Part One Overviewresources.fahcsia.gov.au/.../docs/AnnualReport2010_part1.pdf · 2010-10-26 · PART 1 Overview FaHCSIA Annual Report 2009–10 | Part 1 Overview | Chapter 1 Secretary’s

2 Chapter 1 Secretary’s review

7 Chapter 2 Portfolio overview

12 Chapter 3 Department overview

23 Chapter 4 Stakeholders

Part One Overview

2 Chapter 1 Secretary’s review | Part 1 Overview | FaHCSIA Annual Report 2008–2009

Chapter 1 Secretary’s review

The Department’s policy development and program administration agenda in 2009–10 was broad and challenging. It included the development of the Government’s landmark Paid Parental Leave (PPL) scheme, due to start on 1 January 2011; implementing the Secure and Sustainable Pensions reform package; working with state and territory officials to develop a draft National Disability Strategy; and working through the initial stages of the National Partnership Agreement on Remote Service Delivery to improve outcomes for Aboriginal and Torres Strait Islander people living in certain specified remote locations. We have also created stronger links with the not-for-profit sector through the development of the National Compact: working together.

As well as these significant achievements, the Department continued a wide range of ongoing work to provide assistance to families and individuals, from affordable housing to financial management. Delivering on this agenda has required responsiveness, innovation, professionalism and dedication from staff at all levels of the organisation.

Continued efforts have been made by managers to improve FaHCSIA as a place to work and to improve FaHCSIA’s reputation as an effective organisation for government.

Significant developments

Paid Parental LeaveThe Paid Parental Leave Act 2010 will introduce Australia’s first national government-funded PPL scheme from 1 January 2011. The scheme aims to enhance child and maternal health by enabling working parents to spend more time caring for their newborn children. The scheme also promotes workforce participation and greater work and family life balance, particularly for women.

Pension reformThe Secure and Sustainable Pensions reform package has been successfully implemented, and most components started from 20 September 2009. Improved pension advances and the option to receive the Pension Supplement quarterly started on 1 July 2010. The Department will continue to monitor the impacts of the package, including its long-term impact on the situation of recipients.

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Supporting people with disability and their carersThe National People with Disabilities and Carer Council released a landmark report in August 2009, outlining the barriers faced by Australians with disability. The report, Shut out: the experience of people with disabilities and their families in Australia, was commissioned by the Government and is the culmination of thousands of views expressed through submissions, forums and focus groups across Australia to inform development of the draft National Disability Strategy.

Disability and carer reform is continuing, with the announcement in December 2009 of the Productivity Commission’s inquiry into a national long-term care and support scheme.

From 1 July 2010, the Disability Support Pension (DSP) Better and Fairer Assessments Measure is being implemented. This measure was announced in the 2009–10 Budget as part of the Secure and Sustainable Pensions reform. This includes the introduction of senior appropriately qualified DSP assessors, who will be supported by specialist medical and rehabilitation advice from a Centrelink Health Professional Advice Unit, better information about a person’s work and employment history, and new work capacity guidelines. The DSP claim process has also been enhanced to fast-track more people who are manifestly eligible onto DSP more quickly, without the need for a job capacity assessment. The measure is also reviewing the impairment tables used for DSP assessments, in consultation with the medical community and disability stakeholders, and will be implemented from 1 January 2012.

In response to the House of Representatives Standing Committee on Family, Community, Housing and Youth report Who Cares …?: Report on the inquiry into better support for carers, the Government announced a National Carer Recognition Framework. This saw the introduction of the Carer Recognition Bill 2010 to parliament, which was recognition of the exceptional contribution made by thousands of carers. Central to the Bill is a Statement of Australia’s Carers, which contained principles that government agencies and contracted providers would need to take into consideration when developing, implementing and evaluating policies, programs and services for carers and the persons for whom they care. The Bill encouraged government agencies to be more aware of the role and contribution of carers and to consider the needs of employees with caring responsibilities in the development of human resource policies and practices. The Bill was not passed prior to the dissolution of the parliament for the 2010 general election and will be reintroduced.

Service delivery reformFaHCSIA is a key source of advice to the Australian Government on social policy and manages a diverse range of payments and services designed to support and improve the lives of Australians. In December 2009, the Government’s agenda for service delivery reform was announced. It aims to significantly improve the efficiency and effectiveness of the delivery of Australian Government social, health and welfare services. This includes simplifying people’s dealings with the Government and shifting the focus from structured service delivery to higher quality services centred on the individual. FaHCSIA continues to work closely with the Department of Human Services in this area, to build strong connections between policy design and service delivery.

Closing the GapHonouring the commitment to reinstate the Racial Discrimination Act 1975, the Government introduced a Bill, which was enacted on 29 June 2010, to amend the Northern Territory National Emergency Response Act 2007 (NTNER Act).


The new Act introduces landmark reforms to the welfare system that, over time, will see the national rollout of a new scheme of income management of welfare payments in disadvantaged regions across Australia. The new scheme is consistent with the Racial Discrimination Act 1975.

FaHCSIA’s lead role in the Council of Australian Governments’ (COAG’s) Closing the Gap agenda has helped coordinate efforts to improve outcomes for Aboriginal and Torres Strait Islander Australians. A collaborative, whole-of-government approach to Indigenous affairs ensures better alignment of overall effort to achieve the Government’s commitments under the National Indigenous Reform Agreement.

The introduction of the National Partnership Agreement on Remote Service Delivery is a significant step towards improving the delivery of health, education, housing, employment and other services to 29 priority remote Indigenous locations. The partnership is raising the standard and range of services delivered to Indigenous families to be broadly consistent with those provided to other Australians in similar sized and located communities. Whole-of-government coordination arrangements are in place, including the employment of locally based government business managers and Indigenous engagement officers, along with regional operations centres.

The Prime Minister’s second report on closing the gap in Indigenous disadvantage was tabled in parliament on 11 February 2010. In May 2010, the COAG Reform Council issued its first report, National Indigenous Reform Agreement: report on performance 2008–09. These two reports demonstrate the difficulty in measuring progress on these issues. There is fundamentally a slow path of change, but some progress is being made.

Apology to Forgotten Australians and former child migrantsThe Prime Minister’s apology to the Forgotten Australians and former child migrants in November 2009 acknowledged the abuse and neglect suffered by many child migrants who arrived in Australia last century and were placed in out-of-home care. The Australian Government, working with state and territory governments and the non-government sector, is developing national standards to ensure that children in need of out-of-home care are given consistent, best-practice care.

The new National Find and Connect Service will provide Forgotten Australians and former child migrants with an Australia-wide, coordinated family tracing and support service to assist in finding family members.

Housing and homelessnessFaHCSIA has been working across government to advance policies aimed at reducing homelessness and to help address housing access and affordability. Significant results have been achieved under the National Affordable Housing Agreement and the implementation of the White Paper on Homelessness. The Social Housing Initiative, announced as part of the Nation Building—Economic Stimulus Plan, continues to be rolled out across Australia.

Housing will continue to be a crucial component in providing a stable foundation for families and individuals, particularly those who are managing or emerging from difficult life events.

National Compact: working togetherThe National Compact between the Australian Government and the third sector was launched on 17 March 2010, with the aim of strengthening the relationship between the Government and the sector and of improving service delivery to the Australian community. The launch marked the culmination of two years of work by the Department, the Government and non-government partners.

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The National Compact Sector Advisory Group, composed of leaders from across the third sector, was established in February 2010. Group members have actively championed and promoted the National Compact at events and meetings across Australia, and by 30 June 2010 over 280 organisations had signed up as Compact Partners.

Ongoing policy directionsIn 2010–11, FaHCSIA will focus on the successful implementation of previously announced government reforms. Implementing Australia’s first PPL scheme, due to commence on 1 January 2011, will be a key priority. It is estimated that 148,000 families each year will be eligible for the scheme.

The Department is focusing its efforts on improving access to and the alignment of its payments and programs. This will help to ensure that individuals, families and communities are better equipped to respond positively to opportunities and reduce the risk of prolonged or lifelong impacts from negative or major disruptive life events. These responses will draw on the available evidence base to best ensure that an appropriate mix of national and location-specific programs is delivered.

Through the National Framework for Protecting Australia’s Children 2009–2020 and the development of the National Plan to Reduce Violence against Women and their Children, we are delivering family policy that fosters the wellbeing and safety of all, particularly children.

The Government will implement a new model of income management, starting in the Northern Territory, to provide financial protection to children and families and help disengaged and vulnerable individuals.

The Department will maintain significant policy and performance management responsibilities for elements of the COAG reform agenda in the areas of housing, disability and Indigenous reform. The Department will lead major intergovernment reform to address problem gambling. The reforms will be based on the recommendations of the Productivity Commission Inquiry Report on Gambling tabled in Parliament in June 2010.

The third Intergenerational Report, released on 1 February 2010, continues to identify population ageing as a key challenge over the next 40 years. One of the implications for FaHCSIA is the need for a continuing focus on the sustainability of payments and programs. This highlights the importance of long term sustainability measures included in the Secure and Sustainable Pensions reform package (increasing pension age and income test changes) as well as other measures that promote the ongoing sustainability of FaHCSIA’s income support payments.

Housing continues to be a concern for many vulnerable Australians. COAG has commissioned the development of a national supply and affordability reform agenda to be progressed as a matter of priority in 2010. In focusing on its responsibility for social housing, FaHCSIA will be working with the Department of the Treasury to progress this work.

The Closing the Gap targets set by COAG provide a clear work agenda for the Department for the next several years. In pursuing those targets, the Department will need to work closely across government, including state and territory governments, with community organisations and with Aboriginal and Torres Strait Islander communities.

Improving outcomes for people with disability, their families and carers will be a key challenge in the development of the National Carer Strategy and National Disability Strategy.


Building a better Australian Public ServiceFaHCSIA continues to take a lead role in the Australian Public Service (APS) in strategies that achieve and support workforce diversity. Approximately 5.2% of our staff identify as having a disability, compared to the APS average of 3%, and 9.5% of our staff identify themselves as being of Aboriginal and Torres Strait Islander origin, compared to the APS average of 2.1%.

We are the first APS agency to meet all of the objectives under the Management Advisory Committee Report (MAC 6), Employment of people with disability in the APS. A key objective was the development and implementation of an 18-month pilot traineeship program for five people with an intellectual disability. We also implemented a mentoring program with a particular focus on supporting staff with disability. We have had strong staff engagement in this program and now have approximately 50 FaHCSIA staff trained as mentors for people with disability.

During June 2010, we implemented the first structured mentoring framework in the APS to develop our Aboriginal and Torres Strait Islander staff. We had a high level of commitment from a number of our SES staff in helping to build the potential of those being mentored. We have also continued to deliver the Aboriginal and Torres Strait Islander Cultural Appreciation Program in accordance with our Reconciliation Action Plan.

These are just a few of the programs FaHCSIA has delivered, and I am proud of the support, engagement, and commitment of staff in building an inclusive workforce.

Financial Management of the DepartmentThe Department delivers a range of measures on behalf of the Government, and in doing so, was responsible for $68 billion in 2009–10 financial year. The Department continues to have a focus on sound financial management across the entirety of its operations. This is illustrated by the Australian National Audit Office (ANAO) audit of the Department’s financial statements; the Department has no category A or B findings and only two category C findings.

AcknowledgmentsThis year has seen some significant changes to the Department’s Executive, with the departure of three deputy secretaries. Glenys Beauchamp had taken up a position at the Department of the Prime Minister and Cabinet, and Robyn McKay and Bernie Yates have both taken a well-earned retirement from the APS. I would like to take the opportunity to thank Glenys, Robyn and Bernie for their dedicated and outstanding contribution to the Department.

FaHCSIA also welcomed three new deputy secretaries during 2009–10: Liza Carroll, Andrew Tongue and Rob Heferen. They bring a wealth of knowledge and experience to the Department.

I would like to thank all the staff of FaHCSIA for the support and commitment they have provided over a challenging and changing year. Their professional approach and their dedication have enabled us to serve our ministers and parliamentary secretaries well and contribute to improving the lives of many Australians.

FaHCSIA Annual Report 2009–10 | Part 1 Overview | Chapter 2 Portfolio overview 7

Chapter 2 Portfolio overview

This chapter provides an overview of the FaHCSIA portfolio, including the ministers responsible for the portfolio and its agencies, the structure of the portfolio and summary information on the roles and reporting arrangements of the portfolio bodies.

Ministers and portfolio responsibilitiesAt 30 June 2010, the ministers and parliamentary secretaries responsible for the portfolio and its agencies were:

w Hon. Jenny Macklin, MP, Minister for Families, Housing, Community Services and Indigenous Affairs

w Hon. Tanya Plibersek, MP, Minister for Housing and Minister for the Status of Women

w Hon. Bill Shorten, MP, Parliamentary Secretary for Disabilities and Children’s Services and Parliamentary Secretary for Victorian Bushfire Reconstruction

w Senator the Hon. Ursula Stephens, Parliamentary Secretary for Social Inclusion and the Voluntary Sector.

Portfolio structure

Portfolio agencies and statutory bodiesThe portfolio comprises FaHCSIA and 16 statutory and non-statutory bodies, listed below. Figure 2.1 shows the portfolio structure.

Department of Families, Housing, Community Services and Indigenous Affairs

FaHCSIA is a key source of advice to the Australian Government on social policy and works in partnership with other government and non-government organisations to manage a diverse range of programs and services designed to support and improve the lives of Australians.

FaHCSIA has whole-of-government responsibilities in relation to Indigenous affairs and women.

The Department is subject to the Financial Management and Accountability Act 1997 (FMA Act).

Web site: <www.fahcsia.gov.au>

8 Chapter 2 Portfolio overview | Part 1 Overview | FaHCSIA Annual Report 2009–10

Aboriginal Hostels Limited

Aboriginal Hostels Limited (AHL) is an Australian Government company subject to the Corporations Act 2001 and the Commonwealth Authorities and Companies Act 1997 (CAC Act). AHL provides temporary accommodation to Aboriginal and Torres Strait Islander people through a national network. AHL contributes to the portfolio’s goals by helping Aboriginal and Torres Strait Islander people to improve their standard of living and achieve health, aged care, educational and employment-related goals.

Web site: <www.ahl.gov.au>

Equal Opportunity for Women in the Workplace Agency

The Equal Opportunity for Women in the Workplace Agency (EOWA) is a statutory authority that administers the Equal Opportunity for Women in the Workplace Act 1999 and is subject to the FMA Act. The principal functions of EOWA are to promote employment for women on the basis of merit, promote equal opportunity, eliminate discrimination and foster workplace consultation between employers and employees on these issues. EOWA contributes to the portfolio’s goals by working with business to develop work practices that improve women’s workforce participation in an environment free of discrimination.

Web site: <www.eowa.gov.au>

Indigenous Business Australia

Indigenous Business Australia (IBA) is a statutory authority established under the Aboriginal and Torres Strait Islander Act 2005 (ATSI Act) and is subject to the CAC Act. IBA creates opportunities for Aboriginal and Torres Strait Islander people and communities to build assets and gain wealth.

IBA contributes to the portfolio’s goals by contributing to Indigenous economic development. IBA manages programs that provide the means for Indigenous Australians to create wealth and accumulate assets, take up mainstream investment opportunities, create business enterprises that provide additional employment opportunities, and purchase homes.

Web site: <www.iba.gov.au>

Indigenous Land Corporation

The Indigenous Land Corporation (ILC) is a statutory authority established under the ATSI Act and is subject to the CAC Act. The ILC assists Aboriginal and Torres Strait Islander people to acquire and manage land to provide economic, environmental, social and cultural benefits. The ILC contributes to the goals of the portfolio by assisting in the delivery of sustainable benefits from land acquisition and by providing land management assistance.

The National Indigenous Land Strategy 2007–2012 prioritises education, training and sustainable employment as key outcomes for the ILC’s land management projects. These projects have provided training for approximately 2,000 Indigenous people and created approximately 1,200 Indigenous employment outcomes.

Web site: <www.ilc.gov.au>

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Outback Stores Pty Ltd

Outback Stores Pty Ltd became an Australian Government company on 2 March 2010. It was originally established in 2007 as a subsidiary of IBA and is subject to the Corporations Act and the CAC Act. Outback Stores Pty Ltd improves the health, employment and economic conditions of remote Indigenous communities by providing retail management services. These services improve the quality, affordability and availability of food, a key component of the Government’s food security policy. Outback Stores Pty Ltd contributes to the portfolio’s goals by helping Indigenous people improve their standard of living and achieve health goals.

Web site: <www.outbackstores.com.au>

Northern Territory land councils

The Northern Land Council, the Central Land Council, the Anindilyakwa Land Council and the Tiwi Land Council are the four Northern Territory land councils established under the Aboriginal Land Rights (Northern Territory) Act 1976 (ALRA). The land councils are subject to the CAC Act. Each is an independent statutory body established to represent Aboriginal interests in a range of processes related to the ALRA.

Web sites:

Northern Land Council: <www.nlc.org.au>

Central Land Council: <www.clc.org.au>

Anindilyakwa Land Council: <www.anindilyakwa.com.au>

Tiwi Land Council: <www.tiwilandcouncil.net.au>

Social Security Appeals Tribunal

The Social Security Appeals Tribunal (SSAT) is a statutory body under the Social Security (Administration) Act 1999 and is subject to the FMA Act. The SSAT conducts merit reviews of administrative decisions made under a number of enactments, in particular social security law, family assistance law and child support law.

The tribunal has the power to review decisions independently of Centrelink and the Child Support Agency. It provides a review mechanism that is fair, just, economical, informal and quick. The SSAT contributes to the portfolio by ensuring that administrative decisions of Centrelink and the Child Support Agency are consistent with the legislation.

Web site: <www.ssat.gov.au>

Torres Strait Regional Authority

The Torres Strait Regional Authority (TSRA) is a statutory authority established by the ATSI Act and is subject to the CAC Act. The TSRA formulates, implements and monitors the effectiveness of programs for Aboriginal and Torres Strait Islander people living in the Torres Strait and advises the Minister for Families, Housing, Community Services and Indigenous Affairs on Aboriginal and Torres Strait Islander affairs.

The TSRA contributes to the goals of the portfolio by working to empower Aboriginal and Torres Strait Islander people living in the Torres Strait to determine their own affairs based on the ailan kastom (island custom) of the Torres Strait, which is a source of unity and strength.

Web site: <www.tsra.gov.au>

10 Chapter 2 Portfolio overview | Part 1 Overview | FaHCSIA Annual Report 2009–10

Wreck Bay Aboriginal Community Council

The Wreck Bay Aboriginal Community Council is an independent statutory body established by the Aboriginal Land Grant (Jervis Bay Territory) Act 1986 and is subject to the CAC Act. The council holds title to land and provides services to the Aboriginal community of Jervis Bay.

Web site: <www.wbacc.gov.au>

Statutory office holders

Aboriginal Land Commissioner, Northern Territory

The Aboriginal Land Commissioner is an independent statutory office holder under the ALRA and is subject to the FMA Act. The principal function of the commissioner is to consider applications from Aboriginal and Torres Strait Islander people for claims to traditional land and to provide recommendations on the granting of land to the Minister for Families, Housing, Community Services and Indigenous Affairs.

Web site: No web site is available.

Coordinator General for Remote Indigenous Services

The Coordinator General for Remote Indigenous Services (CGRIS) is a statutory officer established under the Coordinator-General for Remote Indigenous Services Act 2009. The Office of the Coordinator General for Remote Indigenous Services (OCGRIS) supports the CGRIS and is subject to the FMA Act. The central functions of the CGRIS are to monitor, assess, advise on and drive the development and delivery of government services and facilities in each of the specified remote communities to a standard broadly comparable with that in non-Indigenous communities of similar size, location and needs, and to monitor, assess, advise on and drive progress towards achieving Closing the Gap targets in those same communities.

Web site: <www.cgris.gov.au>

Executive Director of Township Leasing

The position of Executive Director of Township Leasing is a statutory office established under the ALRA to enter into, on behalf of the Commonwealth, leases of Aboriginal-held land in the Northern Territory and to administer subleases and other rights and interest payments derived from those leases.

Web site: <www.otl.gov.au>

Registrar of Indigenous Corporations

The Registrar of Indigenous Corporations is an independent statutory office holder who administers the Corporations (Aboriginal and Torres Strait Islander) Act 2006 and is subject to the FMA Act. The Registrar of Indigenous Corporations regulates and provides support services to Aboriginal and Torres Strait Islander corporations.

Web site: <www.oric.gov.au>

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FaHCSIA Annual Report 2009–10 | Part 1 Overview | Chapter 2 Portfolio overview 11

FIGURE 2.1 Portfolio structure, 30 June 2010

Minister for Families, Housing, Community Services and Indigenous Affairs

The Hon. Jenny Macklin, MP

Minister for Housing and Minister for the Status of Women

The Hon. Tanya Plibersek, MP

Parliamentary Secretary for Disabilities and Children’s Services and Parliamentary Secretary for Victorian Bushfire Reconstruction

The Hon. Bill Shorten, MP

Parliamentary Secretary for Social Inclusion and the Voluntary Sector

Senator the Hon. Ursula Stephens

Aboriginal Hostels Limited

General Manager: Mr Keith Clarke

Outcome: Improved access to education, employment, health and other services for Aboriginal and Torres Strait Islander people travelling or relocating through the operation of temporary hostel accommodation services.

Equal Opportunity for Women in the Workplace Agency

Acting Director: Ms Mairi Steele

Outcome: Increased influence over Australian employers to achieve equality for women in the workplace through regulation and education on eliminating discrimination and promoting merit based opportunity.

Indigenous Business Australia

General Manager: Mr Bruce Gemmell

Outcome: Improved wealth acquisition to support the economic independence of Aboriginal and Torres Strait Islander peoples through commercial enterprise, asset acquisition, construction and access to concessional home and business loans.

Social Security Appeals Tribunal

Executive Director: Mr Les Blacklow

Objective: Conduct merit reviews of administrative decisions made under a number of enactments, in particular social security law, family assistance law and child support law.

Indigenous Land Corporation

General Manager: Mr David Galvin

Outcome: Enhanced socio economic development, maintenance of cultural identity and protection of the environment by Indigenous Australians through land acquisition and management.

Northern Territory land councils

Northern Land Council Central Land Council Anindilyakwa Land Council Tiwi Land Council

Objective: Represent Aboriginal interests in various processes under the Aboriginal Land Rights (Northern Territory) Act 1976.

Torres Strait Regional Authority

General Manager: Mr Wayne See Kee

Outcome: Progress towards closing the gap for Torres Strait and Aboriginal people living in the Torres Strait region through development planning, coordination, sustainable resource management and preservation and promotion of Indigenous culture.

Wreck Bay Aboriginal Community Council

Chief Executive Officer: Mr Chris Moon

Objective: Established by the Aboriginal Land Grant (Jervis Bay Territory) Act 1986 to hold title to land and provide council services to the Aboriginal Community of Jervis Bay.

Outback Stores Pty Ltd

Chief Executive Officer: Mr Alastair King

Objective: To improve access to affordable, healthy food for Indigenous communities, particularly in remote areas, through providing food supply and store management and support services.

12 Chapter 3 Department overview | Part 1 Overview | FaHCSIA Annual Report 2009–10

Chapter 3Department overview

Our purposeOur purpose is to improve the lives of Australians by creating opportunities for economic and social participation by individuals, families and communities.

Role and functionsThe Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA) has a key role in the delivery of the Australian Government’s social policy agenda.

FaHCSIA seeks to assist people in seven core areas:

1. Families

2. Housing

3. Community Capability and the Vulnerable

4. Seniors

5. Disability and Carers

6. Women

7. Indigenous.

To achieve these outcomes, FaHCSIA uses four key modes of business delivery:

w Payments to individuals—FaHCSIA makes direct payments to individuals through Centrelink and other agencies. Primary examples include the Age Pension, the Disability Support Pension and the Family Tax Benefit.

w Working with the states and territories—FaHCSIA works with the states and territories to achieve outcomes in a number of shared policy areas, including housing, disability services, Indigenous reform, concessions and the welfare of children.

w Payments for community services—FaHCSIA funds organisations to deliver a range of services, including family relationship services, emergency relief and supported employment for people with disability.

w Policy development, leadership, advice and coordination—FaHCSIA supports its ministers by advising them on social policy, building the evidence base for action and coordinating whole-of-government policy for Indigenous affairs and for women.

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FaHCSIA Annual Report 2009–10 | Part 1 Overview | Chapter 3 Department overview 13

Our key objectivesOur key objectives provide strategic direction so that we can deliver on government commitments and achieve our purpose for the Australian public:

w Close the gap between Indigenous and non-Indigenous Australians.

w Build a modern social and income support system.

w Provide better support and services for those in need.

w Deliver family policy that best fosters the development, wellbeing and safety of children.

w Reduce homelessness and make housing more affordable.

w Promote women’s safety, economic security and participation.

Chapters 5 to 12 of this report provide information on our key objectives for 2009–10 and our outlook for 2010–11. Figure 3.1 illustrates how our six key objectives support us in achieving our broader outcomes.


FIGURE 3.1 FaHCSIA key objectives linked to our outcomes

FaHCSIA key objectives linked to our outcomes

FaHCSIA key objectives Outcomes

1 2 3 4 5 6 7

Close the gap between Indigenous and non-Indigenous Australians � � �

Build a modern social and income support system � � � � � �

Provide better support and services for those in need � � � � �

Deliver family policy that best fosters the development, wellbeing and safety of children

� � �

Reduce homelessness and make housing more affordable � �

Promote women’s safety, economic security and participation � �

Outcome 1—Families

Improved child development, safety and family functioning through support services for all Australians, payments for low and medium income families with children, and family policy advice

Outcome 2—Housing

Access to affordable, safe housing through payments and support services and rental subsidies to low and moderate income households

Outcome 3—Community Capability and the Vulnerable

Improved capacity for vulnerable people and communities to participate economically and socially and to manage life transitions through payments, targeted support services and community capability-building initiatives

Outcome 4—Seniors

An adequate standard of living and improved capacity to productively manage resources and life transitions for senior Australians through the delivery of payments, concessions and information services

Outcome 5—Disability and Carers

An adequate standard of living, improved capacity to participate economically and socially, and manage life-transitions for people with disability and/or mental illness and carers through payments, concessions, support and care services

Outcome 6—Women

Informed government decisions on improved gender equality through coordinated whole-of-government advice and support for women’s economic security, safety and leadership

Outcome 7—Indigenous

Closing the gap in Indigenous disadvantage with improved wellbeing, capacity to participate economically and socially and to manage life transitions for Indigenous Australians through Indigenous engagement, coordinated whole-of-government policy advice and targeted support services

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Our corporate and governance prioritiesThese describe the key enabling activities that FaHCSIA staff should contribute to and support in their day-to-day work. They are all equally important and address areas we must focus on to assist in the achievement of our key objectives. There are five such priorities:

w our business is based on the evidence

w we are effective and inclusive

w we value our people

w we manage effectively and with integrity

w we set the direction and plan for the future.

LeadershipThe following leadership capabilities and behaviours emphasise what leaders in FaHCSIA must focus on. They are assessed in our individual performance management system.

FaHCSIA leaders at all levels will:

w set the direction

w provide clear and consistent guidance

w achieve results

w set the example

w value and develop staff.

Our valuesAs public servants, we uphold the Australian Public Service (APS) Values, which include impartiality, accountability and responsiveness to government. As a department, we choose to complement these with a small set of guiding principles that are meaningful to our staff:

w respect

w collaboration

w professionalism

w results

w innovation.


FIGURE 3.2 Organisational structure on 30 June 2010

SECRETARY

Dr Jeff Harmer

DEPUTY SECRETARY

Chief Operating Officer

Bruce Hunter

DEPUTY SECRETARY

Liza Carroll

DEPUTY SECRETARY

Serena Wilson (Peta Winzar a/g)

INFORMATION MANAGEMENT & TECHNOLOGY

Tony Kwan

FAMILIES

Michael Lye

DISABILITY & CARERS

Nick Hartland

SYSTEMS, STRATEGY &

ARCHITECTURE

Ingrid Blount

FAMILY PAYMENTS

Andrew Whitecross

DISABILITY & CARERS POLICY

Helen Bedford

APPLICATION SERVICES

Max Devereux

FAMILY & CHILD SUPPORT

POLICY

Allyson Essex (Marian Esler a/g)

DISABILITY & CARERS

PROGRAMS

Christine Bruce

INFRASTRUCTURE SERVICES

Scott Glare

PAID PARENTAL LEAVE

Mark Warburton

DISABILITY & CARERS PAYMENTS

Sharon Rose

INFORMATION SERVICES

Sharon Herridge a/g

WELFARE PAYMENTS REFORM

Caroline Edwards

RESEARCH & ANALYSIS

Andrea Lanyon a/g

PERFORMANCE MANAGEMENT & MODELLING

Christine Williams

MONEY MANAGEMENT

John Riley a/g

AUDIT

Loucas Nicolaou

STRATEGIC PROJECT

John Shevlin

FAMILY SUPPORT

PROGRAM

Lee Emerson

STRATEGIC POLICY

Allan Groth

NT STATE MANAGER

Dave Chalmers

ASTP NT

Mark Coffey

ROC BROOME WA

Richard Aspinall

DEPUTY STATE MANAGER NT

Steve Vaughan a/g

REGIONAL DIRECTOR SOUTH NT

Jill Mills a/g

ICC GERALDTON WA

David Pedler

REGIONAL DIRECTOR NORTH NT

Nerrilee Cuthbertson a/g

REMOTE HOUSING WA

Benita Cattalini

ROC NT

Barry Johnson

PAYMENTS GATEWAY

TRANSITION TASKFORCE

Carol Ey

FAMILY SUPPORT

PROGRAM REFORMS

Sonia Cornelly a/g

STRATEGIC PROJECTS

Helen Hambling

WA STATE MANAGER

Roger Barson

CORPORATE SUPPORT

Julia Burns

WOMEN & CHILDREN’S

POLICY

Cate McKenzie (Allyson Essex

a/g)

SOCIAL POLICY

Sean Innis

MINISTERIAL, PARLIAMENTARY

& EXECUTIVE SUPPORT

Susan Black

CHILDREN’S POLICY

Karen Wilson

SOCIAL SECURITY POLICY

Ty Emerson

PEOPLE

Lynette MacLean

SAFETY TASKFORCE

Fiona Smart & Liz Stehr

SENIORS & MEANS TEST

Alanna Foster

PROPERTY ENVIRONMENT & PROTECTIVE

SECURITY

Dave Agnew

OFFICE FOR WOMEN

Sally Moyle

INTERNATIONAL

Michalina Stawyskyj

COMMUNICATION & MEDIA

Andrew Lander

INDIGENOUS COMMUNICATION

PROJECT

Roslyn Baxter p/t

BUSINESS & FINANCIAL

SERVICES & CFO

Steve Jennaway

COMMUNITY ENGAGEMENT

& DEVELOPMENT

Evan Lewis

LEGAL & COMPLIANCE

Anthony Field

FINANCIAL ACCOUNTING & PROCUREMENT

Helen Martin a/g

MENTAL HEALTH

& AUTISM

Deborah Winkler

COMMERCIAL & INDIGENOUS

LAW

David Fintan

BUSINESS PLANNING

& FINANCIAL GOVERNANCE

Scott Dilley

DISASTER PREPAREDNESS

& RECOVERY

Lucy Bitmead

PUBLIC LAW

Simon Taylor

BUDGET DEVELOPMENT

Kim Vella

COMMUNITY INVESTMENT

Jill Farrelly

COMPLIANCE

Andrew Howard a/g

DEPARTMENTAL REVIEW

TASKFORCE

Kurt Munro


DEPUTY SECRETARY

Andrew Tongue

DEPUTY SECRETARY

Rob Heferen

OFFICE OF REMOTE

INDIGENOUS HOUSING

Amanda Cattermole

OFFICE OF INDIGENOUS

POLICY COORDINATION

Cath Halbert

LAND REFORM

John Litchfield a/g

INDIGENOUS POLICY

Bruce Smith

INDIGENOUS HOUSING POLICY

Megan Lees

PERFORMANCE & EVALUATION

Matthew James

INDIGENOUS HOUSING

PROGRAMS & SERVICES

Gavin Matthews

INDIGENOUS BUDGET &

COORDINATION

Melissa Clode a/g

INDIGENOUS HOUSING DELIVERY

Robert Ryan

GOVERNANCE & COMMUNITY

STRATEGIES

Geoff Richardson

STRATEGIC PROJECTS

Di Hawgood

TAS STATE MANAGER

John Hargrave a/g

REMOTE HOUSING NT

Ian Boyson a/g

QLD STATE MANAGER

Kevin Keeffe

ICC CAIRNS QLD

Mike Fordham

ICC TOWNSVILLE QLD

Anne-Marie Roberts

REMOTE HOUSING QLD

Lindsay Atkinson

NSW/ACT STATE MANAGER

Brian Stacey

DEPUTY STATE MANAGER NSW

Geoffrey Thomas a/g

INDIGENOUS PROGRAMS

& ECONOMIC DEVELOPMENT

Bryan Palmer

INDIGENOUS LEADERSHIP & ENGAGEMENT

Kerrie Tim

INDIGENOUS ECONOMIC

DEVELOPMENT

Tania Rishniw

POLICY & STRATEGY

Amanda Doherty

REMOTE SERVICE

DELIVERY

Kari Ahmer

LEADERSHIP DELIVERY

Karen Pickering a/g

CDEP PROGRAM MANAGEMENT

Helen Board

ENGAGEMENT

Lisa Foreman

INDIGENOUS PROGRAMS

Greg Roche

SA STATE MANAGER

Ben Wallace

APY LANDS SA

Adrienne Gillam

STRATEGIC PROJECTS

Robert Knapp

VIC STATE MANAGER

Gwenda Prince

HOUSING

Peta Winzar (Kate Gumley

a/g)

HOUSING DELIVERY

Chris Lamont

PROGRAM PERFORMANCE

Donna Moody

OFFICE OF HOUSING

Leesa Croke

SOCIAL HOUSING INITIATIVE

Ross Bain

PROGRAM FRAMEWORKS

Yvonne Korn

AFFORDABLE HOUSING

PROGRAMS

Sue Finnigan

NETWORK SUPPORT

Lucinda Barry

HOMELESSNESS

Kate Gumley (Liz Treglown a/g)

PORTFOLIO BODIES

Jan Lawless

DEPUTY REGISTRAR

Joe Mastrolembo a/g

DEPUTY COORDINATOR

GENERAL

Wendi Key a/g

REGISTRAR OF INDIGENOUS

CORPORATIONS

Anthony Beven

TOWNSHIP LEASING

Pat Watson

COORDINATOR GENERAL

FOR REMOTE INDIGENOUS

SERVICES

Brian Gleeson

STATUTORY OFFICE HOLDER


Operating environment

Who we areFaHCSIA is a dynamic and diverse department. Our work touches the lives of almost every Australian at some time. We have around 3,500 staff based in many locations across the whole of Australia. We have a national office in Canberra, state or territory offices in each capital city, regional locations, and staff based in a number of remote Indigenous communities. Figure 3.2 shows our organisational structure.

FaHCSIA’s staff provide policy advice to the Government, coordinate whole-of-government policy for Indigenous , disability and women’s issues, conduct research, analyse important and emerging issues, and develop and deliver programs and services. The Department administers nine programs providing income support and related payments to some 3.1 million Australians every fortnight, and assisting more than two million families with the costs of raising children every year.

The Department works with the states and territories to achieve outcomes in a number of shared policy areas. Through the Council of Australian Governments (COAG) reforms, FaHCSIA has the lead policy advisory role for three National Agreements (Disability, Affordable Housing and Indigenous Reform). FaHCSIA also has primary responsibility for setting the policy and reform directions for several COAG National Partnerships, including Social Housing, Homelessness, Remote Indigenous Housing and remote service delivery.

Our networkApproximately 970 of our staff work in operational areas outside Canberra in our network of state and territory offices, Indigenous coordination centres, and regional operations centres (ROCs). Government business managers and Indigenous engagement officers are also part of our network.

Network staff manage funding agreements across most programs. In 2009–10, network staff managed 5,650 funding contracts, ranging from contracts worth several million dollars to very small community-based grants. In total, this represented administered funding in excess of $1.3 billion. Network staff also deliver critical support to portfolio ministers, parliamentary secretaries and the Department by contributing to the design of government programs through environmental scanning, identifying areas of need and reporting on implementation progress and issues.

Network staff also play a key role in building and maintaining effective relationships with key partners and stakeholders; anticipating, analysing and responding to important and emerging issues; and ensuring that work contributes effectively to whole-of-government initiatives.

During 2009–10, network staff had a critical role in implementing many of the COAG National Partnership agreements, giving special attention to those on remote Indigenous housing and remote services delivery. The former required close engagement with state or territory governments to ensure the construction and refurbishment of houses in remote Indigenous towns and communities. The latter, focused on 29 specified priority locations, required a radical change in interaction with state governments through the establishment and operation of joint Commonwealth–state regional operations centres.

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State and territory officesFaHCSIA has a state office in each capital city except the Australian Capital Territory (ACT). The ACT office is administered by the New South Wales State Office. The state offices represent FaHCSIA at the state, regional and local level and work to improve the impact of relevant Australian Government policies, programs and initiatives.

Indigenous coordination centresThe network includes 29 Indigenous coordination centres (ICCs) across Australia that engage with Aboriginal and Torres Strait Islander people and act as the coordination point for many government programs to assist Aboriginal and Torres Strait Islander people. They combine coordination, planning and service functions and—in some cases—house staff from several departments responsible for specific Indigenous programs. A number of the ICCs, particularly those in regional and remote areas, also operate as regional FaHCSIA offices.

Regional operations centresSix ROCs have been established by the Australian Government and the relevant state or territory government as a single face of government to serve communities designated as remote service delivery communities. Within each ROC, Australian Government staff and state or territory government staff work together to support government business managers and Indigenous engagement officers and work with government agencies to ensure effective and timely service delivery.

Government business managersFaHCSIA has more than 65 government business managers across the Northern Territory, Western Australia, Queensland and New South Wales. They work closely with staff in ROCs and ICCs and focus on specific communities or groups of communities. They are responsible for leadership, strategic oversight, and coordination of Australian Government services provided in Indigenous communities and several town camp regions. They work with relevant agencies to maximise benefits to the community.

Indigenous engagement officersFaHCSIA employs 37 Indigenous engagement officers in many of the communities with government business managers. They are members of (or are accepted by) the community in which they work. Their role is to support government business managers, their communities and government; promote the community’s role in defining needs, setting goals and formulating policies and plans; and work with community groups to bring greater community input into government decision-making. They have received training in personal leadership, as well as specialised training in community engagement tools, techniques and theory to ensure that they are best placed to represent the needs of their communities.


Program and policy groupsTable 3.1 summarises the functions of the Department’s business groups.

TABLE 3.1 Business groups, summary of functions

Group Functions

Community Engagement and Development

Community Engagement and Development Group delivers programs that build resilient communities and reduce vulnerability to social exclusion for people facing challenging life circumstances. Individuals and families are supported through financial and community support and mental health services.

A significant role of the group is oversight of the National Compact between the Australian Government and the not-for-profit sector to improve policy design and program delivery, which signals the Government’s commitment to build stronger relationships with the not-for-profit sector.

Disability and Carers Disability and Carers Group is responsible for ensuring that people with disability and carers are supported, recognised and encouraged to participate in the community.

The group develops and implements strategies, policies and programs for people with disability, their families and carers through the delivery of payments, services and programs. Some of these policies and programs involve working closely with state and territory governments.

Families Families Group develops policy and implements and monitors the performance of a range of budget measures relating to family policy, child support policy and family payments, and designs and implements the Government’s commitment in relation to the PPL scheme.

The programs and payments administered by the group help strengthen the capacity and wellbeing of families by promoting healthy family relationships, helping families adapt to changing economic and social circumstances, and by working with local communities to identify solutions to their local issues.

Housing Housing Group plays a key role in helping low to moderate income households, including Aboriginal and Torres Strait Islander Australians, to access affordable and appropriate housing and in supporting people to move out of homelessness.

The group is responsible for policy and research on housing and homelessness issues, supporting the National Housing Supply Council and working with the states and territories to develop delivery arrangements for housing and homelessness programs. It delivers a range of programs aimed at increasing housing supply and affordability and reducing homelessness.

Indigenous Leadership and Engagement

Indigenous Leadership and Engagement Group develops Indigenous leadership and promotes better engagement and reconciliation. It achieves this through the development and administration of a number of programs, including Indigenous leadership development programs; the Indigenous Women’s Program; reconciliation-related programs; and the International Repatriation Program.

The group also works with the Government on better engagement with Aboriginal and Torres Strait Islander people, including the Stolen Generations, and administers the program for the National Congress of Australia’s First Peoples and the Aboriginal and Torres Strait Islander Healing Foundation.

Indigenous Programs and Economic Development

Indigenous Programs and Economic Development Group has a diverse range of responsibilities, including delivery of the National Partnership Agreement on Remote Service Delivery with four states and the Northern Territory and the Community Development Employment Projects program, both of which are focused on development for Aboriginal and Torres Strait Islander people living in remote communities.

The group also deals with economic and policy development for native title representative bodies and prescribed bodies corporate; the Aboriginals Benefit Account; the Indigenous Communities Strategic Investment Program; and the Government’s international engagements in Indigenous affairs.

It also has coordination and oversight of strategies for social and youth issues and supports COAG reform involving the substance abuse intelligence desks and dog operations units.

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Group Functions

Office of Indigenous Policy Coordination

The Office of Indigenous Policy Coordination is responsible for supporting the minister in leading and coordinating policy development across the Australian Government on the Closing the Gap strategy and advising the Government on progress in achieving the Closing the Gap targets.

The group supports COAG arrangements to improve outcomes for Aboriginal and Torres Strait Islander people, manages government processes, including budget submissions and policy development on major reform initiatives such as the Northern Territory Emergency Response, and monitors achievements against the Closing the Gap targets.

Office of Remote Indigenous Housing

The Office of Remote Indigenous Housing is responsible for driving the delivery of reforms under the National Partnership Agreement on Remote Indigenous Housing, which focuses on improving housing, housing management and reforming land tenure arrangements in remote Indigenous communities. The office works in partnership with our state network, state and territory governments, the private sector and contracted service providers.

Social Housing Initiative Social Housing Initiative Group is responsible for ensuring the effective implementation of the social housing component of the Nation Building—Economic Stimulus Plan. The group works closely with state and territory governments, which are responsible for identifying suitable proposals for funding and managing the construction works.

The group ensures that all proposals comply with the established guidelines and monitors progress against agreed milestones. It also reports on the performance of the various elements of the Social Housing Initiative.

Social Policy Social Policy Group works to enhance the Department’s policy capacity through the provision of research, evaluation, strategic analysis and coordination services; managing key programs, including seniors’ issues (Age Pension), international social security agreements and compliance strategies; and effectively managing the Department’s business relationship with Centrelink, social policy agencies and the Social Security Appeals Tribunal.

Women and Children Women and Children’s Policy Group has oversight of national initiatives to do with the protection of children and women, the Forgotten Australians and former child migrants. It provides leadership in Australian Government policy and program management on issues affecting women and gender equality; Indigenous family and community safety; and the delivery of women’s safety initiatives. It also provides support to victims of people trafficking and the National Women’s Alliances.

The group also leads Australia’s reporting and monitoring on the United Nations Convention on the Elimination of All Forms of Discrimination Against Women.

Business and Financial Services

Business and Financial Services Group is responsible for the overall financial management of the Department and coordinates the Department’s input into the Commonwealth Budget in partnership with the Social Policy Group. The group is also responsible for managing the Department’s procurement framework and business planning arrangements and for promoting risk management as an integral part of the Department’s work.

Corporate Support The Corporate Support Group provides a wide range of services to the Department, the Executive and ministers. These encompass ministerial and parliamentary services, including coordination of department-wide advice and reports for ministers and the Executive; secretariat and administrative support for the Executive; communication, public relations and media strategies and campaigns, policy and advice; online content publishing; protective security services; accommodation and property services, including policies and advice on the Department’s sustainability and environmental performance; and human resource strategy, policy and services.

Information Management and Technology

Information Management and Technology Group provides information and communications technology (ICT) and information management services and support to the Department. The group hosts a range of ICT and library services for external organisations such as the Social Security Appeals Tribunal, Centrelink and the Department of Education, Employment and Workplace Relations.


Group Functions

Legal and Compliance Legal and Compliance Group helps clients within FaHCSIA by providing a range of services in relation to legal, audit and investigation matters. The group focuses on risk management and business improvement through conducting internal audits, minimising fraud through compliance and investigation activities and providing the full range of legal services. The group also undertakes FaHCSIA’s activities under the Freedom of Information Act and the Privacy Act.

Program Performance Program Performance Group provides enabling services across the Department in the areas of program management, portfolio bodies and network support. The group works with program areas to deliver effective outcomes to the community.

The group also manages aspects of Indigenous-specific programs under the Closing the Gap program in the Northern Territory National Partnership Agreement and provides operational, coordination and financial management support to the FaHCSIA state and territory network.

The group supports the minister and the Executive by providing advice on strategic governance and performance issues associated with portfolio bodies. It also manages the Department’s complaints functions.

FaHCSIA Annual Report 2009–10 | Part 1 Overview | Chapter 4 Stakeholders 23

Chapter 4 Stakeholders

FaHCSIA is committed to supporting open communication and active engagement with its many stakeholders, including its portfolio ministers and parliamentary secretaries, other government agencies, individuals, and community organisations.

Our approach to engaging with our stakeholders recognises the significant skills, expertise and experience that the wider Australian community can contribute to the design and delivery of programs and services that seek to improve the lives of Australians.

Ministers and parliamentIn supporting its two portfolio ministers and two parliamentary secretaries in 2009–10, FaHCSIA registered 22,085 pieces of ministerial correspondence, compared with 32,473 in 2008–09. FaHCSIA and its portfolio agencies initiated a total of 2,980 ministerial minutes and prepared 1,744 briefs at the request of ministers or parliamentary secretaries.

The portfolio received 99 parliamentary questions on notice and 794 Estimates questions on notice. The portfolio prepared 899 question time briefs.

Ministerial councils and other forumsThe Department has primary or significant administrative responsibility for supporting ministerial participation in a range of ministerial councils and other forums, including:

w Community and Disability Services Ministers’ Conference

w Ministerial Conference on Ageing

w Housing Ministers’ Conference

w Ministerial Council for Aboriginal and Torres Strait Islander Affairs

w Commonwealth, State, Territory and New Zealand Ministers’ Conference on the Status of Women

w Ministerial Council on Gambling

w Ministerial Forum for the Development of a National Plan to Reduce Violence against Women and their Children

w Commonwealth Victorian Bushfires (Ministerial) Taskforce.

24 Chapter 4 Stakeholders | Part 1 Overview | FaHCSIA Annual Report 2009–10

Other government agencies

Multilateral strategic partnership arrangementAs a result of the Government’s September 2008 budget announcement to directly fund Centrelink and streamline administrative processes, a multilateral partnership arrangement was established between FaHCSIA, the Department of Human Services (DHS), Centrelink and the Department of Education, Employment and Workplace Relations (DEEWR). The multilateral strategic partnership arrangement outlines the framework that supports the commitment of each agency to the collaborative development and delivery of government outcomes.

The multilateral strategic partnership arrangement is supported by a bilateral management arrangement (BMA) between DHS/Centrelink and FaHCSIA. The BMA outlines the roles, responsibilities and business operations of both parties in the achievement of government outcomes and replaces the previous business partnership agreement. The BMA provides assurance and transparency in relation to Centrelink’s performance in achieving service delivery outcomes, implementing risk management strategies and maintaining payment integrity.

The ministers responsible for each department and agency are regularly informed on the progress of the new multilateral and bilateral arrangements through the Strategic Partnerships Interdepartmental Committee. The committee, a coordination group consisting of the secretaries of FaHCSIA, DEEWR and DHS, as well as the Chief Executive Officer of Centrelink, provides strategic oversight of the Centrelink service delivery system.

Indigenous grant administrationFaHCSIA collaborates with other agencies in the administration of grants for Indigenous programs.

In 2009–10, FaHCSIA led a cross-agency working group that developed key grant administration reforms, including standard terms and conditions and a generic list of performance indicators for service provider funding agreements. Agencies participating in the working group include the Attorney-General’s Department, the Department of the Environment, Water, Heritage and the Arts, the Department of Health and Ageing, and DEEWR.

These reforms apply across the Government to programs that receive Indigenous-specific funding and have been implemented across all FaHCSIA Indigenous and mainstream programs.

As part of the reforms, FaHCSIA provides system enhancements, training and help-desk support to government agencies using the whole-of-government Indigenous funding system.

Social Security Appeals TribunalThe Social Security Appeals Tribunal, as a statutory body under the Social Security (Administration) Act 1999, conducts merit reviews of administrative decisions made under a number of enactments, in particular social security law, family assistance law and child support law. The tribunal’s primary objective is to provide a mechanism of review that is fair, just, economical, informal and quick. The tribunal submits an annual report to the Minister for Families, Housing, Community Services and Indigenous Affairs; the report is presented to the parliament.

FaHCSIA Annual Report 2009–10 | Part 1 Overview | Chapter 4 Stakeholders 25

As a result of the Government’s decision to directly appropriate Centrelink from 1 July 2009, the governance and assurance structures between the Department of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA) and Centrelink were reviewed and updated. On 24 November 2009, the Secretary of FaHCSIA, the Secretary of the Department of Human Services (DHS) and the CEO of Centrelink signed a bilateral management arrangement (BMA) and a multilateral statement of principles, which the Secretary of the Department of Education, Employment and Workplace Relations (DEEWR) also signed.

The multilateral statement of principles is intended to enhance collaboration to collectively achieve program outcomes and individually discharge responsibilities. A new interdepartmental committee, the Strategic Partnerships Interdepartmental Committee, will have oversight of the new arrangements. The committee ensures that there is extensive engagement between FaHCSIA, DEEWR and DHS/Centrelink on issues affecting the whole social security system across government.

The BMA reflects the Government’s move towards outcomes-based governance, a continued commitment to strengthen the relationship between Centrelink, DHS and FaHCSIA, and the interdependence between policy and service delivery.

The BMA has streamlined administration and reporting between FaHCSIA and Centrelink, providing a more strategic focus on outcome performance and business improvement between policy and service delivery agencies. The benefits to the Government include streamlined administration, improved interagency relationships and more efficient delivery of targeted services to those in need.

The BMA is monitored by high-level governance structures that report biannually to the minister for each agency that is party to the multilateral statement of principles about key initiatives, as well as information regarding the performance and development of Centrelink’s service delivery system. This provides ministers with assurance regarding the connection between policy and service delivery, recognising the interdependence between policy formulation, design and implementation.

Case study: Connecting policy and service delivery

Left to right, Ms Lisa Paul PSM, Secretary,

DEEWR, Mr Finn Pratt PSM, Secretary of DHS

(Chair), Ms Carolyn Hogg, CEO, Centrelink and Dr Jeff Harmer AO,

Secretary, FaHCSIA.

26 Chapter 4 Stakeholders | Part 1 Overview | FaHCSIA Annual Report 2009–10

FaHCSIA provides advice to the minister and works with external stakeholders, including DEEWR, DHS and Centrelink, on matters relating to the tribunal. FaHCSIA’s responsibilities include:

w facilitating appointment and resignation processes for members

w coordinating cross-agency involvement on policy-related issues

w advising on process improvements and assisting with their implementation.

FaHCSIA provides financial and personnel management information systems to the tribunal to assist it in purchasing, accounts payment, budgeting and staff management functions. Those support services are described in a memorandum of understanding between FaHCSIA and the tribunal.

Community sectorSince the implementation of the common business model, which applies a risk-based approach to grants management, the Department has continued to improve the way it manages its programs to ensure consistent, efficient and effective administrative processes within and across community programs.

The National Compact with the third sector, launched on 17 March 2010, commits all portfolios to new ways of governing, including through partnerships with the not-for-profit sector.

One of the priority action areas for the National Compact is the reduction of red tape and streamlined reporting for service providers. There are additional grant administration reforms that are being implemented on a whole-of-government basis. FaHCSIA initiatives include:

w introducing a minimum client dataset and data collection principles to ensure that service providers collect only relevant data

w where possible, aligning reporting requirements and timeframes for service providers that are funded from two or more appropriations

w using risk management to assess which organisations most need targeted monitoring and support.

FaHCSIA is also implementing arrangements that will enable funded providers that deliver across our outcomes or across state and territory jurisdictions to establish a relationship with one key departmental officer who understands their overall funding arrangements.

Documents

Part One Overviewresources.fahcsia.gov.au/.../docs/AnnualReport2010_part1.pdf · 2010-10-26 · PART 1 Overview FaHCSIA Annual Report 2009–10 | Part 1 Overview | Chapter 1 Secretary’s