{ "entity_id": "O-000924", "folder": "Department-of-Social-Services", "name": "Department of Social Services", "type": "Federal Department", "jurisdiction": "Commonwealth", "portfolio": "Social Services", "website": "http://www.dss.gov.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 5, "n_artifacts": 28, "n_kpi_targets": 5, "n_kpi_results": 5, "n_outcomes": 2, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To improve the economic and social wellbeing of individuals, families and vulnerable members of Australian communities. [CP p.7]", "official_site_url": "http://www.dss.gov.au", "source_documents": [ { "type": "annual_report", "title": "PDF format File size 4.39 MB", "url": "http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "corporate_plan", "title": "PDF format File size 2.6 MB", "url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "period": "2025-26", "confidence": "high" }, { "type": "corporate_plan", "title": "PDF format File size 1.83 MB", "url": "https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf", "period": "2024-25", "confidence": "high" }, { "type": "corporate_plan", "title": "PDF format File size 8.29 MB", "url": "https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf", "period": "2023-24", "confidence": "high" }, { "type": "corporate_plan", "title": "PDF format File size 2.06 MB", "url": "https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf", "period": "2022-23", "confidence": "high" }, { "type": "corporate_plan", "title": "PDF format File size 1.8 MB", "url": "https://www.dss.gov.au/system/files/resources/2021-22-dss-corporate-plan-final-accessible.pdf", "period": "2021-22", "confidence": "high" }, { "type": "strategie", "title": "PDF format File size 12.1 MB", "url": "http://www.dss.gov.au/system/files/resources/early-years-strategy-2024-2034.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "PDF format File size 9.54 MB", "url": "http://www.dss.gov.au/system/files/resources/5481-b-dss-early-years-strategy-er-fa-accessible.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "PDF format File size 886.67 KB", "url": "http://www.dss.gov.au/system/files/resources/arabic-early-years-strategy-2024-2034.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "PDF format File size 1.88 MB", "url": "http://www.dss.gov.au/system/files/resources/simplified-chinese-early-years-strategy-2024-2034.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "PDF format File size 905.04 KB", "url": "http://www.dss.gov.au/system/files/resources/hindi-early-years-strategy-2024-2034.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "PDF format File size 1.05 MB", "url": "http://www.dss.gov.au/system/files/resources/vietnamese-early-years-strategy-2024-2034.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "PDF format File size 1.66 MB", "url": "http://www.dss.gov.au/system/files/resources/early-years-strategy-consultation-report-2023_0.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "PDF format File size 7.91 MB", "url": "http://www.dss.gov.au/system/files/resources/consultation-report-early-years-strategy-er-fa-accessible.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "PDF format File size 2.22 MB", "url": "http://www.dss.gov.au/system/files/resources/early-years-strategy-consultation-report-arabic_0.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "PDF format File size 2.26 MB", "url": "http://www.dss.gov.au/system/files/resources/early-years-strategy-consultation-report-simplified-chinese_0.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "PDF format File size 3.77 MB", "url": "http://www.dss.gov.au/system/files/resources/why-children-and-their-early-years-matter-evidencesummary-support-early-years-strategy-2024-2034.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "PDF format File size 887.98 KB", "url": "http://www.dss.gov.au/system/files/resources/early-years-strategy-2024-2034-strategy-snapshot.pdf", "period": "2024", "confidence": "medium" } ], "purpose": { "text": "To improve the economic and social wellbeing of individuals, families and vulnerable members of Australian communities. [CP p.7]", "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": 7, "source_deep_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=7" }, "vision": null, "strategic_priorities": [ { "title": "get more people into work", "description": "get more people into work", "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": 5, "source_deep_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5" }, { "title": "ensure a fair social security system", "description": "ensure a fair social security system", "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": 5, "source_deep_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5" }, { "title": "break the cycle of entrenched disadvantage", "description": "break the cycle of entrenched disadvantage", "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": 5, "source_deep_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5" }, { "title": "enable people to be well connected to their community", "description": "enable people to be well connected to their community", "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": 5, "source_deep_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5" }, { "title": "end violence in families, relationships and communities", "description": "end violence in families, relationships and communities", "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": 5, "source_deep_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5" }, { "title": "help parents and carers to support their children’s development", "description": "help parents and carers to support their children’s development", "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": 5, "source_deep_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5" } ], "values": [ { "name": "impartial", "description": "", "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": null }, { "name": "committed to service", "description": "", "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": null }, { "name": "accountable", "description": "", "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": null }, { "name": "respectful", "description": "", "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": null }, { "name": "ethical", "description": "", "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": null }, { "name": "stewardship", "description": "", "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Social Security", "description": "Encourage self-reliance and support people who cannot fully support themselves through targeted payments and quality services.", "activities": [ "Support for Families", "Paid Parental Leave", "Support for Seniors", "Financial Support for People with Disability", "Financial Support for Carers", "Working Age Payments", "Student Payments" ], "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": 26, "source_deep_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=26" }, { "name": "Outcome 2: Families and Communities", "description": "Promote stronger and more resilient families, children, individuals and communities by providing targeted supports.", "activities": [ "Families and Communities" ], "source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "source_page": 27, "source_deep_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=27" } ], "performance_measures": [ { "code": "CCE01", "measure": "Ensuring a fair and trusted social security payment system supporting people when and where they need it most, by working with Services Australia to simplify and improve service delivery arrangements.", "target": "Stability or improvement", "latest_result": "Met", "status": "Achieved", "target_source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "target_source_page": 5, "result_source_url": "http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf", "result_source_page": 27 }, { "code": "CCE02", "measure": "Working to end family, domestic and sexual violence through the stewardship of the National Plan to End Violence against Women and Children 2022–2032 and initiatives such as the Leaving Violence Program.", "target": "Stability or improvement", "latest_result": "Partially Met", "status": "Partially achieved", "target_source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "target_source_page": 5, "result_source_url": "http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf", "result_source_page": 20 }, { "code": "CCE03", "measure": "Contributing to the Priority Reforms of the National Agreement on Closing the Gap targets to reduce the rate of representation in out-of-home care and family violence by transforming how we work with First Nations people, communities and organisations.", "target": "Stability or improvement", "latest_result": "Not Met", "status": "Not achieved", "target_source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "target_source_page": 5, "result_source_url": "http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf", "result_source_page": 20 }, { "code": "CCE04", "measure": "Building resilient individuals, strong families and communities, to break cycles of entrenched disadvantage.", "target": "Stability or improvement", "latest_result": "Not Met", "status": "Not achieved", "target_source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "target_source_page": 5, "result_source_url": "http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf", "result_source_page": 20 }, { "code": "CCE05", "measure": "Supporting children to be safe and thrive through ongoing implementation of the Paid Parental Leave Scheme Early Years Strategy 2024–2034, and a fully legislated, National Commissioner for Aboriginal and Torres Strait Islander Children and Young People.", "target": "Stability or improvement", "latest_result": "Met", "status": "Achieved", "target_source_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf", "target_source_page": 5, "result_source_url": "http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf", "result_source_page": 20 } ], "document_alignment_terms": { "must_support": [ "To improve the economic and social wellbeing of individuals, families and vulnerable members of Australian communities. [CP p.7]", "get more people into work", "ensure a fair social security system", "break the cycle of entrenched disadvantage", "enable people to be well connected to their community", "end violence in families, relationships and communities", "help parents and carers to support their children’s development" ], "watch_terms": [ "Ensuring a fair and trusted social security payment system supporting people when and where they need it most, by working with Services Australia to simplify and improve service delivery arrangements.", "Working to end family, domestic and sexual violence through the stewardship of the National Plan to End Violence against Women and Children 2022–2032 and initiatives such as the Leaving Violence Program.", "Contributing to the Priority Reforms of the National Agreement on Closing the Gap targets to reduce the rate of representation in out-of-home care and family violence by transforming how we work with First Nations people, communities and organisations.", "Building resilient individuals, strong families and communities, to break cycles of entrenched disadvantage.", "Supporting children to be safe and thrive through ongoing implementation of the Paid Parental Leave Scheme Early Years Strategy 2024–2034, and a fully legislated, National Commissioner for Aboriginal and Torres Strait Islander Children and Young People." ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Department of Social Services — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)\n**Corporate Plan**: [2025-26](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf)\n\n## Our purpose / purposes\n\n> To improve the economic and social wellbeing of individuals, families and vulnerable members of Australian communities. [CP p.7](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=7) [[CP p.7](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=7)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=7)]\n\n## How we deliver\n\n> We work in partnership with government, non-government organisations and communities to ensure the effective development, management and delivery of evidence-based policies, payments, programs and services to support individuals, families and communities. [AR p.11](http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf#page=11) [[CP p.11](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=11)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=11)]\n\n## Government priorities for this department\n\n- get more people into work [[CP p.5](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)]\n- ensure a fair social security system [[CP p.5](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)]\n- break the cycle of entrenched disadvantage [[CP p.5](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)]\n- enable people to be well connected to their community [[CP p.5](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)]\n- end violence in families, relationships and communities [[CP p.5](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)]\n- help parents and carers to support their children’s development [[CP p.5](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)]\n\n## Outcomes\n\n### Outcome 1: Social Security\nEncourage self-reliance and support people who cannot fully support themselves through targeted payments and quality services. [[CP p.26](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=26)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=26)]\n\n**Key activities:**\n- Support for Families\n- Paid Parental Leave\n- Support for Seniors\n- Financial Support for People with Disability\n- Financial Support for Carers\n- Working Age Payments\n- Student Payments\n\n### Outcome 2: Families and Communities\nPromote stronger and more resilient families, children, individuals and communities by providing targeted supports. [[CP p.27](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=27)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=27)]\n\n**Key activities:**\n- Families and Communities\n\n## Values and principles\n\n_APS Values_\n\n- impartial\n- committed to service\n- accountable\n- respectful\n- ethical\n- stewardship\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Ensuring a fair and trusted social security payment system supporting people when and where they need it most, by working with Services Australia to simplify and improve service delivery arrangements. | Stability or improvement | [CP p.5](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5) |\n| CCE02 | Working to end family, domestic and sexual violence through the stewardship of the National Plan to End Violence against Women and Children 2022–2032 and initiatives such as the Leaving Violence Program. | Stability or improvement | [CP p.5](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5) |\n| CCE03 | Contributing to the Priority Reforms of the National Agreement on Closing the Gap targets to reduce the rate of representation in out-of-home care and family violence by transforming how we work with First Nations people, communities and organisations. | Stability or improvement | [CP p.5](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5) |\n| CCE04 | Building resilient individuals, strong families and communities, to break cycles of entrenched disadvantage. | Stability or improvement | [CP p.5](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5) |\n| CCE05 | Supporting children to be safe and thrive through ongoing implementation of the Paid Parental Leave Scheme Early Years Strategy 2024–2034, and a fully legislated, National Commissioner for Aboriginal and Torres Strait Islander Children and Young People. | Stability or improvement | [CP p.5](https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5)(https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf#page=5) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Ensuring a fair and trusted social security payment system supporting people when they need it most | Met | Achieved | [AR p.27](http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf#page=27)(http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf#page=27) |\n| CCE02 | Working to end family, domestic and sexual violence through the National Plan to End Violence against Women and Children 2022–2032 | Partially Met | Partially achieved | [AR p.20](http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf#page=20)(http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf#page=20) |\n| CCE03 | Implementing Closing the Gap reforms by 2031 to meet Target 12 to reduce the out-of-home care rate by 45% and Target 13 to reduce all forms of family violence and abuse against Aboriginal and Torres Strait Islander women and children by at least 50% | Not Met | Not achieved | [AR p.20](http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf#page=20)(http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf#page=20) |\n| CCE04 | Breaking the cycle of entrenched disadvantage to build resilient individuals, strong families and communities | Not Met | Not achieved | [AR p.20](http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf#page=20)(http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf#page=20) |\n| CCE05 | Supporting children to be safe and thrive through ongoing implementation of the Paid Parental Leave scheme, and reforms of services to families and children | Met | Achieved | [AR p.20](http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf#page=20)(http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf#page=20) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Department of Social Services - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:50:54.592529+00:00\n**Entity ID**: O-000924\n**Entity type**: Federal Department\n**Jurisdiction**: Commonwealth\n**Portfolio**: Social Services\n**Website**: http://www.dss.gov.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 1 |\n| corporate-plans | 5 |\n| global-intelligence | 3 |\n| other-pdfs | 4 |\n| pages | 41 |\n| reviews | 6 |\n| strategies | 12 |\n\n## Executive Readout\n\n### Purpose\n\n- Mission\nPurpose\nFamilies and Disability and\nSocial Security Housing\nCommunities Carers\n1.1 2.1 Families and 3.1 Disability and 4.1 Housing and\nFamily Assistance\nCommunities Carers Homelessness\n1.2 Support for 3.2 National Disability 4.2 Affordable\nSeniors Insurance Scheme Housing\n(NDIS)\n1.3 Financial Support\nfor People\nwith Disability\n1.4 Financial Support\nfor Carers\n1.5 Working Age\nPayments\n1.6 Student Payments\nXP Rent Assistance\nPage | 19\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- Target 2022–23 2023–24 2024–25 2025–26\nCommonwealth Rent Assistance CRA reduces CRA reduces CRA reduces CRA reduces\n(CRA) reduces the proportion of the proportion the proportion the proportion the proportion\nrecipient households in \"rental of recipient of recipient of recipient of recipient\nstress\" by at least 25 percentage households in households in households in households in\npoints1 \"rental stress\" \"rental stress\" \"rental stress\" \"rental stress\"\nby at least by at least by at least by at least\n25 percentage 25 percentage 25 percentage 25 percentage\npoints points points points\nRationale\nThis measure demonstrates the effect of CRA in achieving the objective Outcome 1 which aims to deliver:\na sustainable social security system that incentivises self-reliance and supports people who cannot fully\nsupport themselves by providing targeted payments and assistance.\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- Mission\nPurpose\nSocial Security Families and Disability Housing\nCommunities and Carers\n1.1 Support for Families 4.1 Housing and\n2.1 Families and 3.1 Disability and Carers Homelessness\n1.2 Paid Parental Leave\nCommunities\n3.2 National Disability 4.2 Affordable Housing\n1.3 Support for Seniors\nInsurance Scheme\n(NDIS)\n1.4 Financial Support for\nPeople with Disability\n1.5 Financial Support\nfor Carers\n1.6 Working Age Payments\n1.7 Student Payments\nXP Rent Assistance\nDepartment of Social Services Corporate Plan 2023–24 21\n Source: `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)`\n- [Page 4]\nContents\nPart one: Introduction 1\nSecretary’s foreword 1\nStatement of preparation 3\nOur purpose 4\nOur outcomes 4\nOur programs 4\nOur key activities 4\nOur planning and reporting framework 5\nPart two: Our operating context 6\nOur environment 6\nOur cross government priorities 7\nOur cooperation and collaboration 12\nOur portfolio agencies 12\nOur integrity 12\nOur capability 13\nOur governance 17\nOur risk management 18\nPart three: Our performance 21\nCategorising Data Sources 21\nOutcome 1: Social Security 22\nPrograms and activities 22\nOutcome 2: Families and Communities 42\nPrograms and activities 42\nOutcome 3: Disability and Carers 58\nPrograms and activities 58\nOutcome 4: Housing 76\nPrograms and activities 76\n Source: `corporate-plans/2024-25.pdf (https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf)`\n\n### Role and Functions\n\n- [Page 180]\nDepartment of Social Services\nNotes to and forming part of the financial statements\nEvents After the Reporting Period\nMachinery of Government Change – 13 May 2025\nAs a result of the Administrative Arrangements Order (AAO) issued on 13 May 2025, the following responsibilities\nwere transferred:\n• the Housing and Homelessness functions from the Social Services portfolio to the Treasury portfolio\n• the responsibility for policy and services for people with disability from the Social Services portfolio to the Health,\nDisability and Ageing portfolio.\n Source: `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)`\n- The department’s\nrole is to:\n1. provide policy advice to government on market and workforce issues, including identifying market gaps and\nways to address thin markets and supply gaps for the broader care and support sector\n2. provide policy advice on NDIS pricing and payments, including a project to deliver on bilateral state\nagreements\n3. implement the NDIS Market and Workforce Strategy and NDIS National Workforce plan\n4. report on market effectiveness from a policy perspective, including market KPIs\n5. extend the NDIS demand map to the broader care and support sector\n6. implement market roles and responsibilities with the states and territories, NDIA and NDIS Quality Safeguards\nCommission\nThe department delivers the Boosting the Local Care Workforce Program with EY Australia, the First Peoples\nDisability Network (Australia), and the Community Services Industry Alliance.\n Source: `corporate-plans/2021-22.pdf (https://www.dss.gov.au/system/files/resources/2021-22-dss-corporate-plan-final-accessible.pdf)`\n- Target 2021–22 2022–23 2023–24 2024–25\n♦ Recipient Recipient Recipient Recipient\nChanges in recipient numbers align with\nnumbers and numbers and numbers and numbers and\nmovements in the unemployment rate. unemployment unemployment unemployment unemployment\nrate are rate are rate are rate are\npositively positively positively positively\ncorrelated correlated correlated correlated\nRationale\nMeasuring the Extent to which payments are made to, or with respect to, people unable to fully support themselves\naims to demonstrate that people who are temporarily unable to support themselves through work or have a limited\ncapacity to work due to disability or caring responsibilities, are assisted financially.\n Source: `corporate-plans/2021-22.pdf (https://www.dss.gov.au/system/files/resources/2021-22-dss-corporate-plan-final-accessible.pdf)`\n- Targeting 500,000 NDIS participants by 30 June 2023, as reflected in the Portfolio Budget Statements 2021-22,\ndemonstrates the effectiveness of the key activity by showing the number of people supported through the NDIS.\n Source: `corporate-plans/2021-22.pdf (https://www.dss.gov.au/system/files/resources/2021-22-dss-corporate-plan-final-accessible.pdf)`\n- Target 2022–23 2023–24 2024–25 2025–26\n1.5-1A Changes in Recipient Recipient Recipient Recipient\nrecipient numbers align with numbers and numbers and numbers and numbers and\nmovements in the unemployment unemployment unemployment unemployment\nunemployment rate. rate are rate are rate are rate are\npositively positively positively positively\ncorrelated correlated correlated correlated\nRationale\nMeasuring the Extent to which payments are made to, or with respect to, people unable to fully support\nthemselves aims to demonstrate that people who are temporarily unable to support themselves through work\nor have a limited capacity to work due to disability or caring responsibilities, are assisted financially.\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- Performance Measure\nUnder review\nTarget 2022–23 2023–24 2024–25 2025–26\nTo be developed\nProgram Outputs\n• Administered outlays\nPage | 41\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n\n### Strategic Priorities\n\n- [Page 4]\nContents\nPart one: Introduction 1\nSecretary’s foreword 1\nStatement of preparation 3\nOur purpose 4\nOur outcomes 4\nOur programs 4\nOur key activities 4\nOur planning and reporting framework 5\nPart two: Our operating context 6\nOur environment 6\nOur cross government priorities 7\nOur cooperation and collaboration 12\nOur portfolio agencies 12\nOur integrity 12\nOur capability 13\nOur governance 17\nOur risk management 18\nPart three: Our performance 21\nCategorising Data Sources 21\nOutcome 1: Social Security 22\nPrograms and activities 22\nOutcome 2: Families and Communities 42\nPrograms and activities 42\nOutcome 3: Disability and Carers 58\nPrograms and activities 58\nOutcome 4: Housing 76\nPrograms and activities 76\n Source: `corporate-plans/2024-25.pdf (https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf)`\n- Our key deliverables for 2025–26 are:\n„ Consider people’s complex circumstances to improve their prospects of employment.\n„ Ensuring a fair and trusted social security payment system supporting people when and\nwhere they need it most, by working with Services Australia to simplify and improve service\ndelivery arrangements.\n„ Working to end family, domestic and sexual violence through the stewardship of the National\nPlan to End Violence against Women and Children 2022–2032 and initiatives such as the Leaving\nViolence Program.\n„ Contributing to the Priority Reforms of the National Agreement on Closing the Gap targets to\nreduce the rate of representation in out-of-home care and family violence by transforming\nhow we work with First Nations people, communities and organisations.\n„ Building resilient individuals, strong families and communities, to break cycles of entrenched\ndisadvantage.\n Source: `corporate-plans/2025-26.pdf (https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf)`\n- Our Priorities for 2022-23\nThe key priorities that we will deliver on behalf of the Australian Government are:\n ensuring the social security payment system provides support to people when they need it most\n working with key government partners to improve the supply of social and affordable housing,\nincluding for women and children fleeing domestic and family violence\n managing the abolition of the Cashless Debit Card program and ensuring support is in place for\ntransition of participants including to other income management arrangements\n delivering the National Redress Scheme for Institutional Child Sexual Abuse ensuring applicants are\nprovided with timely and trauma informed support\n supporting the development of the new National Plan to End Violence against Women and Children,\nand delivering key election commitments, including an additional 500 frontline domestic violence\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- Program 2.1\nFamilies and Communities\nKey activities*\n2.1.1 — Families and Children\n2.1.2 — Women’s Safety\n2.1.5 — Financial Wellbeing and Capability\n2.1.7 — National Redress Scheme for Institutional Child Sexual Abuse\n* The key activity numbering in Outcome 2 is not consecutive as it reflects the 2023–24 Portfolio Budget Statements\nappropriation numbering.\n Source: `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)`\n- Program 3.1 Program 3.2\nDisability and Carers National Disability Insurance Scheme\nKey activities Key activities*\n3.1.1 — Disability employment services 3.2.1 — NDIS Transition\n3.1.2 — Disability and Carer Support 3.2.3 — NDIS Participant Plans\n* The key activity numbering in Outcome 3 is not\nconsecutive as it reflects the 2023–24 Portfolio\nBudget Statements appropriation numbering.\n Source: `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)`\n- Our programs\nSocial Security Families and Disability Housing\nCommunities and Carers\n1.1 Support for Families 4.1 H ousing and\n1.2 Paid Parental Leave 2.1 F amilies and 3.1 Disability and Carers Homelessness\n1.3 Support for Seniors Communities 3.2 N ational Disability 4.2 Affordable Housing\n1.4 F inancial Support for Insurance Scheme\nPeople with Disability (NDIS)\n1.5 F inancial Support\nfor Carers\n1.6 Working Age Payments\n1.7 Student Payments\nOur key activities\nThe department undertakes key activities that contribute to the achievement of our purpose.\n Source: `corporate-plans/2024-25.pdf (https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf)`\n- PROGRAM 2.1\nFAMILIES AND COMMUNITIES\nKey activities*\n2.1.1 – Families and Children\n2.1.2 – Family Safety\n2.1.5 – Financial Wellbeing and Capability\n2.1.7 – National Redress Scheme for Institutional Child Sexual Abuse\n* The key activity numbering in Outcome 2 is not consecutive as it reflects the 2024-25 Portfolio Budget Statement\nappropriation numbering.\n Source: `corporate-plans/2024-25.pdf (https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf)`\n- The Strategy outlines a vision, 8 outcomes, principles to guide how the government will work to\nsupport children and families in the early years, and 4 priority focus areas, which are:\n1. value the early years\n2. empower parents, caregivers and families\n3. support and work with communities\n4. strengthen accountability and coordination.\n Source: `corporate-plans/2025-26.pdf (https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf)`\n- Delivering on our purpose will be focused on our key priorities:\nGetting more people into work\n▶\nEnsuring a fair and trusted social security payment system that\n▶\nsupports people when they need it most\nImplementing Closing the Gap reforms by 2031 to meet Target 12\n▶\nto reduce the out-of-home care rate by 45% and Target 13 to reduce\nall forms of family violence and abuse against Aboriginal and Torres\nStrait Islander women and children by at least 50%\nBreaking the cycle of entrenched disadvantage to build resilient\n▶\nindividuals, strong families and communities\nWorking to end family, domestic and sexual violence through\n▶\nthe National Plan to End Violence against Women and Children\n2022–2032\nSupporting children to be safe and thrive through ongoing\n▶\nimplementation of the Paid Parental Leave scheme, and reforms\nof services to families and children.\n Source: `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)`\n- [Page 34]\nOutcome 1: Social Security\nKey performance results\nProgram Key activities Target Result\n1.1 Support 1.1.1 Family Tax Payment targeted to low income Not met\nfor Families Benefit families (67% of support received by\nfamilies under the FTB lower income\nfree area).\n Source: `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Performance Measure – NDIS appeals\nNumber of people with disability provided with direct advocacy support through the NDIS Appeals program\nTarget 2021–22 2022–23 2023–24 2024–25\n♦ < 1 % < 1 % < 1 % < 1 %\nNumber of individual NDIS Appeals clients is less than\n1 per cent of active NDIS participants.\n Source: `corporate-plans/2021-22.pdf (https://www.dss.gov.au/system/files/resources/2021-22-dss-corporate-plan-final-accessible.pdf)`\n- Performance Measure\n1.1.2.1 Extent to which separated parents in the child support system are supporting their children\nTarget 2022–23 2023–24 2024–25 2025–26\n 1.1.2.1A At least 85% of Family Tax Benefit Part A ≥85 % ≥85 % ≥85 % ≥85 %\nchildren of separated parents meet the maintenance\naction test requirements.\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- Performance Measure\n1.1.3-1 Extent to which parents take Parental Leave Pay\nTarget 2022–23 2023–24 2024–25 2025–26\n 1.1.3-1A At least 95% of eligible ≥95 % ≥95 % ≥95 % ≥95 %\nParental Leave Pay families access\npayment.\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- Performance Measure\nUnder review\nTarget 2022–23 2023–24 2024–25 2025–26\nTo be developed\nProgram Outputs\n• Administered outlays\nPage | 41\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- Performance Measure\n3.1.1-1 - Extent to which people with disability are supported to find and maintain employment through\nDisability Employment Services\nTarget 2022–23 2023–24 2024–25 2025–26\n 3.1.1-1A - At least 40% of job ≥ 40 % to 13 ≥ 40 % to 13 ≥ 40 % to 13 ≥ 40 % to 13\nplacements sustained to 13 weeks. weeks weeks weeks weeks\n 3.1.1-1B - At least 30% of job ≥ 30 % to 26 ≥ 30 % to 26 ≥ 30 % to 26 ≥ 30 % to 26\nplacements sustained to 26 weeks. weeks weeks weeks weeks\n 3.1.1-1C - At least 20% of job ≥ 20 % to 52 ≥ 20 % to 52 ≥ 20 % to 52 ≥ 20 % to 52\nplacements sustained to 52 weeks. weeks weeks weeks weeks\nRationale\nMeasuring the extent to which people with disability are supported to find and maintain employment through\nDisability Employment Services aims to demonstrate that DES has assisted people with disability, injury or\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- Performance Measure\n1.1.2.1 Extent to which separated parents in the child support system are supporting their children\nTarget 2023–24 2024–25 2025–26 2026–27\n1.1.2.1A At least 85% of Family Tax Benefit ≥ 85 % ≥ 85 % ≥ 85 % ≥ 85 %\nPart A children of separated parents meet the\nmaintenance action test requirements.\n Source: `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)`\n- Performance Measure\n1.2.1-1 Extent to which parents take Parental Leave Pay\nTarget 2023–24 2024–25 2025–26 2026–27\n1.2.1-1A At least 95% of eligible Parental ≥ 95 % ≥ 95 % ≥ 95 % ≥ 95 %\nLeave Pay families’ access payment.\n Source: `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)`\n- [Page 60]\nPerformance Measure\n3.1.1-1 - Extent to which people with disability are supported to find and maintain employment through\nDisability Employment Services\nTarget 2023–24 2024–25 2025–26 2026–27\n 3.1.1-1A - At least 40% of job ≥ 40 % to ≥ 40 % to ≥ 40 % to ≥ 40 % to\nplacements sustained to 13 weeks.\n Source: `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)`\n- [Page 68]\nPerformance Measure\n3.2.3-1 National Disability Insurance Scheme cost growth is sustainable\nTarget 2023–24 2024–25 2025–26 2026–27\n 3.2.3-1A Annual growth in the total N/A N/A N/A 8 %\ncosts of the Scheme of no more\nthan 8 per cent by 1 July 2026, with\nfurther moderation of growth as the\nScheme matures.\n Source: `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)`\n- Performance Measure\n2.1.2-1 Successful delivery of DSS-led national initiatives under the National Plan to End Violence\nagainst Women and Children 2022–2032\nTarget 2024–25 2025–26 2026–27 2027–28\n 2.1.2-1A - Demonstrated achievement of The TBD TBD TBD\ncontinued successful delivery of initiatives department\nunder the National Plan to End Violence will report\nagainst Women and Children 2022–2032. outputs for\n8 significant\ninitiatives\nRationale\nThis measure primarily demonstrates the achievement of outputs from the national programs\nadministered by the department which directly support implementation of the National Plan.\n Source: `corporate-plans/2024-25.pdf (https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf)`\n- [Page 69]\nData Categorisation\nCategorisation of data source Data source\nADS Outcomes Framework - Australian Institute of Health\nSecondary source Tier 2\nand Welfare\nSecondary source Tier 2 National Disability Data Asset\nPrimary source Tier 1 DSS SAP Essentials reporting\nPerformance Measure\n3.1.2-4 Progress towards the target relating to younger people in residential aged care (YPIRAC).\n Source: `corporate-plans/2024-25.pdf (https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf)`\n- Performance Measure\n1.4.1-1 Extent to which Disability Support Pension policies support a Disability Support Pension\nrecipient to participate in the workforce\nTarget 2025–26 2026–27 2027–28 2028–29\n 1.4.1-1A - Longer-term Disability Support Met/ Met/ Met/ Met/\nPension recipients participate in the Not Met Not Met Not Met Not Met\nworkforce at a higher rate than newly\ngranted Disability Support Pension recipients\nRationale\nComparing the extent to which Disability Support Pension recipients participate in the\nworkforce when they first enter the payment (up to the first 2 years on payment) against longer\nterm recipients of payment (more than 2 years on payment) demonstrates that the payment\nsupports recipients who are less likely to be able to fully support themselves when they seek\nsocial security support and supports recipients to increase workforce participation, where they\n Source: `corporate-plans/2025-26.pdf (https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf)`\n- Performance Measure\n1.7.1-1 Extent to which payment recipients have improved financial self-reliance\nTarget 2025–26 2026–27 2027–28 2028–29\n 1.7.1-1A The Increases in Increases in Increases in Increases in\nproportion of exit rates align exit rates align exit rates align exit rates align\nAustudy, Youth with decreases with decreases with decreases with decreases\nAllowance and in the in the in the in the\nABSTUDY recipients unemployment unemployment unemployment unemployment\nwho are not rate. rate. rate. rate.\nreceiving income\nsupport 12 months\nafter exiting student\npayments reflect the\nnumber of people\nwho are able to fully\nsupport themselves\nthrough work.\n Source: `corporate-plans/2025-26.pdf (https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf)`\n- Performance Measure\n2.1.1-1 Extent to which individuals have improved individual and family functioning\nTarget 2025–26 2026–27 2027–28 2028–29\n 2.1.1-1A - At least 75% of clients in reporting ≥75% ≥75% ≥75% ≥75%\nservices have improved family functioning.\n Source: `corporate-plans/2025-26.pdf (https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $6.5 million, 6.5 million | [Page 142]\nTable 4.4.2: Trends in administered finances\n2024–25 2023–24 Change\n$ million $ million $ million\nRecoveries 271.5 354.8 (83.3)\nInterest 109.9 111.2 (1.3)\nOther revenue 112.5 67.2 (45.3)\nTotal revenue 493.9 533.2 (39.3)\nSuppliers 238.5 203.3 35.2\nSubsidies 42.3 67.1 (24.8)\nPersonal benefits 146,290.1 136,962.1 9,328.0\nGrants 2,779.5 2,556.4 223.1\nPayments to National Disability Insurance 35,813.9 32,312.9 3,501.0\nAgency\nOther expenses | `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)` |\n| $14.4 billion, 14.4 billion | [Page 79]\nBudget Savings anticipated by 2024–25 legislative reforms:\nNDIS legislative reforms are projected to moderate the growth in NDIS expenses by $14.4 billion\nin payment terms over four years from 2024–25, once the 8% annual growth target is accounted\nfor. | `corporate-plans/2024-25.pdf (https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf)` |\n| $6.8 million, $185.4 billion, 6.8 million, 185.4 billion | [Page 141]\nChapter 4.4 Managing our finances\nFinancial overview\nIn 2024–25, the department reported a net cash operating loss of $6.8 million and\nadministered expenses of $185.4 billion on behalf of the government. | `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)` |\n| $4.9 billion, $40 , 4.9 billion | The 2023–24 Budget included a number of measures that will increase financial support to recipients\nof working age payments from 20 September 2023:\n„ $4.9 billion over 5 years to increase working age and student payments by $40 per fortnight, including\nJobSeeker Payment, Youth Allowance (Other) and Parenting Payment (Partnered). | `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)` |\n| $41.2 million, 41.2 million | As part of the 2024–25 Budget, the government allocated $41.2 million from 2023–24\nto extend access to a higher JobSeeker Payment rate for single recipients with\nan assessed partial capacity to work of less than 15 hours per week. | `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)` |\n| $40 , 15 per cent | The 2024-25 Budget income support measures build on the 2023-24 Budget measures, which\nincluded increases to working age and student payments by at least $40 per fortnight, increases\nto Commonwealth Rent Assistance maximum rates by 15 per cent, and the expansion of\neligibility to Parenting Payment Single to single parents with a youngest child under 14 years. | `reviews/australian-government-response-community-affairs-reference-committee-inquiry-ade.pdf (http://www.dss.gov.au/system/files/documents/2024-11/australian-government-response-community-affairs-reference-committee-inquiry-adequacy-newstart-and.pdf)` |\n| $11.5 billion, 11.5 billion | Together, the 2024-25 and 2023-24 Budget income support measures, represent an additional\n$11.5 billion investment in the social safety net. | `reviews/australian-government-response-community-affairs-reference-committee-inquiry-ade.pdf (http://www.dss.gov.au/system/files/documents/2024-11/australian-government-response-community-affairs-reference-committee-inquiry-adequacy-newstart-and.pdf)` |\n| $80.1 million, $26.1 million, 80.1 million, 26.1 million | [Page 3]\nThe 2023-24 Budget provided an additional $80.1 million to extend Redress Support Services\nto 30 June 2027 and as part of the 2024-25 Budget, support for redress applicants was\nstrengthened, with $26.1 million over four years to provide targeted support to applicants who\nsubmit incomplete or otherwise unactionable applications. | `reviews/australian-government-response-joint-standing-committee-report-february-2026-fin.pdf (http://www.dss.gov.au/system/files/documents/2026-03/australian-government-response-joint-standing-committee-report-february-2026-final.pdf)` |\n| $80.1 million, 80.1 million | The 2023-24 Budget provided an additional $80.1 million to extend Redress Support Services\nto 30 June 2027. | `reviews/australian-government-response-joint-standing-committee-report-february-2026-fin.pdf (http://www.dss.gov.au/system/files/documents/2026-03/australian-government-response-joint-standing-committee-report-february-2026-final.pdf)` |\n| $7.2 million, $26.1 million, 7.2 million, 26.1 million | The 2024-25 Budget provided an additional $7.2 million for Knowmore and\n$26.1 million over four years to provide targeted support to applicants who submit incomplete\nor otherwise unactionable applications. | `reviews/australian-government-response-joint-standing-committee-report-february-2026-fin.pdf (http://www.dss.gov.au/system/files/documents/2026-03/australian-government-response-joint-standing-committee-report-february-2026-final.pdf)` |\n| $27.2 million, $11.5 million, $15.7 million, 27.2 million, 11.5 million, 15.7 million | The 2025-26 Budget also included an additional\n$27.2 million in additional funding to support services for applicants with additional funding\nin 2025-26 of $11.5 million for Knowmore, and $15.7 million for Redress Support Services. | `reviews/australian-government-response-joint-standing-committee-report-february-2026-fin.pdf (http://www.dss.gov.au/system/files/documents/2026-03/australian-government-response-joint-standing-committee-report-february-2026-final.pdf)` |\n| $1.9 billion, 1.9 billion, 15 per cent | This represents an\ninvestment of $1.9 billion over five years from 2023-24 and builds on the Government’s\n15 per cent increase to Commonwealth Rent Assistance maximum rates in the last\nBudget. | `reviews/australian-government-response-community-affairs-reference-committee-inquiry-ade.pdf (http://www.dss.gov.au/system/files/documents/2024-11/australian-government-response-community-affairs-reference-committee-inquiry-adequacy-newstart-and.pdf)` |\n| 1 per cent | Performance Measure – NDIS appeals\nNumber of people with disability provided with direct advocacy support through the NDIS Appeals program\nTarget 2021–22 2022–23 2023–24 2024–25\n♦ < 1 % < 1 % < 1 % < 1 %\nNumber of individual NDIS Appeals clients is less than\n1 per cent of active NDIS participants. | `corporate-plans/2021-22.pdf (https://www.dss.gov.au/system/files/resources/2021-22-dss-corporate-plan-final-accessible.pdf)` |\n| 8 per cent | [Page 68]\nPerformance Measure\n3.2.3-1 National Disability Insurance Scheme cost growth is sustainable\nTarget 2023–24 2024–25 2025–26 2026–27\n 3.2.3-1A Annual growth in the total N/A N/A N/A 8 %\ncosts of the Scheme of no more\nthan 8 per cent by 1 July 2026, with\nfurther moderation of growth as the\nScheme matures. | `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)` |\n\n## Key Achievements\n\n- [Page 53]\nData Categorisation\nInitiative Data categorisation\nData source\n1800RESPECT Telstra Health Contact\nTertiary source Tier 2 Management System\n(GENESYS)\nOur Watch Our Watch Performance\nTertiary source Tier 2\nEvaluation Framework\nprogress report\nOur Watch Activity Workplan\nSecondary source Tier 2\nprogress report\nDV-alert Department of Social Services\nSecondary source Tier 3\nData Exchange (DEX)\nAustralia’s National ANROWS research/technical\nResearch Organisation for Tertiary source Tier 1 reports\nWomen’s Safety (ANROWS)\nThe Stop it at the Start 11x Monthly media buy\nTertiary source Tier 1\ncampaign expenditure report from\nUniversal McCann\n1 x Final media performance\nreport, from Universal\nTertiary source Tier 1 McCann, delivered in June\n2025 which reports on\nperformance across whole\ncampaign\n1 x Approved Media Strategy\nTertiary source Tier 1\nand Media Plan\n Source: `corporate-plans/2024-25.pdf (https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf)`\n- [Page 78]\nTarget 2024–25 2025–26\n 3.2.3-2A Legislative amendments developed Criterion is met if Criterion is met if\nfor government 3 of the 3 progress 3 of the 3 progress\nmilestones are milestones are\ndelivered. delivered.\n Source: `corporate-plans/2024-25.pdf (https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf)`\n- [Page 150]\nProgress and achievements\nDelivery of Budget measures\nThe 2022–23 October Budget reconfirmed $30 million to support outcomes under\nSafe and Supported to protect children from violence, abuse and neglect.\n Source: `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)`\n- Target 2021–22 2022–23 2023–24 2024–25\n♦ ≥ 60 % ≥ 60 % ≥ 60 % ≥ 60 %\nAt least 60 per cent of NDIS participants aged school age\nto 14 attend school in a mainstream class.\n♦ ≥ 70 % ≥ 70 % ≥ 70 % ≥ 70 %\nAt least 70 per cent of NDIS participants with disability\naged 18–24 have completed secondary school.\n Source: `corporate-plans/2021-22.pdf (https://www.dss.gov.au/system/files/resources/2021-22-dss-corporate-plan-final-accessible.pdf)`\n- Target 2021–22 2022–23 2023–24 2024–25\n♦ ≥ 80 % ≥ 80 % ≥ 80 % ≥ 80 %\nAt least 80 per cent of NDIS participants report\nsatisfaction with the Scheme planning process.\n♦ ≥ 25 % ≥ 25 % ≥ 25 % ≥ 25 %\nAt least 25 per cent of working age NDIS\nparticipants in paid employment.\n♦ ≥ 45 % ≥ 45 % ≥ 45 % ≥ 45 %\nAt least 45 per cent of NDIS participants involved\nin community and social activities.\n♦ Progress Progress Entry only for Entry only for\nNo people under 65 years entering residential towards target towards target people who people who\naged care by the end of 2022 apart from in (Dec 2022) (Dec 2022) have have\nexceptional circumstances. exceptional exceptional\ncircumstances circumstances\nPage | 52\n Source: `corporate-plans/2021-22.pdf (https://www.dss.gov.au/system/files/resources/2021-22-dss-corporate-plan-final-accessible.pdf)`\n- This program also includes the\nJobs and Market Fund.\n♦ Progress Progress Only people Only people\nNo people under 45 years living in residential towards target towards target under 45 with under 45 with\naged care by the end of 2022 apart from in (Dec 2022) (Dec 2022) exceptional exceptional\nexceptional circumstances. circumstances circumstances\n♦ Progress Progress Progress Progress\nNo people under 65 years living in residential\ntowards towards towards target towards target\naged care by the end of 2025 apart from in target (Dec target (Dec (Dec 2025) (Dec 2025)\nexceptional circumstances.\n Source: `corporate-plans/2021-22.pdf (https://www.dss.gov.au/system/files/resources/2021-22-dss-corporate-plan-final-accessible.pdf)`\n- Target 2022–23 2023–24 2024–25 2025–26\n 2.1.2-1A - Demonstrated The To be To be To be\nachievement towards successful department will developed developed developed\nimplementation of initiatives report outputs pending pending pending\nunder the National Plan to End for 7 significant finalisation of finalisation of finalisation of\nViolence against Women and initiatives. the National the National the National\nChildren 2022-2032.\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- Target 2022–23 2023–24 2024–25 2025–26\n2.1.5-2A - The Scheme will engage and ≥95 % ≥95 % ≥95 % ≥95 %\nmaintain participation, with institutions on-board\nto cover ≥ 95% of applications in progress.\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- Target 2022–23 2023–24 2024–25 2025–26\n 3.2.3-2A - No people under 65 Progress Entry only for Entry only for Entry only for\nyears entering residential aged towards people who people who people who\ncare by the end of 2022 apart from target (Dec have have have\nin exceptional circumstances.\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- 2022) exceptional exceptional exceptional\ncircumstances circumstances circumstances\n 3.2.3-2B - No people under 45 Progress Only younger Only younger Only younger\nyears living in residential aged towards people under 45 people under 45 people under 45\ncare by the end of 2022 apart from target (Dec with exceptional with exceptional with exceptional\nin exceptional circumstances.\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- Target 2022–23 2023–24 2024–25 2025–26\n 4.1.1-2A - States and territories report States and To be To be To be\non the number of dwellings for social territories developed* developed* developed*\nhousing and the number of specialist report on the\nhomelessness services delivered. number of\ndwellings for\nsocial housing\n* Bilateral agreements under the NHHA and the number\nexpire at the end of 2022-23, beyond which of specialist\nfunding is subject to negotiation. homelessness\nservices\ndelivered\nRationale\nAs a requirement under NHHA, states and territories report their expenditure (and the number of) on social\nhousing dwellings and the number of specialist homelessness services.\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- Target 2023–24 2024–25 2025–26 2026–27\n 2.1.2-1A - Demonstrated The department The department The department The department\nachievement of continued will report will report will report will report\nsuccessful delivery of initiatives outputs for outputs for select select\nunder the National Plan to End 8 significant 8 significant outcomes under outcomes under\nViolence against Women and initiatives initiatives the National the National\nChildren 2022–2032. plan plan\n46 Corporate Plan 2023–24 Department of Social Services\n Source: `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- The group is a key enabler in ensuring the financial health of the department\nthrough advice to the:\n Executive Management Group in a timely and accurate manner about financial performance,\nforecast, pressures and risks\n departmental managers, in relation to:\n1. the development of robust and easy to use financial management policies, systems and\nprocesses\n2. assisting in the development of new policy proposals and coordinating the Budget process\n3. the provision of timely and accurate financial information, analysis and advice\n4. anticipating financial issues and working collaboratively in developing solutions\n5. financial literacy training and support to enhance financial knowledge; and\n6. procurement advice\nPage | 14\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- [Page 114]\nChapter 4.1 Governance structure\nCommittees supporting our business\nAt 30 June 2025, our governance committee structure included the\nExecutive Management Group, which is supported by 3 Tier 2 committees, which\nprovide advice and assurance to the Secretary on the administration and operation\nof the department and the Audit and Risk Committee, which provides independent\nassurance and advice to the Secretary.\n Source: `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)`\n- Figure 12: Our governance structure as at 30 June 20259\nSecretary\nExecutive Management Group Audit and Risk Committee\nPolicy People ICT\nCommittee Committee Committee\nThe following text is a detailed description of Figure 12:\nSecretary\nExecutive Management Group\n▶\nPolicy Committee\n▷\nPeople Committee\n▷\nICT Committee\n▷\nAudit and Risk Committee\n▶\n9 On 8 April 2025 the Program Committee was disbanded.\n Source: `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)`\n- [Page 140]\nestablishing a new framework to improve the employee experience for (d)Deaf\n▶\nor hearing-impaired employees\naccessible, user-friendly processes to support employees to access workstation\n▶\nassessments and relevant ergonomic equipment to enable them to work safely\nimproving knowledge and capability around identifying and responding to\n▶\npsychosocial hazards\nproactive audit of the internal psychosocial risk management approach and\n▶\ncontinued improvement in the established model\nimplementing various corrective actions resulting from previous audits on the\n▶\nrehabilitation management and work health and safety systems, confirming\npolicies and processes continue to support employees and provide for a safe\nworkplace\nworking towards achieving work health and safety targets and rehabilitation case\n▶\nmanagement key performance indicators, to ensure legislative compliance and\n Source: `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)`\n- The group is a key enabler in the financial stewardship of the department, providing\nadvice to the:\n„ Executive Management Group in a timely and accurate manner about financial performance,\nforecast, pressures and risks\n„ departmental managers, in relation to:\n1 the development of robust and easy to use financial management policies, systems and processes\n2 assisting in the development of new policy proposals and coordinating the Budget process\n3 the provision of timely and accurate financial information, analysis and advice\n4 anticipating financial issues and working collaboratively in developing solutions\n5 financial literacy training and support to enhance financial knowledge; and procurement\nadvice, use of credit cards, travel and fleet management.\n Source: `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)`\n- [pages 114,115,116,117]\non\nof the department and the Audit and Risk Committee, which provides independent\nassurance and advice to the Secretary.\n Source: `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)`\n- Target 2022–23 2023–24 2024–25 2025–26\n2.1.5-3A - The Scheme will issue ≥ 80% of ≥80 % ≥80 % ≥80 % ≥80 %\neligible survivors an advance payment within\n7 days of receiving acceptance documentation.\n Source: `corporate-plans/2022-23.pdf (https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf)`\n- Governance structure diagram\nSecretary\nExecutive Management Group Audit and Risk Committee\nPolicy and People and\nProgram ICT\nEvaluation Culture\nCommittee Committee\nCommittee Committee\nDepartment of Social Services Corporate Plan 2023–24 17\n Source: `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)`\n- Target 2023–24 2024–25 2025–26 2026–27\n2.1.7-3A - The Scheme will issue at least ≥ 80 % ≥ 80 % ≥ 80 % ≥ 80 %\n80 per cent of eligible survivors an advance\npayment within 7 days of receiving acceptance\ndocumentation.\n Source: `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)`\n- [Page 4]\nContents\nPart one: Introduction 1\nSecretary’s foreword 1\nStatement of preparation 3\nOur purpose 4\nOur outcomes 4\nOur programs 4\nOur key activities 4\nOur planning and reporting framework 5\nPart two: Our operating context 6\nOur environment 6\nOur cross government priorities 7\nOur cooperation and collaboration 12\nOur portfolio agencies 12\nOur integrity 12\nOur capability 13\nOur governance 17\nOur risk management 18\nPart three: Our performance 21\nCategorising Data Sources 21\nOutcome 1: Social Security 22\nPrograms and activities 22\nOutcome 2: Families and Communities 42\nPrograms and activities 42\nOutcome 3: Disability and Carers 58\nPrograms and activities 58\nOutcome 4: Housing 76\nPrograms and activities 76\n Source: `corporate-plans/2024-25.pdf (https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf)`\n- Secretary\nExecutive Management Group Audit and Risk Committee\nPolicy & People\nProgram ICT\nEvaluation & Culture\nCommittee Committee\nCommittee Committee\n17 Department of Social Services | Corporate Plan 2024–25\n Source: `corporate-plans/2024-25.pdf (https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf)`\n- Target 2024–25 2025–26 2026–27 2027–28\n2.1.7-3A - The Scheme will issue at least 80% ≥ 80% ≥ 80% ≥ 80% ≥ 80%\nof eligible survivors an advance payment\nwithin 7 days of receiving acceptance\ndocumentation.\n Source: `corporate-plans/2024-25.pdf (https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf)`\n- Secretary\nExecutive Management Group Audit and Risk Committee\nPolicy ICT People Delivery\nCommittee Committee Committee Committee\n16 Department of Social Services | Corporate Plan 2025–26\n Source: `corporate-plans/2025-26.pdf (https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf)`\n- Target 2025–26 2026–27 2027–28 2028–29\n2.1.7-3A - The Scheme will issue at least 80% ≥ 80% ≥ 80% ≥ 80% ≥ 80%\nof eligible survivors an advance payment\nwithin 7 days of receiving acceptance\ndocumentation.\n Source: `corporate-plans/2025-26.pdf (https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Integrity There is a risk to the „ Design, develop and implement processes that meet the\ndepartment maintaining requirements of the National Anti-Corruption Commission\nthe highest standards of including an Integrity Strategy, Framework and standing\nintegrity, public service up an integrity team within the department.\nvalues and professionalism\n„ Continue educating staff on their responsibilities for\nin the work we do.\nmaintaining integrity through the delivery of mandatory\ntraining on APS values, code of conduct, fraud\nawareness, employment principles and expectations.\n Source: `corporate-plans/2023-24.pdf (https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf)`\n- [Page 4]\nContents\nPart one: Introduction 1\nSecretary’s foreword 1\nStatement of preparation 3\nOur purpose 4\nOur outcomes 4\nOur programs 4\nOur key activities 4\nOur planning and reporting framework 5\nPart two: Our operating context 6\nOur environment 6\nOur cross government priorities 7\nOur cooperation and collaboration 12\nOur portfolio agencies 12\nOur integrity 12\nOur capability 13\nOur governance 17\nOur risk management 18\nPart three: Our performance 21\nCategorising Data Sources 21\nOutcome 1: Social Security 22\nPrograms and activities 22\nOutcome 2: Families and Communities 42\nPrograms and activities 42\nOutcome 3: Disability and Carers 58\nPrograms and activities 58\nOutcome 4: Housing 76\nPrograms and activities 76\n Source: `corporate-plans/2024-25.pdf (https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf)`\n- The Strategy outlines a vision, 8 outcomes, principles to guide how the government will work to\nsupport children and families in the early years, and 4 priority focus areas, which are:\n1. value the early years\n2. empower parents, caregivers and families\n3. support and work with communities\n4. strengthen accountability and coordination.\n Source: `corporate-plans/2025-26.pdf (https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf)`\n- Communities are strong and inclusive places for children and\ntheir parents or caregivers to live, grow, play and connect\nValue the early years\npriority\n„ Raise awareness about why early childhood matters\nfocus „ Embed the voices of children and their families\nareas\nEmpower parents, caregivers and families\n„ Empower parents, caregivers and families with skills, resources\nand capabilities\n„ Support parents to connect with other parents and their local community\n„ Make supports and services responsive and inclusive to children and\ntheir parents\n„ Move towards universal access to early childhood education and care\nSupport and work with communities\n„ Support local solutions to local problems\n„ Foster shared decision making\nStrengthen accountability and coordination\n„ Better integration, collaboration and coordination of policy,\nprograms and services\n„ Stronger data, research and evaluation\n Source: `strategies/early-years-strategy-2024-2034-strategy-snapshot.pdf (http://www.dss.gov.au/system/files/resources/early-years-strategy-2024-2034-strategy-snapshot.pdf)`\n- The total\nvalue of redress monetary payments was $284,065,313\n2,367 people accepted the offer of counselling and psychological care services\n▶\nas part of their redress outcome:\n276 people accessed a total of 6,814 hours of counselling and psychological\n▷\ncare services nationally\nan average of around 11 hours of these services were provided per person\n▷\n1,815 people accepted the offer of a DPR from an institution:7\n▶\n130 people completed their DPR process with or in respect of 166 institutions\n▷\n133 people made contact with 177 institutions to begin the process to receive\n▷\ntheir DPR\n48% of applications named more than one institution in their application, and\n▶\n6% of applications named 4 or more institutions.\n Source: `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)`\n- In 2024–25,\nthe Community Grants Hub managed 29,228 grants for the department and client\nagencies totalling $11.6 billion in value for the financial year, including fee-for-service\narrangements and reimbursement payments.\n Source: `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)`\n- This process will be carried out in accordance with section 72 of the Public Service Act 1999,\nwhich authorises the movement of staff between agencies, and section 75 of the Public Governance, Performance\nand Accountability Act 2013, which enables the transfer of appropriation funding.\n Source: `annual-reports/2024-25.pdf (http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf)`\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2021-22.pdf` - corporate-plans - https://www.dss.gov.au/system/files/resources/2021-22-dss-corporate-plan-final-accessible.pdf\n- `corporate-plans/2022-23.pdf` - corporate-plans - https://www.dss.gov.au/system/files/resources/master-corporate-plan-2022-23-accessible-31-aug-2022.pdf\n- `corporate-plans/2023-24.pdf` - corporate-plans - https://www.dss.gov.au/system/files/resources/dss-2023-24-corporate-plan.pdf\n- `corporate-plans/2024-25.pdf` - corporate-plans - https://www.dss.gov.au/system/files/resources/department-social-services-2024-25-corporate-plan.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf\n- `strategies/5481-b-dss-early-years-strategy-er-fa-accessible.pdf` - strategies - http://www.dss.gov.au/system/files/resources/5481-b-dss-early-years-strategy-er-fa-accessible.pdf\n- `strategies/consultation-report-early-years-strategy-er-fa-accessible.pdf` - strategies - http://www.dss.gov.au/system/files/resources/consultation-report-early-years-strategy-er-fa-accessible.pdf\n- `strategies/early-years-strategy-consultation-report-arabic_0.pdf` - strategies - http://www.dss.gov.au/system/files/resources/early-years-strategy-consultation-report-arabic_0.pdf\n- `strategies/early-years-strategy-consultation-report-simplified-chinese_0.pdf` - strategies - http://www.dss.gov.au/system/files/resources/early-years-strategy-consultation-report-simplified-chinese_0.pdf\n- `strategies/early-years-strategy-consultation-report-2023_0.pdf` - strategies - http://www.dss.gov.au/system/files/resources/early-years-strategy-consultation-report-2023_0.pdf\n- `strategies/arabic-early-years-strategy-2024-2034.pdf` - strategies - http://www.dss.gov.au/system/files/resources/arabic-early-years-strategy-2024-2034.pdf\n- `strategies/early-years-strategy-2024-2034-strategy-snapshot.pdf` - strategies - http://www.dss.gov.au/system/files/resources/early-years-strategy-2024-2034-strategy-snapshot.pdf\n- `strategies/early-years-strategy-2024-2034.pdf` - strategies - http://www.dss.gov.au/system/files/resources/early-years-strategy-2024-2034.pdf\n- `strategies/hindi-early-years-strategy-2024-2034.pdf` - strategies - http://www.dss.gov.au/system/files/resources/hindi-early-years-strategy-2024-2034.pdf\n- `strategies/simplified-chinese-early-years-strategy-2024-2034.pdf` - strategies - http://www.dss.gov.au/system/files/resources/simplified-chinese-early-years-strategy-2024-2034.pdf\n- `strategies/vietnamese-early-years-strategy-2024-2034.pdf` - strategies - http://www.dss.gov.au/system/files/resources/vietnamese-early-years-strategy-2024-2034.pdf\n- `strategies/why-children-and-their-early-years-matter-evidencesummary-support-early-years-st.pdf` - strategies - http://www.dss.gov.au/system/files/resources/why-children-and-their-early-years-matter-evidencesummary-support-early-years-strategy-2024-2034.pdf\n- `reviews/australian-government-response-community-affairs-reference-committee-inquiry-ade.pdf` - reviews - http://www.dss.gov.au/system/files/documents/2024-11/australian-government-response-community-affairs-reference-committee-inquiry-adequacy-newstart-and.pdf\n- `reviews/government-response-review-income-management-legislative-instruments.pdf` - reviews - http://www.dss.gov.au/system/files/documents/2024-11/government-response-review-income-management-legislative-instruments.pdf\n- `reviews/government-response-senate-inquiry-dsp.pdf` - reviews - http://www.dss.gov.au/system/files/documents/2024-11/government-response-senate-inquiry-dsp.pdf\n- `reviews/australian-government-response-inquiry-potential-impacts-commonwealth-paid-paren.pdf` - reviews - http://www.dss.gov.au/system/files/documents/2026-03/australian-government-response-inquiry-potential-impacts-commonwealth-paid-parental-leave-scheme.pdf\n- `reviews/australian-government-response-joint-standing-committee-report-february-2026-fin.pdf` - reviews - http://www.dss.gov.au/system/files/documents/2026-03/australian-government-response-joint-standing-committee-report-february-2026-final.pdf\n- `reviews/australian-government-response.pdf` - reviews - http://www.dss.gov.au/system/files/documents/2026-03/australian-government-response.pdf\n- `pages/about.html` - pages - http://www.dss.gov.au\n- `pages/announcements-index.html` - pages - http://www.dss.gov.au/budget-and-additional-estimates-statements\n- `pages/annual-reports-index.html` - pages - http://www.dss.gov.au/about-the-department/publications-articles/corporate-publications/annual-reports\n- `pages/annual-reports-index__00.html` - pages - http://www.dss.gov.au/annual-reports/resource/department-social-services-annual-report-2024-25\n- `pages/corporate-plans-index.html` - pages - https://www.dss.gov.au/corporate-plans\n- `pages/corporate-plans-index__01.html` - pages - https://www.dss.gov.au/corporate-plans/resource/department-social-services-corporate-plan-2025-26\n- `pages/corporate-plans-index__02.html` - pages - https://www.dss.gov.au/corporate-plans/resource/department-social-services-corporate-plan-2024-25\n- `pages/corporate-plans-index__03.html` - pages - https://www.dss.gov.au/corporate-plans/resource/department-social-services-corporate-plan-2023-24\n- `pages/corporate-plans-index__04.html` - pages - https://www.dss.gov.au/corporate-plans/resource/department-social-services-corporate-plan-2022-23\n- `pages/corporate-plans-index__05.html` - pages - https://www.dss.gov.au/corporate-plans/resource/department-social-services-corporate-plan-2021-22\n- `pages/homepage.html` - pages - http://www.dss.gov.au\n- `pages/inquiries-index.html` - pages - http://www.dss.gov.au/responses-government-inquiries\n- `pages/inquiries-index__22.html` - pages - https://www.dss.gov.au/responses-government-inquiries\n- `pages/inquiries-index__23.html` - pages - http://www.dss.gov.au/responses-government-inquiries\n- `pages/inquiries-index__24.html` - pages - http://www.dss.gov.au/responses-government-inquiries/resource/australian-government-response-senate-community-affairs-references-committee-report-inquiry-extent-and-nature-poverty-australia\n- `pages/inquiries-index__25.html` - pages - http://www.dss.gov.au/responses-government-inquiries/resource/australian-government-response-senate-education-and-employment-references-committee-report-inquiry-potential-impacts-commonwealth-paid-parental-leave-scheme-small-businesses-and-their-employees\n- `pages/inquiries-index__26.html` - pages - http://www.dss.gov.au/responses-government-inquiries/resource/australian-government-response-joint-standing-committee-implementation-national-redress-scheme-inquiry-operation-national-redress-scheme-report-redress-journey-justice\n- `pages/inquiries-index__27.html` - pages - http://www.dss.gov.au/responses-government-inquiries/resource/government-response-senate-community-affairs-references-committee-report-inquiry-purpose-intent-and-adequacy-disability-support-pension\n- `pages/inquiries-index__28.html` - pages - http://www.dss.gov.au/responses-government-inquiries/resource/australian-government-response-community-affairs-references-committee-report-inquiry-adequacy-newstart-and-related-payments-and-alternative-mechanisms-determine-level-income-support-payments-australia\n- `pages/inquiries-index__29.html` - pages - http://www.dss.gov.au/responses-government-inquiries/resource/government-response-senate-community-affairs-references-committee-report-review-legislative-instruments-made-under-part-3aa-or-part-3b-social-security-administration-act-1999-review-1\n- `pages/leadership.html` - pages - http://www.dss.gov.au/who-we-are/our-leadership\n- `pages/news-latest.html` - pages - http://www.dss.gov.au/news\n- `pages/priorities-index.html` - pages - http://www.dss.gov.au\n- `pages/reforms-index.html` - pages - http://www.dss.gov.au/disability-employment-reforms\n- `pages/strategies-index.html` - pages - http://www.dss.gov.au/early-years-strategy\n- `pages/strategies-index__06.html` - pages - https://www.dss.gov.au/early-years-strategy\n- `pages/strategies-index__07.html` - pages - http://www.dss.gov.au/early-years-strategy\n- `pages/strategies-index__08.html` - pages - http://www.dss.gov.au/improving-digital-skills-older-australians\n- `pages/strategies-index__09.html` - pages - http://www.dss.gov.au/disability-employment-strategy\n- `pages/strategies-index__10.html` - pages - http://www.dss.gov.au/commonwealth-child-safe-framework-annual-statement\n- `pages/strategies-index__11.html` - pages - http://www.dss.gov.au/capability-review-and-impact-strategy\n- `pages/strategies-index__12.html` - pages - http://www.dss.gov.au/early-years-strategy/resource/early-years-strategy-2024-2034\n- `pages/strategies-index__13.html` - pages - http://www.dss.gov.au/early-years-strategy/resource/national-early-years-summit\n- `pages/strategies-index__14.html` - pages - http://www.dss.gov.au/early-years-strategy/resource/national-early-years-summit-agenda\n- `pages/strategies-index__15.html` - pages - http://www.dss.gov.au/early-years-strategy/resource/national-early-years-summit-attendees\n- `pages/strategies-index__16.html` - pages - http://www.dss.gov.au/early-years-strategy/resource/early-years-strategy-consultation-report-2023\n- `pages/strategies-index__17.html` - pages - http://www.dss.gov.au/early-years-strategy/subscribe-updates-early-years-strategy\n- `pages/strategies-index__18.html` - pages - http://www.dss.gov.au/early-years-strategy/resource/evidence-summary-why-children-and-their-early-years-matter\n- `pages/strategies-index__19.html` - pages - http://www.dss.gov.au/early-years-strategy/resource/early-years-strategy-snapshot\n- `pages/strategies-index__20.html` - pages - http://www.dss.gov.au/early-years-strategy/first-action-plan-and-outcomes-framework\n- `pages/strategies-index__21.html` - pages - http://www.dss.gov.au/early-years-strategy/investment-early-years\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/national-early-years-summit-agenda_0.pdf` - other-pdfs - http://www.dss.gov.au/system/files/resources/national-early-years-summit-agenda_0.pdf\n- `other-pdfs/national-early-years-summit-attendees-website-002.pdf` - other-pdfs - http://www.dss.gov.au/system/files/resources/national-early-years-summit-attendees-website-002.pdf\n- `other-pdfs/national-early-years-summit-summary.pdf` - other-pdfs - http://www.dss.gov.au/system/files/resources/national-early-years-summit-summary.pdf\n- `other-pdfs/2024-25-20Department-20of-20Social-20Services-20Corporate-20Plan.pdf` - other-pdfs - https://previewapi.transparency.gov.au/delivery/assets/80a82ed1-3e33-027b-b7e0-6493f97f18f8/8876e85f-c721-43d1-9666-3e657ca456c3/2024-25%20Department%20of%20Social%20Services%20Corporate%20Plan.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Department of Social Services — Legislation Administered\n\n**Generated**: 2026-05-13T02:56:15+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 27,846 in / 578 out · cost: $0.00106\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 5 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Social Security (Administration) Act 1999](https://www.legislation.gov.au/search?query=Social%20Security%20%28Administration%29%20Act%201999) | 1999 | Act | The Department administers social security payments and services. |\n| [A New Tax System (Family Assistance) (Administration) Act 1999](https://www.legislation.gov.au/search?query=A%20New%20Tax%20System%20%28Family%20Assistance%29%20%28Administration%29%20Act%201999) | 1999 | Act | The Department administers family assistance payments. |\n| [Child Support (Assessment) Act 1989](https://www.legislation.gov.au/search?query=Child%20Support%20%28Assessment%29%20Act%201989) | 1989 | Act | The Department administers child support schemes. |\n| [Child Support (Registration and Collection) Act 1988](https://www.legislation.gov.au/search?query=Child%20Support%20%28Registration%20and%20Collection%29%20Act%201988) | 1988 | Act | The Department administers child support registration and collection. |\n| [National Redress Scheme for Institutional Child Sexual Abuse Act 2018](https://www.legislation.gov.au/search?query=National%20Redress%20Scheme%20for%20Institutional%20Child%20Sexual%20Abuse%20Act%202018) | 2018 | Act | The Department operates the National Redress Scheme for Institutional Child Sexual Abuse. |", "global_initiatives_md": "# Department of Social Services — Global Initiatives Catalogue\n\n## Focus areas\n- Social Security\n- Families and Communities\n\n## Social Security\n\n### Universal Basic Income (UBI) Pilot\n**Jurisdiction**: Finland\n**Run by**: Finnish Ministry of Social Affairs and Health\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: The UBI pilot provides a monthly unconditional cash payment to unemployed individuals to assess the impact of basic income on employment, well-being, and poverty.\n**Why it matters to Australia (1–2 sentences)**: Australia could learn from Finland’s approach to universal basic income as a potential alternative to traditional welfare systems.\n**Find more**: [Universal Basic Income in Finland](https://www.google.com/search?q=universal+basic+income+finland+pilot)\n\n### Earned Income Tax Credit (EITC)\n**Jurisdiction**: United States\n**Run by**: Internal Revenue Service (IRS)\n**Year**: 1975\n**Status**: Active\n**What it does (2–3 sentences)**: The EITC is a refundable tax credit for low- to moderate-income working individuals and families, designed to encourage work and reduce poverty.\n**Why it matters to Australia (1–2 sentences)**: The EITC model could provide insights into how Australia might incentivize work while supporting low-income families.\n**Find more**: [Earned Income Tax Credit](https://www.google.com/search?q=earned+income+tax+credit+united+states)\n\n### New Zealand Superannuation\n**Jurisdiction**: New Zealand\n**Run by**: Ministry of Social Development\n**Year**: 1989\n**Status**: Active\n**What it does (2–3 sentences)**: New Zealand Superannuation is a basic income scheme providing a regular payment to people aged 65 and over, funded by general taxation.\n**Why it matters to Australia (1–2 sentences)**: Australia could consider a similar basic income scheme for older citizens to supplement retirement income.\n**Find more**: [New Zealand Superannuation](https://www.google.com/search?q=new+zealand+superannuation)\n\n### Disability Benefits Experiment (DBE)\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Work and Pensions\n**Year**: 2014\n**Status**: Active\n**What it does (2–3 sentences)**: The DBE evaluates the impact of welfare reforms on the employment prospects of disabled individuals, assessing the effectiveness of support measures.\n**Why it matters to Australia (1–2 sentences)**: Australia could use the UK’s DBE findings to refine its Disability Support Pension system.\n**Find more**: [Disability Benefits Experiment](https://www.google.com/search?q=disability+benefits+experiment+uk)\n\n### Italic note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "To improve the economic and social wellbeing of individuals, families and vulnerable members of Australian communities. [CP p.7]", "purposes_source_page": 7, "how_we_deliver": "We work in partnership with government, non-government organisations and communities to ensure the effective development, management and delivery of evidence-based policies, payments, programs and services to support individuals, families and communities. [AR p.11]", "how_we_deliver_source_page": 11, "government_priorities": [ { "text": "get more people into work", "source_page": 5 }, { "text": "ensure a fair social security system", "source_page": 5 }, { "text": "break the cycle of entrenched disadvantage", "source_page": 5 }, { "text": "enable people to be well connected to their community", "source_page": 5 }, { "text": "end violence in families, relationships and communities", "source_page": 5 }, { "text": "help parents and carers to support their children’s development", "source_page": 5 } ], "outcomes": [ { "name": "Outcome 1: Social Security", "description": "Encourage self-reliance and support people who cannot fully support themselves through targeted payments and quality services.", "key_activities": [ "Support for Families", "Paid Parental Leave", "Support for Seniors", "Financial Support for People with Disability", "Financial Support for Carers", "Working Age Payments", "Student Payments" ], "source_page": 26 }, { "name": "Outcome 2: Families and Communities", "description": "Promote stronger and more resilient families, children, individuals and communities by providing targeted supports.", "key_activities": [ "Families and Communities" ], "source_page": 27 } ], "values": [ "impartial", "committed to service", "accountable", "respectful", "ethical", "stewardship" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Ensuring a fair and trusted social security payment system supporting people when and where they need it most, by working with Services Australia to simplify and improve service delivery arrangements.", "target": "Stability or improvement", "source_page": 5 }, { "code": "CCE02", "measure": "Working to end family, domestic and sexual violence through the stewardship of the National Plan to End Violence against Women and Children 2022–2032 and initiatives such as the Leaving Violence Program.", "target": "Stability or improvement", "source_page": 5 }, { "code": "CCE03", "measure": "Contributing to the Priority Reforms of the National Agreement on Closing the Gap targets to reduce the rate of representation in out-of-home care and family violence by transforming how we work with First Nations people, communities and organisations.", "target": "Stability or improvement", "source_page": 5 }, { "code": "CCE04", "measure": "Building resilient individuals, strong families and communities, to break cycles of entrenched disadvantage.", "target": "Stability or improvement", "source_page": 5 }, { "code": "CCE05", "measure": "Supporting children to be safe and thrive through ongoing implementation of the Paid Parental Leave Scheme Early Years Strategy 2024–2034, and a fully legislated, National Commissioner for Aboriginal and Torres Strait Islander Children and Young People.", "target": "Stability or improvement", "source_page": 5 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Ensuring a fair and trusted social security payment system supporting people when they need it most", "result": "Met", "status": "Achieved", "source_page": 27 }, { "code": "CCE02", "measure": "Working to end family, domestic and sexual violence through the National Plan to End Violence against Women and Children 2022–2032", "result": "Partially Met", "status": "Partially achieved", "source_page": 20 }, { "code": "CCE03", "measure": "Implementing Closing the Gap reforms by 2031 to meet Target 12 to reduce the out-of-home care rate by 45% and Target 13 to reduce all forms of family violence and abuse against Aboriginal and Torres Strait Islander women and children by at least 50%", "result": "Not Met", "status": "Not achieved", "source_page": 20 }, { "code": "CCE04", "measure": "Breaking the cycle of entrenched disadvantage to build resilient individuals, strong families and communities", "result": "Not Met", "status": "Not achieved", "source_page": 20 }, { "code": "CCE05", "measure": "Supporting children to be safe and thrive through ongoing implementation of the Paid Parental Leave scheme, and reforms of services to families and children", "result": "Met", "status": "Achieved", "source_page": 20 } ], "_source_urls": { "annual_report_url": "http://www.dss.gov.au/system/files/documents/2025-11/department-social-services-annual-report-2024-25.pdf", "corporate_plan_url": "https://www.dss.gov.au/system/files/documents/2025-08/dss-corporate-plan-2025-26.pdf" } }, "ideas": [ { "id": "improve-family-tax-benefit-targeting", "category": "Citizen Services", "title": "Enhance Family Tax Benefit Targeting", "scale": "Medium", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Low-income families", "description": "Streamline the Family Tax Benefit allocation to better target low-income families, reducing administrative burden and improving efficiency.", "evidence_quote": "'66.7% of families with lower incomes are supported with the costs of raising children through Family Tax Benefit (FTB).' [AR p.34]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Review current eligibility criteria for Family Tax Benefit.", "Adjust thresholds to better target low-income families.", "Pilot new criteria with selected demographics." ], "risks_to_manage": [ "Potential backlash from families who feel unfairly affected by new criteria.", "Increased workload for caseworkers." ] }, { "id": "fast-track-disability-pension-decisions", "category": "Case Processing", "title": "Fast-Track Disability Pension Decisions", "scale": "Small", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "People with profound or severe disabilities", "description": "Implement a priority review process for Disability Support Pension applications to ensure quicker decisions for those in urgent need.", "evidence_quote": "'72.6% of people of working age with a profound or severe disability are paid Disability Support Pension.' [AR p.45]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Identify high-priority cases based on severity.", "Allocate additional staff to review these cases.", "Set up a dedicated review panel." ], "risks_to_manage": [ "Risk of bias in identifying urgent cases.", "Increased workload for dedicated review panel." ] }, { "id": "streamline-paid-parental-leave", "category": "Citizen Services", "title": "Streamline Paid Parental Leave Process", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Parents", "description": "Simplify the Paid Parental Leave application process to reduce delays and improve satisfaction.", "evidence_quote": "'96.8% of eligible families use their unreserved entitlement to Paid Parental Leave.' [AR p.39]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Conduct a user experience study of the current process.", "Identify and eliminate unnecessary steps.", "Roll out simplified forms and online application." ], "risks_to_manage": [ "Resistance to change from staff accustomed to the old process.", "Potential for errors in new simplified process." ] }, { "id": "improve-age-pension-support", "category": "Citizen Services", "title": "Improve Age Pension Support", "scale": "Medium", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Seniors", "description": "Increase support for seniors relying on Age Pension through better resource allocation and outreach.", "evidence_quote": "'67.0% of people over the Age Pension qualification age are supported in their retirement through the Age Pension or other income support.' [AR p.41]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Assess current support services for seniors.", "Increase funding for outreach programs.", "Train staff to better support Age Pension recipients." ], "risks_to_manage": [ "Budget constraints.", "Potential for uneven service delivery." ] }, { "id": "implement-global-redress-scheme", "category": "Strategy & Reform", "title": "Implement National Redress Scheme", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Overseas case-study evidence", "beneficiaries": "Survivors of institutional child sexual abuse", "description": "Adopt a global best practice model for the National Redress Scheme to ensure timely and fair compensation for survivors.", "evidence_quote": "'The Scheme will issue at least 80% of eligible survivors an advance payment within 7 days of receiving acceptance documentation.' [CP p.60]", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Review international models of redress schemes.", "Adjust local policies to align with best practices.", "Launch pilot program with selected survivors." ], "risks_to_manage": [ "Legal and financial challenges.", "Public relations issues." ] }, { "id": "boost-job-seeker-payments", "category": "Citizen Services", "title": "Boost JobSeeker Payment Efficiency", "scale": "Medium", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Unemployed individuals", "description": "Enhance the efficiency of JobSeeker Payment distribution to ensure more people receive timely support.", "evidence_quote": "'Reflects the number of people who are unable to fully support themselves through work.' [AR p.51]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Audit current payment processing systems.", "Implement automated tracking and notification systems.", "Train staff on new processes." ], "risks_to_manage": [ "System integration issues.", "Resistance to change from staff." ] }, { "id": "enhance-community-grants-hub", "category": "Citizen Participation", "title": "Enhance Community Grants Hub", "scale": "Medium", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Community grant applicants", "description": "Improve the user experience and satisfaction rates of the Community Grants Hub.", "evidence_quote": "'Grant applicant and recipient experience is 70% positive or above.' [CP p.63]", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Conduct user experience surveys.", "Identify pain points and streamline processes.", "Launch improved version with enhanced features." ], "risks_to_manage": [ "Budget constraints.", "Resistance to new processes." ] }, { "id": "adopt-global-parental-leave", "category": "Strategy & Reform", "title": "Adopt Global Parental Leave Model", "scale": "Large", "impact": "High", "effort": "High", "proof": "Overseas case-study evidence", "beneficiaries": "Working parents", "description": "Adopt a global model for parental leave to better support working parents and improve workforce retention.", "evidence_quote": "'At least 95% of eligible Paid Parental Leave families receive payment.' [CP p.39]", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Research global parental leave models.", "Adjust local policies to align with selected model.", "Pilot program with selected demographics." ], "risks_to_manage": [ "Legal and financial challenges.", "Public relations issues." ] } ], "legislation_administered": [ { "title": "Social Security (Administration) Act 1999", "year": "1999", "type": "Act", "role": "The Department administers social security payments and services.", "register_url": "https://www.legislation.gov.au/search?query=Social%20Security%20%28Administration%29%20Act%201999" }, { "title": "A New Tax System (Family Assistance) (Administration) Act 1999", "year": "1999", "type": "Act", "role": "The Department administers family assistance payments.", "register_url": "https://www.legislation.gov.au/search?query=A%20New%20Tax%20System%20%28Family%20Assistance%29%20%28Administration%29%20Act%201999" }, { "title": "Child Support (Assessment) Act 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