Annual Report 2024-25

NIISQ agency annual report 2024-25 cover

This annual report details the NIISQ Agency’s performance between 1 July 2024 and 30 June 2025.

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 (2024-25 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 2024-25 (PDF, 19.2MB)

  • Accessing this report

    Visit www.niis.qld.gov.au/news-and-research/annual-reports/ to view this annual report.

    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

    Email: enquiries@niis.qld.gov.au

    Web: www.niis.qld.gov.au

    ISSN: 2208 – 102X

    Interpreter service statement

    The National Injury Insurance Agency, Queensland is committed to providing accessible information and services to Queenslanders from all cultural and linguistic backgrounds. To talk to someone about this annual report in your preferred language, call 1300 607 566.

    © The National Injury Insurance Agency, Queensland 2025

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    Attribution: Content from this annual report should be attributed as:

    The National Injury Insurance Agency, Queensland annual report 2024-25.

  • 10 September 2025

    The Honourable David Janetzki MP
    Treasurer, Minister for Energy and Minister for Home Ownership GPO Box 611
    BRISBANE QLD 4001

    The Honourable Ros Bates MP
    Minister for Finance, Trade, Employment and Training

    Dear Treasurer and Minister

    I am pleased to submit for presentation to the Parliament the annual report 2024-2025 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 76 of this annual report.

    Yours sincerely

    Neil Singleton
    Chief Executive Officer
    National Injury Insurance Agency, Queensland

  • I am pleased to report on another year of positive achievement for the Scheme and the Agency, supported by our culture of innovation and collaborative co-design.

    In a year of external volatility, we have been able to steer the Scheme smoothly and maintain its sound financial position. The Scheme now supports more than 660 participants, and we are seeing the benefits of our innovation program coming through for participants, service providers and staff alike. The launch of NIISQ Direct was a major achievement and will enable participants to engage with the Agency through an easy to use and secure online portal. My thanks to all who collaborated on the portal design and development.

    Our research and innovation program continues to expand as we create and refine initiatives like our SMART goal setting cards. while also building connections through the Queensland Brain Injury Collaborative (QBIC). The Agency supported QBIC events in Toowoomba and the Gold Coast over the past year, which brought together health professionals, service providers and community stakeholders in a collaborative networking environment.

    The Agency is also proud to sponsor Queensland’s Something Digital program. Our partnership with Something Digital has already produced several valuable connections, including opportunities to partner with and through Advance Queensland. We are well positioned to take advantage of new opportunities as they arise.

    During the year the Agency established a specialist team to focus on attendant care and support (AC&S) services — improving the data we capture and working more closely with service providers. The specialist team’s work will continue for the foreseeable future and will remain one of our key priority activities.

    In terms of milestone achievements, the Agency recently attained ISO27001 certification. This is a very important step in assuring that we have developed and are maintaining a strong risk management control framework. We also implemented the Agency Disability Service Plan, following consultation with staff, participants and the Queenslanders with Disability Network. My thanks to all involved in helping us deliver these important outcomes.

    In the coming year, we expect the Scheme will continue its steady growth, while our innovation and efficiency programs will remain focused on ensuring we keep operating costs under control. The NIISQ research program will continue to explore and co-design solutions that improve participant health and independence. This includes exploring a range of opportunities, such as the role artificial intelligence might play, where robotics and other technologies can be utilised, and where advances in medical treatment and rehabilitation can be realised.

    My thanks to the entire NIISQ team for their sustained contribution to the ongoing success of the Scheme and the Agency. We have built a strong culture around a clear sense of purpose, reflected in the very positive 83% engagement result in the latest Working for Queensland survey, maintaining the excellent result we achieved last year. With so many exciting initiatives in the pipeline for 2025-26 and beyond, I am confident we are well placed to deliver what’s required and what’s expected of us.

    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 and reasonable 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 entities providing 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 self insurers, we have been entrusted to perform their functions and exercise their powers in assessing necessary treatment, care and support requirements.

    The NIISQ Agency has provided this service to 126 eligible workers.

    We engage with WorkCover Queensland and other Queensland workers’ compensation self 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.

    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, their families and support systems are 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 boldly lead our scheme to ensure participants have access to services and supports that really matter to them.

    Our vision

    The right support at the right time making a difference to people’s lives.

    Our strategic objectives

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

    • participants access the right supports when they need it
    • participants and stakeholders have confidence in the Scheme
    • our team is engaged and strives for excellence.

    Our strategic risks

    We manage our key strategic risks, which relate to:

    • inability of the Agency to respond appropriately to unethical practices and fraud
    • inability to respond proactively to external forces and economic pressures for Scheme sustainability
    • inability to protect the Agency’s core information assets against cyber attacks or data breaches
    • inability to provide a flexible, future-ready work environment to protect the wellbeing of our workforce and ensure excellence in service delivery.

    Our opportunities

    We are also committed to leveraging opportunities to:

    • develop a future-ready workforce that consistently delivers high-quality services to participants
    • improve partnerships and co-design initiatives with stakeholders to deliver better scheme outcomes
    • adopt proactive digital technologies and data capabilities to ensure scheme sustainability
    • influence and invest in key health initiatives to improve outcomes for seriously injured people.

    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 public service values were adopted by the Agency as a statutory body and Queensland public sector entity and now underpin our values-based team culture D.R.I.V.E.S.:

    • Deliver with passion and purpose
    • Respectful and responsible
    • Improve through curiosity and creativity
    • Value learning and growth
    • Empathy and empowerment
    • Safety and support.

    Queensland public sector values

    • Customers first
    • Ideas into action
    • Unleash potential
    • Be courageous
    • Empower people

    Queensland Government objectives for the community

    The NIISQ Agency continues to deliver and support the Queensland Government’s objectives for the community, prioritising health services when you need them.

    We provide funding for essential treatment, care, and support for those seriously injured in a motor vehicle accident on a Queensland road. As a no-fault scheme, NIISQ covers costs regardless of who caused the accident, provided the injured person meets all eligibility criteria as per the NIISQ Act and Regulation.

People

  • 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 Queensland public sector values underpin our team values and 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 these 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 within 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 2023 (core agreement) and subsequent replacement agreements.

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

    Nil formal disputes arose during the 2024–25 period.

    Two formal employee grievances were lodged during the 2024–25 period.

    Committed to excellence

    Recruitment

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

    During the 2024–25 year, the NIISQ Agency recruited talented and committed people to a range of roles that will continue to deliver an improved and sustainable service model for the Scheme.

    We also continued to develop and strengthen an inclusive internal culture through the culture immersion program and playbook, culminating in a staff video that highlights our values.

    Onboarding

    The NIISQ Agency onboarding experience is a vital component of our approach 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.

    In 2024-25 we launched additional online learning modules in our learning management system (LMS) to support mandatory and role-based training for new and existing staff. The LMS provides managers and staff with flexible access to essential training that new starters need to undertake within their first few weeks with the NIISQ Agency.

    We have made improvements to our employee onboarding experience. This included launching an online payroll commencement portal in partnership with the Corporate Administration Agency (CAA), as well as new onboarding tools and guidance material to support new starters and hiring managers.

    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 2024-25 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 emergency response training
    • first aid officer training
    • health and safety representative courses
    • training in preventing and responding to workplace sexual harassment
    • Innovation Day activities
    • coaching in agile project management and ways of working.

    During 2024-25, our learning and development programs were strengthened, with plans to further evolve the framework into 2025-26.

    A new learning library was published to promote and encourage every employee to readily access self-paced, customisable professional development content.

    Additionally, new management and leadership capability development programs were designed and delivered to support current and emerging leaders in the Agency.

  • Our leadership team is committed to the delivery of our vision and strategic objectives, guided by our Strategic Plan 2022–2026 (see Appendices). They foster a culture of inclusivity, collaboration and innovation across the NIISQ Agency, regularly acknowledging awareness events such as NAIDOC Week and Neurodiversity celebration week. They also help to ensure participant-centred services remain our core focus as we adapt to emerging challenges and opportunities.

    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)

    Gaenor Walker is a senior executive with over 20 years’ experience leading complex human service delivery across statutory insurance, health, and government systems. As General Manager of the NIISQ Agency, she leads the delivery of integrated, person-centred care while ensuring scheme sustainability and alignment with broader public policy.

    Gaenor brings deep expertise in injury compensation, service design, and strategic governance, with a strong focus on outcomes, risk management, and system-wide collaboration. She has led key initiatives that balance participant wellbeing with sound insurance principles and contributes to the evolution of NIISQ through data-informed planning, cross-sector partnerships, and operational excellence.

    Peter How

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

    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.

    Robert McLean

    General Manager, Business and Advisory Services
    BCom/LLB (Hons), Grad Dip ICAA, Dip Fin Planning

    In his role, Robert leads a diverse range of corporate operational teams, encompassing finance, corporate governance, people and culture, procurement, business services and communications. A qualified accountant and member of Chartered Accountants Australia and New Zealand (CA ANZ), Robert brings over two decades of experience to his role. His career, which began in public practice, has spanned the Queensland workers’ compensation and non- profit sectors, equipping him with an extensive understanding of the unique challenges these industries face every day.

    Robert is deeply passionate about fostering a proactive team environment that supports the business through the delivery of high-quality services.

  •  
    NIISQ agency annual report 2024-25 org chart

    Workforce profile

    The number of paid employees as of 30 June 2025, including both full-time and part-time employees measured on a full-time equivalent basis, was 126.4, reflecting an overall increase of approximately 11%. This increase includes roles shared with the Motor Accident Insurance Commission and the Nominal Defendant under a tripartite corporate support services arrangement.

    In 2024–25, the NIISQ Agency welcomed new employees and farewelled employees. We had a permanent employee separation rate of approximately 13.4%, based on the average headcount of all employees (permanent and fixed-term) across the year. This represented an increase by 3.8 percentage points (equivalent to approximately 5 people) compared to the 2023-24 period. It must be noted that the Agency’s small-sized workforce makes it susceptible to strong fluctuations in workforce data trends.

    During the period, one employee received a voluntary redundancy package at a cost of approximately $38,723. No early retirement or retrenchment packages were paid.

    Our commitment to work/life balance

    In 2024–25, the NIISQ Agency continued to adopt 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, or part-time work.

    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

    In 2024–25, we embedded the strategic direction for the NIISQ Agency, progressed and refreshed Agency plans, and delivered key initiatives for improved participant outcomes.

    Moving into the future, ideas and innovations will help us further deliver system efficiencies that support sustainable growth. We will also continue to develop and leverage the capabilities of a diverse workforce, assisted by new technologies.

    Capability framework

    Leadership, culture and engagement

    In 2024-25 we delivered a range of tools and training to build our workforce capability with a particular focus on:

    • positive performance management
    • recruitment and selection
    • good management practice and business acumen.

    Agency-specific programs, such as the Management Program (MaP) and Leader as Coach, were also developed and delivered to enhance the coaching capabilities of our senior leaders and executives.

    Our focus on employee engagement and organisational culture remained strong throughout 2024-25. We refreshed our culture immersion program for new starters, launched an online employee engagement hub and improved our onboarding and offboarding processes.

    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 2024–25, we maintained and enhanced our participant care practice manual, an online instructional and information resource for staff. We also launched our employee learning library — an online hub that brings together a wide range of learning materials and opportunities. The resources are specifically curated to meet the learning and development needs of NIISQ employees and to reflect contemporary and emerging best practice.

    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 2024–25 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 strength in supporting employees with all responses to questions rating higher than the public sector comparator. The strongest positive themes for staff included:

    • strong connection to the purpose and work of the NIISQ Agency
    • safety at work
    • confidence in leadership and engagement with managers
    • strong intention to say in their current role and within the NIISQ Agency.

    The survey results also highlighted areas of opportunity that we will continue to develop, such as performance discussions and development, recruitment and selection outcomes and change management.

    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 monitor the physical, social and psychological needs of our staff 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 well-being insights and initiatives for all staff. In 2024-25, we increased organisational supports to enable our network of trained Workplace Health and Safety Representatives to effectively represent staff across our Agency. We also developed new policies to support staff and managers when implementing reasonable work adjustments, and managing risks associated with sedentary work habits.

    Our staff wellbeing measures include:

    • employee assistance program service arrangements, including working with First Nations companies to provide culturally safe employee assistance
    • encouraging staff to regularly use accrued leave entitlements
    • promoting seasonal influenza vaccinations
    • providing end-of-trip facilities to encourage active travel to work
    • all-abilities staff meditation program (following a successful 2023-24 pilot).

    Workplace safety measures include:

    • annual building emergency evacuation drills
    • providing access to first aid training and equipment
    • providing ergonomic workstations, and several sit-to-stand desks
    • accessibility modifications to multipurpose boardroom/training amenities.

    Vicarious trauma prevention and management

    We prioritise preventing and managing psychosocial risks, including vicarious trauma, to uphold our duty of care. Employees exposed to trauma-related work or sensitive materials have access to regular professional debriefing sessions with a clinical psychologist.

    In 2024-25, as a cornerstone of our Employee wellness framework, we continued to provide unlimited access to professional debriefing services for staff in roles with higher exposure to vicarious trauma.

    Diversity and inclusion

    In 2024-25, we launched our inaugural Equity and Diversity Plan, developed in response to the 2024 equity and diversity self-assessment audit and in conjunction with directives from the Public Sector Commission. We also proactively developed and launched our first Disability Service Plan to actively progress the rights of people with disability. NIISQ staff shaped the actions identified in the DSP through their voluntary participation in our Disability Working Group and through their contributions to the consultation process. We also worked with our Participant Reference Group and the Queenslanders with Disability Network to design, develop and communicate the DSP.

    Following the successful completion of our first Reconciliation Action Plan (Reflect) in 2023, we extended our commitment to move together with our First Nations stakeholders by developing and launching our Reconciliation Action Plan (Innovate). This next iteration of our reconciliation journey is being undertaken in partnership with the Motor Accident Insurance Commission and the Nominal Defendant.

    We have committed to report publicly on our progress and achievements under our diversity and inclusion plans. This transparency is strongly supported by our leaders who are role models and champions of this work in our organisation and through our external networks.

    We are actively working to better understand and leverage the diversity of our employees through appropriate data capturing and inviting lived experience engagement in the development of workforce initiatives. In 2024-25, we revised and developed a range of employee policies and procedures to support inclusive workplace practices, including our reasonable adjustment procedure and working arrangements policy.

    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.

Performance

  • Our 2024–25 performance is assessed against the objectives outlined in our Strategic Plan 2022–2026 (see Appendices).

    These objectives include:

    • participants access the right support when they need it
    • participants and stakeholders have confidence in the Scheme
    • our team is engaged and strives for excellence.

    Key initiatives

    The NIISQ Agency delivered its strategic objectives through a number of key initiatives. This is summarised in the report card on page 19.

    Future focus 2025–26

    In 2025–26, our purpose remains clear: to boldly lead our scheme to ensure participants have access to services and support that really matter to them. We will achieve this through collaborative networks, user-driven solutions, and forward-thinking approaches, enabling the NIISQ Agency to:

    • simplify and modernise the ways we work together with participants to create a brighter future
    • maximise independence, community participation and vocational outcomes for participants
    • invest in research and initiatives to improve insights and outcomes
    • sustain scheme confidence through effective operational and financial management
    • embrace digital opportunities to benefit the Scheme
    • harness the power of data and insights to inform decisions and responsiveness
    • increase scheme understanding through strategic partnerships
    • empower a resilient, capable and engaged team
    • cultivate a bold, curious and focused culture, championing our people as they deliver outstanding services
    • collaborate and grow innovative functionality to improve ways of working.

    Report card

    Key initiative Activity/project Measure/target Outcome
    Strategic objective 1: Participants access the right support when they need it
    Elevate the participant experience through co-designing accessible solutions tailored to varying needs Develop and implement improved methods of assessing and reporting participant attendant care & support (AC&S) needs
    • 80% of AC&S needs assessments completed on new report proforma
    • Positive feedback from participants, Participant Reference Group (PRG) and providers on the new AC&S needs assessment report
    • Front line team report an increase in quality of AC&S needs assessment information
    • Enhancement of AC&S data reporting in place
    		 Achieved
    Ongoing optimisation of the participant MyPlan accessibility and experience
    • 100% of participants accessing optimised MyPlan
    • Positive feedback from participants and PRG
    • Ongoing optimisation of the MyPlan, informed by participant survey results, PRG, team members, and supported by MAIS-Q Executive
    		 Achieved
    Improve data quality for MyPlan items
    • Increase in data quality for identified MyPlan items
    		 Achieved
    Undertake discovery sprints which elevate participant experience
    • Completion of three discovery sprints
    		 Achieved
    Regular optimisation and continuous improvement delivery of Connect enhancements
    • Monthly business releases
    		 On track
    Simplify and modernise the ways we work together to create a brighter future Build processes and policies that provide assurance that participant information is secure
    • Tracking to multi-year ISO27001 certification milestones
    		 On track
    Develop business and technology process architecture
    • Initial draft business and technology process architecture released
    		 On track
    Maximise autonomy and wellbeing for participants and our team Explore and pilot an alternative way of working with participants that provides a greater level of autonomy
    • Action plan developed from outcomes of pilot
    • Positive feedback from participants and PRG on pilot outcomes
    		 Achieved
    Implement pilot action plan
    • Benefits realised, measured and reported
    		 Achieved
    Invest in research and initiatives to improve insights and outcomes New research partnerships in place
    • Three new research partnerships in place
    		 Achieved (see page 26 Research and education)
    Undertake discovery on grants round option
    • Discovery and recommendations on grants round completed and endorsed by Executive Team
    		 Achieved

    Key initiative Activity/project Measure/target Outcome
    Strategic objective 2: Participants and stakeholders have confidence in the Scheme
    Sustain Scheme confidence through effective service delivery and financial management Deliver timely and accurate financial reporting (including budget reporting), financial statements and statutory reporting
    • All reporting delivered on schedule and unqualified audit opinion issued on financial statements
    		 Achieved
    Deliver strong procurement and contract management services to improve business outcomes and agency value for money
    • Contract management embedded throughout the Agency; all procurements delivered as per business requirements
    		 Achieved
    Manage strategic and operational risks across the business and improve decision-making processes
    • Regular risk monitoring occurring and new reporting embedded
    		 Achieved
    Develop and launch Disability Service Plan
    • Utilisation and awareness of the

    Disability Service Plan by PRG and key stakeholders

    		 Completed (see page 25 Launching the NIISQ Disability Service Plan)
    Leverage technology including Artificial Intelligence (AI) in innovative ways, rising to meet new challenges AI strategy and roadmap developed and socialised
    • AI strategy developed and endorsed by Executive
    		 Achieved
    Identify AI use cases by December 2024 and completion of at least two AI business-led experiments
    • Test and learn environment created
    • Successful completion of at least two AI business-led experiments including learnings and recommendations for future state
    • Exploration of AI capability in the new data platform, utilising cloud tools which focus on data science and machine learning
    		 Achieved (see page 25 AI lab transforms innovation and claims)
    Participation in whole-of-Government AI Forums and continued exploration of partnership opportunities
    • AI learnings shared across the organisation and featured in internal newsletters and other publications
    		 Achieved
    Harness data and insights to inform actions Develop and agree an organisational data strategy
    • Key priorities agreed, with key data assets, data owners and data stewards identified
    		 Achieved
    Undertake process mining pilot
    • Complete process mining pilot evaluation and agree the way forward
    		 On track

    Key initiative Activity/project Measure/target Outcome
    Strategic objective 3: Our team is engaged and strives for excellence
    Empower a safe, capable and engaged team Working for Queensland (WFQ) action plan developed and implemented
    • Positive initiative feedback and working group engagement
    • Maintained or improved WFQ survey engagement score
    		 Achieved
    Learning and development strategy actions implemented
    • Positive uptake of ELMO online learning and group development activities
    • Over 85% ‘essentials’ training compliance
    • Over 85% engagement with performance and development framework and capabilities framework
    		 Achieved
    Develop Equity and Diversity Plan and implement actions
    • Department of Premier and Cabinet approval of plan and initiatives
    		 Achieved (Equity and Diversity Plan 2024–2026)
    Develop and implement ongoing intern program by December 2024
    • Intern feedback regarding employee value proposition
    		 Achieved
    Develop and implement frontline team quality and performance framework
    • Frontline team quality and performance framework established, and activities commenced
    		 On track
    Cultivate a bold and innovative culture, championing our people as they deliver outstanding services Round 1 Culture Amplify pitches embedded and Round 2 pitches delivered
    • Feedback regarding uptake and effectiveness of Culture Amplify initiatives
    		 Project to be rescoped
    Reshape the MAIS-Q onboarding program, including refreshed ‘culture immersion’ workshop
    • Feedback from team members, managers and mentors
    		 Achieved
    Develop and implement new starter first impressions survey
    • New starter first impressions survey in use, with quality improvement feedback actioned
    		 Achieved
    Continuously enhance and grow innovative functionality to improve ways of working Review and enhance user experience for Analytics reports and insights
    • Reports catalogue published internally, and user experience enhanced
    		 On track
    Conduct MAIS-Q data literacy assessment and agree uplift plan
    • Data literacy assessment complete and uplift plan elements agreed
    		 Achieved
    Implement business process mapping in HowTo and continuous improvement
    • Roll out business process mapping in HowTo across business functions
    		 On track
    Refine Innovation and Delivery functions to adapt to NIISQ growth and impacts to business model
    • Agreed mix of outsourced and internal capability
    • Agreed modern and efficient ways of working
    • Agreed engagement on business processes and systems to support participant growth
    		 On track

     

  • This year, the NIISQ Agency prioritised innovation and continuous improvement across all areas of our work. Through close collaboration with business areas, we identified and advanced initiatives that deliver the greatest value to participants and providers while fostering staff development and leadership opportunities. Our achievements highlight our commitment to innovative practices and co-design, actively engaging participants and their families to shape services that meet their needs.

    Celebrating success with the inaugural Participant Reference Group (PRG)

    We recently marked the final meeting of the first NIISQ PRG, celebrating their achievements and gathering valuable insights one last time.

    During their time as valued collaborators, the PRG contributed input and feedback on a range of policies, projects, and initiatives that have enhanced the way we work and interact with participants and providers. Key contributions include:

    • participant engagement framework, survey and care standards
    • treatment, care and support guidelines
    • MyPlan enhancements
    • Disability Service Plan
    • My Care and Support assessment and request process
    • home modifications information sheet
    • quality and performance framework
    • reimbursement process
    • SMART goal cards

    As part of their final duties, the group participated in a co-design workshop to shape the terms of reference for the next PRG. With their two-year membership now complete, each member provided unique perspectives on the roles, responsibilities, and purpose of the PRG, leaving a lasting legacy for future groups.

    Expressions of Interest for the new PRG membership have been reviewed, and we look forward to welcoming the incoming group in August 2025.

    NIISQ Direct: empowering participants through innovation

    In May we launched NIISQ Direct, our brand-new online portal allowing participants and their close contacts to track and review their approved services, access and view MyPlans and goals, and submit reimbursements — anywhere, anytime.

    Co-designed with our pilot group and PRG, NIISQ Direct was built with participants at the heart of every decision. By working collaboratively throughout the design and development phases, we created a portal that prioritises visibility, flexibility, and control.

    This approach also helped us to identify and address challenges early, ensuring a seamless experience. The portal also encourages real time, direct feedback on the functionality so we can make changes that benefit users, allowing it to evolve with the Scheme.

    Driving innovation with virtual reality: the VR wheelchair simulation project

    A spark of inspiration at a NIISQ PRG meeting led to the creation of the VR wheelchair simulation project. One of our PRG members envisioned a virtual reality tool to allow wheelchair users to test and train on motorised wheelchairs without needing to transfer between them.

    The first phase involved interviews with wheelchair users and health professionals, with participants highlighting the simulation’s potential to build confidence, improve skills, and reduce costs.

    The project is now entering phase two: co-designing the prototype with input from health professionals and wheelchair users. This collaboration promises to deliver a tool that will transform wheelchair training and prescription for the better.

    Launching the NIISQ Disability Service Plan

    On 3 December 2024, we launched our first Disability Service Plan (DSP) on International Day of People with Disability.

    The DSP, co-designed with input from NIISQ staff, the PRG, and the Queenslanders with Disability Network, is a companion to the Agency’s Reconciliation Action Plan and Equity and Diversity Plan 2024–2026. It underscores our commitment to respecting the strengths, abilities, and needs of people with disability, while building a more inclusive workforce.

    Streamlining processes for better service delivery

    In February 2025 we introduced new Service Approvals to replace Purchase Orders, aligning funding approvals with participants’ MyPlans. This change enhances outcomes for participants by streamlining the delivery of treatment, care, and support.

    The updated processes have also improved invoice payment times, making payments faster and more efficient for approved services. Additionally, the new system has helped our team better track services, fostering stronger collaboration with participants and providers.

    NIISQ becomes major funding partner for The Hopkins Centre

    From January 2025, we became the major funding partner for The Hopkins Centre: Research for Rehabilitation and Resilience, taking over from the Motor Accident Insurance Commission (MAIC).

    The Hopkins Centre, a joint initiative between Griffith University and Metro South Health’s Princess Alexandra Hospital, focuses on impactful research for people with brain and spinal cord injuries, amputations, persistent pain, and other lifelong conditions.

    This partnership strengthens our commitment to supporting innovative research that translates into practical solutions, improving rehabilitation outcomes for participants and the wider community.

    AI lab transforms innovation and claims

    Our commitment to enhancing participants’ experiences led our teams to re-examine how we could improve processing workflows.

    Throughout the year our Innovation team has been embracing the world of AI, exploring how it could simplify manual and repetitive tasks, such as invoice processing.

    Inputting invoices generally consumes a week of the accounts payable team’s time each month. This manual process can delay vendor payments and takes valuable time away from our participants. Using Appian GenAI, combined with optical character recognition (OCR) technology, the team has been able to simplify the process with a possible 50% reduction in manual effort and currently 80% data accuracy. It has also shortened invoice processing time to less than 24 hours. This is an exciting opportunity to continue to explore.

    NIISQ SMART goal cards: supporting recovery and growth

    In 2024-25, we also launched NIISQ SMART goal cards. These cards are a practical tool designed to support participants in setting clear and attainable goals for their recovery. Using the SMART framework—Specific, Measurable, Achievable, Relevant, and Time- bound—the cards guide participants to create meaningful goals that align with their needs and priorities. SMART goal cards are often used in collaboration with Support Planners, health professionals, or family members. They help participants break down larger goals into smaller, actionable steps, making the process less overwhelming and more structured.

    These cards are a valuable resource for empowering participants to take an active role in their recovery, promoting independence, and ensuring that their goals are meaningful and achievable.

  • In 2024–25, the NIISQ Agency remained committed to delivering innovative research and education initiatives aimed at enhancing the treatment, care and support provided to our participants. We are proud to fund the following research and education initiatives.

    The Hopkins Centre

    Along with Griffith University and Metro South Hospital and Health Service, the NIISQ Agency is the primary funding body of The Hopkins Centre. The Hopkins Centre is a research centre focused on the needs of people with disability, with research spanning spinal and brain injuries, chronic pain and developed and acquired disabilities. The aim of the Centre is to bring service users, clinicians and researchers together to solve challenges related to disability by developing practical solutions that promote resilience and recovery.

    The Hopkins Centre has a strong emphasis on clinician capacity-building by fostering collaboration between researchers and clinicians. This approach leverages a shared pool of expertise, enhancing the potential for translation and impact. With clinicians and consumers leading the research, it ensures alignment to their needs and the priorities of the Health service, driving both innovation and practical outcomes.

    The NIISQ Agency has committed $1,442,981 towards the Hopkins Centre research in 2025.

    The Queensland Brain Injury Collaborative

    The NIISQ Agency has partnered with the University of Queensland to continue the Queensland Brain Injury Collaborative (QBIC), a research platform for brain injury stakeholders across Queensland to co-design solutions with people living with a brain injury.

    QBIC is a network of scientists, health professionals, community organisations, and other stakeholders dedicated to fostering coordinated and collaborative brain injury research in Queensland, with a focus on stroke, traumatic brain injury, and concussion.

    The NIISQ Agency committed $894,579 until April 2027 to establish QBIC as a statewide, evidence-based research group.

    Feasibility of a regional community integration team

    The project aims to pilot a highly skilled regional community integration team in Far North Queensland and North West Queensland to support participants in accessing and navigating high-quality care and support from within and outside the region.

    The team will work with NIISQ participants or other individuals with complex disabilities, their families and their communities to access specialised rehabilitation services, building the capability of local service providers to support individuals with brain injury.

    The NIISQ Agency has partnered with James Cook University to deliver this model of care, committing $594,979 over two and a half years towards evaluating the feasibility, acceptability and sustainability of the model in rural and remote Queensland communities.

    Aus-InSCI translation project

    In partnership with Griffith University, the Aus-InSCI project will analyse the findings from two large-scale community surveys completed by individuals with spinal cord injury (SCI). The insights will be used to develop recommendations for future translational activities. The findings of this project may inform changes to clinical practice, policies and systems, while identifying areas requiring enhanced community support for people with SCI.

    The NIISQ Agency has committed $511,678 over three years.

    PEERS®/the friends research program

    Partnering with the University of Queensland, this project aims to evaluate a Program for the Education and Enrichment of Relational Skills (PEERS®) in high school-aged youth and primary school-aged children with brain injuries and cerebral palsy. The PEERS® program is a structured, evidence-based social skills program designed to help young people develop and improve their social skills. The youth program will trial program delivery via telehealth, while the primary school program will run face-to- face sessions.

    The study will determine if PEERS® can improve social skills and the ability to make and maintain friendships for children and youth with brain injury and cerebral palsy. It will also explore the experiences of both the children and their caregivers with the program.

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

    Spinal Cord Injury Fellowship

    The NIISQ Agency is supporting a Griffith University Research Fellow, Dr Ronak Reshamwala, to develop a minimally invasive nerve bridge transplantation method for spinal cord injuries.

    A key focus is to enhance the imaging protocol to address the challenge of visualising the injury site in the presence of metalwork, helping improve treatment options and targeted rehabilitation activities.

    The NIISQ Agency are providing $502,183 over three years to advance spinal cord injury treatment and provide more effective and less invasive solutions for individuals with spinal cord injury.

    Technology enabled homes for people living with a traumatic brain injury or spinal cord injury

    This project seeks to understand how technology can be used in the homes of NIISQ participants with traumatic brain and spinal cord injuries to improve independence, manage their disability and enhance their quality of life, health and well-being.

    The NIISQ Agency has partnered with the University of the Sunshine Coast to complete this study to better understand how technology is used in the home environment by people with spinal cord and brain injuries, including NIISQ participants. This collaboration aims to foster a community of practice, empowering participants to maximise their use of smart technology through better knowledge sharing.

    The project will provide a resource platform/ library and guidelines for home technology adoption. The NIISQ Agency is providing $156,240 towards this project, which is due to be completed in 2026.

    Substance use disorder and Acquired Brain Injury (suABI)

    In partnership with researchers from Griffith University, this project will evaluate the feasibility and effectiveness of a telehealth intervention for reducing methamphetamine use in individuals with substance use disorder and brain injury.

    Upon completion of the clinical trial, a digital training manual will be co-designed with Queensland consumers who have lived experience of brain injury. This manual, along with training workshops to be delivered across Queensland, will be freely available to clinicians, improving access to evidence-based treatments for Queenslanders with substance use disorder and brain injury.

    The NIISQ Agency has committed $310,098 over two years towards the clinical trial and accompanying resource development.

    Supporting Health, Adjustment, Recovery and Empowerment (SHARE) for children and adolescents with brain or spinal cord injuries

    The NIISQ Agency has partnered with the Children’s Health Queensland Hospital and Health Service to establish a virtual clinician community of practice called the SHARE project. SHARE will be the first mental health mentoring network that aims to strengthen community clinicians’ capacity, self-efficacy, and confidence in managing the mental health needs of children and youths, and their families, after a brain or spinal cord injury, across Queensland.

    The NIISQ Agency has committed $564,366 over three years to develop, trial and evaluate the SHARE community of practice.

    Virtual Reality (VR) wheelchair simulation

    The NIISQ Agency has partnered with researchers from The University of Queensland’s RECOVER Centre to deliver a prototype

    VR application which aims to improve the motorised wheelchair selection process. This project works with consumers to understand their needs in wheelchair selection, so that individuals can be fully informed when selecting a motorised wheelchair.

    This project will ensure participants can receive a wheelchair that is specifically tailored to their unique needs and requirements, while considering their physical ability, lifestyle and environment. The personalised selection process aims to enhance consumers’ independence and quality of life, while also helping to prevent potential comorbidities that could arise from choosing an ill-suited wheelchair.

    The NIISQ Agency has contributed $36,793 to improve the wheelchair selection process for individuals living with a disability.

    Queensland Spinal Cord Injury Services (QSCIS) Knowledge Hub

    This project, in collaboration with Metro South Hospital and Health Service, aims to expand the Queensland Spinal Cord Injury Services (QSCIS) ‘Knowledge Hub’ website. The ‘Knowledge Hub’ is a resource designed to support health professionals in acute care, rehabilitation, and community settings manage SCI. The two additional educational models will provide clinicians with up-to-date, evidence-based and user-friendly resources on assistive technology and musculoskeletal education specific to the population.

    The NIISQ Agency has committed $287,798 over 18 months to support the capacity- building of clinicians across Queensland in their understanding, ultimately improving the care and support they can provide to individuals with SCI.

Governance

  • We are committed to sound governance. In 2024–25, 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 (RAC)

    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 RAC consists of a minimum of three and a maximum of six members. Remuneration of the committee is highlighted in note 9 of the Financial Statements. A summary of committee membership (as at 30 June 2025) 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 CEO, General Manager (GM) NIISQ, GM Business and Advisory Services, GM Innovation and Delivery, State Actuary, 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 2024-25 met four times, fulfilling its responsibilities as per the RAC Charter. Key achievements included:

    • endorsing the 2023-24 Financial Statements for the NIISQ Agency
    • endorsing the revised Internal Audit Charter
    • endorsing the Agency’s strategic risk register
    • endorsing the 2025-26 Internal Audit Plan
    • endorsing the 2025-26 NIISQ Agency budget.

    Other governance frameworks

    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 staff induction and mandatory 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 role description.

    During the period, we received one complaint relating to matters associated with human rights.

    Complaints

    As at 30 June 2025, the NIISQ Agency had received 23 customer complaints for 2024-25. Of these:

    • one complaint resulted in “further action”
    • 22 complaints resulted in “no further action”.

    Of the 23 complaints received, a single complainant lodged four separate complaints, and two others lodged two each.

    The complaints predominantly related to dissatisfaction with timely and effective service delivery for Scheme participants or NIISQ-funded service providers. The NIISQ Agency received an average of two customer complaints per month, with the total number of complaints per year remaining steady across the past two years.

    Funding NIISQ

    We work with the Queensland 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.

  • 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 Assessment Code (RAC) considers any emerging risks and significant 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 planning. This ensures continuity of key business services which contribute to achieving our objectives.

    Compulsory third party civil damages

    A fundamental feature of NIISQ is that a proportion of lifetime participants have a compulsory third party (CTP) insurance civil claim. Some of these participants 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, they may elect to remain with the scheme and continue to receive treatment, care and support from the NIISQ Agency 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.

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

    KPMG provided independent and objective internal audit services to the NIISQ Agency for the entire period. 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 2024–25 period, the NIISQ Agency’s Internal Audit Plan consisted of the following reviews:

    • data governance
    • records management
    • home modifications
    • attendant care and support provider management
    • information security.

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

  • The NIISQ Agency continues to promote the benefits of electronic record-keeping and has adopted the Queensland Government Digital Economy Strategy wherever possible. In 2024-25, new information security policies were introduced to meet the ISO27001 standard, helping staff understand the importance of managing and protecting information within the Agency.

    Collaboration opportunities between NIISQ, the Motor Accident Insurance Commission (MAIC) and the Nominal Defendant have also grown in 2024-25.

    To provide assurance to participants and other key stakeholders, we have been working towards ISO27001 certification. In June 2025, the NIISQ Agency was recommended for certification after successfully completing the required audit processes.

    The Agency’s Information management (IM) framework, along with related policies and guidelines, is in place. This includes a NIISQ- specific Records retention and disposal schedule (implementation version). New training modules on Information Management and Information Security are under development in compliance with the ISO27001 standard for Information security and management practices.

    The IM framework ensures that records management at the NIISQ Agency aligns with Queensland Government objectives, current legislation and best practice standards, which include the:

    • Public Records Act 2002
    • Information Privacy Act 2009
    • Right to Information Act 2009
    • Information Privacy and Other Legislation Amendment Act 2023
    • 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 Enterprise Architecture which includes the Authorised and unauthorised use of ICT services, facilities and devices guideline and Personal use of social media guideline.

    Transparency

    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: niis.qld.gov.au.

    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 provide right to information and information privacy training through our learning management system. This training is an ongoing, annual requirement for all staff to complete and is also a key component of the induction process for new employees.

    NIISQ statistics

    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: 2024–25 report, are available through the NIISQ website: http://niis.qld.gov.au/news-and-research/scheme-insights.

    We support the Queensland Government Open Data Initiative. In 2024–25, we released six datasets in addition to our NIISQ scheme insights reports. Our Open Data sets are available at http://data.qld.gov.au/dataset/national-injury-insurance-scheme-niis-statistics.

Financial

  • The NIISQ Agency recorded a positive operating result of $404.4m for the year ended 30 June 2025 (2024: surplus of $550.6m). Total Agency income of $1,310m was offset by total expenses of $905.6m.

    Agency income primarily comprised NIISQ levies and returns from Queensland Investment Corporation investments. Both increased compared to the prior year, with levies rising from $609.3 million to $662 million and investment returns increasing from $511.2 million to $639.2 million. These increases were driven by higher vehicle registrations and stronger equity market performance.

    Agency expenses were primarily made up of direct costs for providing treatment, care and support to our participants that increased $17.4m (10.5% increase), to $182.8m for the year. Additionally, the annual movement in the outstanding claims provision amounted to $655.1m.

    Other operational expenses increased from $53.4m to $67.7m. This was comprised of increases to the Queensland Investment Corporation fees ($5.7m), grant expenses ($3.2m) and employee expenses ($2.8m).

    Income (millions)

    NIISQ agency annual report 2024-25-income chart

    Expenses (millions)

    NIISQ agency annual report 2024-25-expenses chart

  • NIISQ agency annual report 2024-25 financial cover

    NIISQ Agency Annual Report 2024-25 Financial Statements (PDF, 18.6MB).

Appendices

Last updated: September 2025