People

• Worked towards a comprehensive, agency-wide Action Plan aimed at strengthening psychological safety, leadership capability, role clarity, wellbeing support, and change readiness.
• Conducted “Your Say” conversations sessions for approximately 80% of staff with executive presence, ensuring the voice of employees was heard firsthand. This approach fostered candid engagement and was instrumental in identifying key themes related to leadership, recognition, inclusion, role clarity, and well-being.
• Strengthened our approach to Work Health and Safety governance, aligning with the Attorney-General Department’s overarching frameworks. This includes enhanced communication, reporting, and review mechanisms, as well as clarified escalation pathways to ensure concerns are addressed early and appropriately.
• Performance and development discussions occurred for 93% of staff with the exceptions related to new employees or those on extended leave. This process supports both employees and leaders to embrace a culture of continuous feedback and professional growth.
• Expanded access to the Employee Assistance Program through a pilot initiative focused on targeted wellbeing training for both leaders and employees. This initiative was designed to ensure support is available at every level of the organisation and to better equip leaders to care for and guide their teams.
• Enhancing communication and engagement with staff, including regular branch updates, team meetings, and one-on-one check-ins.

• Continuation of the University Graduate Placement Program to support student outcomes and provide workplace exposure.
• Continued to deliver on key actions from the AGD’s Diversity Access and Inclusion Plan.

Technology-enabled Business Improvement

• Implemented a new MS Dynamics Customer Financials system (Transact) to replace the aged and unsupported PeopleSoft Financial system.
• Ensured the security and safety of our systems through a design and security audit and penetration testing of Transact.
• Implemented a supportable legacy data viewer, for historic customer financial information.
• Continued evolution and support of the customer relationship management system (Connect).
• Collaborated with Office of the Chief Information Officer to replace Whole of Government network infrastructure.
• Implemented a new Whole of Government VPN solution.
• Completed application upgrades for Assets and Financial Management Software HiPortfolio, HiTrust and Anova, supporting the management and accounting for customer investments.
• Refreshed ICT infrastructure and software systems including monitors and notebooks.
• Continued to remove dependencies on unsupported systems.
• Completed several test exercises to ensure operational and cyber security processes are current, including quarterly simulated phishing campaigns and a simulated ransomware event.
• Replaced the legacy telephony solution for all remaining PT personnel, with an online solution.
• Undertook an audit of PT's compliance against the SA Cyber Security Framework and Essential 8 criteria.
• Eliminated all possible vulnerabilities identified in the 2023 and 2024 assessments.  Only those pending system decommissioning are pending.

Customer Experience

• Continued increased engagement with customer advocacy and support services with a focus on improving customer service and provision of escalation points for complex queries.
• Implementation of a new telephony system to improve telephone responsiveness, reduce reliance on voicemail and enhance the customer experience.  Additional features implemented include callback functionality, expanded call queue capacity, and caller identification.
• Continued engagement with the Adult Safeguarding Unit (ASU), the Office of the Public Advocate (OPA), the Fines Enforcement and Recovery Unit (FERU) and the South Australian Civil and Administrative Tribunal (SACAT).
• Participated in education sessions as part of the Alliance for Prevention of Elder Abuse hosted by the Aged Rights Advocacy Service.
• Conducted 2024-25 Annual Customer Satisfaction Survey.
• Progressed planning for the integration of emails with the customer relationship management system to provide greater visibility of customer contacts and aid in response times.
• Supported the review of recommendations from the Disability Royal Commission and contributed to a South Australian Law Reform Institute review of supported decision making.

Governance & Financial Sustainability

• Achieved Charter and Performance targets.
• Reviewed and updated delegations to ensure strong governance, accountability and improve operational effectiveness.
• The organisation completed the transition of banking arrangements from the Commonwealth Bank of Australia to the ANZ bank. The transition was extended to include customer banking in March 2025.
• The 2024-45 Control Self-Assessment Program was successfully completed across the Agency. Second line assurance was conducted for Customer Service branch by the Governance and Compliance Team.
• Internal audits completed focused on pre go-live review of the Security of the Transact Solution, the Litigation Guardian Customers process and Cyber Security Framework Implementation.