Incoming Government Brief Minister for Housing and Minister for Homelessness Redacted.pdf

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Contents
Secretary’s Letter .................................................................................................................. 3
Environmental Scan .............................................................................................................. 5
Election Commitment .......................................................................................................... 15
Housing Australian and Delivery of Housing Commitments ................................................. 15
Key Matter for At ention before 30 June 2022 ..................................................................... 19
Significant Issues Brief ........................................................................................................ 20
The Portfolio ....................................................................................................................... 24
Executive ......................................................................................................................... 24
Organisation Structure and Staffing ................................................................................. 29
Senior Organisation Chart ............................................................................................... 30
Department Staffing Profile .............................................................................................. 31
The Portfolio .................................................................................................................... 34
The Department .............................................................................................................. 34
Budget 2022-23 and Appropriation Funding .................................................................... 34
Outcome 1: Social Security ............................................................................................. 36
Outcome 2: Families and Communities ........................................................................... 37
Outcome 3: Disability and Carers .................................................................................... 38
Outcome 4: Housing ........................................................................................................ 39
The Social Services Portfolio .............................................................................................. 40
Legislation ........................................................................................................................... 44
Portfolio Statutory Appointments ......................................................................................... 47
External Scrutiny ................................................................................................................. 52
Communication Campaigns ................................................................................................ 53
State of Parliamentary Commit ee Inquiries ........................................................................ 57
Supporting Ministerial Offices .............................................................................................. 61

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Ray Griggs AO CSC
Secretary

The Hon Julie Collins MP
Minister for Housing, Minister for Homelessness and
  Minister for Small Business (Designate)
Parliament House
CANBERRA  ACT 2600

Dear Minister

Congratulations on your appointment as Minister for Housing, Minister for Homelessness
and Minister for Small Business. I look forward to meeting with you to discuss your agenda,
with a particular focus on how we can work together to meet the Government’s broader
priorities and progress election commitments. I believe we are well placed to support you and
your team to improve housing and homelessness outcomes.

The department is committed to implementing your decisions. This brief has details on how
we will assist you to implement your election commitments.

We will work to establish a strong professional relationship with your office, recognising the
key role of your advisers. As Secretary, I place great importance on maintaining the quality
of the department’s relationship with yourself and your office.

The department will respond quickly and professionally to requests from your office.
Departmental staff are aware that executive decisions are the preserve of Ministers and will
ensure your decisions are clearly recorded to ensure a solid basis for action.

Immediate Priorities
The Government has outlined a comprehensive and ambitious housing agenda to address the
housing and homelessness challenges facing Australia. The Government’s plan to establish
Housing Australia, the Housing Australia Future Fund, the National Housing Supply and
Affordability Council, the Help to Buy scheme and the national housing and homelessness
plan are significant reforms. Given the magnitude of these changes, it will be important to
work with your ministerial colleagues along with the states, sector and industry stakeholders
and unions. Such an approach will ensure the Government’s significant investment into
housing will maximise the number of Australians with access to secure housing, while also
supporting job creation.

It will be important to consider how to bring the Government’s commitments and the existing
pieces together. We stand ready to move quickly to help implement your agenda - given the
importance of the Government’s housing agenda, and the complexity of the housing system,
a whole of government, staged implementation approach will be needed. At your
convenience, I would welcome an early discussion on these matters.

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Environmental Scan
Overview
This scan sets out some of the challenges facing Australia through a social services portfolio lens and
outlines the important role that the portfolio can play in addressing them. It is intended as a high
level scan which is supported by other elements of this Incoming Government Brief.
The social services portfolio and the chal enges facing Australia
This portfolio has a vital role supporting the most vulnerable and disadvantaged Australians to have
equal opportunity to participate in all aspects of Australian life. As a portfolio we are responsible for
$172 bil ion of expenditure each year, accounting for around one quarter of the Commonwealth
budget. Last financial year we made payments to 9.4 million people and provided services to nearly
half a million people with a disability. Throughout the COVID-19 pandemic, the portfolio responded
quickly to provide additional support across the nation.
Australia has come through the COVID-19 pandemic better than most countries. However, it appears
that the global environment will remain more uncertain than it has been in recent decades, creating
additional challenges for policy making. This means we need to be prepared to respond to
unexpected events which may again set the agenda in this term of Parliament.
While Australia has a very high standard of living by international standards and the economy is
recovering from the pandemic, significant social chal enges remain.
Although overall income inequality has remained steady since before the Global Financial Crisis
(GFC), pockets of disadvantage remain in particular groups and regions. In its 2018 report Rising
Inequality?, the Productivity Commission found that people living in single-parent families,
unemployed people, people with disability and First Nations people are particularly likely to be
disadvantaged on all measures: income poverty, deprivation and social exclusion. Children living in
jobless households experience multiple measures of inequality and disadvantage. New research by
the Melbourne Institute has confirmed that employment is the most significant factor for entry into,
and exit from, poverty. This emphasises the importance of an effective and targeted social security
system.
Intergenerational disadvantage persists and people are still missing out. Often the same individuals
and families have multiple touch points across the federal and jurisdictional systems - social security,
housing, community supports and disability services. Cost of living concerns are being felt more
acutely. Emergency Relief providers supported by the department, such as Anglicare and the
Salvation Army, are reporting increases in demand for their services, testing their capacity to deliver
to their clients.
Employment remains key in reducing disadvantage. However, employment opportunities for people
with disability remain a challenge. Remote locations, where a substantial number of more
disadvantaged First Nations people live, have few private employment opportunities. Many of those
receiving unemployment benefits face multiple barriers to employment, such as reduced work

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capacity and long periods out of work. The continuing economic recovery and tightening labour
market present a unique moment in which to help those with barriers to employment into jobs.
Around 18 per cent of the Australian population is estimated to have some form of disability. Having
a disability can be detrimental to wellbeing;1 disabled Australians are much less satisfied with life
than those without disability.2 Only 53 per cent of working age people with disability are
participating in the labour force,3 compared with 664 per cent of the general working age
population. One in 10 people with disability aged 15 years and over had experienced discrimination
in the previous 12 months because of their disability. Less than two thirds had their need for
assistance fully met.5 People with disability are more likely to experience violence than people
without disability, including more than half reporting experiencing physical violence, more than 1 in
4 intimate partner violence and 21 per cent sexual violence6. The Royal Commission into Violence,
Abuse, Neglect and Exploitation of People with Disability is to report to the Governor General by
29 September 2023.
Despite some progress, family, domestic and sexual violence (FDSV) remains widespread and is a
whole of community issue involving all jurisdictions and sectors. There are high expectations from
stakeholders around the National Plan to End Violence against Women and Children 2022-2032
(next National Plan) providing a framework basis for tangible change. FDSV can have lifelong impacts
for both victims and people who use violence. 1 in 6 women and 1 in 16 men have experienced
physical or sexual violence by a current or former partner, indicating the highly gendered nature of
family and domestic violence. The next National Plan is being finalised, including through working
with state and territory Ministers, with progress to date including a shared long-term commitment

1 Reference: 2018 ABS SDAC Summary of Findings
Disability, Ageing and Carers, Australia: Summary of Findings, 2018 | Australian Bureau of Statistics
(abs.gov.au)
2 Reference: 2019 ABS General Social Survey: Summary of Results
General Social Survey: Summary Results, Australia, 2019 | Australian Bureau of Statistics (abs.gov.au)
3 Reference: 2020 AIHW People with Disability in Australia Report
People with disability in Australia 2020: in brief, Employment - Australian Institute of Health and Welfare
(aihw.gov.au)

4 Reference: ABS Labour Force estimates of participation
Labour Force, Australia, April 2022 | Australian Bureau of Statistics (abs.gov.au)

Note: The ABS figure of 66% includes people with disability as part of its general population. The AIHW report
reports 84% labour force participation rate for working-age people without disability as the comparison group
to labour force participation for people with disability.
5 Reference: 2018 ABS SDAC Summary of Findings
Disability, Ageing and Carers, Australia: Summary of Findings, 2018 | Australian Bureau of Statistics
(abs.gov.au)
6 sourced from safety TAP. Original source is Centre of Research Excel ence in Disability and Health’s March
2021 research report completed for the Royal Commission, p9

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to a future free from all forms of gender-based violence in Australia built on four pillars: Prevention,
Intervention, Response and Recovery.
People experiencing homelessness, and those at risk of homelessness, are among Australia’s most
socially and economically disadvantaged. Census data (from 2016) shows the rate of homelessness
remains significant, at 50 per 10,000 population. Of the 116,000 people estimated to be homeless on
Census night in 2016, 20 per cent identified as Aboriginal and Torres Strait Islander Australians. It is
likely that rising prices in the housing market for both purchasing and renting since the last Census
will have caused increased homelessness.
We also need to keep making progress towards Closing the Gap for Aboriginal and Torres Strait
Islander people. While on almost every measure there has been absolute progress, the relative gap
remains stubbornly wide and in some cases is widening. The portfolio is active in addressing 3 of the
socio-economic targets and the disability cross-cutting outcome that we have responsibility for
within the Commonwealth, and in influencing the development of the four priority reforms in the
Closing the Gap Agreement.
The economic and fiscal context
Over the short term, Australia faces substantial economic chal enges. Inflation rose 5.1 per cent
over the past twelve months, the highest it has been in over 20 years. The cost of transport and
housing rose by significantly more than overall inflation, up by 13.7 per cent and 6.7 per cent
respectively. People on low and fixed incomes tend to have less financial resources to draw upon
and fewer opportunities to substitute their consumption to cheaper alternatives, leaving them more
exposed to rises in the cost of living. This sudden increase in the cost of living, and the monetary
policy response of increased interest rates, is putting more pressure on the people and services
supported by this portfolio, at least in the short term.
The Pre-Election Economic and Fiscal Outlook forecast that unemployment will fall to 3 ¾ per cent
in 2022-23. The latest labour force statistics indicate that the unemployment rate has already fallen
to 3.9 per cent. While this is a positive outcome, it is also creating a very tight labour market.
Businesses are reporting significant skills shortages, which may impede the economic recovery and
further stoke inflation. This is likely to enhance the focus on supporting social security recipients into
work, and on the reform of disability employment services.
Over the long term, Australia is facing lower economic growth than we have been accustomed to in
the past forty years. The 2021 Intergenerational Report found that this would be driven by slower
population growth and the effects of an ageing population. Australia is in the midst of a major
demographic transition, as the Baby Boomer generation begins to reach retirement.
Boosting economic growth will enhance the Government’s capacity to address social challenges,
particularly if the focus is on ways to enhance productivity growth and maximise labour force
participation. Although it is at historic highs, Australia’s rate of labour force participation by women
lags peer countries like New Zealand, the United Kingdom and Canada. The right incentives in the
social security system can make a substantial contribution to boosting labour force participation
by women.

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The three major programs for supporting families with children, Family Tax Benefit, the Child Care
Subsidy (a responsibility of the Education portfolio) and the Paid Parental Leave Scheme have a
significant influence on women’s labour force participation. There may be opportunities to support
further growth in women’s labour force participation by closely examining the way these programs
interact and the incentives they create.
Australia also faces a fiscal challenge. The necessary emergency spending in response to the
COVID-19 pandemic has contributed to a larger debt burden. The Pre-Election Fiscal and Economic
Outlook shows that gross debt is expected to peak at 44.9 per cent of GDP in 2024-25. This is more
than double pre-COVID levels of debt.
Over the long term, spending is expected to increase on health and disability, aged care and public
debt interest payments. According to the 2021 Intergenerational Report, Australia faces 40 years of
deficits. In part this reflects decisions to pursue important social objectives through structural
increases in spending, for example boosting the rate of JobSeeker Payment and the establishment
and growth of the National Disability Insurance Scheme.
Priorities for the portfolio
The Government has indicated it is committed to reducing wasteful spending and to strengthen the
fiscal position. A waste audit wil be conducted by the Departments of Finance and Treasury over
the next year with the objective of identifying additional savings to repair the Budget.
The continued recovery of the economy from the pandemic has led to downward revisions in social
security working age payments. For example, the projected improvement in the unemployment rate
contributed to a 16 per cent decline in forecast expenditure on JobSeeker Payment over the forward
estimates between the 2021-22 and 2022-23 Budgets.
Most of the spending in the portfolio is demand driven and in the case of social security payments,
driven by broader economic factors included inflation. As total spending within the portfolio is over
half a trillion dollars across the forward estimates, relatively small changes in indexation or in the
number of recipients can have substantial financial impacts.
This portfolio has historically been called on to significantly contribute to budget repair as the
portfolio is responsible for six of the top 20 largest programs across Government, and accounts for
around a quarter of the total Commonwealth budget.
s47E, s47C

Significant fiscal pressures are weighing on the portfolio across the medium term. This includes the
NDIS, with outlays on participant supports projected to grow from $33.9 bil ion in 2022-23 to

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$44.6 billion in 2025-267, which includes both Commonwealth and State contributions. This is at the
same time as participants and disability advocates are increasingly vocal about the adequacy of
participant supports. Media coverage has claimed that participants have had their funding arbitrarily
cut or had requests for necessary supports declined. In the last year, requests to the Administrative
Appeals Tribunal (AAT) for reviews of decisions made by the National Disability Insurance Agency
(NDIA) have more than doubled.
The single biggest driver of higher than expected outlays on the NDIS (as compared to the 2017
Productivity Commission study report on NDIS costsi) is higher than expected average costs per
participant. Over the forward years, this will be compounded by continued growth in participant
numbers, which had been expected to drop back to parallel overall population growth of around
2 per cent or about 10,000 per year once participant numbers reached around 500,000, but which
are now projected to continue to increase by 50-60,000 per year, even though they have reached
523,223 as at 30 April 2022.8
Services Australia has undergone some profound change in recent years as it increasingly has been
delivering more and more Government services. Its performance throughout the pandemic has been
highly effective in supporting the broader population. To continue modernising the effective and
efficient delivery of government services by Services Australia will require further ICT investment;
this will also continue to present fiscal pressure in the portfolio.
For many priorities within this portfolio, you will engage with multiple Ministers across states and
territories, including Disability Ministers, Attorneys-General, Community Services Ministers and
Housing Ministers. It is vital that the portfolio’s interests are reflected in whole of government
discussions regarding any approach to resetting the relationship with states and territories. Strong,
collaborative partnerships with states and territories are needed to deliver many of the
Government’s priorities, including the NDIS, family, domestic and sexual violence, housing and the
National Redress Scheme. In a number of these matters, there are governance and fiscal risks; the
Commonwealth bears the lion’s share of the costs, yet decisions cannot be taken on policy or
program design without unanimous agreement from states and territories. s47E, s47C

7 Reference: DSS 2022-23 PBS (p. 124)
2022-23 social services pbs.pdf (dss.gov.au)
8 Reference: NDIA Monthly Summary Report – April 2022
PB Monthly update April 2022.pdf

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A better social security system
The tight labour market provides an opportunity to drive further participation amongst women and
the long-term unemployed. For those with barriers to labour force participation, the current labour
market may provide the best opportunity in many years to secure a job in spite of skills mismatches,
or in the case of people with disability, employer discrimination or attitudinal hesitancy.
Australia has one of the most targeted, non-contributory social security systems in the Organisation
for Economic Cooperation and Development (OECD). In 2020-21, Centrelink provided support to
over 9.4 million Australians. In the 2022-23 Budget Australia’s expenditure on social security and
welfare (including childcare and aged care delivered in other portfolios) is estimated to be
$222 bil ion (35.3 per cent of total expenditure) and reach $249 billion across the forward estimates.
This portfolio is typically a strong contributor to budget repair. s47E, s47C

As the economy recovers from the pandemic, a significant proportion of the working age population
who came onto income support in 2020 and 2021 have returned to employment. The number of
people on JobSeeker Payment and Youth Allowance (other) has fallen from a peak of 1,635,286 in
May 2020 to 883,645 as at 6 May 2022, just 0.1 per cent higher than the level at the onset of COVID-
19. There are opportunities to support many of those who remain on payments into work despite
barriers to employment such as partial capacity to work (43 per cent), long-term unemployment
(defined as longer than one year on income support; 83 per cent) or mature age (defined as being
over 55; 30 per cent). Around 15 per cent of the JobSeeker Payment population has all three barriers
to employment, while only 10 per cent is considered more work ready.
The tightening labour market offers an opportunity to look for opportunities to support those with
more limited capacity into employment. The Jobs Summit that the Government has committed to
hold will provide an opportunity to hear directly from diverse parties on many issues ranging from
skill shortages to addressing barriers to employment. This will be a strong foundation for the Full
Employment White Paper the Government has committed to in its first term.
Housing
There are increasing calls for greater funding for social and affordable housing in response to
significant demand pressures in the housing market. The impact of the pandemic, rising house and
rental prices and cost of living pressures (including the recent rise in interest rates) all add to the
pressure in the housing market. The affordable housing shortfall disproportionately affects people
with disability who are eight times more likely to live in public housing, five times more likely to be
homeless, and three times more likely to receive Commonwealth Rent Assistance.
Lack of access to general housing is another source of significant pressure to expand the scope of the
NDIS. The NDIS does not fund accommodation except for short-term stays in respite care and
specialist disability accommodation (SDA) for a small percentage of participants (around 5 per cent)
who require it due to the very specific nature of their care needs. There is increasing pressure,
including from states and territories, for the NDIS to fund accommodation beyond SDA, as unstable
housing or homelessness disrupts care and contributes to some people with disability remaining in
public hospitals after they are medically ready for discharge.

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The Government’s plan to establish a Housing Australia Future Fund and commit to building 30,000
new social and affordable houses will be an important step forward. s47E, s47C

Better support for people living with disability
Following the trial phase of the NDIS up to mid-2016, the focus through the transition phase was
on transitioning people from state and territory run services into the scheme while also developing a
market for the provision of disability services. Participation grew more slowly than anticipated,
however, following continued efforts from 2017-18 through 2020-21, there are now more people
supported through the scheme than previously expected; growth continues at a higher rate than
previously expected. There are now more than twice as many people with disability supported
through the NDIS as was the case before the NDIS was established, with expenditure on supports
more than three times what it was before the NDIS, in real terms.
Around 4.4 million Australians9 are estimated to have some form of disability, of whom around
2.5 million are aged 0 to 64 years old, of whom in turn, around 729,000 have a severe or profound
core activity limitation.ii As at 30 April 2022, the NDIS provides funds for supports to 523,223
participants in the scheme. With the establishment of the NDIS, the states and territories have
largely ceased providing other disability support programs, creating pressure on the NDIS as the only
vehicle to get support.
By 2025-26 it is projected that there will be 710,000 participants with cost of supports reaching
$44.6 billion,10 significantly higher than expected when the scheme was introduced. While state and
territory governments are co-stewards of the Scheme, they are not equal financial partners. The
Commonwealth is responsible for the costs of the NDIS above the set contributions from states and
territories, which grow at 4 per cent per year, as per ful scheme agreements agreed between the
Commonwealth and states and territories. With expenditure on participant supports growing much

9 4.4 mil ion Australians had disability in 2018 Disability, Ageing and Carers, Australia: Summary of Findings,
2018 | Australian Bureau of Statistics (abs.gov.au).
10 Reference: DSS 2022-23 PBS (p. 124)
2022-23 social services pbs.pdf (dss.gov.au)

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faster than 4 per cent per year, the Commonwealth’s share of total participant costs was 55 per cent
in 2020-21 ($18.2 billion) and is forecast to reach 71 per cent ($31.5 billion) in 2025-2611.
While states and territories are insulated from the greater than expected growth in NDIS costs, their
say in the Scheme remains rightly significant, with the NDIS Act 2013 providing that making or
amending most regulations affecting participants must be supported by each and every state and
territory. s47E, s47C

Following the earlier focus on establishing the NDIS and transitioning people from state and territory
services into the Scheme, there now needs to be a much stronger focus on improving the operation
of the Scheme. A col ective understanding of the effectiveness of supports delivered under the
Scheme needs to be developed – what works and what doesn’t, what delivers the most for
participants while costing them the least and ensuring there is a vibrant support market to enable
choice and control. There is also a need to lift the capability of providers and workers through
responsive regulation, market and workforce development that works to ensure the safety of
participants, availability and quality of supports, and embed the rights of participants in the way
supports are delivered. Central to this must be meaningful engagement of people with disability,
carers, representative organisations, providers, and state and territory governments.
Australia’s Disability Strategy for 2021 to 2031 (ADS) is the overarching policy framework for all
people with disability. The strategy has had very strong support from the disability sector through
the genuine and deep engagement that was undertaken in its design and development. The
commitments in the strategy, and associated targeted action plans, represent how al three tiers of
government are seeking to protect, promote and realise the human rights of people with disability,
consistent with Australia’s commitments under the United Nations Convention on the Rights of
Persons with Disabilities.
The success of the ADS is also critical to rebuilding the support ecosystem for people with a disability
thus mitigating the long-term costs of the NDIS and income support for people with disability. To the
extent that public and private housing, transport, education, health services and, critically,
employers are not responsive and inclusive of people with disability, pressure will be applied to the
NDIS and to Commonwealth income support programs and funding bridge the gap.
In addition to the changes envisaged by the ADS, there are reform opportunities being driven by
external factors, most notably the Royal Commission into Violence, Abuse, Neglect and Exploitation
of People with Disability, due to deliver its final report by 29 September 2023. There will also be

11 Reference: DSS internal figures

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opportunity to revisit how best to support people with disability to achieve employment in the open
jobs market through the Disability Employment Services program.
Equity and the Age Pension
s47E, s47C

Over time, the proportion of
pensioners who rent will increase as home ownership levels fall. The 2019 Retirement Income
Review found that in retirement, renters have higher levels of financial stress.
Pensions are paid at a higher rate and have more generous indexation and means testing provisions,
higher income free area and limits, and have significantly higher asset test limits than other
payments. s47E, s47C

Women and children’s safety
Rates of domestic, family and sexual violence against women remain alarmingly high, with long term
impacts on women’s health, economic standing and lifelong wel being.  Traditional and rigid gender
norms associated with higher levels of violence again women remain entrenched in the attitudes
and belief systems of many Australians.  Child safety issues are interwoven with broader family
violence issues in complex ways, with intergenerational trauma at the heart of much
offending.  Aboriginal and Torres Strait Islander stakeholders are calling for differential responses to
these issues, and for greater investment in community control ed services.
Delivering change under the new National Plan to end violence against women and children 2022-
32, and Safe and Supported: the National Framework for Protecting Australia’s Children 2021-31, are
key priorities for the department. Your election commitments are aimed at ensuring that women
and children are supported and violence is addressed across all domains – including additional crisis
housing and frontline support.  There is scope to influence the shape of initiatives already underway
which range from prevention activities, to funding for early intervention services, and to recovery
and healing services.  This includes working with states and territories on systems reform, and
ensuring women’s safety at work. More detail is provided in the strategic issues briefs section of this
document.
First Nations people - Closing the Gap
There is a significant disparity in the outcomes for First Nations people across the department’s
range of programs. The rate of First Nations children placed in out-of-home care continues to
worsen (currently 57.6 per 1000 Indigenous children compared to 5.0 per 1000 non-Indigenous
children) and is not on track to meet Closing the Gap Target 12 of 29.8 per 1000 children by 2031.
The other Closing the Gap targets where the Department has the Commonwealth lead (Family
Violence and Housing) also require very active efforts, as they are not on track to be met. Aboriginal
and Torres Strait Islander women’s safety practitioners and experts are calling for a fundamental
change in approach including a much stronger focus on healing for both victims and perpetrators.
The department is working closely with the ABS and AIHW to develop new data sources to measure

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these targets. The provision of disability supports also continues to trail the non-Indigenous
population. The department is working with states and territories who hold the majority of the
levers to implement actions to meet these targets.
The priority reforms included in the Closing the Gap agreement represent a significant opportunity
to bring about genuine change in the relationship between governments and First Nations people.
For the portfolio, work is underway around priority reform three in particular, where enhancing the
service delivery experience for First Nations people is crucial to transforming the relationship with
Government.
First Nations people with disability
Prevalence of disability is approximately twice the rate in First Nations populations compared with
non-Indigenous people. Current estimates indicate there are 60,000 First Nations people living with
severe and profound disability,12 with evidence of under-reporting in First Nations communities.
In the current national policy context, there remains gaps in national disability and First Nations
peoples’ public policy. Within Closing the Gap, disability is a cross-cutting outcome across all
17 targets and outcomes, and under Australia’s Disability Strategy 2021-2031 (ADS) First Nations
people are one of the diversity groups for focus in actions and activities. A discrete national plan
dedicated to addressing the unique experiences of First Nations people with disability, their families
and communities is critical to drive this stronger focus in national policy and set targets for
accountability. This plan would be co-designed in partnership with the First Nations disability sector.
A key vehicle for this is the Disability Sector Strengthening Plan under Closing the Gap which the
department has played a key role in developing with the First Peoples Disability Network. This plan is
currently waiting for endorsement by the Closing the Gap Joint Council.



i Productivity Commission 2017, National Disability Insurance Scheme (NDIS) Costs, Study Report, Canberra.
ii 4.4 million Australians had disability in 2018 Disability, Ageing and Carers, Australia: Summary of Findings,
2018 | Australian Bureau of Statistics (abs.gov.au).


12 Dr Scott Avery, (2020) Living Our Ways, page 69

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NHHA
•  s47E, s47B, s47C



Background:
•  The objective of the NHHA is to contribute to improving access to affordable, safe and
sustainable housing across the housing spectrum, including to prevent and address
homelessness, and to support social and economic participation.
•  The NHHA includes a specific allocation (which states must at least match) for specialist
homelessness services, which provide frontline crisis support to people at risk or experiencing
homelessness.
•  The NHHA continues the long history of cooperation between the Commonwealth and states to
improve housing outcomes. Compared to previous agreements, the NHHA:
o  brought together housing and homelessness funding under one Agreement;
o  introduced new reporting requirements including annual Statement of Assurances
(SoAs), changes to national performance indicators, and an ongoing data improvement
plan; and
o  expanded objectives to include the whole housing spectrum supported by a range of
National Housing Policy Priorities and National Homelessness Policy Priorities and
cohorts, and incorporated state specific bilateral schedules.
•  The NHHA acknowledges there are a range of factors outside the scope of the agreement that
impact the housing market, including Commonwealth and state and territory tax settings,
financial sector regulation, immigration, natural events, income support and rental subsidies.
•  The Closing the Gap (CTG) housing target (target 9) is to increase the proportion of Aboriginal
and Torres Strait Islander people living in appropriately sized (not overcrowded) housing to
88 per cent by 2031. The Commonwealth contributes to meeting this target through the NHHA
and the National Partnership for Remote Housing Northern Territory (administered by NIAA).
•  Under the NHHA, Indigenous Australians are a priority homelessness cohort but the Agreement
does not require states and territories to allocate a specific amount of funding for Indigenous
housing. The Productivity Commission is reviewing the arrangements under the NHHA for
Indigenous housing as part of its review.
•  The NIAA also administers the IHOP, delivered through Indigenous Business Australia, which
provides low-deposit, low-priced home loans for Indigenous Australians who face barriers to
accessing mainstream finance. IBA has assisted over 20,600 Indigenous families into home
ownership over the last 40 years.

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The Portfolio
Executive
The department is led by the Secretary and four Deputy Secretaries each overseeing a stream
of work.

Ray Griggs commenced as the Secretary of the Department
of Social Services on 22 July 2021. He is responsible for
policy and program delivery in the areas of Families and
Children, Housing Support, Seniors, Communities and
Vulnerable People, Disability and Carers.

Ray is chair of the Australian Public Service Indigenous
Champions Network, the Secretaries Digital Committee and
the Secretaries Committee on Social and Indigenous Policy.

Ray was previously the inaugural Chief Executive Officer of
the National Indigenous Australians Agency from 1 July 2019
to 21 July 2021, with responsibility for leading policy,
program and delivery reform in line with the Government’s
commitment to improving the lives of Aboriginal and Torres
Strait Islander Australians. This included responsibility for
the Agency’s national footprint and its 1200 staff.

Ray Griggs AO, CSC,

Prior to this Ray was the Associate Secretary of the
Secretary
Indigenous Affairs Group within the Department of the

Prime Minister and Cabinet from October 2018 to 30
Contact
June 2019. Before joining the Australian Public Service, Ray
Phone: 02 6146 0010
spent four decades in the Royal Australian Navy, including
Mobile: s47F

a range of command and operational roles. His last two
Email: xxx.xxxxxx@xxx.xxx.xx
positions were as Chief of Navy between 2011-14 and the

Vice Chief of Defence Force between 2014-18. Ray has been
involved at a senior level in leading a number of significant
reform programs including large scale cultural change
programs, enterprise wide business reforms and
comprehensive reform of Defence’s capital investment
program.

Ray holds a Bachelor of Arts from the University of
Queensland, a Master of Business Administration from the
Australian National University and Master of Science degree
from the National Defense University in Washington D.C and
a . He is an Officer in the Order of Australia, has been
awarded the Conspicuous Service Cross, a Commendation
for Distinguished Service and holds awards from the
Governments of France, Singapore, the Philippines,
Indonesia, Spain and the United States of America.

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Matt Flavel is the Deputy Secretary of the Social Security
Stream.

Matt joined the department in January 2020. In his
current role, he is responsible for income support policies
and programs that support families, carers, the aged,
people with disabilities, students and apprentices, as well
as people of working age.

He oversees the department’s centralised data strategy
and evaluation functions, as wel as housing and
homelessness policies and programs.

Matt previously held a number of senior executive
Matt Flavel,
positions at the Department of the Treasury, including
leading the delivery of the department’s corporate
Deputy Secretary
support and strategy, as well as key roles in the delivery

of the Federal Budget and tax policy. He has also
Contact
represented the Australian Treasury internationally,
Phone: 02 6146 0399
including a posting to Australia’s Permanent Delegation
Mobile: s47F

to the OECD in Paris.
Email: xxxx.xxxxx@xxx.xxx.xx

Matt holds a Masters of Financial Management from the
Australian National University, and a Bachelor of
Economics (Honours) from the University of Adelaide.

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As Deputy Secretary Families and Communities,
Liz Hefren-Webb oversees policy and programs that
support vulnerable communities, families and children,
and promote family safety.

Liz also has responsibility for the National Redress
Scheme which was established in response to the Royal
Commission into Institutional Responses to Child Sexual
Abuse, as well as problem gambling, financial wellbeing
policy and programs and cashless welfare policy.

The Community Grants Hub, which delivers community-
based grants funding on behalf of DSS and other
Australian Government client departments and

Liz Hefren-Webb,
agencies, is also in Liz’s remit.

Deputy Secretary
Liz joined the department in July 2018. Prior to this, she

was a First Assistant Secretary in the Department of the
Contact
Prime Minister and Cabinet, in the Indigenous Affairs
Phone: 02 6146 0070
Division, responsible for education, community safety,
Mobile: s47F

health and wellbeing programs and policy for Aboriginal
Email: xxx.xxxxxxxxxxx@xxx.xxx.xx
and Torres Strait Islander peoples.

Liz has also held senior executive positions in the

former Department of Families, Housing, Community
Services and Indigenous Affairs. She started her career
as a graduate in the former Department of Social
Security in 1996

Liz has a Bachelor of Arts with Honours in Government
from the University of Sydney.

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Debbie Mitchell PSM joined the department as Deputy
Secretary, Disability and Carers, in November 2021.

Debbie oversees policy and programs providing targeted
supports and services for people with disability and
carers. This includes policy related to the National
Disability Insurance scheme (NDIS), Disability
Employment Services (DES) and the Australian Disability
Strategy (ADS).

Debbie has previously held senior executive positions in

the former Department of Employment and Workplace
Debbie Mitchell,
Relations, Services Australia and the National
Deputy Secretary
Indigenous Australians Agency.

Prior to joining the APS, Debbie worked in NSW
Contact
government and the NGO sector in direct service
Phone: 02 6146 2662
delivery for people with disability and their families. She
Mobile: s47F

started her career as a nurse.
Email: xxxxxx.xxxxxxxx@xxx.xxx.xx

Debbie was awarded a Public Service Medal in the 2021
Queens Birthday Honours for outstanding public service
to the implementation of Government policy and the
delivery of streamlined Job Seeker service to support
Australians.

Debbie holds qualifications in Social Science and
Nursing.

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Mr Patrick Hetherington commenced as
Chief Operating Officer for Department of
Social Services on 19 April 2022. In his current
role Pat leads the delivery of the Department’s
corporate functions.

Pat moved to DSS from the Australian Public
Service Commission where he was the Deputy
Australian Public Service Commissioner and led
whole-of-service APS workforce reform. Pat
joined the Commission fol owing a secondment

to Services Australia where he was involved in
Patrick Hetherington,
mobilising the Australian Public Service in
Deputy Secretary,
response to COVID-19.
Chief Operating Officer

Prior to joining the Australian Public Service

Commission, he spent almost 20 years in the
Contact
Department of Defence holding a number of
Phone: 02 6146 3889
senior executive positions across the finance,
Mobile: s47F

capability and HR domains. His roles included
Email: xxxxxxx.xxxxxxxxxxxx@xxx.xxx.xx delivery of the Defence budget, employment

policy, enterprise cultural reform and
management of Defence’s Integrated
Investment Program.

Pat is a Certified Practicing Accountant with a
Bachelor of Commerce from the Australian
National University.

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Organisation Structure and Staffing

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Senior Organisation Chart

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Department Staffing Profile
As at 30 April 2022, the Department had 2,775 staff and 381 contractors (3,156 total headcount).
The Department has strong diversity with 71.3 per cent female, 5.1 per cent staff identify as First
Nations people, 6.0 per cent with disability and 7.5 percent non-English speaking background.
The map below provides an illustration of department’s office locations across Australia.

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The Portfolio
The Social Services portfolio (the portfolio) is responsible for achieving the Australian Government’s
social policy outcomes and delivering social security priorities through policy advice, program
administration and research.

The portfolio currently comprises the following portfolio bodies:

•  Department of Social Services, established as a Department of State under the
Administrative Arrangements Order.
•  Australian Institute of Family Studies, established under the Family Law Act 1975.
•  National Disability Insurance Agency, established under the National Disability Insurance
Scheme Act 2013.
•  NDIS Quality and Safeguards Commission, established under the National Disability
Insurance Scheme Act 2013.
•  Services Australia, established as an Executive Agency under the Public Service Act 1999.
•  Hearing Australia, established under the Australian Hearing Services Act 1991.
•  Domestic, Family and Sexual Violence Commission (to commence as an Executive Agency
on 1 July 2022).
The Department
The Department of Social Services (the department) is responsible for a diverse range of policies,
payments, programs and services that improve the lifetime wellbeing of people and families
in Australia.

We fund services and payments that assist families, children and older people, provide a safety net
for those who cannot ful y support themselves, enhance the wel being of people with high needs,
assist those who need help with care, help those with injury, disability or illness to overcome
barriers to securing employment, and support a diverse and harmonious society.

The portfolio’s total expense is $172 billion in 2022-23, including the department’s administered
expenses, of $153 billion in 2022-23.

Budget 2022-23 and Appropriation Funding
On 1 April 2022, the 2022-23 Supply Bill received royal assent and as a general rule, existing
recurrent programs across Government were provided interim funding for around five months,
being 5/12ths of their total 2022-23 Appropriation Bills 1 and Bill 2 excluding funding for new
measures. The 2022-23 Supply Bil  provided DSS funding in line with this principle, except the
administered programs in Outcome 2 and Outcome 3 which received the ful  12/12ths. General y the
outstanding 7/12ths funding wil  not be required until later in the year but the department wil  need
to carefully monitor cash flow requirements until the full year’s appropriations have been received
after the October Budget.  Please note, this does not impact special appropriations such as for the
Age Pension and Job Seekers which are funded as required.

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The Supply Bil s enable the department to fund business as usual activities. Should the Government
wish to proceed to implement new budget measures14 in the 2022-23 Budget ahead of the planned
October budget this may be possible – the department wil  need to work with your office on a case
by case basis to address the funding, spending authority and cash management requirements for
such expenditure ahead of parliament passing the remaining appropriation bills for 2022-23 after
the October Budget. The most significant new measure that will require consideration on a case by
case basis is the Women’s Safety $1.3 billion package ($93 million in 2022-23).

A summary of the appropriation status of the department’s administered programs is as follows:
Program
Appropriation
2022-23
Status
$billion
Outcome 1 Special Appropriations
As needed
125.7
Outcome 2 Annual Administered Programs – Recurring
12/12ths
$0.9
Outcome 2 Annual Administered Programs – New Measures
Pending
$0.1
(primarily Women’s Safety)
Outcome 2 Special Appropriations – Redress Scheme Payment
As needed
$0.4
Outcome 3 Annual Administered Programs – Recurring
12/12ths
$2.1
Outcome 3 Annual Administered Programs – New   Measures
Pending
$0.0*
Outcome 3 NDIS Commonwealth Contribution
12/12ths
$23.8
Outcome 4 Annual Administered Programs – Recurring
5/12ths
$0.1
Total Administered Programs

153.1
* These measures amount to $6 mil ion which round to $nil.



14 Budget measures which require consideration on a case by case basis are set out in the Social Services
Portfolio Budget Statements at pages 23 - 25. The relevant measures are Women’s Safety (2022-23:
$93 mil ion), Building the Long-Term Viability of the Financial Counsel ing Sector (2022-23: $5 mil ion), Support
for People with Disability (2022-23: $4 mil ion) and Ageing and Aged Care (2022-23: $2 mil ion).

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The Social Services Portfolio
Agencies in the portfolio that wil report to the Ministers allocated to this portfolio are: the
Department of Social Services, Services Australia, the National Disability Insurance Agency (NDIA),
the National Disability Insurance Scheme (NDIS) Quality and Safeguards Commission, Hearing
Australia and the Australian Institute of Family Studies. The Domestic, Family and Sexual Violence
Commissioner is also due to commence within the portfolio on 1 July 2022.

Services Australia
As the Government’s primary service delivery agency,
Services Australia has responsibility for supporting
individuals, families, businesses and communities by
efficiently delivering high-quality, accessible services
and payments on behalf of Government.
Services Australia makes over $230 billion in payments
on behalf of Government each year, including for
Medicare, Centrelink and emergency responses.
The agency col aborates with policy agencies, the
community and third parties to improve the systems
that support Australians, in line with its vision: making
government services simple so people can get on with

CEO: Rebecca Skinner
their lives.
E: xxxxxxx.xxxxxxx@xxxxxxxxxxxxxxxxx.xxx.xx Rebecca Skinner commenced as Services Australia
P: s47F

Chief Executive Officer on 16 March 2020. Before

coming to Services Australia, Ms Skinner held the
role of Associate Secretary of Defence where she was
responsible for Defence enterprise planning,
performance and risk management, and the
integration of all corporate enabling functions across
the department. Ms Skinner has also held other senior
positions at the Department of Defence including
Deputy Secretary, Strategic Policy and Intelligence and
Deputy Secretary, Defence People.

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National Disability Insurance
The NDIA is an independent statutory Agency, created
Agency (NDIA)
to administer and implement the
National Disability Insurance Scheme (NDIS) and
improve economic and social outcomes for NDIS
participants, while ensuring the ongoing financial
sustainability of the Scheme.
Martin Hoffman was appointed Chief Executive Officer
of the National Disability Insurance Agency from
4 November 2019.

CEO: Martin Hoffman
E: xxxxxx.xxxxxxx@xxxx.xxx.xx
P: s47F

NDIS Quality and Safeguards
The NDIS Quality and Safeguards Commission (the
Commission
NDIS Commission) is an independent agency
established to improve the quality and safety of NDIS
supports and services. The role of the NDIS
Commission is to promote the provision of safe and
quality supports and services to people with disability
under the NDIS.
The NDIS Commission is responsible for delivering
national y consistent and responsive regulation of all
NDIS supports and services. The NDIS Commission
commenced in New South Wales and South Australia
on 1 July 2018.
It commenced in Victoria, Tasmania, Queensland,
Northern Territory and the Australian Capital Territory
on 1 July 2019. The NDIS Commission commenced in
Western Australia on 1 December 2020.
Ms Mackey was appointed as Commissioner from
10 January 2022 until 9 January 2025.
Commissioner: Tracy Mackey

E: tracy.mackey @ndiscommission.gov.au
P: s47F

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Hearing Australia
Hearing Australia operates under the Australian
Hearing Services Act 1991. The organisation’s mission
is to provide world leading research and hearing
services for the wellbeing of all Australians.
During 2020-21 it helped over 275,000 children,
adults, pensioners and veterans through a national
network of 170 hearing centres and 330 visiting sites.
One third of the organisation’s work (some $100m per
annum) involves the delivery of community services
funded by the Government. Two thirds of its work
(some $180m per annum) involves the delivery of
commercial services in a highly competitive market.

Managing Director: Kim Terrell
In addition to its day-to-say services, Hearing Australia
E: xxx.xxxxxxx@xxxxxxx.xxx.xx
is developing a National Strategy to reduce the rate of
P: s47F

avoidable hearing loss in high-risk communities,

especially in Aboriginal and Torres Strait Islander
children. Recent data collected by Hearing Australia
indicates that some 25-30 per cent of First Nations’
children aged 0-6 have undiagnosed ear disease and
hearing loss and face unacceptable wait times to
access the clinical help they need.
Mr Terrell was appointed to the role of Managing
Director in 2018. He has previously held positions in
the Australian Government, including working to
establish the Digital Transformation Office, the
Australian Sports Anti-Doping Authority and myGov.
Australian Institute of Family
The role of the AIFS is to create and communicate
Studies (AIFS)
knowledge for policy makers, service providers and
the broader community to improve the wellbeing of
children, families and communities.
AIFS’ research builds evidence about what works for
every kind of family to thrive and translates
it into information that can be applied in policy and
practice.
The Australian Institute of Family Studies
is a statutory body established under the Family Law
Act 1975 and includes the Australian Gambling
Research Centre established under the Gambling

Measures Act 2012. The Australian Institute of Family
Director: Dr Sharman Stone
Studies is a non-corporate Commonwealth entity
E: xxxxxxx.xxxxx@xxxx.xxx.xx
under the Public Governance, Performance and
P: s47F

Accountability Act 2013.

The Hon Dr Sharman Stone was appointed to the role

of Director AIFS. Dr Stone’s appointment from
1 May 2022 and expires on 20 April 2027 (inclusive).

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Legislation
The Social Services portfolio has an active legislative program. The 46th Parliament passed an
average of 9 to 10 portfolio related bills each year. The portfolio’s legislative program focuses
primarily on amendments to various aspects of the social security law, the National Disability
Insurance Scheme Act 2013 (NDIS Act) and the National Redress Scheme for Institutional Child Sexual
Abuse Act 2018. Legislative reform in the portfolio involves the implementation of new initiatives,
but also modifying, updating and clarifying aspects of existing legislation.
The portfolio also administers over 300 legislative and notifiable instruments. The large majority of
these instruments clarify or operationalise aspects of the social security law. While most instruments
are made by the minister, some instrument making powers are delegated to the Secretary or other
senior departmental officials. Some instrument making powers under the NDIS Act are also
delegated to the NDIS Quality and Safeguards Commissioner.
Legislative Instruments due to Sunset 1 October 2022
There are 21 instruments within the portfolio due to sunset on 1 October 2022 (see Table 1 below).
The department has identified that seven of the instruments need replacement and the department
has commenced preliminary work on new instruments. The replacement instruments require
making before 1 October 2022.
The majority of instruments which will sunset are no longer necessary, as they deal with the effect of
payments which are no longer being made.
Delegations and Authorisations
The portfolio administers a range of programs and legislation that confer functions and powers on
the Minister for Social Services.
Generally, portfolio Ministers delegate to or authorise officials to perform functions or exercise
certain powers for reasons of efficacy. For example, the former Minister authorised the Secretary
and Deputy Secretaries of the department to decide applications made under the Compensation for
Detriment caused by Defective Administration scheme.
Separately, the Secretary of the Department of Social Services exercises a range of statutory
functions and powers under portfolio legislation, including social security laws.
The delegations and authorisations made prior to the election will continue to have legal effect until
replaced. As a matter of best practice, the department reviews delegations and authorisations
regularly to ensure currency, accuracy and appropriateness.
The department will provide updated Ministerial instruments of authorisation and delegation for
consideration within six weeks of your taking office.

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Board consists of the Chair and  Member
Mr James Minto
1/01/2022
30/06/2023
up to 11 other members
Member
Ms Sandra Birkensleigh  1/01/2022
30/06/2023
Member
Ms Meredith Allan
1/01/2022
31/12/2024
Member
Ms Leah van Poppel
1/01/2022
31/12/2024
Member
Dr Peta Seaton
1/01/2022
31/12/2024
Member
Vacant x3

NDIS IAC
Principal
Ms Leah van Poppel
1/01/2022
31/12/2024

Member
*Subsection 146 of NDIS Act -   Member
Ms Tricia Malowney
1/07/2020
30/06/2023
the IAC consists of the
OAM
Principal Member and up to 12  Member
Ms Sharon Boyce
1/07/2020
30/06/2023
other members
Member
Ms Sam Paior
1/07/2020
30/06/2023
Member
Dr Leighton Jay
21/10/2020
30/06/2023
Member
Mr Mark Tonga
1/07/2020
30/06/2023
Member
Ms Sylvana Mahmic
1/01/2022
31/12/2024
Member
Ms Jennifer Cullen
1/01/2022
31/12/2024
Member
Dr George Taleporos
1/01/2022
31/12/2024
Member
Mr James Manders
1/01/2022
31/12/2024
Member
Ms Liz Reid AM
1/01/2022
31/12/2024
Member
Ms Kerry Allan-Zinner
1/01/2022
31/12/2024

Member
Vacant

Hearing Australia
Managing
Mr Kim Terrell
1/09/2018
31/08/2023

Director
*part 3, s 15 of the Australian  Chairperson
Ms Elizabeth Crouch
1/04/2022
31/03/2025
Hearing Services Act the board  Director
Ms Jody Currie
3/09/2020
31/12/2022
consists of a chairperson, the
Director
Ms Sarah Vaughan
3/09/2020
31/12/2022
managing director and 4 other
members and special purpose  Director
Ms Shirley Liew
3/09/2020
31/12/2023
members
Director
Vacant

Special
Mr Kim Keogh
2/04/2019
-
Purpose
Director

Ministerial Powers relating to appointments
The powers of Ministers in respect to the appointments varies depending upon the governing
legislation. In summary:
•  The National Disability Insurance Agency, established under the National Disability Insurance
Scheme Act 2013, states that appointments to the board require the support of a majority of
jurisdictions. s47E, s47C

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s47E, s47C

In general, once the Commonwealth has decided on candidates to propose, the required
consultation with states and territories takes a minimum of four weeks, and can extend to
several months.

Statement of Strategic Guidance to the NDIA Board
The NDIS Act provides for the Minister for the NDIS to issue a statement of strategic
guidance to the NDIA Board setting out expectations and key priorities, provided the
statement is agreed to by all state and territory disability ministers.

A statement of strategic guidance was issued in 2013, 2016 and 2017 and is recommended
for 2022.

While not legislatively based, the Minister may also set out the government’s expectations
of the department in a letter.

Ministerial direction to the NDIA Board
The NDIS Act provides for the Minister for the NDIS to issue ministerial directions to the
NDIA Board, provided each such direction is agreed by all state and territory disability
ministers.

A ministerial direction has never been attempted.

NDIA Executive
The NDIA Board appoints the Chief Executive Officer of the NDIA under section 160 of the
NDIS Act. Only the Board may terminate the appointment of the CEO, this can only occur in
certain circumstance, for example for misbehaviour or if the CEO is unable to perform the
duties of the office17. The Board must notify the Minister of the termination.

While not an appointment made by the Executive, it is considered a significant appointment
under the Cabinet Handbook and should be brought to the Prime Minister’s attention, or
that of the Cabinet, as it involves a ‘full-time chief executive officer position where the board
selects the CEO, noting the Minister should not signify agreement without the approval of
the Prime Minister’.

The CEO is responsible for the appointment of staff.


s47E, s47C


17 These circumstances are contained in section 167 of the Act.

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Increasing appointments of people with disability on the NDIA Executive requires the NDIA
CEO to make appointments that do so, noting that the most recent APS census data
indicates that 12% of NDIA SES officers self-identify as having a disability and 19% of general
staff, both well above the APS average.

Ministerial direction to NDIS Quality and Safeguards Commissioner

The NDIS Act provides for the Minister to issue ministerial directions to the Commissioner
about the exercise of her functions and powers. State and territory consultation/agreement
is not required.

A ministerial direction has not previously been made.

•  The Australian Institute of Family Studies, established under Part XIVA of the
Family Law Act 1975, allows the responsible Minister to appoint the Director and give
directions to the Director as to the performance of her functions. Powers do exist to
terminate the appointment of the Director, although the circumstances are quite specific,
for example for misbehaviour or physical or mental incapacity.

•  The NDIS Quality and Safeguards Commission, established under the National Disability
Insurance Scheme Act 2013, provides the Minister with the ability to appoint the
Commissioner for a period not exceeding 3 years. The Minister may give directions to the
Commissioner about the performance of her functions and there are powers to terminate
the appointment of the Commissioner, although the circumstances are quite specific, for
example for misbehaviour or physical or mental incapacity.

•  Hearing Australia is established under the Australian Hearing Services Act 1991, with
Directors to the Board appointed by the Minister. The responsible Minister may give written
directions as to the performance of the agencies’ functions and the exercise of its powers.

The Minister must terminate the appointment of all of the Directors if the Minister is of the
opinion that the performance of the Board has been unsatisfactory for a significant period of
time. The Minister may also terminate an appointed Director’s appointment for
misbehaviour or physical or mental incapacity.

The Managing Director of Hearing Australia is appointed by the Minister after receiving a
recommendation from the Board. The Minister may, on the recommendation of the Board,
terminate the Managing Director’s appointment for misbehaviour or physical or mental
incapacity.

•  The Domestic, Family and Sexual Violence Commission (Commission) was established as an
Executive Agency by Order of the Governor-General on 17 March 2022. The Commissioner is
the Head of the Commission, and is due to commence in her role on 1 July 2022.

The Minister for Women’s Safety is the Minister responsible for the Commission, with the
functions of the Commission including:
i.
provide strategic policy advice to the Minister for Women’s Safety;
ii.
promote and enhance coordination across Commonwealth, state and territory
governments, and the not-for-profit and private sectors;

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iii.
promote coordinated and consistent monitoring and evaluation frameworks by all
governments for the National Plan to End Violence against Women and Children
2022-2032 (National Plan);
iv.
develop and maintain a supportive and structured approach to victim-survivor
engagement;
v.
inform priorities for policy, research and data collection in cooperation with
jurisdictions and relevant organisations and agencies; and
vi.
promote the objectives of the National Plan across all parts of Australian society

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Supporting Ministerial Offices
Supporting the Minister
You can expect a high level of service in relation to ministerial and parliamentary support functions
from the department. The types and levels of service can be tailored to meet your needs and
requirements to assist you to perform your portfolio roles within government.

Should you require interim support to assist in establishing your office we have a range of volunteers
who would be willing to supplement your staff while you on board permanent staff. The Secretary is
happy to discuss this with you.

Government and Executive Support Branch (GES) has day-to-day responsibility for managing the
interface and the flow of material between the department, your office, and the Parliament. GES
Branch Manager Ms Joanna Carey, phone 02 6146 4061, mobile s47F
is available to discuss
your requirements with your Chief of Staff.

GES provides a liaison and quality control point between your office and the department for the flow
of:
•  ministerial correspondence
•  ministerial briefings and submissions
•  responses to Parliamentary Questions on Notice (QoNs)
•  QTBs
•  Senate Estimates briefs
•  Senate Estimates QoNs
•  cabinet documents
•  Parliamentary QoNs

There is an automated whole-of-government Parliamentary workflow system called PDMS which
is used for the registration and tracking of correspondence and other paperwork.

The department provides Departmental Liaison Officers to assist your office as a day-to-day
operational contact point.

The department also assists you and your office in managing the processes in relation to legislative
matters; appointments to statutory and non-statutory bodies, including advisory bodies; preparation
of responses to parliamentary reports and inquiries; and the tabling of ministerial statements,
annual reports and other documents.

The department is able to assist you with speeches, media releases, and information to respond to
media inquiries, communications and events. The Secretary will discuss the protocols you want in
place in relation to the management of media inquiries with your Chief of Staff. Corporate
Communication and Media Relations Branch Manager, Ms Sam Ursich, phone 02 6146 4615, mobile
s47F
is available to discuss your requirements with your Chief of Staff and Media Relations
Officer. For enquires regarding advertising campaigns and strategic communication requirements,
please contact Campaigns and Strategic Communication Branch Manager, Ms Mardi Stewart, phone
02 6146 3825, mobile s47F

The department also provides administrative assistance in the authorisation and payment of certain
expenses, incurred by you and your staff in accordance with government guidelines.

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Setting up your Office
In conjunction with the Department of Finance (DoF), the department also assists in setting up your
Ministerial Offices in Parliament House and your home State and provides administrative assistance
in the authorisation and payment of certain expenses incurred by you and DoF wil  supply standard
furniture and equipment in your Ministerial Office while the department supplies the fol owing
additional equipment to the Ministerial Office:
•  Desktop PCs or laptop and docking station
•  Printers
•  Mobile phones
•  Stationery
•  Security class shredders
•  safes (i.e. B class storage units)
•  Photocopy machines
•  Video conferencing equipment
•  TVs for use by advisers
•  Additional office furniture
•  Kitchen equipment such as a kettle, coffee jug, toaster.

CabNet+
As the senior Portfolio Minister, your Parliament House office has a CabNet+ terminal provided by
the Department of Prime Minister and Cabinet. CabNet+ is a secure system that al ows Protected
documentation to be electronical y transmitted between Ministers and between portfolio
departments. The department has access to one CabNet+ terminal in Tuggeranong for Secret level
documents, while al  departmental staff have access to CabNet+ on the secure network for al  other
Cabinet documents. All Ministerial offices also have access to a secure facsimile machine which
enables confidential documents to be faxed to other offices with the secure network.

Departmental Liaison Officers (DLOs)
It has been standard practice for the department to appoint DLOs to the Parliament House offices
of Ministers and Assistant Ministers to facilitate sound operational relationships between Ministers
and public sector agencies. All portfolio departments, and some major agencies, provide DLOs.

DLOs perform a range of functions, and are a key link between the Ministers’ offices and portfolio
agencies, not least in providing a direct point of contact in the office for agency staff. They may also
provide quality control in regard to routine matters and a feedback point on agency material sent
to Ministers. In the typical situation, much of the paperwork going to Ministers and their offices
flows through DLOs.

Although DLOs form part of each Minister’s working team, they are not formally members of the
staff of Ministers. At all times, DLOs remain departmental (or agency) staff while placed in such
positions. Their duties do not extend to assisting in ways that could lead to allegations that public
servants are being used for party political purposes or political advocacy. However, because of their
location and roles, day to day reporting by DLOs is generally to the head of the office of the Minister.

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Preferences for Ministerial Paperwork
An early meeting with your Chief of Staff will allow the department to quickly set up templates and
signing arrangements to meet your preferences in managing ministerial paperwork such as
correspondence and departmental briefings.

Within GES, the Ministerial Coordination team provides you, your office and the department with
support on ministerial business by coordinating ministerial business across the portfolio. The team
provides the executive and Ministers with monitoring of and reporting on parliamentary services.
The team is responsible for ensuring effective coordination of:
•  Ministerial correspondence
•  QTBs
•  Ministerial minutes and briefings
•  Cabinet liaison
•  QoNs
•  provision and support of DLOs to the Minister's office
•  purchasing and administrative support for the Minister, and
•  a courier service from the department to Parliament House.

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