ACT 1982 (CTH)
HEALTH
INFORMATION
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Department of Health
The Department of Health is a Department of State. We operate under the
Public Service Act
1999 and the
Public Governance, Performance and Accountability Act 2013.
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The Commonwealth Department of Health has been in continuous operation for over 101 years, first
established on 7 March 1921, in part as a response to the Spanish influenza pandemic of 1919.
2 (CTH)
Over following decades, the department added responsibilities including the subsidisation of
medicines following the
1944 Pharmaceutical Benefits Act, a precursor to the Pharmaceutical
Benefits Scheme we still have today.
The department has continued to evolve, undergoing changes in name, function and structure.
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The department’s focus is improving health and wellbeing for all Australians, now and into the
future.
Our Vision
Better health and wellbeing for all Australians, now and for future generations.
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Our Purpose
With our partners, support the Government to lead and shape Australia’s health and aged care
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system and sporting outcomes through evidence-based policy, well targeted programs, and best
practice regulation.
Our Commitment
We are committed to working in partnership with stakeholders to develop, implement and oversee
policies and programs that are coherent, connected and evidence based.
We are committed to learning from, and sharing our experience and expertise with, partners in
Australia and around the world, and improving health in the region and globally.
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We are committed to being a high-performance organisation focused on improving workforce
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capability across the Department, providing high quality advice, reducing inequality and delivering
key reforms and priorities.
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We are committed to an inclusive, collaborative workplace.
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Secretary
Organisational Chart
Dr Brendan
Monday, 09 May 2022
Murphy
Health Products
Chief Medical
Ageing &
Primary &
Health
Strategy
Corporate
Regulation
Officer
Aged Care
Community Care
Resourcing
Evidence &
Operations
Adj. Prof. John
Prof. Paul Kelly
Research
Michael Lye
Tania Rishniw
Penny
Charles Wann
Skerritt
Shakespeare
Paul McBride A/g
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Medicines
Deputy Chief
Reform
Indigenous Health
Benefits,
Health
Office of Sport
Regulation
Medical Officers
Implementation
Integrity &
Economics
Gavin Matthews
Andrew Godkin
Digital Health
& Research
Nick Henderson A/g
Greg Keen A/g
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Cancer, Hearing &
Daniel McCabe
Phillip Gould
Financial
Chief Medical
Chief Nursing &
Program Support
Home &
Management
Adviser
Midwifery Officer
Residential
Medical Benefits
Portfolio
Lisa Schofield
Strategies
Paul McCormack
Dr Jane Cook
Prof. Alison
Dr Nick
Travis Haslam A/g
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Hartland
McMillan
Population Health
Bronwyn Field
Legal &
Medical Devices &
Medical Officer
Assurance
Celia Street
Rapid
Product Quality
Office of Health
Market &
Adj Prof
Jackie Davis
Protection &
Workforce
Primary Care
Antigen Testing
Tracey Duffy
Andrew Singer
Response
Allyson Essex A/g
People
Eliza Strapp
Simon Cotterell
– Strategy
Technology
Communication
Regulatory
Assessment &
& Parliamentary
HEALTH
Practice &
Mary Wood
Primary Care
Access
Support
Living with COVID
Quality &
Rachel Balmanno
Office of Health
Assurance
Taskforce & Floods
Adriana Platona
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Gillian Mitchell
Protection &
Strategy Sourcing
Response
Amy Laffan
Chris Bedford A/g
Health
& Delivery
Regulatory Legal
– Operations
Workforce
Services
Service Delivery
Mental Health
Ian Scensor
Sarah Norris A/g
Matthew Williams
Dr. Bridget
Mark Roddam
Helen Grinbergs
Digital
Gimlour-Walsh
Transformation
& Delivery
Outbreak
Fay Flevaras
Response
Nicole Jarvis A/g
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*SES on Secondment from another Agency
Operation COVID Shield Organisational Chart
Monday May 23 2022
Coordinator General
Chief of Staff
Ben Peoples*
Lt Gen John Frewen*
Program Implementation &
Vaccine Operations &
Strategic Communications &
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Disability and Aged Care
Primary Care Response
Data
Media
Workforce
Dr. Lucas De Toca
Trish Garrett
Nigel Blunden
Dr. James Hart*
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HEALTH
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Secretary – Dr Brendan Murphy
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2 (CTH)
Dr Brendan Murphy commenced as the Secretary of the Department of Health on 13 July 2020.
Prior to his appointment as Secretary, Brendan was the Chief Medical Off cer (CMO) for the
Australian Government, including during the first 6 months of the COVID-19 pandemic.
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Prior to coming to the Commonwealth in 2016, he was the Chief Executive Officer of Austin Health in
Victoria for 11 years.
He was formerly CMO and Professor of Nephrology at St Vincent s Health, and sat on the Boards of
the Centenary Institute, Health Workforce Australia, the Florey Institute of Neuroscience and Mental
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Health, the Olivia Newton-John Cancer Research Institute and the Victorian Comprehensive Cancer
Centre. He is also a former president of the Australian and New Zealand Society of Nephrology.
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Dr Murphy is a Professorial Associate with the title of Professor at the University of Melbourne, an
Adjunct Professor at Monash University and at the Australian National University, a Fellow of the
Australian Academy of Health and Medical Sciences, a Fellow of the Royal Australian College of
Physicians, and a Fellow of the Australian Institute of Company Directors.
Contact details
Role:
Secretary of the Department of Health
Email: xxxxxxx.xxxxxx@xxxxxx.xxx.xx
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Phone: (02) 6289 8400
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Chief Operating Officer and Deputy Secretary Corporate Operations –
Charles Wann
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2 (CTH)
Charles has been Chief Operating Officer (COO) since February 2020 He holds a Bachelor of Arts
(Hons) from the Australian National University, specialising in Classics.
Charles joined the Department of Health in 2016, initially as Chief Budget Officer. In July 2017, he
became First Assistant Secretary of the Financial Management Division. In April 2019, he moved to
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the Aged Care Reform and Compliance Division where he and his team implemented reforms to
aged care quality and safety, workforce and the transition of compliance functions to the Aged Care
Quality and Safety Commission.
Before joining the department, Charles worked in diverse roles for the Department of Immigration
and Border Protection and the Department of Home Affairs in policy, program management and
client and corporate services in Australia and overseas.
HEALTH
He has led teams responsible for introducing risk-based approaches to visa compliance and status
resolution, and providing health, income and employment support to asylum seekers living in the
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community.
Contact details
Role:
Chief Operating Officer
Email:
xxxxxxx.xxxx@xxxxxx.xxx.xx
Phone: (02) 6289 1829
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Deputy Secretary A/g for Strategy, Evidence and Research Group –
Paul McBride
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2 (CTH)
Paul McBride is currently the Acting Deputy Secretary for the Strategy Evidence and Research Group,
Department of Health. Paul has responsibility for whole of portfolio strategic policy, international
relations, health economics and data and research functions, including the Medical Research Future
Fund (MRFF).
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Paul manages public hospital funding arrangement with the States and Territories and is also
responsible for rapid antigen testing policy and procurement
Paul recently managed the departments negotiations with Moderna on the ten-year strategic
agreement to produce mRNA vaccines in Australia.
In Paul’s previous role he was responsible for the Medical Benefits Division (MBD).
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Paul commenced with the Department in 2018 and led the Health Economics and Research function.
Prior to joining Health, he spent more than a decade in senior policy and advisory roles across the
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Commonwealth Government, in roles ranging across the social security payment system, housing,
Superannuation, international tax and the microeconomic reform of markets.
Paul holds a Bachelor of Commerce (eco major) ANU, and a master's degree in Taxation Law
(UNSW).
Contact details
Role:
Acting Deputy Secretary for the Strategy Evidence and Research Group
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Email: xxxx.xxxxxxx@xxxxxx.xxx.xx
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Phone: (02) 6289 1016
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Deputy Secretary for Health Resourcing – Penny Shakespeare
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2 (CTH)
Penny Shakespeare is Deputy Secretary of the Health Resourcing Group. This includes the Health
Workforce Division, Technology Assessment and Access Division, Medical Benefits Division, and
Benefits Integrity and Digital Health Division.
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Since joining Health in 2006, Penny has held a number of senior leadership positions,
including First Assistant Secretary of the Technology Assessment and Access Division and Health
Workforce Division.
Prior to joining Health, Penny was an industrial relations lawyer in the Department of Employment
and Workplace Relations and worked in regulatory policy roles, including as
HEALTH head of the ACT Office
of Industrial Relations.
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Penny has a Bachelor of Laws, a Master’s degree in International Law and is admitted as a Barrister
and Solicitor.
Contact details
Role:
Deputy Secretary, Health Resourcing
Email: Penny xxxxxxxxxxx@xxxxxx.xxx.xx
Phone: (02) 6289 3348
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Deputy Secretary for Primary and Community Care – Tania Rishniw
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Tania joined the Department of Health in 2015. With a background in social, environmental and
economic policy, Tania has more than 20 years of experience as a leader in the Australian Public
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Service. Tania is currently the Deputy Secretary of the Primary and Community Care Group and is
responsible for leading the Department’s work on policies and programs relating to mental health;
primary care; population health, prevention and cancer screening; and Aboriginal and Torres Strait
Islander health.
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She was involved in the reconstruction and development taskforce responding to the 2004 Tsunami
and the development and implementation of the Australian Government’s cost recovery policy.
Tania has worked across several Commonwealth agencies, including the Departments of Prime
Minister and Cabinet, Finance, Education and Employment, and Environment and Heritage. She has
worked as a regulator in environmental protection and financial management.
HEALTH
She has extensive experience in developing innovative policies and programs, working with diverse
stakeholder and industry groups to develop solutions that work.
Tania holds degrees in Law, psychology and an Executive Master’s degree
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Contact details
Role:
Deputy Secretary for Primary and Community Care
Email: xxxxx.xxxxxxx@xxxxxx.xxx.xx
Phone: (02) 6289 1235
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Deputy Secretary for Ageing and Aged Care Group – Michael Lye
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2 (CTH)
Michael Lye joined the Department of Health in December 2019 as Deputy Secretary responsible for
Ageing and Aged Care. During his time in Health, he has overseen the development of the Australian
Government’s response to the Royal Commission into Aged Care Quality and Safety, which includes
delivery of a $18.8 billion reform package.
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Prior to joining Health, Michael was the Deputy Secretary for the Department of Social Services,
where his responsibilities included disability and carers policy and programs, the National Disability
Strategy, the National Disability Insurance Scheme and Disability Employment Services.
Michael has a Bachelor of Arts degree majoring in Psychology and a Master of Social Welfare
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Administration and Planning, both of which are from the University of Queensland.
Contact details
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Role:
Deputy Secretary, Ageing and Aged Care
Email: Michael.Lye@health gov.au
Phone: (02) 6289 4648
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Deputy Secretary for Health Products Regulation – Adjunct Professor John
Skerritt
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2 (CTH)
Adjunct Professor John Skerritt heads the Health Products Regulation Group (the HPRG), which
through the Therapeutic Goods Administration (TGA) works to safeguard and enhance the health of
all Australians through effective, timely and risk proportionate regulation of therapeutic goods.
Through the Office of Drug Control, the HPRG also regulates the import, export and manufacture of
controlled drugs as well as the cultivation and manufacture of cannabis for medicinal purposes.
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John joined the Department of Health as Deputy Secretary in 2012 and is a former Deputy Secretary
in the Victorian Government. He has extensive experience in medical, agricultural and
environmental policy, regulation, research management, technology application and
commercialisation. John was the Deputy Chief Executive Officer of the Australian Centre for
International Agricultural Research and a Ministerial appointee to the Gene Technology Technical
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Advisory Committee.
John is an Adjunct Full Professor in medicine pharmacy and agriculture at the Universities of Sydney,
Queensland and Canberra. He has a University Medal and PhD in Pharmacology from the University
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of Sydney. He is a graduate of the Senior Executive Programs of both the London Business School
and the IMD Business School in Switzerland. He is a Fellow of the Academy of Technological Sciences
and Engineering, and a Fellow of the Institute of Public Administration of Australia (Vic).
He is the Chair of the Scientific Advisory Council of the Centre for Innovation in Regulatory Science,
Vice Chair of the International Coalition of Medicines Regulatory Authorities, and a member of the
Advisory Board of the Melbourne Institute.
Contact details
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Role:
Deputy Secretary, Health Products Regulation
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Email: xxxx.xxxxxxxx@xxxxxx.xxx.xx
Phone: (02) 6289 4200
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Status of Bil s
Status of Bills before Parliament when it was prorogued and the House of
Representatives dissolved
2022 Winter legislation bids and Ministerial action required
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• It is expected that the Department of the Prime Minister and Cabinet (PM&C) will require
the 2022 Winter bids to be approved by the Minister for Health and Aged Care shortly after
the election result is known.
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• To meet PM&C’s anticipated timeframe, it is anticipated the 2022 Winter bids wil be
progressed to the Minister’s Office around two days after the Ministry has been sworn in,
with Ministerial approval required within four to five days
The following
Bil s were before Parliament and have lapsed:
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• Aged Care and Other Legislation Amendment (Royal Commission Response No. 2) Bill –
implements recommendations by the Royal Commission, including a new subsidy calculation
model and national y consistent pre-employment screening for aged care workers.
• Health Insurance Amendment (Administrative Actions) Bill – allows Services Australia to use
a computer system to place and remove doctors from the Register of Approved Placements,
following a decision by the specified body including general practice
HEALTH colleges.
• Health Legislation Amendment (Medicare Compliance and Other Measures) Bill – facilitates
the operation of the Professional Services Review and to assist in the recovery of debts.
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• National Health Amendment (Pharmaceutical Benefits Transparency and Cost Recovery)
Bill – permits the publication of information relating to listings on the Pharmaceutical
Benefits Scheme.
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Portfolio Agency Overview
Monday, 09 May 2022
Non-corporate
Corporate
Commonwealth
Commonwealth entities
Commonwealth entities
companies
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Aged Care Quality and Safety
Australian Commission on
Australian Sports Foundation
Commission (ACQSC)
Safety & Quality in Health
(ASF)
(ACSQHC)
Australian Radiation
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Protection and Nuclear Safety
Australian Digital Health
Agency (ARPANSA)
Agency (ADHA)
Australian Institute of Health
Sports Integrity Australia (SIA
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and Welfare (AIHW)
National Health and Medical
Australian Sports
Research Council (NHMRC)
Commission (ASC)
National Health Funding Body
Food Standards Australia
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(NHFB)
and New Zealand (FSANZ)
National Mental Health
Independent Hospital P
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ricing
Commission (NMHC)
Authority (IHPA)
Organ and Tissue Authority
(OTA)
Professional Services Review
(PSR)
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Cancer Australia (CA)
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National Blood Authority
(NBA)
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Aged Care Pricing Commissioner
The Aged Care Pricing Commissioner is a statutory office holder and is responsible for:
• reviewing and, where considered appropriate, approving aged care providers to charge
Refundable Accommodation Deposits (RAD) that are higher than $550,000; and
• reviewing applications from aged care providers for changes in Extra Service Fees.
As part of the former Government’s response to the recommendations of the Royal Commission into
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Aged Care Quality and Safety, the Aged Care Pricing Commissioner statutory position was to be
abolished and the functions of the Aged Care Pricing Commissioner were to be incorporated into a
new and expanded Independent Health and Aged Care Pricing Authority. The legislation to give effect
2 (CTH)
to this (the
Aged Care and Other Legislation Amendment (Royal Commission Response No. 2) Bill 2021)
was not passed prior to the calling of the 2022 Federal Election.
About us
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The Aged Care Pricing Commissioner position was established in 2013 as part of amendments to the
Aged Care Act 1997 and is essentially a consumer protection function. The Commissioner seeks to
ensure that RAD prices represent value -for -money for prospective aged care residents, and that
higher prices reflect the standard of accommodation rather than a resident’s capacity to pay.
Prior to the introduction of this function as part of the 2013 reforms, issues included:
HEALTH
• prices often determined according to a resident’s means rather than the actual value of the
accommodation;
• a lack of information available to prospective residents when choosing accommodation; and
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• inconsistency across the sector in how accommodation was valued and priced.
In 2020–21, the Aged Care Pricing Commission received 446 applications from aged care providers
seeking approval to charge a RAD of more than $550,000. Most applications are for an
accommodation group tha includes similar rooms within a facility, so the 446 applications covered
approximately 10,000 rooms. Factors considered by the Commissioner in reviewing applications
include the quality and amenity of the room (size, views, presence of a balcony or kitchenette,
specific design features, etc.), market and competitor analysis, and construction/refurbishment
costs. An approval by the Commissioner is valid for four years, after which the provider must
re-apply if they wish to continue charging a RAD of more than $550,000.
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A secondary function of the Commission is the review of proposed changes in Extra Service Fees,
which are intended to cover significantly higher standards of accommodation, food, or personal
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services on offer to residents in some residential aged care facilities. The number of applications for
changes to Extra Service Fees have been declining (only 25 in 2020–21) and appears to be part of a
shift away from Extra Service Fees towards charging residents Additional Service Fees instead.
The current Commissioner since May 2021 is David Weiss. He is supported in the role by five staff.
The Commissioner operates under a statutory requirement to resolve an application within 60 days
of receiving it. In 2020-21, the Commissioner took an average of 26 days to resolve applications.
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Aged Care Quality and Safety Commission
The functions of the Aged Care Quality and Safety Commission (Commission) are set out in
the
Aged Care Quality and Safety Commission Act 2018 (ACQSC Act) and Rules.
About us
As the national regulator of aged care services, the Commission’s role is to approve providers’ entry
to the (Government-subsidised) aged care sector, to accredit, monitor, assess and investigate aged
care services against quality, safety and prudential requirements, and to hold providers to account
for meeting their obligations through the use of a range of compliance and enforcement powers.
Another of the Commission’s core roles is to manage and, where possible, resolve complaints about
aged care services. The Commission values its engagement with consumers and their
representatives to understand their experiences, inform its regulatory strategy, and shape
communications with providers about the importance of working with consumers in designing and
ACT 1982 (CTH)
delivering best practice care.
The Commission’s regulatory strategy encompasses activities focused on preventing, detecting and
responding to risks to the safety and wellbeing of aged care consumers. The Commission draws on
data and intelligence at sector-wide, provider and service levels to target its efforts and determine
the nature and intensity of its engagement with providers in relation to particular risks.
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Education, information and targeted communications are used as key preventative tools, with
monitoring and assessment of high-risk providers leading to timely and
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action where their care and services fall short of legislated standards.
The Commission routinely publishes the outcomes of its regulatory activities to promote greater
transparency and accountability, and also seeks to highlight best practice.
Our vision
Older Australians trust and have confidence that aged care services protect and enhance their
safety, health, wellbeing and quality of life.
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Our mission
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To protect and improve the safety, health, wellbeing and quality of life of people receiving Australian
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Government funded aged care.
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Australian Commission on Safety and Quality in
Health Care
About us
The Commission is a corporate Commonwealth entity and part of the Health portfolio of the
Australian Government. In 2006, the Council of Australian Governments established the Commission
to lead and coordinate national improvements in the safety and quality of health care. The
Commission’s permanent status was confirmed with the passage of the
National Health and
Hospitals Network Act 2011, while its role was codified in the
National Health Reform Act 2011.
The Commission commenced as an independent statutory authority on 1 July 2011, funded jointly by
the Australian Government and by state and territory governments
Our purpose is to contribute to better health outcomes and experiences for all patients and
consumers, and improved value and sustainability in the health system. Within this overarching
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purpose, the Commission aims to ensure that people are kept safe when they receive health care
and that they receive the care they should.
The functions of the Commission are specified in section 9 of the
National Health Reform Act 2011,
and include:
• formulating standards, guidelines and indicators relating to health care safety and quality matters
HEALTH
• advising health ministers on national clinical standards
• promoting, supporting, and encouraging the implementation of these standards, and related
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guidelines and indicators
• monitoring the implementation and impact of the standards
• promoting, supporting, and encouraging the implementation of programs and initiatives relating
to health care safety and quality
• formulating model national schemes that provide for the accreditation of organisations that
provide health care services, and relate to health care safety and quality
• publishing reports and papers relating to health care safety and quality.
Our vision
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Safe and high-quality health care for every person, everywhere, every time.
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Our mission
To lead and coordinate national improvements in the safety and quality of health care.
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Australian Digital Health Agency
Digital health services contribute to the efficiency and sustainability of the health system, improve
health outcomes for patients and help grow the broader digital economy.
About us
The Australia Digital Health Agency (ADHA) is a statutory authority, established by the
Public
Governance, Performance and Accountability (Establishing the Australian Digital Health Agency)
Rule 2016. The ADHA is co-funded by the Australian, state and territory governments under an
Intergovernmental Agreement, reflecting the bipartisan commitment at all levels of government to
digital health reform to underpin the future of the health care system and improve health and
wellbeing of all Australians. The ADHA is the national steward for national digital health strategy and
connected systems, including electronic prescribing and My Health Record (MHR).
Our work is guided by a skills-based board (the Accountable Authority) chaired by Dr Elizabeth Deveny,
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and draws on expertise from across the medical sector, including practitioners, administrators,
software providers and peak bodies.
Our vision
A healthier future for Australians through connected health care.
HEALTH
The future of health is digital The pandemic accelerated adoption of digital health—over 23 million Australians have access to MHR
and usage has grown tenfold in one year from 1.38 million views in January 2021 to 13.75 million in
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January 2022; 99% of pharmacies and General Practitioners and 97% of public hospitals are now using
MHR; public hospital views have more than doubled over the past year.
The timing is right to consider adjusting policy and legislative levers to meet the growing demand for
connected health data. Policy change and continued investment in digital health capability will
capitalise on this momentum to ensure Australia’s federated health system is integrated and better
connected to: support person centric care; ease pressure on the health workforce; contribute to a
more sustainable health system and deliver savings to governments.
The transformative opportunities that a modern digital health system can support include:
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• providing consumer centred health services for all Australians, particularly our more vulnerable
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citizens, by ensuring clinical information is safely and securely shared—with GPs, pharmacies,
pathology, imagery, specialists, hospitals, and aged care—through an interoperable digital health
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ecosystem that talks the same language (standards), about the right person at the right time
• empowering consumers to participate in their own health care by providing access to trusted
health information, from birth through to end-of-life care
• improving health outcomes for individuals and the community, with quicker diagnosis and
treatment, less adverse outcomes and rapid responses to future pandemics and health
emergencies
• delivering more efficient care across the system at lower costs, streamlining health delivery by
increasing productivity, reducing red tape, duplication and over servicing, ensuring the affordable
and sustainability of future Australian Government health expenditure
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• enabling new models of care and technology -driven clinical practice, such as real-time- health
monitoring through smart watches and wearable technologies, AI informed diagnosis and data
driven- preventative care
• building a comprehensive health data asset to underpin research and inform new treatments,
enhancing Australia’s reputation as leader in medical research
• incubating and stewarding our nascent digital health industry as part of the global digital
economy.
It's about time! Digital health… is an absolutely essential part of a world class healthcare system for
Australians. It should empower us all to take greater ownership of our personal health, provide greater
access to health services, support health care workers to achieve better patient outcomes, and
enhance public health literacy.
Consumer – National Digital Health Survey 2021
ACT 1982 (CTH)
HEALTH
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Australian Institute of Health and Welfare
About us
The Australian Institute of Health and Welfare (AIHW) is an independent corporate Commonwealth
entity, established under the
Australian Institute of Health and Welfare Act 1987, and operates
under the guidance of a Board.
We collect health and welfare data to support government agencies, researchers, policy makers and
the community. This includes assisting the Department of Health to collate national COVID-19 and
other notifiable communicable disease data; data to better understand pandemic impacts, such as
national hospital capacity and activity data and mental health and suicide data; and developing a
national, linked COVID-19 register and data set to support research into the medium and
longer-term health impacts of COVID-19, including impacts on health system use.
Our vision
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Stronger evidence, better decisions, improved health and welfare.
Our purpose
To create authoritative and accessible information and statistics that inform decisions and improve
the health and wellbeing of all Australians.
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Our strategic goals
We produce high quality data sets and analysis to support improvements in health and welfare.
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In 2022 and beyond, we will focus on four strategic goals – a trusted leader in health and welfare
data and analysis, inno ative producers of data sets and analysis, a strong strategic partner and
recognised for our organisational excellence.
Key risks and opportunities of current focus
• Board membership stability at a time that several appointment terms will come to an end.
• Strategic decisions in relation to organisational priorities. We need to strike a balance between
(close to) real-time data, considered analysis and requests to undertake new work on the fringes
of our core role and responsibilities.
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• Continue to prioritise data gaps, includ
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• Address workforce issues. This includes increasing our wo
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contractors, addressing skills and capacity gaps, and improving knowledge management. Our
systems need to support quick transitions to take on additional work, and support changes to
workforce demography.
• Consider the impact of any potential centre for disease control on the role of the AIHW.
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Australian Radiation Protection and Nuclear Safety
Agency (ARPANSA)
A statutory agency under the
Australian Radiation Protection and Nuclear Safety Act 1998.
• The Government’s primary authority on radiation protection and nuclear safety
• Supporting the AUKUS nuclear-powered submarine taskforce
• Integrated Regulatory Review Services Mission scheduled for 2023
• Draft National Strategy for Radiation Safety being prepared for adoption
• National Radioactive Waste Management Facility potential licensing application
About us
The Australian Government’s primary authority on radiation protection and nuclear safety. The
Agency’s mission is the protection of people and the environment through radiation protection and
ACT 1982 (CTH)
nuclear safety research, policy, advice, codes, standards, services, and regulation.
ARPANSA is the independent regulator of Commonwealth entities and facilities that use or produce
radiation. The Agency also works with the states and territories to promote nationally consistent
regulation and the adoption of international best practice.
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Key issues and activities
ARPANSA is supporting the Nuclear Powered Submarine Taskforce, a multi-agency effort to identify
the optimal pathway to deliver at least eight nuc ear-powered submarines for Australia, under the
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trilateral security partnership between Australia, the United Kingdom and the United States of
America (AUKUS).
ARPANSA is preparing for Australia to receive an International Atomic Energy Agency mission in 2023
that will peer-review Australia’s radiation regulatory framework. This is a follow-up mission to a full
Integrated Regu atory Review Service conducted in 2018 which included all the states and
territories.
ARPANSA is working with the Department of Health on a Draft National Strategy for Radiation Safety
and Implementation Plan, developed in partnership with states and territories. It aims to improve
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the consistency of radiation safety regulation in Australia and act as an incremental step towards
developing an Intergovernmental Agreement.
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ARPANSA is preparing for a significant regulatory effort to assess an expected licence application for
BY THE DEPARTMENT OF
a National Radioactive Waste Management Facility (NRWMF) that is to be established in Kimba,
South Australia. The Australian Radioactive Waste Agency is responsible for this project and
ARPANSA will only licence a NRWMF if we are confident that it would not have an adverse impact on
human health or the environment.
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Australian Sports Commission
About us
The Australian Sports Commission (ASC) is the Australian Government’s leading sport agency,
responsible for supporting and investing in sport. The ASC’s purpose is to increase participation in
organised sport and continued international sporting success including through leadership and
development of a cohesive and effective sports sector, provision of targeted financial support, and
the operation of the Australia Institute of Sport (AIS).
Key programs:
• Sport Funding – grants to National Sporting Organisations (to support high performance and
participation outcomes) and National Sporting Organisations for People with Disability (for
participation outcomes).
• Sporting Schools – providing free opportunities for children to participate in quality sporting
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experiences through their school.
• Women Leaders in Sport – providing leadership development opportunities for women on
and off the field.
• Participation Grants – grants to sport and physical activity organisations to support
innovative projects to increase participation
• Local Sporting Champions / Local Para Champions – financial assistance to young Australian
HEALTH
sportspeople to participate in state, national or international championships.
• dAIS – direct financial support to athletes for training and competitions to prepare for
Olympic, Paralympic and Commonwealth Games.
INFORMATION
• Athlete Wellbeing – providing mental health and wellbeing support for athletes across the
Australian high performance system
• Athlete Pathways – providing support to sporting organisations to deliver programs for
emerging Olympic, Paralympic and Commonwealth Games athletes including potential
future champions through to Brisbane 2032 and beyond.
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THE FREEDOM OF
BY THE DEPARTMENT OF
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Australian Sports Foundation
The Australian Sports Foundation is advocating for a legislative change to secure Charitable Status for
Amateur Sport, to grow philanthropic funding for sport to $300m a year by 2032.
We are seeking investment funding of $10.3m from Government, being the balance of the $15m
request submitted in 2019, to enable the Australian Sports Foundation to drive this growth in new
philanthropic funding.
About us
The Australian Sports Foundation is Australia’s leading sports fundraiser and national sports charity,
and the only organisation that can provide a tax-deductible receipt for donations to sport. We have
been helping athletes, sporting clubs and organisations fundraise for more than 35 years, and
donations have grown from under $20m in 2014, to $51m in FY21. This figure is expected to exceed
$65m in FY22, and we aim to increase this to $300m pa in the Green and Gold Decade’ to the
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2032 Brisbane Olympic and Paralympic Games.
We partner with sporting organisations at all levels, from community and grassroots sporting clubs
in every state and territory, to regional, state, national and Olympic teams, as well as eligible
representative level athletes. We fund anything that benefits sport, including new or improved
facilities, coaching, training, participation and performance initiatives etc. The Australian Sports
HEALTH
Foundation is operationally self-funding and retains 5% of donations to cover costs.
The Australian Sports Foundation Charitable Fund was established in 2019 to help unlock support for
sports from Ancillary Funds, receiving and distributing funding for sport where there is a charitable
INFORMATION
purpose. In FY21 this raised $1m, and $15m of future funding commitments from such funds have
been secured over the next 3 years. However, Ancillary Funds currently hold over $10bn in assets
and distribute close to $1bn a year – so the Australian Sports Foundation has implemented a
strategy to significantly increase funding from this source.
The key current strategic priorities for the Australian Sports Foundation are:
• enhance financial sustainability of key sports by a focused and integrated approach to
fundraising at elite and National Sporting Organisation level
• grow participation in community sport by helping more clubs raise more money
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• grow participation and inclusion in sport by raising funds to expand our grant programs
THE FREEDOM OF
• establish sport as a mainstream philanthropic cause through effective advocacy
BY THE DEPARTMENT OF
Our vision
An Australia where everyone can play
Our mission
That everyone in Australia, regardless of background, ability or culture, has access to the health and
social benefits of sport
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Cancer Australia
About us
Cancer is the leading cause of death and burden of disease in Australia1, with one in two people
being diagnosed within their lifetime2.
As the Australian Government’s national cancer control agency, Cancer Australia (CA) aims to reduce
the impact of all cancers and improve outcomes for all people affected by cancer.
The
Cancer Australia Act 2006 established CA to provide leadership and vision support to consumers
and health professionals, and make recommendations to the government about cancer policy and
priorities.
CA works collaboratively across the entire cancer control ecosystem, with Australians affected by
cancer, health professionals, researchers, policy makers and service providers. CA is a respected
thought leader in the sector and is uniquely positioned to provide robust, world-leading advice to
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the Government on cancer policy priorities.
CA works closely with Aboriginal and Torres Strait Islander people to co-design improved cancer
outcomes for Aboriginal and Torres Strait Islander people. CA fulfills its statutory obligations to
fund cancer research by building research capability and addressing emerging priorities for cancer
research and data. CA lends its expertise to inform international cancer control activity.
HEALTH
CA uses its position as a trusted collaborator to facilitate a unity of purpose across the sector in
setting priorities for action for cancer control in Australia.
INFORMATION
You can rely on CA to leverage its stakeholder relationships to cost-effectively harness the most
eminent advice on any cancer issue at short notice.
Our strategic priorities
• Develop an Australian Cancer Plan as a national framework to deliver better outcomes for all
people from all cancers
• Co-design and deliver improved Aboriginal and Torres Strait Islander Cancer Control
• Implement the National Pancreatic Cancer Roadmap
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• Guide the development of a national lung cancer screening program
•
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Invest in cancer research and data to support world leading cancer control in Australia
• Provide thought leadership on the opportunities and impacts of genomics for cancer control
BY THE DEPARTMENT OF
• Contribute to and harness the expertise of international cancer control.
The role and functions of CA are set out in the
Cancer Australia Act 2006. CA is subject to the
Public
Service Act 1999 and the
Auditor General Act 1997 and is a non-corporate
Commonwealth entity
under the Public Governance, Performance and Accountability Act 2013.
1 Australian Institute of Health and Welfare 2021a. Australian Burden of Disease Study: impact and causes of il ness
and death in Australia 2018. Australian Burden of Disease Study series no. 23. Cat. no. BOD 29. Canberra: Accessed:
April 2022; https://www.aihw.gov.au/reports/burden-of-disease/abds-impact-and-causes-of-il ness-and-death-in-
aus/summary
2 Australian Institute of Health and Welfare 2021b. Cancer data in Australia. Cat. no. CAN 122. Canberra: Accessed:
April 2022; https://www.aihw.gov.au/reports/cancer/cancer-data-in-australia/data
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Food Standards Australia New Zealand (FSANZ)
Food Standards Australia New Zealand (FSANZ) develops and maintains world-leading
standards that ensure a safe food supply, achieve public health outcomes and enable
industry to innovate and remain competitive in the global market.
Australia and New Zealand share an international reputation for producing safe and
nutritious food. The Australia New Zealand Food Standards Code is at the heart of the
bi-national food regulatory system, providing standards that quality-assure domestic and
export food production and manufacturing, and ensure imported foods meet mandated
safety requirements.
In the near-term, FSANZ is focussed on:
• regulatory stewardship that prioritises food safety and delivers an effective, transparent
and accountable standards framework within which industry can work efficiently
• international harmonisation and engagement with regional and global partners
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• digital transformation to improve client services and modernise agency processes
• responding to rapid change driven by evolving science, advancing technologies,
globalisation of supply chains and shifting market and consumer needs
• food regulation system modernisation, including the
Food Standards Australia New
Zealand Act 1991 (FSANZ Act) review and risk-proportionate assessment of applications
HEALTH
• partnering with industry and government to support innovation and facilitate trade.
About us
INFORMATION
FSANZ is an independent statutory authority established by the FSANZ Act to implement a
partnership agreement with states and territories and a Treaty between Australia and
New Zealand. Our key activities are:
• developing food standards informed by the best available scientific evidence
• coordinating regulatory activities across the food regulation system, including food
incident responses and recalls
• providing advice to food regulators and food standards information to consumers.
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Our vision
THE FREEDOM OF
World-leading standards, safe food for life.
BY THE DEPARTMENT OF
Our mission
We develop world leading food standards for Australia and New Zealand that enable a wide
variety of safe foods to be available to consumers. We achieve this by applying the talent of
our highly skilled subject matter experts, in collaboration with stakeholders to make
informed decisions on food safety, public health and science that ensure consumers can
trust the foods they choose.
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Independent Hospital Pricing Authority
The Independent Hospital Pricing Authority is an independent government agency established to
contribute to significant reforms to improve Australian public hospitals.
About us
The Independent Hospital Pricing Authority is an independent Commonwealth statutory authority
established on 15 December 2011 under the
National Health Reform Act 2011 as part of the
National Health Reform Agreement. The National Health Reform Agreement sets out the intention
of all Australian governments to work in partnership to improve health outcomes for all Australians.
The Independent Hospital Pricing Authority is governed by the Pricing Authority, consisting of a
Chair, a Deputy Chair and up to seven other members appointed by the Australian Government.
Our vision
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For all Australians to have access to a safe, efficient and sustainable health system that funds public
hospital services using activity based funding where practicable, based on a national efficient price.
Our mission
The mission of the Independent Hospital Pricing Authority is to promote improved efficiency and
HEALTH
access to quality public hospital services, primarily through setting the national efficient price for
activity based funding and the national efficient cost for block funding.
INFORMATION
The Independent Hospital Pricing Authority’s primary functions are as follows:
• to determine the national efficient price for health care services provided by public hospitals
where the services are funded on an activity basis
• to determine the national efficient cost for health care services provided by public hospitals
where the services are block funded
• to publish the national efficient price, national efficient cost and other information each year
for the purpose of informing decision makers in relation to the funding of public hospitals.
The Federal Budget 2021–22 further expands upon the Independent Hospital Pricing Authority’s
functions to include informing Government decisions on annual funding increases in residential
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care and providing pricing advice for home-based aged care from 1 July 2023.
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The Independent Hospital Pricing Authority’s organisational values are as follows:
BY THE DEPARTMENT OF
• to act with independence, transparency, fairness, respect, accuracy and accountability
• to value collaboration with internal and external stakeholders, and the broader community
• to value the work, talent and contribution of its staff, and create organisation‑wide
development strategies to maintain and grow expertise and intellectual capital
• to promote its staff to act ethically and support a collaborative culture.
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National Blood Authority
About us
The National Blood Authority (NBA) manages and coordinates national arrangements for the supply
of blood, blood products and blood services on behalf of all Australian governments in accordance
with the National Blood Agreement. Funding is shared between the Commonwealth (63%) and
states and territories (37%). Budgeted expenses for 2021-22 are estimated to be approximately
$1.5 billion, most of which is for the contracted supply of blood and blood products Approximately
$9.8 million is allocated for the NBA’s operations. The NBA operates with an average staffing level
cap of 52 staff and usually employs an additional 40-50 contracted staff to supplement the
limitations of the cap for essential program activities.
The NBA is a statutory agency established under the
National Blood Authority Act 2003 (NBA Act)
and has a range of corporate and compliance responsibilities under the NBA Act,
the Public
Governance, Performance and Accountability Act 2013 (PGPA Act) and the
Public Service Act 1999.
The NBA falls within the portfolio responsibilities of the Minister for Health and the Chief Executive,
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Mr John Cahill, has direct accountability to the Commonwealth Minister for Health.
Our vision
Providing a safe, secure, and affordable supply
The NBA forecasts annual supply and demand fo blood and blood products with input from state
HEALTH
and territory jurisdictions. The NBA manages procurement and supply from 11 suppliers across 18
contracts that had a total value of $1 37 billion in 2020-21. This includes managing:
• a Deed of Agreement with Lifeblood to collect, process and supply domestically sourced
INFORMATION
fresh blood products, with a total contract value of some $700 million per annum. Lifeblood
delivered over 1 million units of blood to hospitals and health care providers in 2020-21;
• the National Fractionation Agreement for Australia (NaFAA) with CSL Behring to
manufacture and supply domestic, fractionated blood plasma products. This contract has a
total va ue of $3.4 billion over nine years from 2018; and
• arrangements with a diverse set of multi-national pharmaceutical suppliers to import
plasma-derived and recombinant products from overseas to complement products supplied
by CSL Behring under the NaFAA.
In 2020-21, there were 535,280 active blood donors in Australia, with 867 tonnes of plasma
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collected, and 2,445,781 units of fresh blood products supplied to health care facilities.
The NBA works with clinicians, specialist advisors and experts, patient groups, governments and
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suppliers to ensure patients can access the right blood products when needed, without cost to
BY THE DEPARTMENT OF
individual patients, and to promote best practice management and use of blood and blood related
products.
Key issues
The COVID-19 pandemic has impacted the demand and supply of blood and plasma, both in
Australia and globally. Australia maintains a stronger position than many comparable countries and
there is no overall shortage of blood or blood related products in Australia.
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To manage the challenges that have emerged throughout the pandemic and increase supply
security, the NBA has worked even more closely with Lifeblood and other suppliers to ensure clinical
demand is being met. This work includes:
• diversifying and increasing the number of contracts for imported products;
• supporting the introduction of new, more effective and lower cost products into the nationally
funded arrangements;
• more actively managing emerging pressures through closer engagement with Lifeblood, other
suppliers, health providers and jurisdictional governments;
• authorising Lifeblood to increase domestic plasma collection by some 10% annually, from some
883 tonnes to almost 1300 tonnes by 2024-25, thus reducing dependencies on imported
products;
• supporting measures to significantly increase the blood donor panel, including through a major
advertising campaign due to commence shortly; and
• managing the growth in demand for plasma-derived products through clinical guidance and
governance arrangements, ensuring the most appropriate clinical use and management of
precious and costly products for patients who genuinely need them and achieving potential
savings for governments of some $2.2 billion.
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HEALTH
INFORMATION
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THE FREEDOM OF
BY THE DEPARTMENT OF
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National Health Funding Body (NHFB)
The NHFB performs a unique role in Australia’s health system, delivering best practice financial
administration of $56 billion (exclusive of COVID-19 funding) in 2020-21.
We perform the calculations, payments and reporting of public hospital funding across 145 Local
Hospital Networks (LHNs) comprising of 692 public hospitals and delivering in excess of 39 million
hospital services.
Since March 2020, we have paid over $11 billion in Commonwealth funding to States and Territories
for COVID-19. This provided funding for critical PPE, cleaning, COVID-19 testing and COVID-19
vaccinations.
About us
The NHFB and the Administrator of the National Health Funding Pool (Administrator) were
established through the National Health Reform Agreement (NHR Agreement) of 2011. The NHFB is
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an independent agency who support the Administrator to oversee the administration of
Commonwealth, State and Territory public hospital funding and payments under the NHR
Agreement.
Our vision
HEALTH
To improve the transparency of public hospita funding in Australia.
Our objectives
INFORMATION
Our primary objectives are to assist the Administrator in:
• calculating and advising the Commonwealth Treasurer of the Commonwealth’s contribution
to public hospital funding in each State and Territory.
• reconciling estimated and actual public hospital services, and adjusting Commonwealth
payments
• undertaking funding integrity analysis to identify public hospital services that potentially
received funding through other Commonwealth programs
• monitoring payments of Commonwealth, State and Territory public hospital funding into the
National Health Funding Pool (the Pool)
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• making payments from the Pool to each LHN
• THE FREEDOM OF
reporting publicly on funding, payments and services
• developing and providing three-year data plans to the Commonwealth, States and
BY THE DEPARTMENT OF
Territories
• administration of the National Partnership on COVID-19 Response (NPCR)
Our funding integrity analysis has identified there is approximately $0.5 billion per annum of
potential duplicate payments in relation to public hospital activity.
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National Health and Medical Research Council
(NHMRC)
Funds all areas of health and medical research in Australian universities, medical research
institutes and hospitals, including administering grant and selection processes on behalf of
the Medical Research Future Fund, a $20 billion long-term investment supporting Australian
health and medical research.
The NHMRC translates research into evidence-based practice and policy through public
health, environmental health and clinical practice guidelines, and fosters the ethical conduct
of research
Regulates research using human embryos, including supporting implementation of the
recently passed ‘Maeve’s Law’ legalising mitochondrial donation in Australia
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About us
Established in 1937, NHMRC is a statutory authority within the Portfolio, operating under the
National Health and Medical Research Council Act 1992. The agency’s objectives are:
• to raise the standard of individual and public health throughout Australia
• to foster the development of consistent health standards between the various states and
HEALTH
territories
• to foster medical research and training and public health research and training throughout
Australia
INFORMATION
• to foster consideration of ethical issues relating to health.
As Australia’s leading expert body for supporting health and medical research, NHMRC funds high
quality research, investing in the creation of new knowledge about the origins, prevention and
treatment of disease, and supports delivery of the Medical Research Future Fund. NHMRC promotes
the translation of research into evidence-based health practice and policy by developing key public
and environmental health guidelines and ensuring the quality of clinical practice guidelines. NHMRC
also provides guidance on responsible research practices and ethical issues to promote the highest
standard of ethics and integrity in the conduct of research and the delivery of health care. NHMRC is
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the regulator under legislation prohibiting human cloning and regulating the use of human embryos
in research
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BY THE DEPARTMENT OF
Our mission
‘Building a healthy Australia’, by
• creating knowledge and building research capability through investment in the highest-
quality health and medical research and the best researchers ($923 million in 2022)
• driving the translation of health and medical research into clinical practice, policy and health
systems and supporting the commercialisation of research discoveries
• maintaining a strong integrity framework underpinning rigorous and ethical research and
promoting community trust.
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National Mental Health Commission
The National Mental Health Commission (Commission) is an executive agency under the Public
Service Act 1999 and a non-corporate Commonwealth Entity under the Public Governance,
Performance and Accountability Act 2013.
About us
The Commission monitors and reports on investment in mental health and suicide prevention
initiatives, provides evidence-based policy advice to Government and disseminates information on
ways to continuously improve Australia’s mental health and suicide prevention systems, and acts as
a catalyst for change to achieve those improvements. This includes increasing accountability and
transparency in mental health through the provision of independent reports and advice to the
Australian Government and the community.
The Commission works with stakeholders, particularly people with living experience of mental
health, their families and other support people to ensure mental health reforms are collectively
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owned and actioned. The Commission works across all areas that promote mental health and
prevent mental illness and suicide – not just government and not just health, but education,
housing, employment, human services and social support, so that all Australians achieve the best
possible mental health and wellbeing.
The National Suicide Prevention Office is a new office within the Commission that has been
HEALTH
established to lead a national whole-of-government approach to suicide prevention. It will ensure
those aspects of suicide prevention which, due to scalability, the need for consistency, and reach,
are implemented at a national level. It will work across the Australian Government and in close
INFORMATION
consultation with all jurisdictions with a focus on integrating collaborative efforts, identifying
evidence based best practice, and reducing the potential for duplication.
Our vision
All people in Australia are enabled to lead contributing lives in socially and economically thriving
communities
Our mission
Promote understanding of the outcomes that matter and drive transformational change across
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mental health and suicide prevention systems for people with lived experience of mental health
issues. THE FREEDOM OF
The Commission’s strategic priorities in our
NMHC Corporate Plan 2021-25 are:
BY THE DEPARTMENT OF
1. Mental health and suicide prevention system performance and reform
2. Provide advice to the Australian Government on mental health and suicide prevention
3. Shaping the future – strategic reform and catalyst for change
4. Collaboration and engagement.
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Australian Organ and Tissue Donation and
Transplantation Authority
About us
The Australian Government’s national program to implement a leading practice approach to organ
and tissue donation for transplantation was endorsed by the Council of Australian Governments on
3 July 2008.
The Australian Organ and Tissue Donation and Transplantation Authority, known as the Organ and
Tissue Authority (OTA), was established in 2009 and operates under the
Australian Organ and Tissue
Donation and Transplantation Authority Act 2008.
The OTA leads the national program in partnership with the states and territories; the national
DonateLife Network in each state and territory; the donation and transplantation clinical sectors;
eye and tissue banks; and the Australian public.
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Our purpose
Our purpose is to save and improve the lives of more Australians through optimising potential organ
and tissue donation for transplantation.
The national program focuses on two key areas:
HEALTH
1. delivering a best-practice clinical program to optimise donation and transplantation rates
2. increasing public awareness to get more people to say “yes” to donation.
INFORMATION
This work is informed by comprehensive data analysis to monitor and share performance, drive
ongoing improvements and provide opportunities for growth in the sector.
Our challenge
Despite the pressure that COVID-19 put on the Australian health care system, in 2021 the lives of
1,174 Australians were changed by receiving an organ transplant, due to the generosity of 421
deceased organ donors and their families. 2021 was the second year of significantly reduced
donation and transplantation activity, resulting in an overall decrease of 25% compared to 2019. This
follows 10 years of growth since the national program was first established, with rates more than
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doubling.
THE FREEDOM OF
BY THE DEPARTMENT OF
Australia’s consent rate has also decreased a further 2% in 2021 to 56%, meaning fewer families said
“yes” to donation. With a limited pool of potential donors as very few people can become an organ
donor when they die, increasing consent is critical to increasing the donation rate. With a consent
rate of 70%, Australia would be the top 10 globally for donation outcomes.
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Professional Services Review
The Professional Services Review (PSR) safeguards the public against the risks and costs of
inappropriate practice by health practitioners and healthcare corporations, and aims to protect the
integrity of Commonwealth Medicare benefits, dental benefits and pharmaceutical benefits
programs.
The role and functions of PSR are set out in Part VAA of the Health Insurance Act 1973. PSR is a non-
corporate Commonwealth entity under the Public Governance, Performance and Accountability Act
2013.
About us
PSR reviews and investigates health practitioners and employers of health practitioners who are
suspected of inappropriate practice, on request from the Chief Executive Medicare. ‛Inappropriate
practice’ includes inappropriately rendering or initiating health services that attract a Medicare
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Benefits Schedule (MBS) payment, or inappropriately prescribing under the Pharmaceutical Benefits
Scheme (PBS).
The PSR Scheme is part of a strong regulatory regime designed to ensure that appropriate and
costeffective clinical services are delivered. In the pas five years there has been a doubling in PSR
activity and six-fold increase in ordered recoveries and eight-fold increase in disqualifications and
significant increased proportion of referrals to Ahpra against historic averages.
HEALTH
The PSR Scheme covers the activities of medical practitioners, dentists, optometrists, midwives,
nurse practitioners, chiropractors, physiotherapists, podiatrists, osteopaths, audiologists, diabetes
INFORMATION
educators, dieticians, exercise physiologists, mental health nurses, occupational therapists,
psychologists, social workers, speech pathologists, Aboriginal and Torres Strait Islander health
practitioners, Aboriginal health workers and orthoptists.
Reviews are conducted by he Director of PSR, who is appointed after consultation and with the
agreement of the Australian Medical Association. The PSR Director can enter into a negotiated
agreement with a health practitioner or corporation or refer them to a committee of peers
constituted by appointed PSR Panel members and Deputy Directors. The PSR Scheme applies
FREEDOM OF
sanctions to practitioners and corporations where a finding of inappropriate practice is made.
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Our vision
THE
The vision of the PSR Agency is to:
BY THE DEPARTMENT OF
• Conduct its business in a transparent process that resolves concerns efficiently and
accurately.
• Continue to play a key role in protecting the integrity of Australia's universal health system.
• Be held in high esteem by the profession, who actively support the process and the people
charged with running the Scheme.
• Be a model Public Service Agency by meeting the expectations of the Government and the
Australian public and demonstrating the principles of good governance.
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Sport Integrity Australia
Sport Integrity Australia was established on 1 July 2020, bringing together the Australian Sports
Anti-Doping Authority, the National Integrity of Sport Unit, and the nationally focused integrity
functions of Sport Australia as one entity providing national coordination and streamlined support to
sports. Sport Integrity Australia is the cornerstone of the Government's comprehensive sport
integrity strategy: Safeguarding the Integrity of Sport.
Our Role
Our role is to provide advice and assistance to counter the:
• use of prohibited substances and methods in sport
• abuse of children and other persons in a sporting environment
• manipulation of sporting competitions
• failure to protect members of sporting organisations and other persons in a sporting
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environment from bullying, intimidation, discrimination, or harassment.
Sporting organisations, and other stakeholders, will benefit from the ability to deal with a single
nationally coordinated organisation to address all sport integrity issues.
Sport Integrity Australia will offer guidance on integrity matters to sports which don’t have
HEALTH
developed integrity capabilities.
Our Key Activities and Strategic Goals (under our 2021-2025 Corporate Plan)
INFORMATION
1. deliver an innovative and informed anti-doping program
2. provide a transparent, independent assessment and review process to address integrity
issues
3. ensure Australia ratifies the Council of Europe Convention on the Manipulation of Sports
Competitions (Macolin Convention)
4. develop and implement the Australian Sports Wagering Scheme for Australian Sport
5. advocate for National Sporting Organisations to adopt and implement a comprehensive
National Integrity Framework
FREEDOM OF
6. establish a National Platform for information sharing with all partners to address integrity
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threats/risks
7. establish a whistle-blower Scheme to enable confidential reporting of integrity threats
THE
8. advocate a culture of child safeguarding and member protection across all levels of sport
BY THE DEPARTMENT OF
9. improve the global response to sports integrity
10. build positive brand awareness so people recognise who we are, what we do and why it
matters
11. enhance knowledge and capability of our stakeholders to strengthen the response to
integrity threats in sport at all levels
12. listen to and support all sport participants.
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