Portfolio: Employment and Workplace Relations
https://www.coallsl.com.au/
$180M
2025-26 Budget$80M
2024-25 Total Revenue25
Headcount (2024-25)VSLConnect Project
Department of Employment and Workplace Relations
Total Budget
$41.8M
Digital Budget
$33.2M
July 2023 — December 2025
This project is enabling the Australian Government to better realise the benefits of the VET Student Loans (VSL) program and minimise the risk of occurrences such as the recent historical student debt issue. It will have a stronger focus on compliance and automation, and deliver a system that is flexible, scalable and stable, with a greatly enhanced data collection, integration and analytics capability.
Digital Transformation Program (Strengthening Integrity of the VET sector)
Australian Skills Quality Authority
Total Budget
$24.8M
Digital Budget
$24.8M
January 2024 — June 2027
The Australian Skills Quality Authority (ASQA) is the national regulator of the VET sector. In February 2024, ASQA commenced a 3.5-year Digital Transformation Program to address issues with its existing ICT systems and data capabilities. The objective of the program is to ensure that ASQA is a modern, best-practice regulator, through the implementation and integration of contemporary systems and applications that will ensure ASQA can efficiently and effectively deliver its regulatory and organisational priorities.
Parent Pathways
Department of Employment and Workplace Relations
Total Budget
$68.7M
Digital Budget
$36.8M
November 2023 — June 2026
The project is supporting the implementation of Parent Pathways, a voluntary service that provides personalised assistance and financial support to eligible parents and carers of children up to the age of 6 years. This extended ParentsNext to 31 October 2024 and introduced Parent Pathways from 1 November 2024, which included releasing the IT system on the Workforce Australia Digital Platform and the APS Pilot. As part of the project, enhancements will be made to Parent Pathways.
Enhancements to the Workforce Australia Digital Platform to administer the redesigned foundation skills program
Department of Employment and Workplace Relations
Total Budget
$10.9M
Digital Budget
$10.9M
July 2023 — June 2026
The redesigned Skills for Education and Employment (SEE) program will improve the language, literacy, numeracy and digital literacy (LLND) skills for Australians. The program will feature 2 complementary streams of LLND training delivery. Enhancements to the Workforce Australia Digital Platform are required to support the delivery, data reporting and compliance arrangements of the redesigned SEE program.
Pacific Australia Labour Mobility (PALM) scheme insourcing
Department of Employment and Workplace Relations
Total Budget
$9M
Digital Budget
$9M
July 2023 — June 2026
The project transferred the Pacific Australia Labour Mobility Information System (PALMIS) to the department's infrastructure from July to December 2023. Work is now focused on expanding and enhancement to align PALMIS with the department’s operating model. PALMIS will provide strong oversight and reporting, which will support the government’s plan to Build a Stronger Pacific Family, uphold worker protections, and address unmet labour needs in regional and rural Australia.
Reconnection, Employment and Learning (REAL) Program
Department of Employment and Workplace Relations
Total Budget
$60.6M
Digital Budget
$7.7M
June 2024 — June 2030
This project supports the implementation of the REAL Program that is replacing the Time to Work Employment Service. The REAL Program is a voluntary program that will support First Nations prisoners aged 15 years and over to transition from the justice system into employment and learning.
8 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
We ensure employees are connected with their long service leave benefits. [CP p.4]
VISION
“We enhance our communities as a contemporary, sustainable long service leave scheme. [CP p.4]”
Corporate Plan 2025-26 · p.4PURPOSE
We ensure employees are connected with their long service leave benefits. [CP p.4]
Corporate Plan 2025-26 · p.4Outcomes
· 3
Outcome 1: Engaged, Active and Compliant Participants
Employers comply with their obligations under the legislation.
KEY ACTIVITIES
Outcome 2: Effective Operations
Digital and streamlined processes that enhance stakeholder interactions and improve productivity.
KEY ACTIVITIES
Outcome 3: Prudent Financial Management
Adequate fund surplus to meet long service leave liabilities.
KEY ACTIVITIES
Values
· 5
TRUST
OPEN
RESPECT
CARE
HONEST
Performance measures
· 9
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
CCE01 | % of core processes that meet or exceed their SLAs | 45% Corporate Plan 2025-26 · p.23 | 0.56% Annual Report 2024-25 · p.18 | Achieved |
CCE02 | % of levy lines processed within 3 business days | 60% Corporate Plan 2025-26 · p.23 | 138% Annual Report 2024-25 · p.18 | Achieved |
CCE03 | % of leave applications processed within 1 business day | 95% Corporate Plan 2025-26 · p.23 | 7.3% p.a. Annual Report 2024-25 · p.18 | Achieved |
CCE04 | % of reimbursement claims processed within 3 business days | 90% Corporate Plan 2025-26 · p.23 | 45% Annual Report 2024-25 · p.18 | Achieved |
CCE05 | Fund surplus | 115% (+15/-5%) Corporate Plan 2025-26 · p.23 | 88% Annual Report 2024-25 · p.18 | Not achieved |
CCE06 | Investment portfolio return | CPI + 3% over rolling 8-year period Corporate Plan 2025-26 · p.23 | 84% Annual Report 2024-25 · p.18 | Not achieved |
CCE07 | Transformation milestones achieved on time | Achieved within budget (+/- 5%) Corporate Plan 2025-26 · p.23 | 45% Annual Report 2024-25 · p.19 | Achieved |
CCE08 | The % of levy lines processed within 3 business days expressed as a 6-month rolling average. | — | 47% Annual Report 2024-25 · p.19 | Achieved |
CCE09 | The % of reimbursement claims processed within 3 business days (reduced from 5 business days) expressed as a 6-month rolling average. | — | 38% Annual Report 2024-25 · p.19 | Achieved |
Source documents
· 2
Ideas distilled from this entity's strategy & evidence
· 8
Improve recording of active employees' entitlements
Implement a dedicated team to review and rectify discrepancies in the recording of active employees' entitlements.
2024-25.pdf [AR p.18]
Adopt global audit practices from World Bank Governance
Integrate World Bank Governance practices for more robust internal audits and compliance checks.
association-worldbank.org-governance.txt
Boost core process SLAs by 10%
Implement a new incentive program for departments to meet or exceed their SLAs by an additional 10%.
2025-26.pdf [CP p.22]
Build a public dashboard showing weekly active-compliance-monitoring counts by EPBC Act decision class
Create a public dashboard to display weekly compliance monitoring counts by EPBC Act decision class.
2025-26.pdf [CP p.22]
Automate levy processing to reduce manual errors
Automate the processing of levy returns and payments to minimize manual errors and speed up the process.
2024-25.pdf [AR p.18]
Increase efficiency of reimbursement claim processing
Streamline the reimbursement claim process to ensure claims are processed within 3 business days.
2024-25.pdf [AR p.18]
Optimize leave application processing to reach 95% within 1 business day
Optimize the leave application process to ensure 95% of applications are processed within 1 business day.
2024-25.pdf [AR p.18]
Leverage global best practices for compliance monitoring from Deloitte
Adopt global best practices for compliance monitoring from Deloitte to enhance internal processes.
consulting-deloitte.com-government-public.txt
Improve recording of active employees' entitlements
Implement a dedicated team to review and rectify discrepancies in the recording of active employees' entitlements.
2024-25.pdf [AR p.18]
Adopt global audit practices from World Bank Governance
Integrate World Bank Governance practices for more robust internal audits and compliance checks.
association-worldbank.org-governance.txt
Boost core process SLAs by 10%
Implement a new incentive program for departments to meet or exceed their SLAs by an additional 10%.
2025-26.pdf [CP p.22]
Build a public dashboard showing weekly active-compliance-monitoring counts by EPBC Act decision class
Create a public dashboard to display weekly compliance monitoring counts by EPBC Act decision class.
2025-26.pdf [CP p.22]
Automate levy processing to reduce manual errors
Automate the processing of levy returns and payments to minimize manual errors and speed up the process.
2024-25.pdf [AR p.18]
Increase efficiency of reimbursement claim processing
Streamline the reimbursement claim process to ensure claims are processed within 3 business days.
2024-25.pdf [AR p.18]
Optimize leave application processing to reach 95% within 1 business day
Optimize the leave application process to ensure 95% of applications are processed within 1 business day.
2024-25.pdf [AR p.18]
Leverage global best practices for compliance monitoring from Deloitte
Adopt global best practices for compliance monitoring from Deloitte to enhance internal processes.
consulting-deloitte.com-government-public.txt
Legislation administered
· 2
1992
Coal Mining Industry (Long Service Leave) Administration Act 1992
The entity administers the Coal Mining Industry (Long Service Leave) Administration Act 1992, which outlines the functions and responsibilities of the Coal Mining Industry (Long Service Leave) Funding Corporation.
1992
Coal Mining Industry (Long Service Leave) Payroll Levy Collection Act 1992
The entity administers the Coal Mining Industry (Long Service Leave) Payroll Levy Collection Act 1992, which outlines the collection of payroll levies to fund long service leave benefits.
Source library
· 7
4.9MB
2024-25.pdf
6.2MB
2025-26.pdf
6.5MB
LSL0002_DLBrochure_Employee_WEB_061125.pdf
1.0MB
Employer_Brochure.pdf
2.3MB
LSL0039_RegPriorities25-26_WEB_V2_311025.pdf
215KB
220216_JMR_-_CASH-STOKER_-_Government_response_to_Coal_LSL_review.pdf
2.5MB
01042026_Ministerial_Statement_of_Expectations.pdf
Bodies within the Employment and Workplace Relations portfolio
Office of the Fair Work Ombudsman
Non-corporate Commonwealth Entity
Seafarers Safety, Rehabilitation and Compensation Authority
Non-corporate Commonwealth Entity
Safe Work Australia
Non-corporate Commonwealth Entity
Fair Work Commission
Non-corporate Commonwealth Entity
Comcare
Corporate Commonwealth Entity
Asbestos and Silica Safety and Eradication Agency
Non-corporate Commonwealth Entity
Australian Skills Quality Authority (National Vocational Education and Training Regulator)
Non-corporate Commonwealth Entity
Jobs and Skills Australia Ministerial Advisory Board
Statutory Body
Federal Safety Commissioner
Statutory Body
National Workplace Relations Consultative Council
Statutory Body
Seafarers Safety, Rehabilitation and Compensation Authority
Statutory Body
Safe Work Australia
Statutory Body