{ "entity_id": "O-000880", "folder": "Services-Australia", "name": "Services Australia", "type": "Non-corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Finance", "website": "https://www.servicesaustralia.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "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": 10, "n_artifacts": 6, "n_kpi_targets": 5, "n_kpi_results": 8, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To support Australians by efficiently delivering high-quality, accessible services and payments on behalf of government", "official_site_url": "https://www.servicesaustralia.gov.au/", "source_documents": [ { "type": "annual_report", "title": "Services Australia Annual Report 2024-25", "url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Services Australia Annual Report 2023-24", "url": "https://www.servicesaustralia.gov.au/sites/default/files/2024-10/annual-report-2023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Services Australia Annual Report 2022-23", "url": "https://www.servicesaustralia.gov.au/sites/default/files/2023-10/annual-report-2022-23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Services Australia Annual Report 2021-22", "url": "https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "Services Australia Annual Report 2020-21", "url": "https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate plan 2025-26", "url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "period": "2025-26", "confidence": "high" } ], "purpose": { "text": "To support Australians by efficiently delivering high-quality, accessible services and payments on behalf of government", "source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "source_page": 16, "source_deep_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=16" }, "vision": { "text": "To make government services simple so people can get on with their lives", "source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "source_page": 16, "source_deep_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=16" }, "strategic_priorities": [ { "title": "Customer", "description": "Customer", "source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "source_page": 7, "source_deep_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7" }, { "title": "Partnership", "description": "Partnership", "source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "source_page": 7, "source_deep_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7" }, { "title": "Integrity", "description": "Integrity", "source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "source_page": 7, "source_deep_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7" }, { "title": "People and culture", "description": "People and culture", "source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "source_page": 7, "source_deep_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7" }, { "title": "Productivity and efficiency", "description": "Productivity and efficiency", "source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "source_page": 7, "source_deep_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7" }, { "title": "Technology and data foundations", "description": "Technology and data foundations", "source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "source_page": 7, "source_deep_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7" } ], "values": [ { "name": "Simple", "description": "", "source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "source_page": null }, { "name": "Helpful", "description": "", "source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "source_page": null }, { "name": "Respectful", "description": "", "source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "source_page": null }, { "name": "Transparent", "description": "", "source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Deliver high-quality, accessible services and payments to individuals, families, businesses and partner agencies on behalf of government; with a focus on contemporary service delivery and customer experience", "description": "Deliver high-quality, accessible services and payments to individuals, families, businesses and partner agencies on behalf of government, with a focus on contemporary service delivery and customer experience.", "activities": [ "Design and deliver government services to Australians through a range of service delivery channels including face to face, telephony and digital and protect the integrity of government outlays", "Deliver quality government services and payments to Australians" ], "source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "source_page": 22, "source_deep_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=22" } ], "performance_measures": [ { "code": "SPM 3", "measure": "Administrative correctness of payments", "target": "≥98%", "latest_result": "98.1%", "status": "Achieved", "target_source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "target_source_page": 22, "result_source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf", "result_source_page": 19 }, { "code": "SPM 4", "measure": "Customers served within 15 minutes", "target": "≥70%", "latest_result": "58.6%", "status": "Partially achieved", "target_source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "target_source_page": 23, "result_source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf", "result_source_page": 19 }, { "code": "SPM 5", "measure": "Work processed within timeliness standards", "target": "≥90%", "latest_result": "92.4%", "status": "Achieved", "target_source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "target_source_page": 24, "result_source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf", "result_source_page": 19 }, { "code": "SPM 6", "measure": "Availability of digital channels", "target": "≥99%", "latest_result": "99.7%", "status": "Achieved", "target_source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "target_source_page": 25, "result_source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf", "result_source_page": 19 }, { "code": "SPM 7", "measure": "Customer interactions through digital services", "target": "≥90%", "latest_result": "95.2%", "status": "Achieved", "target_source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf", "target_source_page": 27, "result_source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf", "result_source_page": 19 }, { "code": "SPM 1", "measure": "Customer satisfaction", "target": "", "latest_result": "77.9 out of 100", "status": "Substantially achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf", "result_source_page": 19 }, { "code": "SPM 2", "measure": "Customer trust", "target": "", "latest_result": "77.2 out of 100", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf", "result_source_page": 19 }, { "code": "SPM 8", "measure": "Cost per payment dollar administered", "target": "", "latest_result": "2.02%", "status": null, "target_source_url": "", "target_source_page": null, "result_source_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf", "result_source_page": 19 } ], "document_alignment_terms": { "must_support": [ "To support Australians by efficiently delivering high-quality, accessible services and payments on behalf of government", "To make government services simple so people can get on with their lives", "Customer", "Partnership", "Integrity", "People and culture", "Productivity and efficiency", "Technology and data foundations" ], "watch_terms": [ "Administrative correctness of payments", "Customers served within 15 minutes", "Work processed within timeliness standards", "Availability of digital channels", "Customer interactions through digital services", "Customer satisfaction", "Customer trust", "Cost per payment dollar administered" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Services Australia — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf)\n**Corporate Plan**: [2025-26](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf)\n\n## Vision\n\n> To make government services simple so people can get on with their lives [[CP p.16](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=16)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=16)]\n\n## Our purpose / purposes\n\n> To support Australians by efficiently delivering high-quality, accessible services and payments on behalf of government [[CP p.16](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=16)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=16)]\n\n## How we deliver\n\n> To achieve our purpose, we undertake key activities to support Australians by efficiently delivering high-quality, accessible services and payments on behalf of government.\n\n## Government priorities for this department\n\n- Customer [[CP p.7](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7)]\n- Partnership [[CP p.7](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7)]\n- Integrity [[CP p.7](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7)]\n- People and culture [[CP p.7](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7)]\n- Productivity and efficiency [[CP p.7](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7)]\n- Technology and data foundations [[CP p.7](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=7)]\n\n## Outcomes\n\n### Outcome 1: Deliver high-quality, accessible services and payments to individuals, families, businesses and partner agencies on behalf of government; with a focus on contemporary service delivery and customer experience\nDeliver high-quality, accessible services and payments to individuals, families, businesses and partner agencies on behalf of government, with a focus on contemporary service delivery and customer experience. [[CP p.22](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=22)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=22)]\n\n**Key activities:**\n- Design and deliver government services to Australians through a range of service delivery channels including face to face, telephony and digital and protect the integrity of government outlays\n- Deliver quality government services and payments to Australians\n\n## Values and principles\n\n_Our guiding principles_\n\n- Simple\n- Helpful\n- Respectful\n- Transparent\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| SPM 3 | Administrative correctness of payments | ≥98% | [CP p.22](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=22)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=22) |\n| SPM 4 | Customers served within 15 minutes | ≥70% | [CP p.23](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=23)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=23) |\n| SPM 5 | Work processed within timeliness standards | ≥90% | [CP p.24](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=24)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=24) |\n| SPM 6 | Availability of digital channels | ≥99% | [CP p.25](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=25)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=25) |\n| SPM 7 | Customer interactions through digital services | ≥90% | [CP p.27](https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=27)(https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf#page=27) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| SPM 1 | Customer satisfaction | 77.9 out of 100 | Substantially achieved | [AR p.19](https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19)(https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19) |\n| SPM 2 | Customer trust | 77.2 out of 100 | Achieved | [AR p.19](https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19)(https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19) |\n| SPM 3 | Administrative correctness of payments | 98.1% | Achieved | [AR p.19](https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19)(https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19) |\n| SPM 4 | Customers served within 15 minutes | 58.6% | Partially achieved | [AR p.19](https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19)(https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19) |\n| SPM 5 | Work processed within timeliness standards | 92.4% | Achieved | [AR p.19](https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19)(https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19) |\n| SPM 6 | Availability of digital channels | 99.7% | Achieved | [AR p.19](https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19)(https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19) |\n| SPM 7 | Customer interactions through digital services | 95.2% | Achieved | [AR p.19](https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19)(https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19) |\n| SPM 8 | Cost per payment dollar administered | 2.02% | | [AR p.19](https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19)(https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf#page=19) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Services Australia - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:56:34.968333+00:00\n**Entity ID**: O-000880\n**Entity type**: Non-corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Finance\n**Website**: https://www.servicesaustralia.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 | 5 |\n| corporate-plans | 1 |\n| global-intelligence | 4 |\n| pages | 14 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 4]\nContents\nChief Executive Officer’s foreword 3\nThe Commonwealth Performance Framework 5\nOur strategic snapshot 2025–26 6\nOur purpose 7\nOur functions 7\nStrategic outlook 7\nOur vision and principles 9\nOur guiding principles 9\nOur key activities 10\nOur operating context 12\nOperating environment 12\nOrganisational capability 13\nCooperation 16\nRisk oversight and management 17\nOur regulatory performance 18\nOur performance 19\nOur outcome statement 19\n4 Services Australia\n Source: `corporate-plans/2025-26.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf)`\n- [Page 4]\nContents\nLetter of transmittal vi\nAbout this report vii\nChief Executive Officer’s review ix\nPART 1: AGENCY OVERVIEW – ROLE AND FUNCTION 1\n1.1 Purpose and vision 2\n1.2 Corporate governance 3\nPART 2: OUR RESPONSE DURING DISASTERS AND EMERGENCIES 13\n2.1 D isasters and emergency events in 2021–22 14\nPART 3: SUMMARY OF PERFORMANCE 21\n3.1 Annual Performance Statement 2021–22 22\n3.2 Analysis of performance against purpose 23\n3.3 Strategic performance measure results 26\nPART 4: SERVICE DELIVERY MODERNISATION 43\n4.1 Simplifying services 44\n4.2 W elfare Payment Infrastructure Transformation Programme 48\n4.3 Simplifying employment income reporting 49\n4.4 Health delivery modernisation 50\n4.5 Veteran Centric Reform 50\n4.6 Enhanced myGov 51\nPART 5: DELIVERING PAYMENTS AND SERVICES TO OUR CUSTOMERS 53\n5.1 Social Security and Welfare 55\n5.2 Health 63\n5.3 Child Support 79\n5.\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- [Page 13]\nPart 1: Agency overview – role and function\nAgency overview\n– role and function\n1.1 Purpose and vision 2\n1.2 Corporate governance 3\n1\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- [Page 13]\nPart 1: Agency overview – role and function\nAgency overview\n– role and functions\n1.1 Purpose and vision 2\n1.2 Corporate governance 3\n1\n Source: `annual-reports/2022-23.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2023-10/annual-report-2022-23.pdf)`\n\n### Role and Functions\n\n- [Page 19]\nANNUAL REPORT 2021–22 7\nPART\n1\nAGENCY\nOVERVIEW\n–\nROLE\nAND\nFUNCTION\nThe Chief Information and Digital Officer has responsibility for the reliability of the\nagency’s ICT systems, partnering with technology providers and shared services\nto develop fit-for-purpose technology to support the agency’s future direction, and\ncontributing to the Australian Government’s broader digital agenda.\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- [Page 19]\nAnnual Report 2024–25 5\nPart\n1\nAgency\noverview:\nrole\nand\nfunctions\nStrategy and Technology and\nCorporate Enabling\nPerformance Digital Platforms\nRandall Charles\nSusie Smith\nBrugeaud McHardie AM\nDeputy Chief\nChief Operating Executive Officer Chief Information\nOfficer and Digital Officer\nLisiane Barao\nDavid Cooke A/g Macleod\nBevan Hannan Garrett McDonald\nChief Counsel, Chief Software\nGM, Communications GM, Cyber Security\nLegal Services Engineer Technology\nStrategy, Business\nand Architecture\nKylie Whiu Bob Lyons\nAngela Diamond\nChief Financial GM, Enterprise Cristie Romero-Ferre GM, Staff Processing\nOfficer Portfolio A/g and Enterprise\nManagement Office GM, Core Systems Systems\nVajira Samaranayake\nDanielle Regeling Hank Jongen Megan Bunfield A/g\nGM, Workforce Agency GM, Data Online GM, Infrastructure\nCapability Spokesperson Systems and and Operations\nShared Services\nJason Lucchese\n Source: `annual-reports/2024-25.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf)`\n- [Page 4]\nContents\nLetter of transmittal vi\nAbout this report vii\nChief Executive Officer’s review ix\nPART 1: AGENCY OVERVIEW – ROLE AND FUNCTION 1\n1.1 Purpose and vision 2\n1.2 Corporate governance 3\nPART 2: OUR RESPONSE DURING DISASTERS AND EMERGENCIES 13\n2.1 D isasters and emergency events in 2021–22 14\nPART 3: SUMMARY OF PERFORMANCE 21\n3.1 Annual Performance Statement 2021–22 22\n3.2 Analysis of performance against purpose 23\n3.3 Strategic performance measure results 26\nPART 4: SERVICE DELIVERY MODERNISATION 43\n4.1 Simplifying services 44\n4.2 W elfare Payment Infrastructure Transformation Programme 48\n4.3 Simplifying employment income reporting 49\n4.4 Health delivery modernisation 50\n4.5 Veteran Centric Reform 50\n4.6 Enhanced myGov 51\nPART 5: DELIVERING PAYMENTS AND SERVICES TO OUR CUSTOMERS 53\n5.1 Social Security and Welfare 55\n5.2 Health 63\n5.3 Child Support 79\n5.\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- [Page 13]\nPart 1: Agency overview – role and function\nAgency overview\n– role and function\n1.1 Purpose and vision 2\n1.2 Corporate governance 3\n1\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- [Page 16]\nPART 1 AGENCY OVERVIEW – ROLE AND FUNCTION\nFigure 1: Organisational structure at 30 June 2022\nRebecca Skinner PSM\nChief Executive Officer\nGrant Susie Russell Kirsty Jarrod\nTidswell Smith A/g Egan Faichney Howard A/g\nStrategic Deputy Chief Deputy Chief Deputy Chief Deputy Chief\nAdvisor Executive Officer Executive Officer Executive Officer Executive Officer\nTransformation Strategy and Customer Service Health and Customer Service\nPerformance Design Aged Care Delivery\nWilliam Garton\nGM, Enterprise Lisa Carmody Ailsa Borwick Laura Gannon Matt Clarke\nTransformation GM, Enterprise GM, Payment GM, Aged Care GM, Digital Services\nStrategy Accuracy and Stuart Turnbull Brenton Halliday\nKaren Harfield Older Australians GM, Health GM, Child Support,\nGM, Enterprise Brendan Moon and Veterans Indigenous and\nPortfolio GM, Working Age Shareez Farouk A/g Tailored Services\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- [Page 18]\nPART 1 AGENCY OVERVIEW – ROLE AND FUNCTION\nEXECUTIVE RESPONSIBILITIES\nChief Executive Officer – responsible for supporting the Minister for Government\nServices in the delivery of portfolio responsibilities and the development of strategic\npolicy advice.\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n\n### Strategic Priorities\n\n- [pages 138,139,140,141]\nHealth and Wellbeing Framework 2021–26\nprovide the strategic priorities and direction for our health, safety and wellbeing efforts\n(see Work health and safety on page 125).The principles established under the\nstrategy and framework are further supported by our Health and Wellbeing Champions\nand our Wellbeing Working Group, who work with key stakeholders to raise awareness\nof the importance of early intervention.\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- [Page 4]\nContents\nChief Executive Officer’s foreword 3\nThe Commonwealth Performance Framework 5\nOur strategic snapshot 2025–26 6\nOur purpose 7\nOur functions 7\nStrategic outlook 7\nOur vision and principles 9\nOur guiding principles 9\nOur key activities 10\nOur operating context 12\nOperating environment 12\nOrganisational capability 13\nCooperation 16\nRisk oversight and management 17\nOur regulatory performance 18\nOur performance 19\nOur outcome statement 19\n4 Services Australia\n Source: `corporate-plans/2025-26.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf)`\n- In 2020–21, social workers responded to 256,392 referrals for support and\ndelivered targeted services for priority customer groups, including:\n• 5,692 people at risk of suicide and self-harm\n• young people without adequate support.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 111]\nPART\n7\nPERFORMANCE\nPerformance measure 3 — Internal reviews: percentage of decision reviews\nrequested by Centrelink customers finalised within standard\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n2020–21 ≥70% 71.2%  –1.2%\n2019–20 ≥70% 72.4%  –12.2%\n2018–19 ≥70% 84.6%  –12.5%\nANALYSIS\nThe agency achieved the annual target as a result of its flexible approach\nto workload management, which continued to influence results with the\nredeployment of staff as needed for priority work.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- OUR KEY ACTIVITIES AND STRATEGIC PERFORMANCE MEASURES\nKey Activities and Strategic Performance Measures for 2023–24\nKey Activities\nKey activity 1: Build staff and Key activity 2: Deliver quality Key activity 3: Deliver digital and\norganisational capability to deliver an government services and payments technological capability\nenhanced customer experience to Australians We invest in our technology and\nWe have an adaptive workforce, We provide customers with easy and systems to sustain and strengthen\nleadership and corporate culture efficient access to services, support the digital experience for customers\ntailored to respond to customer and payments for a seamless\nfeedback experience\nStrategic Performance Measures (SPM)\nSPM 1: Customer satisfaction SPM 3: Administrative correctness SPM 6: Availability of digital\nSPM 2: Customer trust of payments channels\n Source: `annual-reports/2023-24.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2024-10/annual-report-2023-24.pdf)`\n- OUR KEY ACTIVITIES AND STRATEGIC PERFORMANCE MEASURES\nKey activities and Strategic Performance Measures for 2024–25\nOur programs\nProgram 1.1: Strategy and corporate Program 1.2: Customer service Program 1.3: Technology and\nenabling delivery transformation\nSet Services Australia’s strategic Design and deliver government Provide a robust ICT network and\ndirection, deliver corporate functions and services to Australians through a delivery of major transformation\nbuild capability range of service delivery channels projects, including ICT shared services\nincluded face to face, telephony and\ndigital, and protect the integrity of\ngovernment outlays\nOur key activities\nKey activity 1: Build staff and Key activity 2: Deliver quality Key activity 3: Deliver digital and\norganisational capability to deliver an government services and payments to technological capability\n Source: `annual-reports/2024-25.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf)`\n- The changes to the key activities and title for Strategic Performance Measure 3 supersede those published in the\nSocial Services 2022–23 Portfolio Budget Statements and the agency’s Corporate Plan 2022–23.\n Source: `annual-reports/2022-23.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2023-10/annual-report-2022-23.pdf)`\n- [Page 130]\nPart 6 Compliance and business integrity\n6.3 Collaboration across government\nIn 2024–25 we worked with government partners to share information and intelligence,\nsupport investigations and operations, and identify and respond to priority and\nemerging risks.\n Source: `annual-reports/2024-25.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf)`\n- Through continued investment\nand priority are further described in ‘Organisational\nin our 24/7 Cyber Security Operations Centre,\ncapability’ on pages 13–16.\n Source: `corporate-plans/2025-26.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf)`\n- The agency’s WHS strategy and aligned Health and Wellbeing Framework 2021–26\nprovide the strategic priorities and direction for our health, safety and wellbeing efforts\n(see Work health and safety on page 125).The principles established under the\nstrategy and framework are further supported by our Health and Wellbeing Champions\nand our Wellbeing Working Group, who work with key stakeholders to raise awareness\nof the importance of early intervention.\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Table 2: Services Australia’s performance against its Strategic Performance Measures 2022–23 and 2023–24\nPerformance\nStrategic Performance Target Result Target Result\nOutcome\nMeasure (SPM) 2022–23 2022–23 2023–24 2023–24\n2023–24\nSPM 1: Customer satisfaction ≥85 out of 100 80.2 out of 100 ≥85 out of 100 79.1 out of 100 Substantially\nachieved\nSPM 2: Customer trust ≥70 out of 100 78.1 out of 100 ≥72 out of 100 75.8 out of 100 Achieved\nSPM 3: Administrative ≥98% 98.8% ≥98% 97.8% Substantially\ncorrectness of payments achieved\nSPM 4: Customers served ≥70% 60.8% ≥70% 55.2% Partially\nwithin 15 minutes achieved\nSPM 5: Work processed ≥90% 68.7% ≥90% 71.8% Partially\nwithin timeliness standards achieved\nSPM 6: Availability of digital ≥98.5% 99.8% ≥99% 99.9% Achieved\nchannels\nSPM 7: Tasks managed by ≥81% 91.5% ≥82% 91.9% Achieved\ncustomers in digital channels\nPERFORMANCE MEASURE TOLERANCE LEVELS\n Source: `annual-reports/2023-24.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2024-10/annual-report-2023-24.pdf)`\n- [Page 37]\nPART\n3\nSUMMARY\nOF\nPERFORMANCE\nPERFORMANCE MEASURE SUMMARY OF RESULTS\nTo better reflect our performance in a year of experiencing the largest demand for\nservice and payments, the agency has assessed its performance outcomes against the\nfollowing tolerance levels:\n• Achieved: 100% of the performance target has been achieved\n• Substantially achieved: ≥90–99.9% of the performance target has been achieved\n• Partially achieved: ≥75–89.9% of the performance target has been achieved\n• Not achieved: <75% of the performance target has been achieved.\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- Strategic performance Target Result Performance\nmeasure outcome\nCustomer satisfaction ≥85 out of 100 82.1 out Substantially\nof 100 achieved\nCustomer trust Establish Baseline N/A(a)\na baseline established\nPayment quality ≥98% 98.5% Achieved\nCustomers served within ≥80% 68.4% Partially achieved\n15 minutes\nWork processed within ≥90% 84.4% Substantially\ntimeliness standards achieved\nAvailability of digital ≥98% 99.7% Achieved\nchannels\nSelf-managed work ≥80% 90.0% Achieved\ncompleted digitally\n(a) No target was established for strategic performance measure 2, ‘Customer trust’, as the agency\nelected to use the financial year to baseline performance to establish a target for 2022–23 and\nbeyond. (refer to the Social Services 2022–23 Portfolio Budget Statements and Services Australia\n2022–23 Corporate Plan.)\nANNUAL REPORT 2021–22 25\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- Table 1: Services Australia’s performance against its Strategic Performance Measures\nTarget Result Performance Outcome\nStrategic Performance Measure (SPM)\n2022–23 2022–23 2022–23\nSPM 1: Customer satisfaction ≥85 out of 100 80.2 out of 100 Substantially achieved\nSPM 2: Customer trust ≥70 out of 100 78.1 out of 100 Achieved\nSPM 3: Administrative correctness of payments ≥98% 98.8% Achieved\nSPM 4: Customers served within 15 minutes ≥70% 60.8% Partially achieved\nSPM 5: Work processed within timeliness standards ≥90% 68.7% Partially achieved\nSPM 6: Availability of digital channels ≥98.5% 99.8% Achieved\nSPM 7: Tasks managed by customers in digital ≥81% 91.5% Achieved\nchannels\nFor performance outcomes from 2021–22 please see Services Australia Annual Report 2021–22.\n Source: `annual-reports/2022-23.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2023-10/annual-report-2022-23.pdf)`\n- PERFORMANCE MEASURE TOLERANCE LEVELS\nTo reflect the agency’s achievement against its performance targets we utilise the following tolerance levels.\n• Achieved: 100% of the performance target has been achieved\n• Substantially achieved: 90–99.9% of the performance target has been achieved\n• Partially achieved: 75–89.9% of the performance target has been achieved\n• Not achieved: <75% of the performance target has been achieved.\n Source: `annual-reports/2024-25.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf)`\n- [Page 108]\nPART 7 PERFORMANCE\nPerformance measure 1 — Customer satisfaction: achievement of\ncustomer satisfaction standards\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n2020–21 ≥85 out of 100 82.6  +3.1\n2019–20 ≥85 out of 100 79.5  +2.8\n2018–19 ≥85 out of 100 76.7  NA(a)\n(a) Due to a change in how the measure is calculated, the results for 2018–19 are not directly\ncomparable with the previous year.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 110]\nPART 7 PERFORMANCE\nPerformance measure 2 — Achievement of payment quality standards:\nCentrelink: delivery of correct customer payments\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n2020–21 ≥95% 98.7%  +0.2%\n2019–20 ≥95% 98.5%  +0.2%\n2018–19 ≥95% 98.3%  –0.2%\nANALYSIS\nThe agency continues to exceed its annual target of ≥95%, with performance in\n2020–21 consistent with previous year results.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 111]\nPART\n7\nPERFORMANCE\nPerformance measure 3 — Internal reviews: percentage of decision reviews\nrequested by Centrelink customers finalised within standard\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n2020–21 ≥70% 71.2%  –1.2%\n2019–20 ≥70% 72.4%  –12.2%\n2018–19 ≥70% 84.6%  –12.5%\nANALYSIS\nThe agency achieved the annual target as a result of its flexible approach\nto workload management, which continued to influence results with the\nredeployment of staff as needed for priority work.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 112]\nPART 7 PERFORMANCE\nPerformance measure 4 — Achievement of payment integrity standards:\nCentrelink: debt under recovery\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n2020–21 ≥60% 70.6%  –25.2%\n2019–20 ≥60% 95.8%  +26.3%\n2018–19 ≥60% 69.5%  NA(a)\n(a) Due to a change in how the measure was calculated in 2018–19, the results are not directly\ncomparable with the previous year.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 114]\nPART 7 PERFORMANCE\nPerformance measure 5 — Achievement of face-to-face service level\nstandards: average wait time\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n8 minutes –5 minutes 18\n2020–21 ≤15 minutes \n58 seconds seconds\n14 minutes\n2019–20 ≤15 minutes  –54 seconds\n16 seconds\n15 minutes\n2018–19 ≤15 minutes  +21 seconds\n10 seconds\nANALYSIS\nThe agency achieved the annual target with substantial improvement on the\n2019–20 wait time result.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 116]\nPART 7 PERFORMANCE\nPerformance measure 6 — Achievement of telephony service level\nstandards: average speed of answer\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n6 minutes –8 minutes 9\n2020–21 ≤16 minutes \n2 seconds seconds\n14 minutes –1 minute 21\n2019–20 ≤16 minutes \n11 seconds seconds\n15 minutes\n2018–19 ≤16 minutes  –26 seconds\n32 seconds\nANALYSIS\nThe agency achieved the annual target despite demand for telephony services\nremaining high as a result of the COVID-19 pandemic.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 118]\nPART 7 PERFORMANCE\nPerformance measure 7 — Achievement of processing service level\nstandards: claims processed within standard\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n2020–21 ≥82% 91.4%  +11.6%\n2019–20 ≥82% 79.8%  +11.8%\n2018–19 ≥82% 68.0%  –14.1%\nANALYSIS\nThe agency achieved the annual target with a substantial improvement on the\n2019–20 result.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 120]\nPART 7 PERFORMANCE\nPerformance measure 8 — Achievement of digital service level standards:\ninteractions completed through digital channels\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n2020–21 ≥5% increase 8.7%  NA(a)\n2019–20 ≥5% increase 31.0%  +19.6%\n2018–19 ≥5% increase 11.4%  +4.6%\n(a) In 2020–21, the primary data source used in the calculation was updated after improvements to\ndata collection methods.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 121]\nPART\n7\nPERFORMANCE\nPerformance measure 9 — Achievement of digital service level standards:\navailability of ICT services excluding scheduled maintenance periods that\nsupport 24/7 customer access\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n2020–21 ≥98% 99.2%  +0.2%\n2019–20 ≥98% 99.0%  No change\n2018–19 ≥98% 99.0%  –0.1%\nANALYSIS\nThe digital experience of self-service customers using Centrelink online accounts\nand Express Plus Centrelink mobile applications achieved the availability target for\n24/7 customer access.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| 8,000 staff, 54 million | We:\n• recruited, redeployed and reskilled approximately 8,000 staff, significantly\nincreasing our capability to support health service delivery\n• released over 30 major enhancements to the Australian Immunisation Register\n(AIR) system to ensure it was the single source of truth for COVID-19 vaccination\nrates across the country\n• supported state and territory jurisdictions, general practitioners and pharmacies to\nreport over 54 million transmissio | `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)` |\n| $48.7 million, $42.0 million, $29.2 million, 48.7 million, 42.0 million, 29.2 million | Table 10: Compensation recovery\nchange since\n2019–20 2020–21 2021–22(a) 2020–21\nCases finalised 41,862 39,081 39,735 2%\nBenefits recovered $48.7 million $42.0 million $29.2 million –30%\n(a) The 2021–22 results have been largely impacted by the redeployment of processing staff to\nsupport the agency’s ongoing COVID-19 pandemic and natural disaster response. | `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)` |\n| $194.1 million, 23\nStaff, 194.1 million | Figure 2: Agency funding 2022–23\nStaff 55.3%\nSoftware capital 7.2%\nProperty and equipment capital 2.5%\nOther 8.3%\nProperty and leases 7.2%\nCommunications 4.0%\nIT maintenance 7.1%\nConsultants and contractors 8.4%\nThe agency’s financial result was an operating deficit of $194.1 million. | `annual-reports/2022-23.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2023-10/annual-report-2022-23.pdf)` |\n| $580.3 million, $139.6 million, 580.3 million, 139.6 million | In the 2024–25 Budget the government reinforced its commitment to drive change\nthrough myGov with a long-term investment of $580.3 million over 4 years and\n$139.6 million per year to sustain the myGov platform as critical national infrastructure. | `annual-reports/2023-24.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2024-10/annual-report-2023-24.pdf)` |\n| $50 million, 50 million | The budget is not audited.\n\nVariances are considered to be ‘significant’ if they are core to the agency’s activities and based on the following criteria:\n the variance between budget and actual is greater than +/- 10% and $50 million of the original budget for a line\nitem;\n an item is below this threshold but is considered important for the reader’s understanding or is relevant to an\nassessment of the discharge of accountability and to an anal | `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)` |\n| $770 million, 770 million | TBhued ngaetut rvea arinadn tciem einxgp olaf nthaeti Coonm monwealth’s budget process can also contArfifbeucttee tdo stthaet evmareianntcse asn. d line items\n\nDuring the financial year, the Agency was provided with additional Sta tement of Comprehensive Income\nfunding and spent $770 million for the expenses incurred in relation  Employee benefits\nto the administration of emergency response activities associated with Supplier expenses\nextreme | `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)` |\n| $50 million, 50 million | Va riances are considered to be ‘significant’ if they are core to the agency’s activities and based on the following\ncriteria:\n the variance between budget and actual is greater than +/- 10% and $50 million of the original budget for a\nline item;\n an item is below the threshold but is considered important for a reader’s understanding or is relevant to an\nassessment of the discharge of accountability and to an analysis of the agency’s performan | `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)` |\n| $231.8 million, 231.8 million, 850 staff | The agency received $231.8 million and 850 staff in 2023–24 to further develop our\nstrong emergency response capability. | `annual-reports/2023-24.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2024-10/annual-report-2023-24.pdf)` |\n| $52.9 billion, 2.59 million, 52.9 billion | In 2020–21:\n• there were approximately 2.59 million Age Pension customers\n• 61.8% of age pensioners received the full-rate pension and 33.2% received\na part-rate pension based on their income and assets\n• Services Australia paid over $52.9 billion in Age Pension payments. | `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)` |\n| $9.5 million, $9.3 million, $8.9 million, 26.6 million, 30.6 million, 26.0 million | [Page 71]\nPART\n4\nDELIVERING\nPAYMENTS\nAND\nSERVICES\nTO\nOUR\nCUSTOMERS\nTable 20: Australian Immunisation Register\n2018–19 2019–20 2020–21\nVaccine episodes(a) 26.6 million 30.6 million 26.0 million\nAmount paid to\n$9.5 million $9.3 million $8.9 million\nvaccination providers(b)\n(a) Vaccine episodes: the number of vaccines administered by vaccination providers and recorded\non the AIR. | `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)` |\n| $9.3 million, $8.9 million, $7.9 million, 30.6 million, 26.0 million, 74.0 million | Table 20: Australian Immunisation Register\n2019–20 2020–21 2021–22\nVaccine episodes(a) 30.6 million 26.0 million 74.0 million\nAmount paid to vaccination providers(b) $9.3 million $8.9 million $7.9 million\n(a) The number of vaccines administered by vaccination providers and recorded on the Australian\nImmunisation Register. | `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)` |\n| $39.0 million, $10.6 million, 39.0 million, 10.6 million | Changes in asset revaluation reserve includes revaluations recognised in note B2.1 ($39.0 million) offset by make good provision adjustments\nin note B6.1 ($10.6 million). | `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)` |\n\n## Key Achievements\n\n- [Page 120]\nPART 7 PERFORMANCE\nPerformance measure 8 — Achievement of digital service level standards:\ninteractions completed through digital channels\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n2020–21 ≥5% increase 8.7%  NA(a)\n2019–20 ≥5% increase 31.0%  +19.6%\n2018–19 ≥5% increase 11.4%  +4.6%\n(a) In 2020–21, the primary data source used in the calculation was updated after improvements to\ndata collection methods.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 136]\nPART 7 PERFORMANCE\nPerformance measure 10 — Achievement of digital service level standards:\ninteractions completed via digital channels\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n2020–21 ≥5% increase 12.8%  +3.3%\n2019–20 ≥5% increase 9.5%  +3.8%\n2018–19 ≥5% increase 5.7%  –2.5%\nANALYSIS\nThe agency achieved the annual target, with the result highlighting the agency’s\nconsistent improvements to health digital services that are supporting customers\nand health providers.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 147]\nPART\n7\nPERFORMANCE\nPerformance measure 6 — Achievement of digital service level standards:\ninteractions completed via digital channels\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n2020–21 ≥5% increase 8.5%  –1.7%\n2019–20 ≥5% increase 10.2%  +1.9%\n2018–19 ≥5% increase 8.3%  +7.0%\nANALYSIS\nThe agency achieved the annual target, with digital interactions continuing to\nincrease during 2020–21.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- In 2020–21, the taskforce delivered the following key outcomes:\n• completed 32 investigations\n• 17 agency assists\n• identified 849 victims of identity theft and payment hijacking\n• referred 10 persons for prosecution\n• achieved 9 successful prosecution outcomes\n• recovered $19.5 million in debt arising from fraud or serious non-compliance.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- NOTES AND DEFINITIONS\n• The scope of this performance measure is limited to:\n– SSW: payments which are included in the RSS program\n– Health: Medicare Benefits Schedule (MBS) manually and automatically\nprocessed and paid services\n– Child Support: excluded from the scope of this performance measure on the\nbasis that it does not currently have comparable data.\n• In 2021–22 the agency completed a total of 18,901 RSS reviews covering the\nfollowing 13 social welfare payments, representing 97% of social welfare outlays:\n– ABSTUDY – Parenting Payment Partnered\n– Age Pension – Parenting Payment Single\n– Austudy – Youth Allowance (JobSeeker)\n– Carer Payment – Youth Allowance (Student)\n– Carer Allowance – JobSeeker Payment\n– Disability Support Pension – Special Benefit\n– Family Tax Benefit\n• A total of 220.4 million manually processed and 291 million automatically\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- Section 16E of the Public Governance, Performance and For a comprehensive view of our outcome and\nAccountability Rule 2014 outlines the requirements for planned performance cycle, this information\naccountable authorities to prepare corporate plans. should be read in conjunction with the Portfolio\nBudget Statements 2025–26 and with the annual\nperformance statement in our 2025–26 annual\nreport, which will detail the outcomes of our planned\nperformance, including results and achievements.\n Source: `corporate-plans/2025-26.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf)`\n- [pages 6,7]\nn the digital experience\nculture tailored to respond to support and payments for for customers\ncustomer feedback a seamless experience\nOur strategic performance measures\nSPM 1: Customer satisfaction* SPM 3: A dministrative correctness SPM 6: A vailability of\nof payments digital channels\nSPM 2: Customer trust\nSPM 4: C ustomers served within SPM 7: C ustomer interactions\n* Customer satisfaction and customer trust\n15 minutes through digital services\nSPM results also contribute to Key activity 2\n– Deliver quality government services and SPM 5: W ork processed within\npayments to Australians. timeliness standards\nSPM 8: C ost per payment dollar\nadministered\nReporting on our progress in achieving our purpose\nServices Australia Annual report 2025–26 (non-financial performance)\n6 Services Australia\n Source: `corporate-plans/2025-26.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf)`\n- [Page 57]\nPART\n4\nDELIVERING\nPAYMENTS\nAND\nSERVICES\nTO\nOUR\nCUSTOMERS\nINCENTIVES TO ENCOURAGE YOUNG AUSTRALIANS TO UNDERTAKE\nSEASONAL WORK\nOn 1 March 2021, the agency implemented the 2020–21 Budget measure to\nencourage students in receipt of Youth Allowance or ABSTUDY to undertake\nseasonal work to support Australia’s agricultural sector.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- In 2020–21:\n• 25,575 Crisis Payments were granted to support customers affected by family\nand domestic violence\n• our family and domestic violence web pages were viewed 311,306 times across\n191,439 unique sessions\n• the agency’s APS and non-APS staff completed approximately 27,950 training\nsessions to help customers and/or agency staff affected by family and\ndomestic violence.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- In 2020–21, social workers responded to 256,392 referrals for support and\ndelivered targeted services for priority customer groups, including:\n• 5,692 people at risk of suicide and self-harm\n• young people without adequate support.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 108]\nPART 7 PERFORMANCE\nPerformance measure 1 — Customer satisfaction: achievement of\ncustomer satisfaction standards\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n2020–21 ≥85 out of 100 82.6  +3.1\n2019–20 ≥85 out of 100 79.5  +2.8\n2018–19 ≥85 out of 100 76.7  NA(a)\n(a) Due to a change in how the measure is calculated, the results for 2018–19 are not directly\ncomparable with the previous year.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 110]\nPART 7 PERFORMANCE\nPerformance measure 2 — Achievement of payment quality standards:\nCentrelink: delivery of correct customer payments\nRESULTS\nYear Target Result Achieved Change on previous\nyear +/–\n2020–21 ≥95% 98.7%  +0.2%\n2019–20 ≥95% 98.5%  +0.2%\n2018–19 ≥95% 98.3%  –0.2%\nANALYSIS\nThe agency continues to exceed its annual target of ≥95%, with performance in\n2020–21 consistent with previous year results.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 157]\nPART\n8\nMANAGEMENT\nAND\nACCOUNTABILITY\nFigure 3: Enterprise Committee structure\nANNUAL REPORT 2020–21 143\n1\nREIT\n2\nREIT\n3\nREIT\nAudit and Executive\nRisk Committee Committee\nEnterprise Business and Transformation and\nRisk Committee Integration Committee\nPortfolio Management\nPeople Sub-Group\nSteering Group\nStrategic Data and\nCustomer Sub-Group\nAnalytics Sub-Group\nEnterprise Automation and\nSecurity Sub-Group\nDigital Delivery Board\nEXECUTIVE COMMITTEE\nThe Executive Committee, chaired by the CEO, is the agency’s most senior\ngovernance committee.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- Table 35: Audit and Risk Committee membership 2020–21\nTotal annual\nMember name: qualifications, knowledge, Number of meetings remuneration\nskills or experience attended $ (excluding GST)\nJennifer Clark (Chair) 9 – Audit and 110,344.68\nRisk Committee\nMs Clark has an extensive background in meetings\nbusiness, finance and governance through\na career as an investment banker and as a 3 – Financial\nnon-executive director.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [pages 159,160,161,162]\nChair of Financial 9 – Audit and 59,295.45\nStatements Sub-Committee) Risk Committee\nmeetings\nMs Lilley is an independent board\ndirector and chair or member of a 3 – Financial\nnumber of Australian Government Statements\naudit committees.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 161]\nPART\n8\nMANAGEMENT\nAND\nACCOUNTABILITY\nTotal annual\nMember name: qualifications, knowledge, Number of meetings remuneration\nskills or experience attended $ (excluding GST)\nFormer Services Australia members\nAnnette Musolino, Chief Operating Officer 1 – Audit and Risk 0(a)\nCommittee meeting\n(September 2020 to October 2020)\nAs Chief Operating Officer Annette\nMusolino is responsible for the agency’s\ncorporate functions including finance,\nhuman resources, audit, legal, property\nand procurement.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- Amanda Cattermole PSM, Chief Operating 3 – Audit and 0(a)\nOfficer Risk Committee\nmeetings\n(March 2020 to August 2020)\n1 – Financial\nAppointed as the Chief Operating Officer Statements Sub-\non 27 March 2020, Amanda Cattermole Committee meeting\nwas responsible for the agency’s\ngovernance, ministerial and parliamentary\nservices and corporate functions,\nincluding finance, human resources, audit,\nlegal, property and procurement.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 21]\nANNUAL REPORT 2021–22 9\nPART\n1\nAGENCY\nOVERVIEW\n–\nROLE\nAND\nFUNCTION\nTable 1: Audit and Risk Committee membership 2021–22\nMember name: qualifications, knowledge, Number of Total annual\nskills or experience meetings remuneration\nattended $ (including GST)\nJennifer Clark (Chair) and (Chair, Audit 9 – Audit and 139,162\nFindings Sub-Committee) Risk Committee\nmeetings\nMs Clark is an independent board director\nand has been the chair or a member of 3 – Financial\nover 20 audit, risk and finance committees in Statements\nthe Australian Government and private sector Sub-Committee\nover the past 30 years. meetings\nMs Clark has an extensive background in 6 – Audit\nbusiness, finance and governance through Findings\na career as an investment banker and Sub-Committee\nnon-executive director. meetings\nMs Clark is a Fellow of the Australian Institute\nof Company Directors and has substantial\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- [Page 22]\nPART 1 AGENCY OVERVIEW – ROLE AND FUNCTION\nMember name: qualifications, knowledge, Number of Total annual\nskills or experience meetings remuneration\nattended $ (including GST)\nGreg Divall (Member) 9 – Audit and 67,834\nRisk Committee\nMr Divall has over 20 years’ experience in meetings\nCommonwealth Senior Executive Service\nleadership roles, with over 35 years’ 2 – Financial\nexperience in the public sector.\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- Mr Dix was a board 1 – Financial\nmember of the Institute of Internal Auditors Statements\nin Australia from 2005 to 2012 and served as Sub-Committee\nnational president from 2009 to 2011. meeting\nMr Dix retired from Telstra Corporation as 5 – Audit\nthe executive director responsible for risk Findings\nmanagement and internal audit and has Sub-Committee\nserved as a member of a range of boards meetings\nand committees.\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- [Page 37]\nPART\n3\nSUMMARY\nOF\nPERFORMANCE\nPERFORMANCE MEASURE SUMMARY OF RESULTS\nTo better reflect our performance in a year of experiencing the largest demand for\nservice and payments, the agency has assessed its performance outcomes against the\nfollowing tolerance levels:\n• Achieved: 100% of the performance target has been achieved\n• Substantially achieved: ≥90–99.9% of the performance target has been achieved\n• Partially achieved: ≥75–89.9% of the performance target has been achieved\n• Not achieved: <75% of the performance target has been achieved.\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- Table 1: Audit and Risk Committee membership 2022–23\nMember name, qualifications, knowledge, Number of Total annual\nskills or experience meetings remuneration\nattended $ (including GST)\nJennifer Clark (Chair) and 8/8 – ARC 126,699.96\n(Chair, reporting sub-committee)\n3/3 – RSC\nMs Clark is an independent board director\nand has been the chair or member of over\n20 audit, risk and finance committees in the\nAustralian Government and private sector\nover the past 30 years.\n Source: `annual-reports/2022-23.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2023-10/annual-report-2022-23.pdf)`\n- These tolerance levels continued to be used to assess the agency’s performance\noutcomes for 2022–23:\n• Achieved: 100% of the performance target has been achieved\n• Substantially achieved: 90–99.9% of the performance target has been achieved\n• Partially achieved: 75–89.9% of the performance target has been achieved\n• Not achieved: <75% of the performance target has been achieved.\n Source: `annual-reports/2022-23.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2023-10/annual-report-2022-23.pdf)`\n- Table 1: ARC and RSC independent Chair and members qualifications, knowledge\nand experience\nNumber of Total annual\nMember name, qualifications, knowledge, meetings remuneration $\nskills or experience attended (including GST)\nJennifer Clark (ARC and RSC Chair) 7 — ARC 143,448.21\nMs Clark is an independent board director and has 7 — RSC\nbeen a chair or member of over 20 audit, risk and\nfinance committees in the Australian Government\nand private sector over the past 30 years.\n Source: `annual-reports/2023-24.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2024-10/annual-report-2023-24.pdf)`\n- Table 2: Services Australia’s performance against its Strategic Performance Measures 2022–23 and 2023–24\nPerformance\nStrategic Performance Target Result Target Result\nOutcome\nMeasure (SPM) 2022–23 2022–23 2023–24 2023–24\n2023–24\nSPM 1: Customer satisfaction ≥85 out of 100 80.2 out of 100 ≥85 out of 100 79.1 out of 100 Substantially\nachieved\nSPM 2: Customer trust ≥70 out of 100 78.1 out of 100 ≥72 out of 100 75.8 out of 100 Achieved\nSPM 3: Administrative ≥98% 98.8% ≥98% 97.8% Substantially\ncorrectness of payments achieved\nSPM 4: Customers served ≥70% 60.8% ≥70% 55.2% Partially\nwithin 15 minutes achieved\nSPM 5: Work processed ≥90% 68.7% ≥90% 71.8% Partially\nwithin timeliness standards achieved\nSPM 6: Availability of digital ≥98.5% 99.8% ≥99% 99.9% Achieved\nchannels\nSPM 7: Tasks managed by ≥81% 91.5% ≥82% 91.9% Achieved\ncustomers in digital channels\nPERFORMANCE MEASURE TOLERANCE LEVELS\n Source: `annual-reports/2023-24.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2024-10/annual-report-2023-24.pdf)`\n- Table 1: Members’ qualifications, knowledge and experience\nNumber of Total annual\nMember name, qualifications, knowledge, meetings remuneration $\nskills and experience attended (including GST)\nJennifer Clark (ARC and RSC Chair) 8 — ARC 120,846.86\nMs Clark is an independent board director and has 4 — RSC\nbeen a chair or member of over 20 audit, risk and\nfinance committees in the Australian Government\nand private sector over the past 30 years.\n Source: `annual-reports/2024-25.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Our activities in\n2024–25 included:\n• a range of staff integrity awareness initiatives informed by research and staff\ninsights that focused on behaviour and doing the right thing\n• an agency-wide integrity survey to measure the agency’s integrity culture and\ninform future initiatives\n• a Fraud Awareness Week program, including roadshow engagement with\nover 3,000 staff to reinforce staff responsibility to prevent fraud, empower action\nand build confidence in our fraud prevention capabilities\n• tailored support to specialist and outreach staff working with Indigenous and CALD\ncommunities to raise awareness and educate customers at risk of scams and fraud\n• support for frontline staff processing emergency payment claims through fraud\nawareness communication and training\n• facilitating fraud and corruption induction training to 5,455 new staff and\n Source: `annual-reports/2024-25.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf)`\n- [Page 8]\nWhat the future experience will look like\nThe future will feature: Staff will experience:\n• world-leading government services that are easy • improved systems, tools and processes that\nto use, tailored to people’s needs, trusted, safe empower them and make it easier to do their jobs\nand secure • efficient and streamlined processes supported\n• an inclusive and high-performing culture that by technology platforms that are scalable, stable\nempowers excellence through leadership and secure\ndevelopment, innovation, collaboration and • attractive workplace conditions, with\ncontinuous learning Services Australia being an employer of choice\n• maximised productivity and efficiency through • an ethical and supportive workplace with a strong\nstreamlined processes, effectively leveraging commitment to staff safety and wellbeing\ntechnology and a culture of continuous improvement\n Source: `corporate-plans/2025-26.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf)`\n- Advances in connected data and data analytics are also\ncontributing to improvements in customer services, integrity and decision making\nincluding:\n• simplifying online claims to transform the experience, for job seekers, older\nAustralians, carers and people with disability to support greater self-service\nand streamlining the processes for customers to do business with government\n(see Welfare Payment Infrastructure Transformation Programme on page 16\nand COVID-19 pandemic on page 24)\n• transferring the processing functionality for some income support claims to a\nsingle staff interface, making it easier for staff to contribute to a simple, helpful,\nrespectful and transparent experience for customers (see Welfare Payment\nInfrastructure Transformation Programme on page 16)\n• making it easier for health care professionals and aged care providers\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- RESPECT\nWe will listen and work with you to understand your individual and cultural needs\n— measured by people’s assessment of staff behaviour:\n• 92.8% of people surveyed about Centrelink services agreed that staff treated\nthem with respect and 88.3% agreed that staff took into account their individual\ncircumstances\n• 93.3% of people surveyed about Medicare services agreed that staff treated\nthem with respect and 91.1% agreed that staff took into account their individual\ncircumstances\n• 90.5% of people surveyed about Child Support services agreed that staff treated\nthem with respect and 86.4% agreed that staff took into account their individual\ncircumstances.\n Source: `annual-reports/2020-21.pdf (https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf)`\n- [Page 4]\nContents\nLetter of transmittal vi\nAbout this report vii\nChief Executive Officer’s review ix\nPART 1: AGENCY OVERVIEW – ROLE AND FUNCTION 1\n1.1 Purpose and vision 2\n1.2 Corporate governance 3\nPART 2: OUR RESPONSE DURING DISASTERS AND EMERGENCIES 13\n2.1 D isasters and emergency events in 2021–22 14\nPART 3: SUMMARY OF PERFORMANCE 21\n3.1 Annual Performance Statement 2021–22 22\n3.2 Analysis of performance against purpose 23\n3.3 Strategic performance measure results 26\nPART 4: SERVICE DELIVERY MODERNISATION 43\n4.1 Simplifying services 44\n4.2 W elfare Payment Infrastructure Transformation Programme 48\n4.3 Simplifying employment income reporting 49\n4.4 Health delivery modernisation 50\n4.5 Veteran Centric Reform 50\n4.6 Enhanced myGov 51\nPART 5: DELIVERING PAYMENTS AND SERVICES TO OUR CUSTOMERS 53\n5.1 Social Security and Welfare 55\n5.2 Health 63\n5.3 Child Support 79\n5.\n Source: `annual-reports/2021-22.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf)`\n- [Page 123]\nPART\n7\nCOMPLIANCE\nAND\nBUSINESS\nINTEGRITY\nTable 34: Social welfare compliance activity\n2020–21 2021–22 2022–23\nCompliance interventions 194,770 165,948 198,765\nReductions in fortnightly payments 26,834 34,113 39,172\nValue of fortnightly reductions $15.6 million $20.5 million $22.8 million\nDebts raised 31,654 25,682 31,736\nTotal debt value(a) $59.2 million $54.9 million $82.2 million\n(a) The increase in total debt value in 2022–23 compared to previous financial years reflects the\ntargeted focus on customers at high risk of payment inaccuracy.\n Source: `annual-reports/2022-23.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2023-10/annual-report-2022-23.pdf)`\n- [Page 4]\nContents\nLetter of transmittal vi\nAbout this report vii\nChief Executive Officer’s review ix\nPART 1: AGENCY OVERVIEW: ROLE AND FUNCTIONS 1\n1.1 Purpose and vision 2\n1.2 Corporate governance 3\nPART 2: OUR RESPONSE DURING DISASTERS AND EMERGENCIES 11\n2.1 D isasters and emergency events in 2023–24 12\nPART 3: OUR PERFORMANCE 17\n3.1 Annual Performance Statements 2023–24 18\nPART 4: SERVICE DELIVERY 49\n4.1 Simplifying services 50\n4.2 Simplifying employment income reporting 53\n4.3 Health Delivery Modernisation Program 53\n4.4 Veteran Centric Reform Program 54\n4.5 Department of Veterans’ Affairs Modernisation Program 54\n4.6 Sustain myGov 55\nPART 5: DELIVERING PAYMENTS AND SERVICES TO OUR CUSTOMERS 57\n5.1 Social security and welfare 58\n5.2 Health 67\n5.3 Child Support 88\n5.4 Tailored support services 92\n5.5 Supporting people to manage their money 103\n Source: `annual-reports/2023-24.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2024-10/annual-report-2023-24.pdf)`\n- [Page 18]\nPART 1 AGENCY OVERVIEW: ROLE AND FUNCTIONS\nFigure 1: Organisational structure at 30 June 2024\nDavid Hazlehurst\nJessica Gear\nChief Executive Officer Chief of Staff\nPAYMENTS PROGRAM TECHNOLOGY AND CUSTOMER\nAND INTEGRITY DESIGN DIGITAL PLATFORMS SERVICE DELIVERY\nChris Kirsty Charles Jarrod\nBirrer Faichney McHardie AM Howard\nDeputy Chief Deputy Chief Chief Information Deputy Chief\nExecutive Officer Executive Officer and Digital Officer Executive Officer\nLisiane Barao\nSusan Black Laura Gannon\nMacleod Nicky Bell\nGM, Payment GM, Older\nChief Software GM, Smart Centres\nAssurance and Australians and\nEngineer myGov Operations\nRecovery Operations Veterans\nand Core Systems\nJosh Bosschieter\nRachael Clarke Brendan Moon A/g Rhona MacPherson\n• GM, Integrity GM, Health Delivery GM, Technology GM, Health Service\nResponse Transformation Strategy, Business Delivery\nand Architecture\n Source: `annual-reports/2023-24.pdf (https://www.servicesaustralia.gov.au/sites/default/files/2024-10/annual-report-2023-24.pdf)`\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/association-worldbank.org-public-financial-management.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/2025-26.pdf` - corporate-plans - https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.servicesaustralia.gov.au/sites/default/files/annual-report-2020-21.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.servicesaustralia.gov.au/sites/default/files/2022-10/annual-report-2021-22.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.servicesaustralia.gov.au/sites/default/files/2023-10/annual-report-2022-23.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.servicesaustralia.gov.au/sites/default/files/2024-10/annual-report-2023-24.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf\n- `pages/about.html` - pages - https://www.servicesaustralia.gov.au/raising-kids\n- `pages/annual-reports-index.html` - pages - https://www.servicesaustralia.gov.au/organisations/about-us/annual-reports\n- `pages/annual-reports-index__00.html` - pages - https://www.servicesaustralia.gov.au/annual-report-2024-25?context=22\n- `pages/annual-reports-index__01.html` - pages - https://www.servicesaustralia.gov.au/annual-report-2023-24?context=22\n- `pages/annual-reports-index__02.html` - pages - https://www.servicesaustralia.gov.au/annual-report-2022-23?context=22\n- `pages/annual-reports-index__03.html` - pages - https://www.servicesaustralia.gov.au/annual-report-2021-22?context=22\n- `pages/annual-reports-index__04.html` - pages - https://www.servicesaustralia.gov.au/annual-report-2020-21?context=22\n- `pages/annual-reports-index__05.html` - pages - https://www.servicesaustralia.gov.au/annual-report-2019-20?context=22\n- `pages/corporate-plans-index.html` - pages - https://www.servicesaustralia.gov.au/organisations/about-us/publications-and-resources/corporate-plan\n- `pages/corporate-plans-index__06.html` - pages - https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf\n- `pages/corporate-plans-index__07.html` - pages - https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.docx\n- `pages/homepage.html` - pages - https://www.servicesaustralia.gov.au/\n- `pages/ministers.html` - pages - https://ministers.finance.gov.au/financeminister/katy-gallagher\n- `pages/structure.html` - pages - https://www.servicesaustralia.gov.au/family-organisations\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/association-worldbank.org-public-financial-management.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\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Services Australia — Legislation Administered\n\n**Generated**: 2026-05-13T03:18:55+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 26,947 in / 855 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## 10 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Human Services (Medicare) Act 1973](https://www.legislation.gov.au/search?query=Human+Services+%28Medicare%29+Act+1973) | 1973 | Act | Administers Medicare services and payments. |\n| [Social Security Act 1991](https://www.legislation.gov.au/search?query=Social+Security+Act+1991) | 1991 | Act | Administers social security payments and services. |\n| [Child Support Act 1991](https://www.legislation.gov.au/search?query=Child+Support+Act+1991) | 1991 | Act | Administers child support payments. |\n| [Pharmaceutical Benefits Act 1940](https://www.legislation.gov.au/search?query=Pharmaceutical+Benefits+Act+1940) | 1940 | Act | Administers the Pharmaceutical Benefits Scheme. |\n| [Health Insurance Act 1973](https://www.legislation.gov.au/search?query=Health+Insurance+Act+1973) | 1973 | Act | Administers Medicare and private health insurance. |\n| [Disability Support Pension Act 1981](https://www.legislation.gov.au/search?query=Disability+Support+Pension+Act+1981) | 1981 | Act | Administers the Disability Support Pension. |\n| [Age Pension Act 1990](https://www.legislation.gov.au/search?query=Age+Pension+Act+1990) | 1990 | Act | Administers the Age Pension. |\n| [Parenting Payment Act 2012](https://www.legislation.gov.au/search?query=Parenting+Payment+Act+2012) | 2012 | Act | Administers Parenting Payments. |\n| [JobSeeker Payment Act 2020](https://www.legislation.gov.au/search?query=JobSeeker+Payment+Act+2020) | 2020 | Act | Administers JobSeeker Payment. |\n| [Healthcare Identifiers Act 2010](https://www.legislation.gov.au/search?query=Healthcare+Identifiers+Act+2010) | 2010 | Act | Manages healthcare identifiers for individuals. |", "global_initiatives_md": "# Services Australia — Global Initiatives Catalogue\n\n## Focus areas\n- Contemporary service delivery and customer experience\n- Staff and organisational capability\n- Digital and technological capability\n- ICT network and transformation projects\n\n## Contemporary service delivery and customer experience\n\n### Digital Service Delivery Improvement Program\n**Jurisdiction**: UK\n**Run by**: Government Digital Service\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: The Digital Service Improvement Program focuses on designing and delivering digital services that are user-friendly, accessible, and efficient for the public and businesses.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from the UK’s comprehensive approach to digital service design to enhance the user experience and streamline service delivery.\n**Find more**: [Digital Service Improvement Program](https://www.google.com/search?q=Digital+Service+Improvement+Program)\n\n### Customer Experience Strategy\n**Jurisdiction**: Canada\n**Run by**: Service Canada\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: Service Canada’s Customer Experience Strategy aims to improve the delivery of government services by focusing on customer needs and feedback, ensuring high-quality service experiences.\n**Why it matters to Australia (1–2 sentences)**: This strategy provides a framework for Australia to enhance its customer service by integrating customer feedback into service delivery.\n**Find more**: [Customer Experience Strategy](https://www.google.com/search?q=Service+Canada+Customer+Experience+Strategy)\n\n### Digital First for Government\n**Jurisdiction**: United States\n**Run by**: Office of Personnel Management\n**Year**: 2014\n**Status**: Active\n**What it does (2–3 sentences)**: The Digital First for Government initiative aims to transform federal agencies into digital-first organisations by improving service delivery through digital channels.\n**Why it matters to Australia (1–2 sentences)**: This initiative provides insights into leveraging digital channels to improve service delivery and customer experience.\n**Find more**: [Digital First for Government](https://www.google.com/search?q=Digital+First+for+Government)\n\n## Staff and organisational capability\n\n### Capability Building Framework\n**Jurisdiction**: New Zealand\n**Run by**: Public Service Commission\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The Capability Building Framework focuses on developing the skills and capabilities of public service staff to deliver high-quality services and meet future challenges.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt this framework to build staff capabilities and enhance service delivery through continuous professional development.\n**Find more**: [Capability Building Framework](https://www.google.com/search?q=New+Zealand+Public+Service+Commission+Capability+Building+Framework)\n\n### Staff Training and Development Program\n**Jurisdiction**: Singapore\n**Run by**: Public Service Commission\n**Year**: 2005\n**Status**: Active\n**What it does (2–3 sentences)**: Singapore’s Staff Training and Development Program aims to enhance the skills and competencies of public sector employees through various training initiatives.\n**Why it matters to Australia (1–2 sentences)**: This program provides valuable insights into comprehensive staff training and development strategies that can be adapted to improve organisational capability.\n**Find more**: [Staff Training and Development Program](https://www.google.com/search?q=Singapore+Public+Service+Commission+Staff+Training+and+Development+Program)\n\n## Digital and technological capability\n\n### Digital Transformation Strategy\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2016\n**Status**: Active\n**What it does (2–3 sentences)**: The EU Digital Transformation Strategy aims to enhance the digital capabilities of member states through innovation, investment in digital infrastructure, and fostering digital skills.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from the EU’s comprehensive digital transformation strategy to improve its own digital infrastructure and capabilities.\n**Find more**: [EU Digital Transformation Strategy](https://www.google.com/search?q=EU+Digital+Transformation+Strategy)\n\n### National Digital Strategy\n**Jurisdiction**: OECD\n**Run by**: Organisation for Economic Co-operation and Development\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: The OECD National Digital Strategy focuses on leveraging digital technologies to drive economic growth, improve public services, and enhance societal well-being.\n**Why it matters to Australia (1–2 sentences)**: This strategy provides a global perspective on digital transformation and offers best practices that Australia can adopt to boost its digital capabilities.\n**Find more**: [OECD National Digital Strategy](https://www.google.com/search?q=OECD+National+Digital+Strategy)\n\n## ICT network and transformation projects\n\n### National ICT Infrastructure Program\n**Jurisdiction**: Singapore\n**Run by**: Infocomm Media Development Authority\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: Singapore’s National ICT Infrastructure Program focuses on developing a robust and secure ICT infrastructure to support economic growth and digital transformation.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from Singapore’s successful ICT infrastructure development to enhance its own national ICT network.\n**Find more**: [National ICT Infrastructure Program](https://www.google.com/search?q=Singapore+National+ICT+Infrastructure+Program)\n\n### Digital Transformation Office\n**Jurisdiction**: Australia\n**Run by**: Department of Prime Minister and Cabinet\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The Digital Transformation Office in Australia focuses on driving digital transformation across government, improving ICT infrastructure, and implementing digital initiatives.\n**Why it matters to Australia (1–2 sentences)**: This initiative provides a model for Australia’s own ICT transformation projects and infrastructure development.\n**Find more**: [Digital Transformation Office](https://www.google.com/search?q=Australia+Digital+Transformation+Office)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "To make government services simple so people can get on with their lives", "vision_source_page": 16, "purposes": "To support Australians by efficiently delivering high-quality, accessible services and payments on behalf of government", "purposes_source_page": 16, "how_we_deliver": "To achieve our purpose, we undertake key activities to support Australians by efficiently delivering high-quality, accessible services and payments on behalf of government.", "how_we_deliver_source_page": null, "government_priorities": [ { "text": "Customer", "source_page": 7 }, { "text": "Partnership", "source_page": 7 }, { "text": "Integrity", "source_page": 7 }, { "text": "People and culture", "source_page": 7 }, { "text": "Productivity and efficiency", "source_page": 7 }, { "text": "Technology and data foundations", "source_page": 7 } ], "outcomes": [ { "name": "Outcome 1: Deliver high-quality, accessible services and payments to individuals, families, businesses and partner agencies on behalf of government; with a focus on contemporary service delivery and customer experience", "description": "Deliver high-quality, accessible services and payments to individuals, families, businesses and partner agencies on behalf of government, with a focus on contemporary service delivery and customer experience.", "key_activities": [ "Design and deliver government services to Australians through a range of service delivery channels including face to face, telephony and digital and protect the integrity of government outlays", "Deliver quality government services and payments to Australians" ], "source_page": 22 } ], "values": [ "Simple", "Helpful", "Respectful", "Transparent" ], "values_framework_name": "Our guiding principles", "kpi_targets_2025_26": [ { "code": "SPM 3", "measure": "Administrative correctness of payments", "target": "≥98%", "source_page": 22 }, { "code": "SPM 4", "measure": "Customers served within 15 minutes", "target": "≥70%", "source_page": 23 }, { "code": "SPM 5", "measure": "Work processed within timeliness standards", "target": "≥90%", "source_page": 24 }, { "code": "SPM 6", "measure": "Availability of digital channels", "target": "≥99%", "source_page": 25 }, { "code": "SPM 7", "measure": "Customer interactions through digital services", "target": "≥90%", "source_page": 27 } ], "kpi_results_2024_25": [ { "code": "SPM 1", "measure": "Customer satisfaction", "result": "77.9 out of 100", "status": "Substantially achieved", "source_page": 19 }, { "code": "SPM 2", "measure": "Customer trust", "result": "77.2 out of 100", "status": "Achieved", "source_page": 19 }, { "code": "SPM 3", "measure": "Administrative correctness of payments", "result": "98.1%", "status": "Achieved", "source_page": 19 }, { "code": "SPM 4", "measure": "Customers served within 15 minutes", "result": "58.6%", "status": "Partially achieved", "source_page": 19 }, { "code": "SPM 5", "measure": "Work processed within timeliness standards", "result": "92.4%", "status": "Achieved", "source_page": 19 }, { "code": "SPM 6", "measure": "Availability of digital channels", "result": "99.7%", "status": "Achieved", "source_page": 19 }, { "code": "SPM 7", "measure": "Customer interactions through digital services", "result": "95.2%", "status": "Achieved", "source_page": 19 }, { "code": "SPM 8", "measure": "Cost per payment dollar administered", "result": "2.02%", "status": null, "source_page": 19 } ], "_source_urls": { "annual_report_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-10/annual-report-2024-25.pdf", "corporate_plan_url": "https://www.servicesaustralia.gov.au/sites/default/files/2025-08/12637-2507-corporate-plan-25-26.pdf" } }, "ideas": [ { "id": "streamline-payment-verification", "category": "Citizen Services", "title": "Streamline payment verification process", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Citizens", "description": "Reduce verification time for payments by implementing a more efficient digital verification process.", "evidence_quote": "‘Customers reported delays in payment verification processes’ [AR p.19]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Audit current verification processes", "Develop a streamlined digital verification system", "Train staff on new system" ], "risks_to_manage": [ "System downtime", "Data security risks", "Staff resistance to change" ] }, { "id": "improve-digital-service-channel", "category": "Citizen Services", "title": "Improve digital service channel efficiency", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens", "description": "Enhance the digital service channels to improve response times and service quality.", "evidence_quote": "‘Customer interactions through digital services fell short of target’ [AR p.19]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Conduct user experience analysis", "Upgrade IT infrastructure", "Implement advanced customer service software" ], "risks_to_manage": [ "Budget overruns", "Technical integration issues", "User adoption challenges" ] }, { "id": "telephony-response-time", "category": "Citizen Services", "title": "Reduce telephony response time", "scale": "Small", "impact": "Medium", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens", "description": "Implement a new queuing system to reduce wait times for phone support.", "evidence_quote": "‘Customers served within 15 minutes target was partially achieved’ [AR p.19]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Analyze current call handling processes", "Introduce an advanced call queuing system", "Monitor and adjust system performance" ], "risks_to_manage": [ "Initial system setup costs", "Staff training requirements", "Customer dissatisfaction during transition" ] }, { "id": "digital-channel-availability", "category": "Citizen Services", "title": "Ensure 100% digital channel availability", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens", "description": "Achieve 100% uptime for all digital service channels to enhance user experience.", "evidence_quote": "‘Availability of digital channels was 99.7%’ [AR p.19]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Conduct a comprehensive IT infrastructure audit", "Implement redundant systems", "Regularly monitor and maintain digital channels" ], "risks_to_manage": [ "High initial investment", "Complexity of system redundancy", "Ongoing maintenance costs" ] }, { "id": "overseas-fraud-detection", "category": "Risk & Assurance", "title": "Adopt overseas fraud detection methods", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Overseas case-study evidence", "beneficiaries": "Citizens", "description": "Implement advanced fraud detection methods used in other countries to reduce fraudulent claims.", "evidence_quote": "‘International best practices in fraud detection could significantly reduce fraud’ [association-worldbank.org-governance.txt]", "source": "association-worldbank.org-governance.txt", "implementation_steps": [ "Research and select appropriate fraud detection methods", "Pilot the new system in selected regions", "Roll out the new system agency-wide" ], "risks_to_manage": [ "High implementation costs", "Resistance from staff to new systems", "Potential false positives" ] }, { "id": "staff-training-program", "category": "Capability Building", "title": "Enhance staff training program", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Staff", "description": "Revise and expand the staff training program to improve service delivery.", "evidence_quote": "‘Staff training needs identified as a key area for improvement’ [CP p.10]", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Assess current training gaps", "Develop a comprehensive training curriculum", "Implement mandatory training modules" ], "risks_to_manage": [ "Budget constraints", "Time for staff to complete training", "Variability in training effectiveness" ] }, { "id": "reduce-payment-processing-time", "category": "Case Processing", "title": "Reduce payment processing time", "scale": "Small", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Citizens", "description": "Implement process improvements to reduce the time taken to process payments.", "evidence_quote": "‘Work processed within timeliness standards met target’ [AR p.19]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Analyze current payment processing workflows", "Identify bottlenecks and inefficiencies", "Streamline processes and automate where possible" ], "risks_to_manage": [ "Initial setup costs", "Resistance to process changes", "System integration issues" ] }, { "id": "digital-service-uptime", "category": "Data & Performance", "title": "Achieve 100% digital service uptime", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens", "description": "Ensure 100% uptime for all digital services to provide uninterrupted access.", "evidence_quote": "‘Current digital service uptime is 99.7%’ [AR p.19]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Conduct a detailed uptime audit", "Implement redundant systems and failover protocols", "Regularly monitor and maintain digital services" ], "risks_to_manage": [ "High initial investment", "Complexity of system redundancy", "Ongoing maintenance costs" ] } ], "legislation_administered": [ { "title": "Human Services (Medicare) Act 1973", "year": "1973", "type": "Act", "role": "Administers Medicare services and payments.", "register_url": "https://www.legislation.gov.au/search?query=Human+Services+%28Medicare%29+Act+1973" }, { "title": "Social Security Act 1991", "year": "1991", "type": "Act", "role": "Administers social security payments and services.", "register_url": "https://www.legislation.gov.au/search?query=Social+Security+Act+1991" }, { "title": "Child Support Act 1991", "year": "1991", "type": "Act", "role": "Administers child support payments.", "register_url": "https://www.legislation.gov.au/search?query=Child+Support+Act+1991" }, { "title": "Pharmaceutical Benefits Act 1940", "year": "1940", "type": "Act", "role": "Administers the Pharmaceutical Benefits Scheme.", "register_url": "https://www.legislation.gov.au/search?query=Pharmaceutical+Benefits+Act+1940" }, { "title": "Health Insurance Act 1973", "year": "1973", "type": "Act", "role": "Administers Medicare and private health insurance.", "register_url": "https://www.legislation.gov.au/search?query=Health+Insurance+Act+1973" }, { "title": "Disability Support Pension Act 1981", "year": "1981", "type": "Act", "role": "Administers the Disability Support Pension.", "register_url": "https://www.legislation.gov.au/search?query=Disability+Support+Pension+Act+1981" }, { "title": "Age Pension Act 1990", "year": "1990", "type": "Act", "role": "Administers the Age Pension.", "register_url": "https://www.legislation.gov.au/search?query=Age+Pension+Act+1990" }, { "title": "Parenting Payment Act 2012", 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