Annual Report 2022-23

This annual report details the NIISQ Agency’s performance between 1 July 2022 and 30 June 2023.

It provides details about our financial and non-financial performance, documents information about our operating environment, organisational structure, governance and demonstrates how we deliver our statutory obligations and provide value to NIISQ participants.

This report has been prepared in accordance with the Annual report requirements for Queensland Government agencies (2022-23 reporting period), and the prescribed requirements of the Financial Accountability Act 2009, the Financial and Performance Management Standard 2019 and the National Injury Insurance Scheme (Queensland) Act 2016.

Annual Report 2022-23 (PDF, 21MB)

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    Copies of the report are also available in paper format. To request a copy, please contact us on the details below.

    NIISQ Agency

    GPO Box 1391, Brisbane Qld 4001

    Phone: 1300 607 566



    ISSN: 2208 – 102X

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    The National Injury Insurance Agency, Queensland annual report 2022-23.

  • 4 September 2023

    The Honourable Cameron Dick MP

    Treasurer and Minister for Trade and Investment GPO Box 611

    Brisbane Qld 4001

    Dear Treasurer

    I am pleased to submit for presentation to the Parliament the annual report 2022-2023 and financial statements for the National Injury Insurance Agency, Queensland (NIISQ Agency).

    I certify that this annual report complies with:

    • the prescribed requirements of the Financial Accountability Act 2009, the Financial and Performance Management Standard 2019 and the National Injury Insurance Scheme (Queensland) Act 2016, and
    • the detailed requirements set out in the Annual report requirements for Queensland Government agencies.

    A checklist outlining the annual reporting requirements is provided at page 77 of this annual report.

    Yours sincerely

    Neil Singleton

    Chief Executive Officer

    National Injury Insurance Agency, Queensland

  • It is pleasing to report on a year of significant achievement across the scheme and within the NIISQ Agency.

    Our 2023 strategic plan calls out that ‘we put the injured participant at the centre of all we do’. This keeps us focused and ensures we prioritise initiatives and activities to help support people who are seriously injured.

    Scheme sustainability is sound thanks to improved scheme experience and investment returns. Participants, along with their families and carers, can remain assured that NIISQ is here to support them in delivering their lifetime treatment, care and support.

    Throughout 2022-23, we worked hard to deliver a range of significant initiatives that will have enduring benefit, including:

    • forming our Participant Reference Group and undertaking participant consultation to help inform our research and initiative funding
    • developing and implementing participant care MyPlan and MyPlanning resource kits
    • developing and consulting on draft new Treatment, care and support guidelines
    • hosting a stakeholder forum with over 70 attendees, including representatives from allied health, legal, insurers, research and advocacy bodies
    • improving communication with a redeveloped NIISQ website and inaugural NIISQ scheme insights report and newsletter
    • achieving endorsement of our Reconciliation Action Plan from Reconciliation Australia
    • developing increased analytical and reporting tools and resources
    • investing in research and initiatives aimed at improving participant health and independence
    • successfully transitioning NIISQ information technology platforms into Queensland Treasury, to improve security and facilitate collaboration
    • engaging with several stakeholders, including regional visits and delivering presentations at forums to help continue building awareness of the scheme
    • building a strong team culture, evidenced by an excellent employee engagement score of 81 per cent in the annual Working for Queensland survey and sustained low staff

    In the year ahead, we will continue to be very busy, focusing on a range of priority areas to:

    • continue our focus on co-design and innovation to improve our systems and processes leading to improved participant health and independence outcomes
    • collaborate with stakeholders and government agencies on aspects including quality and safeguarding and restrictive practices
    • respond to workforce shortages amongst service providers, particularly in rural and remote areas, to ensure continuity of service
    • continue investing in our staff and leadership capabilities through learning and development and building career pathways
    • increase investment in innovation, rehabilitation and treatment initiatives and research
    • explore ways to better facilitate the transition from hospital to home for participants to reduce the cost, stress and frustration of unnecessary delay.

    I thank everyone in the NIISQ Agency for their absolute commitment and support in administering the scheme so effectively and

    successfully for the benefit of people who have been injured. The trust and confidence we have in each other gives us a strong foundation to build on, and our focus on innovation, co- design and collaboration strengthens that even further. I also thank the many stakeholders who continue to support the scheme and the NIISQ Agency in so many important ways.

    Queensland road users and the people who are unfortunately seriously injured in road crashes can be assured they are protected by a well- managed scheme that was recently described by a number of participants as helpful, valued and life-changing.

    Neil Singleton
    Chief Executive Officer

About us

  • The National Injury Insurance Scheme, Queensland (NIISQ) funds necessary and reasonable treatment, care and support for people who have sustained an eligible serious personal injury in a motor vehicle accident in Queensland, on or after 1 July 2016.

    NIISQ is a no-fault scheme, meaning necessary and reasonable treatment, care and support can be funded regardless of who was at fault in the accident. The injured person must also meet all eligibility criteria outlined in the National Injury Insurance Scheme (Queensland) Act 2016 (the NIISQ Act) and the National Injury Insurance Scheme (Queensland) Regulation 2016 (the Regulation).

    In line with the NIISQ Act, an eligible serious personal injury includes:

    • permanent spinal cord injuries
    • traumatic brain injuries
    • multiple or high-level limb amputations
    • permanent injury to the brachial plexus
    • severe burns
    • permanent blindness caused by trauma.

    Under the NIISQ Act, the NIISQ Agency may fund necessary treatment, care and support for eligible participants with the stated serious personal injuries. This includes funding the provision of services for:

    • medical or pharmaceutical treatment
    • dental treatment
    • rehabilitation
    • ambulance transportation
    • respite care
    • attendant care and support services
    • aids and appliances
    • prostheses
    • educational or vocational training
    • home or transport modifications.

    People with eligible injuries enter the scheme as interim participants for up to two years and receive treatment, care and support funded by NIISQ to support their rehabilitation.

    During this period, the NIISQ Agency is required to review the participant’s eligibility to remain in the scheme on a lifetime basis or to exit the scheme for various reasons.

    Different eligibility criteria may apply for participants aged under 18 years.

  • The National Injury Insurance Agency, Queensland (NIISQ Agency) is responsible for assessing eligibility and arranging payment of necessary and reasonable treatment, care and support for NIISQ participants, as well as managing and monitoring the provision of these services.

    As a Queensland Government agency, we work closely with a range of service providers across the state to use an evidence-based research and treatment philosophy that ensures participants in NIISQ have access to services that will provide them with the most benefit for their long-term health.

    Our team benefits from an inclusive and collaborative environment, where staff are provided with opportunities to learn and adopt innovative and co-design techniques and to suggest ideas that will help us deliver high-quality services for participants and excellence across all our business functions.

    Under the NIISQ Act, our main functions are to:

    • administer the scheme
    • provide information to the community about the scheme
    • monitor and review the operation of the scheme, including the treatment, care and support received by participants under the scheme
    • conduct research and collect statistics about the scheme
    • give advice and information to the Treasurer and the Insurance Commission about the administration, efficiency and effectiveness of the scheme
    • provide support and funding for programs, research and education relevant to the treatment, care and support of participants in the scheme
    • manage the fund that pays for the costs of providing necessary and reasonable treatment, care and support of participants in the scheme
    • set investment objectives for the fund or part of the fund and establish investment strategies and policies to achieve the objectives
    • keep a register of providers of services under the scheme.

    Partnership with workers’ compensation insurers

    In 2016, the Workers’ Compensation and Rehabilitation Act 2003 was amended to make several changes to Queensland’s workers’ compensation scheme, including implementing the National Injury Insurance Scheme (NIIS) for work-related serious personal injuries connected with Queensland.

    Consistent with the NIIS for motor vehicle accidents in Queensland, the NIIS for work- related injuries provides all eligible seriously injured workers with a lifetime statutory entitlement to treatment, care and support payments.

    WorkCover Queensland has provided workers’ compensation insurance in Queensland since 1997 and works closely with the NIISQ Agency to support people with serious personal injuries.

    Under an agreement with WorkCover Queensland and other workers’ compensation insurers, we have been entrusted to perform their functions and exercise their powers in providing this lifetime statutory entitlement.

    The NIISQ Agency has provided this service to 82 eligible workers.

    We collaborate with WorkCover Queensland and other Queensland workers’ compensation insurers to facilitate:

    • a close partnership with the worker, their family and/or informal supports, as well as the medical and allied health team, to support independent living, a successful rehabilitation and where possible, a durable return-to-work outcome
    • awareness for potential eligibility with key hospital and rehabilitation personnel to ensure eligible workers are referred as early as possible
    • support for workers and their families through any referral process to the NIISQ Agency
    • identification and/or coordination of any return-to-work opportunities that deliver realistic and sustainable return-to-work outcomes for the injured worker.
    • strong relationships with WorkCover Queensland and other workers’ compensation insurers around involvement with the pre-injury employer where appropriate.

    NIISQ participants and injured workers benefit from our extensive network

    We partner with other government agencies, including Queensland Health, to ensure participants are well-supported throughout their recovery journey. Our strong working relationship with hospitals assists with discharge planning, ensuring a smooth transition for participants returning home from hospital.

    We value the input and advice of our trusted stakeholders, and actively participate as members of interjurisdictional groups of government lifetime care schemes to ensure we exchange ideas and learnings while also contributing to innovative and evidence-based practices.

    NIISQ participants, injured workers and their families and support systems are the centre of our focus in providing high-quality services throughout their journey with NIISQ. We support their understanding while they navigate their adjustment to life-changing injuries by providing information and assistance wherever possible. We have also worked closely with First Nations experts and disability advocacy groups to ensure we are assisting participants in an accessible and culturally safe way.

  • Our purpose

    We are here to boldly lead our scheme to create amazing outcomes for our participants.

    Our vision

    By 2026, our scheme’s participants will benefit from improved experiences and outcomes through our leadership of an aligned, intelligent and empowering scheme.

    Our guiding principles

    The following principles underpin our work to ensure we are providing the best service possible:

    • empower and equip our team and culture to be proactive and adaptive
    • empower and lead a more aligned, advanced and effective scheme
    • empower an easier, clearer participant-driven journey
    • sustain confidence in the leadership of the NIISQ Agency and the scheme.

    Our strategic risks

    We manage our key strategic risks, which relate to:

    • failure of the scheme to respond to economic pressures, unethical practices and other external shocks
    • balancing the needs of diverse stakeholders
    • failure to keep pace with changing participant requirements and experiences.

    Our opportunities

    We are also committed to leveraging opportunities to:

    • create an agile and dynamic NIISQ Agency culture, which responds to leading changes in our scheme
    • improve collaboration and co-design with stakeholders, researchers and scheme partners to deliver better experiences and reduce the effects of road trauma
    • leverage emerging innovations for enhanced participant understanding and service provision.

    This work aligns with our Strategic Plan 2022–2026 (see Appendices).

    Our values

    The Queensland Public Service values aim to articulate the Queensland Government’s vision of a high-performing, impartial and productive workforce that puts the people of Queensland first. These values have been adopted by agencies across the public service.

    Public service values

    Customers first

    • Know your customers
    • Deliver what matters
    • Make decisions with empathy

    Ideas into action

    • Challenge the norm and suggest solutions
    • Encourage and embrace new ideas
    • Work across boundaries

    Unleash potential

    • Expect greatness
    • Lead and set clear expectations
    • Seek, provide and act on feedback

    Be courageous

    • Own your actions, successes and mistakes
    • Take calculated risks
    • Act with transparency

    Empower people

    • Lead, empower and trust
    • Play to everyone’s strengths
    • Develop yourself and those around you

    Unite and Recover – Queensland Economic Recovery Plan

    The NIISQ Agency continues to deliver and support the Queensland Government’s objectives for the community, prioritising investing in skills, backing our frontline services, keeping Queenslanders safe, and honouring and embracing our rich and ancient cultural history.


  • The strength and commitment of our people and our valued stakeholders helps us to achieve our vision of delivering the right support at the right time making a difference to people’s lives.

    We strive to provide a safe, inclusive and respectful workplace that values feedback and constructive conversations, and that ignites innovation and collaboration across all facets of our work.

    Our values

    The public service values underpin the way we go about our work. All employees are expected to maintain the highest ethical standards and conduct themselves in a way that reflects our values, policies and statutory obligations.

    Code of conduct

    We are meeting our obligations under the Public Sector Ethics Act 1994.

    While we operate in accordance with the wider Queensland Government’s policies, we also have an established NIISQ Agency Code of Conduct for employees (the code), which underpins how we operate within the NIISQ Agency. Each staff member is introduced to the code as part of their initial introduction to the NIISQ Agency team, and it is readily available to all staff to read whenever required.

    The code highlights our commitment to ethical practices and reaffirms our rights as employees of the Queensland Government.

    Industrial and employee relations

    The NIISQ Agency is a public sector entity as defined in the Public Sector Act 2022.

    We are an employing entity covered by the Queensland Public Service Officers and Other Employees Award (2015), as well as the State Government Entities Certified Agreement 2019 (core agreement) and subsequent replacement agreements.

    The NIISQ Agency encourages and maintains strong engagement with the Together Union, including regular consultation about organisational change, workforce policies and employment matters.

    Nil formal disputes arose during the 2022–23 period.

    Two formal employee grievances were lodged during the 2022–23 period.

    Committed to excellence


    Our commitment to becoming an employer of choice will continue to shape and sustain the NIISQ Agency workforce into the future.

    During the 2022–23 year, the NIISQ Agency recruited talented and committed people to a range of new and re-imagined roles that will deliver an even more effective and sustainable service model for the scheme.

    We also embarked on an important period of culture transformation.


    The NIISQ Agency onboarding experience is a vital component of our strategy to support and retain great people. We welcomed new employees by sharing important information about the NIISQ Agency, our workplace and culture, to enable a comfortable transition into their new roles and for their ongoing success.

    Staff received direct access to online learning modules. This provided flexible access to important training that staff undertake within their first few weeks with the NIISQ Agency. In 2022–23, the onboarding process was updated to introduce new values-based behaviours that will continue to drive our workplace culture. This included a new culture immersion workshop program, passionately delivered by members of our staff for their new peers.

    We continue to evolve the onboarding experience based on feedback from our team members.

    Professional development

    Personal learning and development opportunities through the Study and Research Assistance Scheme (SARAS) and attendance at relevant training courses and industry conferences continued to be encouraged.

    Regular employee and supervisor feedback discussions and peer case review processes were also maintained.

    To complement traditional methods of learning, throughout the 2022–23 period our highly-skilled staff participated in other capability building and knowledge sharing initiatives, such as:

    • team showcases
    • lunch and learn discussions
    • trauma-informed practice training
    • health, safety and wellness talks
    • team charter workshops
    • culture incubation and leadership programs
    • coaching in agile ways of working.

  • Our leadership team is committed to the delivery of our vision and strategic objectives, channeled through our Strategic Plan 2022–2026 (see Appendices). They provide a supportive and inclusive team environment and engage collaboratively with the wider NIISQ Agency to foster innovation, while maintaining our focus on providing participant-centred services.

    Neil Singleton

    Chief Executive Officer

    B. Business (Insurance), MBA

    Neil Singleton was appointed as Chief Executive Officer of the NIISQ Agency in June 2021, and also holds the roles of Insurance Commissioner with the Motor Accident Insurance Commission and the Nominal Defendant. Neil has over 30 years of insurance experience across a broad range of management and executive positions. His responsibilities include providing strong strategic leadership to ensure viable, affordable and equitable compulsory third party insurance and lifetime care schemes in Queensland.

    Neil is inspired by participant-centred design and enabling and encouraging an innovative culture to help to continually improve service, performance and outcomes.

    Gaenor Walker

    General Manager, NIISQ

    B. OccTher, Grad Cert (Management)

    As General Manager of NIISQ, Gaenor Walker brings extensive experience from her time working in the NIISQ Agency, the insurance sector, non-government organisations and in private practice as an Occupational Therapist.

    With a passion for service design and transformation, Gaenor is proud to be leading the NIISQ team and brings experience from a range of industry-shaping projects including the design of funding schemes in the lead up to the implementation of the National Disability Insurance Scheme (NDIS) and the redesign of insurance sector services.

    Harnessing the great skills and expertise of the NIISQ team, Gaenor places emphasis on building a strong, dynamic and supportive culture where people succeed, and participants benefit from great outcomes.

    Peter How

    General Manager, Innovation and Delivery Dip (Proj Mgt), B. Comm, Grad Dip (Commercial Computing), MBA, MAICD

    Peter has comprehensive executive leadership experience in government and private enterprise across a range of industries, with a particular focus on innovation and incubation, organisational performance, agility and growth.

    He is also a qualified company director and board advisor. Peter’s energy, enthusiasm and ability are readily on show as leader of NIISQ Agency’s Innovation and Delivery team.

    Anh Bui

    General Manager, Business and Advisory Services

    B. Business, LLB, FGIA, CPA

    Anh is responsible for leading diverse teams across a broad range of strategic and operational functions including finance, procurement, corporate governance, communication, people and culture. As a qualified accountant and governance professional, Anh has over 20 years’ experience in financial services, is a member of CPA Australia and has also been admitted to the legal profession.

    Anh is passionate about leading teams and providing public value through the delivery of quality services for the NIISQ Agency and its stakeholders.

  • Workforce profile

    The number of paid employees as of 30 June 2023, including both full-time and part-time employees measured on a full-time equivalent basis, is 96.4, reflecting an overall increase by approximately 45 per cent. This increase includes roles shared with the Motor Accident Insurance Commission and Nominal Defendant under a tripartite corporate support services arrangement.

    In 2022–23, the NIISQ Agency welcomed new employees and farewelled employees, with a permanent employee separation rate of around 8 per cent.

    During the period, one employee received a redundancy package at a total cost of $53,021.

    No early retirement/retrenchment packages were paid during 2022–23.

    Our commitment to work/life balance

    In 2022–23, the NIISQ Agency further embedded flexible work practices that support business needs, while supporting staff to create a healthy balance between work and personal commitments.

    Flexible work options have remained popular, and most of our employees benefit from tailored arrangements such as hybrid work arrangements, flexible hours, flex-time accrual, part-time work, or remote work for staff living outside of Queensland’s greater southeast.

    We align flexible work practices for employees with evidence-based approaches promoted by the Public Sector Commission.

    Flexible work options are accessible to all staff, at every level of the NIISQ Agency.

    Planning for the future

    After completing the second phase of an organisational redesign process in June 2022, we implemented changes that aligned our services more closely to the participant journey and our core purpose.

    In 2022–23, we reset the strategic direction for the NIISQ Agency, delivered new Agency plans, and progressed key initiatives for improved participant outcomes.

    Moving into the future, ideas and innovations will help us deliver system efficiencies that support sustainable growth and develop and leverage the capabilities of our diverse workforce.

    Capability framework

    Leadership, culture and engagement

    Throughout 2022–23, we embedded core leadership competencies in NIISQ Agency role descriptions, aligning with the Leadership competencies for Queensland framework.

    We refreshed employee performance and development plans and built new career development pathways for staff by creating new and varied roles, encouraging talent mobility, promoting project opportunities, and deepening collaborative teamwork skills.

    In addition, we progressed our culture transformation initiative, working intensively with our leaders and staff to co-design workplace culture and experiences that will drive and strengthen positive employee engagement in the years ahead.

    Increasing capability through our work

    We strengthened our knowledge management practices to capture, share and grow our thinking in ways that build our capability and agility to deliver the highest quality services to NIISQ participants, placing the participant at the centre of all we do. In 2022–23, we developed our Participant care practice manual, a new online instructional and information resource for staff, and drafted the NIISQ Agency’s Treatment, care and support guidelines, a significant consultative piece of work involving staff from all business areas.

    Measuring our employee engagement

    We measure our employees’ perceptions about their work, colleagues, leaders and the NIISQ Agency through regular employee opinion surveys.

    In the 2022–23 period, NIISQ Agency employees participated in the Queensland public sector’s annual Working for Queensland survey, which recorded a strong response rate. Results from the survey highlighted our strengths in supporting employees with flexible work, honesty and integrity among our managers, and respect and psychological safety within our workgroups. It also highlighted areas of opportunity that we will continue to develop, such as professional development, performance discussions, and employee wellness. Employees also participated in a NIISQ Agency culture assessment involving interviews, focus groups and a survey to inform our culture transformation work.

    Health, safety, and wellbeing

    Employee wellbeing

    Work health, safety and wellbeing continues to be an important focus for the leadership team. We recognise that our people perform challenging work and also experience life changes or juggle unique personal circumstances and commitments.

    Regular work health and safety reporting has ensured we are monitoring the physical, social and psychological needs of our staff and so that work-related risks continue to be managed effectively.

    We have an active Work Health and Safety Consultative Committee, which is aligned to the Queensland Government’s Be healthy, be safe, be well framework. The committee meets quarterly and helps deliver important staff wellbeing insights and initiatives for all staff.

    In 2022–23, the committee membership was renewed to ensure a balanced representation of staff in each business area across our growing team.

    As part of our safety and wellbeing programs, we maintain Employee Assistance Service provider arrangements, free-of-charge seasonal influenza vaccinations, regular building emergency evacuation drills, access to First Aid, ergonomic workstations, and a number of sit-to-stand desks.

    We encourage staff to take regular breaks throughout the workday to promote rest and recovery, and in 2022–23 we redesigned several break-out spaces for team members to use. We also encourage staff to regularly use accrued leave entitlements and end-of- trip facilities. During 2022–23, we created a dedicated staff wellness room, and launched our first online employee wellness portal.

    Vicarious trauma prevention and management

    Our focus on preventing and managing vicarious trauma risks remains instrumental in fulfilling our duty of care to our people. We provide regular, professional external debriefing with a clinical psychologist for employees whose daily work involves working closely with people that have experienced trauma, or with sensitive content and materials.

    In 2022–23, we reviewed our vicarious trauma management strategy and have drafted a replacement framework that will deliver holistic and relevant wellbeing strategies for all staff, especially those at higher risk of experiencing vicarious trauma due to the nature of their work.

    Diversity and inclusion

    Our leaders are role models and active supporters of inclusion and diversity in the workplace, regularly acknowledging external awareness events such as NAIDOC Week and R U OK? Day. They also work extensively with external, related agencies and stakeholders to ensure our organisation remains at the forefront of industry trends and changes affecting people with a disability in Queensland.

    In 2022–23, we continued to encourage all staff to identify as LGBTIQ+ allies in the workplace, by using their preferred pronouns in business communications. We strive to create a safe, warm, welcoming space for all team members.

    We also proudly and enthusiastically delivered our first Reconciliation Action Plan, which was endorsed by Reconciliation Australia. The subsequent year’s plan will further support the broader Queensland public sector agenda of reframing the relationship with First Nations peoples.

    Our employee social club contributes to our workplace culture by strengthening social connections at work, and planning multicultural events and celebrations, providing a sense of individual belonging for all team members.

    We continued to encourage our employees to take up flexible work options, also recognising the wide-ranging circumstances and needs that a diverse team has in order to balance work and life commitments at different ages and stages of career.


  • Our performance for 2022–23 is measured against each objective within our Strategic Plan 2022–2026 (see Appendix 1).

    These objectives include:

    • empower and equip our team and culture to be proactive and adaptive
    • empower and lead a more aligned, advanced and effective scheme
    • empower an easier, clearer participant driven journey
    • sustain confidence in the leadership of the NIISQ Agency and the scheme.

    Key initiatives

    The NIISQ Agency delivered its strategic objectives through a number of key initiatives. This is summarised in the report card below.

    Future focus 2023–24

    In 2023–24, our purpose is to boldly lead our scheme to ensure participants have access to services and support that really matters to them. Realising this will be accomplished through strategic partnerships, co-design opportunities and innovative advancements that will empower the NIISQ Agency to:

    • educate and improve scheme awareness and understanding
    • simplify and modernise participant processes and scheme requirements
    • elevate the participant experience by embedding leading treatment, care and support
    • adopt effective systems to assist in ensuring prudent management of NIISQ Agency costs
    • monitor robust compliance regimes
    • integrate data across the scheme
    • develop a safe, proactive, unified culture
    • simplify and streamline internal processes
    • build and strengthen partnerships and capabilities.

    Report card

    Key initiative Target Progress Outcome
    Strategic objective 1: Empower and equip our team and culture to be proactive and adaptive
    Develop a safe, proactive, unified culture of curiosity, diversity and innovation Team charters developed. Inaugural OAR-SOME week held. Achieved
    CultureSHIFT program in place. CultureSHIFT, including LeaderSHIFT and CultureASSESS programs completed. Achieved
    Team members have tailored Performance Development Agreements (PDA). Team performance development agreements resources in place to be used by managers and staff. On track
    Simplify and streamline internal processes to empower workflows Business systems are improved in alignment with business objectives and needs. System enhancements prioritised with information technology (IT) roadmap in place. On track
    NIISQ Agency digital capability improved. Improvements to digital capability commenced with implementation of Project Management Office. Achieved
    NIISQ Agency-wide policies and procedures improved. NIISQ Agency policy framework reviewed and improved. On track
    Positive people and culture initiatives Staff satisfaction as indicated in annual employee survey. Staff survey conducted revealing areas to improve, celebrate and investigate. Achieved
    Workplace Health and Safety Consultative Committee refreshed. Workplace Health and Safety Consultative Committee refreshed. Achieved
    Reconciliation Action Plan (RAP) completed and a suite of cultural resources established. Reconciliation Action Plan endorsed by Reconciliation Australia and launched internally. Achieved
    Cultural resources developed and shared with staff. On track
    Strategic objective 2: Empower and lead a more aligned, advanced and effective ecosystem
    Build and strengthen strategic partnerships Develop and implement relationship management strategies for providers, partners, community supports, other jurisdictions and peak bodies who help deliver outcomes for participants. Stakeholder breakfast forum held with over 70 attendees from a diverse range of organisations. Achieved
    Strengthen partner capacity and capabilities Website is accessible with a positive user experience. Website redesigned, leveraging Queensland Health evidence-based research to ensure accessibility. Achieved
    Stakeholders are engaged and provide positive and constructive feedback. Two quarterly NIISQ scheme insights reports have been published on the NIISQ website. Achieved
    Scheme data is available to relevant stakeholders to facilitate ongoing collaborations. New and strengthened data sharing partnerships

    between NIISQ and partners.

    Sponsor innovation in prevention

    of injury and treatment, care and support

    Funded research and education collaborations are aligned to key research and education priorities. Key priorities reviewed to ensure collaborations deliver tangible benefits. Achieved
    Funded projects are delivered within budget and with outcomes benefitting participants. The NIISQ Agency has been an active partner on research and education collaborations. Achieved
    Strategic objective 3: Empower an easier, clearer participant journey
    Proactively engage with participants to improve awareness, understanding and goal setting Participant goals and support plans are a true reflection of their unique needs. Goal training workshop custom designed by the University of Queensland (UQ) and delivered to support planning team. Achieved
    Accessible participant artefacts are designed and delivered. MyPack co-designed with participants and launched. Achieved
    Simplify and modernise participant experience Digital and design transformation of participant services and resources to empower participants and providers to access services and manage support plans, reimbursements, treatment, care and support. MyPlanning assessment project delivered using a co-design process. On track
    Internal service model design embedded and teams aligned and resourced. Achieved
    Embed the voice of the participant through co-design, employment practices and experience research Services and products codesigned by participants, their families and providers. Participant Engagement Framework finalised. On track
    Continue to refine and implement participant Outcomes Measures Framework including enhancing the measurement of individual participant goals and outcomes. Queensland University of Technology (QUT)

    innovation design sprint held with range of stakeholder collaborators (participants, providers, legal stakeholders, team members).

    On track
    Outcome measurement dashboard project commenced. On track
    Strategic objective 4: Sustain confidence in the scheme and our regulatory and compliance oversight
    Scheme and NIISQ Agency costs well managed Scheme measurement and performance improved. Budget process and reporting improved. On track
    Budget measurement and performance improved. Business intelligence and management reporting regime established. On track
    Proactive compliance and evolution of administrative policy Reporting requirements met. Investment objectives and performance monitored with Queensland Investment Corporation and the State Investment Advisory Board. On track
    Audit requirements met. Audit recommendations implemented. On track
    Effective risk management and control systems Improve and embed key governance activities, including uplifting the way the NIISQ Agency implements audit recommendations. Key statutory obligations are identified and met. On track

  • This year, we focused on areas for improvement and enhancement across the NIISQ Agency. This involved working closely with all business areas to determine and prioritise which initiatives would provide the most value for participants and providers, as well as providing excellent learning opportunities for staff development and leadership.

    Synergies and harvesting alignment between MAIC, ND and NIISQ

    The stewardship of our Chief Executive Officer, who is also the Insurance Commissioner of the Motor Accident Insurance Commission and Nominal Defendant, coupled with our co-location, continues to provide synergy between the NIISQ Agency, the Nominal Defendant and the Motor Accident Insurance Commission (MAIC).

    This has provided opportunities for operational efficiencies and stronger alignment in the governance of motor accident personal injury schemes, while also ensuring our lifetime participants continue to benefit from aligned leadership and strategic planning as the scheme evolves. Staff enjoy increased collaboration across the entities, enhancing their knowledge and skills in providing support to people injured in motor vehicle accidents in Queensland.

    Innovation and delivery

    Working within the NIISQ Agency, our Innovation and Delivery team investigates, discovers, and delivers new ideas or ways of doing things to improve the participant experience.

    The team is focused on:

    • encouraging innovation within the NIISQ Agency, focusing on delivering real benefits to participants and supporting scheme sustainability
    • understanding, influencing, and responding to future and current trends within the rehabilitation and disability sector, and their potential impacts and opportunities for the NIISQ Agency
    • building collaborations, sharing knowledge and co-designing initiatives with our stakeholders, and strengthening and shortening feedback loops
    • experimenting and developing novel solutions to participant pain points
    • delivering digital solutions to support participants on their journey from injury to independence
    • developing a MyNIISQ dashboard, allowing for more secure methods of sharing information with approved parties and providing a central communication channel
    • improving accessibility through developing online forms in accordance with the Queensland Treasury’s information technology privacy and security requirements
    • working with QUT on how the NIISQ Agency might reshape the participant and stakeholder experience with NIISQ
    • developing an innovation roadmap to explore and develop recommendations from the QUT sprint. These include:
      • building a comprehensive and holistic NIISQ approach
      • personalising and optimising communication channels
      • lowering administrative burden for staff
      • refining NIISQ processes for accessibility and efficiency
      • harnessing business intelligence for NIISQ best practices
      • ensuring transparent and swift payments
      • enhancing data integration, security and privacy practices and systems
      • investing in competency development and expectation management.

    We are committed to exploring innovative opportunities to continually improve the scheme experience and performance into the future.

    Program Management Office

    Our lean Program Management Office (PMO) continues to drive and coordinate priority change initiatives, improve delivery efficiency and capability across the NIISQ Agency and support agile ways of working. Since its inception, a clear program of work has been established, which focuses on empowering participants and streamlining processes through various improvement initiatives.

    Staff are encouraged to participate in regular standup status meetings to foster collaboration across business areas and to promote communication and transparency of projects underway.

    During 2022-23, one of the PMO’s programs successfully delivered five initiatives, which involved improving the participant journey, establishing a key governance area, facilitating consistent participant-focused ways of working and implementing efficient procurement practices. A final initiative focused on improving the participant journey with NIISQ and driving efficiency will be realised within 2023-24.

    Co-design workshops provide valuable contributions to participant information

    In 2022-23, we successfully launched two initiatives aimed at improving participant communication and understanding of complex information: MyPack and MyPlanning.

    Each initiative was developed as part of our ongoing commitment to provide participants and their families with information that is relevant to them, while also being accessible and easy to understand.

    MyPack was created by a project team across NIISQ who identified a need to enhance the information that was being provided to participants and their families soon after their acceptance into the scheme. Co-design remained the highest priority in understanding what sort of information should be shared at this important part of a participant’s journey with NIISQ.

    Similarly, the new MyPlanning initiative was collaboratively designed with participants to fulfil the NIISQ Agency’s requirement to carry out a comprehensive assessment of needs and rehabilitation goals.

    To understand the needs of participants and their families, we established several participant consultation workshops where we shared prototypes and workshopped ideas for what MyPack and MyPlanning could achieve, and the result has been the successful implementation of information and processes that enhance the experience of each participant.

    The co-design approach helped us to receive early feedback to ensure that our work and ideas were on the right track and helped our participants to feel seen and heard by providing valuable feedback and insights. We will continue to evolve our processes through more co-design opportunities in the future.

    NIISQ stakeholder breakfast forum

    In late October, we hosted a successful stakeholder forum, marking the first major stakeholder event held in the past five years. The event brought together dedicated staff from both the NIISQ Agency and MAIC, fostering collaboration with key partners in the health, disability, insurance, and legal industries.

    The goal was to generate innovative ideas for improvement and visions for the future, centered around enhancing disability systems to support individuals to thrive.

    The attendees were informed by the keynote speaker, Matthew Ames, who shared his own lived experiences, both professionally and personally. His powerful insights set the stage for the forum, underscoring the significance of continually improving disability systems to empower individuals and promote their wellbeing.

    The primary focus of the morning was fostering engaging breakout table discussions, each targeting key topics aligned with the NIISQ Agency’s strategic direction. These interactive sessions provided a platform for valued stakeholders to share their perspectives on the NIISQ Agency’s priorities.

    NIISQ Agency’s Reconciliation Action Plan

    We proudly launched our Reconciliation Action Plan (RAP) in September 2022, marking a significant milestone in our commitment to inclusivity and cultural safety. The plan was the culmination of dedicated efforts guided by Reconciliation Australia and it showcases our dedication to actions that foster an inclusive environment beyond mere words.

    Our aim is to ensure that the services we provide are culturally sensitive to First Nations communities. The plan sets the foundation for the provision of additional resources for participants in the future, demonstrating our dedication to enhancing support for the community.

    At the core of the RAP is the vision to walk alongside First Nations communities to establish strong and respectful relationships.

  • In 2022–23, our commitment to research and education continued to empower us to deliver impactful initiatives that drive innovation and foster progress. We are proud to fund the following research and education initiatives.

    Assistive technology provision for the promotion of health and wellbeing: A needs analysis and solution building approach

    Working with Griffith University, this project aims to support capability development and guide the provision of assistive technology based on the needs and experiences of both service providers and end users.

    This project will use multiple methods including interviews, surveys, an audit of publicly-available documents and a solution-building workshop. This will enable understanding of the different types of needs related to assistive technology provision and will interpret this information to inform future actions. Focus will be on the needs of people who use assistive technology, service providers/health professionals, and care and support scheme representatives.

    The project is uniquely positioned within and builds on current expertise and learnings from the pilot HabITec service, a collaboration initiative between the Hopkins Centre and Metro South Hospital and Health Service.

    The project is currently focusing on dissemination of findings to key stakeholders and lived expert co-researchers to co-design potential next steps.

    The NIISQ Agency has contributed $104,087 to the project, which is expected to be completed mid-to-late 2023.

    Access Active Rehab

    We have partnered with the Sporting Wheelies and Disabled Association to improve the health outcomes for inpatients with traumatic brain and spinal cord injuries through participation in sport and active recreation activities during their inpatient stay. It will also provide opportunities for linkages to community sport and recreation activities for patients following their post-hospital stay.

    The project builds on and enhances a previous program developed and run by the Sporting Wheelies and Disabled Association through the Princess Alexandra Hospital brain and spinal cord injury services. Feedback from people with spinal cord and brain injuries undertaking the program will be integral to the program design reviews, adjustment and implementation.

    The NIISQ Agency contributed $81,200 to the project, which is expected to be completed by mid-to-late 2023.

    Prevention and management of pressure injuries using advanced manufacturing of personalised cushions

    We are working with Metro North Hospital and Health Service to develop an advanced manufacturing process, consisting of 3D scanning, printing and modelling to create custom wheelchair cushions optimised to the needs of an individual in terms of pressure management and postural support.

    The project builds upon previously completed work (funded by the Jamieson Trauma Institute) where 3D printed soft foams were developed. Scale-up of the 3D printed foams has been successful with a serious of full-sized wheelchair cushions designed, manufactured, and tested. Further testing will occur prior to roll out of the technology through the STARS Rehabilitation Engineering Centre. Outcomes of this project will be used to plan and justify a clinical trial.

    The NIISQ Agency contributed $55,540 to this initiative which is expected to be completed by December 2023.

    Funding of physiotherapy clinical practice guidelines for people with spinal cord injury

    We partnered with Metro South Hospital and Health Service to fund the Queensland component of a research project that will help physiotherapists provide consistent high-quality management for people with spinal cord injury.

    The project, Physiotherapy Clinical Practice Guidelines for People with Spinal Cord Injury (Queensland component), is part of a wider initiative that will provide Queensland clinical experts with the opportunity to shape physiotherapy guidelines for Queenslanders with spinal cord injury and translate into practice across the state.

    The project aims to improve the care of people with spinal cord injury by introducing evidence-based physiotherapy clinical practice guidelines and a companion resource that will be applicable statewide.

    The Queensland team is currently working with their interstate counterparts to lead the guideline translation across Queensland, helping to build local provider capability and capacity to manage people with spinal cord injury.

    The guidelines are available at

    The guidelines will be presented at the World Congress of Physiotherapy at the International Spinal Cord Society Meeting in October 2023 and at the Australian and New Zealand Spinal Cord Conference in November 2023.

    The NIISQ Agency contributed $75,325 to the project, which is expected to be completed by March 2024.

    Translation and implementation of an acquired brain injury vocational framework to clinical practice in Queensland

    This project is building on a research partnership with The Hopkins Centre and Griffith University to deliver a series of workshops to NIISQ providers to provide education, training and upskilling in traumatic brain injury vocational rehabilitation processes.

    We consider the project will produce real benefits for NIISQ participants and the scheme by:

    • enhancing service delivery and provision of vocational rehabilitation
    • helping NIISQ participants reach their vocational goals
    • improving long term outcomes for people with brain injury in returning to work.

    The NIISQ Agency contributed $32,132 to this project, which is expected to be completed by mid-2024.

    PEERS®/the friends research program

    Partnering with the University of Queensland, this project aims to test the effectiveness, acceptability and feasibility of a telehealth social skills program (called PEERS®) to high school-aged youth with brain injuries and a face-to-face group of the same program for primary school-aged youth in two randomised controlled trials.

    We consider the project will produce real benefits for NIISQ participants and the scheme including:

    • increased ability to make and keep friends post-injury
    • improved confidence in social situations
    • increase in caregiver skills to coach their child through challenging social situations
    • positive impacts on quality of

    New evidence generated by this project is anticipated to also:

    • enable flexible delivery options of PEERS® for youth with brain injuries (face-to-face or via telehealth)
    • give clinicians an effective program to improve social functioning of primary school aged children with brain injuries.

    The NIISQ Agency contributed $269,057 to this project, which is expected to be completed by mid-2026.

    Capacity building for providers of cognitive rehabilitation

    Partnering with the University of Queensland, this project aimed to identify cognitive rehabilitation capacity-building (‘CogCap’) needs for providers in Queensland who work with NIISQ participants, and to use this information to develop and evaluate a cognitive rehabilitation capacity-building program.

    The project produced benefits for NIISQ participants and the scheme including:

    • building provider capability and capacity across Queensland in cognitive rehabilitation for people with traumatic brain injury
    • facilitation of evidence-based intervention, improved health outcomes and achievement of functional and participation goals for NIISQ participants
    • providing an opportunity to provide pilot data and lay the groundwork for a scaled-up provider capacity-building program
    • pilot evaluation with 12 participants to provide evidence of the CogCap program’s effectiveness
    • facilitating practice change and build a community of practice.

    Based on these promising findings, a larger scale roll-out of the program is recommended to improve cognitive rehabilitation services for people with brain injury in Queensland. The NIISQ Agency is working with UQ to explore future opportunities for the program.

    The NIISQ Agency contributed $80,508 to the project, which was completed in December 2022.


  • We are committed to good governance. In 2022–23, our governance framework continued to support our strategic direction and maintain a strong basis to ensure our statutory responsibilities are met. Risk management is integrated into our organisational activities, and ensures corporate governance is continuously assessed and enhanced.

    Risk and audit committee

    Under the Risk and Audit Committee’s (RAC) Charter, the RAC provided recommendations and assistance to the CEO on audit and risk management matters, including:

    • the efficient, effective and reliable operation of financial and non-financial internal controls and risk management
    • monitoring the internal and external audit functions, including oversight of the implementation of accepted audit recommendations
    • the NIISQ Agency’s reporting functions and the integrity of financial reports
    • the NIISQ Agency’s compliance with legislative and regulatory requirements and promotion of a culture committed to lawful and ethical behaviour
    • the effectiveness of the NIISQ Agency’s performance management and performance outcomes.

    The RAC consists of a minimum of three and a maximum of six members. Remuneration of the committee is noted in note 9 of the Financial Statements. A summary of committee membership (as at 30 June 2023) is outlined as follows.


    Committee member Committee role Status
    Rowan Ward Chair Independent
    Geoff Waite Member Independent
    Will Ryan Member Treasury employee
    Jasmina Nuhovic Member Treasury employee

    The Chief Executive Officer, General Manager (GM) NIISQ, GM Business and Advisory Services, GM Innovation and Delivery, internal audit, and external audit all have a standing invitation to attend Committee meetings. Members of senior management are invited where required.

    The RAC meet quarterly and during 2022-23 met four times, fulfilling its responsibilities as per the RAC Charter. Key achievements included:

    • endorsing the 2021-22 Financial Statements for NIISQ Agency
    • approving the Internal Audit Charter
    • reviewing the 2024-2026 Internal Audit Plan
    • endorsing the 2023-24 NIISQ Agency budget.

  • Our strong commitment to human rights

    Queensland’s Human Rights Act 2019 (HR Act) respects, protects and promotes the inherent dignity and worth of all human beings, especially the most vulnerable in our community.

    The HR Act requires us to consider human rights in our decision-making, actions and interactions with the community. We are proud that we intrinsically operate in this way to deliver lifetime treatment, care and support to our participants.

    Our core values are strongly aligned with the principles of the HR Act, and we continued to uphold these in our day-to-day practices through:

    • strategies to ensure transparent scheme decision-making processes are matched to participant individual circumstances, and a clear mandate that we will respect, protect and promote human rights in our decision- making and actions
    • reviewing policies, programs, procedures and service delivery to ensure that decisions and actions supported participant health and safety and were compatible with their human rights
    • raising awareness about the HR Act to NIISQ Agency employees through induction training processes
    • providing information on our website about how human rights complaints may be raised and how these complaints are managed by the NIISQ Agency, and how NIISQ Agency’s responses to complaints can be reviewed by the Queensland Human Rights Commission.

    We state and affirm our commitment to human rights in every NIISQ Agency position description.

    During the period, we did not receive any complaints relating to human rights.

    Funding NIISQ

    We work with the state government and independent actuaries to help ensure the financial sustainability of the NIISQ Fund to meet the cost of necessary and reasonable participant treatment, care and support now and throughout their lifetimes, as well as NIISQ Agency operational expenses.

    Established under the NIISQ Act, the NIISQ Fund includes amounts received through the collection of a levy (see Financial Statements) on motor vehicles registered in Queensland, amounts recovered in connection with the scheme, and income derived from investments.

    The levy varies for each vehicle class. Under the NIISQ Act, the Insurance Commissioner provides a written recommendation to the Queensland Government about the value of the levy for each vehicle class for the following financial year. The levy recommendation is informed by independent actuarial advice and assessed over time to ensure financial sustainability.

    Risk management

    As part of our ongoing management and reporting processes, the NIISQ Agency leadership team identifies, monitors and mitigates risks that may affect our ability to achieve our strategic objectives on an ongoing basis. Risks and corresponding controls are recorded in the NIISQ Agency’s risk register.

    Regular reviews of controls are undertaken to continually improve the ability of the NIISQ Agency to manage risk. The Risk and Audit Committee considers any emerging risks and changes to the NIISQ Agency risk registers as part of its standing agenda.

    As an integral component of risk assessment, we are committed to business continuity management. This ensures continuity of key business services which are essential for, or contribute to, the achievement of our objectives.

    Compulsory third party civil damages

    A fundamental feature of NIISQ is that a proportion of lifetime participants with a compulsory third party (CTP) insurance civil claim have the option to access their lifetime treatment, care and support needs as lump sum damages via their CTP insurance claim and then exit the scheme. Alternatively, these participants may elect to continue to receive lifetime treatment, care and support from the NIISQ Agency, forgo the lump sum damages and remain with NIISQ for their lifetime.

    When the NIISQ Agency engages with the CTP insurance civil process, we do so in a fair and objective manner in accordance with our role of administering the NIISQ scheme. Where it is necessary to become involved in litigation, the NIISQ Agency acts as a ‘model litigant’.

    Whether a participant’s treatment, care and support needs are provided within the scheme or delivered as a civil lump sum, the NIISQ Agency remains focused on assessing and meeting the participant’s needs, within the scope of the scheme.

    Internal and external accountability

    The NIISQ Agency’s governance framework includes both internal and external accountability measures.

    PricewaterhouseCoopers (PwC) provided independent and objective internal audit services to the NIISQ Agency until 30 June 2023. We will be appointing a new internal auditor for 2023–24. The internal audit function operates under a charter consistent with relevant audit and ethical standards and has due regard to Queensland Treasury’s Audit Committee Guidelines—Improving Accountability and Performance.

    In the 2022–23 period, the NIISQ Agency’s Audit Plan consisted of the following reviews:

    • workplace health and safety
    • Program Management Office (PMO) capability review
    • contract management
    • accounts payable risk and controls
    • training and

    The NIISQ Agency is audited externally by the Queensland Audit Office in accordance with the Financial Accountability Act 2009.

    Information systems and recordkeeping

    The NIISQ Agency continues to advocate the benefits of electronic record keeping and wherever possible has embraced the

    Queensland Government’s Digital 1st initiative. In 2022–23 our information management staff worked with business stakeholders to design and implement a Participant care practice manual. This is a digital artefact hosted on the NIISQ Agency intranet and provides a central point of reference for key procedures and guidelines used when working with participants and providers.

    Under the ICT Transition project, all key corporate records were successfully migrated, and more cross-agency collaboration opportunities are now available between NIISQ, MAIC and the Nominal Defendant.

    Our Information management (IM) framework, including its associated policy and guidelines, as well as a NIISQ-specific Records retention and disposal schedule (implementation version) are in effect.

    The IM framework aligns records management practices with Queensland Government objectives, current legislation and best practice record keeping standards, which include the:

    • Public Records Act 2002
    • Information Privacy Act 2009
    • Right to Information Act 2009
    • Queensland Government Records Governance Policy
    • Queensland Government Information Security Classification Framework
    • Queensland Government Information Security Policy (IS18:2018).

    The NIISQ Agency has also adopted the Queensland Government Customer and Digital Group’s Authorised and unauthorised use of ICT services, facilities and devices guideline and Personal use of social media guideline.


    The NIISQ Agency continues to be committed to giving the community open and transparent access to information, as per our statutory obligations under the Right to Information Act 2009 (RTI Act) and the Information Privacy Act 2009 (IP Act). Our website contains various publications and pages detailing our services and business operations.

    Applications for documents not containing an applicant’s personal information are processed under the RTI Act, and requests for documents containing an applicant’s personal information are processed under the IP Act.

    Details on how to make a formal application requesting access to documents under the RTI Act or the IP Act are available on our website:

    We are required to publish details of the applications that the NIISQ Agency receives under the RTI Act on our disclosure log.

    Where possible, released documents are also published.

    We engage an external consultant to deliver right to information and privacy training. This training is an ongoing requirement for all staff to complete, and forms part of the induction process for new employees.


  • We produce quarterly and annual NIISQ scheme insights reports to demonstrate key aspects of scheme performance.

    These reports objectively inform our participants, stakeholders and the broader community about the operation of the scheme, as well as enhancing scheme awareness and understanding. These publications, including the NIISQ scheme insights: 2022–23 report, are available through the NIISQ website:

    We support the Queensland Government Open Data Initiative. In 2022–23, we released 6 datasets in addition to our NIISQ scheme insights reports. Our Open Data sets are available at


  • The NIISQ Agency recorded a positive operating result of $478.3m for the year ended 30 June 2023 (2022: deficit of $151.1m).

    The positive result was primarily driven by the increase in NIISQ levies from $508.3m in 2022 to $570.8m in 2023, $491.8m net investment increase on financial assets from $217.4m deficit in 2022 to $274.4m gain in 2023 and $86.3m net overall decrease in treatment, care and support provision and payments.

    The NIISQ levies for 2023 increased by 12.3% mainly due to the 3.1% increase in the number of registered vehicles and increase in levy rates for certain vehicle classes.

    The $491.8m net investment gain on financial assets reflected better returns on investments and improvement in the equity markets in 2023.

    The movement in provision for treatment, care and support has decreased from $332.5m in 2022 to $199.6m in 2023, mainly due to favorable participant experience and changes to the economic assumptions.

    Income (millions)

    Expenses (millions)


Last updated: September 2023