redevelopment, due for completion in
november 08, reflects the new brand design and
philosophy. employees contributed suggestions for
inclusions on the new site which will be more accessible and
user-friendly, meeting their needs for business and other
useful information.
Q-COMP’s new customer research program integrates into each unit’s normal business management.
the program includes activities and methodologies to
measure relationship, process and service quality. Following
consultation and needs analysis, the program commenced in
May 08 with qualitative sensing interviews of stakeholders
including insurers, the Department of employment and
industrial Relations, union and employer peak bodies and
medical and allied health associations.
independent researcher sarah hare reported that the initial
results are positive – ‘stakeholders in 08 are very impressed
about the progress Q-CoMp has made in developing a
customer service culture across the organisation. this is
possibly the most significant change in the development of
Q-CoMp over the past eight years.’
“We are challenging past perceptions
of Q-COMP with our strong customer
service focus. Q-COMP is certainly
not a ‘traditional regulator’–our review,
appeals and medical assessment
services make us different. We are a
service provider.”
– Elizabeth Woods CEO
18
q-comp | AnnuAl RepoRt 07/08 stAKeholDeR RelAtionships AnD AWAReness
the research program will continue in 08/09 with:
an in-house computer kiosk survey of injured workers •
after their tribunal appointment
an online survey of rehabilitation and return to •
work coordinators
ongoing online survey of review applicants (workers and •
employers) who will be invited to participate following
receipt of their decision.
Q-COMP is developing a new modern, user-friendly and dynamic website due to go-live in October 08.
this is part of our commitment to providing a better
customer service experience. the current image of the
website is that it is difficult to navigate, time-consuming for
customers, contains a primitive search engine and doesn’t
reflect the corporate brand. Customers contact us looking
for information available on the website but too difficult to
find. We are building a website that:
customers want to visit because it’s easier than making •
a phone call
is in line with Q-CoMp’s corporate brand and •
strategic direction
stakeholders find useful and practical•
meets current accessibility and useability standards.•
Achieving these objectives will create a simpler resource
for customers to use and will reduce unnecessary contact
about website useability. the reduction in queries
about the website will also have a positive impact on
the effectiveness and efficiency of Q-CoMp and its
stakeholders. the new website is supported by a content
management system allowing units to write and maintain
their own content with seamless electronic approvals
and publishing.
As well as improving usability, we will be trialling ‘real time’
online questions and answers, giving our customers and
stakeholders access to Q-CoMp employees directly from
their computer during business hours.
External stakeholders will benefit from Q-COMP’s new e-learning program, Comprehend – courses are free and users can train on-line where and when it suits them.
previously, these courses were only available as seminars
or workshops, limiting the number of people we could
reach. Comprehend has a range of capabilities including
assessment tools, collaboration tools such as discussion
forums, surveys and event calendars and training
management tools such as course administration and
attendance records.
Q-CoMp developed the first release of Comprehend as
external courses in consultation with medical practitioners
and specialists involved in the Queensland workers’
compensation scheme. the useful and relevant content
will assist medical practitioners to have a rewarding and
efficient interaction with injured workers. Comprehend’s
practical courses aim to answer medical practitioner
questions about their role and how to work effectively
in the Queensland workers’ compensation scheme.
importantly, the courses show medical practitioners how
to be involved in helping injured workers a safely as well as
knowing where to go to have their questions answered and
how to get help.
Access Comprehend on the Q-CoMp website at
www.qcomp.com.au or at www.comprehend.com.au.
Senior Insurer Advisor Sue Fergusson looks after one of our major stakeholders, WorkCover Queensland.
Senior Education Advisor Nerida Day sourced and managed the implementation of Comprehend.
19q-comp | AnnuAl RepoRt 07/08 stAKeholDeR RelAtionships AnD AWAReness
In March 08, the Queensland Workers’ Compensation Self-insurers’ Association (QWCSIA) marked the 10th Anniversary of self-insurance in Queensland with a two-day conference focused on sustainable return to work outcomes.
QWCsiA also unveiled its new logo and direction
– striving for better outcomes. All major stakeholders were
represented and provided insight about the past, present
and future of the Queensland scheme with a view to
achieving sustainable return to work outcomes.
the parliamentary secretary to Minister for transport,
trade, employment and industrial Relations gary Fenlon
opened the conference by highlighting the strengths
of the Queensland system and the commitment of the
government to sustainable return to work outcomes.
presentations from AMA Queensland president Dr Ross
Cartmill and the Australian lawyers Alliance state president
simon Morrison were well received with their comments
mirroring QWCsiA’s position that all stakeholders need
to learn more about the issues facing injured workers
and to work together to achieve the best outcomes for
all concerned.
Q-CoMp senior insurer Advisor, Ron Weinert, gave
a historical account of the past 10 years of workers’
compensation self-insurance in Queensland and Ceo
elizabeth Woods spoke about our focus on strong business
relationships and customer service, and outlined some
future self-insurer initiatives. elizabeth also presented
the Q-CoMp – commissioned return to work survey
results and Q-CoMp’s durable return to work initiative
– Return to work assist (see page 34).
Another issue highlighted at the conference was the need
to understand the psychosocial issues that impact on
outcomes and for improved communication with injured
workers by all stakeholders. QWCsiA has planned a seminar
on improving negotiation skills with injured workers and
medical providers and a one-day conference on the
seamless transition between rehabilitation and health
management for 08/09.
Our new Health Services Unit, created in August 07, has improved the customer service experience for medical and allied health professionals.
they’ve done this by increasing stakeholder interaction and
involvement, and providing education and information.
the biannual Allied health Committee meeting brings
together representatives from all allied health bodies to
discuss the scheme, raise current issues with Q-CoMp
and WorkCover Queensland and increase Q-CoMp’s
stakeholder engagement.
We delivered presentations to various organisations and
groups – by request or initiated by us – on the workers’
compensation scheme, Q-CoMp’s role and how to best use
the scheme within their own organisation. these included
presentations to medical students and hospital registrars;
international Medical graduates (at Medicare Australia)
preparing for general practice; third and fourth year allied
health undergraduates at universities – e.g. physiotherapy,
occupational therapy.
During 07/08 we also:
developed two on-line training modules in • Comprehend
for allied health professionals and medical practitioners
coordinated the development of current • Clinical
guidelines for the Queensland workers’ compensation
scheme which are now online on our website
developed an on-line electronic medical certificate •
available from our website. We are negotiating with
software companies to include the certificate in practice
software, reducing reliance on printing by
medical practices
published • Health Report, a new quarterly newsletter for
allied health professionals
established a dedicated heath services 1300 number •
for medical practitioners and allied health professionals
published comprehensive information on our website, •
including tables of costs and guidelines
indexed the • Allied health tables of costs to current Cpi
on 30 June 08 – the last full fee review was held
in 07
indexed the • Medical table of costs in november 07 – we
are currently undertaking a full fee review in consultation
with medical bodies and their representatives
Health Services Officer Jason Cameron and Medical Advisor Dr Chris Cunneen fly the flag at a recent Royal Australian College of General Practitioners (RACGP) conference.
20
q-comp | AnnuAl RepoRt 07/08 stAKeholDeR RelAtionships AnD AWAReness
administered an annual grant to the Queensland •
Ambulance service (QAs) to cover insurers’ costs
for pre-hospital patient care and ambulance transport
of injured workers. the grant paid in 07/08 was
$3.0 million (06/07: $2.8million). QAs grant fees
increased in line with Cpi and number of patient
transports matched.
Q-COMP monitored the effects to changes in allied health fees and tables of costs at regular intervals throughout the year.
the most significant change was uptake of the
communication item introduced into the supplementary
schedule in July 07 to encourage direct communication
(phone, fax, e-mail) between providers, insurers, medical
practitioners and employers about issues relating to return
to work and treatment.
the objective was to assist insurers and other parties
to resolve barriers to return to work through shared
understanding of rehabilitation strategies. the uptake of
the communication item corresponded with a significant
reduction in the amount of time spent on formal written
reports. the number of workdays lost by injured workers
reduced by almost half over 07/08 but it is difficult to
attribute this to any single initiative.
in october 07, a memorandum of understanding was
reached between Q-CoMp, WorkCover Queensland and
Queensland health to guide fee indexation of public hospital
inpatient and emergency services until 30 June 2010.
the evaluation of fees and costs to the scheme has not
occurred due to delayed availability of relevant statistics.
likewise, the effect of the fee review for anaesthetists has
not been independently evaluated.
Our focus for 08/09 is on relationship building – we want informed providers that are actively engaged in the scheme.
Q-CoMp promotes effective health service delivery
through table of costs that fairly reimburse providers.
We educate providers and other relevant bodies about
the scheme and promote quality service delivery for
rehabilitation outcomes for workers. We will continue to
promote on-line learning and develop new Comprehend
education modules and source opportunities to present
education and information to providers.
As the scheme regulator, Q-COMP needs to maintain its focus on insurer performance and compliance, ensuring they apply the Act consistently and fairly.
our Insurer performance management program (ipMp)
assists insurers to meet their obligations under the Act,
measuring performance against key elements including:
targeted audits at licence renewal and as required•
annual insurer self-assessment reports and action plans•
stakeholder survey results•
performance trends (e.g. claims decision timeframes) •
from insurer and Q-CoMp data
monitoring issues and complaints (see Figure 10).•
Q-CoMp reports on insurer performance and compliance
through individual quarterly assessments (Insurer
risk profile) and a six-monthly board update. insurer
performance was rated as consistently high in 07/08.
Q-COMP assists insurers to improve performance, working closely with them to provide targeted training and information through workshops, site meetings and the Insurer Report.
this year’s workshop topics included:
permanent impairment training with Dr Ranavaya •
(see page 29)
the • Finity report (see page 10)
referral of potential fraud cases to Q-CoMp’s legal •
services unit
physical and psychosocial factors affecting injured •
workers and their return to work.
to create a better understanding between insurers and
Q-CoMp and foster more open discussion, the insurer
advisors have invited Q-CoMp officers to accompany them
to their regular meetings with self-insurers. these include
representatives from the tribunal secretariat, Review unit,
legal services unit, data liaison and health services. We
have also developed a closer working relationship with
Workplace health and safety Queensland and taken a
representative to a number of the insurer meetings. insurer
feedback from workshops and visits has been very positive
and Q-CoMp employees have also reported the visits as
beneficial from both a relationship building and
learning perspective.
21q-comp | AnnuAl RepoRt 07/08 stAKeholDeR RelAtionships AnD AWAReness
licence remains open for 12 months after exit date to
manage any open claims. the national Australia Bank exited
to Comcare on 13 April 07, and their licence was cancelled
on 13 April 08. the Commonwealth Bank of Australia exited
on 31 March 08 and their licence will be cancelled on
30 March 2009.
Meet Q-COMP Customer Service Champion Deb Clow
Deb has only been with Q-CoMp as a tribunal officer
since December 07 but she has a long history of providing
excellent customer service and quickly put her hand up to
be a customer service champion.
Deb says her background has always been working in
customer service. “i know this sounds cliché but i am really
passionate about making the experience a positive one for
our customers and excelling to meet their needs,” she says.
Deb completed two moment maps on the experience of
an injured worker attending a tribunal. the first mapped
the physical experience and the second looked at the
emotional experience. As a result of Deb’s work, a number
of improvements have already been put into
place including:
reducing the length of time the worker hasn’t heard •
from us (‘white space’) to ensure the worker is kept
informed. this helps make the worker feel more relaxed
and confident about the process, as at times there can
be a high level of anxiety
making the process more personal by having the tribunal •
officer or Coordinator who has worked on the worker’s
file prior to the appointment, make the courtesy call.
Deb says she really enjoyed the Customer service
Champion program. “on many occasions i have experienced
really, really bad customer service, so i always ensure that it
doesn’t happen with any of our customers,” she says. “Being
a customer service champion let me share ideas and work
with a group of people who are just as enthusiastic as i am,
which made it a worthwhile and positive experience.”
Q-COMP licences the self-insurers who manage about 10% of workers’ compensation claims in Queensland – WorkCover Queensland manages the remaining 90% of claims.
At 30 June 08, there were 24 self-insurance licences
(06/07: 25) covering 236 employers (06/07: 290). For a
list of individual companies and self-insurance licences visit
www.qcomp.com.au.
Q-CoMp renewed two self-insurer licences and issued
one new self-insurance licence (see Appendix 3
self-insurer licences). Q-CoMp also manages the
exit of the self-insurers from the Queensland workers’
compensation scheme to Comcare (federal workers’
compensation scheme). under the Act, an exiting insurer’s
Workers and employers
Q-COMP Performance
Management Program
performance standards and benchmarks for all •
insurers focused on rehabilitation and
claims management
Q-CoMp monitoring of performance trends •
from insurer data and Q-CoMp data
insurer self-assessment report and action •
plans annually
Claims officer qualifications•
stakeholder surveys•
provide insurers with annual •
performance reports
targeted Q-CoMp audits as required and •
at renewal
Annual prudential supervisions program for •
self-insurers
licensing program for self-insurers•
Insurers
Rehabilitation and claims systems •
and employees
Management systems and employees •
self-assessment plan•
10insurer performance management program framework
22
q-comp | AnnuAl RepoRt 07/08 CustoMeR seRViCe eXCellenCe | ReVieW AnD AppeAls
Workers, employers or claimants who disagree with an insurer’s decision may request q-comp to conduct an independent review of the decision. In a separate unit, q-comp also manages appeals of these review decisions.
Outcome
our customers understand and have confidence in
Q-CoMp’s review decision and appeals management
processes and outcomes.
Major achievements
processed 2,381 review applications from workers and •
employers (06/07: 2,150).
Decided 2,138 review applications (06/07: 1,781).•
Maintained quality and consistency of decision-making: •
only 3.3% of review decisions were changed at appeal.
Finalised 337 appeals (06/07: 351) – 237 appeals to •
the industrial Magistrate’s Court and 100 appeals to the
Queensland industrial Relations Commission.
Resolved 76.0% of finalised appeals before reaching •
court. of these, the appellant withdrew in 80.5% of
cases and Q-CoMp settled or conceded 19.5%.
Future priorities
Develop new workflow management system for review.•
Maintain Q-CoMp’s reputation as a model litigant.•
promote high levels of ethical and professional behaviour.•
provide challenging projects that encourage and support •
personal and professional development.
Disseminate information to stakeholders.•
Q-CoMp’s review process is a non-adversarial
administrative review of certain workers’ compensation
insurer decisions. it is not a court process or a re-
investigation of the matter. under the Workers’
Compensation and Rehabilitation Act 2003 (the Act), a
worker, employer or claimant can apply to us for a review
of certain insurer decisions within three months of receiving
the insurer’s decision – we provide this service free.
(note: applicants pay for anyone they engage to help
prepare the application.)
our review officers are trained in making quality decisions
based on:
all relevant documentation submitted to support •
the application
information from the insurer’s file•
relevant case law•
the Act, including the objects as set out in sections •
4, 5 and 6.
Customer service excellence review and appeals
Glen Fields provides professional and customer-focused reviews of decisions made by Queensland workers’ compensation insurers.
23q-comp | AnnuAl RepoRt 07/08 CustoMeR seRViCe eXCellenCe | ReVieW AnD AppeAls
In July 07, 47% of review decisions
were within the 25 day statutory
timeframe, improving to 87% at
the end of June 08. (The Act allows
Q-COMP to grant an extension if a
party wishes to provide additional
information and these are excluded
from these percentages.)
The review officer contacts the applicant to discuss their application and the option of a ‘right of appearance’.
of the 2,138 reviews decided in 07/08, 19.4% of
applicants (414) arranged a right of appearance
(06/07: 17.7%, 316).
this discussion, either face-to-face or by telephone, helps
resolve the matter in a non-threatening, non-legal way. the
applicant can provide additional information to the review
officer, or point out particular issues or knowledge they
have about their case. Applicants can bring legal or non-
legal representatives, or a relative or friend for support.
Before making a decision, the review officer discloses any
new information relevant to their response and adverse
to an affected party (worker, employer, insurer or other).
Q-CoMp may also set aside an insurer’s decision and
return it with directions (section 545, the Act). in 07/08,
Q-CoMp set aside and returned 249 decisions to insurers
with directions.
An employer, worker or claimant who is not happy with
Q-CoMp’s review decision may appeal to the industrial
Magistrates Court or Queensland industrial Relations
Commission (QiRC) within 20 business days of receiving
the review decision. they can then appeal to the industrial
Court if they are unhappy with the Court or QiRC decision.
Review Unit experienced a noticeable workload increase due to legislative changes commencing 1 January 08.
these changes reduced the timeframe to decide a statutory
claim from 60 and 40 business days for psychiatric and
physical claims respectively, to 20 business days for all
statutory claims.
other factors affecting unit workloads and
timeframes included:
increased right of appearance requests•
case law requiring additional steps to be taken in order to •
provide procedural fairness
talking to employers where the applicant was a worker•
natural justice requirements.•
A dedicated overflow mechanism, increased staffing and
improved reporting has assisted review officers to manage
their workflow and make quality decisions.
Our Review Unit focused on providing timely and quality review decisions in a professional manner, and through excellent customer service.
A number of initiatives were implemented in 07/08:
We established a legal panel to support the •
Review Unit.
From a tender process, five solicitors were appointed
from Dibbs Abbott stillman; Mcinnes Wilson; hBM
lawyers; and Bruce thomas lawyers. We assigned
an account manager (review officer) to each of the
appointed solicitors to refer files, pay accounts, provide
performance feedback and handle operational issues
including updates on case law and our work practices.
We built relationships with major state •
government departments. our Review Manager
met with Queensland police service; Queensland
health; Department of education, training and the
Arts; Disability services Queensland; Department of
Communities; and Department of Main Roads to discuss
how Q-CoMp could improve its review performance,
especially with customer service. the one common
issue was release of the Application for Review and
submissions, which we receive from department
workers. Q-CoMp has obtained a Standing Request for
Release of Information and is now able to provide the
departments with these documents faster.
We also established working relationships with
WorkCover Queensland, self-insurers, the Queensland
Council of unions and the Australian lawyers Alliance to
ensure the review process is transparent, timely and that
natural justice principles apply.
Recent independent research results
show outstanding improvements in our
customers’ rating of our service levels,
with insurers in particular reporting an
18% improvement.
24
q-comp | AnnuAl RepoRt 07/08 CuStoMeR SeRVICe eXCellenCe | ReVIeW AnD AppeAlS
Q-COMP’s Legal Services Unit developed • Reason
for Decision templates with hyperlinks to relevant case
law and technical notes to assist review officers deliver
consistent and quality decisions.
We updated policies, procedures and •
work practices to deliver on our goal to provide
timely and quality decisions and to reflect our current
operational initiatives and focus on customer service.
We surveyed insurers for feedback on key aspects •
of review/insurer interaction. Based on this survey a
number of initiatives were implemented to ensure that
there was open and honest communication between
insurers and the Review unit during the review process.
Q-COMP’s Review Manager delivered presentations •
on various topics throughout 07/08, including:
the review process – Master Builders Association •
annual conference in April 08; Department of
employment and Industrial Relations Workplace
policy unit
addressing applications for review if the decision •
is not made within 20 working days – Queensland
Workers’ Compensation Self-Insurer Association
(QWCSIA) general meeting on 12 December 07
the Queensland Workers’ Compensation scheme •
dispute resolution process – a delegation from the
Dispute Resolution Services limited, new Zealand,
including their Ceo, neil McKellor, in June 08.
A major project for 08/09 will be the development of an innovative work-flow system designed by our review officers and outlining key steps and timings in the review process.
An electronic ‘traffic light system’ will operate as a
workflow management system for the day-to-day
operations of each review officer. It will also provide useful
information to management on unit performance and
individual review officer work performance at each stage
of the review process. the reporting system will enhance
consistency among decision-makers and quality
of decisions.
The low disputation rate at each level of the process proves Queensland’s dispute resolution mechanisms continue to be effective.
of the 103,071 statutory claims lodged this year
(06/07: 97,660), excluding cancelled and withdrawn
claims, Q-CoMp processed 2,381applications for review, a
10.7% increase on last year’s figure of 2,150.
of the 2,138 review applications decided (a 20% decrease
on 06/07: 1,781), 346 appeals against review decisions
were lodged (06/07: 325) – 253 to the Industrial
Magistrate and 93 to the QIRC.
387 appeals were finalised (06/07: 351), 237 Industrial
Magistrate appeals (06/07: 270) and 100 QIRC appeals
(06/07: 81).
the Industrial Court heard 16 substantive appeals
(06/07: 13), that is appeals of a decision by an Industrial
Magistrate or Commissioner. of these, 12 worker-initiated
appeals were dismissed, two Q-CoMp appeals were upheld
and two worker/employer appeals were withdrawn. the
Industrial Court also heard two interlocutory appeals
(see glossary). Both were worker/employer-initiated
appeals and were dismissed.
on appeal, only 3.3% of review decisions were altered or
overturned. of these, 72.9% overturned both the original
insurer’s decision and subsequent review decision and
24.3% overturned the review decision and confirmed the
original insurer’s decision.
overall, appeal finalisation timeframes increased, with
74.8% of appeals finalised within nine months of lodgement
compared to 74.4% for 06/07, 76.1% for 05/06 and
71.4% for 04/05. this increase was due to temporarily
inadequate resourcing in the Appeals unit. non-judicial
resolution timeframes increased by 1.2% (06/07: 7.0%
7.8% (06/07: 7.1% decrease).
We have maintained a high level of non-judicial resolution of appeals.
over three quarters of appeals are resolved before reaching
court, usually because the appellant has withdrawn their
appeal before the court hearing, or the appeal was settled
or conceded.
of the 337 appeals finalised in 07/08, 76.0% (256)
were resolved before reaching court, a 1.9% increase
on the 06/07 figure of 74.1%. of these, the appellant
withdrew 80.5% and Q-CoMp settled or conceded
19.5%. Supported by an expert barrister panel, Q-CoMp’s
approach to managing appeals over the last four years has
reduced legal costs from $1.9 million (03/04) to
$1.3 million (07/08).
We encourage non-judicial dispute resolution by proactive
contact with all parties, saving time, money and court
resources. positive outcomes are also achieved when the
appellant negotiates a satisfactory agreement or settlement.
25q-comp | AnnuAl RepoRt 07/08 CustoMeR seRViCe eXCellenCe | ReVieW AnD AppeAls
Q-COMP’s dispute resolution performance is benchmarked nationally and is still the timeliest and most cost-effective workers’ compensation dispute resolution system in Australia (see Figure 11).
The Workplace Relations Ministers’ Council’s Ninth
Comparative Performance Monitoring (CPM) Report
November 07 shows Queensland maintained the lowest
disputation rate at 3.8% of claims (Australian average: 8.6%).
only 6.8% (CpM Report 2006: 9%) of Queensland’s finalised
disputes exceeded three months, significantly less than
other jurisdictions, with the next best being tasmania at
36.3%. (see page 30, CpM Report, 07 at www.dewr.gov.au).
During 07/08, the QiRC received 26.9% of all appeals
lodged (06/07: 27.4%) and finalised 29.7% of all appeals.
the QiRC process achieves faster outcomes irrespective
of appeal outcome, the average being 168.6 days per
appeal compared with 234.9 days in the industrial
Magistrate’s Court.
The tender process has been completed and the new panel of barristers appointed to support the Appeals Unit effective 9 June 08.
We welcomed seven new members to the panel and
11 previous members have returned to continue their
support for Q-CoMp. our welcome session updated the
panel members on the Q-CoMp appeals process and
provided a networking opportunity for the appeals officers
to meet the new panel members.
This year we restructured the Appeals Unit to be more linear in operation, improving the customer experience – insurers reported a 6% improvement in our customer service.
We’ve also focused on:
driving increased efficiency in our performance•
facilitating succession planning and creating •
development opportunities in the team
creating a collegiate atmosphere within the unit•
partnering with the legal services unit – creating •
mentoring relationships between appeals and legal
services officers and using the team for legal advice on
specific appeals issues.
Appeals Unit has worked hard with internal and external stakeholders to maintain Q-COMP’s reputation as a model litigant and this continues to be a focus for the coming year.
We will also concentrate on:
promoting high levels of ethical and •
professional behaviour
maintaining a commitment to Q-CoMp’s values and •
Code of conduct
ensuring compliance with Appeals unit work policies, •
procedures and practices
encouraging and supporting appeals officers to access •
training and development opportunities, increasing their
knowledge and expertise in current and emerging trends
in the workers’ compensation arena
ensuring appeals officers have access to the technology, •
resources and support to enable flexible
work arrangements
providing challenging projects that encourage and •
support personal and professional development
disseminating information to customers •
and stakeholders.
120.0%
100.0%
80.0%
60.0%
40.0%
20.0%
0.0%
Within 1 month
Within 3 months
Within 6 months
Within 9 months
QlD nsW ViC
Australia*
WA
Comcare new ZealandtAs
11percentage of disputes resolved within selected time periods (cumulative)
Reference: Workplace Relations Ministers’ Council Comparative performance
Monitoring (CpM) Report: Comparison of occupational health and safety and
workers’ compensation schemes in Australia and new Zealand, ninth edition,
February 08; page 30. © Commonwealth of Australia 2006 (Department of
education, employment and Workplace Relations).
isBn no. 978-0-642-32711-6
Appeals Officer Ruth Moroney manages the defence of appeals in the Industrial Magistrates Court or the Queensland Industrial Relations Commission.
26q-comp | AnnuAl RepoRt 07/08 CustoMeR seRViCe eXCellenCe
26
q-comp | AnnuAl RepoRt 07/08 CustoMeR seRViCe eXCellenCe | MAt
medical assessment tribunals (mAT) – independent medical assessment of workers’ compensation injuries and permanent impairment supported by q-comp’s Tribunal Secretariat.
Outcome
our customers have confidence in MAt processes and
decisions and we are recognised for excellent
customer service.
Major Achievements
Administered 2,778 referrals (06/07: 2,699) and •
convened 1,030 tribunals (06/07: 1,037).
increased understanding of insurer issues and improved •
efficiency of MAt referral process.
Focused on the emotional aspects of the tribunal •
experience for workers.
Almost all tribunal members attended • Reasons for
decision information sessions.
implemented quality management systems for internal •
processing of referrals.
Reduced timeframes from 8.0 to 6.8 weeks •
(see Figure 13).
Future Priorities
provide professional development programs for •
tribunal members.
explore opportunities for tribunal members to:•
provide insights to stakeholders•
host and participate in educational forums.•
Coordinate inter-agency evaluation of AMA guides •
6th edition.
Customer service excellence MAT
Members of the Orthopaedic Assessment Tribunal, Dr Gregory Bookless, Dr Lloyd Toft (Tribunal Chair) and Dr John Livingstone deliberating on a tribunal decision.
27q-comp | AnnuAl RepoRt 07/08 CustoMeR seRViCe eXCellenCe | MAt
Medical assessment tribunals (MAt) consist of up to
five expert medical specialists who provide a fair and
independent assessment of workers’ compensation medical
matters. only a workers’ compensation insurer may refer a
worker to a tribunal, with most matters referred relating to:
conflicting medical opinions about whether the injury is •
work-related
a claim previously accepted by the insurer but with •
uncertainty about whether there is any ongoing
incapacity from the work-related injury
assessing the degree of permanent impairment resulting •
from a work-related injury.
tribunal members make a collective decision about
the worker’s injury based on a clinical examination and
information from the worker’s claim file supplied by the
insurer and any additional information provided by the
worker or their representative.
the tribunal decision is final; however a worker may seek a
further hearing based on fresh medical evidence supplied
within 12 months of the decision.
Meeting with insurers has increased our understanding of their issues and has improved the efficiency of the MAT referral process.
the tribunal secretariat provided and sought feedback
at regular insurer meetings coordinated by Q-CoMp’s
insurer advisors in our Customer service group. in 08/09,
we’ll increase opportunities for sharing information by
inviting insurers to visit Q-CoMp and meet with tribunal
coordinators on-site.
Customer feedback has helped us improve our processes
for lodgement of referrals by insurers. For example,
WorkCover Queensland requested electronic lodgement
of referrals and distribution of decisions. in response,
we completed a successful trial of the process and now
WorkCover Queensland and other insurers are able to take
advantage of electronic transactions.
The Tribunal Secretariat restructure provides the resources for a better customer experience for injured workers and specialised support for tribunal members.
Attendance at a tribunal can be a daunting experience for
an injured worker. We have restructured the secretariat to
provide additional resources to address the injured worker’s
needs, focusing on the emotional aspects of the tribunal
experience. the experience commences from the moment
the worker arrives and is greeted by friendly and helpful
customer service officers. Dedicated tribunal officers
are allocated at referral and take a supportive and
caring approach with each worker on the day of the
tribunal hearing.
the new structure also provides better support to tribunal
members. specialised teams of tribunal coordinators
and tribunal officers led by experienced senior tribunal
coordinators facilitate better feedback between insurers
and tribunal members.
Q-COMP CEO Elizabeth Woods, solicitor, ran a series of one-hour Legal Requirements for Reasons for Decision information sessions.
these sessions, aimed at enhancing tribunal members’
decision writing skills, were well attended by tribunal
members, either in person or via telephone link-up.
Feedback has been encouraging with most attendees
reporting the presentation was relevant, interesting
and informative. Following the presentations, elizabeth
convened a meeting of the tribunal chairs to discuss
feedback from attendees.
this meeting lead to the development of appropriate
policy positions and guidance material on specific issues
particularly matters relating to legal interpretation.
Q-CoMp’s new legal services unit now ably advises
tribunal members on legislative interpretation and natural
justice principles based on recent court decisions.
Two new resources, the Tribunal members’ manual and the Medical Assessment Tribunals Quarterly Report provide valuable tribunal business information and updates for tribunal members.
each tribunal room has a Tribunal members’ manual, placing
valuable business information at the tribunal members’
fingertips, including:
rules of natural justice•
reasons for decision guidance notes•
guide for feedback on scheme issues and communicating •
concerns and ideas
relevant legislation and general scheme information, and •
an explanation of key words and phrases from
the legislation
terms of reference guide and information on the •
referral process.
28
q-comp | AnnuAl RepoRt 07/08 CustoMeR seRViCe eXCellenCe | MAt
We will ensure the manual evolves with the changing needs
of tribunal members.
Medical Assessment Tribunals Quarterly Report is a
newsletter that updates members about important matters
for running tribunals such as interpreting legislation,
MAt statistics and guidelines as well as general interest
stories. Feedback from tribunal members about these new
resources has been very positive.
Under the revised structure the stronger relationships between tribunal chairs and senior tribunal coordinators has enabled the communication of specific tribunal needs to insurers.
For example, the orthopaedic Assessment tribunal
requested that post operative reports be included with
reference material from insurers where relevant. We’ve
communicated tribunal needs such as this to insurers
in Insurer Report, a quarterly newsletter put out by the
Customer service group, and at one-on-one meetings
with insurers such as the monthly operations meeting with
WorkCover Queensland.
The MAT Secretariat is implementing quality management systems to improve workflow management.
the secretariat has been working closely with the it unit
to develop and trial quality management systems for
managing secretariat workflows.
the benefits for the tribunal secretariat in implementing
the new system include:
employees can monitor their workloads•
managers can understand resourcing requirements and •
support needs more accurately
the system does not allow steps in the workflow to be •
missed – especially helpful for new employees learning
the tribunal processes
any employee in the tribunal secretariat can check the •
progress of a referral.
Q-CoMp can measure its performance more meaningfully
and accurately – previously we could only measure the
time from referral to appointment – and workers and
insurers can be assured that nothing is overlooked in the
tribunal process.
on completion of successful trials, similar systems will be
rolled out in other Q-CoMp units. (see page 44).
13time from tribunal referral to hearing – rolling 12 months
We are approaching optimal timeframes for Orthopaedic, Psychiatric, Neurosurgical/Neurological tribunals. Impacts on timeframes include legislative requirements for exchange of documents and availability of panel members for specialties with less frequent referrals.
AMA Queensland’s former president Dr Ross Cartmill presents Dr Lloyd Toft with the President’s Award. The President’s Award is awarded each year to a member of AMA Queensland in recognition of their professionalism and outstanding service.Photography by Jerry Liu.
12 tribunal chairs
Dr Jon Douglas general Medical Assessment tribunal
Dr lloyd toft orthopaedic Assessment tribunal
Dr leigh Atkinson neurology/ neurosurgical Assessment tribunal
Dr Robert Black ear, nose and throat Assessment tribunal
Dr Jenny Byth Dermatology Assessment tribunal
Dr Ken hossack Cardiac Assessment tribunal
Dr Frank sullivan ophthalmology Assessment tribunal
Dr peter Catt Disfigurement Assessment tribunal
Avg
no o
f w
eeks
Month
10
9
8
7
6
5
other target zone ortho, neuro and psych
7-07 8-07 9-07 10-07 11-07 12-07 1-08 2-08 3-08 4-08 5-08 6-08
29q-comp | AnnuAl RepoRt 07/08 CustoMeR seRViCe eXCellenCe | MAt
A number of tribunal members attended permanent impairment assessment training on how to use the latest edition of the American Medical Association (AMA) Guides to the Evaluation of Permanent Impairment (6th Edition).the training was run by the American Board of independent
Medical examiners (ABiMe) in Brisbane.
Q-CoMp is coordinating an inter-agency evaluation of
this new edition of the AMA guides, which was released
at the end of 07/08. Feedback will be shared with the
Department of employment and industrial Relations, the
Motor Accident insurance Commission and the Department
of Justice and the Attorney-general. tribunal members will
make a significant contribution to the evaluation process.
14 Average number of cases heard per tribunal
tribunal 07/08 06/07
orthopaedic 2.2 2.3
gMAt (psychiatric) 2.3 2.4
neurology/ neurosurgical 1.9 2.0
gMAt (other) 1.7 1.6
specialty (other) 4.2 4.7
total 2.3 2.4
Our mission is to provide a professional service that supports tribunals to make excellent decisions and exceed the expectations of the people we deal with.supporting this, our priorities for 08/09 include:
more professional development opportunities for •
tribunal members, continuing on from the information
sessions in 07/08, to further enhance quality of the
written reasons for decisions
opportunities for tribunal members to host and •
participate in educational forums – tribunal members
have much knowledge and experience to offer that will
be of benefit to stakeholders.
Tribunal Officer Anne Midwinter discusses scheduling with Michael Francis, Executive Manager Health and Tribunal Services.
30
q-comp | AnnuAl RepoRt 07/08 MAnAgeMent AnD AnAlYsis oF DAtA AnD inFoRMAtion
q-comp maintains quality, up-to-date data for both scheme-wide and internal sources. This data is used to identify and manage workers’ compensation trends and inform decision-making for the Department of Employment and Industrial Relations, insurers and q-comp’s internal business units.
Outcome
Quality capture and meaningful analysis of data and
intelligence on scheme trends and issues.
Major achievements
improved data quality.•
Developed performance measurement reporting for the •
Q-CoMp Board.
streamlined internal workflow processes.•
implemented customer service initiatives.•
Future priorities
Review data submission process with insurers.•
increase data quality with live data profiling.•
Continue to investigate and enhance scheme •
stability indicators.
improve centralised report delivery mechanisms.•
Review medical fees within the Queensland scheme.•
Q-CoMp’s data and information on scheme trends and
issues are essential to the effective regulation of the
scheme. in an environment of e-communication and instant
response expectations, the capture, analysis and free flow
of that data and information require a comprehensive,
shared approach between scheme stakeholders.
Management and analysis of data and information
Data Liaison Officer Aleisha Dunn and Senior Data Management Officer Rachael Keogh work with insurers to ensure data quality continues to be of a high standard.
31q-comp | AnnuAl RepoRt 07/08 MAnAgeMent AnD AnAlYsis oF DAtA AnD inFoRMAtion
Data quality continues to be of a high standard.
We have continued to work with insurers to improve
their data quality and to educate and inform them of data
requirements and processes, error management
and accountability.
our data management focus is on timely, quality data
provision and error rectification. Data quality must exist
to enable critical analysis such as actuarial and modelling
scenarios. system errors over the past two years have
stabilised at around 15.0 errors per thousand claims
supplied (down from 25.7 in 05/06). the target for
08/09 is 14.0.
The Data Reference Group comprising insurer and Q-COMP representatives meets regularly as a forum for evaluation and recommendations on data transfer.
in consultation with insurers, our data management team
developed a robust framework for defining claim types. the
application of this new definition improves data accuracy
for national comparative reporting. At the end of 07/08,
we asked insurers to provide us with five key data items to
reconcile their database with ours. this reconciliation will
now be performed annually at the end of each financial
year. outcomes of the reconciliation will be discussed at
Data Reference group meetings.
In 07/08, we commenced a data submission process review to gain a better understanding from the customers’ point of view and make process improvements where possible.
in performing this review, we are consulting with each
insurer, on-site where possible, and this will continue in
08/09. Q-CoMp is developing a mechanism to profile
insurer data submissions. the data profiling tool will enable
us to analyse trends and anomalies in submissions of critical
data items. We will then liaise with insurers to rectify any
data quality issues identified.
During 07/08, Q-CoMp also implemented a number of
customer service initiatives, including:
a streamlined process for receiving, recording and •
managing ad hoc requests for data
a system for the generation and delivery of the schedule •
of fees to claims managers
providing data and analysis to the Department of •
employment and industrial Relations on many matters,
such as:
the impact of legislation amendments•
psychiatric/psychological claims•
Queensland’s claim incidence rate•
a new process to streamline the calculation of •
the Queensland Ambulance service (QAs) grant
(see page 64) and to incorporate the new system
implementations by QAs.
In late 07/08, a project was commenced to review how statistics are delivered to the Q-COMP Board.
With the assistance of a consulting statistician, we
developed indicators to measure scheme stability.
thirty-three key indicators were identified and the report
generated will track a 2–3 year trend against upper and
lower ‘stability’ ranges for each of these indicators. those
which display significant statistical variation for the report
month will be investigated and commented on accordingly.
this new reporting method allows a user with no
background in statistics to easily and quickly identify
any areas of concern. For the analyst it leads to only
investigating relevant indicators.
We will also report monthly to the board on the
performance of Q-CoMp’s business units. For each business
unit, the four key areas of ‘timeliness’, ‘service’, ‘quality’ and
‘efficiency’ will be measured against targets.
15 scheme stability indicators template
Indicators 2008/09 Stable Sparkline
claims registered Claim frequency (per 1000 employees)
Fatalities
claim decisions Average days to determine liability
% determined within 20 days
Rejection rate - physical
Rejection rate - psychiatric
open claims time lost
Medical expense only (Meo)
psychological/psychiatric
other
closed claims Fatal
latent onset
permanent impairment
time lost
Medical expense only (Meo)
psychological/psychiatric
other
Average cost
Average duration
Closed as % of open
common law Claim frequency (per 1000 employees)
% Common law/statutory claims
Average cost
claim payments $m Weekly compensation
Medical and rehabilitation
hospital
lump sum
other statutory
Common law settlements and costs
q-comp reviews and appeals Rate of review
Rate of appeal
ministerials number of ministerial complaints
Scheme stability indicators
We will report scheme performance monthly to the Q-CoMp board.
Data will be presented in the scheme stability indicators template. Results will be listed under ‘2008/09’, a ‘yes’ or ‘no’ will indicate stability and a graph in the ‘sparkline’ column will show upper and lower control limits calculated for each indicator (see example below). We will investigate and comment on any indicators which are not within the control limit.
Scheme stability indicators template
indicator indicator description Result no
see the full template in Appendix 6 page 94.
32
q-comp | AnnuAl RepoRt 07/08 RehABilitAtion AnD RetuRn to WoRK
Rehabilitation and return to work
Back on the surface after a guided visit underground at Xstrata’s Mt Isa Mine. L to R: Sharon Smith (Xstrata), Karen Waddell and Ron Weinert (Q-COMP), Loretta Ormonde and Peter Saltmer (Xstrata). Note: we were required to pass a safety induction, and wear all supplied safety gear, observe safety rules and instructions and remain with our guide whilst underground.
promoting early and active rehabilitation for injured workers.
Outcome
employers and insurers are encouraged and supported to
improve return to work services and outcomes for
injured workers.
Major achievements
Analysed scheme data and qualitative research to •
develop three key initiatives:
Better practice in return to work • guide for employers
durable return to work initiative, • Return to work
assist, for injured workers at risk of losing their job
a • Comprehend on-line course for workers, employers,
rehabilitation service providers and doctors about
how the workers’ compensation scheme works.
Employers see achieving
cultural change in return to
work as important
– 08 customer research findings
Future priorities
extend the durable return to work initiative, • Return to
work assist, throughout Queensland.
Develop new rehabilitation and return to work •
coordinator (RRtWC) training options.
implement a new and easier service for on-line •
accreditation of employers’ workplace rehabilitation
policies and procedures.
provide new on-line training for employers in developing •
workplace rehabilitation policies and procedures in
Comprehend (see page 18).
Q-CoMp monitors employer compliance with their
rehabilitation obligations under the legislation and provides
advice on workplace rehabilitation. An employer must have
a workplace rehabilitation policy and procedures and employ
a rehabilitation and return-to-work coordinator (RRtWC)
under a contract (regardless of whether the contract is a
contract of service) if:
(a) the employer employs workers at a workplace in a
high risk industry and the wages of the employer in
Queensland for the preceding financial year were more
than $1.63 million (indexed annually)
(b) otherwise – the wages of the employer in Queensland
for the preceding financial year were more than
$5.352 million (indexed annually).
33q-comp | AnnuAl RepoRt 07/08 RehABilitAtion AnD RetuRn to WoRK
The Queensland scheme has consistently achieved one of the highest return to work rates of all workers’ compensation schemes in Australia.
Queensland employers contribute by meeting their basic
rehabilitation obligations to provide rehabilitation assistance,
suitable duties and for some employers accredited
rehabilitation policy and procedures and RRtWCs. there are:
10,372 trained and accredited rehabilitation and return •
to work coordinators in Queensland, up from 9,772 last
year (see Appendix 3)
1,837 employers with accredited systems of workplace •
rehabilitation in Queensland, up from 1,705 last year
(see Appendix 3).
During 07/08, Q-CoMp ran six workshops for RRtWCs on
supporting people with significant psychological injury.
Following analysis of qualitative research, our rehabilitation advisors developed a consultation version of the Better practice in return to work guide. this was part of our commitment to extend consultation
with unions, employers and other key stakeholders,
particularly about rehabilitation.
this guide was widely circulated to key stakeholders
and published on the website in August 07. the community
response was strong – over 12,000 website hits in six
weeks – higher than any other Q-CoMp initiative. peak
union and employer representatives provided valuable
feedback. the feedback overwhelmingly supported
permanent publication of the guide and the development
of smaller workplace-based kits to assist employers
and RRtWCs to promote better rehabilitation practice.
the guide has now been published in full on the website
and we will release the workplace-based kits containing
a poster, brochure and handy pocket guide in August 08.
16 Return to work status of finalised time lost claims 06/07 and 07/08
06/07 07/08
Number% of time lost
claims Number% of time lost
claims
Fit for work: same job/tasks with same employer 45,448 87.7 47,346 87.2
Fit for work: same job/tasks with different employer 879 1.7 966 1.8
Fit for work: different job/tasks with same employer 593 1.1 655 1.2
Fit for work: different job/tasks with different employer 1,316 2.5 1,555 2.9
Fit for work: no job 635 1.2 735 1.4
Fit for work: worker does not return 1,563 3.0 1,678 3.1
not fit for work 788 1.5 769 1.4
Alternative outcome not claim related 621 1.2 604 1.1
Total 51,843 100 54,308 100
it has been found that nine out of ten claimants return to some type of employment. in a small number of cases, the worker is deemed fit to return to work but
there is no job for the worker to return to (1.4% of time lost claims) or the worker chooses not to return (3.1% of claims).
Senior Rehabilitation Advisors Kerry Lugg and Jo Harris developed the guide for consultation with stakeholders.
34
q-comp | AnnuAl RepoRt 07/08 RehABilitAtion AnD RetuRn to WoRK
each year, approximately 100,000 workers’ compensation
claims are made by injured workers in Queensland. the
Queensland workers’ compensation scheme is successful
in returning almost all injured workers to work. in fact, for
some years the Queensland scheme has consistently been a
top national performer in returning injured workers to work.
We researched what happens to the just over 3,000 injured
workers each year who finish their claim but don’t return to
work and found these workers often had injuries stopping
them from doing their old job or similar jobs for which they
were skilled.
these workers said they needed help to find realistic career
options and to access and use services that would help
them return to work.
Q-CoMp developed a two-year pilot program in
cooperation with WorkCover Queensland and the scheme’s
self-insured employers. the program, Return to work assist,
is an exciting Q-CoMp service that helps injured workers
access the programs and services they need for a successful
return to work by:
identifying workers at risk• of leaving the scheme
with no job
providing intervention services• , outside of the
current scheme capacity, to assist them to remain in
the workforce.
Return to work assist will put workers in touch with
a network of existing training programs and career
information services. it’s a free and voluntary service for
injured workers at risk of long-term unemployment.
Q-CoMp’s Return to Work Manager sonia Minniecon is
managing Return to work assist. sonia and her team will
help workers at risk through:
an initial interview and assessment•
referral to a training and career service•
referral to an industry-based training and job placement •
service including host employment
liaising with insurers and evaluating each individual •
worker’s program
reporting the outcomes to stakeholders.•
sonia is determining what services are currently available,
developing relationships with providers and setting up
systems, procedures and protocols for the program. the
pilot will concentrate on Brisbane south and, if successful,
will be extended throughout Queensland
Q-COMP’s Return to Work Manager Sonia Minniecon is working with WorkCover Queensland Customer Service Centre Manager Barb Martin to pilot Return to work assist in Brisbane South region.
35q-comp | AnnuAl RepoRt 07/08 RehABilitAtion AnD RetuRn to WoRK
Feature XtraCare Feature toll holdings limited
A recent audit by Q-CoMp identified a very good standard
of rehabilitation and claims management at self-insurer
toll holdings limited. their efforts have been rewarded
with approval by the Q-CoMp Board of a four-year
self-insurance licence.
toll holdings limited demonstrated particular strengths in:
case noting, new claims checklists, early reporting and •
early rehabilitation intervention – RRtWCs act quickly,
often on the day of injury and always within 2 work days
providing suitable duties whenever possible•
proactive case review by RRtWCs and proactive •
communication with medical practitioners
empowering their RRtWCs at each site to arrange •
rehabilitation without waiting for the claim to be
determined, or even lodged
maintaining wages for claimants awaiting their claim to •
be decided
active use of fact sheets when sending claim letters – •
this keeps workers informed – and case review surveys
of injured workers.
toll holdings limited uses their intranet for early incident
reporting, claim reporting, and on a pilot basis return to
work plans and providing information. using the same
communication systems as the remainder of the business
means safety and rehabilitation is seen as a normal part of
the business.
toll holdings limited is a good example of how to take
positive steps in managing workplace rehabilitation and
return to work.
Toll Claims Officer Terri Irvine and Claims Manager Melanie Spry, Q-COMP CEO Elizabeth Woods, Toll Qld Self Insurance Manager Justine Crowley and Q-COMP Insurer Advisor Elizabeth Seymour-Smith at Toll Holdings Limited Yeerongpilly.
Xstrata Mount Isa Mines Injury Management Team pictured with the mine in the background. L to R: Breda Watterston, Emma McDermott, Fiona Rogan and Helen Poyzer.
Manager XtraCare Bill Nevin and Q-COMP CEO Elizabeth Woods at Xstrata’s Riverside Centre office in Brisbane.
Xstrata is committed to creating and sustaining injury-free,
safe work environments for its employees and believes that
employer-based injury management provides improved
outcomes for its workforce. led by helen poyzer (far right),
the Xstrata Mount isa Mines injury Management team has
introduced risk-based principles and a two-stage injury
management process in order to deliver sustainable
return-to-work outcomes for employees.
Manager XtraCare, Bill nevin says, “while Xstrata believes
that all work-related incidents, illnesses and injuries are
preventable, the company recognises the importance
of developing integrated injury management practices
with the view to achieving a seamless transition between
rehabilitation and health.”
36
q-comp | AnnuAl RepoRt 07/08 ouR people
q-comp’s human resources team works closely with the business units to deliver valuable, effective and timely people-related initiatives and services.
Outcome
An environment that supports, recognises and coaches our
people to achieve their full potential.
Major achievements
Recruited and placed 42 positions – 23 internal •
appointments; 19 external appointments.
encouraged development of individuals through •
internal and external secondments, coaching and
development programs.
Co-located teams to share experience, coaching •
and advice.
Introduced initiatives on performance management •
and customer service.
Increased employee participation in our •
wellness program.
Future priorities
Become an employer of choice.•
expand the employee engagement program • (Qdos).
Continue our customer service program.•
embed customer service and professionalism into •
our culture.
“Through a year of change Q-COMP
has created new opportunities for
personal growth, expanding skills and
career options for many employees”
— Human Resources Manager
Michelle Brooker
At 30 June 08, Q-COMP had 93.2 full-time equivalent (FTE) employees compared with 87.5 in 07.
Annual turnover for Q-CoMp permanent employees was
12.9% (06/07 14.2%) with temporary employee turnover
at 4.7% (06/07 8.3%). Figure 18 shows Q-CoMp’s five
year workforce profile by grade and gender.
Becoming an employer of choice is a key strategic issue for Q-COMP.
We ensure our people have the opportunity to continue to
develop and achieve their full potential by:
making flexible work life balance options possible•
expanding on career development and management •
opportunities by targeting our high achievers
developing an open and transparent reward and •
recognition program, including initiatives such as Qdos
(see Figure 17) and higher duties/allowances
Our people
Q-COMP employees Jana Ewing, Georgina Best, Michelle Brooker and Steve Murray celebrate participating in this year’s Bridge to Brisbane fun run.
37q-comp | AnnuAl RepoRt 07/08 ouR people
making our policies and procedures user-friendly and in •
plain english
introducing initiatives to complement our corporate •
responsibility both within our environment and
our community.
Over the last 12 months Q-COMP has shifted focus toward the customer service experience of those that interact with us.
While the stakeholder survey confirms the shift it is
important to establish and further develop the internal
value set and work behaviours driving these changes. it is
Q-CoMp’s culture that will define this set of values and
provide the foundation for organisational capability to meet
future challenges. one of our priorities for 08/09 is to
establish our cultural brand in such a way that our people
readily understand and identify with the values and the
work behaviours that sum up what Q-CoMp is about.
As Q-COMP restructured to improve customer service, a number of new positions were created.
this in turn created new opportunities for development
and career progression. every effort was made to ensure
permanent employees retained a role at Q-CoMp that
matched their skills and career goals. ten employees chose
to take voluntary redundancies.
of the permanent employees who resigned, many decided
to take on a new career with some starting their own
business, some entering the private sector whilst some
individuals decided to travel overseas. We thank them for their
contribution and wish them well in their future endeavours.
Banked time Emerging leaders
program
Careerdevelopment
workshops
QSuper account
options
Performance linked to salary
Employee
wellness program
Salary sacrifice
Leave arrangements
Our people
Fairn
ess
Accountability
Impartiality
Responsiveness
Respect
Fairness
Accountability
Impartiality
Responsiveness
Respect
Fairness
Acco
unta
bilit
y
Impa
rtia
lity
Res
pons
iven
ess
17 Qdos
38
q-comp | AnnuAl RepoRt 07/08 ouR people
We deferred the annual opinion survey until late 08 so Q-COMP could consolidate new teams and develop business plans.
During the change process, we conducted a pulse survey
and managers ran ‘health’ checks with their respective
teams. Although it was an unsettling time, there was a
positive response to the proposed changes and open
communication was kept constant.
In October 07, we completed our restructure of internal services.
this has assisted in improving communication with
stakeholders, delivering better customer service in
promised timeframes and building closer working
relationships with stakeholders.
We engaged the services of recruitment agencies
for information technology specialists, analysts and
accountants as well as the senior manager roles in legal
services, Review and Appeals units, and health and tribunal
services. We introduced other initiatives such as Qdos and
higher duties/allowances to recognise the contributions of
employees in a changing environment.
By January 08, five new managers joined the Q-CoMp
Management group (QMg); two were internal appointments.
the new QMg kicked off their leadership with a two-day
planning session to consolidate their teams and unit direction.
Establishing their teams was the initial focus for the new managers.
some new roles were created based on the key skills
required to provide services to our customers. the office
of the public service Commissioner approved limited
application pool recruitment to ensure our commitment to
employees was fulfilled. external recruitment followed the
internal recruitment process and we successfully filled all
positions by May 08.
Q-COMP created progression and development opportunities for employees through acting positions, secondments and project roles.
We provided relevant training and coaching in order for our
employees to be successful in these roles.
the executive coaching program (one-on-one) continued
with new managers and we engaged DBM (human resource
consultants) to provide focused career development
workshops as well as one-on-one career advice sessions for
employees considering their next steps.
Structured external secondments were organised to build on the following employees’ knowledge, skills and experiences:
Dean saunders (Manager Review) – Dean is completing •
his law degree and has taken up a six month development
position with Dibbs Abbott stillman lawyers
Cassie Dransfield (Manager, scheme Analysis and •
information technology) – secondment swap with
Warren hawkins of WorkCover Queensland for
six months
Jana Ewing (WHSO) and Karen Matthews regularly ride, run or walk together at lunchtimes or after work.
39q-comp | AnnuAl RepoRt 07/08 ouR people
Belinda Doig (Accountant) – after completing six •
months in the acting position of Finance Manager,
Belinda was offered a six month secondment to urban
land Authority.
see their stories on page 41.
The inaugural Emerging Leaders Development Program (ELDP) ran from July to November 07.
nine employees successfully graduated in December 07.
the elDp was developed in consultation with Q-CoMp
management and employees and is designed to better
equip participants with the knowledge and skills to lead and
manage more effectively. the six-month program includes
theory, experiential activities, worksite visits and a team-
based strategic project to be delivered to the Q-CoMp
Management group at the end of the program.
the two projects were Customer service and performance
Management and the teams researched best practice,
surveyed employees and presented a final report containing
recommendations for action. these recommendations are
being implemented through separate project teams.
the second elDp is currently in progress with another
nine employees working towards the completion and
presentation of their projects in August 08.
other training programs developed and presented this
year were:
plain english workshops•
customer service champion workshops•
introduction of e-learning program • Comprehend for
induction of new employees
tRiM training (electronic records management system)•
workplace health and safety training for new starters, •
fire warden safety procedure training and first
aid training.
We create an environment where
our people are recognised for their
contribution and expertise.
We promote a healthy, safe and supportive working environment for our people.
this is achieved through an active Workplace health and
safety officer (Whso) and Committee, Q-CoMp’s policies
and procedures and annual workplace auditing. our Whso’s
proactive approach ensures workplace health and safety is
consistently top-of-mind with employees. this includes:
a regular column on workplace health and safety in • InQ
(Q-CoMp’s employees newsletter), with topics on
current and ‘of interest’ issues for employees
auditing our health and safety performance and •
arranging the annual external audit through Konekt
developing and monitoring a health and safety •
action plan
promoting activities such as Work safe Week and the •
Bridge to Brisbane fun run
coordinating ergonomic work station assessments •
through ekko
arranging free influenza vaccinations for interested •
employees through our medical advisor – 42 percent of
employees received a vaccination in April 08
managing the emergency and fire evacuation programs•
coordinating employee participation in events such as •
the Bridge to Brisbane and Cool night Classic fun runs
monitoring workers’ compensation information and •
statistics – our only workers’ compensation claim in
07/08 was a journey claim.
Q-COMP’s Employee Wellness Program takes a long-term approach to health management.
this year we worked with the Ford health group to improve
the participation rate of employees in the program.
A survey was conducted of employees to gauge interest
and call for some suggestions. As a result, Ford health
introduced three options for Q-CoMp employees to select
from and 34 Q-CoMp employees participated in the 08
health program (a 6% increase from 07). the options were:
healthy teams assessment – 23 employees completed 1.
this and each received a confidential report of their
screening results on dietary intake, exercise, stress and
physical measurements and an appointment to discuss
the results with a qualified Ford health consultant
diet consultation – seven employees participated2.
exercise consultation – four employees participated.3.
For employees who selected diet or exercise options,
follow-up calls and/or meetings have also been arranged by
Ford health for an agreed period with each individual.
40
q-comp | AnnuAl RepoRt 07/08 ouR people
Ford Health will continue to work with Human Resources to identify any health risk issues and provide intervention programs.
their newsletters and seminars are well-received by
our people.
seminar topics in 07/08 included:
health-e news (Ford health newsletter)•
surviving the silly season•
toppling over (dealing with various types of stress)•
salary packaging•
planning for your future.•
In October 07, Q-COMP actively participated in Work Safe Week.
the theme of the week was ‘the most important reason for
workplace safety is not at work at all – the most treasured
moments of people’s happen outside of work, which is why
it’s so important to come home safely’. A secondary focus
of the week was how to reduce injuries caused by slips,
trips and falls.
As part of promoting Work safe Week at Q-CoMp, we:
put up a safety bulletin board in the lunch room to •
increase visibility
had safe work week ‘show bags’ including fridge •
magnets and message pads to raise awareness
circulated healthy recipes•
set up the first work station assessments•
started the health and safety newsletter (later •
incorporated in InQ)
ran a mini ‘enough is enough’ awareness campaign.•
18 Q-CoMp workforce profile as at 30 June
08 07 06 05 04
grade Male Female Male Female Male Female Male Female Male Female
one 0 0 1.9 2 0 3 0 4 0 7
two 1 16.6 0 19 0 19 0 24.6 1 20
three 0 17.4 0 6 0 8 1 2 0 3
Four 10 20.2 7 19.2 8 16.4 8 17.4 5 15.6
Five 5 10 10 10.4 9 11.8 8 7.4 8 8
six 2 1 2 1
Contract 6 4 4 5 9 5 4 6 4 6
Subtotal 24 69.2 24.9 62.6 26 63.2 21 61.4 18 59.6
Total 93.2 87.5 89.2 82.4 77.6
notes: the figures above reflect employee’s substantive positions; grade six was introduced in 06/07.
An ergonomist from Ekko completed workstation assessments and education sessions for employees.
this resulted in:
an inventory of all chairs and repair or replacement •
where required
provision of additional equipment such as footrests, •
wrists supports and telephone headsets to ensure
comfort and safety for employees
individualised installation of new computer •
monitors for employees in accordance with
ergonomic recommendations.
Konekt conducted an external health and safety audit in February/March 08 and identified some minor issues.
Most of these issues have been addressed through the
action plan developed by our Whso. ongoing issues include
testing and tagging of electrical equipment and reduction
of clutter.
Q-COMP strives to achieve a work environment free of any form of harassment, workplace bullying or discrimination.
Appropriate policies, procedures and Q-CoMp’s Code of
conduct are communicated to employees at induction
through our new Comprehend e-learning program
(see page 60), and ongoing information sessions.
As in previous years, no formal grievances were lodged with
the public service Commissioner against administrative
decisions, employee conduct, sexual or workplace
harassment, or recruitment and selection decisions.
41q-comp | AnnuAl RepoRt 07/08 ouR people
Cassie Dransfield Manager, Business Consulting WorkCover Queensland
Belinda Doig Finance Manager Urban Land Development
Authority (ULDA)
Dean Saunders Risk and insurance Dibbs Abbott Stillman Lawyer
Why did you decide on a secondment and how did it come about?
once you graduate from law you have
to do a number of days in supervised
practice before you can be admitted.
there is a difference between
graduating and admission to court as a
solicitor. Although some areas of work
at Q-CoMp would have satisfied the
supervision requirement, i thought i
would take the chance to get some
experience in the real world as well as
get a taste of private practice.
Why did you decide on a secondment and how did it come about?
in discussions between the Ceos of
Q-CoMp and WorkCover Queensland,
an opportunity for both organisations
was identified if Warren hawkins
and i swapped roles through a
secondment arrangement and to
see how everything works from the
other perspective. it’s probably more
unusual than most other secondments
because the arrangement actually
involved swapping employees
between the two organisations.
Why did you decide on a secondment and how did it come about?
networking with other government
associates has helped me achieve
my secondments in the past. My
secondment to ulDA has given
me the opportunity to expand my
experience into new areas, such as
purchasing of land and the taxation
system to name of few. My current
role is Finance Manager, although
i am actually the whole finance
department at present. i am looking
at expanding the finance team once
financial year end is over.
What would you recommend to your colleagues at Q-COMP if they are considering secondments?
secondments can be really useful
for development or even just for a
change if you are feeling a bit listless.
i was lucky to get a secondment with
a great firm, with a great mentor and
with interesting work. i think that
balancing the people you will work
with, with a culture that you like
and actual work that you enjoy
is important.
What would you recommend to your colleagues at Q-COMP if they are considering secondments?
the main thing is to think strategically
about your career, i.e. where are
you now, what skills do you have
and where do you want to be. A
secondment needs to work for both
the organisation and the individual
and knowing what outcomes you
are wanting (as an individual) makes
it much easier to see whether the
secondment is an opportunity for you.
What would you recommend to your colleagues at Q-COMP if they are considering secondments?
if you feel that you have reached
your full potential in a position and
can’t really see where your next
move is going to be, a secondment
is a good opportunity to take
that next step and broaden your
experience. A secondment will give
you the opportunity to see how other
organisations work, gather more
experience that you will be able to
take with you either back to Q-CoMp
or move on elsewhere.
42
q-comp | AnnuAl RepoRt 07/08 CuStoMeR SeRvICe exCellenCe | looKInG AFteR ouR InteRnAl CuStoMeRS
providing a strong business infrastructure and effective systems supports high quality service delivery.
Outcome
our employees’ operational needs are met.
Major achievements
established a legal Services unit which quickly gained •
the confidence and support of the organisation.
provided an internal legal resource, reducing the need to •
outsource for advice on scheme issues.
Centralised Q-CoMp’s administrative functions.•
Increased our environmental awareness.•
Maintained a stable and reliable It environment with less •
than 0.02% It system downtime whilst improving
core systems.
Developed • Information Systems Strategic Plan
2008–2011 and a three-tiered register to categorise
and prioritise workloads.
Future priorities
Constantly refine our processes and work practices to •
continually improve our customer service delivery.
Maintain the QWC• Dec database.
Build on our recycling efforts and investigate and •
implement ways to reduce our carbon footprint.
Further enhance Q-CoMp’s core system (QCS) database •
to enable workflow management and reporting in other
areas of Q-CoMp.Support implementation of new
internet and intranet.
Investigate potential upgrade to desktop computers and •
communication systems – both telephone and email –
and expand roll-out of dual monitors.
In August 07, Q-COMP established a dedicated internal legal advisory service and subsequently appointed Claire Jenkins as the Legal Services Manager.
the unit was initially confronted with the challenges
associated with establishing a new business unit and
creating an identity within the organisation. the main
priorities were to:
create administrative support infrastructure and record •
keeping systems
meet with unit managers and gain an understanding of •
business needs
define what services it could offer to Q-CoMp.•
Customer service excellence looking after our internal customers
Manager Review and Administration Bill Fisher and Senior Insurer Advisor Ron Weinert manage and maintain our facilities.
43q-comp | AnnuAl RepoRt 07/08 CustoMeR seRViCe eXCellenCe | looKing AFteR ouR inteRnAl CustoMeRs
Following our meetings with unit managers, we appointed unit liaisons within the team to respond to the specific needs of each business unit.
some units required daily legal assistance and other units
required assistance on an ad hoc basis. in particular, the
Review unit welcomed the influx of knowledge as a legal
officer joined their unit for daily three-hour sessions to
assist with the administrative decision-making process.
We have developed an excellent working relationship the
health and tribunal services unit, providing legal guidance
to the tribunal members and tribunal secretariat on court
proceedings, tribunal referrals and preparing reasons
for decision.
The Legal Services Unit now offers a wide range of services across the organisation.
With our growing role within Q-CoMp, we have increased
from three to nine employees to:
provide legal advice to various business units•
conduct industrial court and judicial review proceedings •
and fraud prosecutions
undertake administrative information releases under •
various legislation and injury profile payment requests
train new review and appeals officers•
develop policies and procedures for other units•
update QWC• Dec – Q-CoMp’s online database of
Queensland industrial Magistrates’ and industrial
Commissioners’ workers’ compensation statutory
claims decisions
conduct administrative reviews of decisions on •
premium matters
act as a workload overflow mechanism for the Appeals •
and Review units.
our major achievements include:
streamlining the delivery of legal services and •
information release
improving customer service with the self-insurers for •
fraud referrals resulting in positive feedback
developing review decision templates and •
reference notes
providing an internal legal resource, reducing the need to •
outsource for advice on scheme issues.
In 07/08, we centralised our facilities management and administrative functions and implemented a team approach.
the aim of the team is to provide operational requirements
to employees in an efficient and effective manner, and
to ensure Q-CoMp meets its duty of care to provide
employees with a safe working environment.
Requests are attended to promptly and the team meets
weekly to monitor progress of urgent items and
planned maintenance.
one of the team’s first tasks was to identify and consolidate
all Q-CoMp contracts, leases and agreements into a
register to ensure delivery and renewal of services, and
budget requirements are tracked. they also maintain
up-to-date lists of contacts and a register of work
completed and in progress.
Responsibilities include:
managing ground floor and level three receptions•
bulk photocopying support•
arranging travel including booking conference where •
travel, accommodation or car hire are needed
mail service – registration, delivery and pick-up •
from units
registering incoming and outgoing files•
managing stationery – centralised store and •
ordering system
coordinating car parking and maintaining the Q-CoMp •
company car
managing and monitoring the cleaning contract•
attend to repairs and maintenance of Q-CoMp premises.•
Q-COMP focuses on ensuring employees have everything they need to do their job efficiently.
Anything reported as broken is attended to immediately.
All new starters undergo an ergonomic assessment and any
required adjustments are made. Double computer screens
have been rolled out to assist employees working on
database and word processing simultaneously.
our meeting rooms cater for small groups to large seminars
and are fully equipped with computers, projectors,
audio-visual equipment and interactive whiteboards.
44
q-comp | AnnuAl RepoRt 07/08 CustoMeR seRViCe eXCellenCe | looKing AFteR ouR inteRnAl CustoMeRs
We became more environmentally aware.
some of the ways we made a difference in 07/08 were:
installing a neverfail water fountain in the Board Room – •
saves two litres of water being discarded each day
at least
increasing our office waste recycling efforts to include •
newspapers, toner drums, batteries and plastic items
using only recycled paper in printers and copiers•
replacing our:•
domestic dishwasher with an industrial dishwasher, •
which cuts the washing and drying time by
90 percent and uses one third of the water
domestic oven with a catering oven which cooks •
large amounts quicker and more efficiently. this also
saves money on caterers.
trading our older six cylinder sedan for a more fuel •
efficient, cheaper to run four cylinder wagon. We
have also arranged monthly cleaning by an eco-wash
company using recycled water.
turning most lights off at night – only the minimum •
security lights are left on – and only running air
conditioning during working hours
turning off computers, projectors, photocopiers and •
other electronic devices rather than leaving them on
standby to save power
installing block out blinds in sun-affected windows to •
assist air conditioning to run more efficiently.
our focus for 08/09 will be to further improve our
recycling efforts and investigate and implement ways to
reduce our carbon footprint, such as when
purchasing airfares.
During 07/08, Q-COMP’s information technology (IT) systems have been stable and reliable.
there has been less than 0.02% of downtime during the
period, meaning employees are able to perform their roles
effectively and efficiently with minimum it disruptions.
Q-CoMp achieved an excellent result from the external
audit conducted by WhK horwath for the period ending
30 June 08. the report revealed four low risks associated
with it, these being:
A lack of monitoring of CiteC performance to ensure 1.
that they adhere to the service level agreement (slA)
standards – this has been addressed in the new slA with
CiteC, commencing in october 08
Redundant users of Q-CoMp’s injury payment profile 2.
database – a potential security risk, this was addressed
by requesting regular lists of users from insurers and
deleting those no longer required. We also ‘disable’ users
with no activity in the past three months.
employees having unnecessary administrator rights for 3.
Q-CoMp’s internal database – we removed rights for
those that no longer needed that level of access.
Redundant users within Q-CoMp network system – 4.
a potential risk of unauthorised access by ex-employees,
this was addressed by implementing a process for staffing
changes to come through to it from human Resources.
Our Information Systems Strategic Plan 2008–2011 focuses on three key areas – communications, software applications and hardware.
We identified one to three year projects in each of these
areas, including investigating potential upgrades to telephone,
email and faxing systems and replacing desktop computers.
IT is working with the business to improve work processes.
our aim is to maintain and upgrade Q-CoMp information
systems that successfully integrate with Q-CoMp’s
business and progress organisational goals.
it worked with the tribunal secretariat to develop and
trial a quality management system to manage tribunal
process workflows (see page 28). this involved enhancing
Q-CoMp’s core system (QCs) to create an intuitive system
that ensures steps in the work process are completed on
time within benchmarks and legislated timeframes. these
changes will increase efficiency and accuracy by leading the
user through the steps of the relevant process. put simply,
the computer system matches the physical work flow. the
QCs changes will enable reporting to make it easier for
managers and employees to monitor workflow.
Information Management Officer Dominic Giorgio and Para-legal Officer Rebecca Benson provide internal support to Q-COMP employees.
45q-comp | AnnuAl RepoRt 07/08 CustoMeR seRViCe eXCellenCe | looKing AFteR ouR inteRnAl CustoMeRs
Feature Reception
Customer Service Officer Robyn Berta oversees the efficient running of our reception areas.
centralising the administration functions assisted us to change the experience for visitors to q-comp.
our reception area is the first point of contact for visitors
to Q-CoMp and we want their first impression of us to be
that of a professional, customer-focused service provider.
We aim to present a professional image and give great
customer service by:
creating an inviting environment – comfortable waiting •
area, water cooler and amenities
escorting visitors to lifts where possible, and in the •
medical assessment tribunal area, to and from their
appointment room.
We have also provided a safe and comfortable working
environment for our receptionists, with improvements
including ergonomic trolleys and adjustments to the
desk height.
During a typical month, Q-CoMp’s reception team:
handles 2,029 mail items•
coordinates 166 couriers•
manages 92 incoming and outgoing files to •
secondary storage
quality checks 283 files•
registers 441 MAt referrals •
books 17 room and 3 car requests•
orders catering for six events•
orders and fills one large stationery order•
registers over 389 files in to and out of Q-CoMp•
arranges interpreters (level three reception for •
tribunal visitors)
calls 30 taxis for visitors•
serves over 467 visitors with their excellent customer •
service skills!
After an evaluation of the trial in the tribunal secretariat,
workflow management technology will be implemented in
Review and Appeals units and the Medical Advisor area of
health and tribunal services.
We have completed a number of other projects which will improve business efficiency.
these include:
purchasing and installing two multi-functional devices •
which photocopy, scan, print and fax
moving statistical software to a dedicated server •
providing more efficient licensing and enabling all data
analysts to access the one repository of programs
and reports
sourcing and installing ‘tabQuick’ labeling software for •
physical files
upgrading Q-CoMp’s electronic data and records •
management system – tRiM (total Records and
information Management) – to ensure we continue
to meet our compliance obligations under the
Recordkeeping Information Standard (ISO40) and the
Managing Technology Dependent Records Information
41 (ISO41) (for more information about recordkeeping
visit the national Archives of Australia website at
www.naa.gov.au).
tRiM training has been rolled out to all staff and forms
part of employee induction for new users. We have
also established a group of super users – TRIM Power
Rangers – to provide ongoing support and instruction
throughout Q-CoMp.
continuing to adopt modern industry standard server •
technology called virtualisation, reducing the number
of servers from seven to two without any decrease in
reliability or increased risk to our it services. this will
reduce server maintenance costs by over $10,000 per
month and save $150,000 in future capital expenditure.
Our new IT Helpdesk software – Sysaid – will help Q-COMP employees to help themselves for common IT problems.
Recently installed, Sysaid allows employees to access a
history of answers to similar previously logged calls. it also
enables more efficient and accurate logging, tracking, and
reporting of requests. it support team members will be
able to obtain information on the category and volumes of
requests which can then be used to investigate initiatives to
gain efficiencies and target training needs.
46
q-comp | AnnuAl RepoRt 07/08 Q-CoMp BoARD
Paul Braddy
Chairman
paul was first appointed as
Chair of the Q-CoMp Board
in July 2003. paul is also
the Chair of the Queensland
education and training
international Board and Chair
of the Construction skills
Queensland Board. paul was
elected to state parliament as
the Member for Rockhampton
in 1985, and became Minister
for education in 1989. he
was appointed leader of the
house in 1991 and 1992, and
also served as Minister for
police, emergency services
and Corrective services.
paul served as Minister for
employment, training and
industrial Relations from
1998 to 2001.
Q-COMP Board
Peter Henneken
Deputy Chair
peter is the Director-general
of the Department of
employment and industrial
Relations. he is also the Chair
of the Qleave Board and the
Contract Cleaning industry
portable long service leave
Board. he is a member of
the Australian safety and
Compensation Council, the
Queensland electrical safety
Board and a member of
the Qsuper Board.
Dr Beres Wenck
Beres is a current member of
the health promotion Council
and national Chair of the
Clinical Risk Management
Committee of MDA national.
she is a past president
of the Australian Medical
Association (Queensland) and
is past Chair of the AMAQ
Workers’ Compensation
Advisory Committee. Beres
has previously been appointed
by the Minister for industrial
Relations to the selection
panels for the general and
specialty Medical Assessment
tribunals. she conducts
a private general medical
practice in Milton and was
recently commissioned to
write a paper on models
of primary and community
care in Commission.
Patrick McKendry
patrick is the recently
appointed Chief executive
officer of Careers Australia
group (industry). prior to this
he was executive Director of
the national Retail Association,
a national organisation
representing the retail
sector. in november 2006,
patrick was appointed by the
Commonwealth government
as Chairman of the national
Quality Council (nQC). patrick
is also Chairman of tVet
Australia pty ltd, which is
owned by state, territory and
Commonwealth Ministers
for Vocational and technical
education (Vte).
47q-comp | AnnuAl RepoRt 07/08 Q-CoMp BoARD
Chris Rodwell
Chris Rodwell is the Director of
the Australian industry group
in Queensland. in addition
to his role with Q-CoMp,
Chris holds directorships
with QMi solutions and
Queensland Workplace health
and safety. Chris is also a
member of the Queensland
government’s Manufacturing
leaders’ group and the
skillstech Australia Council.
Tom Jeffers
tom is the Queensland Vice
president of the Australian
Workers union. he has recently
been appointed to the position
of southern District secretary.
he is a trustee Director of
Qsuper and also a board
member of Workplace health
and safety Board. he is also a
member of the interim Board
of energy skills Queensland.
Amanda Richards
Amanda is the Assistant
general secretary of the
Queensland Council of unions,
the peak union body in
Queensland representing over
350,000 workers. Amanda
is also an appointed member
of the Workplace health and
safety Queensland Board and is
a trustee of the Qsuper Board.
she has worked in the area of
occupational health and safety
and workers’ compensation for
many years and comes from a
nursing background.
48
q-comp | AnnuAl RepoRt 07/08 Q-CoMp MAnAgeMent gRoup
Elizabeth Woods
Chief Executive Officer
Q-COMP Management Group
Bill Fisher
Manager, Review and
Administration
Claire Jenkins
Manager, Legal
Services Unit
Rob Cordiner
Executive Manager,
Customer Service Group
elizabeth leads by example,
supported by a dynamic
Q-CoMp Management
team. she has successfully
steered the organisation
through a significant period
of change and, with a
business philosophy that is
about instilling the values of
accountability, transparency,
efficiency, and loyalty of
employees to Q-CoMp, is
producing excellent results.
elizabeth’s focus for the
coming year is to embed
customer service and
professionalism into
Q-CoMp’s culture and to
continue to strengthen
the tri-partite relationship
between Q-CoMp, the
Department of employment
and industrial Relations and
WorkCover Queensland.
Bill leads the team that reviews
insurers’ decisions. he also is
responsible for the delivery
of administration services
within Q-CoMp.
Bill’s focus for 08/09 is on
strengthening our relationships
with stakeholders to ensure
that, through excellent
customer service, the review
process is transparent and the
principles of natural justice
are applied. Bill also is working
with his team to deliver a
proactive and friendly range of
administrative services.
Claire commenced as manager
of the newly created legal
services unit in January 08. in
addition to delivering several
key business projects, in the
past six months Claire has
assisted the legal services
unit to define its vision,
and to continue to develop
customer service-focused
work practices.
in 08/09, Claire’s focus will be
on the continued development
of lsu, implementing
strategies aimed at further
expanding the depth and
range of services offered to
its customers, and continually
improving customer
service delivery.
Rob is the leader of the
Customer service group
responsible for a diverse range
of regulatory and advisory
services for Queensland
employers, workers’
compensation insurers and
rehabilitation coordinators.
he led the newly created
Customer service group to
become a customer-focused
group that uses the philosophy
of “yes, of course, why not”
when handling customer
concerns and improving
service systems.
Rob’s focus for 08/09 is to
build on the flexibility, new
products, service delivery
efficiencies and enthusiasm
that characterised 07/08
for this team.
49q-comp | AnnuAl RepoRt 07/08 Q-CoMp MAnAgeMent gRoup
Michael Francis
Executive Manager, Health and Tribunal Services
Warren Hawkins
Executive Manager, Scheme Analysis and IT
Denica Saunders
Manager,
Appeals
Dr Chris Cunneen
MSt.J, MBBS, FRACGP
Medical Advisor
Michelle Brooker
Manager,
Human Resources
Warren leads the team
that collects, analyses
and reports on workers’
compensation data from
Queensland’s insurers. he
also manages provision
and support of effective
information systems
within Q-CoMp. During
07/08, Warren directed
the development of
scheme stability indicators
reporting, as well as
numerous it-related
initiatives which created
business unit efficiencies.
in 08/09, Warren will focus
on maintaining a stable
system environment, whilst
investigating potential
upgrades to communication
systems and exploring
opportunities for flexible
working arrangements.
Michael leads Q-CoMp’s
tribunal secretariat and
the health services team.
this year he managed the
introduction of efficient,
new operating systems for
the tribunal secretariat,
giving his team more time
to focus on meeting the
needs of workers, insurers
and doctors. the health
services team collaborated
with the Customer service
group to develop online
educational options for
doctors and allied
health professionals.
Michael’s focus for 08/09
is the continued pursuit of
efficiency and transparency
and fostering relationships
and developing innovative,
readily accessible
educational options for
health care professionals.
Denica works with the
Appeals team to effectively
and efficiently manage
Q-CoMp appeals. over
the last 12 months the
team has worked to
ensure each appeal matter
was conducted in a fair
and transparent manner,
remaining responsive
and accountable to
our stakeholders.
Denica’s vision for
the coming year is
for the Appeals unit
to be recognised
by our stakeholders
as model litigants,
delivering a professional
service, with a strong
customer orientation.
Chris is Q-CoMp’s Medical
Advisor and is also a
consultant physician for
emergency departments at
both a Queensland health
and a private hospital.
he is a valuable and
knowledgeable resource
for employees, in particular
legal services and Review
and Appeals, on workers’
compensation-related
medical and health issues.
Chris’ focus for 08/09
is to continue to foster
relationships with insurers,
medical and allied health
professionals and other
stakeholders and drive the
ongoing education of the
medical profession about
workers’ compensation and
their role in the process.
Michelle leads a small
team of human resource
management and
development professionals
who work closely together
to deliver valuable,
effective and timely
people-related initiatives.
the team provided valuable
advice and support to
the organisation during
the customer service
restructure in 07/08.
Michelle’s focus for
08/09 is to address the
key strategic issue for
Q-CoMp of ensuring we
are seen as an employer
of choice.
50
q-comp | AnnuAl RepoRt 07/08 goVeRnAnCe
We are committed to achieving a high standard of governance, accountability, compliance and ethical behaviour, delivering quality regulatory services with a strong customer service focus.
the primary objective of Q-CoMp’s governance program
is to promote standards of excellence in achieving the
corporate mission, vision, objectives, goals and strategies of
Q-CoMp, the Workers’ Compensation Regulatory Authority
whilst ensuring compliance with the state government
legislation applying to statutory authorities.
this program represents a rigorous and comprehensive
approach to:
providing the framework that identifies the objectives, •
roles and powers of the board and its committees, and
the roles and responsibilities of employees
documenting, or making accessible, clear and widely •
communicated policies on conflicts of interest, internal
control and standards of professional ethical behaviour.
this program underpins Q-CoMp’s strategic goals and
operational objectives, supporting rational transparent
decision-making and clear accountability for actions.
Q-CoMp Board members, managers and employees have
clear accountabilities and responsibilities to deliver high-
quality services.
Q-COMP is a statutory body accountable to the Minister for Transport, Trade, Employment and Industrial Relations.
it is bound by the provisions of the Workers’ Compensation
and Rehabilitation Act 2003 (the Act), the Financial
Administration and Audit Act 1977, the Statutory Bodies
Financial Arrangements Act 1982 and other relevant
legislation and government standards.
Q-CoMp’s audit and risk management system is
monitored and reviewed on an ongoing basis to ensure
compliance with these statutes and standards. Documented
delegations, policies and procedures have been reviewed
during the year and communicated to Q-CoMp officers.
The Workers’ Compensation Regulatory Authority (Q-COMP) Board is an independent, non-executive board comprising a Chair and six Directors.
it is established under section 335 of the Act. the
governor in Council appoints the Chair, Deputy Chair
and board directors for a three-year term on the
recommendation of the Minister. the Queensland
government insurance Fund provides cover for directors
equivalent to directors’ and officers’ liability insurance
Governance
Q-COMP delivers high quality regulatory services with a strong customer focus.
51q-comp | AnnuAl RepoRt 07/08 goVeRnAnCe
The board’s role is to ensure that Q-COMP regulates the Queensland workers’ compensation scheme fairly and equitably, performs its legislative functions and achieves its objectives.
the board operates under a formal charter that outlines its
roles and responsibilities, including:
deciding the objectives, strategies and high level policies •
for Q-CoMp to follow in fulfilling its functions under
the Act. these objectives and strategies are embodied
in Q-CoMp’s four-year strategic plan and one-year
operational plan
monitoring performance against these objectives, •
including the performance and outcomes of medical
assessment tribunals
ensuring appropriate corporate and operational policies •
are in place and are effectively communicated to
stakeholders and Q-CoMp officers
delegating authority for operational functions to the •
Chief executive officer
reporting to the Minister for transport, trade, •
employment and industrial Relations on
Q-CoMp’s performance and discharge of
its responsibilities.
Q-COMP directors add value to Q-COMP’s performance as a regulator through their balance of skills and experience.
the board’s composition ensures an appropriate
representation of stakeholder interests.
the second three year term for the Q-CoMp Board expires
on 30 June 2009. three reappointed members – Mr paul
Braddy (Chairman), Mr peter henneken (Deputy Chair) and
Dr Beres Wenck – are original members from the board’s
inception in 2003. Mr patrick McKendry who joined in
2006 was also reappointed. Mr Chris Rodwell (Australian
industry group) was appointed on 28 June 07 to replace
Mr Andrew Craig who resigned on 28 november 2006.
Mr tom Jeffers (Australian Workers’ union) was appointed
on 19 october 07 to replace Mr garry Ryan who resigned
on 13 July 07. Mr Chris Barrett resigned in December 07
and we received advice from the Queensland Council of
unions in May 08 recommending Amanda Richards for
nomination by the Minister as their representative on
the board.
There were ten board meetings held in 07/08 – there was no meeting in January or September.
the board met to consider, determine or note relevant
matters including corporate governance and strategic
planning, financial management, insurer management
and support, workers’ compensation scheme stability
and Q-CoMp and Chief executive officer (Ceo) key
performance indicators.
Corporate governance
the board:
participated in the self-assessment process of •
its performance
approved an independent evaluation of the Q-CoMp •
Management group’s knowledge and understanding of
governance obligations
endorsed Q-CoMp’s 06/07 Annual Report including the •
annual statistics publication
reviewed outcomes of 06/07 activities and approved •
the strategic plan for 08/12
reviewed existing delegations and policies.•
Responsible financial management
the board:
endorsed the 06/07 financial statements, noted the •
satisfactory external audit report and approved the
07/08 budget
reviewed the levy rate calculation methodology •
and recommended the corresponding levy rate to
the Minister.
Insurer management and support
the board:
evaluated insurer performance and renewed two •
self-insurance licences
evaluated and approved one new self-insurance licence•
monitored the performance and prudential risk profiles •
of self-insurers
participated in discussions with government about the •
implementation of legislative amendments.
Workers’ compensation scheme stability and
Q-COMP/CEO performance
the board:
considered an application and approved specific amounts •
in industrial instruments as the weekly wage rate
applicable to workers who are incapacitated (under the
board’s function at section 107e of the Act)
52
q-comp | AnnuAl RepoRt 07/08 goVeRnAnCe
approved the ongoing release of actuarial information •
produced by Finity Consulting to stakeholders in relation
to the scheme including self-insurance, benefit levels
and dispute resolution services
supported the federal government’s moratorium on new •
employers taking up self-insurance with Comcare
made a joint submission with WorkCover Queensland •
and the Department of employment and industrial
Relations to the federal government about the impact of
self-insurance with Comcare on the Queensland scheme
monitored Q-CoMp’s performance of its core functions •
using key performance indicators
monitored the Ceo’s performance based on the Ceo •
Report to the board at each meeting.
The Governor in Council appoints Q-COMP’s CEO on the board’s recommendation.
the Ceo manages Q-CoMp’s day-to-day operations
and is supported by the Q-CoMp Management group in
overseeing Q-CoMp’s functions. the relationship between
the board, Ceo and the Q-CoMp Management group
ensures that the board is kept informed of Q-CoMp
operations and that board decisions and directives are
disseminated and actioned.
The Q-COMP Board is committed to the ongoing improvement of its corporate governance practice and administration.
to meet this commitment the board evaluates its
performance and that of the Chairman through
self-assessment.
on 7 January 08 an evaluation questionnaire was sent to
directors and the Chairman. participants were asked to
respond on a scale of one to ten how they would rate the
overall performance of the board. the performance areas
reviewed included:
Role clarity
the extent to which the board’s role is clearly defined.•
Delineation between the role of the board and the role •
of management.
the extent to which the board balances its roles •
between compliance oversight and performance.
Strategy
the extent to which the board keeps abreast of •
trends and issues affecting the market in which
Q-CoMp operates.
the board’s involvement in the Q-CoMp’s •
strategic planning.
the extent to which the board has identified key •
performance indicators for tracking progress towards
the Q-CoMp’s strategic goals.
CEO
the board’s process for evaluating the Ceo against the •
agreed criteria.
Monitoring
the accuracy of financial reports regularly received by •
the board.
the detail provided in financial reports regularly received •
by the board.
the extent to which the non-financial indicators provide •
insightful feedback to the board.
Risk management
the systems in place to ensure substantial risks to the •
organisation are brought to the attention of the board.
the extent to which the board is involved in the approval •
of the Q-CoMp’s risk management strategy.
Compliance
the reporting to the board of any compliance breaches •
in a timely manner.
CEO Elizabeth Woods and Senior Communications Advisor Karen Waddell receiving Q-COMP’s bronze award at the Australasian Reporting Awards 08. Q-COMP’s report was also a finalist in the First Time Entry category.
53q-comp | AnnuAl RepoRt 07/08 goVeRnAnCe
Policy framework
the board’s documented delegation of authority.•
the board’s written code of conduct.•
Stakeholder communication
the board’s understanding of stakeholder needs.•
Decision-making
the level of board involvement in major decisions.•
Effective governance
the extent to which the knowledge, skills and abilities of •
the directors are used effectively.
the extent to which the director induction program •
sufficiently prepares new directors for their roles
and responsibilities.
Board dynamics
overall, the extent to which individual directors •
participate in board meetings.
Meeting processes
the regularity with which the board meets.•
the quality of the board papers.•
the level of interaction and opportunity for a diversity of •
views during board discussions.
the timeliness of receipt of board papers prior to •
a meeting.
Committee structure
overall, the effectiveness of the committee dealing with •
audit matters.
the Chairman’s performance areas included:
Stakeholder relations
overall performance.•
Stakeholder relations
the extent of the Chairman’s networking for the benefit •
of the organisation.
Board processes
the effectiveness with which the Chairman conducts •
board meetings.
the results of the evaluation process were reported to
the Ceo on 8 February 08. the board and the Chairman
received positive results in all but four of the questions,
relating to the board’s written Code of conduct, the
induction process for new directors, Q-CoMp’s key
performance indicators and the regular Ceo update to
the board.
on 26 February 08, the Ceo addressed the findings
of the board self-assessment by providing each board
Director with:
a copy of the Code of conduct •
an index of induction documents provided to •
new directors
information about Q-CoMp’s key performance •
indicators for tracking progress towards the
strategic goals.
Q-CoMp commenced a new system of providing a monthly
Ceo key performance indicator report at each regular board
meeting as part of the Ceo update. the full board will then
review the Ceo’s performance each year based on a full
consolidation of the previous 12 months of Ceo Reports
and key performance indicators.
Through the Act, the board may delegate its powers to a committee of the board.
there is currently one standing board committee: the Audit
and Risk Management Committee. the board committee
membership listed refers to this reporting year. the board
reviewed standing and special Committee memberships at
its July 07 meeting.
Director Board
Audit and Risk Management Committee
(standing committee)
number of meetings held 10 3
p Braddy 10 (Chairman)
p henneken1 8
C Barrett2, 3 3
p McKendry3 3 (Chairman)
B Wenck 9
C Rodwell3 7 1
t Jeffers3 7 1
A Richards4 0
n guy5 0 3
1 As a public servant, no payment was made or is applicable to Mr henneken
2 Mr Barrett resigned 07/12/07
3 Mr Barrett, Mr McKendry, Mr Rodwell and Mr Jeffers waived their right
for payment of remuneration in favour of payments being made directly to
their employers. payments on this basis amounted to $9,616.
4 Ms Richards’ first board meeting was in July 08
5 external member Mr guy, B Com, CpA attends Audit and Risk Management
Committee meetings
19 Attendance at board/committee meetings
54
q-comp | AnnuAl RepoRt 07/08 goVeRnAnCe
Responsibility for Q-COMP’s internal audit function is included in the service level agreement with the Corporate Administration Agency (CAA).
the internal Auditor operates under an internal Audit
Charter, developed in line with the Queensland Treasury
Audit Committee Guidelines. the auditor is responsible to
the Ceo for the performance of the internal audit function
and provides independent and professional advice to
the Q-CoMp Board and management by examining and
evaluating the adequacy, effectiveness and efficiency
of internal control systems. the auditor also provides
analysis, appraisals and recommendations on the operations
reviewed, reporting directly to the Audit Committee on
matters arising from internal audits.
Audits in 07/08 focused on these areas identified in the risk
management program:
Q-CoMp – complaint management process•
Appeals unit – timeliness of communication and •
movement of information to parties including
compliance with legislation, policies and procedures
Review unit policies and procedures – consistency with •
March 2006 legislative amendments
entertainment and travel policies and procedures – •
consistency with whole of government guidelines
tribunal secretariat policies and procedures – •
consistency with section 511 of the Act
solicitor panel process for reviews – consistency •
with state purchasing policy and Q-CoMp’s policies
and procedures
Finance unit – consistency with • Financial Management
Standard obligations placed on government agencies
Appeals unit travel – consistency with Q-CoMp policies •
and procedures.
Audit and Risk Management Committee (Audit Committee) – Standing Committee
Chair: Mr patrick McKendry
Members: Mr tom Jeffers,
Mr norm guy, B Com
(external member)
the Committee’s key duty is to provide reasonable
assurance to the board that Q-CoMp’s core business
goals and objectives are being achieved in an efficient and
economical manner, within an appropriate framework of
internal control and risk management.
the Audit and Risk Management Committee met on
16 August 07, 15 november 07 and 15 April 08, with
internal audit findings delivered at each meeting.
other significant matters considered included:
Queensland Audit office’s outsourcing of Q-CoMp’s •
external audits to WhK horwath. WhK horwath
presented their Audit plan for the year ending
30 June 08 to the committee on 15 november 07
review of Q-CoMp’s Business Continuity plan; Financial •
Delegations; the new Risk Register and update on risk
management process presented to the Committee
(15 november 07)
review of the draft 08/09 budget report on key •
elements; the 08–2012 strategic internal Audit
plan and 08/09 Annual internal Audit plan and
recommendation to the board; Konekt’s February 08
Workplace health and safety Assessment Report; the
electronic transfer of files from WorkCover Queensland
and potential risk for Q-CoMp administrative processes
(15 April 08).
In accordance with the Financial Administration and Audit Act 1977 and other applicable statutes, the Queensland Audit Office (QAO) is responsible for auditing Q-COMP.
QAo outsourced the external audit of Q-CoMp’s operations
to WhK horwath (previously William Buck) for a
three-year period which commenced in 06/07. Mr Cole
and Mr Worrall from WhK horwath reported to the Audit
and Risk Management Committee on 16 August 07 on the
external audit findings. At the time the auditors advised
that they would provide Q-CoMp with an unqualified audit
report. two low risk issues were noted but the auditors are
satisfied that management would have these addressed.
WhK horwath presented their Audit plan for 07/08 to the
committee on 15 november 07.
Mr Norm Guy is an external member who attends Audit and Risk Management Committee meetings.
55q-comp | AnnuAl RepoRt 07/08 goVeRnAnCe
External customers Work unit Internal customers
Workers, dependants, employers, rehabilitation and return to work coordinators, insurers, unions, industry groups, medical and allied health providers, other providers, government, and other stakeholders and customers
Delivering service to our external and internal
customers
Q-CoMp units and employees
Review insurers’ decisions• Review Unit
Manage appeals of Q-CoMp review decisions to the industrial •Magistrate’s Court or the Queensland industrial Relations Commission
Appeals Unit
Administer and support medical assessment tribunals•
Administer medical and allied health tables and fee schedules•
Health and Tribunal Services
Collect and manage quality data•
inform decision-making through statistical reporting and analysis•
Scheme Analysis
Collect and manage quality data•
inform decision-making through statistical •reporting and analysis
provide information requested via freedom of information, •administrative release and injury profiles
Maintain Q-CoMp’s QWC• Dec online database of Queensland industrial Magistrates’ and industrial Commissioners’ workers’ compensation statutory claims decisions
Manage fraud for self-insurers•
Legal Services Unit
provide broad legal support and advice to •Q-CoMp business units
Administer grants•
inform, educate and advise insurers, employers and rehabilitation •and return to work coordinators
Facilitate e-learning through • Comprehend
Monitor performance and compliance of insurers and employers•
Customer Service Group
Facilitate employee e-learning through •Comprehend
Research customers and stateholders•
Manage events, market and promote Q-CoMp•
Design and publish•
Manage governance and risk•
support the Ceo and board•
Manage corporate complaints, including •ministerial requests
educate and inform the medical profession about the scheme• Medical Advisor
Advise Q-CoMp employees about workers’ •compensation medical issues
Information Technology
Maintain and develop information systems and •telecommunications
provide help-desk support•
Human Resources
Advise Q-CoMp managers and employees on •people related matters including: recruitment, recognition and reward; coaching and development; wellness and safety; change management
Facilities and Administration
Manage facilities and reception areas •(ground and level three)
Financial Services
Advise on purchasing•
Manage Q-CoMp finances•
20 how Q-CoMp delivers service to our external and internal customers
56
q-comp | AnnuAl RepoRt 07/08 goVeRnAnCe
inconsistencies were found between the risk register and •
the audit plan i.e. some significant risks had not been
scheduled for audit
the committee was not being informed if managers •
were implementing improvement actions recommended
by internal audit.
As a result of the feed back received an enhanced
risk management program was developed and will be
implemented in 08/09. this program will deliver:
a new process for assessing and prioritising risk•
a risk register database along with a risk register •
template for notifying risk to the Ceo
a revised audit summary identifying high and medium •
risk priorities for internal audit in the following year
a process for updating the newly developed audit action •
register database
amended post internal audit report procedure to advise •
the committee on management implementation of key
audit recommendations
an annual risk register update and outstanding audit •
recommendation report to the committee.
these improvements will ensure greater disclosure and
transparency to the committee and ultimately the board.
Q-COMP coordinates responses to all issues (complaints or praise) received either through the Minister’s office or made directly to Q-COMP.
in 07/08, 346 issues were received. this represents a 4.5%
increase on the 331 issues received in 06/07.
the majority of issues received (80.6%) were
complaints. Q-CoMp is committed to best practice
complaints management in accordance with the public
service Commissioner’s Directive 13/06 – Complaints
Management Systems and in conjunction with the office of
the Queensland ombudsman.
We consolidated our comprehensive complaints
management system providing easy access for stakeholders
and the public to comment on any aspect of the workers’
compensation scheme under Q-CoMp’s jurisdiction. the
Q-CoMp Board and the Q-CoMp Management group
review the complaints reports quarterly to identify and
proactively manage issues and new trends. Complaints have
increased by 14.8% to 279 across the scheme, up from
243 in 06/07.
the following graph illustrates the number of complaint
issues received by Q-CoMp since July 2006. in 07/08,
peak times for issues appear to be november and April with
lows around December and January.
the Audit Committee considered the recommendations
and following implementation they were reassessed through
the risk management program.
Risk management is an integral part of Q-COMP activities and is the responsibility of all Q-COMP employees.
We are committed to maintaining an organisational
philosophy and culture that ensures effective business
risk management.
Q-CoMp defines risks as the probability of an event
occurring and its impact on Q-CoMp’s obligations as a
regulator. the risk management function supports Q-CoMp
to achieve its corporate objectives and strategic direction.
Q-CoMp’s risk management program encompasses its
financial, operational, political, public perception/image,
social, client, cultural and legal aspects.
Q-CoMp maintains a risk register which is reviewed
quarterly to identify ways to improve internal risk
management strategies and mitigate emerging risks. the
register contains a dedicated section for risks associated
with potential fraud and taxation issues. Q-CoMp has also
established a fraud policy and procedure.
Q-CoMp’s risk management program was developed
in accordance with key guidelines including the AS/NZ
Standard 4360:2004 – Risk Management, Queensland
Treasury Corporate Governance Guidelines and the Financial
Management Standard 1997.
the Audit and Risk Management Committee were advised
by the executive Manager, Business services group on
15 november 07 of proposed changes to the risk
management program. the proposal identified a need for:
a corporate level of risk rather than a detailed listing•
a restructure of the level of risk applying for each matter •
resulting in higher level risks being subject to audit and
notification to the board
minor matters listed separately but included in the audit •
plan and managed by the Q-CoMp Management group.
in April 08 a paper was presented to the Audit and Risk
Management Committee confirming a new approach for
identifying and managing risks had been introduced. the
committee raised concerns about the approach
advising that:
some risks were not identified and of those risks •
identified in some circumstances the methodology for
assessing and reporting was neither consistent
nor robust
57q-comp | AnnuAl RepoRt 07/08 goVeRnAnCe
21Complaint issues received by month 06/07 and 07/08
Q-COMP achieves compliance with applicable laws, regulations, codes and organisational standards through a comprehensive program of policies, procedures and work practices.
We review these at least annually and more frequently,
if necessary.
the recent restructure gave us the opportunity to review
our policies, procedures and work practices in light of new
roles and work teams, and we found there were many that
did not reflect our business operations. We decommissioned
those that were duplications or obsolete across the
business and updated or developed documentation,
significantly reducing the overall number of documents.
We now have a suite of up-to-date policies, procedures and
work practices which are consistent with current practices
and a program of regular review and update through our
electronic data and records management system, tRiM.
Under sections 339 and 358 of the Act, the Q-COMP Board and CEO may delegate certain powers to appropriately qualified Q-COMP officers.
Delegations and documentation under these sections of
the Act and other relevant legislation are updated regularly.
our focus for 08/09 is to review and adjust our current
delegations to empower individuals to perform their roles
more effectively.
The board has adopted a directors’ code of conduct incorporating principles prescribed by the Public Sector Ethics Act 1994 (Qld). each Q-CoMp director and executive manager submits an
annual declaration of personal interests which is maintained
on a central register of interests to identify potential
conflicts of interest. Additionally, a standing item at board
meetings is the declaration of any real or potential conflict
of interest with any agenda matter.
The Q-COMP Code of conduct (the code) applies to all employees.
employees are advised to report any real or potential
conflicts of interest. the current code is based on the
five principles contained in the Public Sector Ethics
Act 1994 (Qld):
respect for the law and system of government•
respect for persons•
integrity•
diligence•
economy and efficiency.•
the code clearly defines a standard of conduct expected of
employees and imposes an obligation on employees to take
responsibility for their own conduct. it also emphasises the
expectation of high standards in the delivery of impartial,
independent and effective regulation of the workers’
compensation scheme.
the draft report from the 08 emerging leaders
Development program projects (see page 39) states the
principles and obligations are consistent with professional
behaviour but the omission of customer service obligations
is clearly inconsistent with where we want to be. this is
largely because the code pre-dates the current Ceo, most
of the management team and the strategic direction now in
place for Q-CoMp.
in 08/09, we will be revising our Code of conduct to:
encourage leadership, professionalism and customer •
service excellence
make it more visionary to encourage acceptance •
and ownership
be a visible, living, working document •
reflect the cultural shift since 06/07.•
the new code will be produced in line with our new
branding and plain english policy, and launched with our
new intranet. it will be promoted in employee information
sessions and newsletters and included in Comprehend
training modules (see page 60).
App
licat
ions
06/07 07/08
Month
50
40
30
20
10
0
Jul Feb Mar Apr May JunJanDecnovoctsepAug
58
q-comp | AnnuAl RepoRt 07/08 goVeRnAnCe
Achievement planning
Q-CoMp strategic plan
unit/groupBusiness plan
Additional communication channels
personal achievement plan (summary record)
Q-CoMp information sessions
Regular achievement and coaching meeting with Manager/team leader(min1–2 per month)
team meetings
What i plan to achieve(Kpi’s and behavioural
competencies)
Review achievement plan and
Q-CoMp projects
how i plan to do it(tailored to my needs)
What’s working well?What’s not working?
What action needs to be addressed?
how will i know i have achieved it
(what does success look like?)
if working well, what feedback have you
received, e.g. emails
if not working well–complete a more structured
development plan
‘health’ checks(culture surveys, upward
feedback, customer surveys, succession thoughts–interim
overview meeting)
team leader planning meetings
Annual achievementoutcome meeting(finalise summary
record)
22 Achievement planning process
59q-comp | AnnuAl RepoRt 07/08 goVeRnAnCe
Q-COMP developed a new Achievement planning process from a project completed in 07/08 by employees in the Emerging Leaders Development Program (ELDP – see page 39).
Achievement planning replaces Q-CoMp’s performance
Management and Development program, providing
appropriate and timely appraisal of employees or their
development, performance feedback for individuals and
effective follow-through on development.
Q-CoMp adopted the elDp project team’s
recommendation for the new process, including:
naming it Achievement planning•
modifying the current rating system to a more positive •
outcome-focused rating scale
separating the performance and development aspects•
establishing an effective framework for regular feedback •
and coaching
including a 360 degree feedback system for the •
appraisal of managers.
the Achievement planning process (see Figure 22) follows
on from the strategic and business planning process,
aligning employees’ personal achievements with that of the
business. there are two parts in the process:
personal achievement plan – sets the direction, focusing 1.
on career aspirations and/or professional development,
strategic issues/achievement objectives, demonstrated
positive behavioural attributes such as self-management
and interaction with colleagues and customers
Regular achievement and coaching meetings – held at 2.
least monthly, individuals meet with their manager or
supervise to discuss what’s going well (role, objectives,
performance indicators), what’s not going well and what
support is needed.
Communication plays a key feature in the Achievement
planning process, ensuring individuals are working in the
same direction as Q-CoMp. the new process will be
more adaptable and effective for meeting current and
future business needs. information sessions and training
are completed ready for implementation of Achievement
planning in 08/09.
Q-COMP’s comprehensive strategic and business unit planning process reflects the board and management’s long-term strategic vision.
the process provides an opportunity for management to
review their performance during the previous year against
targets and outcomes and guides Q-CoMp’s decision-
making throughout the coming financial year.
the Q-CoMp Board, management and employees
review the Q-CoMp’s mission, values and goals each
year to ensure Q-CoMp is moving towards its vision of
“an enduring Queensland workers’ compensation and
rehabilitation scheme that balances the needs of workers
and employers”.
the planning process also identifies emerging issues and
helps to formulate Q-CoMp’s four-year strategic plan
and business unit plans (see Figure 23). Following board
approval, the strategic plan is submitted to the Minister for
approval. Q-CoMp then reports quarterly to the Minister
on its progress in achieving the goals set out in the
strategic plan.
identified goals in Q-CoMp’s strategic plan for 08–12
are consistent with the Queensland government’s Charter
of Social and Fiscal Responsibility and Ministerial Portfolio
Statement and support government outcomes and
priorities. the efficient and effective delivery of Q-CoMp’s
functions contributes to achieving the Queensland
government’s key outcome of strengthening Queensland
communities. services provided by Q-CoMp in conjunction
with the Department of employment and industrial
Relations, the WorkCover Queensland Board and
Regular monthly review of employees
achievement, business KPIs and budget
October to February
Mid-year budget review; Q-COMP strategic and
operational planning
JulyEmployee
achievement review and career planning
OctoberTabling of
Annual report; Strategic plan
progress review
March to AprilBudget for
coming year
JuneStrategic plan delivered
to the Minister and business unit plans
completed
July to August
Annual report, financial statements
and Statisticsreport
23 Q-CoMp business planning cycle
60
q-comp | AnnuAl RepoRt 07/08 goVeRnAnCe
self-insured employers, aim to improve the lives of those
injured through a work-related event.
A number of subsidiary plans support the Q-CoMp
strategic plan including:
internal Audit strategic and Annual plans•
information Communications technology (iCt) •
Resources strategic plan
business unit plans.•
the strategic plan informs the business unit plans and
activities are developed to support Q-CoMp’s strategic and
operational goals. the business unit plans are reviewed on
an ongoing basis to monitor progress and operational issues
are reported to the Q-CoMp Management group as they
arise. Q-CoMp performance and scheme performance,
including scheme-wide trends and issues, are reported to
the board monthly and to the Minister quarterly
(see Appendix 6).
The corporate induction program provides training to new board members and employees on the Q-COMP policies and required standards.
two courses – Welcome to Q-COMP and An Overview
of the Scheme – are now available through our new
e-learning program Comprehend, see page 18. (the latter
course is also available to external customers).
employees can log in anytime and anywhere to receive up-
to-date information about Q-CoMp policies, standards and
work conditions, and information about their role in
the Queensland scheme. More courses on Q-CoMp work
practices are due to come on-line in 08/09.
new employees complete the courses as part of their
induction and we encourage all employees to refresh
themselves on the information regularly.
Q-COMP’s privacy plan and supporting procedures comply with the government approved administrative scheme, Information Standard 42 (IS42).
is42 contains 11 information privacy principles adopted
from the Commonwealth Privacy Act 1988. the
information privacy principles regulate how personal
information is collected, secured, used and disclosed
by Queensland government agencies and statutory
authorities, including Q-CoMp.
Q-COMP processes requests from workers, and third parties authorised by the worker, for injury profiles (histories of their workers’ compensation claims).
effective from 1 April 2005, an amendment to the Act
made it an offence for an employer to obtain and use
any documents for employment purposes that relate
to a person’s application for compensation or claims
for damages. the number of requests from workers or
authorised third parties has steadily and significantly
decreased from that date.
Legal Support Officer Di Greenaway handles requests for injury profiles from workers, their legal representatives and from workers’ compensation insurers.
61q-comp | AnnuAl RepoRt 07/08 goVeRnAnCe
24 Requests for injury profiles
typeNumber 07/08
number 06/07
number 05/06
number 04/05
Worker 27 42 49 24,009
Workers’ legal representatives and insurers 13,095 12311 11,523 11,804
Total 13,122 12353 11,572 35,813
We ensure a consistent approach to the release of documents which may be accessed through a number of legislative systems.
Q-CoMp deals mainly with requests for access to
documents under section 572 of the Act (administrative
access for workers), the Freedom of Information Act 1992
(Foi Act) and the Evidence Act 1977. Administrative access
for workers requires Q-CoMp to provide copies of relevant
documents within 20 business days. there is no charge for
supplying these documents.
the Foi Act provides all members of the community with
access to documents held by state government agencies
and ministers (subject to the limitations specified in the Foi
Act). Access and processing charges may apply. A person
has internal and external review rights for a decision made
by Q-CoMp on an Foi application. A Q-CoMp officer
of equal grade or senior to the person who made the
original decision conducts an internal review. An application
for external review is conducted by the office of the
information Commissioner, an independent external
review authority.
under the Evidence Act 1977, a party to a civil proceeding
may obtain access to relevant documents from Q-CoMp.
Fees apply and are charged in accordance with the evidence
Regulation 1993.
25 Foi applications
typeNumber 07/08
number 06/07
number 05/06
number 04/05
Applications 16* 56* 76 129
internal review 0 0 1 0
external review (office of the information Commissioner) 0 0 1 0
* the significant decrease in the number of Foi applications, down from
76 in 05/06 was due to the use of the other access regimes. Q-CoMp
processed a further 91 requests for access to documents under other
legislative schemes (05/06: 48), including 11 requests in accordance
with s134A of the Evidence Act 1977 (05/06: 41) and 80 in accordance
with s572 and s573A of the Workers’ Compensation and Rehabilitation
Act 2003.
We have published our Statement of Affairs on our website at www.qcomp.com.au.
section 18 of the Foi Act requires agencies to publish a
statement of affairs containing information including the
structure and functions of the agency and the range, nature
and accessibility of documents the agency holds.
Q-COMP has a policy and procedures in place detailing the types of personal information held and how individuals can access their personal information.
legal advice is also available to Q-CoMp employees to
ensure that personal information issues are managed in an
appropriate and timely manner. in August 07, Q-CoMp’s
vision for a dedicated internal legal advisory service was
realised with the establishment of the legal services unit
and the subsequent appointment of Claire Jenkins as the
legal services Manager, see page 43.
Whistleblowers Protection Act 1994Q-CoMp is subject to the Whistleblowers Protection
Act 1994. no disclosures were received or substantially
verified over the reporting period.
Appeals Officer Tanya Sayer preparing to defend an appeal against a Q-COMP review decision.
62
q-comp | AnnuAl RepoRt 07/08 FinAnCiAl oVeRVieW
Financial overview
Our finance team –Accountants Paula Eaton and Neal Bostock, and Finance and Administration Officer Tracey Pompeani.
shows the operating result for the year. this is
transferred to the Balance sheet at the end of each
financial year and also appears in the statement of
changes in equity.
shows the change in our net worth over the
07/08 year.
shows the cash in and out transactions from all
activities during the year. investing activities are
purchases of assets such as computer hardware and
motor vehicle.
shows what we own, what we owe, and our net
worth as at 30 June 08.
Income Statement $000
Revenue 55,356
less: expenses 57,230
Operating result: Profit/(loss) (1,874)
Statement of Changes in Equity $000
opening balance of equity 12,267
Add: operating result (1,874)
Closing balance of equity 10,393
Cash Flow Statement $000
operating activities (2,152)
investing activities (113)
net decrease in cash held (2,265)
Cash at beginning of year 12,639
Cash at end of year 10,374
Balance Sheet $000
Assets (including cash of $10,374,000) 12,904
liabilities 2,511
net assets 10,393
Retained earnings 8,699
Contributed equity 1,694
Total equity 10,393
26 Relationship between the four main financial statements
The overview is a summary of the key aspects of
Q-COMP’s financial performance during the 07/08
year. Its purpose is to assist our readers understand
and interpret the details of the financial statements on
pages 67 to 88.
About our financial statements
the four main financial statements (income statement,
Balance sheet, statement of Changes in equity, and Cash
Flow statement) provide specific information regarding our
activities for the year, and our financial position at the
63q-comp | AnnuAl RepoRt 07/08 FinAnCiAl oVeRVieW
end of the year, and are accompanied by the notes to and
Forming part of the Financial statements (which provide
supporting details). the purpose of the main statements,
and how they link together, is set out in Figure 26. on the
following pages, we provide an overview of the key events
that influenced our financial performance for the year.
Operating result
While a planned operating deficit resulted during the year,
mostly due to a reduction in the levy charged to WorkCover
Queensland and the self-insurers, we continued making
improvements in the services provided to our customers.
the deficit was funded from reserves built up since the
inception of Q-CoMp. Reserves will continue to be carefully
managed to ensure that they remain within our target range
of between 6.25% and 10% of annual turnover.
in its first four years of operation, Q-CoMp built up
significant reserves. We decided early in 07/08 to run in
deficit, basically returning to the insurers what could be
seen as an over-collection of levy payments. We achieved
a smaller deficit than anticipated as a result of lower than
forecast expenditure on medical assessment tribunals, other
external professional services and lower consumables costs.
50,000
45,000
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
05 06 07 0804
Workcover Queensland
self-insurer levy
Revenue from
financial assets
other revenue
28 Revenue composition27 operating result (five-year comparison)
5,000
4,000
3,000
2,000
1,000
0
-1,000
-2,000
-3,000
operating result
BudgetActual
04 05 06 07 08
Queensland health
04 05 06 07 08
Workplace health and
safety
Queensland ambulance
service
other scheme
expenses
30 scheme expenses
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
04 05 06 07 08
Q-CoMp expenses
scheme expenses
29 expenses composition
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
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10,000
8,000
6,000
4,000
2,000
0
04 05 06 07 08
employee expenses
supplies and
services
Depreciation,amortisation
and impairment
other
31 Q-CoMp expenses composition
improvements in service delivery and an increase in grants
expenditure resulted in overall expenditure growth of 9.4%,
whilst there was a modest increase in revenue of 0.3%.
Both increases where within budgeted targets.
Income statement
Revenue –
Figure 28 provides a breakdown of Q-CoMp’s revenue
for the past five years. our main source of income is the
workers’ compensation levy (received from self-insurers)
and WorkCover Queensland’s contribution.
in 07/08, income from these sources was $52.8 million
up from $52.4 million in 06/07. We reduced the levy from
2.37% of self-insurers’ estimated claims liability (eCl) in
06/07 to 2.30% in 07/08.
the balance of revenue was interest earned from the
investment of the self-insurer levy and WorkCover
Queensland contribution. interest earned was $2.4 million
(similar to last year). the interest we earn helps to keep
the levy rate down, and is returned to the scheme through
scheme grants.
Funds were invested with the Cash enhanced Fund of
Queensland investment Corporation (QiC) and with the
Cash Fund at Queensland treasury Corporation (QtC).
Withdrawals from the fund are made for operating purposes
when required. the investment split between QiC and QtC
maximised interest earnings under a low risk profile (target
rate of 6.0%). Funds invested during 08 earned an average
of 7.05%.
the board actively manages investments to ensure that
the highest overall interest earnings possible are achieved.
the challenge in 07/08 was the volatility in QiC investment
returns as a result of market trends. A formal review will be
conducted early in 08/09 to ensure that the investment of
the funds is appropriate.
Expenses –
expenses rose from $52.3 million in 06/07 to
$57.2 million in 07/08, a 9.4% increase. the majority of
this increase was the result of an 8.4% increase in grants
with the remainder from employee and other
administration expenses.
Grants
of the $57.2 million Q-CoMp spent during the year, 66%
was for grants. the largest component was the Workplace
health and safety grant ($34.3 million, up from
$31.6 million in 06/07). the Workplace health and
safety grant is set by the Department of employment
and industrial Relations, and paid to this department by
Q-CoMp as required under the Act. other grant payments
were made to the Queensland Ambulance service
($3 million, up from $2.8 million in the previous year),
which is used for the costs of transporting injured workers
to hospital, and some small grants to worker and
employer organisations.
Q-COMP operating expenses
While improvements in services delivered to
our customers come at a cost, we were able to
make significant efficiency gains to fund these
improvements.
We continued to manage expenses and to achieve most
performance targets at or below budget. Major initiatives
achieved during the year contributed to our operating
expenses. these initiatives included our e-learning program
Comprehend (see page 18) and the workflow management
systems implemented in the tribunal secretariat
(see page 28).
Employee expenses
employee expenses increased by 12.1% overall from
06/07. in part, this was due to the impact of the enterprise
bargaining increase of 4% that came into effect on 1
october 07. the remainder represents the investment
needed to retain and attract good people in a tight labour
market. Q-CoMp restructured to improve customer
service, creating a number of new opportunities for
development and career progression. every effort was
made to ensure permanent employees retained a role at
Q-CoMp commensurate with their skills and career goals.
some employees chose to take voluntary redundancies.
initiatives such as Qdos (see page 37) and higher duties/
allowances were introduced to recognise the contributions
of employees in a changing environment. our focus
on improving the quality of service is illustrated by
the continued commitment to employee training and
development (including conferences and seminars) with
65q-comp | AnnuAl RepoRt 07/08 FinAnCiAl oVeRVieW
expenditure in this area as a percentage of salaries growing
from 1.9% in 03/04 to 3.1% by 07/08. investment in
our people will continue to grow in future years as we
encourage coaching and development for individuals as part
of our succession planning.
Supplies and services
excluding the costs of running medical assessment
tribunals, the costs of supplies and services reduced by
18%. Most areas of expenditure have decreased, with
the most significant being a decrease of 76% for external
professional fees. this is due to the restructure where
previously outsourced services were replaced by in-house
expertise and is reflected in the increase in employee
expenses as the reviews, appeals and legal services areas.
there was a 17% increase during 07/08 which mostly
consists of payments to medical practitioners who facilitate
the medical assessment tribunals. this resulted from
increased payments to these medical practitioners to
reflect the market cost of delivering medical services and
to ensure that the service Q-CoMp provides to injured
workers remains a priority.
We continue to enhance efficiency by outsourcing
most facilities maintenance, and controlling purchasing
procedures to ensure high quality service outcomes at the
lowest cost.
Depreciation, Amortisation and Impairment
As Q-CoMp has a comparatively small asset base,
depreciation, amortisation and impairment are a small
component of overall expenses. the total rose by 4.3%
between 07 and 08, mainly due to charges for new
computer equipment and upgrade of our pool
motor vehicle.
Other expenses
other expenses rose by 26% between 06/07 and 07/08,
due, in part, to a significant increase (8.0%) in the amount
required for legal expenses. this is a demand-driven item
that varies from year to year in accordance with the number
and complexity of appeal cases that go to trial.
overall information technology expenditure was relatively
low during 06/07 however computer software licence
and other computer charges grew by 138% in 07/08. the
increase reflects costs involved in developing Q-CoMp’s
online learning program Comprehend, which will deliver
significant training benefits to both employees and
customers. Costs also reflect supply of multiple computer
screens for employees in key areas to provide
work efficiencies.
Balance Sheet
Assets –
Q-CoMp has a relatively simple asset mix, with most
of what we owned at 30 June 08 represented by cash
invested in on-call deposits ($10.4 million) and in the
capital amount for the fit-out at our Ann st premises
($1.6 million). total assets reduced by $2.2 million
during 07/08, largely attributed to a reduction of 18%
in cash deposits.
Liabilities –
liabilities represent amounts that we owe to third parties,
and include employee entitlements and accounts payable.
our total liabilities remained relatively constant between
06/07 and 07/08 with a slight reduction of less than
$0.5 million.
Equity –
Q-CoMp’s equity comprises retained surpluses, and an
amount of $1.7 million representing a transfer of net
assets during the separation from WorkCover Queensland
in 2003. this amount is shown as contributed equity in the
financial statements. the operating deficit of
$1.874 million in 07/08 reduced retained surpluses by
15.3% to $10.393 million. Reserves are still well within
the target range.
Future direction
Revenue
Revenue is largely determined by the levy rate charged
to self-insurers and WorkCover Queensland. the board
adopted a strategy to manage reserves at greater than
the target of 6.25-10% of turnover in the early years of
Q-CoMp’s existence. With reserves still running well above
the target rate and with an increase in interest returns
from investments, we will continue to consider setting the
target rate at a level that minimises any increase in workers’
compensation costs to the community. the levy charged
will be reduced again in 08/09.
Expenses
in 08/09, employee expenses will rise, although employee
numbers will remain relatively stable. this will be because of
a further enterprise bargaining adjustment of 4% which will
come into effect in october 08. there will also be increased
investment in training and development.
the internal restructure commenced in 07/08 which
focused on delivering higher quality customer service is
nearing completion and will not have a significant impact on
employee expenses.
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We expect to keep increases in other operating costs low,
with the only major increases likely to be in the area of
grants made for workplace health and safety and initiatives
to increase public awareness of the Queensland workers’
compensation scheme.
Balance Sheet
limited capital expenditure is forecast for 08/09, and will
result from planned new computer hardware purchases.
Active management of our reserves will continue and
options for the levy reduction will be considered in
accordance with reserve targets and may result in some
reduction in cash investments.
Financial summary: key ratios and trends
the financial summary gives a snapshot of key ratios
and trends in Q-CoMp’s financial performance over the
past five years. the ratios and trends assist in evaluating
Q-CoMp’s results
32 Ratios
07/08 06/07 05/06 04/05 03/04
Working capital ratio
Current assets
Current liabilities
Measures Q-CoMp’s ability to meet currentcommitments 6.0 5.8 2.6 3.3
2.2
Labour ratio
employee expenses
Q-CoMp operating expenses
Measures Q-CoMp’s commitment to employees
47.0
46.8
44.0
43.4
36.7
Net worth movement ratio
total equity
Measures the growth in net assets within Q-CoMp 0.85 1.31 1.26 2.1 –
33 trends
07/08 06/07 05/06 04/05 03/04
operating result (1,874) 2,874 1,935 3,905 1,859
levy income 6,846 6,833 6,125 6,377 5,068
WorkCover Queensland contribution 45,970 45,528 42,098 44,661 35,000
interest income 2,425 2,447 1,898 1,412 564
scheme expenses 37,648 34,712 30,976 33,791 23,492
Q-CoMp operating expenses 19,582 17,553 17,452 14,931 15,455
employee expenses 9,210 8,213 7,673 6,476 5,673
supplies and services 7,283 6,842 6,712 5,743 5,743
Q-CoMp operating expenses as % of
scheme and Q-CoMp expenses 34.2% 33.6% 36.0% 30.7% 39.7%
training and development as percent of salary costs 3.1% 2.8% 2.2% 1.0% 1.9%
67q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
Financial statements
Table of contents
purpose and scope of the financial statements 67
income statement 68
Balance sheet 69
Statement of cash flows 70
Statement of changes in equity 71
notes to and forming part of the financial statements 72
certificate of the Workers’ compensation Regulatory 87 Authority (trading as Q-comp)
Purpose and scope of the financial statements
the Workers’ compensation Regulatory Authority (trading as Q-comp) was established as a statutory authority on 1st July 2003 under the Workers’ Compensation and Rehabilitation Act 2003 (the Act).
in terms of Section 330 of the Act, Q-comp’s functions are defined as follows:
the Authority’s primary function is to regulate the workers’ 1. compensation scheme.
in enforcing this Act as the regulator, the Authority’s functions 2. include the following:
to monitor the compliance of insurers with this Acta.
to monitor the performance of insurers under the Act, b. including the consistent application of this Act
to decide applications relating to self-insurancec.
to undertake reviews of decisions under chapter 13, d. part 2 and manage appeals under chapter 13, part 3
to support and oversee the efficient administration of e. medical assessment tribunals
to undertake workplace rehabilitation accreditation and f. compliance activities
to provide rehabilitation advisory servicesg.
to maintain a database for scheme-wide reportingh.
to promote education about the workers’ i. compensation scheme
to collect fees under the Actj.
to perform other functions given to the Authority under k. this or another Act.
the financial statements have been prepared pursuant to Section 46F of the Financial Administration and Audit Act 1977, Australian Accounting Standards and disclosure requirements of the Australian accounting bodies so as to provide full disclosure of the Q-comp operations during the year ended 30 June 2008 and the general state of affairs at the end of the year.
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for the year ended 30 June 2008
2008 2007
Note $’000 $’000
INCOME
Revenue
Workcover Queensland levy 45,970 45,528
Self-insurer levy 6,846 6,833
Revenue from financial assets 2 2,425 2,447
other revenue 3(a) 113 331
Gains
Gain on sale of plant equipment and motor vehicle 3(b) 2 -
Total income 55,356 55,139
ExPENsEs
employee expenses 4 9,210 8,213
Supplies and services 5 7,283 6,842
Depreciation, amortisation and impairment 6 317 304
Scheme expenses 7 37,648 34,712
other expenses 8 2,772 2,194
Total expenses 57,230 52,265
Operating result (1,874) 2,874
the accompanying notes form part of these statements
Income statement
69q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
for the year ended 30 June 2008
2008 2007
Note $’000 $’000
CurrENT assETs
cash and cash equivalents 9 10,374 12,639
trade and other receivables 10 499 477
other current assets 11 460 241
Total current assets 11,333 13,357
NON-CurrENT assETs
intangible assets 12 153 221
property, plant and equipment 13 1,418 1,558
Total non-current assets 1,571 1,779
Total assets 12,904 15,136
CurrENT lIabIlITIEs
trade and other payables 14 731 1,032
Accrued employee benefits 15 1,162 1,271
other financial liabilities 9 10
Total current liabilities 1,902 2,313
NON-CurrENT lIabIlITIEs
Accrued employee benefits 15 344 291
long-term provisions 16 265 265
Total non-current liabilities 609 556
Total liabilities 2,511 2,869
Net assets 10,393 12,267
EquITy
Retained earnings 8,699 10,573
contributed equity 1,694 1,694
Total equity 10,393 12,267
the accompanying notes form part of these statements
balance sheet
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2008 2007
Note $’000 $’000
Cash FlOws FrOM OPEraTINg aCTIvITIEs
Inflows
insurer receipts 52,816 52,381
interest and other financial inflows 2,425 2,446
Sundry income received 135 292
GSt collected from customers 4,616 4,576
GSt input tax credits refunded from Ato 4,361 3,966
64,353 63,661
outflows
payments to suppliers and employees (57,480) (54,596)
GSt paid to suppliers (4,874) (4,434)
GSt remitted to Ato (4,151) (4,228)
(66,505) (63,258)
Net cash provided by/(used in) operating activities (2,152) 403
Cash FlOws FrOM INvEsTINg aCTIvITIEs
Inflows
proceeds from sale of property, plant and equipment 2 -
outflows
purchase of property, plant and equipment (115) (106)
(115) (106)
Net cash provided by/(used in) investing activities (113) (106)
Cash FlOws FrOM FINaNCINg aCTIvITIEs
Net cash provided by/(used in) financing activities - -
net increase/(decrease) in cash held (2,265) 297
cash at the beginning of reporting period 12,639 12,342
Cash and Investments at end of reporting period 9 10,374 12,639
the accompanying notes form part of these statements
statement of cash flowsfor the year ended 30 June 2008
71q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
retained surpluses Contributed equity
2008 2007 2008 2007
$’000 $’000 $’000 $’000
Balance 1 July 10,573 7,699 1,694 1,694
operating surplus (1,874) 2,374
balance 30 June 8,699 10,073 1,694 1,694
the accompanying notes form part of these statements
statement of changes in equity
for the year ended 30 June 2008
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Notes to and forming part of the financial statements
for the year ended 30 June 2008
Objectives and principal activities of q-COMP
the Workers’ compensation Regulatory Authority (trading as Q-comp) was established as a statutory authority on 1st July 2003 under the Workers’ Compensation and Rehabilitation Act 2003 (the Act).
the Authority’s primary objective is to regulate the workers’ compensation scheme in Queensland. Amongst its main functions are:
to monitor the compliance and performance of insurers •
to decide applications relating to self-insurance•
to undertake reviews of decisions •
to support and oversee the efficient administration of medical assessment tribunals•
to undertake workplace rehabilitation accreditation and compliance activities•
to provide rehabilitation advisory services•
to maintain a database for scheme-wide reporting•
to promote education about the workers’ compensation scheme.•
the Authority is principally funded for the outputs it delivers from levies it receives from Work cover and other registered self-insurers.
NOTE 1 summary of significant accounting policies
basis of accounting (a)
the financial statements have been prepared in accordance with Australian Accounting Standards issued by the Australian Accounting Standards Board.
this financial report is a general purpose financial report.
in particular, the financial statements comply with the treasurer’s minimum Reporting Requirements for the year ended 30 June 2008, and other authoritative pronouncements.
except where stated, the historical cost convention is used.
rounding and comparatives(b)
Amounts included in the financial statements are in Australian dollars and have been rounded to the nearest $1,000, or where amounts are less than $500 to zero, unless disclosure of the full amount is specifically required. comparative information has been restated where necessary to be consistent with disclosures in the current reporting period.
revenue recognition(c)
income from insurers is recognised when insurer levy invoices are raised. interest income is recognised when it is earned. other revenues are brought into account when the goods and services are delivered.
Cash and cash equivalents(d)
For the purposes of the balance sheet and the cash flow statement, cash assets include all cash and cheques receipted but not banked at 30 June as well as deposits at call with financial institutions.
Trade and other receivables(e)
trade debtors are recognised at the nominal amounts due at the time of sale or services delivery, with settlement being generally required within 21 days from the invoice date, no interest is charged and no security is obtained.
the collectability of receivables is assessed periodically with provision being made for impairment.
Bad debts are written off in the period in which they are recognised.
73q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
Notes to and forming part of the financial statements
for the year ended 30 June 2008
Employee benefits(f)
Wages, salaries and recreation leave
Wages, salaries and recreation leave due and unpaid at reporting date are recognised in the balance sheet at the remuneration rates expected to apply at the time of settlement. payroll tax and workers’ compensation insurance are a consequence of employing employees, but are not counted in an employee’s total remuneration package. they are not employee benefits and are recognised separately as employee related expenses. employer superannuation contributions and long service leave are regarded as employee benefits.
For unpaid entitlements expected to be paid within 12 months, the liabilities are recognised at their undiscounted values. For those entitlements not expected to be paid within 12 months, the liabilities are classified as non-current liabilities and recognised at their present values, calculated using yields on fixed rate commonwealth Government Bonds of similar maturity.
Recognition of liability – former WorkCover employees
under the Workers’ Compensation and Rehabilitation Act 2003 a person who immediately before 30 June 2003 was employed in the Q-comp Division of Workcover became an employee of the Agency and ceased being an employee of Workcover. Q-comp assumed the long service leave and annual leave entitlements from 1 July 2003 with each entitlement thereof being paid to Q-comp as part of the machinery of Government changes. these entitlements are calculated as if service with Workcover were continuous service.
Long service leave
long service leave entitlements payable are assessed at balance date having regard to current employee remuneration rates, employment related on-costs and other factors including accumulated years of employment, future remuneration levels, and experience of employee departure per year of service. long service leave expected to be paid in the next 12 months is recorded as a current liability in the balance sheet at its nominal value. long service leave expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these entitlements accrued to balance date and recorded as a non-current liability. Relevant commonwealth Bond Rates are used for discounting future cash flows.
Sick leave
Sick leave entitlements are non-vesting and are only paid upon valid claims for sick leave by employees. Sick leave expense is brought to account in the reporting period in which the leave occurs.
Superannuation
employer superannuation contributions are paid to QSuper, the superannuation plan for Queensland Government employees, at rates determined by the State Actuary. contributions are expensed in the period in which they are paid or payable. the Agency’s obligation is limited to its contribution to QSuper.
no liability is recognised for accruing superannuation benefits in these financial statements, the liability being held on a whole-of-Government basis and reported in the whole of Government financial report prepared pursuant to AAS 31- Financial Reporting by Governments.
Executive remuneration
the executive remuneration disclosures in the employee expenses note (note 4) in the financial statements include:
the aggregate remuneration of all senior executives (including the chief executive officer) whose remuneration for the financial •year is $100,000 or more; and
the number of senior executives whose total remuneration for the financial year falls within each successive $20,000 band, •commencing at $100,000.
the remuneration disclosed is all remuneration received or receivable, directly or indirectly, from Q-comp or any related party in connection with the management of the affairs of Q-comp, whether as an executive or otherwise. For this purpose, remuneration includes:
wages and salaries;•
accrued leave (that is, the increase/decrease in the amount of annual and long service leave owed to an executive, inclusive of •any increase in the value of leave balances as a result of salary rate increases or the like);
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Notes to and forming part of the financial statements
for the year ended 30 June 2008
performance pay received or due and receivable in relation to the financial year, provided that a liability exists (namely a •determination has been made prior to the financial statements being signed), and can be reliably measured even though the payment may not have been made during the financial year;
accrued superannuation (being the value of all employer superannuation contributions during the financial year, both paid and •payable as at 30 June);
car parking benefits and the cost of motor vehicles, such as lease payments, fuel costs, registration/insurance, and repairs/•maintenance incurred by the Agency during the financial year, both paid and payable as at 30 June, net of any amounts subsequently reimbursed by the executives;
allowances (which are included in remuneration agreements of executives, such as airfares or other travel costs paid to/for •executives whose homes are situated in a location other than the location they work in); and
fringe benefits tax included in remuneration agreements.•
Trade and other payables(g)
payables are recognised for amounts payable in the future for goods and services received, whether or not billed to the Agency and are measured at the agreed purchase/contract price, gross of applicable trade and other discounts. Amounts owing are generally unsecured, not subject to interest charges and are normally settled within 30 days of invoice receipt.
Taxation(h)
Q-comp is a State body as defined under the Income Tax Assessment Act 1936 and is exempt from commonwealth taxation except for Fringe Benefit tax (FBt) and Goods and Services tax (GSt). As such, GSt credits receivable from/payable to the Ato are recognised and accrued.
acquisition of assets(i)
Actual cost is used for the initial recording of all non-current physical and intangibles asset acquisitions. cost is determined as the value given as consideration, plus costs incidental to the acquisition, including all other costs incurred in getting the assets ready fro use, including architects’ fees and engineering design fee. However, any training fees are expensed as incurred.
Where assets are received free of charge from another Queensland Government entity (whether as a result of a machinery-of-Government or other involuntary transfer), the acquisition cost is recognised as the carrying amount in the books of the transferor immediately prior to the transfer together with any accumulated depreciation.
Assets acquired at no cost or for nominal consideration, other than an involuntary transfer from another Queensland Government entity, are recognised at their fair value at the date of acquisition in accordance with AASB116 Property, Plant and Equipment.
Property, plant and equipment(j)
items of property, plant and equipment with a cost or other value equal to or in excess of the following thresholds are recognised for financial reporting purposes in the year of acquisition:
plant and equipment $5,000 motor vehicles $5,000
items with a lesser value are expensed in the year of acquisition.
Depreciation
the depreciable amount of all fixed assets is depreciated on a straight-line basis so as to write off the values of each depreciable asset, less its estimated residual value, progressively over its estimated useful life to Q-comp. Depreciation rates are reviewed annually to ensure the carrying amounts reflect the remaining useful lives of the respective assets.
the depreciation rates for each class of depreciable asset are as follows:
computer hardware 14.29% to 25% motor vehicles 20% to 33.3% (to residual value) office equipment 10% to 20% leasehold improvements 10%
Assets under construction (work-in-progress) are not depreciated until they reach service delivery capacity.
75q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
Notes to and forming part of the financial statements
for the year ended 30 June 2008
Intangibles(k)
intangible assets with a cost or other value greater than $100,000 are recognised in the financial statements, items with a lesser value being expensed. each intangible asset is amortised over its useful life to the agency, less any anticipated residual value. the residual value is zero for all the Authority’s intangible assets.
it has been determined that there is not an active market for any of the Authority’s intangible asset. As such, the assets are recognised and carried at cost less accumulated amortisation and accumulated impairment losses.
Internally generated software
costs associated with the development of computer software have been capitalised and are amortised on a straight–line basis over the period of expected benefit to the Authority. Amortisation rates applied range between 10–20%.
Impairment of non-current assets(l)
All non-current physical and intangible assets are assessed for indicators of impairment on an annual basis. if an indicator of possible impairment exists, Q-comp determines the asset’s recoverable amount. Any amount by which the asset’s carrying amount exceeds the recoverable amount is recorded as an impairment loss.
the asset’s recoverable amount is determined as the higher of the asset’s fair value less costs to sell and depreciated replacement cost.
An impairment loss is recognised immediately in the income statement, unless the asset is carried at a re-valued amount. When the asset is measured at a re-valued amount, the impairment loss is offset against the asset revaluation reserve of the relevant class to the extent available.
Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised as income, unless the asset is carried at a re-valued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.
leases(m)
At the reporting date, Q-comp only held operating leases. the payments and receipts for these operating leases are charged and credited to the income statement in the periods in which they are incurred and derived.
Insurance(n)
Q-comp’s non-current physical assets and other risks are insured through the Queensland Government insurance Fund, premiums being paid on a risk assessment basis. in addition, the Q-comp pays premiums to Workcover Queensland in respect of its obligations for employee compensation.
Contributed equity(o)
non-reciprocal transfers of assets and liabilities between wholly-owned Queensland State public Sector entities as a result of machinery-of-Government changes are adjusted to ‘contributed equity’ in accordance with interpretation 1038 Contribution by Owners Made to Wholly-Owned Public Sector Entities. Appropriations for equity adjustments are similarly designated.
prior to 1 July 2003, Q-comp was a part of Workcover Queensland. Subsequent to 1 July 2003 when Q-comp became an independent statutory body, the transfer of assets at no cost from Workcover Queensland was treated as a machinery of Government change.
Provisions(p)
provisions are recorded when Q-comp has a present obligation, either legal or constructive as a result of a past event. they are recognised at the amount expected at reporting date at which the obligation will be settled in a future period. Where the settlement of the obligation is expected after 12 or more months, the obligation is discounted at the present value using the pre-tax discount rate. the amounts recognised as provisions in relation to the dismantling and removal of assets and the restoration of land on which the assets have been located, have been included in the cost of the assets.
Issuance of financial statements(q)
the financial statements are authorised for issue by the chairman and chief executive officer as at the date of signing the management certificate.
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Notes to and forming part of the financial statements
for the year ended 30 June 2008
Judgements and assumptions(r)
Q-comp has made no judgements or assessments which may cause a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.
Financial instruments(s)
Recognition
Financial assets and liabilities are recognised in the balance sheet when the Authority is party to the contractual provisions of the financial instrument.
Classification
Financial instruments are classified and measured as follows:
cash and cash equivalents – held at fair value through profit and loss•
Receivables – held at amortised cost•
Held to maturity investment – held at amortised cost•
payables – held at amortised cost•
Borrowings – held at amortised cost•
Borrowings are held at amortised cost. Any borrowing costs are added to the carrying amount of the borrowing to the extent that they are not settled in the period, in which they arise.
the Authority does not enter into transactions for speculative purposes, nor for hedging. Apart from cash and cash equivalents, the Authority holds no financial assets at fair value through profit and loss.
All disclosures relating to the measurement basis and financial risk management of other financial instrument held by the Authority are included in note 20.
New and revised accounting standards(t)
no Australian accounting standards and interpretations issued or amended and applicable for the first time in the 2007/08 financial year have an effect on the Authority. Also, the Authority has not voluntarily changed any of its accounting policies.
Q-comp is not permitted to early adopt a new accounting standard ahead of the specified commencement date unless approval is obtained from the treasury Department. consequently, the Authority has not applied any Australian accounting standards and interpretations that have been issued but are not yet effective. the authority will apply these standards and interpretations in accordance with their respective commencement dates.
AASB1052 Disaggregated Disclosures is applicable from reporting periods commencing 1 July 2008. the Authority has not yet assessed the impact of this Standard on future disclosure.
AASB101 Presentation of Financial Statements has been revised and is applicable from 1 July 2009. the revised standard has no measurement or recognition implications. However, there will be presentation changes to the Authority’s overall financial performance and position. the Authority has not yet assessed the full impact of this Standard.
77q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
Notes to and forming part of the financial statements
for the year ended 30 June 2008
2008 2007
$’000 $’000
NOTE 2 revenue from financial assets
interest bank account 1,714 976
net change in fair value of financial assets 711 1,471
2,425 2,447
NOTE 3 Other revenue and gains
revenue(a)
Rehabilitation and return to work coordinator fees * - 138
Application fee for self-insurer licence - 20
Rent revenue 112 107
other revenue 1 66
113 331
* Certification fee for persons successfully completing rehabilitation and return to work coordinator course and registering with Q-COMP
gains(b)
Gain on sale of property, plant and equipment
motor vehicle 2 -
2 -
78
q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
Notes to and forming part of the financial statements
for the year ended 30 June 2008
2008 2007
$’000 $’000
NOTE 4 Employee expenses
Employee benefits
Wages and salaries 7,044 6,875
employer superannuation contributions * 716 699
long service leave 243 111
8,003 7,685
Employee related expenses
Workers compensation 14 14
payroll tax 379 342
Staff training and development 195 155
other staff costs 619 17
1,207 528
Total 9,210 8,213
* Costs of workers compensation insurance and payroll tax are a consequence of employing employees, but are not counted in employees’ total remuneration packages. They are not employee benefits, but rather employee related costs. Employer superannuation contributions and long service leave are regarded as employee benefits,
Number Number
the number of employees including both full-time employees and part-time employees measured on a full-time equivalent basis is:
92.2 87.5
Employee remuneration
the number of senior executives who received or were due to receive total remuneration of $1000,000 or more:
$100,000 to $119,999 2 5
$120,000 to $139,999 1 5
$140,000 to $159,000 2 -
$160,000 to $179,999 - -
$180,000 to $199,999 1 -
$200,000 and above 3 3
9 13
$’000 $’000
the total remuneration of executives shown above: 1,622 1,817
** The amount calculated as executive remuneration in these financial statements includes the direct remuneration received, as well as items not directly received by senior executives such as movement in leave accruals and fringe benefits tax paid on motor vehicles. The amount will therefore differ from the advertised executive remuneration packages which do not include the later items.
the total separation and redundancy/termination benefit payments during the year to executives shown above
262 -
79q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
Notes to and forming part of the financial statements
for the year ended 30 June 2008
2008 2007
$’000 $’000
NOTE 5 supplies and services
travel expenses – solicitors/barristers/doctors 124 148
travel expenses – other 56 64
consultants’ fees 1 29
contractors’ fees * 5,124 4,380
corporate services charges paid to cAA ** 127 112
Rent and associated costs 1,136 1,197
professional fees 90 380
printing costs 135 89
postal charges 98 89
other supplies and services 392 354
7,283 6,842
* The main component of contractors’ fees is payments made to doctors appointed to the medical assessment tribunals by Governor in Council.
** Q-COMP has a service level agreement with the Corporate Administration Agency (CAA) to undertake a number of accounting and payroll services on their behalf.
NOTE 6 Depreciation and amortisation
Depreciation – office equipment 13 22
Depreciation – computer hardware 68 50
Depreciation – motor vehicles 10 6
Depreciation – leasehold improvements 158 158
Amortisation – computer software 68 68
317 304
NOTE 7 scheme expenses
Workplace Health and Safety Grant * 34,309 31,621
Advisory services grants 305 289
Queensland Ambulance Services ** 2,980 2,750
ministerial liaison officer sponsorship 54 52
37,648 34,712
Scheme expenses are collected by Q-comp through insurer levies and contributions under the workers’ compensation scheme and are passed on to the various agencies.
* The Minister for Employment, Training and Industrial Relations instructed Q-COMP (pursuant to s479 of the Workers’ compensation and Rehabilitation Act 2003) on 1 June 2007 to contribute $37.740 million (including GST), $34.309 million (excluding GST), in 2007/08 to the Department of Employment and Industrial Relations for injury prevention programmes.
** Payments for discharging liability for pre-hospital patient care and ambulance transfer services for injured workers within the Queensland workers’ compensation scheme.
80
q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
Notes to and forming part of the financial statements
for the year ended 30 June 2008
2008 2007
$’000 $’000
NOTE 8 Other expenses
legal fees 2,062 1,595
Finances costs 42 49
Auditors remuneration 30 37
Asset write-off - 6
computer services provided by citec 298 364
Software licence fees and other computer charges 340 143
2,772 2,194
NOTE 9 Cash and cash equivalents
cash at bank and in hand 229 65
Short-term deposits 10,145 12,574
10,374 12,639
NOTE 10 Trade and other receivables
trade debtors 17 43
net GSt Receivable 482 434
499 477
NOTE 11 Other current assets
prepayments 460 241
NOTE 12 Intangible assets
Internally generated computer software
At cost 1,137 1,137
less accumulated amortisation (984) (916)
153 221
Intangibles reconciliation
Internally generated computer software
carrying amount at 1 July 221 289
Amortisation (68) (68)
Carrying amount 30 June 153 221
81q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
Notes to and forming part of the financial statements
for the year ended 30 June 2008
2008 2007
$’000 $’000
NOTE 13 Property plant and equipment
Plant and equipment
At cost 747 682
less accumulated depreciation (488) (442)
259 240
Leasehold improvements
At cost 1,581 1,581
less accumulated depreciation (422) (263)
1,159 1,318
Total property plant and equipment 1,418 1,558
Property, plant and equipment reconciliation
Plant and equipment leasehold improvements
2008 2007 2008 2007
$’000 $’000 $’000 $’000
carrying amount at 1 July 240 218 1,318 1,476
Additions 115 106 - -
Disposals (6) (6) - -
Depreciation (90) (78) (159) (158)
Carrying amount at 30 June 259 240 1,159 1,318
82
q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
Notes to and forming part of the financial statements
for the year ended 30 June 2008
2008 2007
$’000 $’000
NOTE 14 Trade and other payables
trade creditors 349 214
Accrued expenses 372 790
other payables 10 28
731 1,032
NOTE 15 accrued employee benefits
Current
Recreation leave 512 569
long service leave 485 560
outstanding salaries and wages 150 127
other employee benefits 15 15
1,162 1,271
Non-current
long service leave 344 291
344 291
NOTE 16 Provisions
Non-current
Restoration costs * 265 265
265 265
* Q-COMP has an obligation under its lease for 347 Ann Street to restore the office to its original state. The estimate of the cost has been provided by Q-COMP’s Property Advisors. This provision has been calculated using a discount rate of 5%.
83q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
Notes to and forming part of the financial statements
for the year ended 30 June 2008
2008 2007
$’000 $’000
NOTE 17 reconciliation of net cash provided by operating activities to net surplus from ordinary activities
Net surplus from ordinary activities (1,874) 2,874
Adjustment for non-cash items
Depreciation, amortisation and impairment 317 304
(Gain) on disposal/asset write-off (2) 6
Changes in assets and liabilities
Decrease/(increase) in receivables (22) (131)
Decrease/(increase) in prepayments (213) (56)
increase/(decrease) in payables (301) (2,537)
increase/(decrease) in provisions (56) (47)
increase/(decrease) in other current assets (1) (10)
Net cash provided by operating activities (2,152) 403
NOTE 18 lease commitments
As at 30 June 2008 Q-comp had the following operating lease commitments exclusive of GSt:
Within one year 722 694
one to five years 3,189 3,066
later than five years 2,101 3,908
A new lease for ten years for premises in Ann Street has commenced on 1 november 2005.
NOTE 19 grant commitments
As at 30 June 2008 Q-comp had the following operating grant commitments exclusive of GSt:
Within one year 316 232
one to five years 676 241
84
q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
Notes to and forming part of the financial statements
for the year ended 30 June 2008
2008 2007
Note $’000 $’000
Note 20 Financial instruments
Categorisation(a)
the Authority has the following categories of financial assets and financial liabilities.
Financial assets
cash and cash equivalents 9 10,374 12,639
Receivables 10 499 477
Total 10,873 13,116
Financial liabilities
Financial liabilities measured at amortised cost:
payables 14 731 1,032
Total 731 1,032
Credit risk exposure(b)
the maximum exposure to credit risk at balance date in relation to each class of financial assets is the gross carrying amount of those assets inclusive of any provision for impairment.
the following table represents the Authority’s maximum exposure to credit risk based on contractual amounts net of any allowances:
Maximum exposure to credit risk
Financial assets
cash and cash equivalents 9 10,374 12,639
Receivables 10 499 477
Total 10,873 13,116
no collateral is held as security and no credit enhancements relate to financial assets held by the Authority.
the Authority manages credit risk through the use of a credit management strategy. this strategy aims to reduce the exposure to credit default by ensuring that the Authority invests in secure assets and monitors all funds owned on a timely basis. exposure to credit risk is monitored on an ongoing basis.
no financial assets and financial liabilities have been offset and presented net in the balance sheet.
the method of calculating any provisional impairment for risk is based on past experience, current and expected future changes in economic conditions and changes in client credit ratings. the main factors affecting the current calculation for provisions are disclosed below as loss events. these economic and geographic changes form part of the Authority’s documented risk analysis assessments in conjunction with historic experience and associated industry data.
no financial assets have had their terms renegotiated so as to prevent them from being past due or impaired, and are stated at the carrying amounts as indicated.
no financial assets disclosed in these financial statements for 2007/08 or 2006/07 are past due or impaired.
85q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
Notes to and forming part of the financial statements
for the year ended 30 June 2008
2008 interest rate risk
Financial instrument Carrying amount - 1% + 1%
Profit Equity Profit Equity
cash 10,374 (103) (103) 103 103
Overall effect on profit and equity (103) (103) 103 103
2007 interest rate risk
Financial instrument Carrying amount - 1% + 1%
Profit Equity Profit Equity
cash 12,679 (127) (127) 127 127
Overall effect on profit and equity (127) (127) 127 127
Fair value
the fair value of financial assets and liabilities is determined as follows:
the carrying amount of cash, cash equivalents, payables approximate their fair value.•
Held-to-maturity financial assets are measured at cost, as fair value cannot be reliably measured; therefore no fair value •is disclosed.
the carrying amounts of all financial assets and liabilities are representative of their fair value.
(c) liquidity risk
the Authority manages liquidity risk through the use of a liquidity management strategy. the strategy aims to reduce the exposure to liquidity risk by ensuring the Authority has sufficient funds available to meet employee and any supplier obligations as they fall due. this is achieved by ensuring that minimum levels of cash are held within the various bank accounts to match the expected duration of the various employee and supplier liabilities.
All financial liabilities disclosed in these financial statements for 2007/08 or 2006/07 are due within one year.
(d) Market risk
the Authority does not trade in foreign currency and is not materially exposed commodity price changes. the Authority is exposed to interest rate risk through cash deposited in interest bearing accounts. the Authority does not undertake hedging in relation to interest risk and manages its risk as per the liquidity risk management strategy.
Interest rate sensitivity analysis
the following interest rate sensitivity analysis is based on a report similar to that which would be provided to management, depicting the outcome to profit and loss if interest rates would change by +/- 1% from the year end rate applicable to the Authority’s financial assets and liabilities. With all other variables held constant, the Authority would have a surplus and equity increase/(decrease) of $103,000 (2007: $127,000). this is mainly due to the Authority’s exposure to variable interest rates on deposits with Queensland treasury and Queensland investment corporation.
86
q-comp | AnnuAl RepoRt 07/08 FinAnciAl StAtementS
Notes to and forming part of the financial statements
for the year ended 30 June 2008
NOTE 21 Contingent liability
At the 30 June 2008, there are eight review decisions awaiting industrial magistrate decisions. if the appeal is upheld in one or more cases costs could be awarded against Q-comp. As there is no way of knowing the outcome of these cases or the quantum of costs, no provision has been made in this financial report.
NOTE 22 related parties
Directors of Q-comp are appointed for a three-year period and the following persons held the position of director in 2007/08:
mr paul Braddy chairman
mr peter Henneken Deputy chairman
Dr Beres Wenck
mr patrick mcKendry
mr chris Rodwell
mr tom Jeffers (Appointed 19 october 2007)
mr chris Barrett (term completed 7 December 2007)
mr Garry Ryan (term completed 13 July 2007)
total remuneration paid to Directors of Q-comp as directors for the financial year was $58,843 (2006/07 – $54,370). During 2007/08, four directors waived their right for the payment of remuneration in favour of payment to their respective employer organisations as a fee for service basis for the same amount. payments on this basis amounted to $9,616 (2006/2007 – $8,350).
mr Jeffers, mr Rodwell and mr Barrett held senior positions with peak worker bodies that received grants and other fees totalling $274,627 (2006/07 – $248,051) for the provision of advisory information and other workers’ compensation related services during 2007/08. the terms and conditions of any transactions with Directors and their related entities were on an arm’s length basis and were no more favourable than those available, or which might reasonably be expected to be available, on similar transactions to non-Director related entities. mr Jeffers, mr Rodwell and mr Barrett declared their conflict of interest when these matters were on the Board agenda and absented themselves from all discussions in relation to these grants.
three directors were appointed to the selection panels for nomination of Specialty medical Assessment tribunal members to Governor in council on the basis of their expertise and qualifications. these appointments were outside their capacity as directors and attracted fees of $5,531. one Director nominated that these fees be paid to their employer. these fees were similar to fees of other members of the selection panel.
As a public servant no payment was paid or is applicable to mr Henneken.
87q-comp | AnnuAl RepoRt 07/08 ceRtiFicAte oF tHe WoRKeRS’ compenSAtion ReGulAtoRy AutHoRity (tRADinG AS Q-comp)
Certificate of the workers’ Compensation regulatory authority (trading as q-COMP)
these general purpose financial statements have been prepared pursuant to the provisions of section 46F(1) of the Financial Administration and Audit Act 1977 (the Act), and other prescribed requirements. in accordance with section 46F(3) of the Act we certify that in our opinion:
(a) the prescribed requirements for the establishment and keeping the accounts have been complied with in all material respects; and
(b) the statements have been drawn up to present a true and fair view, in accordance with prescribed accounting standards, of the transactions of the Authority for the financial year ended 30 June 2008 and of the financial position of the Authority at the end of that year.
e WooDS p BRADDy cHieF eXecutiVe oFFiceR cHAiRmAn Date: 26 August 2008 Date: 26 August 2008
88
q-comp | AnnuAl RepoRt 07/08 inDepenDent AuDitoR’S RepoRt88
RQ cole
Delegate of the Auditor-General of Queensland
Independent auditor’s report
to the Board of the Workers’ compensation Regulatory Authority (trading as Q-comp)
Matters relating to the electronic Presentation of the audited Financial report
the audit report relates to the financial report of Q-comp for the financial year ended 30 June 2008 included on Q-comp’s web site. the Board is responsible for
the integrity of the Q-comp’s web site. We have not been engaged to report on the integrity of Q-comp’s web site. the audit report refers only to the statements
named below. it does not provide an opinion on any other information which may have been hyperlinked to/from these statements. if users of the financial report are
concerned with the inherent risks arising from electronic date communications they are advised to refer to the hard copy of the audtiit financial report, available from
Q-comp, to confirm the information included in the audited financial report presented on this web site.
report on the Financial report
i have audited the accompanying financial report of Q-comp which comprises the balance sheet as at 30 June 2008, and the income statement, statement of
changes in equity and cash flow statement for the year ended on that date, a summary of significant accounting policies and other explanatory notes and certificates
given by the chairman and the chief executive officer of Q-comp.
The Board’s Responsibility for the Financial Report
the Board is responsible for the preparation and fair presentation of the financial report in accordance with prescribed accounting requirements identified in the
Financial Administration and Audit Act 1977 and the Financial Management Standard 1997, including compliance with applicable Australian Accounting Standards
(including the Australian Accounting interpretations). this responsibility includes establishing and maintaining internal controls relevant to the preparation and fair
presentation of the financial report that is free from misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making
accounting estimates that are reasonable in the circumstances.
Audit Responsibility
my responsibility is to express an opinion on the financial report based on the audit. the audit was conducted in accordance with Auditor-General of Queensland
Auditing Standards, which incorporate the Australian Auditing Standards. these Auditing Standards require compliance with relevant ethical requirements relating to
audit engagements and that the audit is planned and performed to obtain reasonable assurance whether the financial report is free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. the procedures selected depend on the
auditor’s judgment, including the assessment of risks of material misstatement in the financial report, whether due to fraud or error. in making those risk assessments,
the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial report in order to design audit procedures that are
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control, other than in expressing
an opinion on compliance with prescribed requirements. An audit also includes evaluating the appropriateness of accounting policies and the reasonableness
of accounting estimates made by the Board, as well as evaluating the overall presentation of the financial report including any mandatory financial reporting
requirements as approved by the treasurer for application in Queensland.
i believe that the audit evidence obtained is sufficient and appropriate to provide a basis for my audit opinion.
Independence
the Financial Administration and Audit Act 1977 promotes the independence of the Auditor-General and QAo authorised auditors. the Auditor-General is the
auditor of all Queensland public sector entities and can only be removed by parliament.
the Auditor-General may conduct an audit in any way considered appropriate and is not subject to direction by any person about the way in which audit powers are
to be exercised. the Auditor-General has for the purposes of conducting an audit, access to all documents and property and can report to parliament matters which
in the Auditor-General’s opinion are significant.
Auditor’s opinion
in accordance with s.46G of the Financial Administration and Audit Act 1977 –
(a) i have received all the information and explanations which i have required; and
(b) in my opinion –
(i) the prescribed requirements in respect of the establishment and keeping of accounts have been complied with in all material respects; and
(ii) the financial report has been drawn up so as to present a true and fair view, in accordance with the prescribed accounting standards of the transactions
of Q-comp for the financial year 1 July 2007 to 30 June 2008 and of the financial position as at the end of that year.
WHK Horwath
Signed at Brisbane on 28 August 2008
liability limited by a scheme approved under professional standards legislation
89q-comp | AnnuAl RepoRt 07/08 Appendices
the following information is to be read with Figure 9 Proportion of claims with of dispute (see 11) because it informs the
interpretation of the figures in the graph.
indicator 22 shows the number of new disputes as a proportion of new claims lodged in the reference financial year.
therefore the dispute may not be in relation to a claim lodged in the same year. it should also be noted that the number of
new claims used in this calculation is all claims lodged within a jurisdiction. indicator 22 shows that the Australian disputation
rate decreased to 8.6% of claims lodged in 2005–06. However it still remains above the rate reported in 2002–03
(8.2% of claims lodged).
decreases from the previous year were recorded in most jurisdictions with increases recorded in new south Wales and south
Australia while Western Australia recorded no change. Queensland reported the lowest disputation rate of all the Australian
jurisdictions at 3.8% of claims lodged, with seacare recording the highest rate at 28.8% of claims lodged.
the significant fall reported in new south Wales from 2001–02 to 2002–03 is primarily a result of the introduction of
legislative changes to reform the dispute resolution system operating in the state from 1 January 2002. Workers injured
prior to 1 January 2002 were given until 1 April 2002 to lodge a dispute under the old system. this resulted in a high
number of disputes being lodged in the first three months of 2002 and very few disputes over the period 1 April 2002
to 30 June 2003. in south Australia, there is provision for deeming delayed, non-exempt decisions as disputes. this may
increase the rate for this scheme compared to other jurisdictions.
the disputation rate for tasmania is influenced by the existence of a preliminary dispute process that was originally intended
to protect workers against frivolous and vexatious disputes by employers.
From July 2001, tasmanian employers were required to make weekly payments on an interim or without prejudice basis
until liability was either accepted or the tribunal had determined that a ‘genuine dispute’ existed. less than half the number
of ‘genuine disputes’ proceeded to a hearing. From July 2004, the genuine dispute test was replaced by a higher ‘reasonably
arguable case’ test and the period allowed to determine liability was increased from 28 days to 84 days. these changes have
had a dramatic impact on the number of initial liability disputes.
the new Zealand disputation rate is very low because of the universal nature of new Zealand’s accident compensation
scheme. since people who have accidents are covered whether the accident occurs at work, home, on the road, playing
sport etc., and whether they are employed, self-employed or a non-earner (child, pensioner, student, unemployed), there
are very few disputes relating to cover.
ReferenceWorkplace Relations Ministers’ council comparative performance Monitoring (cpM) Report: comparison of occupational health and safety and workers’
compensation schemes in Australia and new Zealand, ninth edition, February 08; pages 28–29.
© commonwealth of Australia 2006 (department of education, employment and Workplace Relations). isBn no. 978-0-642-32711-6
Appendix 1 CPM Report information
90
the following information is to be read with Figure 11 Percentage of disputes resolved in selected time periods (cumulative)
(see page 25) because it informs the interpretation of the figures in the graph.
the resolution times for new south Wales are impacted on by a number of distinguishing features of the Workers’
compensation commission (Wcc) which inherently increase the time taken to finalise disputes. these features include:
the Wcc incorporates a mandatory binding medical assessment process into their proceedings in relation to disputes over •
the quantum of permanent impairment entitlements. entitlement to compensation for permanent impairment is disputed
in over 70% of Applications to Resolve a dispute lodged with the commission
the Wcc incorporates appellate processes for both decisions of arbitrators and decisions of approved medical specialists. •
the commission’s figures include appeals against binding medical decisions and appeals against decisions by arbitrators
(both interlocutory decisions and substantive decisions by arbitrators), and
the Wcc also has a 10 week information exchange period, to provide for material under direction for production •
(subpoena) to be obtained, during which no dispute resolution intervention is undertaken.
similarly, the resolution times for Victoria are impacted by the compulsory conciliation process which may or may not
involve medical panel referral and the fact that court litigation can only occur at the conclusion of the compulsory
conciliation process.
Reference
Workplace Relations Ministers’ council comparative performance Monitoring (cpM) Report: comparison of occupational health and safety and workers’
compensation schemes in Australia and new Zealand, ninth edition, February 08; page 30. © commonwealth of Australia 2006 (department of education,
employment and Workplace Relations). isBn no. 978-0-642-32711-6
Appendix 2 Q-COMP’s health and safety statistics
07/08 06/07 05/06 04/05 03/04
number of workplace health and safety incidents 0 0 1 0 0
number of lost time injuries 0 1 0 0 0
number of workers’ compensation claims 1a 4b 2 a 0 0
number of return to work programs 0 0 0 0 3c
percentage of employees who had flu shots 42% 48% 55% 51% 49%
percentage of employees who had work station assessmentsd 39.5 36.5
a journey claims with no time lostb three were journey claims with no time lostc non work-related injuriesd work station assessment program commenced in 06/07
34 Q-coMp workplace health and safety statistics
q-comp | AnnuAl RepoRt 07/08 Appendices
91
Appendix 3 Stakeholder relationships and awareness
35 Workplace rehabilitation
Workplace rehabilitation policy and procedure accreditation 07/08 06/07 05/06 04/05 03/04
Accredited employers 1,837 1,705 1,663 1,587 1,619
Accreditations processed:
new 207 166 228 115 125
Renewals 478 326 421 530 361
total processed 685 492 649 645 486
Rehabilitation and return to work coordinator registration
total registered as at 30 June 10,703 9,772 9,196 8,895 7,785
Registrations processed:
new 2,275 1,824 1,960 1,966 1,689
Renewals 2,029 1,757 1,196 1,516 1,614
Total processed 4,304 3,581 3,156 3,482 3,303
36 self-insurer licences
07/08 06/07 05/06 04/05 03/04
continuing licences 21 8 13 12 24
licences renewed
Four-year duration 2 14 10
three-year duration 0 2 2
two-year duration 0 0 0 11 11
one-year duration 0 0 0 2 0
licences not renewed 0 0 1 0 0
new licence applications 1 1 1* 1 1
total licences as at 30 June 24 25 26 26 25
licences cancelled (effective 1 July) 1 0 2 0 0
employers covered as at 30 June 236 290 281 274 250
*undetermined
note: 1. prior to 05/06, self-insurance licences were granted for one or two year periods.
2. Fewer employers covered due to the local government amalgamations.
q-comp | AnnuAl RepoRt 07/08 Appendices
92
37 list of workers’ compensation insurers (Workcover Queensland and self-insurers) as at 30 June 08*
1. Aged care employers self-insurance Group
2. Arnott’s Biscuits limited
3. Australia and new Zealand Banking Group limited
4. swift Australia pty ltd
5. BHp Billiton limited
6. Brisbane city council
7. coles Group limited
8. commonwealth Bank of Australia
9. consolidated Meat Group pty limited
10. council of the city of Gold coast
11. csR limited
12. Jupiters limited
13. local Government Workcare
14. nB Flinders pty ltd (Myer Group)
15. onesteel limited
16. Qantas Airways limited
17. QR limited
18. Redland city council
19. the university of Queensland
20. toll Holdings limited
21. townsville city council
22. Westpac Banking corporation
23. Woolworths limited
24. Workcover Queensland
25. Xstrata Queensland limited
*for the most current list visit www.qcomp.com.au
q-comp | AnnuAl RepoRt 07/08 Appendices
93
38 insurer claims decision review and appeals process
insurer makes a decision on a workers’ compensation claim or premium matter.1.
A worker or employer who is aggrieved with the insurer’s decision may apply to Q-coMp for a review within three 2.
months of insurer decision.
Q-coMp completes the review within 25 business days.3.
Q-coMp sends notice of the decision including reasons to the applicant within 10 business days of making the decision.4.
A worker or employer who is aggrieved by Q-coMp’s review decision may lodge appeal with an industrial Magistrate or 5.
the Queensland industrial Relations commission and must serve Q-coMp with a copy of the notice of appeal within 20
business days of receiving the decision.
Q-coMp’s appeals officer notifies the insurer and other party to resolve the matter or otherwise prepares to defend the 6.
matter in the court or commission.
the industrial Magistrate or commissioner makes their decision.7.
A person aggrieved with the court or commission decision may appeal to the industrial court.8.
industrial court makes the final decision–there is no further avenue of appeal.9.
39 MAt process
insurer refers worker to a tribunal.•
the secretariat checks all information supplied (Reference to tribunal; copies of relevant documents).•
A tribunal officer calls worker and makes appointment.•
Appointment letter and relevant documents sent to worker within 10 days of referral receipt.•
the worker and insurer may provide submissions to the tribunal*.•
the worker attends the tribunal hearing for clinical assessment and interview.•
tribunal doctors consider the medical evidence and determine the matter.•
the secretariat sends the tribunal’s written decision to the worker and insurer.•
* At least 10 business days before the tribunal hearing, the worker may provide the tribunal and the insurer with a submission and/or additional documents they
wish the tribunal to consider. At least three business days before the hearing, the insurer may give the tribunal and the worker a written submission on the
factual matters referred to in the worker’s submission or documents
Rights of review of a tribunal decisionthe decision of the tribunal is final and binding on both the insurer and the worker, unless the worker submits fresh medical evidence for review of the decision within twelve months of the original hearing. A review panel will evaluate any fresh evidence. if the evidence is accepted, the worker will be referred to the appropriate tribunal for a review of the decision; however, if the tribunal has been requested by the insurer to consider a matter under the Workers’ Compensation Act 1916, this provision for submission of fresh medical evidence does not apply.
Appendix 4 Customer service excellence – review and appeal
Appendix 5 Customer service excellence – MAT
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Indicators 2008/09 Stable Sparkline
claims registered claim frequency (per 1000 employees)
Fatalities
claim decisions Average days to determine liability
% determined within 20 days
Rejection rate - physical
Rejection rate - psychiatric
open claims time lost
Medical expense only (Meo)
psychological/psychiatric
other
closed claims Fatal
latent onset
permanent impairment
time lost
Medical expense only (Meo)
psychological/psychiatric
other
Average cost
Average duration
closed as % of open
common law claim frequency (per 1000 employees)
% common law/statutory claims
Average cost
claim payments $m Weekly compensation
Medical and rehabilitation
Hospital
lump sum
other statutory
common law settlements and costs
q-comp reviews and appeals Rate of review
Rate of appeal
ministerials number of ministerial complaints
Scheme stability indicators
We will report scheme performance monthly to the Q-coMp board.
data will be presented in the scheme stability indicators template. Results will be listed under ‘2008/09’, a ‘yes’ or ‘no’ will indicate stability and a graph in the ‘sparkline’ column will show upper and lower control limits calculated for each indicator (see example below). We will investigate and comment on any indicators which are not within the control limit.
Scheme stability indicators template
indicator indicator description Result no
Appendix 6 Our performance measures
95
q-comp performance indicators As with scheme performance, we will report on our services monthly to the Q-coMp board.
the following template shows 2008/09 targets and how the data will be presented.
Indicator Target Actual
q-comp services
Review timely – % within 25 days excluding extensions and procedural fairness 90%
service – % rating customer service provided by the Review unit as good 75%
Quality – % pass quality audit by the legal services unit 90%
efficiency – cost per review completed $ to be set
Appeals timely – % court events within legislated timeframes 90%
service – % rating customer service provided by the Appeals unit as good 75%
Quality – qualitative rating of appeals management by the legal services unit 90%
efficiency – cost per appeal completed $ to be set
Tribunal Secretariat
timely – % within agreed timeframes (7 weeks for block booked, 9 weeks other) 90%
service – % rating customer service provided by the tribunal secretariat as good 75%
Quality – % internal processing benchmarks met 90%
efficiency – cost per referral received $ to be set
Insurer and employer performance and compliance
service – % rating customer service provided by the customer service Group as good 75%
Quality – % of self-insurers classed as high performers 95%
% of employers with approved policies and procedures 90%
% of employers with approved rehabilitation and return to work coordinator 90%
Scheme-wide database management
timely – % of data collected within agreed timeframes 95%
service – % rating customer service provided through load process as good 75%
Quality – error rates per 1,000 claims $ to be set
Strategic performance
customer service (benchmarked and monitored via survey)
professionalism (benchmarked and monitored via survey)
national workers’ compensation issues (not measurable)
durable return to work (benchmarks to be set)
education (benchmarks to be set)
employer of choice (survey)
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Appeals – interlocutory – these are questions of law
raised by the industrial Magistrate or commissioner to
the industrial court during a substantive appeal. once
the industrial court has decided the interlocutory appeal,
this decision goes back to the industrial Magistrate or
commissioner to continue with the original appeal hearing.
Approved form – Forms approved under the Workers’
Compensation and Rehabilitation Act 2003 by Q-coMp’s
chief executive officer for regulatory purposes or
Workcover Queensland’s chief executive officer for
Workcover Queensland insurance polices.
Average defendant’s cost – the average defendant’s
cost, regardless of when payments were made, of finalised
common law claims (this does not include claims with a
$0 settlement amount).
Average finalised time lost claim cost – the average
statutory cost of finalised time lost claims, including any
excess amount paid for by the employer. claims with
compensation together with lump sum payments are
included as time lost claims.
Average finalised time lost claim durations – the
average work days lost due to an injury on finalised time
lost claims, including any work days lost paid for by the
employer. claims with compensation together with lump
sum payments are included as time lost claims.
Average finalised claim cost – the average statutory
cost of finalised claims.
Average plaintiff’s cost – the average plaintiff’s cost,
regardless of when payments were made, of finalised
common law claims (this does not include claims with a $0
settlement amount).
Average settlement cost – the average settlement
cost, regardless of when payments were made, of finalised
common law claims (this does not include claims with a $0
settlement amount).
Average time from injury to lodgement – the average
time, in years, from injury date to common law lodgement.
these are based on the lodgement year of the common
law claim.
Average time from lodgement to finalisation – the
average time, in years, from the common law claim
lodgement to common law finalisation. these are based on
the finalisation year of the common law claim.
Accredited workplace – “a workplace that has
workplace rehabilitation policies and procedures” (section
45, the Workers’ Compensation and Rehabilitation Act
2003). Gaining accreditation formalises the process for
rehabilitation in the workplace. this requires:
a workplace rehabilitation policy and procedures •
approved by Q-coMp
a registered rehabilitation and return to work coordinator •
in Queensland who is an employee or contracted to
provide this service.
Admitted claims – the insurer allows the application for
compensation and liability continues to be accepted by
the insurer (this is considered to be an initial decision on
the claim).
Adverse information – information that may impact
on any party in the review. For example, information that
supports a worker’s claim may affect the employer’s
premium should the review decision overturn the insurer’s
original decision to reject the claim. the information is
therefore adverse to the employer.
Aggravation – An injury that occurs when a pre-existing
injury, disease or medical condition is made worse and or
symptomatic. An aggravation may be covered by workers’
compensation if the aggravation arises out of, or in the
course of, employment and the employment is a significant
contributing factor to the aggravation.
American Medical Association (AMA) Guides to the
Evaluation of Permanent Impairment – the 4th edition
is currently used by tribunal members when assessing
permanent impairment. We are currently coordinating an
inter-agency evaluation of the 6th edition.
Allied health providers – examples include
physiotherapists, occupational therapists, psychologists
(see also Registered persons).
Appeals – Workers or employers aggrieved by the
outcome of a Q-coMp review can further appeal to the
industrial Magistrate or the Queensland industrial Relations
commission within 28 days of receiving Q-coMp’s
decision. Workcover Queensland can also appeal premium-
related review decisions to the industrial Magistrate.
Glossary
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Better practice in return to work guide – Q-coMp
publication promoting better rehabilitation practice.
Cases Determined (MAT) – All cases heard and
determined by the Medical Assessment tribunals.
Claim – common name for an application
for compensation.
Claim decisions – the decision made on the claim after
the claim has been entered or intimated onto the insurer’s
computer system. it refers to whether the insurer has
accepted liability or rejected liability for the claim.
Claim file – Held by an insurer and containing the
application for compensation form, medical certificates,
any documents provided by the claimant as well as other
documents received or generated by the insurer when
managing the claim.
Claimant – A “person who lodges an application
for compensation” (the Workers’ Compensation and
Rehabilitation Act 2003).
Classification group employer – two or more employers
with the same Workcover industry classification that are in
a pre-existing stable business relationship of at least two
years. examples of classification group employer licences
issued by Q-coMp are local government authorities
through local Government Workcare and the Aged care
employers self-insurance Group (Aces).
Common law claim – Made by an injured worker who
commences common law action through the courts
against their employer for negligence (they are ‘suing’
their employer). the courts award common law damages
payments for economic loss, pain and suffering, legal costs,
and medical and hospital costs.
Common law claim lodgements – All common law
claims lodged with insurers, regardless of the outcome.
if a common law claim is associated with more than one
statutory claim, it will be counted for each statutory
claim it is associated with (i.e. if one common law claim is
associated with three statutory claims, the common law
lodgement has been counted three times).
Common law claim payments – All common law
payments made within the financial year.
Compensation – Amounts for a worker’s injury payable
under the Workers’ Compensation and Rehabilitation
Act 2003 - chapters 3 (weekly wages and permanent
impairment payments) and 4 (medical and rehabilitation
payments) - by an insurer to a worker, a dependant
of a deceased worker or anyone else, and includes
compensation paid or payable under a former Act.
Comprehend – Q-coMp’s e-learning program which is
operating on the dots (dynamic online training system)
learning management system.
Conceded – Q-coMp indicates to the parties to the
appeal and the court that it will not be defending the
review decision.
Confidentiality – Rehabilitation information must be
treated with sensitivity and confidentiality by all parties,
section 110, the Regulation.
Confirmed – insurer’s decision is confirmed by the Review
unit.
Decided at Court – Appeals that have been dismissed,
struck out or upheld at the industrial Magistrates court.
Defendant’s costs – costs incurred by the defendant.
Department of Employment and Industrial Relations
(Queensland) – Matters of workers’ compensation
policy and scheme design are centralised within this state
government agency.
Disclosure of information – important information,
including personal information, referred to others for their
response. the disclosure could be to the worker, the insurer,
the employer and any other person whose interests might
be affected by the Q-coMp review decision.
Dismissed – After hearing evidence, the Magistrate
has dismissed the appeal and confirmed Q-coMp’s
review decision.
Doctor’s approval – Approval of a worker’s treating
doctor must be obtained and documented for a
rehabilitation and return to work plan if the doctor does
not give sufficient information in the doctor’s medical
certificate or report on which to base the development
of the plan. in addition, a suitable duties program and any
amendments to the program must be consistent with the
current medical certificate or report for the worker’s injury
(the Regulation).
Doctor Q – a monthly magazine published by AMA
Queensland for medical professionals.
Early worker contact – early intervention is one
of the key principles of successful rehabilitation. the
Regulation specifies that a worker who sustains an injury
and who requires rehabilitation must be contacted about
rehabilitation and return to work as soon as practicable
after the injury is sustained or is reported.
Emerging Leaders Development Program (ELDP) – a
six-month program including theory, experiential activities,
worksite visits and a team-based strategic project.
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Employees covered – under legislation, the type of
workers covered by workers’ compensation varies. Between
1 July 1997 and 30 June 2000 a “worker” was limited to
pAye taxpayers, before and after this period the definition
of a worker included anybody working under a contract
of service. using ABs definitions, employees are always
covered by workers’ compensation. “own account workers”
are covered prior to 1 July 1997 and after 30 June 2000
and “employers” and “contributing family members” are
not covered.
Employer – An employer employs a worker or workers
in Queensland. the Workers’ Compensation and
Rehabilitation Act 2003 (section 30) provides a full
description of an employer under the Queensland workers’
compensation scheme.
Employer’s obligation for rehabilitation – under the
Workers’ Compensation and Rehabilitation Act 2003,
employers are obliged to participate in rehabilitation.
this obligation includes offering suitable duties and
graduated return to work programs as appropriate. these
rehabilitation programs must be approved by the treating
medical practitioner.
Fatal claims – All claims where an injury or disease caused
the death of an injured worker, excluding cancelled and
rejected claims.
Finalised Claims – it is considered that the liability has
ended through the normal course of the claim (even
if it is possible that a continuation may occur in the
future), or that an insurer has terminated entitlements
to compensation.
Finity Consulting/Finity report – Q-coMp
commissioned Finity consulting to assess and compare
the Queensland scheme benefit structure and dispute
resolution processes with comcare and the major schemes
of other states. the Finity report was released to scheme
stakeholders in mid-July 07 at a series of presentations to
union, employer, insurer and provider groups.
GMAT (Psych) – General Medical Assessment tribunal
– psychiatric.
GMAT (Other) – General Medical Assessment tribunals
including the Medical, Vascular, surgical, urology,
Gynaecology, thoracic and Rheumatology specialties.
(excludes General Medical Assessment tribunal
– psychiatric).
Heads of Workers’ Compensation Authorities
(HWCA) – chief executives of the peak bodies responsible
for regulating workers’ compensation in Australia and
new Zealand.
Health Report – a quarterly Q-coMp publication for allied
health professionals.
High risk industries – certain industries have been
specifically designated under schedule 5A of the Regulation
as high risk industries for the purposes of employers’
obligations for rehabilitation. these include Agriculture,
Forestry and Fishing, Mining, Manufacturing, construction,
transport and storage, Health and community
services, personal and other services-public order and
safety services.
Impairment – the Act describes impairment from injury
as being “a loss of, or loss of efficient use of, any part of a
worker’s body”. this includes psychological injuries.
Impairment of assets – see Financial statements
note 1(k).
Industry – All industry codes are based on the insurers’
coding of industry to the divisions from the “Australian
and new Zealand standard industry classification”
(AnZsic), ABs.
Industrial deafness – “loss of hearing (other than total
loss of hearing in either ear) caused by excessive noise”
(schedule 6, the Workers’ Compensation and Rehabilitation
Act 2003).
Industrial instrument – An award or a workplace
agreement that governs the conditions of a worker’s
employment. the Workers’ Compensation and
Rehabilitation Act 2003 describes an industrial instrument
as any of the following under the Industrial Relations
Act 1999:
an award •
a certified agreement •
an industrial agreement •
an eFA •
a QWA •
an order under certain parts of that Act; or •
an award or agreement under the • Workplace Relations
Act 1996 (cwlth).
Industrial Court – the last court of appeal of Q-coMp
review decisions.
Industrial Magistrates Courts – one of the jurisdictions
where appeals of Q-coMp review decisions are
heard. the other is the Queensland industrial Relations
commission (QiRc).
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Injury – A “personal injury arising out of, or in the
course of, employment if the employment is a significant
contributing factor to the injury”, section 32, the Workers’
Compensation and Rehabilitation Act 2003. the Workers’
Compensation and Rehabilitation Act 2003 also describes
other situations or circumstances where an injury may
or may not be covered within the Queensland workers’
compensation scheme.
InQ – Q-coMp’s quarterly employee newsletter
(pronounced ‘ink’).
Insurer performance management program (IPMP) –
assists insurers to meet their obligations under the Act by
measuring performance against key elements.
Insurer Report – a quarterly Q-coMp publication
for insurers.
Insurer risk profile – quarterly assessment by Q-coMp
of individual insurers on performance and compliance, with
a six-monthly update to the board.
Injury nature – All injury codes are based on the insurers’
coding of injury to the nature and location codes of the
“type of occurrence classification system”, second edition,
national occupational Health and safety commission
(noHsc). Where large numbers of injury nature
classifications occurred (such as strain/sprain and open
wound) they have been further broken down using the
location of the injury.
Interlocutory appeals – these are questions of law
raised by the industrial Magistrate or commissioner to
the industrial court during a substantive appeal. once
the industrial court has decided the interlocutory appeal,
this decision goes back to the industrial Magistrate or
commissioner to continue with the original appeal hearing.
Intimations – All claims lodged with insurers, regardless of
the outcome (i.e. includes cancelled and rejected claims).
Issues Management Database (within QCS) –
captures complete and accurate data about issues raised
by stakeholders about Q-coMp and the scheme, and
resolutions achieved. the data captured is reported to
insurers (as part of the insurer performance monitoring
framework), to the Q-coMp Board and government.
Medical Assessment Tribunals Quarterly Report
– a Q-coMp newsletter that updates tribunal
members about important matters for running medical
assessment tribunals.
Medical certificate (Q-COMP Medical Certificate) –
An approved form completed by a worker’s treating medical
practitioner or dentist (dental injuries) for the worker’s
injury. the Workers’ Compensation and Rehabilitation
Act 2003 states that an application for compensation must
be accompanied by a certificate in the approved form from
a doctor who attended the claimant.
Medical expense only claim – All claims which have
had medical treatment and rehabilitation payments,
excluding those that also had compensation, lump sum or
fatality payments.
Medical treatment – the Workers’ Compensation and
Rehabilitation Act 2003 describes medical treatment
as being:
treatment by a doctor, dentist, physiotherapist, •
occupational therapist, psychologist, chiropractor,
osteopath, podiatrist or speech pathologist;
or
assessment for industrial deafness by an audiologist; or •
the provision of diagnostic procedures or skiagrams; or •
the provision of nursing, medicines, medical or •
surgical supplies, curative apparatus, crutches or other
assistive devices.
Mesothelioma or asbestosis – the injury nature codes
‘630’, ‘810’ and ‘860’ from the “type of occurrence
classification system”, second edition, national
occupational Health and safety commission (noHsc) and
injury nature codes ‘783’, ‘861’ and ‘866’ from the “type of
occurrence classification system”, third edition, national
occupational Health and safety commission (noHsc)
have been renamed mesothelioma or asbestosis injury in
this publication.
Mitigate loss – the Workers’ Compensation and
Rehabilitation Act 2003 advises that the common law
duty of mitigation of loss applies to the worker and that
the worker’s duty may be discharged by participating
in rehabilitation.
Moment mapping – A process that examines interactions
with customers. it looks at any gaps in the interactions
(white space) and identifies opportunities to improve
those interactions.
Normal weekly earnings – earnings of a worker from
employment (continuous or intermittent) in the 12 months
immediately before the day the worker sustained an injury.
Ongoing capacity for work – the insurer is asking
whether the worker’s ongoing incapacity for work is related
to the accepted work injury.
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Permanent impairment – the Workers’ Compensation
and Rehabilitation Act 2003 describes permanent
impairment from injury as being “an impairment that is
stable and stationary and not likely to improve with further
medical or surgical treatment” (section 38).
Personal representation (right of appearance) – An
opportunity for applicants to provide the Review officer
with any additional information or point out particular
issues or knowledge they have regarding their case. it is an
informal meeting (either face-to-face or by telephone),
conducted in a non-threatening and non-legal way. in
face-to-face meetings, applicants can attend with their
representatives, either legal or non-legal. they can also
bring a relative or friend for support if they wish.
Plaintiff’s costs – costs incurred by the plaintiff.
Principles of workplace rehabilitation – that workplace
rehabilitation be industry based; function oriented; involve
early intervention, a multidisciplinary team approach and
shared responsibility to ensure success.
Prior approval – commitment by the insurer to pay
for the costs of the service when it is completed. some
services require prior approval from insurers before
payment. the services requiring prior approval are set out
in the relevant supplementary schedules.
Prudential risk factor – Bank guarantees retained by
Q-coMp as a percentage of the total claims liability for
self-insurers.
Psychological and psychiatric injuries – the injury
nature code ‘910’ from the “type of occurrence
classification system”, second edition, national
occupational Health and safety commission (noHsc) has
been renamed psychological and psychiatric injuries in the
statistics publication and includes claims commonly referred
to as “stress” claims. see our 07/08 statistics Report for
the full definition.
QAS – Queensland Ambulance service.
Q-COMP – Q-coMp’s primary function under the
Workers’ Compensation and Rehabilitation Act 2003 is to
regulate the workers’ compensation scheme. the Workers’
Compensation and Rehabilitation Act 2003 sets out very
clearly the specific functions and powers that enable
Q-coMp to enforce the Workers’ Compensation and
Rehabilitation Act 2003 as the regulator.
Q-COMP Core System database (QCS) – Maintains
information about individuals, employers and insurers
and their interaction with Q-coMp, e.g. injured workers
attending medical assessment tribunals, employers or
workers applying for a review, insurer licensing.
Qdos – Q-coMp’s employee engagement program (kudos).
QIRC (Queensland Industrial Relations Commission) –
one of the jurisdictions where appeals of Q-coMp
review decisions are heard. the other is the industrial
Magistrates court.
QOTE – the Workers’ Compensation and Rehabilitation
Act 2003 describes Qote for a financial year as being
“the seasonally adjusted amount of Queensland full time
adult persons ordinary time earnings as declared by the
Australian Statistician in the statistician’s report about
average weekly earnings published immediately before
the start of the financial year”. Qote is used in certain
circumstances by insurers when calculating a person’s
compensation payments.
Queensland Industrial Relations Commission (QIRC)
– one of the jurisdictions where appeals of Q-coMp
review decisions are heard. the other is the industrial
Magistrates court.
Queensland Scheme-wide Analysis database (QSA) –
Maintains and manages all insurers’ claims data, including
basic claim information, payment information, details about
the injured worker, compensation periods and common
law information.
Referral reasons – MAT – the specific questions which
can be asked of a medical assessment tribunal are defined in
the Workers’ Compensation and Rehabilitation Act 2003 as:
ongoing capacity for work• – the insurer is asking
whether the worker’s ongoing incapacity for work is
related to the accepted work injury.
permanent impairment (PI) assessment• – the
insurer is asking the tribunal to determine whether the
worker has sustained a permanent impairment. under
the legislation for psychiatric or psychological injuries
the MAt must determine the degree of pi.
disputed PI• – this reference would be used if the
worker does not agree with the permanent impairment
which has been independently assessed by the insurer.
access to damages• – this is for instances where an
application for statutory compensation has not been
lodged and the insurer has not admitted that the worker
sustained an injury. the worker is seeking common
law damages.
application for compensation• – this reference
is used when a worker has made an application for
compensation. (liability has not been accepted for the
injury for which the worker is claiming). the insurer is
unable to determine liability for the claim due to matters
of a medical nature.
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prescribed disfigurement• – the insurer requests the
tribunal to assess, by physical examination, whether
the disfigurement is severe enough to be considered
prescribed disfigurement.
other reasons for referral• – includes level of
dependency, further material deterioration, review
panel etc.
Return to work assist – a Q-coMp return to work
initiative for injured workers at risk of losing their job.
QWCDec – Q-coMp’s online database of Queensland
industrial Magistrates’ and industrial commissioners’
workers’ compensation statutory claims decisions.
Registered person – the Act refers to registered
persons as a doctor; dentist; physiotherapist; occupational
therapist; psychologist; chiropractor; osteopath; podiatrist;
speech pathologist; audiologist. the professionals listed
need to be registered by the relevant professional body to
practice their profession in Queensland.
Regulation – the most recent version of the subordinate
legislation governing workers’ compensation in
Queensland. this subordinate legislation is titled Workers’
compensation and Rehabilitation Regulation 2003 and is
used in conjunction with the Workers’ Compensation and
Rehabilitation Act 2003.
Rehabilitation – A strategy to maximise an individual’s
potential for return to their pre-injury physical,
psychological, educational and vocational level. Workplace
rehabilitation focuses on returning the worker to safe,
suitable work at the earliest possible time, ensuring valuable
work skills are not lost, and minimising the human and
financial costs of work injury.
Rehabilitation coordinator –former name given to the
role of the rehabilitation and return to work coordinator.
Rehabilitation and return to work coordinator
(RRTWC) – the employer’s rehabilitation and return to
work coordinator is responsible for assisting in the return
to work of injured workers and coordinating return to
work activities at the workplace. under the Workers’
Compensation and Rehabilitation Act 2003, an employer
must have workplace rehabilitation policy and procedures
and employ a Rehabilitation and Return to Work coordinator
under a contract (regardless of whether the contract is a
contract of service) if:
the employer employs workers at a workplace in a a.
high risk industry - the wages of the employer in
Queensland for the preceding financial year were
more than $1.63 million (this threshold wages
amount is indexed annually); or
otherwise - the wages of the employer in b.
Queensland for the preceding financial year were
more than $5.577 million.
Rehabilitation and return to work plan – A written plan
outlining the rehabilitation objectives and the steps required
to achieve those objectives. the Regulation provides
guidance regarding rehabilitation and return to work plans.
Rehabilitation provider – Registered health professionals
or providers otherwise approved by an insurer.
Rehabilitation providers provide active support to workers
and employers to design and implement rehabilitation
and return to work plans. some examples of rehabilitation
providers are occupational physicians, occupational
therapists and physiotherapists.
Rejected claims – the application for compensation is
rejected by the workers’ compensation insurer (Workcover
or a self-insurer). this is considered to be the initial decision
on the claim.
Return to work – the worker’s timely, safe and
medically structured return to pre-injury duties, or other
employment, following workplace injury.
Review – Workers and employers can apply to Q-coMp if
they disagree with certain decisions made by their workers’
compensation insurer (Workcover or a self-insurer).
Q-coMp impartially reviews claims and premium decisions.
A review is an administrative review designed to provide an
efficient, timely and cost-effective system for workers and
employers to have insurer decisions reviewed. it is a non-
adversarial and non-judicial process. the review process is
not a reinvestigation of the matter.
Review decision – decision made by Q-coMp after
reviewing the insurer’s decision. the review applicant will
receive a written notice of the review decision and the
reasons for the decision within 14 days after it is made. A
duplicate copy of this will also be given to the other party
(e.g. to the employer if a worker has applied for a review).
Right of appearance – an opportunity offered to review
applicants to discuss their application for review with their
Q-coMp review officer. this can be in person or over
the telephone.
Self-insurance/self-insurers – Queensland employers
who provide worker’s compensation insurance for their
employees, taking on all liabilities for any work-related
injuries. self-insurers manage and pay their own statutory
and damages claims and pay an annual levy to Q-coMp to
cover regulatory and administrative costs.
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Set aside – insurer’s decision is set aside after Q-coMp’s
administrative review and a new decision substituted.
Settled – the parties to the appeal have negotiated a
settlement out of court.
Settlement payments – settlement payments are
calculated as the gross settlement amount less contributory
negligence less contribution from third party less statutory
claim payments.
Specialty (Other) – Medical assessment tribunals
including the cardiac, dermatology, ear, nose & throat,
ophthalmology and disfigurement specialties.
Stable and stationary – A condition is referred to as
stable and stationary when the condition is not likely to
improve with further medical or surgical treatment.
Standard for rehabilitation – the standard for
rehabilitation within Queensland’s workers’ compensation
scheme is set out in the Regulation and regulates processes
and procedures for doctor’s approval; the worker’s file; the
rehabilitation and return to work plan; the suitable duties
program; case notes; early worker contact; rehabilitation
and confidentiality.
Statutory claim/s – claims for compensation regulated
by the statute – i.e. the Workers’ Compensation and
Rehabilitation Act 2003. circumstances for claim
acceptance, validity, payments and benefits are outlined in
the Workers’ Compensation and Rehabilitation Act 2003.
Statutory claim payments – All statutory payments
made in the relevant year, including any payments for time
lost made by the employer as part of the compensation
period (excess) as reported by Workcover Queensland.
Suitable duties
the Workers’ Compensation and Rehabilitation Act 2003
(section 42) defines suitable duties as:
…work duties for which the worker is suited having regard
to the following matters
(a) the nature of the worker’s incapacity and
pre-injury employment
(b) relevant medical information
(c) the rehabilitation plan for the worker
(d) the provisions of the employer’s workplace
rehabilitation policy and procedures
(e) the worker’s age, education, skills and work
experience
(f) if duties are available at a location (the “other
location”) other than the location in which the
worker was injured - whether it is reasonable
to expect the worker to attend the other location
(g) any other relevant matters.
Struck Out – Appeals struck out by the Magistrate or
commissioner because of failure of the appellant to comply
with legislative, court or commission requirements.
Suitable duties program – A graduated plan of short
duration incorporating selected duties that form part of the
rehabilitation and return to work plan. the suitable duties
program must be approved by the worker’s treating medical
practitioner. the treating medical practitioner indicates
their approval of a suitable duties program on the Q-coMp
medical certificate or documented suitable duties program.
Sysaid – information technology helpdesk software.
Time lost claim – All accepted claims which have
resulted in time lost from work excluding fatalities, (i.e.
compensation is paid for the time lost), including those with
a lump sum payment. claims with compensation together
with lump sum payments are included as time lost claims.
Tribunal members’ manual – valuable business
information for doctors who are tribunal members,
produced by Q-coMp and placed in each tribunal room.
TRIM – stands for total Records and information
Management and is Q-coMp’s electronic data and records
management system.
Upheld – After hearing evidence, the Magistrate has
upheld the appeal and set aside or varied the Q-coMp
review decision.
Varied – insurer’s decision is varied by the Q-coMp
Review unit.
Withdrawn – Appeals withdrawn by the appellant prior
to court.
Work capacity – Work capacity is decided by the
worker’s treating medical practitioner, based upon the
worker’s medical status and is documented on the medical
certificate. total incapacity for work means that the worker
is unable to work in any capacity (not simply their pre-injury
duties) due to the severity of their injury or disease. partial
work capacity means that the worker is able to participate
in some work tasks that are within their functional capacity.
WorkCover Queensland – Manages workers’
compensation policies and claims for all employers
in Queensland that are not licensed as a self-insurer
(approximately 90% of workers’ claims are managed by
Workcover Queensland).
Worker – An individual employed under a contract of
service, section 11, the Workers’ Compensation and
Rehabilitation Act 2003. schedule 2 details those people
specifically included or specifically excluded from being
considered a “worker”.
q-comp | AnnuAl RepoRt 07/08 GlossARy
103
Workers’ Compensation and Rehabilitation Act 2003
(the Act) – Refers to the most recent version of the
legislation governing workers’ compensation in Queensland.
it is accompanied by the Workers’ compensation and
Rehabilitation Regulation 2003 which provides additional
clarification on specific matters.
Workers’ compensation insurer – Refers to Workcover
Queensland or a self-insurer. A self-insured employer is
licensed by Q-coMp to take on all liabilities for any work-
related injuries and diseases.
Worker’s file – employers must keep a confidential file for
a worker undertaking rehabilitation. the file must contain
copies of all relevant documentation, correspondence
and accounts (Workers’ compensation and Rehabilitation
Regulation 2003). the file should be separate from
all other company files and appropriately stored to
maintain confidentiality.
Worker’s obligation for rehabilitation – the Act
specifies that unless the worker has a reasonable excuse,
they must satisfactorily participate in rehabilitation as soon
as practicable after the injury is sustained and for the period
for which the worker is entitled to compensation. penalties
can be imposed on employers or workers who do not meet
their obligations.
Workplace – A workplace is a place where work is, is to be,
or is likely to be, performed by a worker or employer and is
a place that is for the time being occupied by the employer
or under the control or direction of the worker’s employer;
or where the worker is under the control or direction of the
worker’s employer (schedule 6, Workers’ Compensation and
Rehabilitation Act 2003).
Workplace rehabilitation – “A system of rehabilitation
accredited by the Authority [Q-COMP] that is initiated
or managed by an employer”, section 43, the Workers’
Compensation and Rehabilitation Act 2003. the purpose
of workplace rehabilitation is to ensure the worker’s earliest
possible return to work or if not possible, to maximise the
worker’s independent functioning. Workplace rehabilitation
focuses on returning the worker to safe, suitable work at
the earliest possible time, ensuring valuable work skills are
not lost, and minimising the human and financial costs of
work injury.
Workplace rehabilitation accreditation – Gaining
accreditation formalises the process for rehabilitation in the
workplace. this requires:
a workplace rehabilitation policy and procedures •
approved by Q-coMp
a registered rehabilitation and return to work coordinator •
in Queensland who is an employee or contracted to
provide this service.
Workplace rehabilitation policy and procedures –
Formal documentation accredited by Q-coMp of an
employer’s systems and processes for rehabilitation in the
workplace, including:
the actions to be taken from the time of injury through •
to a full return to work
the roles and responsibilities of the Rehabilitation and •
Return to Work coordinator, the injured worker, line
managers, supervisors and co-workers.
under Queensland legislation, an employer must have
workplace rehabilitation policy and procedures and employ
a Rehabilitation and Return to Work coordinator under a
contract (regardless of whether the contract is a contract
of service) if:
the employer employs workers at a workplace in a high a.
risk industry - the wages of the employer in Queensland
for the preceding financial year were more than
$1.63 million (this threshold wages amount is indexed
annually); or
otherwise - the wages of the employer in Queensland b.
for the preceding financial year were more than
$5.577 million.
these policies and procedures require review every
three years.
Work related impairment (WRI) – the worker’s
entitlement to lump sum compensation expressed as a
percentage of the maximum statutory compensation
(section 39, Workers’ Compensation and Rehabilitation
Act 2003).
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104
q-comp | AnnuAl RepoRt 07/08 indeX
Administrative review 22, 43
Allied health fees 20
AMA Guides 26, 29
American Medical Association Guides to the
evaluation of permanent impairment 26, 29
Appeals lodged 1, 25
Appeals process 25, 71
Applications for review 1, 24
Assessment of the Queensland workers’
compensation scheme 11
Audit
- committee 4, 13, 53
- internal 54
- external 44, 51
Barrister panel 24, 25
Better practice in return to work guide 32, 33
Biographies–Board 46
Biographies–Q-coMp Management Group 48
Board
– Attendance at Board/committee Meetings 53
– Audit committee 4, 13, 53, 54
– Biographies 46
– Board meetings 51
– chairman 12, 46
– charter 51
– code of conduct 25, 41, 53, 57
– Role 50, 51, 52
Board meetings 51
Business planning 59
chairman–Q-coMp Board 12, 46
chairs–Medical Assessment tribunals 28
charter of social and Fiscal Responsibility 59
comparative performance Monitoring (cpM) 25
complaints 56, 57
comprehend 15, 18, 60
cpM–comparative performance Monitoring 25
customer service champions 17, 21
data quality, insurers 31
department of employment and industrial Relations 5
dispute resolution mechanisms 24
document control 61
e-learning program–comprehend 15, 18, 60
eldp 59
employer of choice 36
emerging leaders development program (eldp) 59
ethical standards 57
executive coaching 38
expenses–Q-coMp 62-66
Finity consulting 10
IndexFinity report 10
Fraud 61
Freedom of information (Foi) 61
Funding 2
Grants 64
Harassment 41
Health and safety 39, 90
industrial court 23, 24, 43
industrial Magistrate 22, 93
industrial Relations commission 23
insurer performance management
program (ipMp) 20
insurer risk profile 20
insurer self-assessment 20
internal audit 54
ipMp 20
licences–self-insurer 91
Magistrates court 22, 93
MAt chairs 28
MAt process 93
Medical assessment tribunals (MAt) 26
Mission 3
natural justice 23, 27
operating expenses–Q-coMp 62-66
operating result–Q-coMp 62-66
organisational structure 4
performance measures–Q-coMp 95
performance measures–scheme 94
privacy of information 60, 61
procedural fairness 23
profile–workforce 39
public sector ethics 57
QAs–Queensland Ambulance service–grant 20, 31
Q-coMp organisational structure 4
Q-coMp’s role 2
Qdos 37
QiRc 23
Queensland Ambulance service–grant 20, 31
Queensland industrial Relations commission 23
Queensland Workers’ compensation self-insurers’
Association (QWcsiA) 19
QWcdec 43
QWcsiA 19
Records management–tRiM 39, 45, 57
Release of documents 61
Research 17
Return to work assist 15, 34
Revenue–Q-coMp 62-66
Right of appearance 23
105q-comp | AnnuAl RepoRt 07/08 indeX
Risk Management 52
Role–Q-coMp 2
RRtWc 33, 35
scheme model 5
scheme performance measures 94
scheme stability indicators 30, 31
scheme structure 5, 51
secondments–structured 15, 36, 38
self-assessment–Board 13, 52
self-assessment–insurers 20
self-insurance licensing 91
self-insurers–list as at 30 June 92
statement of Affairs 61
strategic plan/planning 60
tribunal process 93
tribunals–chairs 28
tribunal secretariat 27
tribunals–timeframes 28
tRiM–records management 39, 45, 57
Values 3
Vision 3
Wellness program 39
Whistle Blowers’ protection Act 1994 61
Workcover Queensland 4, 5
Workflow management 14, 24, 28, 44
Workforce profile 39
Workplace health and safety-
Q-coMp employees 39, 90
Workplace rehabilitation 91
106
q-comp | AnnuAl RepoRt 07/08 indeX to FiGuRes
Figure 20 How Q-coMp delivers service to
our external and internal customers
55
Figure 21 complaint issues received by month
06/07 and 07/08
57
Figure 22 Achievement planning process 58
Figure 23 Q-coMp business planning cycle 59
Figure 24 Requests for injury profiles 61
Figure 25 Foi applications 61
Figure 26 Relationship between the four main
financial statements
62
Figure 27 operating result (five-year
comparison)
63
Figure 28 Revenue composition 63
Figure 29 expenses composition 63
Figure 30 scheme expenses 63
Figure 31 Q-coMp expenses composition 64
Figure 32 Ratios 66
Figure 33 trends 66
Figure 34 Q-coMp workplace health and
safety statistics
90
Figure 35 Workplace rehabilitation 91
Figure 36 self-insurer licences 91
Figure 37 list of workers’ compensation
insurers (Workcover Queensland
and self-insurers)
as at 30 June 08
92
Figure 38 insurer claims decision review and
appeals process
93
Figure 39 MAt process 93
Figure 01 Financial summary 1
Figure 02 self-insurers liability 1
Figure 03 Financial summary 1
Figure 04 Q-coMp 1
Figure 05 Q-coMp organisational structure 4
Figure 06 claim rates (per 100 employees
covered by the scheme) and
intimations
5
Figure 07 the Queensland workers’
compensation scheme
5
Figure 08 Modelled total benefits by state 11
Figure 09 proportion of claims with a dispute 11
Figure 10 insurer performance management
program framework
21
Figure 11 percentage of disputes
resolved within selected time
periods (cumulative)
25
Figure 12 tribunal chairs 28
Figure 13 time from tribunal referral
to hearing
28
Figure 14 Average number of cases heard
per tribunal
29
Figure 15 scheme stability indicators template 31
Figure 16 Return to work status of finalised
time lost claims 06/07 and 07/08
33
Figure 17 Qdos 37
Figure 18 Q-coMp workforce profile as at
30 June
40
Figure 19 Attendance at board/
committee meetings
53
Index to figures
347 Ann Street Brisbane QueenslandPO Box 10119 Brisbane Adelaide Street Queensland 4000P 1300 361 235 F (07) 3238 3080E [email protected] www.qcomp.com.au
07/08 ANNUAL REPORT
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