{
  "entity_id": "B-004187",
  "folder": "Skills-and-Workforce-Ministerial-Council",
  "name": "Skills and Workforce Ministerial Council",
  "type": "Ministerial Council",
  "jurisdiction": "Commonwealth",
  "portfolio": "Employment and Workplace Relations",
  "website": "https://www.dewr.gov.au/skills-commonwealthstate-relations",
  "data_status": "stub",
  "completeness": {
    "has_strategy_brief": false,
    "has_strategy_structured": false,
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    "has_kpi_targets": false,
    "has_kpi_results": false,
    "has_strategy_overview": true,
    "has_legislation_text": true,
    "has_legislation_structured": false,
    "has_global_initiatives_text": false,
    "has_ideas": true,
    "has_artifacts": false,
    "n_ideas": 12,
    "n_legislation": 0,
    "n_artifacts": 0,
    "n_kpi_targets": 0,
    "n_kpi_results": 0,
    "n_outcomes": 0,
    "verified_own_data": false
  },
  "strategy_profile": {
    "status": "needs_review",
    "confidence": "low",
    "summary": "",
    "official_site_url": "https://www.dewr.gov.au/skills-commonwealthstate-relations",
    "source_documents": [],
    "purpose": null,
    "vision": null,
    "strategic_priorities": [],
    "values": [],
    "outcomes": [],
    "performance_measures": [],
    "document_alignment_terms": {
      "must_support": [],
      "watch_terms": [],
      "avoid_claiming_without_evidence": []
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    "review_note": "No current official strategy document has been verified yet."
  },
  "strategy_brief_md": null,
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Skills and Workforce Ministerial Council - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:36:46.201740+00:00\n**Entity ID**: B-004187\n**Entity type**: Ministerial Council\n**Jurisdiction**: Commonwealth\n**Portfolio**: Employment and Workplace Relations\n**Website**: https://www.dewr.gov.au/skills-commonwealthstate-relations\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| pages | 40 |\n\n## Executive Readout\n\n### Purpose\n\n- Presented on the following pages are the department’s outcomes, programs and key activities, and our planned performance towards achieving our purpose for 2025–26 to 2028–29.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Our purpose outcomes, programs and key activities\nKey activities\nPublic Governance, Performance and Accountability Rule 2014\n16E(2)3\nFor the entire period covered by the plan, the corporate plan must outline the key activities that the entity will undertake in order to achieve its purposes.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Our purpose outcomes, programs and key activities\nOperating context\nPublic Governance, Performance and Accountability Rule 2014\n16E(2)4(a)\nFor the entire period covered by the plan, the corporate plan must state the environment in which the entity will operate.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- In achieving our purpose, we work to deliver key activities which are aligned to our outcomes and programs as described in our 2025–26 Portfolio Budget Statements (Figure 1).\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n\n### Role and Functions\n\n- Department of Employment and Workplace Relations Annual Report 2024–25 - HTML version\nPrevious DEWR Annual Reports\nDepartment of Employment and Workplace Relations Annual Report 2023–24\nDepartment of Employment and Workplace Relations Annual Report 2022–23\nHistorical Annual Reports\nDepartment of Education, Skills and Employment Annual Reports\nThe Department of Employment and Workplace Relations was established as a new Commonwealth entity on 1 July 2022, and has responsibility for:\nemployment and national workforce, and skills and training functions transferred from the former Department of Education, Skills and Employment (now the Department of Education\nworkplace relations functions from the\nAttorney-General’s Department\ndomestic operations and policy for the Pacific Australia Labour Mobility scheme from the\nDepartment of Foreign Affairs and Trade\n.\n  Source: `pages/annual-reports-index.html (https://www.dewr.gov.au/about-department/corporate-reporting/annual-reports)`\n- View the\nDepartment of Employment and Workplace Relations – Corporate Plan 2025–2026\npublication details page\nDownload\nDepartment of Employment and Workplace Relations – Corporate Plan 2025–2026\nas a\nPDF\n(6.07mb)\nView\nDepartment of Employment and Workplace Relations – Corporate Plan 2025–2026\nas a\nPage\nDepartment of Employment and Workplace Relations’ Corporate Plans\nDepartment of Employment and Workplace Relations Corporate Plan 2024–25\nDepartment of Employment and Workplace Relations Corporate Plan 2023–24\nDepartment of Employment and Workplace Relations Corporate Plan 2022–23\nPrevious Department's Corporate Plans\nThe Department of Employment and Workplace Relations was established as a new Commonwealth entity on 1 July 2022, and has responsibility for:\n  Source: `pages/corporate-plans-index.html (https://www.dewr.gov.au/about-department/corporate-reporting/corporate-plan)`\n- Our Portfolio Budget Statements 2025–26 contain information regarding the department’s Budget estimates (departmental and administered), average staffing levels, budgeted financial statements and high-level performance information for the reporting period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- 1\nNote: The Employment and Workplace Relations 2025–26 Portfolio Budget Statements also lists Program 3.2, which covers the Comcare workers’ compensation scheme and is managed by Comcare.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- In achieving our purpose, we work to deliver key activities which are aligned to our outcomes and programs as described in our 2025–26 Portfolio Budget Statements (Figure 1).\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Key activity\nProvide quality services to job seekers and employers\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of participants who are satisfied with the overall quality of services delivered\n[EM002]\nWorkforce Australia Online: 60% or higher\nWorkforce Australia Services: 66% or higher\nWorkforce Australia – Transition to Work: 75% or higher\nProportion of a representative sample of participants who indicate they are either ‘satisfied’ or ‘very satisfied’ with the services received from Workforce Australia during the reference period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n\n### Strategic Priorities\n\n- Data source:\nNational Centre for Vocational Education Research\nNational Student Outcomes Survey\nYes\nYes\nYes\nYes\nKey activity\nRespond to national future skills needs through access to\nvocational education and training\ngraduates with the required skills\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.1\nProportion of apprenticeship commencements in priority occupations\n17\n[SK011]\nMaintain or increase compared to previous year\nProportion of apprenticeship commencements in priority occupations in the first 6 months of the financial year compared to the number of commencements in priority occupations for the first 6 months of the previous financial year.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Figure 7: Strategic risks 2025–26\nRisk focus areas\n(Key operational activities that impact the profile of our Strategic Risks)\nStrategic risks\nMitigation strategies\nStrategic Risk 1 - Delivery\nThe Delivery risks relate to:\nReforms and organisational transformation\nRapid implementation and changes to delivery intent\nPrioritisation of activities\nProviding value for money\nProcurement, MOUs, and contracts\nServices we provide to Australian communities\nServices we provide to providers and workers\nServices we provide to other clients\nDepartment of Employment and Workplace Relations\n’s ability to deliver its key programs, projects and services on time, on budget and to the expectation of the Australian Government and communities can be compromised if the department does not work together in an environment of reforms, competing priorities and resourcing constraints.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Presented on the following pages are the department’s outcomes, programs and key activities, and our planned performance towards achieving our purpose for 2025–26 to 2028–29.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Data source:\nNational Centre for Vocational Education Research\n, National Apprentice and Trainee Collection and annual Australian Apprenticeship Priority Lists\nYes\nYes\nYes\nYes\n2.1\nProportion of employers using nationally recognised training\n18\n[SK004]\n50% or higher\nNumber of businesses with employees that, in the previous 12 months, have used nationally recognised training, have had apprentices/trainees, or have had jobs that require a vocational qualification, over the total number of businesses with employees.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Our purpose outcomes, programs and key activities\nKey activities\nPublic Governance, Performance and Accountability Rule 2014\n16E(2)3\nFor the entire period covered by the plan, the corporate plan must outline the key activities that the entity will undertake in order to achieve its purposes.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Our purpose outcomes, programs and key activities\nOperating context\nPublic Governance, Performance and Accountability Rule 2014\n16E(2)4(a)\nFor the entire period covered by the plan, the corporate plan must state the environment in which the entity will operate.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- In achieving our purpose, we work to deliver key activities which are aligned to our outcomes and programs as described in our 2025–26 Portfolio Budget Statements (Figure 1).\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- To further embed our commitment to Closing the Gap, each of the department’s Tier 2 committees (see Figure 3) has a First Nations representative and has been made responsible for overseeing one of the 4 National Agreement on Closing the Gap priority reforms.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Key activity\nProvide quality services to job seekers and employers\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of participants who are satisfied with the overall quality of services delivered\n[EM002]\nWorkforce Australia Online: 60% or higher\nWorkforce Australia Services: 66% or higher\nWorkforce Australia – Transition to Work: 75% or higher\nProportion of a representative sample of participants who indicate they are either ‘satisfied’ or ‘very satisfied’ with the services received from Workforce Australia during the reference period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- 15\nData source: Pacific Australia Labour Mobility Information System and\nDepartment of Employment and Workplace Relations\nprogram administrative data\nYes\nYes\nYes\nYes\nKey activity\nSupport job seekers to achieve sustainable employment\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of Workforce Australia Services participants who achieve a 26-week Employment Outcome\n[EM005]\n15% or higher\nThe proportion of participants in Workforce Australia Provider Services who recorded at least one job placement which converted to a 26-week outcome, over a 12-month period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n\n## KPIs, Targets, and Where They Are At\n\n- Key activity\nProvide quality services to job seekers and employers\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of participants who are satisfied with the overall quality of services delivered\n[EM002]\nWorkforce Australia Online: 60% or higher\nWorkforce Australia Services: 66% or higher\nWorkforce Australia – Transition to Work: 75% or higher\nProportion of a representative sample of participants who indicate they are either ‘satisfied’ or ‘very satisfied’ with the services received from Workforce Australia during the reference period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- 15\nData source: Pacific Australia Labour Mobility Information System and\nDepartment of Employment and Workplace Relations\nprogram administrative data\nYes\nYes\nYes\nYes\nKey activity\nSupport job seekers to achieve sustainable employment\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of Workforce Australia Services participants who achieve a 26-week Employment Outcome\n[EM005]\n15% or higher\nThe proportion of participants in Workforce Australia Provider Services who recorded at least one job placement which converted to a 26-week outcome, over a 12-month period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Data source:\nDepartment of Employment and Workplace Relations\nPost-Program Monitoring - Labour Force Survey\nYes\nYes\nYes\nYes\nKey activity\nSupport target groups to improve their work readiness and prepare for employment\n16\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of Workforce Australia Services participants who believe working with their provider has improved their chances of getting a job\n[EM009]\n66% or higher\nProportion of a representative sample of participants who indicate that services received improved their chances of getting a job during the reference period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Key activity\nEnhance the quality of vocational education and training (\nvocational education and training\n)\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.1\nProportion of\nvocational education and training\ngraduates who are satisfied with the overall quality of the training\n[SK001]\nAll graduates: 85% or higher\nFirst Nations graduates: 85% or higher\nFemale graduates: 85% or higher\nNumber of\nvocational education and training\ngraduates who were satisfied or very satisfied with the overall quality of their training, over the total number of\nvocational education and training\ngraduates.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Data source:\nNational Centre for Vocational Education Research\nNational Student Outcomes Survey\nYes\nYes\nYes\nYes\nKey activity\nRespond to national future skills needs through access to\nvocational education and training\ngraduates with the required skills\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.1\nProportion of apprenticeship commencements in priority occupations\n17\n[SK011]\nMaintain or increase compared to previous year\nProportion of apprenticeship commencements in priority occupations in the first 6 months of the financial year compared to the number of commencements in priority occupations for the first 6 months of the previous financial year.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Data source:\nNational Centre for Vocational Education Research\n, Survey of Employers’ Use and Views of the\nvocational education and training\nSystem (SEUV)\nYes\nNo\nYes\nNo\nKey activity\nImprove language, literacy, numeracy and digital (\nlanguage, literacy, numeracy and digital literacy\n) skills for target groups\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.1\nProportion of participants assessed in the Skills for Education and Employment (\nSkills for Education and Employment\n) program who show language, literacy, numeracy and digital literacy skills improvements\n19\n[SK005]\n80% or higher\nFor general\nSkills for Education and Employment\nservices: the proportion of participants who demonstrate progression against the Australian Core Skills Framework (\nAustralian Core Skills Framework\n) or Digital Literacy Skills Framework (\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Key activity\nReduce barriers to undertaking quality\nvocational education and training\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.2\nProportion of units of study successfully completed by\nvocational education and training\nStudent Loans (\nVET Student Loans\n) students\n[SK007]\n75%\n20\nor higher\nNumber of reported equivalent full-time study load (\nequivalent full-time study load\n) units of study passed, over the total number of\nequivalent full-time study load\nunits of study attempted excluding any ongoing units of study.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Key activity\nRespond to national future skills needs through access to\nvocational education and training\ngraduates with the required skills\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.3\nSupport to the Nuclear-powered Submarine Program is provided through engagement and advice on workforce and training\n22\n[SK010]\nNo target\n23\nThe department will report information on engagement and advice activities\n24\nthat have been undertaken under this program during 2025–26.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Key activity\nPromote fair, productive and safe workplaces through policies and programs\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n3.1\nProportion of assessed economic data and analysis to support the effective operation of the workplace relations system that is timely\n[WR001]\n100%\nTimeliness will be assessed on compliance with the following deadlines:\nthe Australian Government’s submission to the Fair Work Commission’s Annual Wage Review submitted by the deadline\neach quarterly Trends in Federal Enterprise Bargaining report published on the department’s website prior to the end of the subsequent quarter.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Data source: Scheme Tracking and Accreditation Reporting system (data from accredited companies)\nYes\nYes\nYes\nYes\nKey activity\nSupport the protection of workers’ entitlements\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n3.1\nAverage processing time for initial effective claims under the Fair Entitlements Guarantee program\n26\n[WR002]\n14 weeks or less\nThe time to process a claim is calculated by determining the period (in weeks) between the initial claim effective date and the decision date for each initial claim.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Our performance measures\nPublic Governance, Performance and Accountability Rule 2014\n16E(2)5(b)\nFor each reporting period covered by the plan, the corporate plan must include details of how the entity’s performance in achieving the entity’s purposes will be measured and assessed through specified targets for each of those performance measures for which it is reasonably practicable to set a target.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Support the progress and delivery of reviews to ensure the legislative frameworks for which we are responsible remain fit for purpose and responsive to evolving needs, including:\na joint review of the operation of the\nFair Work Legislation Amendment (Secure Jobs, Better Pay) Act 2022\nand the amendments made by Part 16A of Schedule 1 of the\nFair Work Legislation Amendment (Closing Loopholes) Act 2023\na review of the\nSafety, Rehabilitation and Compensation Act 1988\n, the legislative framework that underpins the Comcare workers’ compensation scheme\na review of Jobs and Skills Australia’s enabling legislation.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- This program supports target groups through delivery of tailored support to young people aged 15–24.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- The result is multiplied by 1 million to give a\nTotal Recorded Injury Frequency Rate\nper 1 million work hours.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $1 | h޴Z�o\u001b�\u0011�r��C�ݝٯ 0 'M�ڍ\u0005�@\u001eTA`l�Q�H�B\u0017�?��73�<��;�\u000e�����\\|���\u001e}�й�\u0007�.G��x�@��R\u0017r\u0011 wD:�t���D�u�\u0015�]� @貗�\u0018�E\b2w\u0005h��NQ��QQ���\n>.)��\u000f\u0002�\f_�o��E�D�� 4\"^)\u000bLjWf!\u001719:\u00119Bʘu^�\\|R�\"\u0010ɨ�\\|f���(^!�(U�%\u0010�IǨ\u000b.\b�Ā��\u0003\"x[��\u0010lm\u0001���\n�L�\u001d ��}\u0007�t,t��\u0005\u0002�ց�\u0018W,(�\u0010,_�@\u0019<�J\u000f�f�\u000b\u001e��\u0001\u0002��~�w�Y��F3\u0018\u00055<\u0004�PE>��H�\u000e%\u0001��Q�{cPl\u0001$�\u0002\u001eI�\u0001\u0015({��#�\u0018x\u0014\u001b\u0003\u000f�\u0014��:����[��\u0016��fD\u000e)$1dc\b\"�\u001an�2�\u0012F�< �\u001b4�X\u0002\u0005\u0010u,\u000f@\fH�$\u0017\u0001��\b�f�\u0011\b<��\u001exD�+�#f�z�HJ\u000f�9K\u001c\u0012�s\u0016} ��H����$� ��*�H\u001e<�X��<�U�.��k+ ��Q`+<\u00104ыu S�� \u0002�� ��(\b( | `pages/corporate-plans-index__04.html (https://www.dewr.gov.au/download/17122/department-employment-and-workplace-relations-corporate-plan-2025-2026/40895/department-employment-and-workplace-relations-corporate-plan-2025-2026/pdf)` |\n| $3 | hޤ��j�0\u0010Ee�@�h^\u0012�@�ꢔ\u0012\u0017�\bY��E)8�8��}%�r0�h�3H#\u001d�Á\u0015\u0002p`\u0003�'��*d �\u0002R�-W@P�\n\u0011L�e!H\u0019a?�\u0007؝�/�/P�/�W�W�\n���oJec��6�n�z��i�������^_�}}0\u001c����c�sN.�\u0001\":\u000b\u0002B�RR�\u0010]�t��П>�緾�\u0006@J�9�\u000f��ǯ���Ϧ��z}UI\u000bU,:�1��iTAS'��y�$ϛ�B\u0013��\u0004�f�!8�x���Mti<���n&B�\"�\u0013�y\u0011�g8Y�G \u0007C��\bI'Mtބ����$3��F\u0013.�ʥ\f�\"\n>stream | `pages/corporate-plans-index__04.html (https://www.dewr.gov.au/download/17122/department-employment-and-workplace-relations-corporate-plan-2025-2026/40895/department-employment-and-workplace-relations-corporate-plan-2025-2026/pdf)` |\n| $1 | h��VmO�0\u0010�+�>\n���H�R[(C�[�T\u0002\n�)����&U\u0012$��{lg�n�P�}[��g�����;�Xb�\u0019k�t\u0006c�T�btLk�\u0011�Q�$��q\u0018%K\n�\u0012Ť\u0011PH4\u0004�\u0005\u0003�y(1IFB�MJ=8aҒ�vL&\u0012f�B&\u001a'�Wk\b\u0012B\nu�PR*vx����n�M�(�$\u0013L��\u000b�i0��w�I���:�[�oa\"��Dؤ�: ��`֚��D2K\u0014's��{\u0019�\b6�Κz�\u0015�%�\u001dM�����������\u001b���RE\u0013��d�w8\u0018`sx����-�h�?��:_���\u0003�?���\\|�\u0016\u0010�L�l\u0018q�4oZ\u0015\\|~�)\u001e^�/�Wo�^0?ζ����Yo6��&��M�\u0014��>\u001a;i���6��� L\u001c8��ލN�.���N��z�\u001el���+�x\u001a�m�I��l~13�o�\\| ��fź��WK~\\-�eY}��e5��r;��Mۍo�\u0006T��rT����tu��\u0004��{�T�����q��d\f1�>/��M{��?;�\u001ek���B��_Q�>�� | `pages/corporate-plans-index__04.html 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`pages/corporate-plans-index__04.html (https://www.dewr.gov.au/download/17122/department-employment-and-workplace-relations-corporate-plan-2025-2026/40895/department-employment-and-workplace-relations-corporate-plan-2025-2026/pdf)` |\n| $7 | 4�\u0010���q\u0003)\u000e�Fp��\u0003l\u001a�1Kt���O8\n�e@�4�]�6�\u001f\u0016�����C�q��\n\b\u001b�\u0004\u0006���h�Ln�l��V�G��f��\u0018bqQ��m'�j�vw�p��\u001bZ��\fd�����9�\u0005��������gO@��0�\u0018�_�ҫ�\u0001��7�%��P���*g\u000e\u000b\u0003\u0013s�ǞZ�.�N$���..腂�\u0014���M#\u001d����P��I���\u0015���?\u0006��6��\\|\u0017\u001f�#�\\��������ԀT���6X��%�#Bso��#��\u0018�y�`�V\b��a\u000ez��,��@ �`\u0001�\"�X�6�F�a?wG9���w���\u0017�!e���n���_� z������R~WѨ�9��m�O�/3��i֝\u0019�z�\u0017\ni�\u0015��@_\u001e>�\n�\"֧���<G�w��r\u0006�\b5��}�j\u001f�+ɀx1/�8*�,˜�{/�.,��ɏǞ�\u0019�~Q�\u0014E$�-\b\u0019�:��{>�Hl��`;�!����iWϻ�T�_G_Cr���Ћ��\u0001��RM�̔\\��n]�3\u0016�J��Bxw,��`X� | `pages/corporate-plans-index__04.html (https://www.dewr.gov.au/download/17122/department-employment-and-workplace-relations-corporate-plan-2025-2026/40895/department-employment-and-workplace-relations-corporate-plan-2025-2026/pdf)` |\n| 1 million | The result is multiplied by 1 million to give a\nTotal Recorded Injury Frequency Rate\nper 1 million work hours. | `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)` |\n\n## Key Achievements\n\n- Key activity\nProvide quality services to job seekers and employers\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of participants who are satisfied with the overall quality of services delivered\n[EM002]\nWorkforce Australia Online: 60% or higher\nWorkforce Australia Services: 66% or higher\nWorkforce Australia – Transition to Work: 75% or higher\nProportion of a representative sample of participants who indicate they are either ‘satisfied’ or ‘very satisfied’ with the services received from Workforce Australia during the reference period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Data source:\nNational Centre for Vocational Education Research\n, Survey of Employers’ Use and Views of the\nvocational education and training\nSystem (SEUV)\nYes\nNo\nYes\nNo\nKey activity\nImprove language, literacy, numeracy and digital (\nlanguage, literacy, numeracy and digital literacy\n) skills for target groups\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.1\nProportion of participants assessed in the Skills for Education and Employment (\nSkills for Education and Employment\n) program who show language, literacy, numeracy and digital literacy skills improvements\n19\n[SK005]\n80% or higher\nFor general\nSkills for Education and Employment\nservices: the proportion of participants who demonstrate progression against the Australian Core Skills Framework (\nAustralian Core Skills Framework\n) or Digital Literacy Skills Framework (\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Key activity\nReduce barriers to undertaking quality\nvocational education and training\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.2\nProportion of units of study successfully completed by\nvocational education and training\nStudent Loans (\nVET Student Loans\n) students\n[SK007]\n75%\n20\nor higher\nNumber of reported equivalent full-time study load (\nequivalent full-time study load\n) units of study passed, over the total number of\nequivalent full-time study load\nunits of study attempted excluding any ongoing units of study.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Support the progress and delivery of reviews to ensure the legislative frameworks for which we are responsible remain fit for purpose and responsive to evolving needs, including:\na joint review of the operation of the\nFair Work Legislation Amendment (Secure Jobs, Better Pay) Act 2022\nand the amendments made by Part 16A of Schedule 1 of the\nFair Work Legislation Amendment (Closing Loopholes) Act 2023\na review of the\nSafety, Rehabilitation and Compensation Act 1988\n, the legislative framework that underpins the Comcare workers’ compensation scheme\na review of Jobs and Skills Australia’s enabling legislation.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Eligibility\nTo be eligible for AGGP Data Stream, you must:\nsubmit a completed application prior to the closing date and time.\nbe an Australian citizen at the time of application\nhave completed (or will complete) at least an Australian Qualifications Framework Level 7 qualification (a Bachelor degree), equivalent, or higher equivalent by 31 December 2026\nhave completed your most recent eligible qualification between 1 January 2022 to 31 December 2026\nbe able to obtain and maintain a valid Australian Government security clearance once accepted onto the program when required.\n  Source: `pages/strategies-index__20.html (https://www.dewr.gov.au/graduate-and-entry-level-programs/graduate-program/data-stream)`\n- Data source:\nDepartment of Employment and Workplace Relations\nPost-Program Monitoring – Online Services Satisfaction Survey and Quality and Progress Survey\nYes\nYes\nYes\nYes\n1.1\nProportion of employers who are satisfied with the assistance from Australian Government employment services\n12\n[EM010]\n80% or higher\nThe proportion of employers that are satisfied with the assistance from Australian Government employment services,\n13\nbased on their most recent recruitment experience, over a 12-month period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- 15\nData source: Pacific Australia Labour Mobility Information System and\nDepartment of Employment and Workplace Relations\nprogram administrative data\nYes\nYes\nYes\nYes\nKey activity\nSupport job seekers to achieve sustainable employment\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of Workforce Australia Services participants who achieve a 26-week Employment Outcome\n[EM005]\n15% or higher\nThe proportion of participants in Workforce Australia Provider Services who recorded at least one job placement which converted to a 26-week outcome, over a 12-month period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Data source:\nDepartment of Employment and Workplace Relations\nPost-Program Monitoring - Labour Force Survey\nYes\nYes\nYes\nYes\nKey activity\nSupport target groups to improve their work readiness and prepare for employment\n16\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of Workforce Australia Services participants who believe working with their provider has improved their chances of getting a job\n[EM009]\n66% or higher\nProportion of a representative sample of participants who indicate that services received improved their chances of getting a job during the reference period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Key activity\nEnhance the quality of vocational education and training (\nvocational education and training\n)\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.1\nProportion of\nvocational education and training\ngraduates who are satisfied with the overall quality of the training\n[SK001]\nAll graduates: 85% or higher\nFirst Nations graduates: 85% or higher\nFemale graduates: 85% or higher\nNumber of\nvocational education and training\ngraduates who were satisfied or very satisfied with the overall quality of their training, over the total number of\nvocational education and training\ngraduates.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Data source:\nNational Centre for Vocational Education Research\nNational Student Outcomes Survey\nYes\nYes\nYes\nYes\nKey activity\nRespond to national future skills needs through access to\nvocational education and training\ngraduates with the required skills\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.1\nProportion of apprenticeship commencements in priority occupations\n17\n[SK011]\nMaintain or increase compared to previous year\nProportion of apprenticeship commencements in priority occupations in the first 6 months of the financial year compared to the number of commencements in priority occupations for the first 6 months of the previous financial year.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Key activity\nRespond to national future skills needs through access to\nvocational education and training\ngraduates with the required skills\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.3\nSupport to the Nuclear-powered Submarine Program is provided through engagement and advice on workforce and training\n22\n[SK010]\nNo target\n23\nThe department will report information on engagement and advice activities\n24\nthat have been undertaken under this program during 2025–26.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Key activity\nPromote fair, productive and safe workplaces through policies and programs\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n3.1\nProportion of assessed economic data and analysis to support the effective operation of the workplace relations system that is timely\n[WR001]\n100%\nTimeliness will be assessed on compliance with the following deadlines:\nthe Australian Government’s submission to the Fair Work Commission’s Annual Wage Review submitted by the deadline\neach quarterly Trends in Federal Enterprise Bargaining report published on the department’s website prior to the end of the subsequent quarter.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n\n## Key Issues, Risks, and Recommendations\n\n- Figure 7: Strategic risks 2025–26\nRisk focus areas\n(Key operational activities that impact the profile of our Strategic Risks)\nStrategic risks\nMitigation strategies\nStrategic Risk 1 - Delivery\nThe Delivery risks relate to:\nReforms and organisational transformation\nRapid implementation and changes to delivery intent\nPrioritisation of activities\nProviding value for money\nProcurement, MOUs, and contracts\nServices we provide to Australian communities\nServices we provide to providers and workers\nServices we provide to other clients\nDepartment of Employment and Workplace Relations\n’s ability to deliver its key programs, projects and services on time, on budget and to the expectation of the Australian Government and communities can be compromised if the department does not work together in an environment of reforms, competing priorities and resourcing constraints.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Strategic Risk 6 - Finance and regulatory\nThe Legislative, Finance and Regulatory risks relate to:\nLegislative compliance and authorising environment\nFederal and internal budget constraints\nProcurements and contracts\nPayments to external parties\nInsurance and asset management\nPrivacy, fraud or corruption\nLegal, Freedom of Information (FOI) and public interest disclosure matters\nDelivery and maintenance of our policies, programs, projects and services within the current financial environment may compromise our ability to support people to have safe, secure, and well-paid jobs.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Figure 8: Our operating risk environment\nLegislation\nPublic Governance, Performance and Accountability Act 2013\nStandard\nAustralian/New Zealand ISO 31000: 2018\nPerformance\nThe department is committed to robust and meaningful performance information, planning and reporting practices, underpinned by a culture of continuous improvement.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Our corporate strategies and operations\nPublic Governance, Performance and Accountability Rule 2014\n16E(2)4(c)\nFor the entire period covered by the plan, the corporate plan must include a summary of the risk oversight and management systems of the entity, and the key risks that the entity will manage and how those risks will be managed.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Embedding a positive risk culture\nPublic Governance, Performance and Accountability Rule 2014\n16E(2)4(d)\nFor the entire period covered by the plan, the corporate plan must include details of any organisation or body that will make a significant contribution towards achieving the entity’s purposes through cooperation with the entity, including how that cooperation will help achieve those purposes.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Economic and social outlook\nAustralia faces complex social and economic opportunities and challenges, including population ageing, rising demand for care and support services, technological and digital transformation, climate change and the net zero transformation, and geopolitical risk and fragmentation.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- An enterprise view is taken by our Executive Board, our Audit and Risk Committee and our Risk Committee.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Key activity\nProvide quality services to job seekers and employers\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of participants who are satisfied with the overall quality of services delivered\n[EM002]\nWorkforce Australia Online: 60% or higher\nWorkforce Australia Services: 66% or higher\nWorkforce Australia – Transition to Work: 75% or higher\nProportion of a representative sample of participants who indicate they are either ‘satisfied’ or ‘very satisfied’ with the services received from Workforce Australia during the reference period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- 15\nData source: Pacific Australia Labour Mobility Information System and\nDepartment of Employment and Workplace Relations\nprogram administrative data\nYes\nYes\nYes\nYes\nKey activity\nSupport job seekers to achieve sustainable employment\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of Workforce Australia Services participants who achieve a 26-week Employment Outcome\n[EM005]\n15% or higher\nThe proportion of participants in Workforce Australia Provider Services who recorded at least one job placement which converted to a 26-week outcome, over a 12-month period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Data source:\nDepartment of Employment and Workplace Relations\nPost-Program Monitoring - Labour Force Survey\nYes\nYes\nYes\nYes\nKey activity\nSupport target groups to improve their work readiness and prepare for employment\n16\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of Workforce Australia Services participants who believe working with their provider has improved their chances of getting a job\n[EM009]\n66% or higher\nProportion of a representative sample of participants who indicate that services received improved their chances of getting a job during the reference period.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Key activity\nEnhance the quality of vocational education and training (\nvocational education and training\n)\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.1\nProportion of\nvocational education and training\ngraduates who are satisfied with the overall quality of the training\n[SK001]\nAll graduates: 85% or higher\nFirst Nations graduates: 85% or higher\nFemale graduates: 85% or higher\nNumber of\nvocational education and training\ngraduates who were satisfied or very satisfied with the overall quality of their training, over the total number of\nvocational education and training\ngraduates.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Data source:\nNational Centre for Vocational Education Research\nNational Student Outcomes Survey\nYes\nYes\nYes\nYes\nKey activity\nRespond to national future skills needs through access to\nvocational education and training\ngraduates with the required skills\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.1\nProportion of apprenticeship commencements in priority occupations\n17\n[SK011]\nMaintain or increase compared to previous year\nProportion of apprenticeship commencements in priority occupations in the first 6 months of the financial year compared to the number of commencements in priority occupations for the first 6 months of the previous financial year.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Data source:\nNational Centre for Vocational Education Research\n, Survey of Employers’ Use and Views of the\nvocational education and training\nSystem (SEUV)\nYes\nNo\nYes\nNo\nKey activity\nImprove language, literacy, numeracy and digital (\nlanguage, literacy, numeracy and digital literacy\n) skills for target groups\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.1\nProportion of participants assessed in the Skills for Education and Employment (\nSkills for Education and Employment\n) program who show language, literacy, numeracy and digital literacy skills improvements\n19\n[SK005]\n80% or higher\nFor general\nSkills for Education and Employment\nservices: the proportion of participants who demonstrate progression against the Australian Core Skills Framework (\nAustralian Core Skills Framework\n) or Digital Literacy Skills Framework (\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Key activity\nReduce barriers to undertaking quality\nvocational education and training\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n2.2\nProportion of units of study successfully completed by\nvocational education and training\nStudent Loans (\nVET Student Loans\n) students\n[SK007]\n75%\n20\nor higher\nNumber of reported equivalent full-time study load (\nequivalent full-time study load\n) units of study passed, over the total number of\nequivalent full-time study load\nunits of study attempted excluding any ongoing units of study.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n\n## Corporate Values and Operating Culture\n\n- Figure 6: Our people\n4454\nAustralian Public Service\nemployees\n3\nMade up of:\nOngoing\n4,272\n95.9%\nNon-ongoing\n182\n4.1%\nFull-time\n3,873\n87.0%\nPart-time\n581\n13.0%\nFemale\n4\n2,672\n60.0%\nMale\n4\n1,773\n39.8%\nX\n4\n9\n0.2%\n1075\nExternal Workforce\n5\nConsisting of:\ninformation and communications technology\nlabour hire\n6\n653\nNon-\ninformation and communications technology\nlabour hire\n100\nProfessional contractors\n322\nDiversity\nDepartment of Employment and Workplace Relations\nAustralian Public Service\nemployees\n3\nself-identified as:\nFirst Nations\n113\n2.5%\nCulturally and linguistically diverse\n7\n1,336\n30.0%\nPerson with disability\n8\n253\n5.7%\nDepartment of Employment and Workplace Relations\nAustralian Public Service\nemployees\n9\nself-identified as:\nLGBTQIA+\n9.9%\nNeurodivergent\n12.2%\nStrategic Commissioning Framework\nThe department maintains its commitment to develop and enhance its\nAustralian Public Service\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Strategic Risk 2 - Culture\nThe Culture risks relate to:\nSiloed business area practices\nCollaborating as a connected department\nAlignment of our values and leadership with the\nAustralian Public Service\nvalues and expectations\nCapability and confidence in adopting\nArtificial Intelligence\nDiversity, inclusion, ethics and integrity\nRespectful and culturally appropriate communications\nManaging organisational change together with our people\nOur culture may not foster a positive environment where staff feel safe, learn from mistakes, speak up or feel respected for their values.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Data source: eFEG system (Angular based, cloud hosted system)\nYes\nYes\nYes\nYes\nAcronyms and Compliance\nAcronyms list\nTable 1: Acronyms\nAcronym\nMeaning\nACCOs\nAboriginal and Torres Strait Islander community-controlled organisations\nACSF\nAustralian Core Skills Framework\nAI\nartificial intelligence\nAPS\nAustralian Public Service\nAPSC\nAustralian Public Service Commission\nASA\nAustralian Submarine Agency\nDEWR\nDepartment of Employment and Workplace Relations\nDLSF\nDigital Literacy Skills Framework\ne-CAF\nelectronic Commonwealth Assistance form\nEFTSL\nequivalent full-time study load\nFOI\nfreedom of information\nICT\ninformation and communications technology\nIT\ninformation technology\nMOU\nmemorandum of understanding\nNCVER\nNational Centre for Vocational Education Research\nOFSC\nOffice of the Federal Safety Commissioner\nPALM scheme\nPacific Australia Labour Mobility scheme\nPGPA Act\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Statement of preparation\nAs the Accountable Authority of the Department of Employment and Workplace Relations, I present the Department of Employment and Workplace Relations Corporate Plan for the reporting period 2025–26, which covers the period 2025–26 to 2028–29, as required under section 35(1)(b) of the\nPublic Governance, Performance and Accountability Act 2013\n(\nPublic Governance, Performance and Accountability Act 2013\n).\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Figure 7: Strategic risks 2025–26\nRisk focus areas\n(Key operational activities that impact the profile of our Strategic Risks)\nStrategic risks\nMitigation strategies\nStrategic Risk 1 - Delivery\nThe Delivery risks relate to:\nReforms and organisational transformation\nRapid implementation and changes to delivery intent\nPrioritisation of activities\nProviding value for money\nProcurement, MOUs, and contracts\nServices we provide to Australian communities\nServices we provide to providers and workers\nServices we provide to other clients\nDepartment of Employment and Workplace Relations\n’s ability to deliver its key programs, projects and services on time, on budget and to the expectation of the Australian Government and communities can be compromised if the department does not work together in an environment of reforms, competing priorities and resourcing constraints.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- This underpins our departmental governance and accountability arrangements, including our ethical values and integrity settings.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Figure 8: Our operating risk environment\nLegislation\nPublic Governance, Performance and Accountability Act 2013\nStandard\nAustralian/New Zealand ISO 31000: 2018\nPerformance\nThe department is committed to robust and meaningful performance information, planning and reporting practices, underpinned by a culture of continuous improvement.\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n- Figure 9 – Our performance planning and reporting process\nOur performance framework\nThe department’s performance planning, monitoring and reporting framework for 2025–26 is underpinned by the Commonwealth Performance Framework and requirements of the\nPublic Governance, Performance and Accountability Act 2013\nand the Public Governance, Performance and Accountability Rule 2014 (\nPublic Governance, Performance and Accountability Rule 2014\n).\n  Source: `pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py <entity>` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `pages/about.html` - pages - https://www.dewr.gov.au/about-us\n- `pages/annual-reports-index.html` - pages - https://www.dewr.gov.au/about-department/corporate-reporting/annual-reports\n- `pages/annual-reports-index__00.html` - pages - https://www.dewr.gov.au/about-department/resources/department-employment-and-workplace-relations-annual-report-2024-25\n- `pages/annual-reports-index__01.html` - pages - https://www.dewr.gov.au/about-department/resources/department-employment-and-workplace-relations-annual-report-2023-24\n- `pages/annual-reports-index__02.html` - pages - https://www.dewr.gov.au/node/15775\n- `pages/corporate-plans-index.html` - pages - https://www.dewr.gov.au/about-department/corporate-reporting/corporate-plan\n- `pages/corporate-plans-index__03.html` - pages - https://www.dewr.gov.au/about-department/resources/department-employment-and-workplace-relations-corporate-plan-2025-2026\n- `pages/corporate-plans-index__04.html` - pages - https://www.dewr.gov.au/download/17122/department-employment-and-workplace-relations-corporate-plan-2025-2026/40895/department-employment-and-workplace-relations-corporate-plan-2025-2026/pdf\n- `pages/corporate-plans-index__05.html` - pages - https://www.dewr.gov.au/corporate-plan-2025-26\n- `pages/corporate-plans-index__06.html` - pages - https://www.dewr.gov.au/about-department/resources/department-employment-and-workplace-relations-corporate-plan-2024-2025\n- `pages/corporate-plans-index__07.html` - pages - https://www.dewr.gov.au/about-department/resources/dewr-corporate-plan-2023-2024\n- `pages/corporate-plans-index__08.html` - pages - https://www.dewr.gov.au/about-department/resources/dewr-corporate-plan-2022-2023\n- `pages/corporate-plans-index__09.html` - pages - https://www.dewr.gov.au/about-us/resources/2021-22-corporate-plan\n- `pages/corporate-plans-index__10.html` - pages - https://www.dewr.gov.au/about-us/resources/2020-21-corporate-plan\n- `pages/corporate-plans-index__11.html` - pages - https://www.dewr.gov.au/about-us/resources/2019-20-corporate-plan\n- `pages/corporate-plans-index__12.html` - pages - https://www.dewr.gov.au/about-us/resources/2019-20-department-employment-skills-small-and-family-business-corporate-plan\n- `pages/homepage.html` - pages - https://www.dewr.gov.au/skills-commonwealthstate-relations\n- `pages/ministerial-releases-index.html` - pages - https://www.dewr.gov.au/skills-commonwealthstate-relations/skills-and-workforce-ministerial-council-communiques\n- `pages/ministers.html` - pages - https://www.dewr.gov.au/about-department/our-ministers\n- `pages/news-latest.html` - pages - https://www.dewr.gov.au/newsroom\n- `pages/recommendations-index.html` - pages - https://www.dewr.gov.au/about-department/corporate-reporting/australian-government-responses\n- `pages/recommendations-index__23.html` - pages - https://www.dewr.gov.au/about-department/resources/australian-government-response-house-representatives-standing-committee-employment-education-and\n- `pages/recommendations-index__24.html` - pages - https://www.dewr.gov.au/about-department/resources/australian-government-response-house-standing-committee-employment-education-and-training-report\n- `pages/recommendations-index__25.html` - pages - https://www.dewr.gov.au/about-department/resources/australian-government-response-senate-education-and-employment-legislation-committees-report-fair\n- `pages/recommendations-index__26.html` - pages - https://www.dewr.gov.au/about-department/resources/australian-government-response-education-and-employment-legislation-committee-report-free-tafe-bill\n- `pages/recommendations-index__27.html` - pages - https://www.dewr.gov.au/about-department/resources/australian-government-response-senate-select-committee-job-security-reports\n- `pages/recommendations-index__28.html` - pages - https://www.dewr.gov.au/employment-services-reform/resources/australian-government-response-senate-education-and-employment-legislation-committee-report\n- `pages/recommendations-index__29.html` - pages - https://www.dewr.gov.au/employment-services-reform/resources/australian-government-response-house-select-committee-workforce-australia-employment-services\n- `pages/strategies-index.html` - pages - https://www.dewr.gov.au/about-department/reconciliation-action-plan\n- `pages/strategies-index__13.html` - pages - https://www.dewr.gov.au/about-department/reconciliation-action-plan\n- `pages/strategies-index__14.html` - pages - https://www.dewr.gov.au/node/49\n- `pages/strategies-index__15.html` - pages - https://www.dewr.gov.au/skills-and-training/skills-data\n- `pages/strategies-index__16.html` - pages - https://www.dewr.gov.au/employment/employment-research-evaluations-and-data\n- `pages/strategies-index__17.html` - pages - https://www.dewr.gov.au/employment/international-engagement-employment-issues\n- `pages/strategies-index__18.html` - pages - https://www.dewr.gov.au/workplace-relations/research-and-data\n- `pages/strategies-index__19.html` - pages - https://www.dewr.gov.au/graduate-and-entry-level-programs/graduate-program/digital-including-ict-stream\n- `pages/strategies-index__20.html` - pages - https://www.dewr.gov.au/graduate-and-entry-level-programs/graduate-program/data-stream\n- `pages/strategies-index__21.html` - pages - https://www.dewr.gov.au/about-department/corporate-reporting/statistical-reports-and-data\n- `pages/strategies-index__22.html` - pages - https://www.dewr.gov.au/about-department/resources/department-employment-and-workplace-relations-reconciliation-action-plan-innovate-december-2025\n- `pages/structure.html` - pages - https://www.dewr.gov.au/about-department/resources/organisation-chart-dewr\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.\n- No global comparison/case-study sources found.",
  "legislation_md": "# Skills and Workforce Ministerial Council - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:24:04.268189+00:00\n**Entity ID**: B-004187\n**Jurisdiction**: Commonwealth\n**Portfolio**: Employment and Workplace Relations\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 40\n- Unique legislation references found: 10\n\n| Type | Count |\n|---|---:|\n| Act | 10 |\n\n## Legislation References\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `pages/corporate-plans-index__05.html`\n\n**Evidence contexts**:\n- rity of the Department of Employment and Workplace Relations, I present the Department of Employment and Workplace Relations Corporate Plan for the reporting period 2025–26, which covers the period 2025–26 to 2028–29, as required under section 35(1)(b) of the\nPublic Governance, Performance and Accountability Act 2013\n(\nPublic Governance, Performance and Accountability Act 2013\n).\nNatalie James\nSecretary\nAugust 2025\nOur purpose, outcomes, programs and key activities\nOur\npurpose\nis to support people in Australia to have safe, secure and well-paid work with the skills for a\n  Source: `pages/corporate-plans-index__05.html`\n- I present the Department of Employment and Workplace Relations Corporate Plan for the reporting period 2025–26, which covers the period 2025–26 to 2028–29, as required under section 35(1)(b) of the\nPublic Governance, Performance and Accountability Act 2013\n(\nPublic Governance, Performance and Accountability Act 2013\n).\nNatalie James\nSecretary\nAugust 2025\nOur purpose, outcomes, programs and key activities\nOur\npurpose\nis to support people in Australia to have safe, secure and well-paid work with the skills for a sustainable future. In achieving our purpose, we work to deli\n  Source: `pages/corporate-plans-index__05.html`\n- onment.\nOur governance\nThe department’s governance framework outlines the practices and arrangements for managing operations and discharging accountability obligations. It supports the Secretary, as the accountable authority, to discharge her duties under the\nPublic Governance, Performance and Accountability Act 2013\nby providing a mechanism for oversight, transparency and decision-making.\nThe governance framework contains a set of principles, applicable to all staff, that underpin how we achieve good governance in the department. Established within the framework is the d\n  Source: `pages/corporate-plans-index__05.html`\n- priorities.\nWe seek responsible funding for our programs, our projects and the services we provide, while managing our budget obligations in accordance with the responsible use of Commonwealth resources (efficient, effective, economical and ethical) under the\nPublic Governance, Performance and Accountability Act 2013\n.\nWe promote a culture of legislative compliance by engaging with skilled legal professionals. We are building our capability to better engage with legal issues, and we are tightening the connections between our policy and legal areas. We ensure that departme\n  Source: `pages/corporate-plans-index__05.html`\n- orities.\nFigure 9 – Our performance planning and reporting process\nOur performance framework\nThe department’s performance planning, monitoring and reporting framework for 2025–26 is underpinned by the Commonwealth Performance Framework and requirements of the\nPublic Governance, Performance and Accountability Act 2013\nand the Public Governance, Performance and Accountability Rule 2014 (\nPublic Governance, Performance and Accountability Rule 2014\n).\nIn line with our strategic objectives for 2025–26, our performance tools and guidance materials support transparent, accurate\n  Source: `pages/corporate-plans-index__05.html`\n\n### Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Freedom+of+Information+Act+1982\n\n**Sources**:\n- `pages/about.html`\n\n**Evidence contexts**:\n- staff in the department with a value exceeding $AUD100.00 (excluding GST).\nSenate order listings\nUnder Senate Orders we must publish information about our appointments and vacancies, contracts, files and grants.\nFreedom of Information (FOI)\nThe object of the\nFreedom of Information Act 1982\n(the FOI Act) is to give the Australian community access to information held by the Australian Government.\nInformation Publication Scheme (IPS)\nThe Information Publication Scheme (IPS) is established under the\nFreedom of Information Act 1982\n(FOI Act).\nReconc\n  Source: `pages/about.html`\n- The object of the\nFreedom of Information Act 1982\n(the FOI Act) is to give the Australian community access to information held by the Australian Government.\nInformation Publication Scheme (IPS)\nThe Information Publication Scheme (IPS) is established under the\nFreedom of Information Act 1982\n(FOI Act).\nReconciliation Action Plan\nThe department is committed to developing an equitable society that recognises the unique strengths of Australia’s First Nations people and empowering them to contribute to skills, training and employment outcomes that re\n  Source: `pages/about.html`\n\n### Safety, Rehabilitation and Compensation Act 1988\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Safety%2C+Rehabilitation+and+Compensation+Act+1988\n\n**Sources**:\n- `pages/corporate-plans-index__05.html`\n- `pages/news-latest.html`\n\n**Evidence contexts**:\n- g needs, including:\na joint review of the operation of the\nFair Work Legislation Amendment (Secure Jobs, Better Pay) Act 2022\nand the amendments made by Part 16A of Schedule 1 of the\nFair Work Legislation Amendment (Closing Loopholes) Act 2023\na review of the\nSafety, Rehabilitation and Compensation Act 1988\n, the legislative framework that underpins the Comcare workers’ compensation scheme\na review of Jobs and Skills Australia’s enabling legislation.\nSupport legislative reforms to safeguard penalty rates, ban non-compete clauses for low- and middle-income earner\n  Source: `pages/corporate-plans-index__05.html`\n- 5 February 2026\nCharting a new course with Early Childhood Education and Care\n16 January 2026\nSubmissions open for the Closing Loopholes Review\n18 December 2025\nCelebrating excellence at the 2025 Australian Training Awards\n17 December 2025\nFinal report of the Safety, Rehabilitation and Compensation Act 1988 review\n12 December 2025\nVET helped Lauryn find her true calling\n11 December 2025\nHyunjin’s small business journey: a simple idea goes international\n9 December 2025\n  Source: `pages/news-latest.html`\n\n### Corporate Avoidance of the Fair Work Act 2009\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Corporate+Avoidance+of+the+Fair+Work+Act+2009\n\n**Sources**:\n- `pages/recommendations-index.html`\n\n**Evidence contexts**:\n- tralian Government response to the Education and Employment Legislation Committee report on the Free TAFE Bill 2024 [Provisions]\n13/02/2025\nAustralian Government response to the Senate Select Committee on Job Security reports\n2024\nTabled date\nTitle\n18/07/2024\nCorporate Avoidance of the\nFair Work Act 2009\n18/07/2024\nWage theft? What Wage theft?! The exploitation of general and specialist cleaners working in retails chains for contracting and subcontracting companies\n11/07/2024\nFair Work Amendment Bill 2024\n04/07/2024\nHouse Select Committee on Workforce Austral\n  Source: `pages/recommendations-index.html`\n\n### Education Services for Overseas Students Act 2000\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Education+Services+for+Overseas+Students+Act+2000\n\n**Sources**:\n- `pages/corporate-plans-index__05.html`\n\n**Evidence contexts**:\n- t the integrity and sustainability of the international education sector by working across government on ongoing reforms to strengthen the regulatory framework and address systemic risks for international students. This includes to implement amendments to the\nEducation Services for Overseas Students Act 2000\nto combat the exploitation of overseas students, and address behaviours which seek to exploit the migration system.\nProgress reforms of the Australian Apprenticeships Incentive System, drawing on recommendations of the recent strategic review, to ensure it is\n  Source: `pages/corporate-plans-index__05.html`\n\n### Fair Work Legislation Amendment (Closing Loopholes) Act 2023\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Fair+Work+Legislation+Amendment+%28Closing+Loopholes%29+Act+2023\n\n**Sources**:\n- `pages/corporate-plans-index__05.html`\n\n**Evidence contexts**:\n- in fit for purpose and responsive to evolving needs, including:\na joint review of the operation of the\nFair Work Legislation Amendment (Secure Jobs, Better Pay) Act 2022\nand the amendments made by Part 16A of Schedule 1 of the\nFair Work Legislation Amendment (Closing Loopholes) Act 2023\na review of the\nSafety, Rehabilitation and Compensation Act 1988\n, the legislative framework that underpins the Comcare workers’ compensation scheme\na review of Jobs and Skills Australia’s enabling legislation.\nSupport legislative reforms to safeguard penalty\n  Source: `pages/corporate-plans-index__05.html`\n\n### Fair Work Legislation Amendment (Secure Jobs, Better Pay) Act 2022\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Fair+Work+Legislation+Amendment+%28Secure+Jobs%2C+Better+Pay%29+Act+2022\n\n**Sources**:\n- `pages/corporate-plans-index__05.html`\n\n**Evidence contexts**:\n- review.\nSupport the progress and delivery of reviews to ensure the legislative frameworks for which we are responsible remain fit for purpose and responsive to evolving needs, including:\na joint review of the operation of the\nFair Work Legislation Amendment (Secure Jobs, Better Pay) Act 2022\nand the amendments made by Part 16A of Schedule 1 of the\nFair Work Legislation Amendment (Closing Loopholes) Act 2023\na review of the\nSafety, Rehabilitation and Compensation Act 1988\n, the legislative framework that underpins the Comcare workers’ compensation\n  Source: `pages/corporate-plans-index__05.html`\n\n### Federal Safety Commissioner Act 2022\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Federal+Safety+Commissioner+Act+2022\n\n**Sources**:\n- `pages/corporate-plans-index__05.html`\n\n**Evidence contexts**:\n- anies accredited under the Work Health and Safety Accreditation Scheme is lower than the previous calendar year.\nThis stretch measure assesses and compares the overall impact of the Federal Safety Commissioner’s performance of their functions described in the\nFederal Safety Commissioner Act 2022\nannually through the use of safety performance data of companies in the building and construction industry accredited under the\nWork Health and Safety Accreditation Scheme\n.\nSafety performance is influenced by the\nWork Health and Safety Accreditation Scheme\na\n  Source: `pages/corporate-plans-index__05.html`\n\n### Legislation Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Legislation+Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `pages/corporate-plans-index__05.html`\n\n**Evidence contexts**:\n- isk system allows for flexibility to integrate a range of risk obligations into our risk assessments, such as integrity; child safety; fraud and corruption; climate; procurement and grants; and work, health and safety.\nFigure 8: Our operating risk environment\nLegislation\nPublic Governance, Performance and Accountability Act 2013\nStandard\nAustralian/New Zealand ISO 31000: 2018\nPerformance\nThe department is committed to robust and meaningful performance information, planning and reporting practices, underpinned by a culture of continuous improvement.\nWe adopt an integrated planning and\n  Source: `pages/corporate-plans-index__05.html`\n\n### PGPA Act Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=PGPA+Act+Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `pages/corporate-plans-index__05.html`\n\n**Evidence contexts**:\n- ICT\ninformation and communications technology\nIT\ninformation technology\nMOU\nmemorandum of understanding\nNCVER\nNational Centre for Vocational Education Research\nOFSC\nOffice of the Federal Safety Commissioner\nPALM scheme\nPacific Australia Labour Mobility scheme\nPGPA Act\nPublic Governance, Performance and Accountability Act 2013\nPGPA Rule\nPublic Governance, Performance and Accountability Rule 2014\nRAP\nReconciliation Action Plan\nSCF\nStrategic Commissioning Framework\nSEE\nSkills for Education and Employment\nTPS\nTuition Protection Service\nTRIFR\nTotal Recorded Injury Frequency Rate\nVET\nvo\n  Source: `pages/corporate-plans-index__05.html`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/annual-reports-index.html` (page)\n- `pages/annual-reports-index__00.html` (page)\n- `pages/annual-reports-index__01.html` (page)\n- `pages/annual-reports-index__02.html` (page)\n- `pages/corporate-plans-index.html` (page)\n- `pages/corporate-plans-index__03.html` (page)\n- `pages/corporate-plans-index__04.html` (page)\n- `pages/corporate-plans-index__05.html` (page)\n- `pages/corporate-plans-index__06.html` (page)\n- `pages/corporate-plans-index__07.html` (page)\n- `pages/corporate-plans-index__08.html` (page)\n- `pages/corporate-plans-index__09.html` (page)\n- `pages/corporate-plans-index__10.html` (page)\n- `pages/corporate-plans-index__11.html` (page)\n- `pages/corporate-plans-index__12.html` (page)\n- `pages/homepage.html` (page)\n- `pages/ministerial-releases-index.html` (page)\n- `pages/ministers.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/recommendations-index.html` (page)\n- `pages/recommendations-index__23.html` (page)\n- `pages/recommendations-index__24.html` (page)\n- `pages/recommendations-index__25.html` (page)\n- `pages/recommendations-index__26.html` (page)\n- `pages/recommendations-index__27.html` (page)\n- `pages/recommendations-index__28.html` (page)\n- `pages/recommendations-index__29.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__13.html` (page)\n- `pages/strategies-index__14.html` (page)\n- `pages/strategies-index__15.html` (page)\n- `pages/strategies-index__16.html` (page)\n- `pages/strategies-index__17.html` (page)\n- `pages/strategies-index__18.html` (page)\n- `pages/strategies-index__19.html` (page)\n- `pages/strategies-index__20.html` (page)\n- `pages/strategies-index__21.html` (page)\n- `pages/strategies-index__22.html` (page)\n- `pages/structure.html` (page)",
  "global_initiatives_md": null,
  "strategy": null,
  "ideas": [
    {
      "entity_id": "B-004187",
      "entity_name": "Skills and Workforce Ministerial Council",
      "folder_name": "Skills-and-Workforce-Ministerial-Council",
      "category": "Data & Performance",
      "scale": "small",
      "title": "KPI evidence register with named owners",
      "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.",
      "quote": "Our performance measures\nPublic Governance, Performance and Accountability Rule 2014\n16E(2)5(b)\nFor each reporting period covered by the plan, the corporate plan must include details of how the entity’s performance in achieving the entity’s purposes will be measured and assessed through specified targets for each of those performance measures for which it is reasonably practicable to set a target.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-004187",
      "entity_name": "Skills and Workforce Ministerial Council",
      "folder_name": "Skills-and-Workforce-Ministerial-Council",
      "category": "Data & Performance",
      "scale": "large",
      "title": "Outcome dashboard linking budget, delivery, and public impact",
      "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.",
      "quote": "Our performance measures\nPublic Governance, Performance and Accountability Rule 2014\n16E(2)5(b)\nFor each reporting period covered by the plan, the corporate plan must include details of how the entity’s performance in achieving the entity’s purposes will be measured and assessed through specified targets for each of those performance measures for which it is reasonably practicable to set a target.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-004187",
      "entity_name": "Skills and Workforce Ministerial Council",
      "folder_name": "Skills-and-Workforce-Ministerial-Council",
      "category": "Citizen Services",
      "scale": "small",
      "title": "Plain-language service pages and proactive status updates",
      "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.",
      "quote": "Figure 7: Strategic risks 2025–26\nRisk focus areas\n(Key operational activities that impact the profile of our Strategic Risks)\nStrategic risks\nMitigation strategies\nStrategic Risk 1 - Delivery\nThe Delivery risks relate to:\nReforms and organisational transformation\nRapid implementation and changes to delivery intent\nPrioritisation of activities\nProviding value for money\nProcurement, MOUs, and contracts\nServices we provide to Australian communities\nServices we provide to providers and workers\nServices we provide to other clients\nDepartment of Employment and Workplace Relations\n’s ability to deliver its key programs, projects and services on time, on budget and to the expectation of the Australian Government and communities can be compromised if the department does not work together in an environment of reforms, competing priorities and resourcing constraints.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "B-004187",
      "entity_name": "Skills and Workforce Ministerial Council",
      "folder_name": "Skills-and-Workforce-Ministerial-Council",
      "category": "Citizen Services",
      "scale": "large",
      "title": "Single front door for life-event based services",
      "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.",
      "quote": "Figure 7: Strategic risks 2025–26\nRisk focus areas\n(Key operational activities that impact the profile of our Strategic Risks)\nStrategic risks\nMitigation strategies\nStrategic Risk 1 - Delivery\nThe Delivery risks relate to:\nReforms and organisational transformation\nRapid implementation and changes to delivery intent\nPrioritisation of activities\nProviding value for money\nProcurement, MOUs, and contracts\nServices we provide to Australian communities\nServices we provide to providers and workers\nServices we provide to other clients\nDepartment of Employment and Workplace Relations\n’s ability to deliver its key programs, projects and services on time, on budget and to the expectation of the Australian Government and communities can be compromised if the department does not work together in an environment of reforms, competing priorities and resourcing constraints.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "B-004187",
      "entity_name": "Skills and Workforce Ministerial Council",
      "folder_name": "Skills-and-Workforce-Ministerial-Council",
      "category": "Staff Productivity",
      "scale": "small",
      "title": "Reusable briefing and summary assistant for internal documents",
      "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.",
      "quote": "Key activity\nProvide quality services to job seekers and employers\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of participants who are satisfied with the overall quality of services delivered\n[EM002]\nWorkforce Australia Online: 60% or higher\nWorkforce Australia Services: 66% or higher\nWorkforce Australia – Transition to Work: 75% or higher\nProportion of a representative sample of participants who indicate they are either ‘satisfied’ or ‘very satisfied’ with the services received from Workforce Australia during the reference period.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Sensitive information leakage",
        "Inconsistent quality of generated drafts"
      ]
    },
    {
      "entity_id": "B-004187",
      "entity_name": "Skills and Workforce Ministerial Council",
      "folder_name": "Skills-and-Workforce-Ministerial-Council",
      "category": "Staff Productivity",
      "scale": "large",
      "title": "Department-wide knowledge and briefing platform",
      "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.",
      "quote": "Key activity\nProvide quality services to job seekers and employers\nYears reported in\nProgram\nPerformance measure\nTarget\nMethodology\n2025–26\n2026–27\n2027–28\n2028–29\n1.1\nProportion of participants who are satisfied with the overall quality of services delivered\n[EM002]\nWorkforce Australia Online: 60% or higher\nWorkforce Australia Services: 66% or higher\nWorkforce Australia – Transition to Work: 75% or higher\nProportion of a representative sample of participants who indicate they are either ‘satisfied’ or ‘very satisfied’ with the services received from Workforce Australia during the reference period.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Sensitive information leakage",
        "Inconsistent quality of generated drafts"
      ]
    },
    {
      "entity_id": "B-004187",
      "entity_name": "Skills and Workforce Ministerial Council",
      "folder_name": "Skills-and-Workforce-Ministerial-Council",
      "category": "Regulation & Policy",
      "scale": "small",
      "title": "Regulatory burden scan for forms, guidance, and reporting",
      "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.",
      "quote": "Support the progress and delivery of reviews to ensure the legislative frameworks for which we are responsible remain fit for purpose and responsive to evolving needs, including:\na joint review of the operation of the\nFair Work Legislation Amendment (Secure Jobs, Better Pay) Act 2022\nand the amendments made by Part 16A of Schedule 1 of the\nFair Work Legislation Amendment (Closing Loopholes) Act 2023\na review of the\nSafety, Rehabilitation and Compensation Act 1988\n, the legislative framework that underpins the Comcare workers’ compensation scheme\na review of Jobs and Skills Australia’s enabling legislation.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-004187",
      "entity_name": "Skills and Workforce Ministerial Council",
      "folder_name": "Skills-and-Workforce-Ministerial-Council",
      "category": "Regulation & Policy",
      "scale": "large",
      "title": "Adaptive regulation program with live feedback loops",
      "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.",
      "quote": "Support the progress and delivery of reviews to ensure the legislative frameworks for which we are responsible remain fit for purpose and responsive to evolving needs, including:\na joint review of the operation of the\nFair Work Legislation Amendment (Secure Jobs, Better Pay) Act 2022\nand the amendments made by Part 16A of Schedule 1 of the\nFair Work Legislation Amendment (Closing Loopholes) Act 2023\na review of the\nSafety, Rehabilitation and Compensation Act 1988\n, the legislative framework that underpins the Comcare workers’ compensation scheme\na review of Jobs and Skills Australia’s enabling legislation.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-004187",
      "entity_name": "Skills and Workforce Ministerial Council",
      "folder_name": "Skills-and-Workforce-Ministerial-Council",
      "category": "Risk & Assurance",
      "scale": "small",
      "title": "Recommendation tracker for audits, reviews, and inquiries",
      "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.",
      "quote": "Figure 7: Strategic risks 2025–26\nRisk focus areas\n(Key operational activities that impact the profile of our Strategic Risks)\nStrategic risks\nMitigation strategies\nStrategic Risk 1 - Delivery\nThe Delivery risks relate to:\nReforms and organisational transformation\nRapid implementation and changes to delivery intent\nPrioritisation of activities\nProviding value for money\nProcurement, MOUs, and contracts\nServices we provide to Australian communities\nServices we provide to providers and workers\nServices we provide to other clients\nDepartment of Employment and Workplace Relations\n’s ability to deliver its key programs, projects and services on time, on budget and to the expectation of the Australian Government and communities can be compromised if the department does not work together in an environment of reforms, competing priorities and resourcing constraints.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-004187",
      "entity_name": "Skills and Workforce Ministerial Council",
      "folder_name": "Skills-and-Workforce-Ministerial-Council",
      "category": "Risk & Assurance",
      "scale": "large",
      "title": "Integrated assurance and lessons-learned system",
      "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.",
      "quote": "Figure 7: Strategic risks 2025–26\nRisk focus areas\n(Key operational activities that impact the profile of our Strategic Risks)\nStrategic risks\nMitigation strategies\nStrategic Risk 1 - Delivery\nThe Delivery risks relate to:\nReforms and organisational transformation\nRapid implementation and changes to delivery intent\nPrioritisation of activities\nProviding value for money\nProcurement, MOUs, and contracts\nServices we provide to Australian communities\nServices we provide to providers and workers\nServices we provide to other clients\nDepartment of Employment and Workplace Relations\n’s ability to deliver its key programs, projects and services on time, on budget and to the expectation of the Australian Government and communities can be compromised if the department does not work together in an environment of reforms, competing priorities and resourcing constraints.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-004187",
      "entity_name": "Skills and Workforce Ministerial Council",
      "folder_name": "Skills-and-Workforce-Ministerial-Council",
      "category": "Procurement & Delivery",
      "scale": "small",
      "title": "Procurement lessons library for repeat purchases",
      "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.",
      "quote": "Figure 7: Strategic risks 2025–26\nRisk focus areas\n(Key operational activities that impact the profile of our Strategic Risks)\nStrategic risks\nMitigation strategies\nStrategic Risk 1 - Delivery\nThe Delivery risks relate to:\nReforms and organisational transformation\nRapid implementation and changes to delivery intent\nPrioritisation of activities\nProviding value for money\nProcurement, MOUs, and contracts\nServices we provide to Australian communities\nServices we provide to providers and workers\nServices we provide to other clients\nDepartment of Employment and Workplace Relations\n’s ability to deliver its key programs, projects and services on time, on budget and to the expectation of the Australian Government and communities can be compromised if the department does not work together in an environment of reforms, competing priorities and resourcing constraints.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-004187",
      "entity_name": "Skills and Workforce Ministerial Council",
      "folder_name": "Skills-and-Workforce-Ministerial-Council",
      "category": "Procurement & Delivery",
      "scale": "large",
      "title": "Portfolio delivery office for major investments",
      "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.",
      "quote": "Figure 7: Strategic risks 2025–26\nRisk focus areas\n(Key operational activities that impact the profile of our Strategic Risks)\nStrategic risks\nMitigation strategies\nStrategic Risk 1 - Delivery\nThe Delivery risks relate to:\nReforms and organisational transformation\nRapid implementation and changes to delivery intent\nPrioritisation of activities\nProviding value for money\nProcurement, MOUs, and contracts\nServices we provide to Australian communities\nServices we provide to providers and workers\nServices we provide to other clients\nDepartment of Employment and Workplace Relations\n’s ability to deliver its key programs, projects and services on time, on budget and to the expectation of the Australian Government and communities can be compromised if the department does not work together in an environment of reforms, competing priorities and resourcing constraints.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "pages/corporate-plans-index__05.html (https://www.dewr.gov.au/corporate-plan-2025-26)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    }
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