Portfolio: Health, Disability and Ageing
https://www.publichospitalfunding.gov.au/
Aged Care Transformation Program - Support at Home
Department of Health, Disability and Ageing
Total Budget
$705.9M
Digital Budget
$174.7M
January 2022 — June 2026
A new program called Support at Home brings together some in-home aged care programs from 1 November 2025. Under the Support at Home program, there will be improved access to services, products, equipment and home modifications to help older people to remain healthy, active, and socially connected to their community.
Aged Care Transformation Program – New Aged Care Act
Department of Health, Disability and Ageing
Total Budget
$692.8M
Digital Budget
$692.8M
July 2023 — June 2027
This project involves the design and delivery of the business and digital projects requirements to support the implementation and operationalisation of the Aged Care Act 2024.
Data and Regulatory Transformation (DART) Program
NDIS Quality and Safeguards Commission
Total Budget
$160.3M
Digital Budget
$85.9M
July 2024 — June 2028
The DART Program will transform the NDIS Quality and Safeguards Commission data and technology systems to support new ways of working that will sustainably address issues experienced by NDIS participants, providers and workers. The DART Program aims to establish essential, risk-based regulatory capabilities that meet the Commission’s current and future legislative obligations, safeguard participants, ensure market quality and proactively manage compliance.
Reduce Waste and Combat Fraud – Crack Down on Fraud
National Disability Insurance Agency
Total Budget
$194.3M
Digital Budget
$194.3M
January 2024 — December 2025
The Crack Down on Fraud program will boost fraud-detecting IT systems to better protect monies allocated to Australians living with disability who are on the NDIS. The investment will complement the work of the Fraud Fusion Taskforce to respond to areas of vulnerability in NDIS systems. The program includes a number of ICT improvements that will be implemented progressively and are designed to make it easier to get it right, and harder to get it wrong for everyone engaging with the NDIS
Establishing an Australian Centre for Disease Control (CDC)
Department of Health, Disability and Ageing
Total Budget
$26.4M
Digital Budget
$3.6M
January 2025 — January 2027
This project presents a 3-pronged approach to establishing data capability for the Australian CDC. This includes: exploratory work for a national public health surveillance system; design of nationally consistent public health data, analytics and decision-support through a Public Health Data Network (Data Network); introduction of a public health data stewardship function to facilitate national coordination in public health action; and the development of in-house capabilities for advanced analytics within the Australian CDC to provide timely, accurate decision-support across CDC functions.
Next Phase of the National Disability Data Asset (NDDA)
Department of Health, Disability and Ageing
Total Budget
$87.7M
Digital Budget
$53.6M
January 2022 — June 2027
The project will establish an enduring NDDA of linked, de-identified data, leveraging multiple Australian, state and territory government service systems and surveys to provide insights on the outcomes of people with disability and their pathways through services.
One Stop Shop for Clinical Trials and Human Research
Department of Health, Disability and Ageing
Total Budget
$32.4M
Digital Budget
$17.2M
July 2024 — June 2029
The development of the National One Stop Shop ICT platform underpins the Australian Government’s health and medical policy reform agenda. The platform will provide a single, end-to-end workflow for the research lifecycle of first contact between a research sponsor and a research site, through pre- and post-ethical approval and authorisation processes, regulatory requirements, participant recruitment and research management, to post-research monitoring and the publication of results. The common workflow will facilitate business processes of key Commonwealth agencies, and the next generation World Health Organization (WHO) compliant clinical trials and research registry, to provide a public-facing website with simplified and enhanced search functionality for the community. The reforms are supported by commitment between all jurisdictions under the Revitalised Clinical Trials Agenda, and the Encouraging More Clinical Trials in Australia measure, and agreement on the platform solution that will streamline and harmonise administration and regulation nationally, and make it easier to find and conduct health and medical research.
Alternative Clinical Arrangements for Facilities Unable to Meet a Registered Nurse Onsite Requirement
Department of Health, Disability and Ageing
Total Budget
$31.2M
Digital Budget
$9.9M
December 2023 — May 2025
This project developed and tested a Virtual Nursing Framework in 30 residential aged care homes. Evaluation of the project will build evidence on use of virtual nursing in residential aged care settings.
Continued COVID-19 support for aged care
Department of Health, Disability and Ageing
Total Budget
$317.4M
Digital Budget
$6.7M
January 2024 — June 2024
The primary goal of this project was to continue a range of COVID-19 outbreak management supports. The digital/ICT component funding was secured to implement a new Emergency Management Portal to replace the existing COVID-19 Support Portal. Discovery and design and re-costing for the project resulted in the decision that the project was no longer value for money and it did not proceed beyond this phase.
Enhanced Regulatory Model for Vaping Products
Department of Health, Disability and Ageing
Total Budget
$433.6M
Digital Budget
$31.1M
November 2023 — June 2027
The project is implementing an enhanced regulatory model for vaping, to regulate the importation, domestic manufacture, supply, commercial possession and advertisement of vaping goods, including nicotine vaping products. The reforms are part of a broader effort to reduce smoking and vaping rates through stronger legislation, enforcement, education and support. The primary goal of the digital component is to uplift digital processes to support the new vaping reform legislation. The Therapeutic Goods Administration (TGA) introduced a bespoke sponsor notification scheme to facilitate lawful access to therapeutic vapes. The project will support the digital infrastructure to enable sponsors to provide compliance declarations to the TGA in a timely manner, and enhance systems to enable staff to conduct post-market reviews and manage compliance priorities. As part of efforts to address black market vape sales, the TGA is currently investigating enhancements of existing compliance management systems and greater data sharing capacity with partner law enforcement agencies (such as Australian Border Force).
Ensuring Radiation Protection and Nuclear Safety for All Australians
Australian Radiation Protection and Nuclear Safety Agency
Total Budget
$2.5M
Digital Budget
$2.5M
February 2023 — December 2026
Phase 1 (completed) developed a self-service portal to enable customers of the agency’s Personal Radiation Monitoring Service to access a range of online capabilities to enhance the customer experience. Phase 2 (underway) is developing a laboratory information management system to improve internal workflow efficiency.
Establish a National Worker Registration Scheme for Aged Care
Department of Health, Disability and Ageing
Total Budget
$35.1M
Digital Budget
$17.9M
January 2021 — June 2028
This project is enabling the government’s commitment to establish a national worker registration scheme. The project includes delivery of an ICT solution that expands the existing National Disability Insurance Scheme (NDIS) worker screening system to include aged care worker screening. The expanded ICT system will create a national approach to worker screening for aged care providers, with ongoing monitoring of exclusion to better protect older people.
Establish the Inspector-General of Aged Care and the Office of the Inspector-General of Aged Case as a Statutory Agency
Office of the Inspector-General of Aged Care
Total Budget
$25.2M
Digital Budget
$25.2M
November 2022 — June 2026
This project has established the Office of the Inspector General of Aged Care (OIGAC), following a recommendation from the Royal Commission into Aged Care Quality and Safety. The project includes delivery of ICT platforms and processes to ensure the OIGAC has the foundational infrastructure to support its function, with work split across 4 key workstreams: • Stream 1 Case Management • Stream 2 Shared Services • Stream 3 Website • Stream 4 Data and Analytics.
Funding Digital Capability and Sustainment of Aged Care Systems - My Health Record (MHR) Integration
Department of Health, Disability and Ageing
Total Budget
$21.7M
Digital Budget
$9.6M
October 2023 — December 2024
The investment was to finalise the delivery of an integrated solution, allowing the sharing of aged care information with the health sector via My Health Record.
Funding for the Regulation of Medicinal Cannabis - Cost Recovery Model Update and Office of Drug Control Business Transformation
Department of Health, Disability and Ageing
Total Budget
$3.5M
Digital Budget
$2.9M
July 2023 — August 2026
The project supports the transformation of the Office of Drug Control business processes and ICT/digital systems. Prior reliance on outdated and inefficient manual business processes impacted Australia’s legal narcotics industry. This project will implement the outcomes of a 2022 review, to modernise systems to ensure they can support the industry and compliance activity, as well as aligning with other regulators’ digital transformation systems.
Integrated Aged Care Information and Intelligence – Risk Based Targeting and Information Sharing (RBTIS)
Department of Health, Disability and Ageing
Total Budget
$37.8M
Digital Budget
$25.5M
January 2024 — June 2027
The department has developed a RBTIS program of work to enable the Aged Care Quality and Safety Commission to better target its regulation of aged care providers (both residential aged care and home care) that are at risk of failing to provide quality care. The system achieves this by extracting different data elements from over a dozen major sources into information sharing dashboards.
Investing in a modernised My Health Record to drive a digitally connected healthcare system for all Australians
Australian Digital Health Agency
Total Budget
$64.2M
Digital Budget
$64.2M
September 2023 — June 2026
The project will establish a new national repository service to improve the My Health Record system, aligned with the contemporary health industry data standard Health Level 7 (HL7) Fast Healthcare Interoperability Resources (FHIR). This will drive a digitally connected healthcare system for all Australians, and supports use of mobile apps, in line with the National Digital Health Strategy 2023–2028. The vision is to enable a contemporary capability for My Health Record, as a foundation for the healthcare modernisation journey, which will increase value to customers and healthcare providers accessing data.
Residential Aged Care – Linking Care Funding to Care Minute Delivery
Department of Health, Disability and Ageing
Total Budget
$19.6M
Digital Budget
$9M
October 2024 — December 2026
This project will create a financial incentive for residential aged care providers to meet their mandatory care minutes targets by linking care minutes funding to care minutes delivery from 1 October 2025 in Modified Monash 1 (MM1) areas. To deliver this project, changes are required in aged care systems owned by the department and Services Australia, to add needed calculations and data fields to existing reporting tools. Linking funding to care delivery is the most effective, equitable and efficient policy lever available to government to bring about behaviour change from providers and is estimated to deliver a cumulative increase of 265 million more care minutes by the end of the forward estimates. It also ensures that government is not funding providers for care they are not delivering.
Response to the Final Report of the Capability Review of the Aged Care Quality and Safety Commission – cyber uplift
Aged Care Quality and Safety Commission
Total Budget
$69.4M
Digital Budget
$69.4M
January 2024 — June 2026
Cyber Uplift Phase 3 commenced in July 2025 with focus on Maturity uplift and Transition covering the following projects: 1. Security Information and Event Management (SIEM) / Security Orchestration, Automation, and Response (SOAR) / Centralised Log Ingestion (CLI) Foundations 2. Cyber Governance – Beyond Foundations 3. Multi-Factor Authentication (MFA) Review and targeted uplift 4. Vulnerability Management – Beyond Foundations 5. Application Control Capability Implementation 6. Vulnerability Scanning Capability Implementation 7. Integrated Security Architecture
Setting the in Australian National Aged Care Classification (AN ACC) price for 2023–24 and ongoing residential care funding reform
Department of Health, Disability and Ageing
Total Budget
$24.3M
Digital Budget
$16.3M
June 2023 — February 2026
This investment will support implementation of the government’s election commitment to fund the Fair Work Commission (FWC) decision for residential care aged care workers, and the annual adjustment in AN ACC funding to account for changes in aged care costs such as inflation. Necessary adjustments to the AN ACC referral, assessment and reporting functions in addition to a new hotelling supplement are also included. Progress is monitored by the Residential Aged Care Funding Reform Program Board.
12 tagged
Reform proposals on YourGov that name this department as a delivery partner — drawn from citizen voice, government strategy, research, international examples and gap analysis.
STRATEGY SUMMARY
To support the obligations and responsibilities of the Administrator through best practice administration of public hospital funding [AR p.10]
VISION
“To improve transparency of public hospital funding in Australia [CP p.8]”
Corporate Plan 2025-26 · p.8PURPOSE
To support the obligations and responsibilities of the Administrator through best practice administration of public hospital funding [AR p.10]
Corporate Plan 2025-26 · p.10Strategic priorities
· 6
funding cap exemption and reconciliation of highly specialised therapies
Corporate Plan 2025-26 · p.16safety and quality measures (e.g. sentinel events, complications and readmissions)
Corporate Plan 2025-26 · p.16Outcomes
· 5
Outcome 1: Accurate and timely calculation of Commonwealth funding contributions
The objective is to accurately and timely calculate the Commonwealth’s funding contributions to public hospitals. This includes ensuring funding calculations reconcile to actual services delivered [AR p.38]
KEY ACTIVITIES
Outcome 2: Best practice financial administration of the National Health Funding Pool
The objective is to administer the National Health Funding Pool in a best practice manner. This includes making payments to each Local Hospital Network (LHN) accord with directions from responsible State and Territory Ministers and the Administrator’s Three Year Data Plan [AR p.48]
KEY ACTIVITIES
Outcome 3: Effective reporting of public hospital funding
The objective is to report publicly on funding, payments and services. This includes monthly and annual reporting of Commonwealth, State and Territory compliance with the Administrator’s Data Plan [AR p.54]
KEY ACTIVITIES
Outcome 4: Productive relationships with stakeholders
The objective is to maintain productive and effective relationships with stakeholders and industry partners, including all Australian Governments, the IHACPA, Australian Institute of Health and Welfare (AIHW) and the Australian Commission on Safety and Quality in Health Care (ACSQHC) [AR p.64]
KEY ACTIVITIES
Outcome 5: Operate as a high performing organisation
The objective is to operate as a high performing organisation. This includes fostering a positive workplace culture where people feel valued and an innovative team willing to explore best practice approaches [AR p.70]
KEY ACTIVITIES
Values
· 8
Impartial
Committed
Accountable
Enhance trust
Respectful
Ethical
Stewardship
Own it
Performance measures
· 37
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
17AG(4)(c)(i) | The number of SES and non SES employees covered by agreements etc identified in paragraph 17AG(4)(c) | Mandatory Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(4)(c)(ii) | The salary ranges available for APS employees by classification level | Mandatory Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(4)(c)(iii) | A description of non-salary benefits provided to employees | Mandatory Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(4)(d)(i) | Information on the number of employees at each classification level who received performance pay | If applicable, N/A Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(4)(d)(ii) | Information on aggregate amounts of performance pay at each classification level | If applicable, N/A Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(4)(d)(iii) | Information on the average amount of performance payment, and range of such payments, at each classification level | If applicable, N/A Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(4)(d)(iv) | Information on aggregate amount of performance payments | If applicable, N/A Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(5) | An assessment of effectiveness of assets management where asset management is a significant part of the entity’s activities | If applicable, N/A Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(6) | An assessment of entity performance against the Commonwealth Procurement Rules | Mandatory Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(7)(a) | A summary statement detailing the number of new reportable consultancy contracts entered into during the period; the total actual expenditure on all such contracts (inclusive of GST); the number of ongoing reportable consultancy contracts that were entered into during a previous reporting period; and the total actual expenditure in the reporting period on those ongoing contracts (inclusive of GST) | Mandatory Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(7)(b) | A statement that “During [reporting period], [specified number] new reportable consultancy contracts were entered into involving total actual expenditure of $[specified million]. In addition, [specified number] ongoing reportable consultancy contracts were active during the period, involving total actual expenditure of $[specified million]” | Mandatory Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(7)(c) | A summary of the policies and procedures for selecting and engaging consultants and the main categories of purposes for which consultants were selected and engaged | Mandatory Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(7)(d) | A statement that “Annual reports contain information about actual expenditure on reportable consultancy contracts. Information on the value of reportable consultancy contracts is available on the AusTender website” | Mandatory Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(7A)(a) | A summary statement detailing the number of new reportable non-consultancy contracts entered into during the period; the total actual expenditure on such contracts (inclusive of GST); the number of ongoing reportable non-consultancy contracts that were entered into during a previous reporting period; and the total actual expenditure in the reporting period on those ongoing contracts (inclusive of GST) | Mandatory Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(7A)(b) | A statement that “Annual reports contain information about actual expenditure on reportable non-consultancy contracts. Information on the value of reportable non-consultancy contracts is available on the AusTender website” | Mandatory Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AD(daa) | Additional information about organisations receiving amounts under reportable consultancy contracts or reportable non-consultancy contracts | Mandatory Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AGA | Additional information, in accordance with section 17AGA, about organisations receiving amounts under reportable consultancy contracts or reportable non-consultancy contracts | Mandatory Corporate Plan 2025-26 · p.117 | — Annual Report 2025 | |
17AG(8) | If an entity entered into a contract with a value of more than $100 000 (inclusive of GST) and the contract did not provide the Auditor-General with access to the contractor’s premises, the report must include the name of the contractor, purpose and value of the contract, and the reason why a clause allowing access was not included in the contract | If applicable, N/A Corporate Plan 2025-26 · p.118 | — Annual Report 2025 | |
17AG(9) | If an entity entered into a contract or there is a standing offer with a value greater than $10 000 (inclusive of GST) which has been exempted from being published in AusTender because it would disclose exempt matters under the FOI Act, the annual report must include a statement that the contract or standing offer has been exempted, and the value of the contract or standing offer, to the extent that doing so does not disclose the exempt matters | If applicable, N/A Corporate Plan 2025-26 · p.118 | — Annual Report 2025 | |
17AG(10)(a)(i) | A statement that “[Name of entity] supports small business participation in the Commonwealth Government procurement market. Small and Medium Enterprises (SME) and Small Enterprise participation statistics are available on the Department of Finance’s website” | Mandatory Corporate Plan 2025-26 · p.118 | — Annual Report 2025 | |
17AG(10)(a)(ii) | An outline of the ways in which the procurement practices of the entity support small and medium enterprises | Mandatory Corporate Plan 2025-26 · p.118 | — Annual Report 2025 | |
17AG(10)(c) | If the entity is considered by the Department administered by the Finance Minister as material in nature—a statement that “[Name of entity] recognises the importance of ensuring that small businesses are paid on time. The results of the Survey of Australian Government Payments to Small Business are available on the Treasury’s website” | If applicable, N/A Corporate Plan 2025-26 · p.118 | — Annual Report 2025 | |
17AD(e) | Inclusion of the annual financial statements in accordance with subsection 43(4) of the Act | Mandatory Corporate Plan 2025-26 · p.122 | — Annual Report 2025 | |
17AD(da) | Information about executive remuneration in accordance with Subdivision C of Division 3A of Part 2-3 of the Rule | Mandatory Corporate Plan 2025-26 · p.101 | — Annual Report 2025 | |
1.1 | Funding calculations are accurate | — | Met Annual Report 2025 · p.38 | Achieved |
1.2 | Funding entitlements reconcile to actual services delivered | — | Met Annual Report 2025 · p.38 | Achieved |
1.3 | Public hospital services are funded through the appropriate Commonwealth program | — | Met Annual Report 2025 · p.38 | Achieved |
1.4 | The Treasurer is advised in a timely manner | — | Met Annual Report 2025 · p.38 | Achieved |
2.1 | Payments to each Local Hospital Network (LHN) accord with directions from responsible State and Territory Ministers and the Administrator’s Three Year Data Plan | — | Partially Met Annual Report 2025 · p.48 | Partially achieved |
2.2 | Maintain the integrity of the Payments System | — | Met Annual Report 2025 · p.48 | Achieved |
3.1 | Ministers receive required information in a timely manner | — | Met Annual Report 2025 · p.54 | Achieved |
3.2 | Monthly and annual reporting of funding, payments and services | — | Met Annual Report 2025 · p.54 | Achieved |
3.3 | Quarterly and annual reporting of Commonwealth, State and Territory compliance with the Administrator’s Data Plan | — | Partially Met Annual Report 2025 · p.54 | Partially achieved |
4.1 | A positive workplace culture where people feel valued | — | Not Met Annual Report 2025 · p.70 | Not achieved |
4.2 | An innovative team willing to explore best practice approaches | — | Partially Met Annual Report 2025 · p.70 | Partially achieved |
5.1 | A positive workplace culture where people feel valued | — | Partially Met Annual Report 2025 · p.70 | Partially achieved |
5.2 | An innovative team willing to explore best practice approaches | — | Not Met Annual Report 2025 · p.70 | Not achieved |
Source documents
· 4
Ideas distilled from this entity's strategy & evidence
· 12
KPI evidence register with named owners
Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.
nhfb_annualreport_2024-2549.pdf)
Outcome dashboard linking budget, delivery, and public impact
Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.
nhfb_annualreport_2024-2549.pdf)
Recommendation tracker for audits, reviews, and inquiries
Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.
nhfb_annualreport_2024-2549.pdf)
Integrated assurance and lessons-learned system
Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.
nhfb_annualreport_2024-2549.pdf)
Reusable briefing and summary assistant for internal documents
Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.
2020-21_national_health_funding_body_ar.pdf)
Department-wide knowledge and briefing platform
Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.
2020-21_national_health_funding_body_ar.pdf)
Consultation feedback summaries with response tracking
Summarise consultation submissions by theme and publish what changed in response.
nhfb_annualreport_2024-2549.pdf)
Always-on policy participation platform
Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.
nhfb_annualreport_2024-2549.pdf)
Plain-language service pages and proactive status updates
Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.
nhfb_annualreport_2024-2549.pdf)
Single front door for life-event based services
Bundle services around life events so citizens can complete related steps across agencies in one journey.
nhfb_annualreport_2024-2549.pdf)
Regulatory burden scan for forms, guidance, and reporting
Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.
nhfb_annualreport_2024-2549.pdf)
Adaptive regulation program with live feedback loops
Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.
nhfb_annualreport_2024-2549.pdf)
KPI evidence register with named owners
Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.
nhfb_annualreport_2024-2549.pdf)
Outcome dashboard linking budget, delivery, and public impact
Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.
nhfb_annualreport_2024-2549.pdf)
Recommendation tracker for audits, reviews, and inquiries
Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.
nhfb_annualreport_2024-2549.pdf)
Integrated assurance and lessons-learned system
Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.
nhfb_annualreport_2024-2549.pdf)
Reusable briefing and summary assistant for internal documents
Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.
2020-21_national_health_funding_body_ar.pdf)
Department-wide knowledge and briefing platform
Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.
2020-21_national_health_funding_body_ar.pdf)
Consultation feedback summaries with response tracking
Summarise consultation submissions by theme and publish what changed in response.
nhfb_annualreport_2024-2549.pdf)
Always-on policy participation platform
Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.
nhfb_annualreport_2024-2549.pdf)
Plain-language service pages and proactive status updates
Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.
nhfb_annualreport_2024-2549.pdf)
Single front door for life-event based services
Bundle services around life events so citizens can complete related steps across agencies in one journey.
nhfb_annualreport_2024-2549.pdf)
Regulatory burden scan for forms, guidance, and reporting
Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.
nhfb_annualreport_2024-2549.pdf)
Adaptive regulation program with live feedback loops
Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.
nhfb_annualreport_2024-2549.pdf)
Source library
· 9
8.0MB
2025.pdf
1.2MB
2024-25.pdf
5.6MB
2025-26.pdf
2.8MB
2019-20.pdf
3.3MB
2020-21_national_health_funding_body_ar.pdf
462KB
march_2026_quarterly_data_compliance_report.pdf
705KB
december_2025_quarterly_data_compliance_report_0.pdf
1.8MB
administrators_calculation_of_commonwealth_nhr_funding_policy.pdf
1.3MB
nhfb_risk_management_policy_and_framework.pdf
Bodies within the Health, Disability and Ageing portfolio
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