08/09 ANNUAL REPORT · q-COmP highLighTs 08/09 CONT 1 08/09 07/08 06/07 05/06 04/05 $ million $...

08/09 ANNUAL REPORTRaising the bar higher

RAisiNg ThE bAR ThROUgh iNNOvATiON

62

Virtual teams – work effectively in actioning cross Q-COMP projects and provide employees with a development opportunity in management and leadership skills.

51

Return to work assist – a free service linking injured workers at risk of long-term unemployment with prior learning recognition, training and job placement, job preparation programs and career guidance.

21

Q-COMP and Workplace Health and Safety Queensland are jointly hosting the 2009 Work Safe and Return to work expo – an event for people who keep our workplaces safe and help injured workers return to a happy and safe work environment.

57

Introduced flexible workplace initiatives to employees – e-commuting, working from home, staggered working hours are some benefits that are available.

66

We’re focused on being smart e-communicators, implementing e-business initiatives such as e-files, online live help and webinars.

52

Our first ever Return to work awards recognised great ideas, innovation, leadership and commitment in helping injured workers get back to work.

CONTENTs

Q-COMP highlights 08/09 ......... 1Our highlights for the reporting year at a glance.

Q-COMP and the scheme ........... 5Q-COMP is the authority that regulates Queensland’s workers’ compensation scheme.

Performance snapshot ................ 8A snapshot of our progress for the reporting year.

Chairman’s report ...................... 14A strategic view.

Chief Executive report .............. 16An operational view.

Executive Manager’s report ...... 19A financial view.

Stakeholder relationships and awareness ........................... 20Building robust business relationships.

Expo 08 ...................................... 28Building our profile.

Customer service excellence – review ................... 30Fair and consistent review decisions.

Customer service excellence – appeals.................. 34Proactively managed appeals.

Customer service excellence – medical assessment tribunals ... 38Fair and independent medical decisions.

HOw tO uSE tHiS tablE Of COntEntSThis contents page has been positioned on the inside flap of the 08/09 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.

08/09 Statistics ReportWe have also included a statistical summary of the Queensland workers’ compensation scheme—turn to the inside back cover for your copy of the 08/09 Statistics Report.

Management and analysis of data and information ........... 44Maintaining quality, up-to-date data for meaningful analysis.

Rehabilitation and return to work ........................... 48Supporting employers and insurers to assist injured workers.

Our people ................................. 54Our most valuable resource.

internal customer service excellence...................... 64Ensuring employees have everything they need to do their job.

Q-COMP board .......................... 70Ensuring Q-COMP regulates the scheme fairly and equitably.

Q-COMP leadership team ........ 74Providing solid teamwork and leadership.

Governance ................................ 78Supporting our strategic goals and operational objectives.

financial overview .....................92Summarising key aspects of our financial performance.

financial statements ................100

appendices ..............................124

Glossary ...................................130

index ........................................136

index to figures .......................138

Front cover: L to R Virginia Hollands, Robert Sinnamon, Sinead O’Neill, Steven Murray, Denica Saunders, Jason Standen, Glen Fields and Sinead O’Neill, Josh Mountford and Candice Paris, Ben Jenkins, Rachel Hampton, Warren Hawkins and Georgina Best.

Copyright

© State Government of Queensland 2009

Disclaimer

The information provided in this publication is distributed by Q-COMP as an information source only. Q-COMP does not take responsibility for any reliance upon the information in this publication. The information is provided solely on the basis that readers will be responsible for making their own assessment of the matters discussed herein and are advised to verify all relevant representations, statements and information.

COmmUNiCATiONs ObjECTivE

Q-COMP the workers’ compensation authority annual Report 08/09Fresh ideas, great leadership and a clear direction continue to position Q-COMP as an outwardly-focused organisation, with a high priority on delivering customer service excellence.

Our values of pride, people, integrity, and innovation reflect the way of thinking across our business. It is our intention to offer the best customer experience, to leverage our knowledge and experience and create enduring stakeholder satisfaction. We consistently strive toward being a leader in the industry.

This year’s report theme of ‘Raising the bar’ centres on creativity and innovation and illustrates how challenging ourselves ensures that we remain a modern organisation delivering exceptional customer service.

Q-COMP has a broad customer and stakeholder base, and each has 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 regarding a Q-COMP decision, or attend a medical assessment tribunal

• employers and their industry associations

• workers’ compensation insurers, including WorkCover Queensland (which managed 89% of workers’ compensation claims in Queensland for 08/09) and 23 self-insurers (as at 30 June 09)

• medical and allied health professionals and their associations

• legal professionals and their associations

• the Attorney-General and Minister for Industrial Relations

• government departments, in particular the Department of Justice and Attorney-General.

One of Q-COMP’s major goals is to increase stakeholder engagement and participation in the scheme in order 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 Attorney-General and Minister for Industrial Relations, scheme stakeholders and interested parties from other jurisdictions

• communicate Q-COMP’s activities and achievements for the 08/09 financial year

• measure our performance against the objectives set in our strategic plan

• outline our priorities for the future.

Reporting Q-COMP’s progressQ-COMP’s Annual Report to the Attorney-General and Minister for Industrial Relations accurately reflects Q-COMP’s financial and non-financial performance from 1 July 08 to 30 June 09. We have summarised our achievements and activities against the goals developed in the strategic and operational planning processes. You will find our annual scheme-wide Statistics Report 08/09 as a separate volume in the back of this publication. 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 continual 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 via email or post (see the contact details provided below).

finding the information you needThroughout 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.

Communications and Education group

Q-COMP 347 Ann Street Brisbane Queensland PO Box 10119 Brisbane Adelaide Street Queensland 4000 Telephone: + 61 7 3020 6364 Facsimile: + 61 7 3020 6426 Email: [email protected]

www.qcomp.com.au

mailto:comms%40qcomp.com.au?subject=

q-COmP highLighTs 08/09

22

Q-COMP commissioned research on the strengths of the Queensland workers’ compensation scheme and delivered relevant information to our stakeholders at a time when national alternatives to state schemes were being considered.

22

We listened to feedback from our customers and redesigned our website to meet their needs.

31

Delivered high service levels even with a significant increase in workloads:

• processed 2,651 review applications (11.3% increase) and made 2,407 decisions – see page 31

• finalised 293 appeals – see page 35

• processed 2,475 MAT referrals (down 11%) – see page 39

• accredited 2,487 employer workplace rehabilitation policy and procedures* (applications up .7%) – see page 49

• registered 11,976 rehabilitation and return to work coordinator * (applications up 2.4%) – see Appendix 3.

* new and renewals

28

Building our profile in the workers’ compensation industry by opening our doors to customers and stakeholders has been a key focus in 08/09.

52

Q-COMP and Workplace Health and Safety Queensland will host the first 2009 Work Safe and Return to work expo in October 09. Q-COMP has also launched Queensland’s first Return to work awards.

33

Quality workflow management systems were implemented to improve workflow management in the Review Unit with a view to expanding the systems to other business units in 09/10.

50

Return to work initiatives included:

• Better practice in return to work guide published for employers

• Return to work assist – for injured workers at risk of losing their job.

42

Professional development programs for medical assessment tribunal (MAT) members were introduced to ensure these decision-makers are kept up to date with recent court decisions and the implications to tribunals.

Q-COMP – ANNUAL REPORT 08/09 1

q-COmP highLighTs 08/09 CONT

1

08/09 07/08 06/07 05/06 04/05

$ million $ million $ million $ million $ million

Levy income 58.5 52.8 52.4 48.2 51.0

Other income 2.3 2.4 2.8 2.2 1.6

Scheme expenses 41.5 37.6 34.7 31.0 33.8

Q-COMP operating expenses 20.1 19.6 17.5 17.4 14.9

Financial summary

2

08/09 07/08 06/07 05/06 04/05 target

Performance measure % % % % % %

Prudential risk factor* 159.00 159.00 156.00 162.85 165.23 150.00

Self-insurer liability

3

Performance measure 08/09 07/08 06/07 05/06 04/05

New claims* 102,848 103,071 97,660 85,751 83,485

Common law lodgements 3,768 3,152 2,956 2,873 3,301

Statutory claims expenditure ($ million) 667.8 610.6 543.1 473.8 398.4

Common law settlement costs ($ million) 461.7 384.5 347.8 340.6 321.8

Scheme expenditure ($ million) 1,129.5 995.1 890.9 814.4 720.2

Average cost of finalised time lost claims* ($) 10,726 9,379 8,396 8,612 7,849

Average duration of finalised time lost claims* (days) 37.8 36.2 33.9 37.1 37.3

Insurers

workers’ compensation scheme performance measures

*Bank guarantees retained by Q-COMP as a percentage of the total claims liability for self-insurers.

*excluding cancelled and withdrawn claims.

4

Performance measure 08/09 07/08 06/07 05/06 04/05

MAT referrals 2,475 2,778 2,699 3,005 3,326

Applications for review of insurer decisions 2,651 2,381 2,150 2,320 2,379

Appeals lodged with Industrial Magistrate 241 253 270 321 409

Appeals lodged with Queensland Industrial Relations Commission(first lodgements from October 05) 96 93 81 55 n/a

Q-COMP

2 Q-COMP – ANNUAL REPORT 08/09

Q-COMP HiGHliGHtS 08/09

LETTER Of COmPLiANCE

October 2009

The Honourable Cameron Dick MP Attorney-General and Minister for Industrial Relations Level 18, State Law Building 50 Ann Street BRISBANE Q 4000

Dear Minister

I am pleased to present Q-COMP’s 08/09 Annual Report. This report represents Q-COMP’s achievements for the period 1 July 08 to 30 June 09.

Q-COMP’s fresh ideas, great leadership and a clear direction continue to build our reputation as an outwardly-focused organisation with a high priority on delivering customer service excellence.

Our values of pride, people, integrity and innovation reflect the way of thinking across our business and are evidenced throughout the pages of our Annual Report. It is our intention to offer the best customer experience, leverage our knowledge and experience to create enduring stakeholder satisfaction and strive toward being an industry leader.

We have enjoyed a successful year in 08/09, based on the top work of our high performing leadership team and our committed people, effectively engaging our stakeholders in two-way communication, building a positive shift in internal culture, and keeping our business decisions transparent and accountable.

I commend this Annual Report to you, as a record of our achievements and activities in our sixth year of operation.

Yours sincerely

Paul braddy Chairman

3Q-COMP – ANNUAL REPORT 08/09

lEttER Of COMPlianCE

Above: Our principal place of business is 347 Ann Street in Brisbane’s Central Business District.

q-COmP hAs bEEN AN iNdEPENdENT AUThORiTy siNCE 03.


Q-COMP anD tHE SCHEME

q-COmP ANd ThE sChEmE

Q-COMP regulates the Queensland workers’ compensation scheme, working with stakeholders to balance the needs of workers and employers 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)

• deciding self-insurance applications

• approving amounts payable under an industrial instrument

• monitoring employer rehabilitation compliance and providing advice

• collecting fees and administering grants

• resolving disputes

• reviewing insurer decisions

• managing appeals of review decisions

• supporting the medical assessment tribunals (MATs)

• educating and informing

• promoting education about the workers’ compensation scheme

• managing data

• maintaining and analysing statistics and reporting on the scheme.

Q-COMP receives no funding from the Government’s consolidated revenue and is primarily funded through contributions from insurers.

Our visionAn enduring Queensland workers’ compensation and rehabilitation scheme that balances the needs of workers and employers.

Statement of Q-COMP intentWe are uniquely placed in the Queensland workers’ compensation scheme. We have diverse services – regulator, educator and facilitator of legal and medical dispute resolution. Although we are the sole provider of these services, we offer the best customer experience expected in a competitive marketplace. Our diverse services allow us to leverage our knowledge and experience to create enduring stakeholder satisfaction. We lead our field when compared with our interstate counterparts.

Our valuesIn 08/09, we revamped our values to reflect a shift in corporate culture to a more open, transparent, customer service focused organisation.

fully funded by levies

Each year Q-COMP collects a levy from self-insured employers and a contribution from WorkCover Queensland. We seek to ensure the share of contributions between WorkCover Queensland and the self-insured employers is a fair reflection of their relative share of the workers’ compensation market. Currently WorkCover Queensland contributes 84% of Q-COMP’s annual income and has 89% of the claims lodged in the scheme.


PRiDE

PEOPlE

intEGRitY

innOVatiOn

vibrant, professional, committed to exceeding expectations

inspired, empowered, valued

Courage to do the right thing

Challenge what is, research what could be, delivery solutions

alwaYS


Q-COMP organisational structure5

Q-COMP board

Review and administration Group

Communications and Education Group

legal Services unit

Customer Service Group

Scheme analysis unit

Health and tribunal Services

Executive Services Group

audit and Risk Management Committee

internal auditCEO

Having a workers’ compensation policy WorkCover queensland

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 workers’ compensation statutory claims and common law claims.

This year WorkCover Queensland managed 171,000 workers’ compensation policies and registered 91,261 statutory claims representing 89% of workers’ compensation claims in Queensland.

WorkCover Queensland is Q-COMP’s major insurer stakeholder and we are committed to continuing to build and strengthen our working relationship. An essential element of this is ensuring that there is regular, open and transparent communication. Q-COMP and WorkCover Queensland have dedicated points of contact for operational issues. We meet regularly to discuss and progress

issues of mutual concern. This commitment to a strong relationship is endorsed and supported at the executive level of both Q-COMP and WorkCover Queensland.

self-insurers

At 30 June 09, there were 23 self-insurers (see Appendix 2) in the Queensland scheme covering 227* employers and their employees. Q-COMP may approve a self-insurance licence for an employer if they meet legislative criteria that considers size, assets, bank guarantees and health and safety performance.

The workers’ compensation scheme in action6

* 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 has a good working relationship and open lines of communication with the scheme’s self-insurers. Independent research showed improvement in the nature of the overall relationship and an improvement in perception of our level of customer service to all insurers during 08/09. We encourage insurers to raise and discuss their issues and scheme issues, both individually and through the Association of Self Insured Employers of Queensland (ASIEQ).

q-COmP

insurers

government

Queensland’s workers

compensation scheme

Working together to deliver the best outcomes for queensland’s employers and injured workers

•finance team•Self-insurer team•information

technology team•appeals unit

•tribunal Secretariat

•Health Services team

•Human Resources•Return to work

assist and awards•Medical advisor

•Review unit•Central

administration and Registration team

•Rehabilitation and Education team

•Communications team



www.qcomp.com.au

Q-COMP’s insurer advisors meet regularly with self-insurer representatives to discuss advisory, performance and licensing matters. This helps create a better understanding between self-insurers and Q-COMP and facilitates more open discussion. During 08/09 our insurer advisors invited officers from other Q-COMP business units to accompany them to these regular meetings (see page 40).

Self-insurers reported an improvement in the customer service delivered by our insurer advisors – self-insurers felt the service delivered was good to very good. We are delighted with these results and are focused on using this feedback to improve our service.

workers’ compensation policy and scheme designQ-COMP maintains strong relationships with the Department of Justice and Attorney-General, WorkCover Queensland, self-insurers and other stakeholders and works with them to improve the workers’ compensation scheme. Regular meetings between Q-COMP executives, Workplace Health and Safety Queensland and the Department of Justice and Attorney-General facilitate clarity and consistency in operations between these organisations.

The Queensland workers’ compensation scheme8

Department of Justice and Attorney-General

Q-COMP

WorkCover Queensland and self-insurers

* Attorney-General and Minister for Industrial Relations

Workers’ compensation

insurancePolicy

Minister*

Regulation



Claim rates (per 1,000 employees covered by the scheme) and intimations

7

60

50

40

30

20

10

0

Financial year

Intim

atio

ns (

thou

sand

)

Cla

im ra

tes

%

Intimations Claim rates

04/05 05/06 06/07 07/08 08/09

120

100

80

60

40

20

0

45

.4

44

.3

48

.3

49

.3

47

.9

83

,48

5

85

,75

1

97

,66

0

10

3,0

71

10

2,8

48

PERfORmANCE sNAPshOT

Delivered Ongoing Not completed

business area Outcome what we promised

Q-COMP and the scheme

page 5

Promote the positive aspects of the Queensland scheme.

Review the Medical tables of costs with medical bodies and their representatives.

Advise on any implications for nationally consistent systems that arise.

Continue to monitor common law durations.

Stakeholder relationships and awareness

page 20

We provide the highest level of customer service.

Release more Comprehend training packages for doctors, allied health providers, employers and rehabilitation and return to work coordinators.

Recruit more customer service champions.

Increase publishing capabilities.

Develop new intranet and website.

Complete stages two and three of research program.

Strengthen customer service culture.

Customer service excellence – review and appeals

pages 30 and 34

Our customers experience a review process that is timely, transparent and professional.

We have a reputation as a respected model litigant noted for our personal service, professionalism and integrity.

Develop new workflow system.

Promote high levels of ethical and professional behaviour.

Disseminate information to stakeholders.

Introduce e-files within the Review Unit.

Customer service excellence – medical assessment tribunals

page 38

Well-informed tribunals that make sound decisions and provide clear reasons for their decisions. Insurers, workers, and their representatives receive prompt and courteous service, are always treated with respect and allowed a fair hearing.

Provide opportunities for tribunal members to host and participate in educational forums.

Implement new workflow system.

Provide more professional development opportunities for tribunal members.


PERfORManCE SnaPSHOt

what we delivered target 09/10

Comprehensive review of the Medical items schedule of fees and supplementary schedules that became effective from 1 November 08.

Indexation and update of the Allied health tables of costs and supplementary schedules for implementation from 1 July 09, including establishment of the Exercise physiology services table of costs and guidelines.

Provided workers’ compensation and occupational health and safety arrangements across Australia is a federal government policy.

Developed scheme stability indicators to monitor durations.

Indexation and updates of Medical fee and supplementary schedules for I November 09.

Comprehensive review of Allied health tables of costs and supplementary schedules to be effective 1 July 10.

Continue to monitor national workers’ compensation issues.

Continue to monitor using the scheme stability indicators.

Course on the assessment of permanent impairment is in the last stage of development and will be available on Comprehend early in 09/10.

Second phase of moment mapping completed by 13 customer service champions delivering 36 recommendations.

We’re working smarter with technology and embracing options that let us connect with more of our customers and stakeholders.

Website launched in November 08; intranet (The buzz) launched in April 09.

Visitors to the medical assessment tribunals (MAT) were surveyed at a computer kiosk in MAT reception; Rehabilitation and Return to Work Coordinators (RRTWCs) completed an online survey; Q-COMP staff members participated in an ‘innovation think tank’.

Educated our stakeholders on processes and changes within Q-COMP.

Continue to develop and release more Comprehend training packages online that address the information needs of our stakeholders.

Continue to monitor and implement the recommendations.

Deliver a forum for allied health professionals focusing on workers’ compensation and return to work outcomes.

Undertake user testing of both systems.

Incorporate findings into 09/10 Strategic plan.

Continue to inform and educate stakeholders about the scheme.

New workflow management system is being tested in the Review Unit.

Created team leader development roles in the Review Unit.

Disseminated information to stakeholders by delivering presentations of the review process to self-insurers and large employers (Queensland Health, Queensland Police Service and Education Queensland).

Rollout e-files within the Review Unit.

Implement a new workflow process in appeals.

Create new, succinct review decision templates.

Commence online survey for external stakeholders to provide feedback upon the completion of a review.

Review our communication strategy focusing on electronic communication.

Introduce e-files within the Appeals Unit and roll them out to our barrister panel.

Training in reasons for decisions and administrative law imperatives for tribunals was delayed until early 09/10 in order to incorporate outcomes of pending court decisions.

Q-COMP hosted permanent impairment assessment methodology training (AMA IV and AMA V) provided by the American Board of Independent Medical Examiners in December 08. This was attended by a number of tribunal members.

Refined the workflow management system to further understand and improve our service.

Professional development programs kept tribunal members informed of recent court decisions and implications tribunals.

Promote robust decision-making by tribunal members through a continued focus on informing members of legal issues and changes that affect the MAT.

Improve the efficiency of our processes by continuing to increase our use of electronic mediums wherever it adds value to customers and the Tribunal Secretariat.

Continue to host tribunal members’ information sessions.





Management and analysis of data and information

page 44

We provide quality information capture, meaningful analysis of data and intelligence on scheme trends and issues while meeting national reporting responsibilities.

Evaluate the effect of the fee review for allied health providers, anaesthetists and public hospitals.

Continue to investigate and enhance scheme stability indicators.

Increase data quality with live data profiling.

Rehabilitation and return to work

page 48

Employers and insurers are encouraged and supported to improve return to work services and outcomes for injured workers.

Release the workplace-based kits containing a poster, brochure and handy pocket guide in August 08.

For employers developing workplace rehabilitation policies and procedures:

•implementonlineaccreditation

•providetraininginComprehend.

Pilot Return to work assist in WorkCover Queensland’s Brisbane South region and evaluate for possible expansion.

Our people

page 54

An environment that encourages pride in all that we do and people who take responsibility and accountability for their roles within Q-COMP.

Embed customer service and professionalism into our culture.

Expand employee engagement.

Implement achievement planning.

Actively assist employees to manage their careers.




The impact of medical and allied health fee increases are investigated and analysed as part of the scheme stability indicator monthly reporting.

Introduced 33 scheme stability indicators that show the scheme’s performance trends over time.

Data profiling tool developed.

Commence building a data submission portal for immediate validation of data submissions.

Enhance instruments to identify any potential developments of trends still within stable range.

Improve internal business efficiencies through the development of real-time workflow reporting.

Provide better customer service for insurers providing data – simplify documentation, improve information-sharing, develop e-learning modules and offer face-to-face training.

Distributed 800 Better practice in return to work employer kits to small businesses through the network of Small Business Advisors in Workplace Health and Safety Queensland.

Developed the online training program and working hard in partnership with our external service provider to deliver this solution to our customers.

Promoted and extended the durable return to work initiative, Return to work assist, throughout Queensland.

Continue to liaise with Workplace Health and Safety Queensland to promote the benefits of workplace rehabilitation.

Develop and implement:

•new rehabilitation and return to work coordinator training options

•online accreditation of employers’ workplace rehabilitation policies and procedures

•online training for employers in developing workplace rehabilitation policies and procedures.

Monitor and evaluate the new nationally accredited 30782QLD Course in functioning as a rehabilitation and return to work coordinator.

Continue to develop Return to work assist.

Delivered in-house customer service training to all staff members. Launched a new format Code of conduct both in booklet form and as a video. The video is easy to view and easily accessible on the intranet and website.

Q-COMP employees were involved in employer of choice workshops.

Launched an achievement planning and regular feedback process.

Supported people in new leadership roles by providing personal/life coaches who worked with the individuals and their respective managers.

Continue to work on raising our profile as an employer of choice.

Expand staff members engagement in activities at Q-COMP.

Expand our learning and advancement opportunities.

Implement a cooperative and progressive certified agreement.





internal customer service

page 64

Our employees’ operational needs are met. Develop and implement a knowledge management system.

Further enhance Q-COMP’s core system (QCS) database to enable workflow management and reporting.

Support implementation of new website and intranet.

Deliver customised web content for stakeholders though an electronic portal.

Implement new content management system for website.

Evaluate centralised administration and facilities management model.

Build on recycling efforts and investigate reducing our carbon footprint.

Refine work processes and practices.

Governance

page 78

Performance, not just conformance. Review and publish Q-COMP Code of conduct.

Implement new risk management process.

finances

page 92

Prudent financial management. Actively manage reserves at set target rate.

Reduce 08/09 levy charge to insurers.




QWCDec database of legal decisions and summaries is maintained.

Delivered a workflow management system to the Tribunal Secretariat and review officers.

Our new website went live in November 08. 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.

Our new and improved intranet site was a key project as part of our employer of choice initiatives. Delivering this in April 09 was part of changing our culture, building a sense of belonging, commitment and excitement about working in an innovative and progressive organisation.

A portal project has been established for 09/10 to enable secure insurer data loads.

Workflow developed for content editors and approvers, with a pre-set content review capability.

A Centralised Administration Team Leader and Team were established.

Q-COMP staff members kitchens were upgraded. These upgrades included environmentally conscious initiatives such as a carbon offset dishwasher and energy efficient lighting.

Developed review decision templates and reference notes for all major reviewable issues and piloted standard form review decision template.

Continue to develop as relevant case law is handed down to maintain the quality and relevancy of knowledge management tools.

Roll out a workflow management tool to other areas of the business.

Implement telephone and website lodgement of review applications. Monitor the content management system.

Implement insurer data load portal.

Roll out website workflow to unit content owners.

Centralise all administrative functions to the Central Administration Team.

Identify further initiatives to reduce carbon footprint such as upgrading relevant equipment and use of environmentally friendly stationery.

Standard form decision pilot will continue to be measured.

New Code of conduct was delivered to staff members and published on website, intranet and LCD screens throughout Q-COMP.

The Q-COMP Leadership Team (QLT) have integrated risk identification and awareness into everyday business as usual operations.

Update relevant policies and procedure to reflect the new Code of conduct.

Monitor risks and continue to reinforce risk identification in everyday business.

Reserves continue to be actively managed.

Levy offset by $900,000 from Q-COMP reserves.

Actively manage reserves at set target rate.

Offset the levy by 2.4%.



08/09 was a strong year for Q-COMP. All indications are that the scheme is stable and performing well. I take great pride in the results we’ve achieved with our employers, injured workers and other stakeholders. Since my appointment as Q-COMP Board Chair in July 03, I have seen our working relationships with stakeholders continue to strengthen, supporting our workers’ compensation and rehabilitation scheme to balance the needs of workers and employers.

As a result of the State Government election in March 09, Industrial Relations and Workplace Health and Safety Queensland are now part of the Department of Justice and Attorney-General. We have a new Minister, the Honourable Cameron Dick MP, Director-General Rachel Hunter and Deputy Director-General Barry Leahy. I am pleased to say that Q-COMP has excellent working relationships with these stakeholders and the transition from the former department has been smooth. I also acknowledge our previous Minister, the Honourable John Mickel, and thank him for his guidance and support prior to the election.

building a strong and diversified economy

Together with WorkCover Queensland, self-insurers and the Department of Justice and Attorney-General, the workers’ compensation services we provide are a means of building a strong and diversified economy. Our role in the prudent administration of the Queensland workers’ compensation scheme is an important one, as is maintaining a balance between fair and appropriate benefits for injured workers and reasonable cost levels for employers.

Expanding our educative role

I am pleased to see Q-COMP significantly expand its role in promoting education about the workers’ compensation scheme. By delivering world class education and training Q-COMP will continue to empower its stakeholders to make well-informed and effective decisions. We are leveraging relationships and working together with scheme partners, for example the joint project with Workplace Health and Safety Queensland on the 2009 Work Safe and Return to work expo.

ChAiRmAN’s REPORT

Paul Braddy, Chairing the Q-COMP Board since 03.


CHaiRMan’S REPORt

stakeholders contribute to a strong and balanced scheme

I again acknowledge our stakeholders’ contributions to building a strong and balanced scheme and particularly their participation in scheme issues and activities throughout the year. My fellow directors and I acknowledge their support of, and participation in, Q-COMP initiatives and programs that will benefit all scheme participants.

I thank my fellow board members and all Q-COMP employees for their enthusiasm and dedication. Q-COMP has again delivered a sound financial position, measurable customer service improvements, support for the Queensland Government’s Toward Q2 outcomes and priorities and is well on the way to being a recognised employer of choice.

I look forward to reinforcing our position and celebrating the successes of our initiatives in 09/10.

Paul braddy Chairman

queensland’s scheme is cost-effective

Queensland’s scheme has again achieved excellent return to work rates for injured workers and their employers. This is good news for workers and also for Queensland employers who experience a cost-effective scheme that is easy to administer.

stakeholder satisfaction is positive

I congratulate Q-COMP’s Chief Executive Officer (CEO) Elizabeth Woods for her strength and determination in bringing to life her vision for Q-COMP ‘to be a leading service provider in the workers’ compensation industry’. The positive outcomes detailed in the reports from Q-COMP’s formal and informal stakeholder satisfaction surveys are a testament to the hard work and commitment from everyone at Q-COMP. With this continued focus workers and employers will benefit from participating in what scheme comparative reports show to be Australia’s leading scheme.

movement in the board ranks

I welcome our two newest board members, Barry Leahy (Deputy Director-General of the Department of Justice and Attorney-General and appointed Deputy Chair of Q-COMP) and Verity Wroe (Commerce Queensland) and look forward to their positive contributions and fresh outlook. I also thank our outgoing members, Peter Henneken and Chris Rodwell, and wish them all the best in their future endeavours.


CHaiRMan’S REPORt

ChiEf ExECUTivE OffiCER’s REPORT

During the past year, we have continued to integrate customer service and professionalism into Q-COMP’s culture. This year’s theme of ‘raising the bar higher’ reflects our initiatives that strive to exceed customer expectations.

Results from our external survey show that our commitment to this goal is having effect, with very significant positive shifts in our customers’ perception of Q-COMP’s service delivery over the last four years recorded. Comments centred on the open and transparent approach taken by Q-COMP, the approachability of our staff members and the welcomed moves to simplified processes and procedures.

This is mirrored in our February 09 internal staff culture survey results, which also showed a substantial positive movement in our culture towards greater personal satisfaction and greater achievement focus, with greater personal accountability (see page 60). This allows us to deliver innovative and modern solutions for our customers.

Our new Statement of Q-COMP Intent is a powerful declaration of what we aspire to be in the workers’ compensation industry – a leading service provider. Even though we are the sole provider of these services in Queensland, we aim to offer the best customer experience that could be expected if we were in a competitive marketplace. We are living our values – pride, people, integrity, innovation – always.

building our profile in the workers’ compensation industry

In November 08, we opened our doors to our customers and stakeholders at our inaugural expo held on the Q-COMP premises. We showcased our innovations, openness and customer service and over two days more than 200 customers and stakeholders met with staff members, toured the building and were shown how to easily access the information they needed. I personally had the pleasure of talking to visitors, both familiar and new faces and many commented on the obvious enthusiasm of staff members when discussing Q-COMP’s products and services (see pages 28-29).

it’s onwards and upwards into 09/10

In May 09, we launched Queensland’s inaugural Return to work awards, which recognise the excellence demonstrated by employers, rehabilitation and return to work coordinators and injured workers in getting back to a safe workplace.

In another first for Q-COMP, we collaborated with Workplace Health and Safety Queensland to host the 2009 Work Safe and Return to work expo to be held in October 09. At this function, the winners of the Return to work awards will be announced and acknowledged.

We’re also off to the Royal Queensland Show (known as the Exhibition or Ekka) for the first time as part of our commitment to connect with our customers and spread the word about how Q-COMP services can assist.

Elizabeth Woods, Chief Executive Officer, Q-COMP.


CHiEf EXECutiVE OffiCER’S REPORt

helping workers get back to work

Our Return to work assist initiative is an innovative program that provides a free service to injured workers who may not have a job to return to and are at risk of long-term unemployment after their work-related injury. Our Return to work assist team has been working with insurers to identify at-risk workers and provide intervention services outside of the current workers’ compensation scheme. Return to work assist puts injured workers, who do not have a job at the end of their workers’ compensation claim, in touch with government-funded training and job placement services (see page 51).

Embracing technology to better serve our customers

I am passionate about communicating effectively with our customers. Working smarter and embracing technology connects us with more of our customers and stakeholders. Online learning programs, e-newsletters, online videos and forums, webinars and SMS, and even social media like Twitter are ways we are developing communication with our audiences.

For many people, their first impression of us comes from our website. The old website certainly did not meet the needs of our users and I was keen to see both the website and our intranet redeveloped. Our modern, user-friendly and dynamic website went live in November 08 and I’m pleased to report that customer feedback is that the new site is easy to navigate and search, looks fresh and vibrant, and is more interactive.

We’ve also redeveloped our intranet – The buzz – into more than simply a static repository of information. It is fun and dynamic, providing staff members with business information

(technical and social) at their fingertips and a vehicle for them to communicate with their colleagues. Feedback from staff members is that they love The buzz.

We are making use of every opportunity to connect with our customers and staff members with large LCD screens in reception and other work areas. Key messages about our services, initiatives and the way we do business are tailored to our customers and staff members. Visitors have commented on how useful and interesting the information on the screen was while they waited for their appointment. Staff members appreciate being kept up-to-date about what’s happening around Q-COMP.

Our more flexible work options are attracting attention

We not only want to attract and retain the best people but to provide a flexible workforce that best meets business needs. A key strategic initiative is to be an employer of choice. We consulted with staff members and asked – ‘What benefits would you like Q-COMP to provide?’ As a result we’ve introduced a range of benefits and flexible work arrangements such as e-commuting, part-time/job share and a wide variety of return from maternity leave options.

Work/life balance initiatives are appreciated by staff members and greatly enhance our ability to provide exceptional customer service (see page 57). The word must be out that Q-COMP is a great place to work – we received over 1,000 applications for vacancies for 36 jobs this year.

We’re on a winner with ‘virtual teams’

Smaller organisations often have limited opportunities for staff members to be involved in meaningful projects to develop their skills and benefit the organisation (see page 62). We took up the challenge of providing valuable project experience for staff members by setting up ‘virtual teams’ across business areas. Projects included the annual report, website, intranet, employer of choice and e-newsletters – some of these are ongoing and others wrap up at project delivery.

For this to succeed, it was important that the leadership team and I saw the work on these projects as ‘part of the person’s job’ rather than an add-on to current workloads. Appropriate support frameworks were put in place. Because of the successful outcomes, we’ll continue to encourage staff members to identify opportunities that lend themselves to the virtual team concept.

New dashboard reports assist managers

Information technology’s partnership with review and the Tribunal Secretariat resulted in new workflow management processes using Q-COMP’s core database system (QCS). Staff members are able to better manage their workloads as processes are now necessarily consistent and all steps are recorded (see page 66). Managers are provided with succinct and useful dashboard reports, allowing them to understand the progress of all files at a glance. A dashboard report is a single page report setting out critical operational tasks. These are coloured red, orange or green depending on whether or not the task is incomplete, should be completed or completed, in accordance with agreed business rules.



Collaborating produces great results

We developed the new, nationally-accredited rehabilitation and return to work coordinators’ (RRTWC) course with an advisory committee representing industry, trade unions, employer representative bodies and self-insured employers. The course will deliver high quality, industry developed and nationally recognised training. The new course will give registered training organisations more flexibility in providing quality training outcomes for RRTWCs and their employers.

The strategies we are currently working on for RRTWC registration will provide better choices and flexible options for maintaining registration.

Accrediting employers’ workplace rehabilitation policies and procedures online

As part of our commitment to provide online services for employers we have developed a course to help employers write a workplace rehabilitation policy and procedures. We are currently working with our learning program providers to deliver this course online. When an employer successfully completes the workplace rehabilitation policy and procedures course, a certificate of accreditation will be generated and they can print their policy and procedures.

This will provide employers with a seamless transition from course completion to accreditation of their policy and procedures. This new approach will save them time as the document will not need to be reviewed again by Q-COMP.

The coming year

09/10’s focus is on embracing technology and looking for opportunities to strengthen relationships.

Innovation and creativity bring their own energy and I am invigorated by the challenges and opportunities that we are creating for Q-COMP. Together we are looking to 09/10 with optimism, excitement and purpose.

I thank Paul Braddy for his unwavering support and encouragement. I acknowledge our board members for their efforts throughout 08/09 and look forward to working with the new members Barry Leahy and Verity Wroe. I also thank the leadership team and staff members for sharing my vision, challenging what is and having the courage to take Q-COMP forward to what we can be – a modern and progressive organisation delivering exceptional customer service…everyday.

Elizabeth woods Chief Executive Officer



Rob Cordiner, Executive Manager – Customer Service Group, oversees Q-COMP’s financials.

Our results for 08/09 reflect our approach of maximising our productivity for our customers while minimising our costs to the employers of Queensland. Q-COMP has been committed to controlling our management expenses through this period of economic uncertainty.

Q-COMP reported a deficit of $697k for the 08/09 financial year. I am pleased to report that this compares favourably with our original budget forecast. I refer you to our financial overview (see pages 92–99) for more details regarding our financial results.

ExECUTivE mANAgER’s fiNANCiAL REPORT

In line with our commitment to accountability and transparency, we have increased our level of disclosure in the financial statements.

The majority of our income is determined by the levy rate charged to self-insurers and WorkCover Queensland. Originally we had planned for a deficit of $1.3m in 08/09. This deficit resulted from the board’s strategy to absorb some costs incurred during the year – rather than fully pass on costs to insurers via a higher levy rate. Prior year reserves were utilised to fund this decision.

We have implemented strong financial controls to ensure regulatory compliance and ongoing improvement in the efficiency of our business. Q-COMP has realised a number of financial savings as a result of our strengthened contract management and several process efficiency initiatives. This will continue in 09/10 as we further focus on internal efficiencies.

Q-COMP – our futureOur results reflect our ongoing commitment to our values of pride, people, integrity and innovation and have placed Q-COMP in a secure financial position.

We face challenges in 09/10. These will include:

• managing business uncertainties such as the number and timing of review applications and medical assessment tribunal (MAT) referrals

• finalising an affordable Enterprise Bargaining Agreement (EBA) – our current EBA agreement is due for renegotiation during the year

• maintaining and improving our service standards while increasing productivity

• the impact of uncertain economic conditions.

Q-COMP’s Leadership Team (QLT) will continue in its commitment to efficiently providing a high quality service.

Rob Cordiner Executive Manager Customer Service Group


EXECutiVE ManaGER’S finanCial REPORt

WE WANT OUR RELATiONshiPs WiTh OUR CUsTOmERs TO ENsURE ThAT ThEy fEEL ThAT ThEy ARE bEiNg TREATEd REsPECTfULLy ANd fAiRLy; ThAT ThEy ARE LisTENEd TO ANd ARE iNvOLvEd. WE WANT TO bE RECOgNisEd by OUR sTAkEhOLdERs As AN ORgANisATiON dELivERiNg PROfEssiONAL sERviCE.

Above: ASIEQ Secretary Karen Smith presents Q-COMP CEO Elizabeth Woods and Workplace Health and Safety Queensland CEO Simon Blackwood with a cheque for the 2009 Work Safe and Return to work expo.

OUTCOmEWe provide the highest level of customer service.


StaKEHOlDER RElatiOnSHiPS anD awaREnESS

sTAkEhOLdER RELATiONshiPs ANd AWARENEss

HiGHliGHtS• Hostedtheinaugural

Q-COMP expo creating an opportunity to invite our stakeholders to look behind the scenes and appreciate our achievements.

• Providedself-insurerswith regular performance feedback (all self-insurers were considered good performers in 08/09).

• Strengthenedourcustomerservice culture by educating our stakeholders on processes and changes within Q-COMP.

• Launchedanewwebsitedesign that enables easier access to resources for our stakeholders.

• Encouragedenrolmentsfor our online e-learning program Comprehend with two promotions that offered a chance to win a laptop. these promotions were for medical and allied health providers and the staff in their practices.

• ReleasedfourComprehend online training packages for doctors, allied health providers, employers and rehabilitation and rehabilitation and return to work coordinators (RRtwC).

• Launchedanewintranetproviding Q-COMP employees with easy access to business and other useful information.

Championing customer serviceAlthough we are the sole provider of the services we offer, we pride ourselves on offering the best customer experience that could be expected if we were in a competitive marketplace. Our successful customer service project continued with our second phase of moment mapping completed by 13 customer service champions. Moment mapping is a tool used to trace steps of customers’ expectations through a fulfilment process. These champions were responsible for developing recommendations to improve and streamline our existing customer service.

There were 36 recommendations made that covered the following areas:

• provision of education for internal and external customers regarding our processes

• reduction of the amount of time we take in responding to customers who have contacted us

• update of work practices to reflect improvements to services and processes

• creation of templates that provide consistency for customers

• expansion of the information available on Comprehend, Q-COMP’s online learning program.

The moment mapping process was augmented with a formal customer service training session provided for all Q-COMP staff members. The training provided an opportunity for staff members to assess their customer service skills and improve their support of Q-COMP’s strong customer service culture.

adopting an external focusOur transformation to an outwardly-focused service organisation has been supported by refreshing our appearance, uplifting our internal culture and creating a new way forward in our role as the workers’ compensation authority.

Building our profile in the workers’ compensation industry by opening our doors to customers and stakeholders has been a key focus in 08/09. We continue to build our profile by demonstrating innovation, openness, and customer service that we displayed at our inaugural expo in 08. Over two days, we opened our doors to more than 200 stakeholders, allowing them to meet our employees, tour our premises and learn about Q-COMP and our role in the workers’ compensation scheme (see page 28).

In February 09, 89% of staff members completed a culture survey (see page 60) illustrating a substantial change in our culture. The shift to a positive internal culture has cultivated a new way of thinking throughout the business and we’ve embraced an innovative and modern approach to our customers.

After receiving positive feedback about the inaugural expo held in 08, Q-COMP took another innovative step. Q-COMP and Workplace Health and Safety Queensland will host the first 2009 Work Safe and Return to work expo in October. Q-COMP has also launched Queensland’s first Return to work awards. These awards recognise excellence by employers, rehabilitation and return to work coordinators and injured workers in getting back to a safe workplace (see page 62).



Engaging in customer researchQ-COMP’s customer research program is integrated into each unit’s business planning and includes activities and methodologies to assess customer relationships, processes and service quality.

Surveys are the key tool used for customer research. This year we moved online to provide stakeholders with quick access to surveys – this medium allows us to access and analyse the results in a timely manner (see page 41). Customers who do not have website access are provided with a hard copy equivalent. Details of the customer research conducted in 08/09 follow.

• The medical assessment tribunal computer kiosk. Surveyed injured workers after their tribunal appointment and allowed the Tribunal Secretariat to measure trends and identify issues as they arose.

• Rehabilitation and return to work coordinators (RRTWC), surveyed told us about their understanding of Q-COMP services, what resources they used and needed, and provided information about their role in their workplaces.

• Review applicants (workers and employers) were surveyed following receipt of their decision.

Participating in an innovation ‘think tank’Sarah Hare, an independent researcher from Schottler Consulting, gathered ideas from employees about ways to further develop Q-COMP as an organisation and improve our customer service. Focus groups and a series of interviews with managers and teams were conducted. A summary report of recommendations was delivered to the Q-COMP Leadership Team (QLT) and will be incorporated into our strategic planning throughout 09/10.

launching our dynamic new websiteComments from our customers and stakeholders about our former website indicated that it was difficult to navigate, time-consuming, and did not reflect our corporate brand. In response we analysed the website using statistics and concerns raised from enquiry callers and website queries. As a result the development of our new website focused on grouping information by customer and stakeholder groups, as well as by topic. The new website has moved from a ‘library of PDF documents’ to one that is easily accessible and provides interactive web content. Our dynamic, user-friendly website went live in November 08.

Embracing technology to better serve customers We’re working smarter with technology and embracing options that let us connect with more of our stakeholders. Our online tactics include e-learning, e-newsletters, online video, online forums, webinars and SMS communication. We are currently developing a social media communications strategy which will outline our approach to using flexible, networked and interactive online tools to strengthen our stakeholder relationships. We’ll be incorporating these tools in our communications activities from late 09.



Top: Q-COMP’s’ brand revitalisation reflects a clean and professional image.

Above: Manager – Communications and Education Group Denica Saunders uses Q-COMP’s new intranet to keep informed on what’s happening in Q-COMP.

Educating through Comprehend.com.au

Comprehend, our e-learning program, is proving effective in delivering online training for Q-COMP’s internal and external customers.

We have courses available for all of our stakeholders and the e-medium allows users to access training at a time and in a location that suits them. Continual professional development (CPD) points are available by completing some of the courses available on Comprehend. We are continuing to improve and expand the information and courses available through Comprehend. Courses currently available to external stakeholders include:

• An Overview of the Scheme.

• Introduction to Workers’ Compensation for Allied Health Providers.

• Introduction to Workers’ Compensation for Medical Practice Staff.

• Introduction to Workers’ Compensation for Medical Practitioners.

• Writing workplace rehabilitation policy and procedures.

Creating new online coursesWork is continuing on new course development. The workplace accreditation course for employers is now ready to be placed onto Comprehend and made available to stakeholders. Another course on the assessment of permanent impairment is in the last stage of development and will be available on Comprehend early in 09/10. We are also developing more courses for allied health providers, insurers, and legal professionals.



informing and educating external stakeholders Our Health Services Team developed presentations covering stakeholders’ roles and responsibilities regarding the workers’ compensation scheme. These presentations were delivered to medical interns, graduates, general practitioners, and occupational therapy undergraduates. Information about the scheme was also delivered through our online modules available on Comprehend, our quarterly newsletter Health report, and regular written updates sent to medical and allied health providers.

The Health Services Team also:

• provided continual professional development (CPD) points for the medical and allied health Comprehend modules

• published the Health report, a quarterly newsletter for allied health professionals

• reviewed the Medical table of costs in November 08. A full fee review was conducted in consultation with medical bodies and their representatives. Minor amendments to some processes were made as a result of the review

• reviewed the Allied health tables of costs (costs that are charged by all other specialties who are not medical practitioners) to current CPI on 30 June 09 – the last full fee review was held in 07

• 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. QAS grant fees are allocated by calculating the number of patient transports each year and the CPI indexation. The grant paid in 08/09 was $3.41 million (07/08: $3.0 million).

Research grantsQ-COMP recently developed policies and guidelines supporting our yearly fund allocation for research. Q-COMP research grants are intended to assist with research aimed at improving the scheme by furthering the scheme objectives. Applicants can apply for Q-COMP research grants and we will assess and allocate funds in line with Q-COMP’s research policy and guidelines.

workers’ compensation guide for medical practitioners released In April 09 we released the Workers’ compensation guide for medical practitioners. The guide is available free to all doctors and practice staff in Queensland. The guide is a resource for medical practices and contains information about:

• general workers’ compensation

• workplace rehabilitation

• permanent impairment

• insurer information

• workers’ compensation medical certificates

• fee information.

This is one of the educational resources that Q-COMP provides to medical practitioners who work in the Queensland workers’ compensation scheme.



Redland City Council – a high performing insurerRedland City Council is a self-insured employer that has consistently been rated as a ‘high performer’ by Q-COMP over many years.

Redland City Council’s high performance is a result of their commitment to managing workplace injury. Redland City Council prides itself on promptly initiating rehabilitation for injured workers. An excellent working relationship has been developed with many of the City’s doctors. Claims kits containing rehabilitation information are provided in every instance to injured workers as a reference for them and their treating doctor.

Redland City Council’s workers’ compensation staff members are quick to assist people who are injured at work even before they have lodged a claim. Senior management are kept informed of workers’ rehabilitation and compensation issues on a monthly basis via comprehensive statistical reports. Redland City Council workers’ compensation personnel meet regularly with line managers to discuss the progress of their injured workers. Training and awareness initiatives are undertaken with managers and their staff members to enhance workers’ compensation awareness throughout council.

Q-COMP takes this opportunity to congratulate Redland City Council on their great performance in achieving 100% of their injured workers returned to work.

Redland City Council prides itself on promptly initiating rehabilitation for injured workers.

Left: Redland City Council’s Rehabilitation Case Manager Anna Flanagan, Risk and Liability Services Manager Ian Walters, Manager/Claims Administrator Redland WorkCover Peter Davis with Q-COMP’s CEO Elizabeth Woods at Redland City Council office.





insurers

• Rehabilitation and claims systems and employees

• Management systems and employees

• Self-assessment plan

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

Insurer performance management program (IPMP)9

OutlOOKin 09/10 we will:

• continuetodevelopandrelease more Comprehend training packages online that address the information needs of our stakeholders

• deliveraforumforalliedhealth professionals focusing on workers’ compensation and return to work outcomes

• continuetoinformandeducate stakeholders about the workers’ compensation scheme.

Maintaining self-insurer performance and compliance standardsAs the scheme authority, Q-COMP is focused on self-insurer performance and compliance, and ensuring that they apply the Workers’ Compensation and Rehabilitation 2003 (the Act) consistently and fairly.

Our Insurer performance management program (IPMP) assists self-insurers to meet their obligations under the Act, by measuring performance against key elements including:

• targeted audits at the time of 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 9).

This year we reported on self-insurer performance and compliance through individual quarterly assessments (Insurer risk profile) and provided the Q-COMP Board with half yearly updates. Self-insurer performance was rated consistently high in 08/09.

licensing self-insurers During 08/09 four self-insurer licences were renewed by Q-COMP. Q-COMP issues, renews licences and manages the exit of the self-insurers from the Queensland workers’ compensation scheme to Comcare (federal workers’ compensation scheme). Under the Act, an exiting self-insurer’s licence remains open for 12 months after exit date to manage any open claims. The Commonwealth Bank of Australia exited on 31 March 08 and their licence expired on 30 March 09.

university of Queensland – a high performing insurerthe university of Queensland (uQ) has been a self-insured employer since 01. During this period, uQ has shown its commitment to providing quality claims and rehabilitation services to its injured workers to assist them to return to work as quickly and safely as their injury allows.

UQ is a diverse organisation and attributes its sound performance to executive management support for health, safety and rehabilitation, and a well considered pre-claim ergonomics and rehabilitation strategy. It has a collaborative approach to return to work with a range of alternative employment opportunities and a strong suitable duties culture within the university.

Q-COMP takes this opportunity to congratulate the UQ on their great performance in achieving 97.3% of their injured workers returned to work.

Left: UQ’s Kris Fraser, Rod Knights and Q-COMP CEO Elizabeth Woods at the University of Queensland’s St Lucia Campus.

The University of queensland is a diverse organisation and attributes its sound performance to executive management support for health, safety and rehabilitation, and a well-considered pre-claim ergonomics and rehabilitation strategy.



EXPO 08

the expo marked a milestone for Q-COMP and paved the way forward in positioning us as an open, innovative, and outwardly-focused organisation.

Our visitors experienced our change in cultural climate and our focus on building a sense of belonging, commitment and excitement for our employees about being part of an innovative and progressive organisation.

we showcased a new way of thinking across our business and how we’ve embraced an innovative and modern approach with our wins in customer service, improved systems and processes, and a two-way communication focus in building relationships.


EXPO 08

Over 200 of our customers and stakeholders came through our doors to see, learn and ask questions about our role as the state’s workers’ compensation authority.

Our new and fresh look as a progressive and modern organisation came together and was recognised by our visitors as being ‘professional’, ‘innovative’, ‘clean’ and ‘open’.

Our expo showed our customers and stakeholders we are a professional organisation, committed to excellent customer service and alive to the changing world of workers’ compensation.


EXPO 08

dELivER ExCELLENT CUsTOmER sERviCE WhEN REviEWiNg iNsURERs’ dECisiONs.

Above: Review Officers Marisha Mees, Christopher Jones and Tammy Manderson were successful in being selected for the Review Unit team leader development roles.

OUTCOmEOur customers experience a review process that is timely, transparent and professional. Customers are fully informed of new information received during the review process and the reasoning behind review decisions.


CuStOMER SERViCE EXCEllEnCE – REViEw

CUsTOmER sERviCE ExCELLENCE – REviEW

HiGHliGHtS• Disseminated information

to stakeholders by delivering presentations of the review process to self-insurers and large employers (Queensland Health, Queensland Police Service, Education Queensland).

• Developednewworkflowmanagement system for the review process.

• Createdteamleaderdevelopment roles.

innOVatiOnS• Introducede-fileswithin

the Review unit.

increasing applications for review Of the 102,848 statutory claims lodged this year (07/08: 103,071), excluding cancelled and withdrawn claims, Q-COMP processed 2,651 applications for review. This is an 11.3% increase on last year’s figure of 2,381. The Review Unit decided 2,407 review applications in the 08/09 year which is a 12.6% increase on 07/08: 2,138.

For 08/09, appeals lodged have decreased by 3%. The decrease in the rate of appeal was primarily driven by a reduction in the number of appeals from insurers’ decisions that are not changed at review (down 24, ratio decreased from 20% to 18%).

These statistics demonstrate that, although applications for reviews are increasing in number, the Review Unit’s commitment to delivering a timely and transparent review process results in a reduction in the number of subsequent appeals.

Providing efficient and cost-effective dispute resolutionQ-COMP’s dispute resolution performance is benchmarked nationally. For the fifth year in a row it remains the most timely and most cost-effective workers’ compensation dispute resolution system in Australia (see Figure 10).

The Workplace Relations Ministers’ Council’s Tenth Comparative Performance Monitoring (CPM) Report August 2008 shows Queensland maintained the lowest disputation rate at 2.9% of claims (Australian average: 7.3%). Queensland resolved 77% of disputes within three months from the date of lodgement. All other states had significantly lower rates with Tasmania resolving 60%, Western Australia 56% and both NSW and Victoria resolving 51.9% (see CPM Report 2008 www.workplace.gov.au/cpm).

Percentage of disputes resolved within a selected time period (cumulative)

10

Within 3 monthsWithin 1 month Within 6 months Within 9 months

100

80

60

40

20

0

%

QLD NSW VIC WA TAS Comcare Australia New Zealand



www.workplace.gov.au/cpm

Establishing team leader development roles The team leader development roles were introduced to give Q-COMP employees an opportunity to develop their skills by:

• leading, motivating and developing a team of review officers

• ensuring the provision of quality customer service and an efficient and transparent review process, measured by the performance of their team members against key performance indicators (KPIs)

• maintaining effective regulation of the scheme, including regular meetings with self-insurers and major state government employers

• identifying continuous improvement opportunities within the Review Unit and overseeing the unit’s performance including compliance with policies and procedures

• managing complex reviews and responding to feedback from stakeholders.

These roles have been successful prompting positive feedback from the Review Unit on overall performance and operation in the unit. Enhanced relationships have been built with internal and external stakeholders and improvements to the unit’s record keeping and electronic communication have been implemented.

The team leaders were provided with support from an external coaching firm, Entelechy Consulting. This support enabled the team leaders to build on their strengths as well as develop their coaching and mentoring skills.

Top: Review Officer Paul Bush is happy to discuss review applicant’s concerns with them over the telephone.

Above: Executive Manager – Review and Administration Group Bill Fisher, provides team updates at regular QLT meetings.

The team leader development roles were introduced to give q-COmP employees an opportunity to develop their skills. These roles have been successful promoting positive feedback from the Review Unit on overall performance and operation in the unit.



Refining our databaseA project team established within the Review Unit and in partnership with our Information Technology (IT) Team, worked to refine the Q-COMP core database system (QCS) to better suit our needs. This resulted in new functionality that is assisting review officers to manage their workloads more effectively (see page 66). Review officers can now enter events that occur during the review process into the database and link these to a diary. They can then access the diary and follow up actions required. This has had the dual benefit of providing a clear audit trail of all events that occur during the review process and improved customer service through more timely delivery of review decisions.

introducing e-files Staff members from the Communications and Education Group, IT and the Review Unit implemented a process for the receipt of insurers’ files electronically. This process includes receiving the insurer file via email and enables review officers to bookmark documents so that they may easily refer to them during the review process.


• createnewtemplatesforreview decisions that are in a more succinct format

• reviewourcommunicationstrategy, including website, brochures, presentations and letters with a focus on electronic communication

• commenceanonlinesurvey for stakeholders to provide feedback upon the completion of a review.

Top: Review Officer Kerstin Bednarek works towards delivering a quality review decision.

Above: Review Officer Natalie Jones prepares review decisions to be sent electronically.



TO dEfENd dECisiONs Of REviEW OffiCERs WhEN ThEiR dECisiONs ARE APPEALEd TO ThE iNdUsTRiAL mAgisTRATEs COURT (imC) OR ThE qUEENsLANd iNdUsTRiAL RELATiONs COmmissiON (qiRC).

Above: Review Officer Lucien Simpson-Quin makes his way to the Magistrates Court to observe an appeal hearing.

OUTCOmEWe have a reputation as a respected model litigant noted for our personal service, professionalism and integrity.


CuStOMER SERViCE EXCEllEnCE – aPPEalS

CUsTOmER sERviCE ExCELLENCE – APPEALs

HiGHliGHtS• MaintainedQ-COMP’s

reputation as a respected model litigant.

• Finalised293appeals(07/08: 338), 222 iM appeals (07/08: 238) and 71 QiRC appeals (07/08: 100).

• Onappealonly3.2%ofreview decisions were altered or overturned. Of these 76.5% overturned both the original insurer’s decision and subsequent review decision and 23.5% overturned the review decision and confirmed the original insurer’s decision.

appeal applications remained static337 appeals against review decisions were lodged (07/08: 346) – 241 to the Industrial Magistrate (IM) and 96 to the Queensland Industrial Relations Commission (QIRC). In 08/09, 293 appeals were finalised (07/08: 338), 222 IM appeals (07/08: 238) and 71 QIRC appeals (07/08: 100).

The Industrial Court hears appeals of a decision by an IM or Commissioner. In 08/09 it heard 10 substantive appeals (07/08: 16). Of these, six worker-initiated appeals were dismissed and one employer initiated appeal was dismissed. One Q-COMP appeal was upheld and two worker/employer appeals were withdrawn.

On appeal, only 3.2% of review decisions were altered or overturned. Of these, 76.5% overturned both the original insurer’s decision and subsequent review decision and 23.5% overturned the review decision and confirmed the original insurer’s decision.

Overall, appeal finalisation timeframes decreased, with 71.7% of appeals finalised within nine months of lodgement compared to 74.8% for 07/08. Non-judicial resolution timeframes increased by 10.5% (07/08: 172 days, 08/09: 190 days).

$(m

illion

)

Year

2.0

1.5

1.0

.5

0

08/0904/05

1,3

11

,21

2

05/06

1,5

97

,91

9

06/07

1,3

48

,07

6

07/081

,38

7,0

32

1,4

16

,01

5

11 Amount spent on appeals


CuStOMER SERViCE EXCEllEnCE – aPPEalS

supported by an expert panel of barristers, q-COmP’s approach to managing appeals over the last five years has reduced legal costs from $1.9 million (03/4) to $1.5 million (08/09).

Top Left: Communications Officer Shannon Smith helps with the move to e-files.

Top Right: Appeals Officers Carolyn Shedden and Leanne Hedges work together in investigating an appeal.

Above: Review Officer Josh Mountford confirms the status of a review with Registration Officer Candice Paris.

Right: Appeals Officer Tanya Sayer prepares an appeal to be heard in court.


Q-COMP anD tHE SCHEMECuStOMER SERViCE EXCEllEnCE – aPPEalS

Maintaining a high level of non-judicial appeal resolutionOver three-quarters of appeals are resolved before reaching court, usually because the appellant withdraws their appeal before the court hearing, or the appeal is settled or conceded. Of the 293 appeals finalised in 08/09, 77.1% (226) were resolved before reaching court, an 11.7% decrease on the 07/08 figure of 256. Of 226 resolved before reaching court, the appellant withdrew in 74.3% (168) of cases and Q-COMP settled or conceded 25.7% (58).

Supported by an expert panel of barristers Q-COMP’s approach to managing appeals over the last five years has reduced legal costs from $1.9 million (03/04) to $1.5 million (08/09). We encourage non-judicial dispute resolution through proactive contact with all parties which saves time, money and court resources. Positive outcomes are also achieved when the appellant negotiates a satisfactory agreement or settlement.

The main reason for conceding an appeal is new evidence becomes available that indicates court action would not be successful defending the appeal.


• continuetobuildon our reputation as a respected model litigant noted for our personal service, professionalism and integrity

• implementanew workflow process to assist appeals officers in the efficient tracking of appeals through the process. this will provide early identification of exceptions to expectations

• introducee-fileswithin the appeals unit and roll out to our barrister panel.

Top: Legal Officer Belinda Wadley provides legal advice to Q-COMP staff members.

Above: Customer Service Officer Rachel Hampton is one of the friendly faces people are greeted with at reception.


Q-COMP anD tHE SCHEMECuStOMER SERViCE EXCEllEnCE – aPPEalS

TO PROvidE A PROfEssiONAL sERviCE ThAT sUPPORTs ThE TRibUNAL TO mAkE ExCELLENT dECisiONs ANd ExCEEds ThE ExPECTATiONs Of ThE PEOPLE WE iNTERACT WiTh.

Above: Orthopaedic surgeons Dr John North and Dr David Lewis are members of the Orthopaedic Assessment Tribunal.

OUTCOmEWell-informed tribunals that make sound decisions and provide clear reasons for their decisions. Insurers, workers and their representatives receive prompt and courteous service and will always be treated with respect and given a fair hearing.


CuStOMER SERViCE EXCEllEnCE – MEDiCal aSSESSMEnt tRibunalS

CUsTOmER sERviCE ExCELLENCE – mEdiCAL AssEssmENT TRibUNALs

HiGHliGHtS• Administered2,475

referrals (07/08: 2,778) and convened 919 tribunals (07/08: 1,030).

• Ranprofessionaldevelopment programs for tribunal members that kept them informed of recent court decisions and the implications for tribunals.

• Coordinatedandparticipated in an inter-agency evaluation of the aMa Guides to the Evaluation of Permanent impairment 6th edition, (an alternative methodology for assessment of impairment).

• Refinedtheworkflowmanagement system implemented in 07/08 to further understand and improve our service.

• Injuredworkerswerereferred to the Return to work assist program via the Mats.

• Respondedtothespecialneeds of a small number of workers by holding regional tribunals in Cairns and townsville.

• Increasedthespeedofservice at certain stages in the process and improved our environmental performance through increased use of electronic mediums to notify workers and insurers of appointments and tribunal decisions.

independent medical reviews and assessmentsA Medical Assessment Tribunal (MAT) typically comprises three members selected from a panel of specialists who are appointed by the Governor-in-Council. A member is selected for a tribunal based on their specialty with regard to the nature of the injury to be assessed.

Only a workers’ compensation insurer can refer a worker to a tribunal, with most matters referred relating to:

• 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

• conflicting medical opinions about whether the injury is work-related.

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 but a worker may seek a further hearing based on fresh medical evidence if supplied within a 12 month period from the decision.

Tribunal chairs 08/0912

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 Opthalmology Assessment Tribunal

Dr Peter Catt Disfigurement Assessment Tribunal



applying to the general medical assessment tribunals (GMat) In 08/09 the GMAT selection process was revised resulting in a simpler and more transparent process. Applications for the GMAT are opened to specialists every three years.

Separate application processes were instigated for new and existing members to make it easier to apply. Current members applying to be reappointed were only required to notify Q-COMP of relevant changes to their professional status. Statutory declarations were introduced for all applicants to confirm that the mandatory requirements were true and correct. Q-COMP was clear in the application process that doctors could inform staff of any performance problems that may exist with the applicant. An online application was made available for all doctors to apply for the GMAT. The selection process for GMAT doctors commenced in August 08 and closed at the end of December 08. Applicants were recommended to the Governor-in-Council for a three year period commencing 1 November 09. The successful doctors will be gazetted in September 09.

tribunalaverage number of cases

heard per tribunal

08/09 07/08

Orthopaedic 2.2 2.2

GMAT (psychiatric) 2.2 2.3

Neurology/neurosurgical 1.9 1.9

GMAT (other) 1.4 1.7

Specialty (other) 3.6 4.2

tOtal 2.2 2.3

13 Average number of cases heard per tribunal by tribunal type

Maintaining relationships with insurersThe Tribunal Secretariat met with a number of insurers with the goal of increasing our understanding of their issues and improving the efficiency of the MAT referral process (see page 127).

During the year the Tribunal Secretariat visited self-insurers to discuss their needs and explain the tribunal process. We are also in regular contact with WorkCover Queensland. During the year we met with Brisbane City Council, Gold Coast City Council, Woolworths, Myer Ltd, Qantas and Queensland Rail, with visits to CSR and Townsville City Council planned for July 09. These visits included presentations tailored to the respective insurer’s needs.

Self-insurers visited so far have indicated that they now have a greater understanding of the tribunal process and this has assisted them with the preparation of referrals. The Tribunal Secretariat also gained a greater insight into the perspectives of insurers in the management of claims. This insight has been helpful in understanding the concerns and needs of injured workers and their representatives.

The Tribunal Secretariat will actively look to provide insurers with the information they need and seek opportunities to visit and meet with them. We will be encouraging insurers to visit Q-COMP and tour the tribunal premises to demystify the MAT and assist insurers to prepare workers for what to expect when attending a tribunal hearing.

self-insurers visited so far have indicated that they now have a greater understanding of the tribunal process and this has assisted them with the preparation of referrals.



Medical assessment tribunals (MAT) – worker survey results14

Question Responses % of responses

total number of

respondents

How do you rate the overall experience with Q-COMP staff?

40 a 98 41

How do you rate the experience with the tribunal doctors?

37 a 90 41

Do you agree that the tribunal doctors made you feel at ease?

35 b 85 40 (1 didn’t respond)

Was the information you received from Q-COMP on time and helpful?

37 b 93 41

Did Q-COMP staff clearly explain what would happen during the tribunal?

41 b 100 41

Providing exceptional customer service

Attendance at a tribunal can be a daunting experience for an injured worker. The idea of being the subject of a tribunal process and appearing before a panel of doctors, often with a legal representative present, combined with the knowledge that the decision being made is final and has potentially significant financial consequences can create an anxiety provoking set of circumstances. As such the worker’s experience is foremost in our priorities as we attempt to facilitate the tribunal process through to an outcome.

As part of Q-COMP’s broader initiatives seeking feedback about our performance, in late 08 workers attending tribunal appointments were invited to participate in an online

survey at the completion of their appointment by means of a kiosk set up in the tribunal reception area. The survey was designed to help workers tell us about their experiences with the Tribunal Secretariat and the tribunal members.

The survey that was completed by injured workers also provided us with feedback on the tribunal members’ interaction – for example did the doctors:

• explain the process undertaken to make their assessment

• answer questions about the purpose or relevance of any questions or procedures

• forewarn the worker if a part of an examination process might cause discomfort.

Top: Medical Advisor Dr Chris Cunneen provides medical advice to all business areas.

Above: Health Services Advisor Angela McLeod assists in reviewing the table of costs and supplementary guidelines.


Q-COMP anD tHE SCHEMECuStOMER SERViCE EXCEllEnCE – MEDiCal aSSESSMEnt tRibunalS

a - Good or very good

b - Agree or strongly agree

Above: Tribunal Officer Linda Hayes introduces the online MAT survey to a worker.

trialling new guides for evaluating permanent impairmentIn May 08, the Queensland Government instructed the Department of Justice and Attorney-General (JAG), in consultation with other relevant agencies, to commence a whole-of-government review of the American Medical Association Guides to the Evaluation of Permanent Impairment 6th Edition (AMA6). A number of tribunal members participated in this trial.

To assist the Queensland Government review Q-COMP initiated a trial use of AMA6 though the MAT. A number of workers attending the GMAT – Psychiatric, the Orthopaedic Assessment Tribunal and Neurological/ Neurosurgical Assessment Tribunal between November 08 and March 09, were assessed using AMA4 and AMA6. These tribunals were chosen as they account for more than 80% of the referrals to the MAT and provide a good guide as to the potential effects on the scheme if AMA6 was to be adopted.

The information obtained will assist policy makers in their decisions regarding the appropriate methods for assessing permanent impairment across jurisdictions.

Educating our tribunal membersPart of supporting the tribunals in making good decisions is ensuring that members are kept up to date on administrative law imperatives. As new court decisions are handed down and our understanding of legal matters evolves, it is vital to keep tribunal members informed of developments that impact upon the medical matters they preside over. Q-COMP will be continuing information sessions in 09/10, following the successful information sessions conducted in 08/09, that covered areas of particular interest to tribunal doctors.

These sessions will cover:

• management and identification of conflicts of interest – obligations of tribunal members include identifying and notifying the Tribunal Secretariat of possible conflicts of interest with injured workers

• common reasons for decision issues

• common tribunal referral issues

• recent court case learnings:

• when is an ‘injury’ sustained for the purpose of identifying the correct test to apply

• managing subpoenas issued to tribunal members

• comments about reasons for decision

• the extent of a tribunal member’s protection from civil liability under section 517 of the Workers’ Compensation and Rehabilitation Act 2003.



Top: Executive Manager – Health and Tribunal Services Michael Francis reviews the workflow in the Tribunal Secretariat with Tribunal Coordinator Anne Midwinter.

Above: Orthopaedic surgeons Dr Gregory Bookless, Dr Lloyd Toft and Dr John Livingstone review a MAT referral to be heard before the tribunal.


• continuetopromoterobust decision-making by tribunals through a continued focus on informing members of legal issues and changes that affect the Mat

• improvetheefficiencyof our processes by continuing to increase our use of electronic mediums wherever it adds value to customers and the tribunal Secretariat.



q-COmP Aims TO PROvidE high qUALiTy CAPTURE, ANALysis ANd fLOW Of dATA by fOsTERiNg A shAREd, COmPREhENsivE APPROACh bETWEEN sChEmE sTAkEhOLdERs.

Above: The Scheme Analysis Unit L to R Data Liaison Officer Aleisha Dunn, Senior Data Management Officer Rachael Keogh, Manager – Scheme Analysis Warren Hawkins, Senior Data Management Officer Robert Sinnamon, Senior Data Analyst Christopher Tsockallos and Business Analyst Par Jomard.

OUTCOmEProvide quality information capture, meaningful analysis of data and intelligence on scheme trends and issues while meeting national reporting responsibilities.


ManaGEMEnt anD analYSiS Of Data anD infORMatiOn

mANAgEmENT ANd ANALysis Of dATA ANd iNfORmATiON

HiGHliGHtS• Enhancedperformance

reporting to the Q-COMP board through key performance indicators (KPi) and scheme stability indicators.

• Facetofaceconsultationwith insurers provided feedback with respect to the data submission process. 09/10 will see the rollout of some agreed initiatives, including simplification of documentation.

• Increaseddataqualitywithlive data profiling.

• Improvedcentralisedreport delivery mechanisms.

• Reviewedmedicalfees within the Queensland scheme.

Enhancing scheme stability indicatorsPrior to July 08, board reporting was cumbersome with potentially vital trends submerged in the mass of statistics.

In 07/08 we introduced 33 indicators that show the scheme’s performance trends over time. The purpose of the indicators is to provide the board with a concise and precise representation of key scheme measures. Measures that are considered ‘unstable’ are further analysed in respect to changes within the scheme and broader global context. The development and ongoing enhancement of the scheme stability indicators has resulted in a report mechanism that:

• provides the board with confidence that significant trends or movements in the scheme stability indicators are being identified and investigated

• quickly indicates to analysts those indicators that are moving in an unanticipated direction and require further investigation.

During the year we revised some of the scheme stability indicators and reviewed all scheme indicators that had moved out of stability range at least once during the year. Commencing July 09, we will introduce a new dimension to the instrument to identify measures that are still within the stability range but have experienced an abnormal trend shift over the previous four months.

Maintaining quality, up-to-date data for national, scheme-wide and internal useQ-COMP’s data is used:

• by the national data set for national comparative performance monitoring

• to identify, investigate and monitor Queensland workers’ compensation trends (including scheme stability indicators)

• for performance reporting by Q-COMP internal business units

• to support Workplace Health and Safety decision-making and initiatives

• for comparative reporting to enable insurers to compare themselves on key indicators against the scheme.

improving data submission processes The Scheme Analysis Unit met with self-insurers to discuss improving the data submission process. The feedback highlighted a requirement for training across a range of areas, not just data loading. During 08/09 we have continued to enhance the data specifications through consultation with insurers. In 09/10 the Scheme Analysis Unit will review all documentation relating to the data submission process and data capture. Their aim will be to simplify the documentation and make it more user friendly and accessible.

Under investigation is the creation of data bulletins which will focus on particular areas of interests, providing clear and succinct information. A ‘data hub’ will be created on Q-COMP’s website where insurers can easily and readily access data bulletins and other data process information.




•providebettercustomer service for insurers who are obliged to provide us with data. this will be achieved by:

•simplifyingdocumentation

•improvinginformationsharing mechanisms

•developingonlinetrainingmodules (and offering face-to-face training)

•commencebuildofadatasubmission portal for immediate validation of data submissions

•continuetoidentify, analyse, and report scheme trends

•improveinternalbusiness efficiencies through the development of real-time workflow reporting.

We will also conduct face-to-face training as required. Investigation into the development of an online portal for data submission is also planned for 09/10. This facility will allow insurers to test and submit data when convenient for them.

improving data quality

Two major data quality initiatives were undertaken in 08/09 – a live data profiling module and an insurer data reconciliation. The data profiling tool will enable Q-COMP to identify data that might not necessarily be wrong, but that falls outside the natural distribution of data, e.g. very young or very old workers who could potentially seem to be data entry errors. Staff members will be trained in the use of the tool before it is fully implemented in 09/10. The insurer data reconciliation is a process

15 Scheme stability indicators* snapshot

designed to ensure that what is stored in Q-COMP’s database is reflected in the insurer’s internal workers’ compensation system. This initiative has been successfully piloted and will be run periodically to enhance Q-COMP’s ability to identify and rectify data discrepancies.

Scheme stability indicators Jun-09 Stable trend line

Claim lodgementsClaims per 1,000 employees 3.7 Yes

Physical injury claims 7,684 Yes

Psychological/Psychiatric injury claims 290 Yes

Fatalities 2 No

Claim decisionsAverage days to determine liability 5.0 No

% Determined within 20 days (%) 94.2 Yes

Rejection rate – Physical (%) 3.4 No

Rejection rate – Psychological / Psychiatric (%) 57.1 Yes



* Key scheme measures are reported and tracked against upper and lower control limits. Monthly results are supplied and a ‘yes’ or ‘no’ indicates stability. The ‘trend line’ tracks results for the past 24 months and shows upper and lower control limits that are calculated for each indicator. Commentary is provided on any indicators that are not within the control limit.

Serious injuriesIn early 09 the Scheme Analysis Unit commenced investigations into serious injuries within the Queensland workers’ compensation scheme. In May 09, these investigations were completed and reported to the board. The definition of ‘serious injury’ was, accepted claims with either temporary incapacity of 26 weeks or more; permanent incapacity with a work related injury of 20% or more; or fatality claims.

The results revealed that 3,597 serious injury claims were lodged in 07/08 – fewer than in the previous four financial years. The proportion of serious injury claims to total claims has also decreased in each financial year since 05/06.

Workers aged 50 years and older experienced a serious injury proportion (of all claims) at 6% (compared to an average of 4% across all ages).

Note: In this analysis the 08/09 injury year was not considered as (by definition) it may take up to six months after the end of the financial year for a serious injury to be determined.

06/07 07/08 average rate

Comparatively, the proportion of serious injuries to total claim lodgements was above average in:, the industries of agriculture, forestry and fishing; communication services; mining; transport and storage. By the same measure manufacturing which represents 24% of scheme claim lodgements, was lower than the industry average.

Proportion of serious injuries to total claims (by industry)16

14

12

10

8

6

4

2

0

Agriculture, forestry and

fishing

Construction Manufacturing Mining Transport and storage

Communication services

%

06/07 07/08 average rate

Proportion of serious injuries to total claims (by age of injured worker)17

8

6

4

2

0

%

< 25 years

25–34 years

35–49 years

50–59 years

60+ years



TO PROmOTE ANd AChiEvE EARLy ANd ACTivE REhAbiLiTATiON fOR iNjUREd WORkERs.

Above: Senior Rehabilitation Advisor Kerry Lugg and Rehabilitation Officers Hani Bruce and Sarah-Jane Berry monitor workplace rehabilitation policy and procedures.

OUTCOmEEmployers and insurers encourage and support improving return to work services and outcomes for injured workers.


REHabilitatiOn anD REtuRn tO wORK

REhAbiLiTATiON ANd RETURN TO WORk

HiGHliGHtS• Promotedandextended

the durable return to work initiative, Return to work assist, throughout Queensland.

• Developednewrehabilitation and return to work coordinator (RRtwC) retraining options.

• Developedanonlinecourse in Comprehend for employers on writing workplace rehabilitation policies and procedures.

• Maximisedopportunitiesthrough the network of Small business advisors in workplace Health and Safety Queensland to distribute over 800 better practice in return to work employer kits to small businesses.

innOVatiOnS• Hostingthe2009 work

Safe and Return to work expo

• LaunchedReturn to work awards

new training options for RRtwCsRehabilitation and return to work coordinators (RRTWCs) play a vital role in Queensland businesses, acting as the interface between an injured worker, employer and insurer. They assist injured workers to remain at work or return to work safely as soon as possible after an injury occurs.

In November 08, the course 30782 Qld Functioning as a rehabilitation and return to work coordinator was approved by the Queensland Department of Education, Training and the Arts. This is a nationally accredited course, developed by Q-COMP in consultation with an advisory committee representing industry, trade unions, employer representative bodies, and self-insured employers.

The course was developed to comply with the Australian Quality Training Framework and ensures RRTWCs receive high quality, industry-developed and nationally recognised training. The course allows registered training organisations more flexibility in the provision of quality training options, resulting in preferred outcomes for RRTWCs and their employers.

Rehabilitation policies and procedures onlineAs part of our commitment to providing online services for employers we developed a course that assists employers write workplace rehabilitation policy and procedures. We have accredited 2,487 employers policies and procedures during 08/09 (see Appendix 2). We continue to work with our learning program providers to deliver this course online. The goal is to immediately provide an employer, who has successfully completed the online workplace rehabilitation policy and procedures course, with their certificate of accreditation. They are then able to print their approved policy and procedures documentation. Under this system, employers will seamlessly transition from course completion to accreditation of their policy and procedures.

working toward more flexible RRtwC registration pathwaysWe are developing strategies to provide RRTWC with more flexible options for maintaining their registration. The proposed new arrangements will enable RRTWCs to choose from a range of options to maintain their registration. These options include, attending a one-day update course, attendance at conferences, training courses (external and in-house), participating in workshops, and analysing and reporting rehabilitation performance to their managers. It is envisaged that registration will be available for a one, two or three year period depending on the activities completed. Through the online system, RRTWCs will use a personal log-in to record their re-registration activities, update their records and print their registration certificate.



Developing workplace based kits to promote better practice in workplace rehabilitation

We have compiled kits consisting of a poster, brochure and handy guide (providing solutions to common workplace rehabilitation issues faced by doctors, RRTWCs and employers) to enhance best practice approaches in the workplace. Q-COMP not only monitors employer compliance against rehabilitation obligations under legislation but also provides advice on workplace rehabilitation.

Legislation requires an employer to have a workplace rehabilitation policy and procedures in place, and employ a RRTWC under a contract (regardless of whether the contract is a contract of service) if:

a. they employ 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 $1.826 million (indexed annually)

b. otherwise – the wages of the employer (in Queensland for the preceding financial year) were more than $5.998 million (indexed annually).

achieving high return to work rates

Queensland employers meet their basic rehabilitation obligations by providing rehabilitation assistance, suitable duties and, for some employers, accredited rehabilitation policy and procedures and RRTWCs.

18

08/09 07/08 06/07 05/06 04/05

number % of time lost

claims


claims


claims


claims


claims

Fit for work: same job/tasks with same employer 46,780 86.0 47,346 87.2 45,448 87.7 41,337 86.9 42,062 85.0

Fit for work: same job/tasks with different employer 851 1.6 966 1.8 879 1.7 831 1.7 807 1.6

Fit for work: different job/tasks with same employer 630 1.2 655 1.2 593 1.1 679 1.4 716 1.4

Fit for work: different job/tasks with different employer 1,245 2.3 1,555 2.9 1,316 2.5 1,059 2.2 1,073 2.2

Fit for work: no job 677 1.2 735 1.3 635 1.2 602 1.3 741 1.5

Fit for work: worker does not return 1,482 2.7 1,678 3.1 1,563 3.0 1,557 3.3 1,432 2.9

Not fit for work 980 1.8 769 1.4 788 1.5 815 1.7 1,011 2.0

Alternative outcome not claim related 1,726 3.2 604 1.1 621 1.2 706 1.5 1,689 3.4

tOtal 54,371 100 54,308 100 51,843 100 47,586 100 49,531 100

Return to work status of finalised time lost claims previous five financial years

Meeting these requirements ensures a high return to work rate. The following information provides some core data about the system that underpins a high return to work rate:

• number of employer workplace rehabilitation policy and procedures accredited – 2,507 accredited workplaces (up from 2,490 last year)

• number of RRTWCs registered – 11,716 (up from 11,440 last year)

• 10 Registered Training Organisations (RTOs) have applied for a licence to deliver the new nationally accredited RRTWC training course Qld 30782 Functioning as a rehabilitation and return to work coordinator.



• Two RTOs have been approved to deliver the RRTWC training course under the Vocational Education Training (VET) sector Australian Quality Training Framework (AQTF). The course recognises existing units of competency from other training packages, and graduates will be able to use their RRTWC training towards recognition of prior learning for other courses.

One South Australian based training organisation has indicated that they intend to make the course to suit various jurisdictions and roll it out in multiple states as they believe that there is no other nationally recognised RRTWC training course. This approach confirms Q-COMP as a leader in training development that benefits the sector both locally and nationally.

assisting injured workers back into the workforceReturn to work assist is a free and voluntary Q-COMP initiative helping injured workers who are at risk of long-term unemployment. The program links workers to a range of services including career information, job preparation assistance, resume writing, retraining opportunities, disability employment networks, job services providers and paid work placement programs.

Our Return to work assist team encourage and support workers to overcome barriers and realise their return to work goals. The process is simple, workers can self refer or be referred by their insurer, medical provider or employer. An initial assessment occurs and a personalised plan is put into place to meet the worker’s individual needs. As needed they are then linked with appropriate services to increase the worker’s employability and assist with realistic and achievable return to work outcomes. This can incorporate resume writing, assistance with job applications, interview preparation and career direction. Regular contact is maintained to ensure the worker is supported through the process and that potential re-integration back into the workforce is at their own pace.

After two months of research identifying what government-funded services were available for workers, the Return to work assist program commenced taking referrals on 22 September 08. Since the pilot program commenced, Return to workassist has received 150 referrals. Results to date have shown positive outcomes in line with our vision of providing a service that is beneficial for insurers, workers and employers. Successful outcomes range from returning to work, gaining new qualifications and skills or simply providing workers with sufficient information for them to re-assess their career goals. To date 48% of our clients have had a successful outcome.

Early survey feedback indicates that our service is highly regarded.

Above: The Return to work assist and Awards Team help injured workers get back into the workforce. L to R Manager – Return to work assist and Awards Sonia Minniecon, Return to work assist and Awards Advisors Tony Cacciola and Heather Wentworth.



Return to work awards 2009Our Return to work awards program is part of a strong partnership with the Work Safe awards 2009, held by Workplace Health and Safety Queensland. It is a first for both organisations working together to create an awards program that publicly recognises excellence in Queensland’s employers and workers.

The response to the awards program has been outstanding – to date we have received over 500 nominations across the eight different categories. The categories are:

Category 1: Small employer achievement award for rehabilitation and return to work.

Category 2: Medium employer achievement award for rehabilitation and return to work.

Category 3: Large employer achievement award for rehabilitation and return to work.

Category 4: Self-insured employer achievement award for rehabilitation and return to work.

Category 5: Injured worker achievement award – return to work new employer.

Category 6: Injured worker achievement award – return to work same employer.

Category 7: Rehabilitation and return to work coordinator achievement award.

Category 8: Rehabilitation and return to work coordinator achievement award – self-insured employer.

The awards program was developed to recognise and reward employers who have demonstrated excellence in rehabilitation and return to work initiatives, injured workers who have motivated other workers with their successful return to work story and RRTWCs whose ideas have changed or improved the way worker injuries are managed. Nominations closed on 31 July 09.


• developnewRRTWCtraining options

• implementaneasierservice for online accreditation of employers’ workplace rehabilitation policies and procedures

• providenewonlinetraining for employers in developing workplace rehabilitation policies and procedures

• monitorandevaluatethe new nationally accredited 30782 Qld Course in functioning as a rehabilitation and return to work coordinator

• continueliaisonwithworkplace Health and Safety Queensland to promote the benefits of workplace rehabilitation

• continuetodevelopReturn to work assist

• facilitatethe2009 work Safe and Return to work expo

• facilitateaReturntoworkawards and expo in 2010.



Xstrata Mount isa Mines, up for awardEmployer Xstrata Mount isa Mines, injured worker tony Seng and rehabilitation and return to work coordinator breda watterston were finalists in the Return to work awards 2009.

Tony Seng, B Crew Supervisor at Mount Isa Mines, says the actions of his employer are what made the difference when he suffered a severe injury on the job in late November 2007. Mr Seng’s life was turned around when he was standing directly in the path of a furnace when it exploded, leaving him with horrific burns to 17% of his body. But despite his severe injuries, Mr Seng says he went back full-time to his pre-injury job in less than twelve months, with the help of strong support from his workplace and a successful rehabilitation and return to work program.

Tony’s return to full-time work was over an eight month period, using a suitable duties program designed by Mr Seng and Xstrata Mount Isa Mines’ rehabilitation team.

Rehabilitation and return to work coordinator Breda Watterston says the successful return to work was a result of Tony’s personal strength and courage, as well as the workings of a great injury management system.

‘Tony’s outcome is an excellent example of how a collaborative approach brings the best results,’ Ms Watterston says. ‘It’s also important to take a holistic approach to workplace injuries, remembering the impact of injuries on life outside the workplace, especially on family.

‘For Tony, this meant ensuring his wife Selena could be there with him the whole time, so we flew Selena to Brisbane and arranged all accommodation and transport. ‘We also helped out around their home while they were in hospital and made sure it was well-equipped for Tony’s return.’

Ms Watterston says the biggest contributor to their success was the strong team effort by the rehabilitation and return to work staff, health and medical providers and Mr Seng’s supervisor and workmates.

‘The open communication, information sharing and joint approach helped us achieve the best outcomes,’ Ms Watterston says.

‘It also helped to make the return to work process as simple and gentle as possible for Tony, aiming to reduce any fears or worries he may have had about going back to his job.’

Tony’s return to full-time work was over an eight month period, using a suitable duties program designed by mr seng and xstrata mount isa mines’ rehabilitation team.

Left: Injured worker Tony Seng and his wife Selena Seng.



q-COmP’s hUmAN REsOURCEs TEAm PROvidE sTRATEgiC ORgANisATiONAL ANd LEAdERshiP sUPPORT TO ThE LEAdERshiP TEAm As WE sTRivE TO AChiEvE OUR gOAL Of bEiNg AN EmPLOyER Of ChOiCE.

Above: Rowen Boland and Janet Jenkins regularly attend social club meetings in the refurbished lunch room.

OUTCOmEAn environment that encourages pride in all that we do and people who take responsibility and accountability for their roles within Q-COMP. This is supported through regular feedback and coaching from managers, targeted development opportunities and flexible work options.


OuR PEOPlE

OUR PEOPLE

HiGHliGHtS• Q-COMPemployeeswereinvolvedinemployerofchoice

workshops that resulted in:

•anewlookrecreationandluncharea

•‘FittedforWork’beingselectedbyemployeesasthepreferredcharity to support

•areviewofourbenefitsscheme,includingcorporatehealthfunds

•targetedinformationsessionsprovidingfinancialadviceand will preparation

•areviewofflexibleworkpractices.

• Recruitedandplacedstaffmembersin36vacantpositionsconsisting of 19 internal and 17 external appointments.

• Achievedahighresponseandparticipationrate(89%)intheculture survey.

• Launchedanachievementplanningandregularfeedbackprocess.

• Providedmorepart-timeemploymentoptions.

• Implementedrotationalleadershippositions.

• Supportedstaffmembersinnewleadershiprolesbyprovidingpersonal/life coaches who worked with the individuals and their respective managers.

• Encouragedindividualstotakesecondmentsbothinternalandexternal to Q-COMP to help with career development.

• Providedwellnesssessionsandactivitiesincludingbreastcancer awareness and skin cancer screening in response to employees’s suggestions.

• Improvedtheprocessofregularhumanresourceactivitiessuchas recruitment and staff changes by introducing user-friendly online requests.

innOVatiOnS• Introducedflexibleworkplaceinitiativessuchase-commuting–a

work from home option to replace the physical journey to work time for individuals .

• Supportedtheformationofvirtualteamstoeffectivelyactioncross Q-COMP projects as a leadership skill development opportunity for individuals (see page 62).

increasing our workforce At 30 June 09, we had 95.2 full-time equivalent (FTE) employees, an increase from 07/08 (92.2 FTE). The continued demand on core business activities and our move towards an e-business culture resulted in staff movements and the need for more people with technical skills and specialties.

The annual turnover for Q-COMP permanent employees was 11.1% for 08/09 (12.9% in 07/08). The temporary employee turnover was 7.8% for 08/09 (4.7% in 07/08). This decrease in the turnover of permanent employee reflects increased employee stability throughout the organisation. Temporary employees filled positions until permanent appointments were made, resulting in a higher temporary employee turnover than last year.

Raising our employer of choice profileIn 08/09, we received more than 1,000 applications for 36 vacancies with an increasing number of unsolicited applications being received by the Human Resources Team. Economic and demographic changes that have occurred have seen a growing demand for organisations to provide flexible work options. Q-COMP has addressed this through our advertising and interviewing processes by encouraging job-share and part-time work options. This is intended to attract the best people for the roles, and provide flexible working arrangements to meet the needs of the business and of employees.


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Retention and attrition of Q-COMP employees19

Year full time employees at

30 June 09

average full-time

employees

Permanent retention %

Permanent attrition %

temporary attrition

Voluntary early

retirement

04/05 82.4 78.7 n/a 16.5 n/a 0.0

05/06 89.2 86.9 n/a 5.8 9.2 0.0

06/07 90.3 85.0 84.9 15.3 10.6 1.0

07/08 92.2 85.1 85.2 12.9 4.7 10.0

08/09 95.2 89.8 88.0 11.1 7.8 3.0

Q-COMP’s workforce profile20

Grade 08/09 07/08 06/07 05/06 04/05

Male female Male female Male female Male female Male female

One 0.0 0.0 0.0 0.0 1.9 2.0 0.0 3.0 0.0 4.0

Two 3.0 12.0 1.0 16.6 0.0 19.0 0.0 19.0 0.0 24.6

Three 1.0 12.0 0.0 17.4 0.0 6.0 0.0 8.0 1.0 2.0

Four 8.0 32.0 10.0 20.2 7.0 19.2 8.0 16.4 8.0 17.4

Five 7.0 13.0 5.0 10.0 10.0 10.4 9.0 11.8 8.0 7.4

Six 2.0 1.0 2.0 1.0 2.0 1.0 - - - -

Contract 6.0 5.0 6.0 4.0 4.0 5.0 9.0 5.0 4.0 6.0

Subtotal 27.0 75.0 24.0 69.2 24.9 62.6 26.0 63.2 21.0 61.4

tOtal 102.0 93.2 87.5 89.2 82.4

The table above shows the retention and attrition statistics including the number of VERs offered (over a five-year period). The increase in the headcount results from the inclusion of temporary contracts in the budget figures. The temporary attrition rate decreased significantly last year after permanent positions were confirmed in our structure realignment. There has been an increase this year due to an evaluation of the resourcing needs in reception and registration areas. The realignment also accounted for the increase in the number of VERs, however permanent retention percentages have remained constant and permanent attrition has decreased, indicating that through the change process the majority of people managed well.

The above table shows Q-COMP’s five-year workforce profile by grade and gender. There has been a consistent ratio of male to female indicating that the industry attracts a higher percentage of females particularly in the senior grades.

(Note – grade six was introduced with the approval of the 06 Q-COMP Certified Agreement and has provided an additional opportunity for leadership development).


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Offering more flexible work optionsOur commitment to being an employer of choice is a two-way street, as provision of greater flexibility requires balance and a commitment from staff members to a greater accountability. Benefits such as flexible work arrangements, study assistance, and the newly introduced e-commuting, proved to be significant drivers for staff members – ensuring that they reach their key performance objectives and are committed to supporting the business. During the year our flexible work arrangements were appreciated by many employees, especially those who were re-entering the workforce, working part-time, going on (or coming back from) maternity/paternity leave, with study commitments or with conflicting family or personal obligations (see page 58).

Q-COMP has made a commitment to explore options in the next financial year to accommodate the varied needs of a changing workforce and demographic. Examples are transitioning towards retirement, carer’s leave, flexible work hours and job share options, as well as options to provide flexibility for exercise during work hours. These have all been proposed as areas of interest for different demographics.

Q-COMP demographic21

Gen X – 19%

Baby boomers – 39%

Gen Y – 42%

Above: Review Officer Ben Jenkins, Communications Officer Shannon Smith and Review Officer Kerstin Bednarek complete their tertiary studies using the study assistance program offered by Q-COMP.

introducing e-commute The Review Unit undertook an e-commute pilot and made it available to all permanent full-time employees. Unit members enjoyed the opportunity to e-commute and commented positively on the benefits of working without the need to travel to the office or be away from home. The amount of time saved by not commuting was especially appreciated by those who live long distances from Brisbane central. Unit members look forward to being able to e-commute more often when e-commuting is rolled out to all Q-COMP during 09/10.

Part-time employment statistics22

Year Permanent part-time temporary part-time

Male female Male female

07/08 1 3 4 5

08/09 1 8 0 2

Note: We have recently started to track the number of individuals who have taken up part-time employment options. The table shows the increase over the last two years of permanent part-time employment as Q-COMP focuses on providing more flexible employment options in the recruitment process (that appeal to people returning to the workforce) as well as for those currently employed who have a desire to change their work/life balance.


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balancing family and careerThe excitement of becoming a new parent also brings anxiousness about ’how do I manage my career?’ Every situation is different and we believe employees should have the ability to make choices to suit their own circumstances. Following are some of their stories.

Claire Jenkins , Manager – Legal Services Unit – As a manager and a Q-COMP employee I’ve had the benefit of experiencing Q-COMP’s approach to maternity leave from both sides. I’ve assisted my team members as they plan for, undertake, and return from maternity leave and I can confirm that Q-COMP’s approach is to support its people and where possible make every attempt to meet individual needs. My experience as an employee about to take maternity leave is that my manager has been flexible and offered me options that support my needs now and after my leave. Parental leave is a time of great change for any employee, and it is incredibly comforting to know that you have your employer’s full support at that time.

Candice Paris , Registration Officer – It was clear from my experience that Q-COMP had policies in place that would allow me the flexibility to manage changes in my life when it came to maternity leave. I requested information in relation to leave entitlements and this was promptly received. Additionally, an HR representative visited me to ensure that I understood my entitlements and was not feeling rushed into making decisions. Q-COMP’s work/life balance attitude is demonstrated by their commitment to this. Q-COMP has shown a positive and personal attitude to my needs, whether that be flexible working hours or returning to work part-time.

Trinity McKenzie , Review Officer – During my pregnancy Q-COMP and my manager were supportive and understanding in providing me with flexible working times to ensure I was able to cope throughout my pregnancy. I have recently returned from maternity leave and have been given the opportunity to return to work only two days a week, which has been a great transition back to work. Once I feel able to take on more work I’ll be working two days in the office and two days from home (thanks to the new e-commute initiative). Working from home will allow me to work around my daughter’s schedule and my husband’s work hours. This flexibility will allow me to work four days a week but I will only have to access child care two days a week. This means I can spend more time with my daughter. The flexibility and options I’ve been given in returning from maternity leave have made the prospect of returning to work after a long absence much less daunting. I really appreciate the family-friendly options Q-COMP has offered to me.

Tammy Manderson , Review Officer – During my pregnancy and while I was on maternity leave I was fully supported by the Human Resources team and Q-COMP management. When I announced my pregnancy I was approached by Human Resources who advised that I was able to take certain types of leave that I had been previously unaware of. My managers enabled me to take any necessary leave by allowing flexible work hours, as well as reducing my workload prior to and during the time that I required leave. When I returned from maternity leave I was given the opportunity to increase my working days at a pace that accommodated the care arrangements for my child. This included the ability to return to work part-time and then increase my

working days to include working from home. Working from home enabled me to provide for my family and at the same time care for my child. I will always be grateful for the flexibility and support provided by Q-COMP during this special time.

learning and advancement opportunities We offer personal development opportunities for staff members that encourage their career advancement and to bring new skills into the business. These opportunities include secondments, which are offered both internally and externally, and a study assistance program (SAP) offered to people who are studying a course directly related to their employment.

While this year some external secondments came to a close, two new opportunities were presented. Jo Webb from the Appeals Unit secured a 12-month role with the Anti-Discrimination Commission and Deborah Clow, from the Tribunal Secretariat, took a three-month secondment to the Infrastructure and Planning Department in their ICT Branch – Strategy and Communications.

Above: Registration Officer Candice Paris finds out her leave entitlements for maternity leave.


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What was encouraging about the comments from Jo and Deb was their gratefulness for being given the opportunity and their excitement about returning to Q-COMP and applying what they learned while away.

The Q-COMP Leadership Team (QLT) support development opportunities for employees internally by encouraging them to take on acting or short-term placements in other areas within Q-COMP. A personal/life coach is available for all employees who take on a developmental role. All development opportunities are advertised internally and staff members are encouraged to discuss their interest with their managers to ensure that it meets their career plans and business needs.

Providing internal training programs During the year staff members were offered a range of internal programs including training in:

• customer service

• plain English

• proof-reading

• media

• telephony

• e-business.

Employees are encouraged to consider ongoing studies and the attainment of higher degrees in fields relevant to their roles. This year the number of people taking up this opportunity increased, particularly in the Review Unit where legal studies are of great interest for developing the skills of review officers.

Jo Edwards, Review Officer – Q-COMP is supporting me while I am undertaking my Practical Legal Training through the College of Law. This support has been really beneficial as not only have I been given financial assistance but I’ve also been granted leave to study, attend residential schools and exams and access to the office after hours – which provides me with a more productive environment to study in.

Glen Fields, Review Officer – Q-COMP assistance during my studies has been outstanding. Having studied law both before and during my employment with Q-COMP I am in a position that allows me to fully appreciate the assistance Q-COMP provides to me. Q-COMP motivates me as a student through their emphasis on education and provides a flexible working environment that allows me to attend university and meet my requirements as a Q-COMP employee.

Ben Jenkins, Review Officer – Having previously engaged in tertiary study, I was aware of the commitment required to successfully progress through a university degree. Q-COMP has been able to provide me with flexible working arrangements and support so that I am able to attend classes during work hours and still meet the requirements of my role. Having previously undertaken full-time study, I am able to fully appreciate the assistance Q-COMP offers to its people and how it enables me to complete my degree and work full-time.

Internal training programs23

Year 08/09 $

07/08 $

06/07 $

05/06 $

04/05 $

Budget – Learning and development 89,550 81,361 61,906 26,400 31,500

Budget – Study assistance program 19,250 20,025 12,250 6,600 10,000

Actual expenditure 203,563 187,819 145,284 100,381 33,960

Average training days 3.1 2.4 2.8 3.2 3.6

% of salary costs 3.0% 3.0% 2.4% 1.7% 0.7%

Budgeted expenditure has been increasing over the last five years. The actual costs have significantly increased over the same period and remain well above the budgeted expenditure. This indicates a continued commitment to increase the investment in staff members by ensuring all employees have access to training that is relevant and timely.


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improving customer service through training This training was tailored to Q-COMP and was well received. It illustrated practically, how to consider customer needs and provide effective service, engendering a positive response from our customers.

The focus of customer service and professionalism was supported by the culture survey. The survey provided very positive results to questions such as ‘to what extend do staff take pride in the quality of work and delivery of service in the organisation’.

fostering emerging leadersIn August 08, eight participants graduated from the Emerging Leaders Development Program (07/08: nine participants). Similar to last year, the participants attended six one-day training modules, completed self-awareness surveys and worked in small teams on an action learning project. This was in line with the organisation’s strategic direction and each team was sponsored by a member of the Q-COMP Leadership Team (QLT) to provide advice and business direction. This year’s action learning project focused on professionalism, with each team involved providing different perspectives on building a framework for service delivery to a professional behaviour and a communication framework. Their groundwork was included in the development and delivery of a new look Code of conduct for Q-COMP, which was released in April and can now be viewed on LCD screens around the building and is available on our website at www.qcomp.com.au.

and security needs. This is the first time Q-COMP has undertaken a survey as comprehensive as the Organisational Cultural Inventory (OCI) and as there were no previous results for comparison, the survey was split into actual and preferred cultures.

The survey was conducted over a two-week period in February 09 and 94 people (89% – both full-time and part-time) participated. Results of the culture survey were reported to the QLT and staff members at information sessions.

Confirming a preferred cultureDriven by our CEO’s passion to achieve staff satisfaction, Q-COMP tendered for an external provider who could effectively produce a clear and accurate measure of our culture. The research, development and implementation of the culture survey was undertaken by a virtual team, in concert with the external provider, in January and February 09. The culture survey measured aspects of our culture such as people orientation, satisfaction needs, task orientation,

Q-COMP’s actual culture results illustrated on a circumflex 24

2009 all data actual circumflex N=94

© 2005 Human synergistics International Research and Development by Robert A. Cooke Ph.D and J. Clayton Lafferty Ph.D

Q-COMP’s culture results represents an effective balance between task achievement and employee engagement which also results in high levels of customer service and employee satisfaction. The research base on this instrument (which includes over 1,000 organisations) provides a benchmark of successful organisations. Q-COMP’s results are above average for Australian & New Zealand organisations and are ahead of many private sector organisations. The results indicate that Q-COMP has established a very solid cultural foundation through which it can achieve it’s organisational strategy and objectives.


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www.qcomp.com.au

The survey assisted in determining:

• the preferred culture that QLT believed would maximise the organisation’s effectiveness

• the actual culture currently existing within Q-COMP.

Staff members, including those on secondment, maternity or extended leave were invited to complete the survey. The Q-COMP response rate was the highest that the external provider had ever received, which reflects not only an engaged workforce but also a well-communicated and managed survey process.

Q-COMP’s survey results were extremely impressive and reflected culture that is close to being the ideal with high ratings in the constructive styles. These styles indicated a practical balance between people and task orientation and therefore a high level of satisfaction. The survey confirmed that we have established a solid cultural foundation through which we can achieve our goal to be employer of choice.

Congratulating staff membersWith the introduction of virtual teams and improved communication channels, our staff engagement approach has taken a new format. Qdos, Q-COMP’s employee engagement program is now the driver for an annual celebration to congratulate and thank staff members for their contributions. Last year this event coincided with the Q-COMP expo (see page 28). After two days displaying Q-COMP’s achievements to our customers it was our turn on the third day to acknowledge and share the success of teams and reward staff members. It was an opportunity for staff to talk to colleagues from other areas and find out more about the activities they had been involved in. A mini awards ceremony was held following nominations from peers to congratulate individuals on achievements in ‘technical excellence’, ‘customer service’, ‘lateral thinking’, ‘initiative’, ‘leadership’ and ‘best all-rounder’. A fun award for the ‘funniest incident’ was also presented. The atmosphere through the expo exuded the pride staff have in working at Q-COMP with customers commenting; ‘the vibe here is fantastic’, ‘people here seem to really enjoy their work’ . A board member commented ‘You cannot buy that sort of enthusiasm – amazing!’

Above: Our staff participate in boxing classes during lunch times. L to R Aleisha Dunn, Jana Ewing, Hani Bruce, Sarah-Jane Berry, Denica Saunders, Phoung Nguyen, Sonia Minniecon and Heather Wentworth.

Staff involved in a wellness programThis year one of our virtual teams reviewed our wellness program and identified several health-related areas that staff members were interested in. The areas included an improved Employee Assistance Program (EAP), access to corporate health funds and gym/health club memberships. The virtual team is exploring these options with a view to rolling out a variety of choices in 09/10.

Q-COMP and Ford Health (an external provider) promoted a healthy, safe, and supportive environment for staff. Ford Health conducted an annual health assessment and provided support through regular contact calls to those who participated in diet, exercise or lifestyle changes, encouraging their ongoing commitment. Q-COMP participated in a pilot program with Ford Health to increase breast cancer awareness. This involved information sessions for all staff members (male and female), organised breast screening and a wear ‘pink’ day. Free sun cancer screening was also provided to staff members and was well received.

Other wellness activities include lunchtime boxing, runs and walks around the park, after work bike rides and ‘take a buddy to the gym’. The social club initiated sharing of recipes which resulted in the publication of staff members favourite recipes from our own budding ‘master chefs’.


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Keeping workplace health and safety top of mindWorkplace health and safety plays an active part in our day-to-day activities and with the efforts of our enthusiastic workplace health and safety officers (WHSOs), employees are becoming more proactive in ensuring their workspaces and their surrounding environment is safe and healthy. This year’s initiatives included:

• active participation in Work Safe Week with fun exploratory quests organised to heighten awareness of the ‘risks’ in the workplace and how to avoid them; fire evacuation training and ‘sample bags’ to keep safety top of mind

• appointing a second WHSO to take on the day-to-day monitoring and coordination of workplace safety activities

• coordinating ergonomic workstation and home workstation assessments through an external provider, Ekco

• monthly health and safety audits

• rewriting our occupational health and safety policies and procedures to make them easy to understand


• continuetoworkonraisingour profile as an employer of choice

• expandstaffmembersengagement in activities at Q-COMP

• expandourlearningandadvancement opportunities

• implementacooperativeand progressive certified enterprise bargaining agreement.

• arranging free influenza vaccinations

• monitoring our workers’ compensation information and statistics – no claims were lodged in 08/09.

Reinventing our Code of conductQ-COMP strives for a work environment free of any form of harassment, workplace bullying, or discrimination. With the release of the revamped Code of conduct both in written and video form and the rewriting of associated policies, employees are more aware of the behaviour that is acceptable in the workplace and the options available for them to pursue if they feel uncomfortable. Visit our website at www.qcomp.com.au to view our Code of conduct. Again, this year no formal grievances were lodged with the Public Service Commissioner against administrative decisions, employee conduct, sexual/workplace harassment, or recruitment and selection decisions.

Q-COMP’s health and safety statistics25

08/09 07/08 06/07 05/06 04/05

Number of workplace health and safety incidents

6 0 0 1 0

Number of lost time injuries 1 0 1 0 0

Number of workers’ compensation claims

2 1a 4b 2a 0

Number of return to work programs

1 0 0 0 3c

Percentage of employees who had flu shots

43 42 48 55 51

Percentage of employees who had work station assessments d

48 39.5 36.5 - -

a - journey claims with no time lost b - three were journey claims with no time lost

c - non work-related injuries d - work station assessment program commenced in 06/07

introducing virtual teams Led by our Chief Executive Officer, Elizabeth Woods, the virtual teams initiative was introduced in November 08 as an innovative development opportunity for employees. Projects identified by the QLT promoted research, exploring ideas and improving processes that provided a platform for the development of Q-COMP’s talent. This has resulted in the successful delivery of the internal culture survey, a new look and user-friendlier website and intranet, improved collection of court costs, community engagement and the remodelling of recreation and lunch facilities.


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www.qcomp.com.au

We believe that fitted for Work’s activities sit well with our focus on assisting injured workers return to work.

Left: Fitted for Work volunteer Vanessa Fang helps clients select their work wardrobe.

fitted for workas part of building our reputation as an employer of choice, at our staff members suggestion we are exploring ways we can engage with the community and support community activities.

This year we collaborated with Fitted for Work (Brisbane) Inc, a non-profit organisation committed to helping long-term unemployed and disadvantaged women obtain and maintain work. Regardless of gender, employees have been enthusiastic in their involvement by providing:

• clothing and accessories suitable for job interviews and employment

• training in job interview skills

• ongoing mentoring and support.

Fitted for Work’s clients are referred by employment and other agencies. Upon completion of employment training and when clients are ready to start attending job interviews. Fitted for Work assists in these processes. Some injured workers have been referred to Fitted for Work as part of our Return to work assist initiative (see page 51).

We believe that Fitted for Work’s activities sit well with our focus on assisting injured workers return to work. Staff members are providing support by fundraising through fortnightly casual Friday’s. Fundraising will assist in paying rent on Fitted for Work’s premises. The Q-COMP Board approved matching dollar for dollar with the funds raised. Q-COMP are also exploring arrangements for staff members to volunteer to work in Fitted for Work’s boutique and assist their clients with job interview practice and preparation.


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ThE CENTRAL AdmiNisTRATiON TEAm, LEgAL sERviCEs UNiT ANd iNfORmATiON TEChNOLOgy TEAm ARE dEdiCATEd TO PROvidiNg high qUALiTy CUsTOmER sERviCE TO OThER AREAs Of ThE bUsiNEss TO sUPPORT EmPLOyEEs iN PERfORmiNg ThEiR ROLEs ANd dELivERiNg A PROfEssiONAL sERviCE.

Above: Customer Service Officer Rachel Hampton is part of the Central Administration Team.

OUTCOmE Through excellent customer service, we provide high quality professional services that meet staff members needs.


intERnal CuStOMER SERViCE EXCEllEnCE

iNTERNAL CUsTOmER sERviCE ExCELLENCE

legal services unit Providing a wide range of services

Our Legal Services Unit is a dedicated internal legal advisory service that provides a wider range of services than a traditional legal department. By seeking practical and innovative customer focused solutions the unit enhances the provision of legal advisory services. The unit also:

• supports organisational administrative functions, including records management, information release and injury payment profile requests

• supports project management and development of policies and procedures business-wide

• provides staff training, education and assistance with workload overflow for the review and appeals units

• improves internal customer service delivery by refining and updating policies and procedure and developing centralised system for monitoring Legal Officers’ workflow for advice, litigation, reviews and auditing

HiGHliGHtS• LegalServicesUnit–

Developed review decision templates and reference notes for all major reviewable issues, and assisted with the development of a pilot short-form review decision template.

• Informationtechnology team – Maintained a stable information technology (it) system, with less than 0.04% downtime, whilst improving core systems including the rollout of dual monitors for all computers.

• Central administration team – finalised position descriptions for Customer Service Officers to better align business requirements through peak periods via cross-skilling, further training and development.

• regularly updates and maintains the QWCDec database with new Industrial Magistrates (IM) Court and Queensland Industrial Relations Commission (QIRC) decisions

• contributes to e-business initiatives and the reduction of Q-COMP’s carbon footprint by introducing the capacity for customers to request and receive injury payment profiles by email and by working on e-files and green desk initiatives.

During 08/09 the Legal Services Unit and Finance Team co-managed a project to recover litigation costs owed to Q-COMP by other parties. Through the project a new procedure for recovery of monies owed was developed and implemented. By the end of the financial year, $90,486.25 was recovered under the project.

Right: The Legal Services Unit provide more than just legal advice. L to R Legal Officer Sacha O’Neill, Manager – Legal Services Claire Jenkins, Legal Officer Belinda Wadley, Legal Support Officer Di Greenaway, Para-Legal Officer Cheryl-Lea Godfrey, Legal Officer Phoung Nguyen, Information Management Advisor Dominic Giorgio and Legal Officer Bevan Hughes.



Above: Review Officer Kerstin Bednarek reviews insurer decisions.

information technology team maintaining a reliable information technology (iT) system

A less than 0.04% IT downtime during 08/09 meant employees were able to perform their roles effectively and efficiently and with minimal IT disruptions. Upgrades to core IT components provided increased performance and ensured that the IT systems were available.

Our Information systems strategic plan 09/12 and IT Operational Plan focus on three key areas – professionalism, innovation and customer service. One to three year projects in each of these areas have been identified and will commence in 09/10. These include expansion of remote access capacity for staff members, upgrades to desktop computers and e-business initiatives to optimise service channels to Q-COMP’s customers.

Our system availability ranks in the top 15 Queensland government departments with the system enhancements targeted in 09/10 set to further improve our performance.

iT improving work processes

A key aim is to maintain and upgrade our information systems so they successfully integrate with our business and progress our organisational goals. IT worked with the Review Unit to implement a quality management system for reviews. This involved using enhancements initially designed for the Tribunal Secretariat to create an intuitive system that ensures steps in the work process are completed on time and within benchmark and legislated timeframes.

These changes will increase efficiency and accuracy by stepping the user through the relevant process. They will also enable reporting that makes it easier for managers and employees to monitor workflow.

We have completed a number of other projects (listed below) to improve our business efficiency upgrades:

• designing, procuring and implementing an integrated telephone system that greatly enhances functions for staff members and allows for future function upgrades

• extending the features of company mobile phones, including the acquisition, installation and implementation of seven iPhones with integrated email functions for the Q-COMP Leadership Team (QLT)

• upgrading multi-function photocopying, scanning and faxing equipment

• implementing a trial of e-file communication to reduce reliance on paper files

• upgrading our 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) (see page 91)

• continuing to adopt modern industry-standard server technology (virtualisation), reducing the number of servers from seven to two without decreasing reliability or increasing risk to our IT services. This reduced server maintenance costs by over $12,000 per month and saved $140,000 in capital expenditure

• negotiating reduced vendor costs for computer server maintenance resulting in a monthly cost reduction of $7,500.

We implemented a new IT support process for staff members by offering an Industry Standard Information Technology Infrastructure Library (ITIL) service support process. This software allows for a simple, consistent and transparent support process. It enables more efficient and accurate logging, tracking, and reporting of requests.



While our legal officers are individually responsible for particular matters, we achieve positive outcomes through an open and collaborative approach based on the interests of the scheme and the principles of the model litigant.

legal officersOur legal officers perform an important role in conducting judicial review and industrial court proceedings, the outcome of which have significance across the Queensland workers’ compensation scheme.

Belinda Wadley played a pivotal role representing Q-COMP in the judicial review application of Parker v The President of the Industrial Court and Q-COMP. This matter proceeded on appeal to the Court of Appeal of the Supreme Court of Queensland, to address the issue of whether the President of the Industrial Court failed to exercise proper jurisdiction in deciding an appeal of a decision to reject the applicant’s claim for a psychological injury.

Phuong Nguyen successfully managed Q-COMP’s appeal of a Queensland Industrial Relations Commission (QIRC) decision to the Industrial Court in Q-COMP v Rowe. This decision has scheme significance providing further guidance about the correct approach to deciding applications for compensation for psychological injuries.

While our legal officers are individually responsible for particular matters, we achieve positive outcomes through an open and collaborative approach based on the interests of the scheme and the principles of the model litigant.

Left: Legal Officer Phoung Nguyen.



Above: Registration Officer Sinead O’Neill being inducted by the WHSO Robyn Berta.

Central administration teamOffering high level customer service

The Central Administration Team ensures that all files, mail and messages are distributed in a timely and efficient manner to the appropriate business areas. The team assists with a variety of administration jobs from the other business areas. The team manage the storeroom and stationery requirements, as well as coordinating catering for meetings or events held at Q-COMP.

making key appointments

In March 09 Q-COMP appointed a team leader to oversee the effective running of the Central Administration Team that staff our receptions and provides administrative support to the wider organisation. The team leader also oversees the Registration Team, responsible for registering and validating the applications for review received by the Review Unit.

In partnership with staff members the team leader has implemented a number of initiatives that have streamlined services the Central Administration Team provides to Q-COMP, including:

• developing an online ordering system for stationery, catering, and function requirements, using Q-COMP’s new intranet, The buzz

• introducing key performance indicators for the Registrations Team that measure work output and accuracy.

increasing support teams

A full-time Facilities Officer commenced in 08/09. Central to this role is ensuring that all maintenance and improvements to Q-COMP’s premises are undertaken in a timely, efficient and cost effective manner and that staff members have a safe and healthy work environment. The Facilities Officer is a fully trained Workplace Health and Safety Officer (WHSO) and First Aid Officer.

Renovating to meet our needs

In 08/09, the ground floor catering kitchen was upgraded to improve facilities for the functions we regularly hold with stakeholders. The staff kitchen and lunchroom was also upgraded to better meet the needs of staff members and to reflect our inclusive culture. These upgrades included environmentally-conscious initiatives such as a carbon offset dishwasher and energy efficient lighting and appliances.

The Central Administration Team ensures all files, mail and messages are distributed in a timely and efficient manner to the appropriate business areas.




• monitorandimplementchanges to information management as a result of the Right to information act 2009, and continue to update our publication scheme ( see page 89)

• continuetodeliverexpert and timely legal and operational advice to support the performance of our regulatory functions and strategic objectives

• exploreinnovationsine-business initiatives across a range of Q-COMP’s services, including implementing telephone and online lodgement of applications for review

• continuetoprovideouremployees with a safe and healthy work environment

• negotiateanumberofservice level agreements and/or contracts with providers (plumbing/electrical services)

• identifyandcentralisealladministrative functions for the business.

Top: Para-Legal Officer Rebecca Benson assists with the release of information to external parties.

Above: Q-COMP’s ground floor reception area is the first point of contact with Q-COMP for many customers.



q-COmP’s bOARd COmPOsiTiON REPREsENTs A RANgE Of sTAkEhOLdER gROUPs.

Above: Manager – Scheme Analysis Unit Warren Hawkins goes through the scheme stability indicators with Senior Data Management Officer Georgina Best before reporting them to the board.


Q-COMP bOaRD

q-COmP bOARd

barry leahy Deputy ChairBarry is Deputy Director-General, Department of Justice and Attorney-General (JAG) and was appointed to the board in 09. Barry believes that as a member of the Q-COMP Board he has an opportunity to contribute to the maintenance and development of one of Australia’s leading workers’ compensation schemes. His appointment reflects JAG’s responsibility for workplace health and safety, industrial relations, electrical safety and workers’ compensation policy in Queensland. Barry was previously the Chief Executive Officer of Comcare and holds a Bachelor of Economics.

Dr beres wenckBeres is a member of the Health Promotion Council and National Chair of the Clinical Risk Management Committee of MDA National. Beres considers the directorship of the Q-COMP Board gives her a meaningful opportunity to have input into the workers’ compensation scheme from a medical perspective. She is a past President of the Australian Medical Association (Queensland) and past Chair of the AMAQ Workers’ Compensation Advisory Committee. She has previously been appointed by the Minister for Industrial Relations to the Selection Panels for the General and Specialty medical assessment tribunals. Beres conducts a private general medical practice in Milton and was recently commissioned to write a paper on models of primary and community care.

Paul braddy ChairmanPaul was appointed as Chair of the Q-COMP Board in July 03 and was subsequently re-appointed in 09. Paul is proud of Q-COMP’s achievements and the working relationships with stakeholders, as these continue to strengthen resulting in increased customer satisfaction. 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

Patrick McKendryPatrick is the Chief Executive Officer of Careers Australia Group (Industry). He believes that as a member of the Q-COMP Board he can actively shape the organisation’s direction and influence outcomes for Queensland’s employers and injured workers. Patrick has held the position of Executive Director of the National Retail Association. In November 06, he 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). He is the Chairperson of Q-COMP’s Audit and Risk Management Committee.

tom JeffersTom is the Queensland Vice President of the Australian Workers Union (AWU). He finds that the positive and robust discussions that are encouraged in Q-COMP Board meetings result in fair and equitable outcomes for all stakeholders. Tom has held the position of Southern District Secretary for 18 months and is a member of the AWU National Executive. He is a Trustee Director of QSuper and a member of the Workplace Health and Safety Board. Tom is also a member of the Interim Board of Energy Skills Queensland.

amanda RichardsAmanda is the Assistant General Secretary of the Queensland Council of Unions, the peak union body in Queensland representing over 350,000 workers. She believes that through her Q-COMP Board position she can assist in the maintenance of a viable, fair and equitable workers’ compensation system for Queensland workers. Amanda is an appointed member of the Workplace Health and Safety Queensland Board and is a Trustee of QSuper. She has worked in the area of occupational health and safety and workers’ compensation for many years and comes from a nursing background.


Q-COMP bOaRD

norm GuyNorm is General Manager of Facilities Management Solutions Pty Ltd, a consultant to Q-COMP and a member of Q-COMP’s Audit and Risk Management Committee. He finds his position on Q-COMP’s Board a rewarding experience, and that he is able to draw on his accounting background and his understanding of the workers’ compensation system in Queensland to add value to his Board and Committee roles. Norm was formerly the Chief Financial Officer for WorkCover Queensland.

Verity wroeVerity Wroe is the Occupational Health and Safety Policy Advisor with the Queensland arm of the Australian Industry Group. She believes that as a member of the Q-COMP Board she can influence the strategic direction of workers’ compensation by raising practical industry perspectives. She regularly consults with Queensland businesses from a wide range of industries. Verity attends and advises the Ai Group appointee at the Queensland Workplace Health and Safety Board meetings. Verity is also appointed to the Manufacturing Industry Sector Standing Committee and the Drug and Alcohol Sub-committee.


Q-COMP bOaRD

Elizabeth woods Chief Executive OfficerElizabeth is the driving force behind building Q-COMP’s profile in the workers’ compensation industry as a dynamic, customer-focused and professional organisation. Supported by Q-COMP’s Leadership Team (QLT) she lives and breathes the organisational values – pride, people, integrity, innovation – and believes that innovation and creativity will take Q-COMP to the next level.

Elizabeth is passionate about Q-COMP being an employer of choice. She actively demonstrates that achieving a good work/life balance is essential for the health of both the individual and the business.

Elizabeth’s focus on for 09/10 is on embracing technology and looking for opportunities to strengthen relationships between Q-COMP and its customers and stakeholders, including the Department of Justice, Attorney-General, WorkCover Queensland and self-insurers.

Rob Cordiner Executive Manager – Customer Service GroupRob is the longest serving member of the QLT, commencing in a managerial role in 04. His experience and flexibility have enabled him to take on and meet a broad range of challenges for Q-COMP. Rob started 08/09 with responsibility for a diverse range of regulatory and advisory services for Queensland employers, workers’ compensation insurers and rehabilitation coordinators. Rob is now responsible for the Appeals Unit, insurer regulation and licensing, Finance Team, Information Technology (IT) Team, managing Q-COMP grants and handling complaints. His focus in 09/10 will be on e-business and continuing to improve the customer experience.

warren Hawkins Manager – Scheme analysis unitWarren’s unit collects, analyses and reports on workers’ compensation data from Queensland insurers. In 08/09, Warren’s unit provided the Q-COMP Board with enhanced monthly reporting through scheme stability indicators and Q-COMP’s key performance indicators report. He also directed the insurer data reconciliation project, designed to ensure the data loaded into Q-COMP’s database reflects the insurers’ internal workers’ compensation system. In 09/10, Warren will partner with the IT Team to investigate the possibility of insurer data submission via portal and provide the appropriate education to insurers in respect to data submission and quality.

q-COmP LEAdERshiP TEAm


Q-COMP lEaDERSHiP tEaM

Claire Jenkins Manager – legal Services unitClaire leads the Legal Services Unit (LSU), which provides a diverse range of legal services to internal and external customers and supports Q-COMP’s core business. Over the past 12 months LSU has concentrated on increasing the depth and range of the services it offers its customers and refining its customer service delivery.

Claire’s focus for 09/10 is to support LSU in meeting the challenge of empowering customers to achieve superior outcomes by promoting progressive and innovative service delivery methods.

bill fisher Executive Manager – Review and administration GroupBill is responsible for the Review Unit and a customer service focused Central Administration Team. In 08/09 Bill led the Review Unit through improvements that included the implementation of team leader roles and three teams within the unit that are primarily responsible for reviews received from self-insurers and major employers.

In 09/10 Bill will lead the Review Unit to make timely, transparent and quality review decisions through the best possible e-business solutions. Planned initiatives include implementing the lodgement of applications for review through Q-COMP’s website and via the telephone. The team will have a greater focus on electronic communication and a more concise format for review decisions.

In 08/09 Bill focused on building his multi-skilled Central Administration Team. The team prides themselves on their high quality delivery, provide diverse services such as reviews registration and validation, facilities management, occupational health and safety and the management of corporate services including meeting rooms and reception areas.

In 09/10 Bill will continue to ensure that the Central Administration Team has the skills and flexibility to deliver quality customer service outcomes for internal and external clients.



Denica Saunders Manager – Communications and Education GroupDenica leads a team of education and communication professionals who work with Q-COMP’s customers to identify and deliver innovative communication and education solutions. The team has a diverse range of functions from providing education and advisory services to employers and rehabilitation and return to work coordinators to managing Q-COMP’s corporate communication strategy and providing ongoing professional development to staff members. The team’s focus is on developing positive relationships with stakeholders and providing customer experiences that are consistent and valued.

In 09/10 Denica will build and strengthen Q-COMP’s identity as a leader in the workers’ compensation industry through targeted communication and education strategies.

Michelle brooker Manager – Human Resources teamMichelle’s team worked closely with the QLT to develop and lead Q-COMP staff members and assist them to achieve their best. In 08/09 the Human Resource (HR) Team were responsible for delivering the achievement planning and development framework for regular feedback and identifying advancement opportunities; introducing e-commuting pilot that provided a flexible work option for Review Unit staff members and improving recruitment processes.

Michelle’s focus for 09/10 is to continue to develop and deliver employer of choice initiatives, particularly in the areas of work/life balance and staff benefits, to all Q-COMP staff.



Sonia Minniecon Manager – Return to work assist and awardsSonia commenced as manager of the newly created Return to work assist Team in January 09. The team is responsible for developing and administering innovative and creative strategies in delivering better return to work outcomes and securing our position as a leader in the workers compensation industry. The newly created prestigious Return to work awards has also been developed by the unit to formally recognise the excellent rehabilitation and return to work achievements of our customers and showcase the Queensland workers’ compensation scheme.

Sonia’s vision for 09/10 is to continue to develop Return to work assist to ensure that it provides benefits for insurers, workers and employers, balance all stakeholders’ needs and develop a Work Safe and Return to work expo and awards program that recognises great ideas, innovation, leadership and commitment by Queensland’s employers, injured workers and rehabilitation and return to work coordinators.

Michael francis Executive Manager – Health and tribunal ServicesThe Health and Tribunal Services (H&TS) Team core functions are the coordination and administration of medical assessment tribunals, providing fee schedules for provision of medical and allied health services and educating health service providers about the scheme. In 09/10 Michael intends to re-engineer the way information is delivered to the people H&TS provides services to. This will entail better use of technology to get information to tribunal doctors, the medical and allied health communities more broadly, insurers and workers. The focus will be on providing options that work for the end users of the information in terms of content and accessibility. By finding innovative solutions to these challenges Michael and his team will provide efficiencies for all and ultimately ensure more time is available to focus on people rather than processes.



OvERALL REsPONsibiLiTy fOR PERfORmANCE mANAgEmENT ANd sTAff LiEs WiTh ThE bOARd.

Above: Manager – Communications and Education Group Denica Saunders oversees Q-COMP’s educational framework.


GOVERnanCE

gOvERNANCE

Performance, not just conformanceWe are committed to achieving a high standard of governance, accountability, compliance and ethical behaviour by delivering quality regulatory services with a strong customer service focus. The main objective of Q-COMP’s governance structure is to promote a high standard of excellence in achieving our corporate vision, statement of Q-COMP intent, objectives, goals and strategies. In doing this, we ensure compliance with the State Government legislation applying to statutory authorities. This structure ensures a rigorous and comprehensive approach to:

• providing a framework identifying the objectives, roles and powers of the board and its committees, and the roles and responsibilities of employees

• documenting and making accessible, clear and widely communicated policies on conflicts of interest, internal control and standards of professional ethical behaviour

• underpinning Q-COMP’s strategic goals and operational objectives and supporting rational and transparent decision making, while ensuring clear accountability for actions

• ensuring our board members, managers and employees have clear accountabilities and responsibilities to deliver high quality services.

Our legislative and reporting requirementsWe report to the Attorney-General and Minister for Industrial Relations on our operations and functions on a quarterly basis. Our operations are 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 continually reviewed to ensure compliance with these statutes and standards. Delegations, policies and procedures are reviewed during the year to ensure they are accurate. Our delegations, policies and procedures are accessible to all employees via our intranet.

led by an independent, non-executive boardQ-COMP’s Board is established under section 335 of the Act and comprises a Chairperson and six Directors. On the recommendation of the Minister, the Governor-in-Council appoints the Chairperson, Deputy Chairperson and Directors for a term of up to three years. The Queensland Government Insurance Fund provides cover for Directors equivalent to directors’ and officers’ liability insurance.

Performing our functions efficiently and effectivelyThe role of Q-COMP’s Board is to regulate the Queensland workers’ compensation scheme fairly and equitably, ensuring it performs its legislative functions and achieves its objectives. The board operates under a formal charter that outlines its roles and responsibilities, including:

• deciding on objectives, strategies and high level policies for Q-COMP to follow when fulfilling its functions under the Act. These objectives and strategies are embodied in Q-COMP’s four-year Strategic plan and one-year Business plan

• monitoring performance against these objectives, including the performance and outcome of medical assessment tribunals

• ensuring appropriate corporate and operational policies are in place and are effectively communicated to stakeholders and Q-COMP staff members

• delegating authority for operational functions to the Chief Executive Officer (CEO)

• reporting to the Attorney-General and Minster for Industrial Relations on Q-COMP’s performance and discharge of its responsibilities.


GOVERnanCE

External customers business 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 qWCdec online database of queensland industrial magistrates’ and queensland industrial Relations Commission workers’ compensation statutory claims decisions

• manage fraud referrals from self-insurers

Legal Services Unit

• Provide broad legal support and advice to q-COmP business units

• Administer grants

• inform, educate and advise insurers

• monitor performance and compliance of insurers

Customer Service Group

• 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 staff members about workers’ compensation medical issues

• inform, educate and advise employers and rehabilitation and return to work coordinators

• facilitate e-learning through Comprehend

• monitor performance and compliance of employers

Communications and Education

Group

• facilitate staff member e-learning through Comprehend

• Research customers and stakeholders

• manage events, market and promote q-COmP

• design and publish material for q-COmP

Information Technology

• maintain and develop information systems and telecommunications

• Provide help-desk support

Human Resources

• Advise q-COmP managers and staff members 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

How Q-COMP delivers service to our external and internal customers26


GOVERnanCE

Above: CEO Elizabeth Woods and Senior Communications Advisor Karen Waddell receiving Q-COMP’s gold award at the Australasian Reporting Awards 09.

Diverse board membersThe board’s composition ensures an appropriate representation of stakeholder interests. The board’s term expired on 30 June 09. Two reappointed members, Mr Paul Braddy (Chairman) and Dr Beres Wenck, have been board members since inception in 03. Mr Patrick McKendry, Mr Tom Jeffers and Ms Amanda Richards were reappointed. In May 09 Mr Barry Leahy (Deputy Chair) was appointed to replace Mr Peter Henneken who resigned. Ms Verity Wroe (Australian Industry Group) was appointed on 1 July 09 to replace Mr Chris Rodwell whose term finished on 30 June 09.

Note: a full list of board members details are on page 83.

board meetings held There were eight board meetings held in 08/09, two less than 07/08. Holding only eight board meetings is a result of meetings being more efficient and considering concise and informative papers. Reporting on the businesses operations is included as part of the CEO report. The board met to consider, determine or note the relevant matters below.

Corporate governance and strategic planning

The board:

• participated in a self-assessment of its performance

• endorsed Q-COMP’s 07/08 Annual Report including the annual statistics publication

• reviewed outcomes of 07/08 activities and approved the Q-COMP Strategic plan 09/13

• reviewed existing delegations and policies.

Responsible financial management

The board:

• endorsed the 07/08 financial statements, noted the satisfactory external audit report and approved the 08/09 budget

• reviewed the levy rate calculation methodology and recommended the levy rate to the Minister.

insurer management and support

The board:

• evaluated insurer performance and renewed four self-insurer licences

• monitored the performance and prudential risk profiles of self-insurers.

Workers’ compensation scheme stability and q-COmP/CEO performance

The board:

• considered an application and approved 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)

• monitored scheme stability indicators for the Queensland workers’ compensation scheme

• monitored Q-COMP’s performance of its core functions against key performance indicators

• monitored the CEO’s performance based on the CEO Report to the board at each meeting.


GOVERnanCE

Promoting transparencyThe CEO manages Q-COMP’s day-to-day operations and is supported by the Q-COMP Leadership Team (QLT) in overseeing Q-COMP’s functions. The relationship between the board and the CEO and ensures the board is kept informed of Q-COMP’s operations, and decisions and directives of the board are disseminated and actioned. At every board meeting, the board is presented with a CEO report that outlines operational activities.

Committed to governanceIn meeting its commitment to governance the board evaluates its performance and that of the Chairperson through self-assessment. In December 09 the board completed a self-assessment of its overall performance and that of the Chairperson. Performance areas reviewed are listed below.

Role clarity:• clear definition of the board’s role

• delineation between the role of the board and the role of management

• appropriate balance between the board’s roles in compliance oversight and performance.

strategy:• the extent of the board’s

awareness of trends and issues affecting the market in which Q-COMP operates

• the board’s involvement in Q-COMP’s strategic planning

• the extent of the board’s identification of key performance indicators for tracking progress toward 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 level of board involvement in the approval of Q-COMP’s risk management strategy.

Compliance:• the timely reporting to the board

of any compliance breaches.

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 decisions that have an impact on organisational structure, remuneration, staffing and licence agreements.

Effective governance:• the extent of effective use of the

knowledge, skills and abilities of the board

• the sufficiency of the director induction program’s preparation of new directors for their roles and responsibilities.

board dynamics:• overall, the extent of individual

directors participation in board meetings

meeting processes:• the regularity with which the

board meets

• the quality of 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.

Chairman’s performance:

The Chairman’s performance areas included:

• overall performance of stakeholder relations

• the extent of the Chairman’s networking for the benefit of the organisation

• the Chairman’s effectiveness in conducting board meetings.

The results of the evaluation process were reported to the CEO and board in February 09.


GOVERnanCE

Managing riskThere is currently one standing Board Committee, the Audit and Risk Management Committee. The board and committee membership listed above refers to the 08/09 reporting year. Q-COMP is committed to establishing an organisational philosophy and culture that ensures effective business risk management. The function of risk management is to support the achievement of Q-COMP’s corporate objectives. The scope of Q-COMP’s risk management program includes financial, operational, public perception/image, social, client, cultural and legal aspects.

audit and Risk Management Committee (audit Committee) – standing committeeThe Audit Committee consists of Chairperson, Mr Patrick McKendry, members, Mr Tom Jeffers and 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 committee met four times during 08/09, with internal audit findings delivered at each meeting. A self-assessment was completed in November 08 that measured the effectiveness and efficiency of the committee. The committee

provided positive feedback and the Chairperson, Mr Patrick McKendry, commented that ‘the committee has evolved and is transparent and effective. The papers, processes and procedures are of high quality and calibre’.

The committee met to consider, determine or note relevant matters including:

• 07/08 audit fee payable to Queensland Audit Office (QAO)

• the risk summary report

• satisfactory audit findings from the review from the solicitor and barrister tender process

• Q-COMP’s continued compliance with its Business Continuity Plan

• the satisfactory audit findings from the review of the table of costs, recovery of appeal costs and the administrative process for appeals audits

• satisfactory audit findings from the review of the petty cash and cab vouchers audit and the accreditation of rehabilitation coordinators audit

• QAO’s outsourcing of Q-COMP’s external audits to WHK Horwath. WHK Horwath presented their audit plan for the year ending 30 June 09 to the committee in November 08

• review of Q-COMP’s Business Continuity Plan; financial delegations; Q-COMP’s risk register and update on risk management process presented to the committee (November 08)

• review of the draft 09/10 budget report on key elements; the 08/12 Strategic Internal Audit Plan and 09/10 Annual Internal Audit Plan and recommendations to the board

• self-assessment that measured the effectiveness and efficiency of the committee.

Attendance at board/committee meetings27

board a audit and Risk Management Committee b

Paul Braddy 8 (Chairperson)

Peter Henneken c 5

Barry Leahy d 2

Patrick McKendry 7 4 (Chairperson)

Chris Rodwell e 5

Verity Wroe f 1

Tom Jeffers 7 2

Beres Wenck (Dr) 7

Amanda Richards 5

Norm Guy g 3

a – eight board meetings were held in 08/09 b – four audit and Risk Management Committee meetings were held in 08/09 c – resigned in May 09 d – appointed in May 09 e – resigned in June 09 f – appointed in July 09 g – external member Audit and Risk Committee


GOVERnanCE

working with external auditQ-COMP is audited by the Queensland Audit Office (QAO) in accordance with the Financial Administration and Audit Act 1977 and other applicable statues. The QAO outsourced the external audit of Q-COMP’s operations to WHK Horwath for a three-year period that commenced in 06/07. Mr Cole and Mr Worrall from WHK Horwath reported to the Audit and Risk Management Committee in August 08 on the external audit findings and advised an unqualified audit report would be provided. One low risk issue was noted (an unadjusted figure – long service leave) but the external auditors were satisfied that management would address it (this has since happened). WHK Horwath presented their Audit Plan for 08/09 to the Committee in November 08.

Supporting internal compliance The Corporate Administration Agency (CAA) make an internal auditor available to us. The internal auditor operates under the Internal Audit Charter, developed in line with the Queensland Treasury Audit Committee Guidelines. The internal auditor is responsible to the CEO for the performance of the internal audit function and provides independent and professional advice to Q-COMP’s Board and Q-COMP’s Leadership Team (QLT) by examining and evaluating the adequacy, effectiveness and efficiency of internal control systems. The internal 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 08/09 focused on areas identified in the risk management program including:

• review of the policy and procedure framework

• legal services tendering process

• salaries and wages processing

• QWCDec maintenance

• table of costs

• administrative process for appeals

• recovery of litigation costs

• records processing/petty cash and cab charge dockets (fraud risks)

• accreditation of rehabilitation and return to work coordinators.

The Audit Committee considered and supported the recommendations from the internal auditor. Following implementation of the recommendations, the risks were re-assessed through the risk management program.

Risk – everyone’s responsibilityRisk management is an integral part of Q-COMP activities and while primarily managed by the QLT, it is the responsibility of all Q-COMP employees. We are committed to maintaining an organisational philosophy and culture that ensures effective business risk management. Risks are defined 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.

Our risk management program encompasses 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 section dedicated to risks associated with potential fraud and taxation issues. We ensure our fraud policy is complied with. Q-COMP’s risk management program continues to follow the key guidelines including the AS/NZ Standard 4360:2004 – Risk Management, Queensland Treasury Corporate Governance Guidelines and the Financial Management Standard 1997. Our risk management program is actively followed ensuring there is a process for identifying, assessing and prioritising risks. The QLT have integrated risk identification and awareness into everyday, business as usual operations. This program maintains and ensures greater disclosure and transparency to the Audit Committee and ultimately the board.

Above: Review Officer Ben Jenkins makes fair and transparent review decisions.


GOVERnanCE

Responding to Ministerial issuesIn 08/09, 119 Ministerial issues were received (30.8% increase on the 91; received in 07/08). The following graph illustrates the number of Ministerial issues received by Q-COMP about the workers’ compensation scheme over the last five years.

Scheme-wide complaints received by Q-COMP (other than Ministerial issues)In 08/09, 177 issues were received by Q-COMP (6.3% decrease on the 189 in 07/08). The following graph illustrates the number of complaints about the scheme received by Q-COMP over a five-year period.

Ministerial issues received28

180

140

100

60

20

004/05 05/06 06/07 07/08 08/09

16

1

13

2

96

91

11

9

Year

Num

ber

Left: Q-COMP’s internal auditor, Martin Linnane, conducts monthly audits.

feedback to Q-COMPWe coordinate responses to all workers’ compensation issues (complaints or praise) that are received from the Minister’s office or made directly to Q-COMP.

In 08/09, 296 complaints were received by Q-COMP. We are 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. Our comprehensive complaints management system provides easy access for stakeholders and the public to comment on any aspect of the workers’ compensation scheme under Q-COMP’s jurisdiction.

The QLT reviews the complaints reports monthly to identify and proactively manage issues and new trends. The total number of complaints received (296), in comparison to 102,848 new workers’ compensation claims in the year with 2,651 disputed claims indicates that Q-COMP, WorkCover Queensland and the self-insurers are servicing their customers well.

Scheme-wide complaints received by Q-COMP

29

200

150

100

50

0

17

5

14

6

14

7

18

9

17

7

Year

Num

ber

04/05 05/06 06/07 07/08 08/09


GOVERnanCE

Complaints and Ministerial issuesIn 08/09, WorkCover Queensland was the respondent to 71% of complaints, with a further 13% with Q-COMP as the respondent, 15% with a self-insurer as the respondent and 1% being other respondents. The relative share of complaints between WorkCover Queensland, Q-COMP and self-insurers reflects the relative size of each organisation in the scheme and the nature of their roles.

Ensuring compliant policies and proceduresWe review our policies and procedures on an annual basis to ensure we comply with applicable laws, regulations, codes and organisational standards. We have simplified polices and procedure by integrating our work practices into our procedures. The review of our policies and procedures saw the number of policies and procedures reduce from approximately 212 in 07/08 to approximately 152 at the end of 08/09. The status of the policies and procedures are reported to the Audit Committee on an annual basis.

Delegating powersThe Q-COMP Board and the CEO may delegate certain powers to appropriately qualified Q-COMP staff members under section 339 and 358 of the Act. The focus for 09/10 is to simplify the delegations manual for easier understanding and clarity of delegations. In 08/09, a standard delegation was created for any CEO-related unplanned absences. Delegations under these sections of the Act and other relevant legislation are updated annually or on an as needed basis.

board’s Code of conductThe board has adopted a Directors’ Code of conduct incorporating principles prescribed by the Public Sector Ethics Act 1994 (Qld). Each board member and QLT member submits a declaration of personal interests which is maintained to identify potential conflicts of interest. A standing item at board meetings is the declaration of any real or potential conflict of interest with any agenda matter.

new Code of conduct – a leading change in governanceWith a continued focus on excellence in customer service, Q-COMP recognised the need for corporate values to reflect corporate culture. Our staff members displayed a strong set of shared values that needed to be integrated into every facet of Q-COMP’s business, processes, systems and procedures. This required a new Code of conduct to be developed.

Q-COMP’s existing code was a comprehensive document that met all requirements of the Public Sector Ethics Act 1994 and detailed the required standards of staff conduct relating to the five ethics principles under that Act. It was long, prescriptive and often negative in its language, which resulted in low staff comprehension of the document.

Parties with whom complaints and ministerial issues are associated – last 5 years

30%

80

60

40

20

0

1

22

14

63

WorkCover Queensland

Q-COMP

Self-insurer

Other

31 Parties with whom complaints and ministerial issues are associated – 08/09

%

80

60

40

20

07

1

13 1

5

1


Q-COMP

Self-insurer

Other


GOVERnanCE

The team conducted extensive research on codes published by other organisations to look at effective ways of communicating culture to both customers and staff members. The team conducted focus groups and asked staff members to describe their vision for Q-COMP.

Taking a collaborative approach the team developed Q-COMP’s new Code of conduct. It is a living document that reflects Q-COMP’s brand and values with its strong focus on Q-COMP employees and the pride we have in the service that we provide.

The new code is a clear statement of Q-COMP’s vision, intent and values and reflects the culture. The code explains that setting a high standard of professional behaviour for staff members is part of living our values. Responsibility for upholding and promoting the code is every employees role.

To support staff members in living the Q-COMP values we developed a guide to ethical decision-making, supported by a list of questions for reflection. We also developed an online learning course to educate staff about ethical decision-making in their day-to-day-role.

Our Code of conduct can be accessed on our website. Be engaged by our interactive version or take the time to appreciate the values that underpin the way we do business in our more comprehensive version. (View our Code of conduct online at http://www.qcomp.com.au).

A project team was formed to develop a meaningful Code of conduct for staff members, something to guide them in their day-to-day operations, and provide a framework that reflects the way we do business.

The team wanted to do something different, to create a Code of conduct that clearly and simply set out the expected standards of behaviour in a positive, engaging and inspiring way. They wanted to use the code as a tool to effectively promote these standards to both staff members and our customers.

Above: An extract from Q-COMP’s new Code of conduct.


GOVERnanCE

http://www.qcomp.com.au

OctoberTabling of Annual report; Strategic

plan progress review October

to februaryMid-year budget review; Q-COMP

strategic and operational

planning

March to aprilBudget for

coming year

JuneStrategic plan

delivered to the Minister and

business unit plans completed

JulyEmployee

achievement review and career

planning

Regular monthly review of

staff member’s achievement, business KPis and budget

July to augustAnnual report,

financial statements and Statistics

report

Services provided by Q-COMP in conjunction with Justice and Attorney-General, the WorkCover Queensland Board and 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 ensures business units 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. Issues are reported to the QLT as they arise. Q-COMP performance and scheme performance, including scheme-wide trends and issues, are reported to the board at each meeting and reported quarterly to the Attorney-General and Minister for Industrial Relations (see Appendix 5).

Strategic visionQ-COMP’s comprehensive strategic and business unit planning process reflects Q-COMP’s board and the QLT’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 our decision-making throughout the coming financial year. The board, QLT and employees review Q-COMP’s statement of intent, values and goals each year to ensure we are moving towards our 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 32). We report quarterly to the Attorney-General and Minister for Industrial Relations on our progress in achieving the goals set out in the Strategic plan. Identified goals in Q-COMP’s Strategic plan for 09/13 are consistent with our Environmental scan of the Queensland workers’ compensation scheme and support Government outcomes and priorities, Toward Q2: Tomorrow’s Queensland.

Q-COMP business planning cycle32


GOVERnanCE

inducting new membersQ-COMP’s corporate induction program provides training to new board members and employees on our policies and required standards. Welcome to Q-COMP and An Overview of the Scheme – are two courses that are available to new employees through our online e-learning program Comprehend, (see page 23). (The latter course is also available externally to those who would like to become familiar with the workers’ compensation scheme). 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. New employees are required to complete these courses as part of the induction process and we encourage all employees to refresh themselves on the information annually.

information Privacy act 2009 The Information Privacy Act 2009 (IPA) came into effect on 1 July 09, and replaces Information Standard 42 Information Privacy and Privacy Guidelines. Under the IPA, government agencies, including Q-COMP, are obliged to manage personal information in accordance with the privacy principles set out in that Act. Q-COMP’s policies and procedures reflect this obligation. The IPA sets out the rights of individuals in respect of their personal information, where that information is held by Q-COMP.

Under the IPA an individual has a right to access documents held by Q-COMP, to the extent they contain the individual’s personal information. An individual also has a right to amend documents held by Q-COMP (if inaccurate, incomplete, out of date or misleading); if they contain the individual’s personal information. Requests to access or amend personal information are managed by Q-COMP’s Legal Services Unit, which is also able to provide advice to all Q-COMP employees about the management of personal and other information held by Q-COMP. A copy of the IPA is available at www.legislation.qld.gov.au/LEGISLTN/ACTS/2009/09AC014.pdf.

Release of informationWe ensure a consistent approach to the release of documents that 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 Right to Information Act 2009 (replaces the Freedom of Information Act 1992) and the Evidence Act 1977. Subject to certain limitations, administrative access

Above: L to R Internal Auditor Martin Linnane, Q-COMP CEO Elizabeth Woods, Audit and Risk Committee Chair Patrick McKendry, members Tom Jeffers and Norm Guy.


GOVERnanCE

www.legislation.qld.gov.au/LEGISLTN/ACTS/2009/09AC014.pdf

www.legislation.qld.gov.au/LEGISLTN/ACTS/2009/09AC014.pdf

for workers requires Q-COMP to provide copies of relevant documents within 20 business days of receiving written request, and without charge. The Right to Information Act 2009 (RTI) gives a right of access to information in the possession or under the control of the government unless it is contrary to the public interest to give the access, or the information is exempt from release. Access and processing charges may apply. Applicants have certain internal and external review rights in respect of a Q-COMP decision on an RTI application. A Q-COMP staff member of a grade equal or senior grade to the original decision-maker conducts internal reviews, external reviews are 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 documents held by Q-COMP that are relevant to an issue in that proceeding. Fees apply and are charged in accordance with the Evidence Regulation 2007.

new publication requirementsWe have developed our publication scheme to comply with section 21 of the RTI ensuring that it sets out the classes of information available, and the terms on which that information is available, to external parties. The new scheme means external parties can easily access information through our website and information from the publication scheme can be requested through Q-COMP’s Legal Services Unit. An application requesting access to documents under the RTI can also be made at www.smartservice.qld.gov.au.

Process injury profilesQ-COMP processes requests from workers and authorised third parties for injury profiles (the history of a workers’ compensation claim). Effective from 1 April 05, an amendment to the Act made it an offence for an employer to obtain and use a workers’ compensation document for a purpose relating to the employment of a worker, unless the document is necessary to secure the worker’s rehabilitation or early return to work. Q-COMP’s procedures enable us to effectively manage the appropriate release of injury profiles in accordance with the Act.

whistleblowers Protection act 1994The Whistleblowers Protection Act 1994 is designed to protect public servants who disclose improper public service conduct or dangers to the public or the environment that are linked to public sector agencies. Q-COMP is subject to the Whistleblowers Protection Act 1994. No disclosures were received or substantially verified over the reporting period.

Requests for injury profiles33

number

type 08/09 07/08 06/07 05/06 04/05

Worker 61 27 42 49 24,009

Workers’ legal representatives and insurers

14,587 13,095 12,311 11,523 11,804

tOtal 14,648 13,122 12,353 11,572 35,813


GOVERnanCE

www.smartservice.qld.gov.au

Q-COMP is meeting its recordkeeping obligations. Recordkeeping is the process of creating, maintaining and making accessible complete, accurate and reliable recorded information so that it can act as evidence of business activity. Q-COMP must comply with the recordkeeping requirements of the Public Records act 2002 and other underpinning legislation.

Q-COMP employees, contractors and consultants are responsible and accountable for their administrative actions and decision-making as providers of services to Government and to Q-COMP’s stakeholders and clients.

Information Standard IS40: Recordkeeping requires public authorities to ensure that their recordkeeping systems, including policies, procedures and business systems that hold records, comply with legal, administrative, cultural and business recordkeeping requirements. This helps to ensure that full and accurate records of Government business activities are adequately documented, preserved and made accessible. The Standard requires public authorities to ensure that their business transactions can be identified, captured and retained in an accessible and useable format, maintaining integrity for as long as they are required.

To be compliant with Information Standard IS40: Recordkeeping, our Information Management Framework is monitored using the compliance checklist developed by Queensland State Archives (QSA). Q-COMP’s Strategic and Operational Recordkeeping Implementation Plans (SRIP and ORIP) are formatted in accordance with the requirements of QSA and their content has been developed to ensure business needs are met within the plans.

Q-COMP implemented TRIM, an electronic document management system, in May 06 as the solution for its records management requirements. TRIM is an important tool in ensuring we comply with the relevant recordkeeping legislation and standards.

The benefits of using HP TRIM over network drives include:

• full document lifecycle can be managed from draft to destruction

• greater security than is available with network drives

• managing retention and disposal schedules that are integrated into the business classification system

• greater information sharing across the organisation

• prevention of loss or deletion of information from network drives.

q-COmP employees, contractors and consultants are responsible and accountable for their administrative actions and decision-making as providers of services to government and to q-COmP’s stakeholders and clients.


GOVERnanCE

ThE fiNANCiAL OvERviEW iLLUsTRATEs kEy AsPECTs Of q-COmP’s fiNANCiAL PERfORmANCE dURiNg ThE 08/09 yEAR. iTs PURPOsE is TO AssisT OUR REAdERs UNdERsTANd ANd iNTERPRET ThE dETAiLs Of ThE fiNANCiAL sTATEmENTs.

Above: Finance Manager Paula Eaton, Support Officer Di Greenaway, Finance Officer Kristy Gallagher and Senior Procurement and Finance Officer Tracey Pompeani work together to ensure accounting standards are followed.


finanCial OVERViEw

fiNANCiAL OvERviEW

OUTCOmE• $697k deficit – $608k better than the original budget forecast

• Planned reduction in net assets to $9.696m

• Scheme expenditure (grants/sponsorship) up by $3.808m (10.1%)

• Moderate increase in other costs (salaries, contractors etc) up 2.6%.

income statement $’000

Revenue 60,845

Less: Expenses 61,542

Operating result: Profit/(loss) (697)

Statement of changes in equity

Opening balance of equity 10,393

Add: Operating result (697)

Closing balance of equity 9,696

Cash flow statement

Operating activities (474)

Investing activities (202)

Net decrease in cash held (676)

Cash at beginning of year 10,374

Cash at end of year 9,698

balance sheet

Assets (including cash of $9,698k) 12,177

Liabilities (2,481)

nEt aSSEtS 9,696

Retained earnings 8,002

Contributed equity 1,694

tOtal EQuitY 9,696

Relationships between the four main financial statements34

Shows the operating result for the year. This is reflected in the balance sheet at the end of each financial year and also appears in the statement of changes in equity.

Shows the changes in our net worth over the 08/09 year.

Shows the cash in and out transactions from all activities during the year. Investing activities outflows represent 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 09.


finanCial OVERViEw

93

Performance summary for the year ended 30 June 0935

increase/(decrease)

income statement2009

$’0002008

$’000 %

levy and other income

WorkCover Queensland levy 51,118 45,970 11.2

Self-insurer levy 7,396 6,846 8.0

Investment earnings 2,162 2,425 (10.8)

Other income 169 115 47.0

levies and other income 60,845 55,356 9.9

Expenses

Scheme expenses 41,456 37,648 10.1

Employee expenses 9,499 9,210 3.1

Supplies and services 6,811 7,283 (6.5)

Depreciation, amortisation 339 317 6.9

Other 3,437 2,772 24.0

Expenditure 61,542 57,230 7.5

Operating result (697) (1,874) (62.8)

balance sheet

Total assets 12,177 12,904 (5.6)

Total liabilities 2,481 2,511 (1.2)

TOTAL EQUITy 9,696 10,393 (6.7)


finanCial OVERViEw

Figure 36 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.

Figure 37 provides a breakdown of Q-COMP’s expenses for the past five years. This is further broken down into Q-COMP’s operating expenses and scheme expenses.

Figure 38 provides a breakdown of Q-COMP’s scheme expenses for the past five years.

Revenue composition36

04/05 05/06 06/07 07/08 08/09

$

60,000

50,000

40,000

30,000

20,000

10,000

0


Self-insurer levy

Revenue from financial assets

Other revenue

44

,66

1

6,3

77

1,4

12

17

7

42

,09

8

6,1

25

1,8

98

24

2

45

,52

8

6,8

33

2,4

47

33

1

45

,97

0

6,8

48

2,4

25

11

5

51

,11

8

7,3

96

2,1

62

16

9

Scheme expenses composition38

Expense composition37

04/05 05/06 06/07 07/08 08/09

$

50,000

40,000

30,000

20,000

10,000

0

Operating expenses Scheme expenses

14

,93

1

33

,79

1

17

,45

2

30

,97

6

17

,55

3

34

,71

2

19

,58

2

37

,64

8

20

,08

6

41

.45

6

$

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

Queensland Health

Workplace Health and Safety Queensland

Queensland Ambulance

Service

Other scheme expenses

7,5

00

23

,73

5

2,1

80

37

6

0

28

,16

8

2,4

80

32

8

0

31

,62

1

2,7

50

34

1

0

34

,30

9

2,9

80

35

9

0

37

,56

8

3,4

90

39

8

04/05 05/06 06/07 07/08 08/09


finanCial OVERViEw

Figure 39 provides a breakdown of Q-COMP’s operating expenses for the past five years. This includes; employee expenses; supplies and services; depreciation, amortisation and impairment.

Figure 40 shows the comparison between Q-COMP’s actual and budgeted operating results for the past five years.

Operating result (five-year comparison)40

Actual Budget

$

4,000

3,000

2,000

1,000

0

-1,000

-2,000

-3,000

3,9

05

0

1,9

35

18

5

2,8

74

13

7

-1,8

74

-2,5

43

-69

7

-1,0

38

Operating result

04/05 05/06 06/07 07/08 08/09

Operating expenses composition39

$

10,000

8,000

6,000

4,000

2,000

0

Employee expenses

Supplies and services

Depreciation, amortisation and

impairment

Other

6,4

76

5,7

43

40

7

2,3

05

7,6

73

6,7

12

36

8

2,6

99

8,2

13

6,8

42

30

4

2,1

94

9,2

10

7,2

83

31

7

2,7

72

9,4

99

6,8

11

33

9

3,4

37

04/05 05/06 06/07 07/08 08/09


finanCial OVERViEw

RevenueWhere q-COmP’s money comes from

Q-COMP is a self-funded statutory authority with responsibility for overseeing the Queensland workers’ compensation scheme. We do not receive any funding from the Queensland Government’s consolidated revenue. We are primarily funded by contributions from insurers.

Levies charged to insurers increased on average 10.8% to $58,514m. This increase was driven by a $3.3m increase in the amount of the Workplace Health and Safety Queensland grant that Q-COMP was directed to pay to the Department of Justice and Attorney-General for injury prevention programs.

Expenseshow q-COmP spends its money

Q-COMP has maintained its prudent financial management and sought to maximise value for Queensland workers and employers. During the year, the leadership team committed to reprioritising business activity and reskilling staff members to help meet the increased applications for review of insurer decisions (see page 31).

Two of the three drivers of our expenditure are not stable and are difficult to forecast, as they are determined based on the changing requirements of our customers, these are:

• the number of applications for reviews of insurer decisions (this increased 11% on 07/08) (see page 31)

• referrals to medical assessment tribunals (MATs) – these were also volatile during the year with an 11% decline in demand from 07/08 (see page 39).

Our major expenses are the payments made under our grants program. In 08/09 Q-COMP was directed to pay $41.3m (including GST) in Workplace Health and Safety Queensland grants to the Department of Justice and Attorney-General for injury prevention programs.

We have maintained a high standard of service and met all our legislated regulatory functions. We have also supported discretionary key management initiatives with a minimal increase in expenditure.

WorkCover Queensland levy

Self-insurer levy

Investment earnings

Over time our operations have produced surpluses that have been allocated for future uses that benefit the scheme and insurers. We have produced deficits for the last two years. These deficits are intentional – and they are in line with the board’s directive to partially use prior surpluses (reserves) to minimise levy increases for insurers.

A deficit occurs when we spend more than we raise through insurer levies and investment income. In 08/09 this was a planned event and is in accordance with our objectives – we applied monies set aside in our reserves to reduce the impact on insurer levies and this reduced our reserves (surplus).

42

Scheme expenses

Employee expenses

Supplies and services

Other

Depreciation , amortisation

How we spent our money in 08/09

%

80

70

60

50

40

30

20

10

0

15

11

67

6

1

Where our money came from in 08/09

41

%

100

80

60

40

20

0

12

4

84


finanCial OVERViEw

assets What q-COmP owns

Q-COMP leases its premises at 347 Ann Street Brisbane and does not have a significant investment in fixed assets. Our major asset is cash.

liabilitiesWhat q-COmP owes

At 30 June 09 our liabilities totalled $2.7m and primarily represented accrued entitlements for our employees.

EquityWhat we are worth = Assets – Liabilities

Q-COMP’s equity comprises retained surpluses and $1.7m representing a transfer of assets during the separation from WorkCover Queensland in 03. The deficit of $697k in 08/09 has reduced Q-COMP’s equity to $9,696k.

Managing the budgetOur budget for 09/10 was developed through a detailed and considered planning cycle involving the Q-COMP Board and management. It is designed to enable Q-COMP to maintain and further develop the services we offer in Queensland while minimising the financial impact on employers.

What we own43

$’0

00

20,000

15,000

10,000

5,000

0

04/05 05/06 06/07 07/08 08/09

Cash

Receivables

Other current assets

Intangible assets

Property and equipment

Year

What we owe44

$’0

00

6,000

5,000

4,000

3,000

2,000

1,000

0

Payables

Accrued employee benefits

Pre-paid income

Provisions

Year

04/05 05/06 06/07 07/08 08/09


finanCial OVERViEw


finanCial OVERViEw

Ratio46

Ratio formula Description 08/09 07/08 06/07 05/06 04/05

Working capital ratio Current assets Measures Q-COMP’s ability to meet current commitments

7.9 6.0 5.8 2.6 3.3

Current liabilities

Labour ratio Employee expenses Measures Q-COMP’s commitment to staff

47.3 47.0 46.8 44.0 43.4

Q-COMP operating expenses

Net worth movement ratio

Total equity Measures the growth in net assets within Q-COMP

0.93 0.85 1.31 1.26 2.10

Trend45

08/09 07/08 06/07 05/06 04/05

Operating result (697) (1,874) 2,874 1,935 3,905

Levy income 7,396 6,846 6,833 6,125 6,377

WorkCover Queensland contribution 51,118 45,970 45,528 42,098 44,661

Interest income 2,162 2,425 2,447 1,898 1,412

Scheme expenses 41,456 37,648 34,712 30,976 33,791

Q-COMP operating expenses 20,086 19,582 17,553 17,452 14,931

Employee expenses 9,499 9,210 8,213 7,673 6,476

Supplies and services 6,811 7,283 6,842 6,712 5,743

Q-COMP operating expenses as % of scheme and Q-COMP expenses

32.6% 34.2% 33.6% 36.0% 30.7%

Training and development as % of salary costs 3.2% 3.1% 2.8% 2.2% 1.0%

ThE fiNANCiAL sTATEmENTs hAvE bEEN PREPAREd by q-COmP TO mEET ThE REqUiREmENTs Of sECTiON 46f Of ThE fiNANCiAL AdmiNisTRATiON ANd AUdiT ACT 1977 ANd AUsTRALiAN ACCOUNTiNg sTANdARds.

Above: Q-COMP’s premises at 347 Ann Street Brisbane.


finanCial StatEMEntS – YEaR EnDED 30 JunE 09

fiNANCiAL sTATEmENTs

tablE Of COntEntS

Purpose and scope of the financial statements ..........101

income statement ........................................................102

balance statement ........................................................103

Statement of cashflows ...............................................104

Statement of changes in equity ...................................105

notes to and forming part of the financial statements .....................................................106

Summary of significant accounting policies ........................ 106

Revenue from financial assets ................................................. 110

Other revenue and gains ........................................................... 110

Employee expenses ..................................................................... 110

Supplies and services .................................................................. 111

Depreciation, amortisation and impairment ....................... 112

Scheme expenses......................................................................... 112

Other expenses ............................................................................. 113

Cash and cash equivalents ........................................................ 113

Receivables ..................................................................................... 113

Intangible assets ........................................................................... 114

Property plant and equipment................................................. 114

Payables ........................................................................................... 115

Accrued employee benefits ...................................................... 115

Provisions ........................................................................................ 115

Net cash provided by (used in) operating activities to net surplus from ordinary activities............... 116

Lease commitments .................................................................... 116

Grant commitments .................................................................... 116

Financial instruments .................................................................. 117

Contingent liability ....................................................................... 119

Related parties............................................................................... 120

Certificate of the workers’ Compensation Regulatory authority (trading as Q-COMP) ...............121

independent auditor’s report ......................................122

PuRPOSE anD SCOPE Of tHE finanCial StatEMEntS

Q-COMP was established as a statutory authority on 1 July 03 under The Workers’ Compensation and Rehabilitation Act 2003 (“the Act”). Q-COMP’s principal place of business is situated at:

347 Ann Street BRISBANE QLD 4000

Under Section 330 of the Act, Q-COMP’s primary function is to regulate the workers’ compensation scheme.

In enforcing this Act as the regulator, Q-COMP’s functions include:

• monitoring the compliance and performance of insurers

• deciding applications to self-insure

• undertaking the review of decisions and managing appeals

• supporting and overseeing the efficient administration of medical assessment tribunals

• undertaking workplace rehabilitation accreditation and compliance activities

• providing rehabilitation advisory services

• maintaining a database for scheme-wide reporting


• collection of levies.

The financial statements have been prepared by Q-COMP to meet the requirements of Section 46F of the Financial Administration and Audit Act 1977 and Australian Accounting Standards. The Queensland Treasury’s model financial accounts are used to assist with standardised financial reporting.



iNCOmE sTATEmENT

note2009

$’0002008

$’000

inCOME

Revenue

WorkCover Queensland Levy 51,118 45,970

Self-insurer levy 7,396 6,846

Revenue from financial assets 2 2,162 2,425

Other revenue 3(a) 169 113

Gains

Gain on sale of plant equipment and motorvehicle 3(b) - 2

total income 60,845 55,356

EXPEnSES

Employee expenses 4 9,499 9,210

Supplies and services 5 6,811 7,283

Depreciation, amortisation and impairment 6 339 317

Scheme expenses 7 41,456 37,648

Other expenses 8 3,437 2,772

total expenses 61,542 57,230

Operating result (697) (1,874)

The accompanying notes form part of these financial statements.



bALANCE shEET

note2009

$’0002008

$’000

CuRREnt aSSEtS

Cash and cash equivalents 9 9,698 10,374

Receivables 10 577 499

Other current assets 11 468 460

total current assets 10,743 11,333

nOn-CuRREnt aSSEtS

Intangible assets 12 85 153

Property, plant and equipment 13 1,349 1,418

total non-current assets 1,434 1,571

total assets 12,177 12,904

CuRREnt liabilitiES

Payables 14 594 731

Accrued employee benefits 15 752 1,162

Pre-paid income 16 9

total current liabilities 1,362 1,902

nOn-CuRREnt liabilitiES

Accrued employee benefits 15 854 344

Provisions 16 265 265

total non-current liabilities 1,119 609

total liabilities 2,481 2,511

net assets 9,696 10,393

EQuitY

Retained surpluses 8,002 8,699

Machinery of government (non-current asset transfer) 1,694 1,694

total equity 9,696 10,393




sTATEmENT Of CAsh fLOWs

note2009

$’0002008

$’000

CaSH flOwS fROM OPERatinG aCtiVitiES

inflows

Insurer receipts 58,515 52,816

Interest 2,162 2,425

Sundry income received 147 135

GST collected for remittance to ATO 5,163 4,616

GST input tax credits refunded from ATO 5,283 4,361

71,270 64,353

Outflows

Payments to suppliers and employees (61,300) (57,480)

GST paid on purchases (5,285) (4,874)

GST remitted to ATO (5,159) (4,151)

(71,744) (66,505)

net cash provided by /(used in) operating activities 17 (474) (2,152)

CaSH flOwS fROM inVEStinG aCtiVitiES

inflows

Proceeds from sale of property, plant and equipment - 2

Outflows

Payments for plant, equipment, leasehold improvements and motor vehicles (202) (115)

net cash provided by /(used in) investing activities (202) (113)

CaSH flOwS fROM finanCinG aCtiVitiES

inflows - -

Outflows - -

net cash provided by /(used in) financing activities - -

net increase /(decrease) in cash held (676) (2,265)

Cash at the beginning of reporting period 10,374 12,639

Cash and investments at end of reporting period 9 9,698 10,374




sTATEmENT Of ChANgEs iN EqUiTy

Retained surpluses MOG*

2009 $’000

2008 $’000

2009 $’000

2008 $’000

balance 1 July 8,699 10,573 1,694 1,694

Operating surplus (697) (1,874)

balance 30 June 8,002 8,699 1,694 1,694

* Machinery of Government (non-current asset transfer).




NOTEs TO ANd fORmiNg PART Of ThE fiNANCiAL sTATEmENTsObJECtiVES anD PRinCiPal aCtiVitiES Of Q-COMP

Under Section 330 of the Act, Q-COMP’s primary function is to regulate the workers’ compensation scheme.

In enforcing this Act as the regulator, Q-COMP’s functions include:

• monitoring the compliance and performance of insurers

• deciding applications to self-insure

• undertaking the review of decisions and managing appeals

• supporting and overseeing the efficient administration of medical assessment tribunals

• undertaking workplace rehabilitation accreditation and compliance activities

• providing rehabilitation advisory services

• maintaining a database for scheme-wide reporting


• collection of levies.

Q-COMP is primarily funded from levies it receives from WorkCover and other registered self-insurers.

nOtE 1 Summary of significant accounting policies –

(a) basis of accounting

The financial statements have been prepared in accordance with Australian accounting standards and comply with the Treasurer’s minimum reporting requirements for the year ended 30 June 2009, and other authoritative pronouncements.

This financial report is a general purpose financial report that covers Q-COMP as an individual entity.

Except where specifically stated, this financial report has been prepared under the historical cost convention.

(b) Rounding and comparatives

Amounts included in the financial statements are in Australian dollars and have been rounded to the nearest $1,000 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.

(c) Revenue recognition

Income from Insurers is recognised when insurer levy invoices are raised.

Interest and rental income are recognised as revenue when earned or an invoice is raised. Other revenues are recognised at the time of service delivery or sale.

(d) Cash and cash equivalents

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.

(e) Receivables

Debtors are recognised at the time of sale or service delivery. Settlement of insurer accounts is required within 31 days from invoice date. With other invoices settlement is generally required within 28 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.

(f) Employee benefits

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 payment.

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.

Payroll tax and workers’ compensation insurance are a consequence of employment, 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.

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 Q-COMP 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 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.



NOTEs TO ANd fORmiNg PART Of ThE fiNANCiAL sTATEmENTsnOtE 1 cont

(f) Employee benefits cont

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 Q-COMP’s past 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. 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 accounted for in the reporting period in which the leave is taken by the employee.

Superannuation

Employer superannuation contributions are paid to QSuper, the superannuation plan for Queensland government employees, at rates determined by the Treasurer on the advice of the State Actuary. Contributions are expensed in the period in which they are paid or payable. The Q-COMP 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 AASB 1049 Whole of Government and General Government Sector Financial Reporting.

Executive Remuneration

The executive remuneration disclosures detailed (in 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

• the number of senior executives whose total remuneration for the financial year falls within each successive $20,000 band, commencing at $100,000.

Included in the disclosure is all remuneration paid or payable, directly or indirectly, by 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)

• 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 Q-COMP 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)

• fringe benefits tax included in remuneration agreements.

(g) Payables

Payables are recognised for amounts payable in the future for goods and services received, whether or not billed to Q-COMP 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.

(h) taxation

QCOMP is a State body as defined under the Income Tax Assessment Act 1936 and is exempt from Commonwealth taxation except for Fringe Benefit Tax and Goods and Services Tax (‘GST’). GST credits receivable from/payable to the ATO are recognised and accrued.

(i) acquisition of assets

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 for use. Training fees are expensed as incurred.

Where assets are received free of charge from another Queensland Government entity 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.




(j) Property, plant and equipment

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

Leasehold improvements $5,000

Items with a lesser value are expensed in the year of acquisition; all assets are measured at cost.

(k) amortisation and depreciation of intangibles and property, plant and equipment

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:

Plant and equipment:

Computer hardware 14.29% to 25%

Motor vehicles 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.

(l) intangibles

Intangible assets with a cost or other value greater than $100,000 are recognised in the financial statements, items with a lesser value are expensed. Each intangible asset is amortised over its useful life to Q-COMP, less any anticipated residual value.

It has been determined that there is not an active market for any of Q-COMP 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 QCS (computer software internally developed) have been capitalised and are amortised on a straight–line basis over the period of expected benefit to Q-COMP. Amortisation rates applied range between 10–20%.

(m) impairment of non-current assets

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.

(n) leases

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.

(o) insurance

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.

(p) Contributed equity

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.

(q) Provisions

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.

(r) Prepaid income

All income received in advance of the supply of services are brought to account in the year in which the services are provided.




(s) issuance of financial statements

The financial statements are authorised for issue by the Chairman and Chief Executive Officer as at the date of signing the management certificate.

(t) Judgements and assumptions

The preparation of financial statements requires the determination and use of certain critical accounting estimates, assumptions and management judgement that have the potential to cause a material adjustment to the carrying amounts of assets and liabilities within the next financial year. 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.

Q-COMP has relied on advice from the State Actuary at Queensland Treasury in calculating the current proportion of the long service leave balance at 30 June 2009.

(u) financial instruments

Recognition

Financial assets and liabilities are recognised in the balance sheet when Q-COMP 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.

Q-COMP does not enter into transactions for speculative purposes or for hedging. Apart from cash and cash equivalents, Q-COMP 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 instruments held by Q-COMP are included in Note 20.

(v) new and revised accounting standards

Q-COMP did not voluntarily change any of its accounting policies during 2008-09. No Australian accounting standards and interpretations issued or amended and applicable for the first time in the 2008-09 financial year have an effect on Q-COMP.

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, Q-COMP has not applied any Australian accounting standards and interpretations that have been issued but are not yet effective. Q-COMP will apply these standards and interpretations in accordance with their respective commencement dates.

At the date of this report the following accounting standards with future commencement dates will impact on Q-COMP.

AASB 101 Presentation of Financial Statements: Q-COMP will need to comply with this revised standard from 1 July 2009. The revised standard has no measurement or recognition implications. There will be presentation changes to Q-COMP’s overall financial performance and position. If the revised AASB 101 was applied to Q-COMP for 2008-09 there would have been no material impact on the reported results.

All other Australian accounting standards and interpretations with future commencements dates are either not applicable to Q-COMP, or are anticipated to have no material impact.



NOTEs TO ANd fORmiNg PART Of ThE fiNANCiAL sTATEmENTs

2009 $’000

2008 $’000

nOtE 2 Revenue from financial assets

Interest bank account 2,131 1,714

Net change in fair value of financial assets 31 711

2,162 2,425

nOtE 3 Other revenue and gains

(a) Revenue

Rent revenue 163 112

Sundry revenue 6 1

169 113

(b) Gains

Gain on sale of plant equipment and motor vehicle - 2

- 2

nOtE 4 Employee expenses

Employee benefits

Wages and salaries 7,451 7,044

Employer superannuation contributions* 800 716

Long service leave 284 243

8,535 8,003

Employee related expenses

Workers' compensation 15 14

Payroll tax 402 379

Staff training and development 219 195

Other staff costs 328 619

964 1,207

tOtal 9,499 9,210

* 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.

The number of employees includes both full-time employees and part-time employees measured on a full-time equivalent basis and is:

2009 2008

95.2 92.2




2009 $’000

2008 $’000

nOtE 4 Employee expenses cont

Executive remuneration

The number of senior executives who received or were due to receive total remuneration of $100,000 or more:

$100,000 to $119,999 - 2

$120,000 to $139,999 6 1

$140,000 to $159,999 2 2

$160,000 to $179,999 - -

$180,000 to $199,999 - 1

$200,000 and above 2 3

tOtal 10 9

The total remuneration of executives shown above ($'000) 1,525 1,622

** 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 the movement in leave accruals and fringe benefits tax paid on motor vehicles. This amount will therefore differ from advertised executive remuneration packages which do not include the latter items.

The total separation and redundancy/termination benefit payments during the year to executives shown above ($’000) 119 262

nOtE 5 Supplies and services

Travel expenses – Solicitors/barristers/doctors 141 124

Travel expenses – other 102 56

Consultants' fees 2 1

Contractors' fees* 4,460 5,124

Corporate services charges paid to CAA** 127 127

Rent and associated cost 959 1,136

Professional fees 65 90

Printing costs 214 135

Postal charges 122 98

Other supplies and services 619 392

6,811 7,283

* 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.



2009 $’000

2008 $’000

nOtE 6 Depreciation, amortisation and impairment

Depreciation – office equipment 12 13

Depreciation – computer hardware 91 68

Depreciation – motor vehicles 10 10

Depreciation – leasehold improvements 158 158

Amortisation – computer software 68 68

339 317

nOtE 7 Scheme expenses

Workplace Health and Safety grant* 37,568 34,309

Advisory services grants** 316 305

Queensland Ambulance Services*** 3,490 2,980

Research grants 26 -

Ministerial Liaison Officer sponsorship 56 54

41,456 37,648

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 Transport, Trade, Employment and Industrial Relations instructed Q-COMP (pursuant to s479 of the Workers’ Compensation and Rehabilitation Act 2003) on 19 May 2008 to contribute $41.324 million (including GST), in 2008-09 to the Department of Employment and Industrial Relations for injury prevention programmes.

** Q-COMP pays various advisory services grants under information services funding agreements. Payments during 2008-09 (ex GST) include:

Commerce Queensland 32

Queensland Council of Unions 190

The Australian Workers' Union of Employees, QLD 62

The Australian Industry Group 32

*** Payments for discharging liability for pre-hospital patient care and ambulance transfer service for injured workers within the Queensland workers’ compensation scheme.





2009 $’000

2008 $’000

nOtE 8 Other expenses

Legal fees 2,535 2062

Finance cost 39 42

External auditors remuneration* 23 30

Computer services provided by CITEC 376 298

Asset write off - -

Software licence fees and other computer charges 464 340

3,437 2,772

* Total external audit fees relating to 2008-09 financial year are estimated to be $42,500 ex GST (2007-08 $39,640 ex GST). There are no non-audit services included in this amount.

nOtE 9 Cash and cash equivalents

Cash at bank and on hand 473 229

Short-term deposits 9,225 10,145

9,698 10,374

nOtE 10 Receivables

Trade debtors 234 17

Provision for doubtful debts (137) -

Net GST receivable 480 482

577 499

Movements in allowance of provision for impairment

Balance at beginning of the year - -

Amounts written off during the year - -

Amounts recovered during the year - -

Increase/(decrease) in allowance recognised in profit or loss 137 -

Balance at the end of the year 137 -

nOtE 11 Other current assets

Prepayments 468 460

468 460




2009 $’000

2008 $’000

nOtE 12 intangible assets

Internally generated computer software

At cost Computer Software 1,137 1,137

Less: accumulated amortisation (1,052) (984)

85 153

intangibles reconciliation

Internally generated computer software

Carrying amount at 1 July 153 221

Amortisation (68) (68)

Carrying amount 30 June 85 153

nOtE 13 Property plant and equipment

Plant and equipment

At cost 671 747

Less: accumulated depreciation (323) (488)

348 259

Leasehold improvements

Ann Street fit-out 1,581 1,581

Less: accumulated depreciation (580) (422)

1,001 1,159

total property plant and equipment 1,349 1,418

Property, plant and equipment reconciliation

Plant and equipment leasehold improvements total

2009 $,000

2008 $,000

2009 $,000

2008 $,000

2009 $,000

2008 $,000

Carrying amount at 1 July 259 240 1,159 1,318 1,418 1,558

Additions 202 115 0 0 202 115

Disposals - (6) - - - (6)

Depreciation (113) (90) (158) (159) (271) (249)

Carrying amount at 30 June 348 259 1,001 1,159 1,349 1,418




2009 $’000

2008 $’000

nOtE 14 Payables

Trade creditors 468 349

Accrued expenses 112 372

Other 14 10

594 731

nOtE 15 accrued employee benefits

Current

Recreation leave 634 512


Outstanding salaries and wages - 150

Other employee benefits 23 15

752 1,162

Non-current


854 344

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.




2009 $’000

2008 $’000

nOtE 17 net cash provided by / (used in) operating activities to net surplus from ordinary activities

Net surplus from ordinary activities (697) (1,874)

Adjustment for non-cash items

Depreciation, amortisation and impairment 339 317

Asset write off/(gain) - (2)

Changes in assets and liabilities

(Increase)/decrease in receivables (78) (22)

(Increase)/decrease in prepayments (8) (213)

Increase/(decrease) in payables (137) (301)

Increase/(decrease) in accrued employee benefits 100 (56)

Increase/(decrease) in unearned revenue 7 (1)

net cash provided by operating activities (474) (2,152)

nOtE 18 lease commitmentsAs at 30 June 2009 Q-COMP had the following non-cancellable operating lease commitments exclusive of GST:

Within one year 789 722

One to five years 3,485 3,189

Later than five years 1,284 2,101

A new lease for ten years for premises in Ann Street commenced on 1 November 2005, this lease has two further five-year extension options.

nOtE 19 Grant commitmentsAs at 30 June 2009 Q-COMP had the following operating grant commitments, exclusive of GST, under contracts that expire on 30 June 2011:

Within one year (2009-10) 330 316

One to five years (2010-11) 344 676

Later than 5 years - -




note2009

$’0002008

$’000

nOtE 20 financial instruments

(a) Categorisation

Q-COMP has the following categories of financial assets and financial liabilities:

Category

Financial assets



total 10,275 10,873

Financial liabilities

Financial liabilities measured at amortised cost:

Payables 14 594 731

total 594 731

(b) Credit risk exposure

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 Q-COMP’s maximum exposure to credit risk based on contractual amounts net of any allowances:

Category

Financial assets



total 10,275 10,873

No collateral is held as security and no credit enhancements relate to financial assets held by Q-COMP.

Q-COMP manages credit risk through the use of a credit management strategy. This strategy aims to reduce the exposure to credit default by ensuring that Q-COMP 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 Q-COMP’s documented risk analysis assessments in conjunction with historic experience and associated industry data.




The recognised impairment loss is $137,000 for the current year. This is an increase from 2007–08 due to identification of potentially non recoverable debts.

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.

Aging of past due but not impaired as well as impaired financial assets are disclosed in the following tables:

2009 financial assets past due but not impaired

Contractual repricing / maturity date:

Overdue

not overdue

$’000

less than 30 days

$’000

30-60 days

$’000

61-90 days

$’000

more than 90 days

$’000total

$’000

total financial

assets $’000

Financial assets

Receivables 507 11 - - 59 70 577

total 507 11 - - 59 70 577

2008 financial assets past due but not impaired


Overdue

not overdue

$’000

less than 30 days

$’000

30-60 days

$’000

61-90 days

$’000

more than 90 days

$’000total

$’000

total financial

assets $’000

Financial assets

Receivables 499 - - - - - 499

total 499 - - - - - 499

2009 impaired financial assets


Overdue

not overdue

$’000

less than 30 days

$’000

30-60 days

$’000

61-90 days

$’000

more than 90 days

$’000total

$’000

total financial

assets $’000

Financial assets

Receivables - - - - 137 137 137

total - - - - 137 137 137

2008 impaired financial assets


Overdue

not overdue

$’000

less than 30 days

$’000

30-60 days

$’000

61-90 days

$’000

more than 90 days

$’000total

$’000

total financial

assets $’000

Financial assets

Receivables - - - - - - -

total - - - - - - -




(c) liquidity risk

Q-COMP manages liquidity risk through the use of a liquidity management strategy. The strategy aims to reduce the exposure to liquidity risk by ensuring Q-COMP 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 2008-09 or 2007-08 are due within one year.

(d) Market risk

Q-COMP does not trade in foreign currency and is not materially exposed commodity price changes. Q-COMP is exposed to interest rate risk through cash deposited in interest bearing accounts. Q-COMP 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 Q-COMP’s financial assets and liabilities. With all other variables held constant, Q-COMP would have a surplus and equity increase/(decrease) of $ 97,000 (2007-08: $103,000). This is mainly due to Q-COMP’s exposure to variable interest rates on deposits with Queensland Treasury and Commonwealth Banking Corporation.

financial instrument Carrying amount

2009 interest rate risk

-1% +1%

Profit Equity Profit Equity

Cash 9,698 (97) (97) 97 97

Overall effect on profit and equity (97) (97) 97 97

financial instrument Carrying amount

2008 interest rate risk

-1% +1%

Profit Equity Profit Equity

Cash 10,374 (103) (103) 103 103

Overall effect on profit and equity (103) (103) 103 103

Fair value

The fair value of financial assets and liabilities is determined as follows:

• The carrying amount of cash, cash equivalents, receivables (less estimated credit adjustments) and 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.

nOtE 21 Contingent liability

At the 30 June 2009, there are sixteen 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 2008-09:

Mr Paul Braddy Chairman

Mr Barry Leahy Deputy Chairman (Appointed May 2009)

Mr Peter Henneken Deputy Chairman (Term completed May 2009)

Dr Beres Wenck

Mr Patrick McKendry

Mr Chris Rodwell (Term completed June 2009)

Mr Tom Jeffers

Ms Amanda Richards (Appointed July 2008)

Ms Verity Wroe (Appointed June 2009 – effective 1 July 2009)

Total remuneration paid to directors of Q-COMP as directors for the financial year was $61,792 (2007–08 – $58,843).

During 2008–09, 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 $10,295 (2007–08 – $9,616)

Some directors of Q-COMP hold senior positions with peak worker bodies that have received grants and other fees in the course of the 2008–09 financial year. These payments are disclosed as follows:

associated Entity receiving grants/fees Grants/fees $’000 ex GSt

Queensland Council of Unions: Assistant Secretary – Ms Amanda Richards 190

The Australian Workers’ Union of Employees, Queensland: Vice -President – Mr Tom Jeffers 62

The Australian Industry Group: Queensland Director – Mr Chris Rodwell 32

These payments are made for the provision of advisory information and other workers’ compensation related services. 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. Ms Richards, Mr Jeffers and Mr Rodwell declared their conflict of interest when these matters were on the board agenda and absented themselves from all discussions in relation to these grants.

Dr Beres Wenck was appointed to the selection panel for nomination of Specialty Medical Assessment Tribunal Members to Governor-in-Council on the basis of expertise and qualifications. This appointment was outside her capacity as director and attracted fees of $1,635.

As a public servants, no payment was paid or is applicable to Mr Leahy or Mr Henneken.




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 Q-COMP for the financial year ended 30 June 2009 and of the financial position of Q-COMP at the end of that year.

E wOODS P bRaDDY Chief Executive Officer Chairman Date: 25 august 2009 Date: 25 august 2009

CERTifiCATE Of ThE WORkERs’ COmPENsATiON REgULATORy AUThORiTy (TRAdiNg As q-COmP)


CERtifiCatE Of tHE wORKERS’ COMPEnSatiOn REGulatORY autHORitY – YEaR EnDED 30 JunE 09

iNdEPENdENT AUdiTOR’s REPORT

To the Board of the Workers’ Compensation Regulatory Authority (trading as Q-COMP)

Report on the financial ReportI have audited the accompanying financial report of Q-COMP which comprises the balance sheet as at 30 June 2009, 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, other explanatory notes and certificates given by the Chairman and the Chief Executive Officer.

The board’s Responsibility for the financial ReportThe 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 material misstatement, whether due to fraud or error; selecting and applying appropriate accounting policies; and making accounting estimates that are reasonable in the circumstances.

Auditor’s ResponsibilityMy responsibility to express an opinion on the financial report based on the audit is prescribed in the Auditor-General Act 2009. This Act, including transitional provisions, came into operation on 1 July 2009 and replaces the previous requirements contained in the Financial Administration and Audit Act 1977.

The audit was conducted in accordance with the 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 judgement, 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.

independenceThe Auditor-General Act 2009 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.


inDEPEnDEnt auDitOR’S REPORt – YEaR EnDED 30 JunE 09


iNdEPENdENT AUdiTOR’s REPORT CONT

Auditor’s OpinionIn accordance with s.40 of the Auditor-General Act 2009 –

(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 2008 to 30 June 2009 and of the financial position as at the end of that year.

R Q COlE, fCa Delegate of the auditor-General of Queensland

28 august 2009

inDEPEnDEnt auDitOR’S REPORt – YEaR EnDED 30 JunE 09


aPPEnDiCES

A dispute is an appeal to a formal mechanism, such as a review officer or conciliation or mediation service, against an insurer’s decision or decisions relating to compensation. Disputes exclude common law and also exclude redemptions and commutations unless processed as disputes through the jurisdictions’ dispute resolution system.

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 7.3% of claims lodged in 06/07, the lowest rate in the past five years.

Decreases from the previous year were recorded in five jurisdictions with increases recorded in four.

Queensland reported the lowest disputation rate of all the Australian jurisdictions at 2.9% of claims lodged, with Seacare recording the highest rate at 28.9% of claims lodged.

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 rates for Comcare differ from previous publications due to the inclusion of data for licensed self insurers.

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. In July 2004, a ‘reasonably arguable case’ test was introduced to determine disputes 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.

In 2006–07, Tasmania resolved nearly half of disputed claims within one month, but held a lower proportion of resolved disputes after nine months compared to the rest of Australia.

On average half the disputes were resolved within three months from the date of lodgement with Queensland resolving 77% of disputes, Tasmania 60% and Western Australia 56%.

In contrast, less than 3% of disputes were resolved within one month in both the New South Wales and Victorian scheme.

The resolution times for New South Wales are impacted on by the fact that the Workers’ Compensation Commission incorporates a mandatory binding medical assessment process into its 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.

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.

Comcare disputes generally took more time to resolve than disputes in other jurisdictions. As Comcare disputes proceed to an external and independent body, Comcare has no control over the associated timeframes for dispute resolution. These disputes tend to be quite complex and require a longer time to resolve.

New Zealand has adjusted current and historic figures for new claims to include all claims received regardless of cover decision. This is different from previous data which only included claims that received cover. The resolution rates for New Zealand are better than most Australian jurisdictions, however as noted in Indicator 22, this scheme has very few disputes to resolve.

APPENdix 1 – CPm REPORT


APPENdix 2 – sTAkEhOLdER RELATiONshiPs ANd AWARENEss

aPPEnDiCES

47

workplace rehabilitation policy and procedure accreditation 08/09 07/08 06/07 05/06 04/05

Accredited employers 2,487 1,837 1,705 1,663 1,587

Accreditations processed

New 711 207 166 228 115

Renewals 568 478 326 421 530

Total processed 1,279 685 492 649 645

Rehabilitation and return to work coordinator registration

Total registered as at 30 June 11,976 10,703 9,772 9,196 8,895

Registrations processed

New 2,516 2,275 1,824 1,960 1,966

Renewals 1,540 2,029 1,757 1,196 1,516

Total processed 4,056 4,304 3,581 3,156 3,482

Workplace rehabilitation

48

08/09 07/08 06/07 05/06 04/05

Continuing licences 20 21 8 13 12

Licences renewed

Four year duration 3 2 14 10

Two year duration 0 0 2 2

One year duration 0 0 0 0 11

Licences not renewed 0 0 0 0 2

New licence applications 0 1 1 1* 1

Total licences as at 30 June 23 24 25 26 26

Licences cancelled (effective 1 July) 0 1 0 2 0

Employers covered as at 30 June 227 236 290 281 274

Self-insurer licences

*Undetermined

Note: 1. Prior to 05/06, self-insurance licenses were granted for one or two year periods. 2. Fewer employers covered due mainly to the local government amalgamations.


1. Insurer makes a decision on a workers’ compensation claim or premium matter.

2. A worker or employer who is aggrieved with the Insurer’s decision may apply to Q-COMP for a review within three months of receipt of the Insurer’s written reasons for decision.

3. The Review Unit completes the review within 25 business days unless an extension is sought from the Worker, Employer or the Review Officer.

4. The Review Unit sends notice of the decision including reasons to each relevant party (the worker, employer and Insurer) within 10 business days of making the decision.

5. Either party has 20 business days from the date of receipt of this decision in which to lodge an appeal. If a party chooses to lodge an appeal with an Industrial Magistrate, the notice of appeal must be filed at the Magistrates Court nearest to the place where the party resides/carries on business or at a Magistrates Court agreed between the party and Q-COMP. A copy of the notice lodged with either the court or Commission must also be served on Q-COMP within 10 business days.

6. Q-COMP’s Appeals Officer notifies the Insurer and other party to resolve the matter or otherwise prepares to defend the matter in the court or Commission.

7. The Industrial Magistrate or Commissioner makes their decision.

8. A person aggrieved with the Court or Commission decision may appeal to the Industrial Court.

9. Industrial Court makes the final decision – there is no further avenue of appeal.

APPENdix 3 – CUsTOmER sERviCE ExCELLENCE – REviEW ANd APPEAL

aPPEnDiCES

50 Insurer claims decision review and appeals process

*for the most current list visit www.qcomp.com.au

1. Aged Care Employers Self-insurance Group

2. Arnott’s Biscuits Limited

3. Australia and New Zealand Banking Group Limited

4. BHP Billiton Limited

5. Brisbane City Council

6. CSR Limited

7. Coles Group Limited

8. Consolidated Meat Group Pty Limited

9. Council of the City of Gold Coast

10. Jupiters Limited

11. Local Government Workcare

12. NB Flinders Pty Ltd (Myer)

49 List of workers’ compensation insurers (WorkCover Queensland and self-insurers) as at 30 June 09*

13. OneSteel Limited

14. QR Limited

15. Qantas Airways Limited

16. Redland City Council

17. Swift Australia Pty Limited

18. The University of Queensland

19. Toll Holdings Limited

20. Townsville City Council

21. Westpac Banking Corporation

22. Woolworths Limited

23. WorkCover Queensland

24. Xstrata Queensland Limited

APPENdix 2 – sTAkEhOLdER RELATiONshiPs ANd AWARENEss CONT

www.qcomp.com.au


aPPEnDiCES

APPENdix 5 – mONiTORiNg NATiONAL WORkERs COmPENsATiON issUEs

The development and implementation of consistent workers’ compensation and occupational health and safety arrangements across Australia is federal government policy.

This policy looks to:

• protect and maintain workers’ rights

• protect businesses’ competitiveness and profitability.

National consistency is desired to minimise regulatory duplication, reduce administrative and compliance costs and reduce barriers to labour mobility and national markets in goods and services.

Key issues for the Queensland’s workers’ compensation scheme in this context are to:

• contribute positively to the approach of the federal government

• promote the best aspects of the Queensland scheme into the national agenda, e.g. journey claims, dispute resolution processes, unfettered access to common law

• ensure a smooth transition to any new arrangements that may occur.

Status update for 08/09There have been no notable developments in 08/09 regarding the national workers compensation environment. Q-COMP’s involvement with national issues has been limited. We contributed to the Queensland whole of government review of the sixth edition of the American Medical Association Guides to the Evaluation of Permanent Impairment that was also used to inform discussions at a national level through the Heads of Workers Compensation Authorities (HWCA) forum.

APPENdix 4 – CUsTOmER sERviCE ExCELLENCE – mAT

1. Insurer refers worker to a tribunal.

2. The Tribunal Secretariat checks all information supplied (Reference to tribunal; copies of relevant documents).

3. A tribunal officer calls the worker and makes an appointment.

4. An appointment letter and relevant documents are sent to the worker within 10 days of referral receipt.

5. The worker and insurer may provide submissions to the tribunals.

6. The worker attends the tribunal hearing for clinical assessment and interview.

7. Tribunal doctors consider the medical evidence and determine the matter.

8. The Secretarial sends the tribunal’s written decision to the worker and insurer.

9. At least 10 business days before the tribunals 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 workers’ submission or documents.

Rights of review of a tribunal decision

The 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.

51 MAT process


aPPEnDiCES

sChEmE sTAbiLiTy iNdiCATORsWe report the scheme performance to the Q-COMP Board at each board meeting.

Key scheme measures are reported and tracked against upper and lower control limits. Monthly results are supplied, and a ‘yes’ or ‘no’ will indicate stability. The ‘Trend line’ tracks results for past 24 months and shows upper and lower control limits that are calculated for each indicator (see June 09 report below). Commentary is provided on any indicators that are not within the control limit.

Q-COMP performance indicatorsAs with scheme performance, we report Q-COMP’s services to the Q-COMP Board at each board meeting.

APPENdix 6 – OUR PERfORmANCE mEAsUREs


Claim lodgementsClaims per 1,000 employees 3.7 Yes

Physical injury claims 7,684 Yes

Psychological/Psychiatric injury claims 290 Yes

Fatalities 2 No

Claim decisionsAverage days to determine liability 5.0 No

% Determined within 20 days (%) 94.2 Yes

Rejection rate – Physical (%) 3.4 No

Rejection rate – Psychological / Psychiatric (%) 57.1 Yes

52 Scheme stability indicators


aPPEnDiCES


Active claims Physical injuries 24,117 Yes

Psychological/Psychiatric injuries 881 Yes

Fatalities 11 Yes

Latent Onset 6 Yes

Medical and Rehabilitation (MEO) 12,922 Yes

Weekly Compensation 10,492 Yes

PI/Lump sum 417 Yes

Other 1,150 Yes

Closed claims Average duration of time lost claims (days) 43 Yes

Average cost of time lost claims ($) 12,843 Yes

Average cost of MEO claims ($) 891 Yes

Claim payments Weekly compensation ($M) 25.5 Yes

Medical and Rehabilitation ($M) 12.9 Yes

Hospital ($M) 2.8 Yes

Lump Sum ($M) 15.4 Yes

Other Statutory ($M) 3.8 Yes

Common Law settlements and costs ($M) 45.2 Yes

Common LawCommon Law (notice of claim) 378 Yes

Average Cost ($) of resolved claims 121,137 Yes

Q-COMP Reviews & AppealsRate of review (%) 2.8 Yes

Rate of appeal (%) 20.0 Yes

MinisterialsNumber of ministerial complaints 10 Yes


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.

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 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 – 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.

better practice in return to work guide – Q-COMP publication promoting better rehabilitation practice.

Cases Determined (Mat) – all cases heard and determined by the MAT.

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 Queensland 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.

gLOssARy

GlOSSaRY


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.

Department of Justice and attorney-General – 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.

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 2007 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.

GlOSSaRY


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).

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/asbestosis – the injurynature codes ‘630’, ‘810’ and 860’ from the ‘Type of Occurrence Classification System’, Second Edition, National Occupational Health and Safety Commission (NOHSC) have been renamed mesothelioma/asbestosis injuries in the statistics 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.

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.

gLOssARy CONT

GlOSSaRY


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.

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

• 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.

GlOSSaRY


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:

a. the employer employs workers at a workplace in 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

b. otherwise – the wages of the employer in 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 Queensland 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 Queensland 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.

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.

GlOSSaRY

gLOssARy CONT


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 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”.

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, the 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:

a. the employer employs workers at a workplace in 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

b. otherwise – the wages of the employer in Queensland 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).

GlOSSaRY


iNdEx

inDEX

Achievements ..........................3,21,61,71,77

Administrative review ...................22,30,125

AMA Guides .............................................30,130

American Medical Association Guides to the Evaluation of Permanent Impairment .....................................42,129,130

Appeals lodged .............................................2,31

Appeals of review decisions ............................5

Appeals process .............................................126

Applications for review .........2,31,68,69,97

Audit – Committee .........................79,82,83,84,86

– Internal .......................................33,62,84,88

– External ..................................26,81,84,113,

Barrister panel ...............................................9,37

Better practice in return to work guide ....................................1,11,49,130

Biographies – board ........................................71

Biographies – Q-COMP Leadership Team ..............................................74

Board – Attendance at board/

committee meetings ..................................83

– Audit committee ............................83,84,86

– Biographies ....................................................71

– Board meetings ..............................81,82,86

– Chairman .................. 3,14,81,82,109,120

– Code of conduct ...................................82,86

– Committees .......................79,82,83,84,86

– Directors .................................79,82,86,120

– Role .......................................79,82,86,87,89

Board meetings ..................................81,82,86

Business planning ......................................22,88

CEO .............. 15,16,60,79,80,81,82,84,86,

Chairman – Q-COMP Board .......... 3,14,81,82,109,120

Chairman’s report ............................................14

Chairs – Medical Assessment Tribunals ....................39

Chief Executive Officer ...................16,62,74

Code of conduct – board ......................82,86

Code of conduct – Q-COMP employees ........................60,62,86

Comparative Performance Monitoring (CPM) .................................31,124

Complaints ..................................................85,86

Comprehend ....................... 23,45,49,89,131

Corporate Administration Agency (CAA) ...................................................84

Corporate governance ...................................81

CPM – Comparative Performance Monitoring................................................31,124

Culture survey ......................16,21,55,60,62

Customer research program ........................22

Customer service champions ......................21

Issues management .....................................132

Department of Justice and Attorney-General ...................7,14,42,88,97

Directors .................................79,82,83,84,86

Dispute resolution mechanisms ..................................5,31,37,124

e-learning program – Comprehend ........................................21,22,23

Emerging Leaders Development Program (ELDP) .....................................60,131

Employee expenses – Q-COMP ................96

Enterprise Bargaining Agreement ..............19

Executive coaching ..................................32,54

Expenditure – Q-COMP .................59,66,93

Expenses – operating ......................93,95,96

Expenses – scheme ..........................94,95,97

Finity Consulting............................................131

Fraud .....................................................................84

Freedom of information (FOI) .....................89

Funding ............................................................5,97

General Medical Assessment Tribunal (GMAT) .....................................40,131

Grants ....................................................24,93,97

Harassment ........................................................62

Heads of Workers’ Compensation Authorities .........................131

Health and Safety ...................7,45,49,62,68

Highlights ....... 1,21,31,35,39,45,49,55,65

Human resources ...............................55,58,80

HWCA – Heads of Workers’ Compensation Authorities .........................131

Income ..........5,19,93,94,95,97,98,99,102

Industrial Court ...................... 35,67,125,132

Industrial Magistrate ....35,65,80,119, 126,130,132

Industrial Relations Commission ..................................35,65,67,80

Information privacy .........................................89

Insurer performance management program (IPMP) ..........26,132

Insurer risk profile ..................................26,132

Insurer self-assessment ................................26

Internal audit .......................................83,84,88

Internal audit charter ......................................84

IPMP ...........................................................26,132

Issues management database ..................132

Leadership team – Q-COMP .....17, 19,22,...................................... 59,60,66,74,82,84,97

Legislation......................................50,79,86,91

Legislation – amendments ...........................24

Levy income ..............................................2,5,94

Levy rate – self-insurer .........................19,81

Licences – self-insurer .................26,81,125

Magistrates Court ........................................126

MAT chairs .........................................................39

MAT process ...................................................126

Medical assessment tribunals (MAT)........................5, 39,40,41,79,97,132

Medical fees ......................................................45

Minister ............. 3,7,14,31,79,81,85,86,88

Moment mapping/maps .....................21,132

Operating expenses – Q-COMP...............................................93,95,96

Operating result – Q-COMP.............................. 93,94,96,99,102

Organisational structure ............................6,82

Performance Management Program (Q-COMP insurer) ..........................................26

Performance measures ...........................2,128

Performance measures – Q-COMP......................................................2,128

Performance measures – scheme ...................................................................2

Permanent impairment assessment training ........................................42


inDEX

Privacy of information ...................................89

Profile – workforce ...... 17,51,55,56,57,60

QAS – Queensland Ambulance Service – grant ...................... 24,95,112,133

Q-COMP Leadership Team (QLT) ...............................19,22, 59,60,62,66,............................................. 74,82,84,85,86,88

Q-COMP Medical Certificate .....................24

Q-COMP organisational structure ........6,82

Qdos ...........................................................61,133

QIRC ................................... 35,65,67,132,133

Queensland Ambulance Service – grant .....................24,95,112, 133

Queensland Health ...................................31,95

Queensland Industrial Relations Commission ..................... 35,65,67,132,134

Association of Self Insured Employees of Queensland (ASIEQ) ..............6

QWCDec .............................................................65

Records management – TRIM .............65,66

Rehabilitation and return to work coordinators (RRTWC).......16,18,21,22,80

Rehabilitation obligations ..............................50

Release of documents ...................................89

Research ....................... 6,22,24,51,60,62,87

Return to work assist ..........................................17,39,49,51,52,63,134

Return to work Awards 2009 .....................52

Revenue – Q-COMP ..........5,93,95,97,102

Right of appearance .....................................134

Risk Management .......................79,82,83,84

RRTWC ....................................16,18,21,22,80

Serious injuries ..................................................47

Scheme expenses ..............................94,95,97

Scheme performance measures....................2

Scheme stability indicators ..45,46,81,128

Secondments – structured ...................55,58

Self-assessment – Board ...............81,82,83

Self-assessment – insurers .........................26

Self-insurance licensing ...... 26,81,125,134

Self-insurer levy rate ...............................19,81

Self-insurers ..................... 6,19,21,26,31,32,.................................................... 40,45,81,85,86

Self-insurers – list as at 30 June ............125

Seminars – stakeholders ................21,23,45,49,51,89

Seminars – employees ...................21,59,60,62,65,99

Strategic plan/planning ...................22,66,79, ..................................................................81,82,88

Training and development – employee .....................................................65,99

Tribunal appointments ...................................41

Tribunal process .........................................40,41

Tribunals – chairs .............................................39

Tribunal Secretariat ....................17,42,58,66

Tribunals – medical assessment ............5,39,........................................................... 40,41,79,97

TRIM – records management ..............65,66

Values ...................................5,16,19,86,87,88

Vision ...........................................5,51,79,87,88

Wellness program ............................................61

Whistleblowers’ Protection Act 1994 .....90

WorkCover Queensland ............5,6,7,14,19,...............40,85,86,88,94,95,97,98,99,135

Workflow management ...............1,17,31,39

Workers’ Compensation and Rehabilitation Act 2003 ....................5,42,79,...................................................................101,135

Workers’ compensation insurers .............124

Workers’ Compensation Medical Certificate ...........................................................24

Workers’ compensation policy development ........................................................7

Workforce profile .............................................56

Workplace health and safety – Q-COMP employees ...............................62,68

Workplace rehabilitation ......1,18,23,24,49,.......................................... 50,52,101,125, 135


inDEX tO fiGuRES

figure 1 Financial summary ..............................................2

figure 2 Self-insurer liability (performance) ..............2

figure 3 Insurers (performance).....................................2

figure 4 Q-COMP (performance) .................................2

figure 5 Q-COMP organisational structure ...............6

figure 6 The workers’ compensation scheme in action .................................................6

figure 7 Claim rates (per 1,000 employees covered by the scheme) and intimations ....................................................7

figure 8 The Queensland workers’ compensation scheme ...................................................................7

figure 9 Insurer performance management program (IPMP) ...............................................26

figure 10 Percentage of disputes resolved within a selected time period (cumulative) .........31

figure 11 Amount spent on appeals .............................35

figure 12 Tribunal chairs 08/09.....................................39

figure 13 Average number of cases heard per tribunal by tribunal type ................................40

figure 14 Medical assessment tribunals (MAT) – worker survey results ..................41

figure 15 Scheme stability indicators snapshot ......46

figure 16 Proportion of serious injuries to total claims (by industry) ..............................47

figure 17 Proportion of serious injuries to total claims (by age of injured worker) ..............47

figure 18 Return to work status of finalised time lost claims previous five financial years ...........................................50

figure 19 Retention and attrition of Q-COMP employees ......................................56

figure 20 Q-COMP’s workforce profile .......................56

figure 21 Q-COMP demographic .................................57

figure 22 Part-time employment statistics...............57

figure 23 Internal training programs ............................59

figure 24 Q-COMP’s actual culture results illustrated on a circumflex .............................60

figure 25 Q-COMP’s health and safety statistics .............................................................62

figure 26 How Q-COMP delivers service to our external and internal customers .................80

figure 27 Attendance at board/committee meetings .............................................................83

figure 28 Ministerial issues received ............................85

figure 29 Scheme-wide complaints received by Q-COMP ......................................................85

figure 30 Parties with whom complaints and ministerial issues are associated – last five years ....................................................86

figure 31 Parties with whom complains and ministerial issues are associated – 08/09 ..................................................................86

figure 32 Q-COMP business planning cycle .............88

figure 33 Requests for injury profiles ...........................90

figure 34 Relationships between the four main financial statements........................................93

figure 35 Performance summary for the year ended 30 June 09 ........................................................94

figure 36 Revenue composition .....................................95

figure 37 Expense composition ....................................95

figure 38 Scheme expenses composition .................95

figure 39 Q-COMP expenses composition ...............96

figure 40 Operating result (five-year comparison) 96

figure 41where our money came from in 08/09 ..................................................................97

figure 42How we spent our money in 08/09 ..................................................................97

figure 43What we own ....................................................98

figure 44What we owe ....................................................98

figure 45Trend.....................................................................99

figure 46Ratio .....................................................................99

figure 47Workplace rehabilitation .............................125

figure 48 Self-insurer licences.....................................125

figure 49List of workers’ compensation insurers .............................................................126

figure 50Insurer claims decision review and appeals process .............................................126

figure 51MAT process ...................................................127

figure 52Scheme stability indicators .......................128

iNdEx TO figUREs

347 Ann Street Brisbane Queensland PO Box 10119 Brisbane Adelaide Street Queensland 4000Ph: 1300 361 235fax: (07) 3238 3080Email: [email protected]

www.qcomp.com.au

08/09 ANNUAL REPORT

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