![Logo]()
The Future of Human Services
Assess long-term trends and risks for human services in Australia, understand what Australians want from future services, and identify opportunities for Australian Government human services delivery. Build a shared evidence base to inform service design and delivery 5–10 years into the future, beyond current policy reforms.
Other Information
Source: Department of the Prime Minister and Cabinet, Long-term insights report: The future of human services, September 2026. © Commonwealth of Australia 2026; CC BY 4.0, except the Commonwealth Coat of Arms and third-party material.Status: The source is an impartial evidence report, not government policy or an adopted implementation plan. This StratML rendition organizes its nine insights as goals and their supporting findings and opportunities as objectives. Action wording for diagnostic Insights 1–3 is inferred for planning purposes; it does not establish government commitments. The vision and mission are inferred from the report’s purpose and desired future. Values are distilled from explicitly discussed principles, including the APS Charter of Partnerships and Engagement.Method and scope: Research undertaken in 2024 included literature review, surveys, interviews, workshops, focus groups, structured foresight and horizon scanning. More than 8,500 Australians contributed; 4,415 responded to Have Your Say and 4,109 to specific Trust in Australian Public Services survey questions. These are reported participation figures, not a deduplicated count inferred by this rendition. Goals 1–3 cover future pressures, Goals 4–6 community aspirations, and Goals 7–9 opportunities.Context: Human services address health, education, housing, employment, welfare and care needs. Around 70% of Australians use a government service annually. The report describes direct, hybrid, outsourced and community-led delivery models; market approaches can benefit routine measurable services, while complex needs and thin markets require different responses. Digital transformation, place-based approaches and outcomes measurement are important recent developments.Editorial treatment: Supporting evidence, qualifications and case studies are summarized in OtherInformation; this is a substantive planning rendition rather than a verbatim transcript of every quotation, figure and bibliographic entry. Page numbers refer to printed report pages. The full bibliography is on pages 45–49. No implementation dates, quantitative targets or assigned commitments are inferred. PublicationDate records publication of this StratML rendition on October 11, 2026. The source TFHS report was published in September 2026. Agency names are retained as used in the report; it uses both Department of Health & Aged Care and Department of Health, Disability and Ageing. Stakeholder participation does not imply endorsement of inferred actions.
Part 2 treatment: This is a source-based evidence and performance compilation, not a government-approved performance plan. Reported results, contextual statistics, projections, research estimates and qualitative criteria are distinguished. Baseline denotes the first observation captured here, not an official program baseline. Blank follow-up ActualResult entries marked TBD are editing placeholders, not observations. No trends are inferred from single observations. Dates for calendar-year observations use December 31 as a reporting convention; financial-year observations use the Australian July–June year. Undated results remain undated. Qualitative TargetResult entries reproduce desired criteria from the source without implying formally adopted commitments. RoleType classifications and placement under objectives are editorial mappings of documented functions, not newly assigned responsibilities.
The 50 Measuring What Matters indicators are referenced and available in StratML format at https://stratml.us/docs/MWM2025.xml
Figure and objective enrichment: Figure 2’s four Australian observations and OECD comparisons are recorded under Objective 9.7. Figure 3’s five expenditure categories are captured under Objective 2.1, including four exact 2024–25 budget amounts from accompanying text. Figure 3 annual bars are now captured as explicitly labelled vector-derived estimates rounded to the nearest $1 billion, with published 2024–25 amounts retained. Objective-level OtherInformation records evidence, case examples, scope and limitations from the relevant source sections.
Status comparisons: Baseline identifies the first captured numeric observation in each series. Subsequent numeric values are labelled Increasing, Decreasing or Level relative to the preceding available numeric value, using recorded precision. Figure 3 comparisons follow financial-year chronology, including budget estimates and projections; their Budget estimate or Projection qualifications remain in the descriptor values and their TargetResult placement is preserved. Direction describes numerical change, not improvement or deterioration. Figure 2 OECD comparisons remain Comparative benchmark rather than being interpreted as temporal changes. Single observations remain Baseline; blank follow-up entries and qualitative assessments are unchanged.
Submitter's Note: This StratML rendition has been compiled from the source by ChatGPT and reviewed in the form at https://stratml.us/forms/Claude/Part2.html
🏢Department of the Prime Minister and Cabinet PM&C Prepare the long-term insights report commissioned by the Secretaries Board to inform future policy thinking and government decision-making.
Stakeholders:
👥 👥 🏢 🏢 🏢 🏢 🏢 🏢 🏢 🏢 🏢 🏢 🏢 🏢 👥 👥 👥 👥 👥 👥 👥 👥 🏢 | Source & SubmitterSource:https://www.pmc.gov.au/sites/default/files/resource/downl... Period: to Published: |
Vision
Accessible, integrated and sustainable human services supporting the long-term wellbeing of all Australians
Mission
To inform the future of human services through shared evidence about long-term trends, community aspirations and opportunities for better wellbeing outcomes.
Values
Goal 1: Demand Expectations 🔗
Assess growing demand and expectations for human services to inform future capacity and service design.
Other Information
Insight 1, pages 13–15. Diagnostic findings are recast as planning objectives. The report projects Australians over 65 to represent 23.4% of the population by 2063; its wording about growth of 6.1% is ambiguous and is not silently reinterpreted here.
Objective 1.1: Ageing 🔗
Assess the effects of an ageing population on demand for aged care, health and other support services.
Other Information
Pages 13–14: Ageing reflects increasing longevity and declining fertility. Figure 2 life expectancy is contextual national evidence, not a measure attributable to this objective alone.
Performance Indicators
1.1.1: Population aged over 65
| Type | Start Date | End Date | Percent | Description |
|---|
Other Information
Report page 13 projects 23.4% by 2063. This is a demographic projection, not an ActualResult or government target.
Objective 1.2: Illness 🔗
Assess rising chronic illness, multiple conditions and mental health needs, including their effects across the life course.
Other Information
Page 14: Chronic conditions persist and often require lifelong management. Mental illness particularly affects younger Australians. Prevention can reduce risk and support people already living with illness.
Objective 1.3: Care 🔗
Assess increased demand for formal care as informal carers return to work and families manage competing responsibilities.
Other Information
Page 15: Rising workforce participation shifts care from informal to formal provision. Consultation identified competing responsibilities and difficulties aligning school and work schedules.
Performance Indicators
1.3.1: Care and support workforce demand
| Type | Start Date | End Date | … | Description |
|---|
Other Information
Report page 15 projects the care and support workforce to double by 2050. This is a forecast, not an achieved result or adopted staffing target.
Objective 1.4: Expectations 🔗
Understand rising expectations for personalised, integrated, high-quality and accessible services, including unmet demand and insufficient provider markets.
Stakeholders:
🏢Australian Public Service Commission Survey Evidence : Conduct the annual Trust in Australian Public Services survey. (Performer)
Other Information
Page 15: Requests for individualised services can increase waiting lists. Thin markets also affect culturally specific and specialised services, including outside rural areas. Trust and satisfaction vary across demographic and socioeconomic groups.
Performance Indicators
1.4.1: Trust in public services
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 2024-12-31 | 58 | Baseline | Report page 15; Australians’ trust in public services, 2024. Calendar-year end is a reporting convention. | |
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report page 15; Australians’ trust in public services, 2024. Calendar-year end is a reporting convention. Baseline is the first observation recorded in this rendition; no target is specified.
1.4.2: Satisfaction with accessed public services
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 2024-12-31 | 68 | Baseline | Report page 15; satisfaction with public services accessed in 2024. Calendar-year end is a reporting convention. | |
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report page 15; satisfaction with public services accessed in 2024. Calendar-year end is a reporting convention. Baseline is the first observation recorded in this rendition; no target is specified.
1.4.3: Satisfaction with breadth of service offerings
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 59 | Baseline | Report page 15; survey respondents, not an independently specified national population. Date of this observation is not explicit. | ||
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report page 15; survey respondents, not an independently specified national population. Date of this observation is not explicit. Baseline is the first observation recorded in this rendition; no target is specified.
Goal 2: Expenditure 🔗
Assess projected human services expenditure and the effectiveness of spending to inform fiscal sustainability.
Other Information
Insight 2, pages 16–17. Health, aged care and NDIS are major projected spending pressures. The report contrasts high potential outsourcing efficiencies for routine measurable outputs with mixed or low efficiencies for complex relational services and low efficiencies in thin markets.
Objective 2.1: Projections 🔗
Examine long-term expenditure pressures in health, aged care and NDIS alongside workforce investment and demographic change.
Other Information
Pages 7 and 16: Figure 3 depicts five expenditure categories for 2014–15 through 2028–29. The full historical and projected series is now captured as explicitly labelled chart-derived estimates, with published 2024–25 amounts preserved. Other expenditure includes functions beyond human services; the stacked total is broader than human-services expenditure alone.Figure 3, printed page 7. Chart-derived estimates measured from the PDF vector rectangle widths against the $0–900,000 million axis, rounded to the nearest $1,000 million ($1 billion). Precision reflects chart extraction, not exact underlying fiscal records. Values are nominal Australian dollars. Years 2014–15 to 2023–24 are historical chart observations; 2024–25 is a budget estimate; 2025–26 to 2028–29 are projected. TargetResult is used for budget and projected amounts, not an adopted performance commitment. Historical ActualResult entries mean values depicted for historical years, not independent verification against fiscal accounts. The 2024–25 values stated in accompanying text are retained without chart rounding. Reference 11 identifies the PBO 2025–26 Budget update dataset, which was unavailable for direct retrieval.
Performance Indicators
2.1.1: Projected human services spending pressure
| Type | Start Date | End Date | Percentage points of GDP | Description |
|---|
Other Information
Report page 16 projects increases to 2062–63 of 2.0 for health, 1.4 for aged care and 1.2 for NDIS. These are projections, not targets or observations.
2.1.2: Social security and welfare expenditure
| Type | Start Date | End Date | Australian dollars (millions) | Trend / Status | Description |
|---|---|---|---|---|---|
| Target | 2024-07-01 | 2025-06-30 | 274,900 | Increasing (Budget estimate) | Published budget amount for 2024–25; source text converted from billions to millions. |
| Target | 2025-07-01 | 2026-06-30 | 291,000 | Increasing (Projection) | Approximate chart-derived projection for 2025–26, rounded to nearest $1 billion. |
| Target | 2026-07-01 | 2027-06-30 | 300,000 | Increasing (Projection) | Approximate chart-derived projection for 2026–27, rounded to nearest $1 billion. |
| Target | 2027-07-01 | 2028-06-30 | 310,000 | Increasing (Projection) | Approximate chart-derived projection for 2027–28, rounded to nearest $1 billion. |
| Target | 2028-07-01 | 2029-06-30 | 323,000 | Increasing (Projection) | Approximate chart-derived projection for 2028–29, rounded to nearest $1 billion. |
| Actual | 2014-07-01 | 2015-06-30 | 148,000 | Baseline | Approximate historical chart value for 2014–15, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2015-07-01 | 2016-06-30 | 152,000 | Increasing | Approximate historical chart value for 2015–16, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2016-07-01 | 2017-06-30 | 153,000 | Increasing | Approximate historical chart value for 2016–17, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2017-07-01 | 2018-06-30 | 158,000 | Increasing | Approximate historical chart value for 2017–18, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2018-07-01 | 2019-06-30 | 170,000 | Increasing | Approximate historical chart value for 2018–19, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2019-07-01 | 2020-06-30 | 196,000 | Increasing | Approximate historical chart value for 2019–20, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2020-07-01 | 2021-06-30 | 220,000 | Increasing | Approximate historical chart value for 2020–21, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2021-07-01 | 2022-06-30 | 222,000 | Increasing | Approximate historical chart value for 2021–22, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2022-07-01 | 2023-06-30 | 223,000 | Increasing | Approximate historical chart value for 2022–23, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2023-07-01 | 2024-06-30 | 254,000 | Increasing | Approximate historical chart value for 2023–24, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
Other Information
Figure 3, printed page 7. Chart-derived estimates measured from the PDF vector rectangle widths against the $0–900,000 million axis, rounded to the nearest $1,000 million ($1 billion). Precision reflects chart extraction, not exact underlying fiscal records. Values are nominal Australian dollars. Years 2014–15 to 2023–24 are historical chart observations; 2024–25 is a budget estimate; 2025–26 to 2028–29 are projected. TargetResult is used for budget and projected amounts, not an adopted performance commitment. Historical ActualResult entries mean values depicted for historical years, not independent verification against fiscal accounts. The 2024–25 values stated in accompanying text are retained without chart rounding. Reference 11 identifies the PBO 2025–26 Budget update dataset, which was unavailable for direct retrieval.
2.1.3: Health expenditure
| Type | Start Date | End Date | Australian dollars (millions) | Trend / Status | Description |
|---|---|---|---|---|---|
| Target | 2024-07-01 | 2025-06-30 | 117,000 | Increasing (Budget estimate) | Published budget amount for 2024–25; source text converted from billions to millions. |
| Target | 2025-07-01 | 2026-06-30 | 125,000 | Increasing (Projection) | Approximate chart-derived projection for 2025–26, rounded to nearest $1 billion. |
| Target | 2026-07-01 | 2027-06-30 | 125,000 | Level (Projection) | Approximate chart-derived projection for 2026–27, rounded to nearest $1 billion. |
| Target | 2027-07-01 | 2028-06-30 | 130,000 | Increasing (Projection) | Approximate chart-derived projection for 2027–28, rounded to nearest $1 billion. |
| Target | 2028-07-01 | 2029-06-30 | 135,000 | Increasing (Projection) | Approximate chart-derived projection for 2028–29, rounded to nearest $1 billion. |
| Actual | 2014-07-01 | 2015-06-30 | 66,000 | Baseline | Approximate historical chart value for 2014–15, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2015-07-01 | 2016-06-30 | 69,000 | Increasing | Approximate historical chart value for 2015–16, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2016-07-01 | 2017-06-30 | 75,000 | Increasing | Approximate historical chart value for 2016–17, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2017-07-01 | 2018-06-30 | 76,000 | Increasing | Approximate historical chart value for 2017–18, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2018-07-01 | 2019-06-30 | 81,000 | Increasing | Approximate historical chart value for 2018–19, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2019-07-01 | 2020-06-30 | 87,000 | Increasing | Approximate historical chart value for 2019–20, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2020-07-01 | 2021-06-30 | 93,000 | Increasing | Approximate historical chart value for 2020–21, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2021-07-01 | 2022-06-30 | 106,000 | Increasing | Approximate historical chart value for 2021–22, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2022-07-01 | 2023-06-30 | 103,000 | Decreasing | Approximate historical chart value for 2022–23, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2023-07-01 | 2024-06-30 | 106,000 | Increasing | Approximate historical chart value for 2023–24, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
Other Information
Figure 3, printed page 7. Chart-derived estimates measured from the PDF vector rectangle widths against the $0–900,000 million axis, rounded to the nearest $1,000 million ($1 billion). Precision reflects chart extraction, not exact underlying fiscal records. Values are nominal Australian dollars. Years 2014–15 to 2023–24 are historical chart observations; 2024–25 is a budget estimate; 2025–26 to 2028–29 are projected. TargetResult is used for budget and projected amounts, not an adopted performance commitment. Historical ActualResult entries mean values depicted for historical years, not independent verification against fiscal accounts. The 2024–25 values stated in accompanying text are retained without chart rounding. Reference 11 identifies the PBO 2025–26 Budget update dataset, which was unavailable for direct retrieval.
2.1.4: Education expenditure
| Type | Start Date | End Date | Australian dollars (millions) | Trend / Status | Description |
|---|---|---|---|---|---|
| Target | 2024-07-01 | 2025-06-30 | 63,500 | Increasing (Budget estimate) | Published budget amount for 2024–25; source text converted from billions to millions. |
| Target | 2025-07-01 | 2026-06-30 | 54,000 | Decreasing (Projection) | Approximate chart-derived projection for 2025–26, rounded to nearest $1 billion. |
| Target | 2026-07-01 | 2027-06-30 | 56,000 | Increasing (Projection) | Approximate chart-derived projection for 2026–27, rounded to nearest $1 billion. |
| Target | 2027-07-01 | 2028-06-30 | 58,000 | Increasing (Projection) | Approximate chart-derived projection for 2027–28, rounded to nearest $1 billion. |
| Target | 2028-07-01 | 2029-06-30 | 60,000 | Increasing (Projection) | Approximate chart-derived projection for 2028–29, rounded to nearest $1 billion. |
| Actual | 2014-07-01 | 2015-06-30 | 31,000 | Baseline | Approximate historical chart value for 2014–15, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2015-07-01 | 2016-06-30 | 32,000 | Increasing | Approximate historical chart value for 2015–16, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2016-07-01 | 2017-06-30 | 33,000 | Increasing | Approximate historical chart value for 2016–17, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2017-07-01 | 2018-06-30 | 34,000 | Increasing | Approximate historical chart value for 2017–18, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2018-07-01 | 2019-06-30 | 35,000 | Increasing | Approximate historical chart value for 2018–19, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2019-07-01 | 2020-06-30 | 40,000 | Increasing | Approximate historical chart value for 2019–20, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2020-07-01 | 2021-06-30 | 42,000 | Increasing | Approximate historical chart value for 2020–21, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2021-07-01 | 2022-06-30 | 43,000 | Increasing | Approximate historical chart value for 2021–22, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2022-07-01 | 2023-06-30 | 45,000 | Increasing | Approximate historical chart value for 2022–23, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2023-07-01 | 2024-06-30 | 48,000 | Increasing | Approximate historical chart value for 2023–24, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
Other Information
Figure 3, printed page 7. Chart-derived estimates measured from the PDF vector rectangle widths against the $0–900,000 million axis, rounded to the nearest $1,000 million ($1 billion). Precision reflects chart extraction, not exact underlying fiscal records. Values are nominal Australian dollars. Years 2014–15 to 2023–24 are historical chart observations; 2024–25 is a budget estimate; 2025–26 to 2028–29 are projected. TargetResult is used for budget and projected amounts, not an adopted performance commitment. Historical ActualResult entries mean values depicted for historical years, not independent verification against fiscal accounts. The 2024–25 values stated in accompanying text are retained without chart rounding. Reference 11 identifies the PBO 2025–26 Budget update dataset, which was unavailable for direct retrieval.
2.1.5: Housing and community amenities expenditure
| Type | Start Date | End Date | Australian dollars (millions) | Trend / Status | Description |
|---|---|---|---|---|---|
| Target | 2024-07-01 | 2025-06-30 | 18,100 | Increasing (Budget estimate) | Published budget amount for 2024–25; source text converted from billions to millions. |
| Target | 2025-07-01 | 2026-06-30 | 9,000 | Decreasing (Projection) | Approximate chart-derived projection for 2025–26, rounded to nearest $1 billion. |
| Target | 2026-07-01 | 2027-06-30 | 7,000 | Decreasing (Projection) | Approximate chart-derived projection for 2026–27, rounded to nearest $1 billion. |
| Target | 2027-07-01 | 2028-06-30 | 5,000 | Decreasing (Projection) | Approximate chart-derived projection for 2027–28, rounded to nearest $1 billion. |
| Target | 2028-07-01 | 2029-06-30 | 5,000 | Level (Projection) | Approximate chart-derived projection for 2028–29, rounded to nearest $1 billion. |
| Actual | 2014-07-01 | 2015-06-30 | 5,000 | Baseline | Approximate historical chart value for 2014–15, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2015-07-01 | 2016-06-30 | 5,000 | Level | Approximate historical chart value for 2015–16, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2016-07-01 | 2017-06-30 | 5,000 | Level | Approximate historical chart value for 2016–17, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2017-07-01 | 2018-06-30 | 5,000 | Level | Approximate historical chart value for 2017–18, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2018-07-01 | 2019-06-30 | 5,000 | Level | Approximate historical chart value for 2018–19, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2019-07-01 | 2020-06-30 | 5,000 | Level | Approximate historical chart value for 2019–20, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2020-07-01 | 2021-06-30 | 6,000 | Increasing | Approximate historical chart value for 2020–21, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2021-07-01 | 2022-06-30 | 7,000 | Increasing | Approximate historical chart value for 2021–22, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2022-07-01 | 2023-06-30 | 9,000 | Increasing | Approximate historical chart value for 2022–23, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2023-07-01 | 2024-06-30 | 7,000 | Decreasing | Approximate historical chart value for 2023–24, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
Other Information
Figure 3, printed page 7. Chart-derived estimates measured from the PDF vector rectangle widths against the $0–900,000 million axis, rounded to the nearest $1,000 million ($1 billion). Precision reflects chart extraction, not exact underlying fiscal records. Values are nominal Australian dollars. Years 2014–15 to 2023–24 are historical chart observations; 2024–25 is a budget estimate; 2025–26 to 2028–29 are projected. TargetResult is used for budget and projected amounts, not an adopted performance commitment. Historical ActualResult entries mean values depicted for historical years, not independent verification against fiscal accounts. The 2024–25 values stated in accompanying text are retained without chart rounding. Reference 11 identifies the PBO 2025–26 Budget update dataset, which was unavailable for direct retrieval.
2.1.6: Other expenditure
| Type | Start Date | End Date | Australian dollars (millions) | Trend / Status | Description |
|---|---|---|---|---|---|
| Target | 2024-07-01 | 2025-06-30 | 289,000 | Increasing (Budget estimate) | Approximate chart-derived budget estimate for 2024–25, rounded to nearest $1 billion. |
| Target | 2025-07-01 | 2026-06-30 | 307,000 | Increasing (Projection) | Approximate chart-derived projection for 2025–26, rounded to nearest $1 billion. |
| Target | 2026-07-01 | 2027-06-30 | 318,000 | Increasing (Projection) | Approximate chart-derived projection for 2026–27, rounded to nearest $1 billion. |
| Target | 2027-07-01 | 2028-06-30 | 339,000 | Increasing (Projection) | Approximate chart-derived projection for 2027–28, rounded to nearest $1 billion. |
| Target | 2028-07-01 | 2029-06-30 | 366,000 | Increasing (Projection) | Approximate chart-derived projection for 2028–29, rounded to nearest $1 billion. |
| Actual | 2014-07-01 | 2015-06-30 | 168,000 | Baseline | Approximate historical chart value for 2014–15, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2015-07-01 | 2016-06-30 | 170,000 | Increasing | Approximate historical chart value for 2015–16, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2016-07-01 | 2017-06-30 | 183,000 | Increasing | Approximate historical chart value for 2016–17, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2017-07-01 | 2018-06-30 | 187,000 | Increasing | Approximate historical chart value for 2017–18, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2018-07-01 | 2019-06-30 | 195,000 | Increasing | Approximate historical chart value for 2018–19, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2019-07-01 | 2020-06-30 | 250,000 | Increasing | Approximate historical chart value for 2019–20, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2020-07-01 | 2021-06-30 | 290,000 | Increasing | Approximate historical chart value for 2020–21, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2021-07-01 | 2022-06-30 | 245,000 | Decreasing | Approximate historical chart value for 2021–22, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2022-07-01 | 2023-06-30 | 258,000 | Increasing | Approximate historical chart value for 2022–23, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
| Actual | 2023-07-01 | 2024-06-30 | 271,000 | Increasing | Approximate historical chart value for 2023–24, rounded to nearest $1 billion. Trend inferred from rounded values; Level can conceal changes below rounding precision. |
Other Information
Figure 3, printed page 7. Chart-derived estimates measured from the PDF vector rectangle widths against the $0–900,000 million axis, rounded to the nearest $1,000 million ($1 billion). Precision reflects chart extraction, not exact underlying fiscal records. Values are nominal Australian dollars. Years 2014–15 to 2023–24 are historical chart observations; 2024–25 is a budget estimate; 2025–26 to 2028–29 are projected. TargetResult is used for budget and projected amounts, not an adopted performance commitment. Historical ActualResult entries mean values depicted for historical years, not independent verification against fiscal accounts. The 2024–25 values stated in accompanying text are retained without chart rounding. Reference 11 identifies the PBO 2025–26 Budget update dataset, which was unavailable for direct retrieval.
Objective 2.2: Outcomes 🔗
Target spending effectively toward outcomes for Australians who need support most while maintaining long-term budget sustainability.
Other Information
Pages 16–17: Expenditure should be assessed against outcomes and fiscal sustainability. Higher expenditure alone does not demonstrate better performance. Workforce wage investment responds partly to historical undervaluation.
Objective 2.3: Outsourcing 🔗
Evaluate when outsourcing improves efficiency and service quality, accounting for complex needs, administrative costs, contract management and thin-market risks.
Other Information
Page 17, Table 2: Outsourcing has high potential efficiencies for routine measurable outputs, mixed or low efficiencies for complex relational services, and low efficiencies in thin markets. Competition and contract management determine success; quality losses and monitoring costs can offset savings.
Goal 3: Access Complexity 🔗
Identify complexity, fragmentation and other barriers preventing Australians from accessing human services.
Other Information
Insight 3, pages 18–22. The report identifies navigation fatigue, siloed responsibilities, repeated disclosure, inconsistent eligibility and stigma. Examples include Aged Care System Navigator, the Australian Cancer Nursing and Navigation program, and the $199.8 million entrenched disadvantage package, including place-based partnerships and the Life Course Data Initiative.
Objective 3.1: Navigation 🔗
Identify and simplify complex processes and provide navigation support for people who face barriers to finding and obtaining services.
Other Information
Pages 18–19: Aged Care System Navigator and the Australian Cancer Nursing and Navigation program illustrate navigation support. Navigator assistance complements efforts to simplify the underlying system.
Performance Indicators
3.1.1: Young people reporting navigation difficulties
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 32 | Baseline | Report page 18; young people aged 18–24 surveyed. Observation date not expressly specified. | ||
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report page 18; young people aged 18–24 surveyed. Observation date not expressly specified. Baseline is the first observation recorded in this rendition; no target is specified.
Objective 3.2: Integration 🔗
Connect services across departments and jurisdictions to address whole-person needs and reduce dead ends and repeated explanations.
Other Information
Pages 19–20: Fragmentation occurs across and within agencies and between government levels. Users report dead ends, repeated explanations and navigation fatigue; regional staff report constraints on decisions and innovation.
Objective 3.3: Sharing 🔗
Examine legislative and operational barriers to data sharing that prevent a tell-us-once approach.
Other Information
Page 20: The report identifies legislative barriers between Centrelink and Medicare that prevent tell-us-once service access. Any sharing response must address legal authority and privacy as well as technical capability.
Objective 3.4: Barriers 🔗
Address stigma, shame, safety concerns, language and literacy barriers, caring responsibilities, transport, opening hours and physical distance.
Other Information
Pages 20–21: Barriers differ by circumstances and include safety, culture, literacy, language, transport, cost and service availability. The First Nations unmet-access result is historical and does not establish current conditions.
Performance Indicators
3.4.1: First Nations unmet health-provider access
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 2018-07-01 | 2019-06-30 | 30 | Baseline | Report pages 20–21; Aboriginal and Torres Strait Islander people who needed but did not see a healthcare provider at least once in preceding 12 months, 2018–19. |
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report pages 20–21; Aboriginal and Torres Strait Islander people who needed but did not see a healthcare provider at least once in preceding 12 months, 2018–19. Baseline is the first observation recorded in this rendition; no target is specified.
Objective 3.5: Disadvantage 🔗
Respond to multidimensional and intergenerational disadvantage through coordinated support and locally informed partnerships.
Other Information
Pages 21–22: Entrenched disadvantage combines poverty, deprivation and social exclusion. The 2023–24 package includes the Life Course Data Initiative, an Outcomes Fund and place-based partnerships. No single service is likely to meet all needs.
Goal 4: Services Support 🔗
Provide simpler, streamlined and user-friendly human services with tailored support where needed.
Other Information
Insight 4, pages 23–26. Ease of use includes acceptable time and effort, clear processes, understandable information and easy access; quality includes accurate information and obtaining needed support. Examples: NSW digital service redesign and Logan Together’s First Nations First, Children at the Heart and Community Led approach. Place-based approaches are scaled out through learning networks rather than reproduced identically everywhere.
Objective 4.1: Usability 🔗
Simplify services around users’ needs, reduce time and effort, clarify processes and provide accurate, understandable information.
Stakeholders:
🏢Services Australia Service Delivery : Deliver direct services and report customer satisfaction, payment correctness and digital access. (Performer)
Other Information
Pages 23–24, Table 3: Service satisfaction depends on accurate information, obtaining needed support, acceptable time and effort, understandable information, clear processes and easy access. NSW digital redesign illustrates user-centred simplification.
Performance Indicators
4.1.1: Customer satisfaction
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 2023-07-01 | 2024-06-30 | 79.1 | Baseline | Report page 6; Services Australia Annual Report 2023–24. Scope is Services Australia, not all Australian human services. |
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report page 6; Services Australia Annual Report 2023–24. Scope is Services Australia, not all Australian human services. Baseline is the first observation recorded in this rendition; no target is specified.
4.1.2: Administrative correctness of payments
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 2023-07-01 | 2024-06-30 | 97.8 | Baseline | Report page 6; Services Australia Annual Report 2023–24. |
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report page 6; Services Australia Annual Report 2023–24. Baseline is the first observation recorded in this rendition; no target is specified.
4.1.3: Digital access
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 2023-07-01 | 2024-06-30 | 99.9 | Baseline | Report page 6; source label retained without inventing a technical denominator. Services Australia, 2023–24. |
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report page 6; source label retained without inventing a technical denominator. Services Australia, 2023–24. Baseline is the first observation recorded in this rendition; no target is specified.
Objective 4.2: Support 🔗
Tailor support to individual needs and goals through collaborative goal setting, flexible provision and meaningful client participation.
Other Information
Page 24: Tailored support includes collaborative goal setting, flexible providers and client participation. First Nations support may combine health, housing, employment, cultural and emotional wellbeing with family and community involvement where appropriate.
Objective 4.3: Culture 🔗
Develop person-centred workforce culture, governance, capability and leadership before changing processes and services.
Other Information
Page 24: Successful person-centred care involves comprehensive delivery, partnerships, technology, clear strategy and leadership, and appropriate governance and capability. Workforce culture change precedes process change.
Objective 4.4: Place 🔗
Integrate services around each community’s distinct circumstances, share local learning and strengthen enabling policy, funding and governance.
Stakeholders:
🏢Logan Together Community-led Coordination : Coordinate place-based collective impact focused on children and First Nations community priorities. (Performer)
Other Information
Page 25: Place-based practice adapts to evolving community needs. Logan Together illustrates First Nations First, Children at the Heart and Community Led principles. Results from this case study should not be generalised to all communities. National networks can share learning while enabling settings are scaled.
Performance Indicators
4.4.1: First Nations stillbirth rate in Logan
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 0.3 | Baseline | Report page 25; Logan Together case study. Source does not specify observation period or denominator details; comparator of 1–5% elsewhere in Queensland retained as context, not a target. | ||
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report page 25; Logan Together case study. Source does not specify observation period or denominator details; comparator of 1–5% elsewhere in Queensland retained as context, not a target. Baseline is the first observation recorded in this rendition; no target is specified.
4.4.2: Maternity and Child Health Hub cost saving
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 13 | Baseline | Report page 25; minimum reported saving against a hospital-based midwifery model; value is a lower bound, not an exact saving. | ||
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report page 25; minimum reported saving against a hospital-based midwifery model; value is a lower bound, not an exact saving. Baseline is the first observation recorded in this rendition; no target is specified.
4.4.3: Community engagement with Logan Together
| Type | Start Date | End Date | Number of people | Status | Description |
|---|---|---|---|---|---|
| Actual | 30,000 | Baseline | Report page 25; more than 30,000 community members, so numeric entry is the stated threshold, not an exact count. | ||
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report page 25; more than 30,000 community members, so numeric entry is the stated threshold, not an exact count. Baseline is the first observation recorded in this rendition; no target is specified.
Objective 4.5: Hubs 🔗
Provide safe, welcoming community-owned hubs offering integrated access, advocacy, connections and wrap-around support.
Other Information
Page 26: Hubs can provide a safe integrated access point and strengthen connection and advocacy. Community ownership and co-creation support trust and can rebalance power dynamics.
Goal 5: Partnerships Collaboration 🔗
Build trusted partnerships and genuine collaboration among individuals, communities, service organisations and governments.
Other Information
Insight 5, pages 27–32. Partnership factors include long-term engagement, transparent decisions, flexibility and empowered participation. The APS Charter sets out openness, responsiveness, transparency, accountability, informed decisions and collaboration. Examples include participatory budgeting in Porto Alegre and holistic support by Bronx Defenders. Competition, rigid funding and short-term cost incentives can undermine collaboration. Community leadership complements direct community input.
Objective 5.1: Trust 🔗
Build reciprocal trust through sustained engagement, shared priorities, transparent decisions, flexibility and power sharing.
Other Information
Page 27, Figure 7: Trust requires long-term engagement, transparent decisions, flexibility and meaningful power sharing. Consultation after decisions are made can perpetuate mistrust.
Objective 5.2: Agreements 🔗
Define partnership purposes, roles, shared decisions, reporting, timeframes, monitoring, review and dispute arrangements.
Other Information
Page 28: Closing the Gap partnership elements specify roles, purpose, objectives, shared decisions, reporting, timeframes, monitoring, review and dispute mechanisms.
Objective 5.3: Capability 🔗
Strengthen government and community capability to partner, support suitable risk-taking and resource coordination and real-time feedback.
Other Information
Pages 28–29, Figure 8: The APS Charter emphasises openness, responsiveness, transparency, accountability, informed decisions and collaboration. Capability can be inhibited by low executive risk tolerance and insufficient resources for coordination.
Objective 5.4: Leadership 🔗
Invest in representative community leadership and backbone organisations while preserving direct input and First Nations self-determination.
Other Information
Page 29: Community leadership should complement direct community input and representative voices. Aboriginal Community Controlled Organisations support culturally safe services and self-determination.
Objective 5.5: Decisions 🔗
Coordinate efforts, share resources and expertise, minimise duplication and support community participation in decisions.
Other Information
Pages 30–31: Collaboration can share resources and expertise and minimise duplication. Porto Alegre participatory budgeting and Bronx Defenders’ holistic services are illustrative cases. Competitive commissioning can discourage information sharing and integrated support.
Objective 5.6: Design 🔗
Co-design services with users and communities where appropriate, allowing adequate time and capability and reflecting diverse lived experience.
Other Information
Page 32: Co-design is not appropriate in every circumstance. Budget schedules and limited capability can constrain meaningful participation. Consultation recorded differing views about representative organisations and direct engagement with individuals.
Goal 6: Equity 🔗
Enable equitable access to human services regardless of socioeconomic or geographical disparities.
Other Information
Insight 6, pages 33–34. Regional and remote barriers include waiting times, workforce shortages, language, transport and higher costs. Short grants, output-focused commissioning, administrative costs and insufficient permission to innovate constrain community capability and long-term planning.
Objective 6.1: Accessibility 🔗
Reflect regional and remote needs and strengths in service design and address availability, cost, transport and workforce retention barriers.
Other Information
Pages 33–34: Regional and remote services face higher costs, provider shortages, longer waits and workforce retention problems. Market assumptions may fail when only one provider operates locally.
Objective 6.2: Delivery 🔗
Explore digital, mobile and hybrid care models suited to remote contexts while accounting for infrastructure and unequal access.
Other Information
Page 33: Digital, mobile and hybrid models can bridge workforce gaps, but their suitability depends on local infrastructure and access; metropolitan assumptions should not be imposed on remote settings.
Objective 6.3: Workforces 🔗
Build workforce capability and capacity by combining local strengths with skills development and sustainable career pathways.
Other Information
Pages 33–34: Build on community strengths and provide skills development. Reactive commissioning and preference for already-ready national organisations can limit investment in local capability.
Objective 6.4: Funding 🔗
Enable longer-term provider planning, capability building and innovation through funding and accountability arrangements that recognise service quality and community cohesion.
Other Information
Page 34: Short-term grants, strict output reporting and administrative application costs can impede continuity, innovation and workforce investment. Community cohesion contributions may be inadequately recognised or funded.
Goal 7: Prevention Intervention 🔗
Invest in prevention and early intervention to improve wellbeing and avoid future human services costs.
Other Information
Insight 7, pages 35–37. The report estimates 38% of disease burden for all Australians and 49% for Aboriginal and Torres Strait Islander people could be prevented by reducing risk factors. It cites an estimated $14.30 saving per dollar invested in preventive health; this is source evidence, not a target or guaranteed return. Australia spent 3% of health funding on prevention in 2022. The National Preventive Health Strategy 2021–2030 and Victoria’s Early Intervention Investment Framework illustrate opportunities.
Objective 7.1: Health 🔗
Increase investment in preventive health and reduce behavioural, metabolic, dietary and environmental risks to avoid illness and chronic conditions.
Other Information
Pages 35–36: Prevention can avoid costly chronic conditions and improve productivity. Estimated preventable disease burdens and research returns are opportunities, not achieved reductions. Figure 2 national health and welfare outcomes provide wider context.
Performance Indicators
7.1.1: Health funding spent on prevention
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 2022-12-31 | 3 | Baseline | Report page 36; Australia in 2022. OECD average 3% and Canada 7% are comparative benchmarks, not Australian targets. | |
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report page 36; Australia in 2022. OECD average 3% and Canada 7% are comparative benchmarks, not Australian targets. Baseline is the first observation recorded in this rendition; no target is specified.
7.1.2: Preventable disease burden
| Type | Start Date | End Date | Percent | Description |
|---|
Other Information
Report page 35 estimates 38% for all Australians and 49% for Aboriginal and Torres Strait Islander people. These are estimated preventable shares, not achieved reductions.
7.1.3: Estimated preventive health return
| Type | Start Date | End Date | Australian dollars saved per Australian dollar invested | Description |
|---|
Other Information
Report page 35 cites an estimated $14.30 in healthcare and other savings per dollar invested. Research estimate; not a guaranteed return or an adopted performance target.
Objective 7.2: Investment 🔗
Refocus funding on long-term outcomes and avoided costs and examine budget rules that inhibit prevention and early intervention.
Other Information
Page 36: Budget Process Operational Rules can inhibit initiatives with long-term socioeconomic benefits. Assessment should include wellbeing, avoided future demand and broader productivity benefits.
Objective 7.3: Collaboration 🔗
Consider collaborative funding across agency silos for initiatives delivering multiple wellbeing outcomes.
Stakeholders:
🏢Victorian Government Early Intervention Investment : Fund cross-agency outcomes through the Early Intervention Investment Framework. (Performer)
Other Information
Pages 36–37: Victoria’s Early Intervention Investment Framework links funding with measurable cross-agency impacts and avoided acute-service costs. Report pages 37 and 44 differ on whether cited benefits are realised or expected; that distinction remains unresolved.
Performance Indicators
7.3.1: Early intervention economic benefits
| Type | Start Date | End Date | Australian dollars | Description |
|---|
Other Information
Report page 37 describes more than $3 billion realised, whereas page 44 describes more than $3 billion expected economic and financial benefits. No ActualResult is encoded because the source status is inconsistent.
7.3.2: Early Intervention Investment Framework investment
| Type | Start Date | End Date | Australian dollars | Status | Description |
|---|---|---|---|---|---|
| Actual | 2,700,000,000 | Baseline | Report pages 37 and 44; cumulative Victorian Government investment of $2.7 billion. Nominal as reported; no inflation adjustment or exact expenditure period supplied. | ||
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report pages 37 and 44; cumulative Victorian Government investment of $2.7 billion. Nominal as reported; no inflation adjustment or exact expenditure period supplied. Baseline is the first observation recorded in this rendition; no target is specified.
Objective 7.4: Outreach 🔗
Improve information and access at key life stages and proactively reach people at risk or newly eligible through trusted, personalised channels.
Other Information
Page 37: Outreach can be personalised around life stages, risk factors and eligibility. Trusted sources include family doctors and local Aboriginal Medical Services.
Goal 8: Technology Data 🔗
Harness technology and data to improve productivity, service provision and evidence-informed decisions while managing risks.
Other Information
Insight 8, pages 38–41. Examples include AI-supported transcription, Minute, Citizens Advice’s Caddy, Services Australia’s Roxy, CSIRO’s Patient Admission and Prediction Tool, PLIDA, the HOME application and New Zealand’s integrated-data investment approach. Robodebt is explicitly described as automated decision-making, not artificial intelligence. Correlations from observational data do not alone establish causation. Linked administrative data may contain missingness, time lags and population biases.
Objective 8.1: Administration 🔗
Use AI to streamline routine administration and enable staff to focus on engagement, sensitive problems, empathy and human judgement.
Other Information
Page 38: AI transcription and summarisation can free staff for engagement and sensitive judgement. The UK Minute system is an example; the report supplies no quantified productivity result.
Objective 8.2: Accuracy 🔗
Reduce errors through automation, prefilled forms and human review of flagged anomalies, and help staff find relevant service information.
Other Information
Page 38: Prefilled forms and anomaly flagging can reduce errors and support human review. Citizens Advice’s Caddy and Services Australia’s Roxy illustrate information assistance; effectiveness is not quantified.
Objective 8.3: Prediction 🔗
Explore predictive analytics for service demand and unmet needs and personalised assistance that reduces repeated storytelling.
Other Information
Page 38: CSIRO’s Patient Admission and Prediction Tool illustrates demand prediction. Context-aware chatbots could reduce repeated storytelling; this is an opportunity rather than a reported achieved outcome.
Objective 8.4: Safeguards 🔗
Maintain human oversight, accountability, contestability, privacy, fairness, transparency, explainability, reliability and safety in AI applications.
Other Information
Page 39: Apply human oversight, recourse, privacy, fairness, transparency, explainability, reliability and accountability. Robodebt is identified as automated decision-making, not AI. The report discusses secure domestic handling of sensitive data as an option.
Objective 8.5: Evaluation 🔗
Review AI findings alongside impact evaluation methods and distinguish descriptive correlation from causal evidence.
Other Information
Page 39: AI analysis of observational data reveals correlations, not causation by itself. Impact evaluation, including randomised controlled trials where appropriate, is needed alongside AI findings.
Objective 8.6: Datasets 🔗
Use high-quality linked and de-identified administrative datasets to model individual and population outcomes and interactions across service systems.
Stakeholders:
🏢Australian Bureau of Statistics Data Integration : Maintain PLIDA integrated person-level administrative data. (Performer)
🏢Department of Health, Disability and Ageing System Modelling : Develop HOME modelling using PLIDA and other person-level data. (Performer)
Other Information
Pages 39–40: PLIDA links administrative data; HOME combines it with other datasets and simulation modelling. New Zealand illustrates a longitudinal social investment approach. Data integration enables analysis, not proof that a policy caused an outcome.
Objective 8.7: Mapping 🔗
Explore a national digital map integrating service and community-need data across jurisdictions and domains to identify gaps and duplication.
Other Information
Page 40: A proposed national digital map would overlay community need and existing services across domains and jurisdictions to identify gaps and duplication. The report does not document a completed national map.
Objective 8.8: Privacy 🔗
Preserve privacy and build social licence for data linkage, including appropriate use of synthetic data and secure handling of sensitive records.
Other Information
Page 41: Privacy-preserving linkage and synthetic data may build social licence. The Priority Investment Approach illustrates synthetic longitudinal modelling. Sensitive records require appropriate safeguards.
Objective 8.9: Quality 🔗
Improve data quality and representativeness and policymakers’ understanding of limitations, using population comparisons or weighting where appropriate.
Other Information
Page 41: Linked administrative records may overrepresent service recipients and contain missing data, time lags and unstructured information. Compare or weight data against representative population sources before drawing population-wide conclusions.
Objective 8.10: Sharing 🔗
Strengthen secure data sharing across sectors, including opportunities for non-government data to enrich public-sector evidence.
Other Information
Page 41: The DATA scheme governs access to government data. The report also identifies opportunities for secure sharing from non-government sectors to improve public-sector evidence; access is subject to applicable authority and safeguards.
Goal 9: Stewardship 🔗
Reimagine government as a system steward supporting cooperation toward shared long-term wellbeing outcomes.
Other Information
Insight 9, pages 42–44. Stewardship supplements direct service delivery, rule setting and compliance. The aged care regional stewardship example identifies promising early results and challenges involving authority, national consistency, local flexibility and evaluation. Measuring What Matters provides five wellbeing themes and 50 indicators. Victoria’s Early Intervention Investment Framework is described on page 37 as having realised more than $3 billion in economic benefits, but on page 44 as having more than $3 billion in expected economic and financial benefits; the distinction is retained rather than resolved.
Objective 9.1: Systems 🔗
Shift from outsourcing by default and contract management toward integrated system guidance, trusted partnerships and delivery models selected for their outcomes.
Other Information
Page 42: System stewardship complements direct delivery, rules and compliance. Outsourcing should be selected where it delivers the best outcome. Regional aged care stewardship is promising but faces authority, flexibility and evaluation challenges.
Objective 9.2: Coordination 🔗
Build a common vision, share learning, coordinate efforts, test solutions, respond to local conditions and prioritise constrained resources.
Other Information
Page 42: Stewardship combines common vision, learning, coordination, testing, local responsiveness and prioritisation. Regional intelligence should inform central policy and provider capability.
Objective 9.3: Perspective 🔗
View people and organisations as an interconnected whole, recognise people’s strengths and share wellbeing goals.
Other Information
Page 43, Table 4: Three perspective criteria address interconnection, people’s strengths and common wellbeing goals. The report provides criteria but no scored assessment.
Performance Indicators
9.3.1: Interconnection
| Type | Start Date | End Date | … | Description |
|---|---|---|---|---|
| Target | People view themselves as part of an interconnected whole. | |||
| Actual | The report supplies no assessment of achievement against this criterion. |
Other Information
Report page 43, Table 4, citing Lankelly Chase. Desired system criterion, not a formally adopted or dated target; no numerical score is inferred.
9.3.2: Strengths
| Type | Start Date | End Date | … | Description |
|---|---|---|---|---|
| Target | People are viewed as resourceful and bringing strengths. | |||
| Actual | The report supplies no assessment of achievement against this criterion. |
Other Information
Report page 43, Table 4, citing Lankelly Chase. Desired system criterion, not a formally adopted or dated target; no numerical score is inferred.
9.3.3: Vision
| Type | Start Date | End Date | … | Description |
|---|---|---|---|---|
| Target | People share a common vision and wellbeing goals. | |||
| Actual | The report supplies no assessment of achievement against this criterion. |
Other Information
Report page 43, Table 4, citing Lankelly Chase. Desired system criterion, not a formally adopted or dated target; no numerical score is inferred.
Objective 9.4: Power 🔗
Share power, promote equality of voice, devolve decisions and share information and accountability.
Other Information
Page 43, Table 4: Three power criteria address equality of voice, devolved decisions, and shared information and accountability. No quantified implementation assessment is provided.
Performance Indicators
9.4.1: Voice
| Type | Start Date | End Date | … | Description |
|---|---|---|---|---|
| Target | Power is shared, and equality of voice actively promoted. | |||
| Actual | The report supplies no assessment of achievement against this criterion. |
Other Information
Report page 43, Table 4, citing Lankelly Chase. Desired system criterion, not a formally adopted or dated target; no numerical score is inferred.
9.4.2: Devolution
| Type | Start Date | End Date | … | Description |
|---|---|---|---|---|
| Target | Decision-making is devolved. | |||
| Actual | The report supplies no assessment of achievement against this criterion. |
Other Information
Report page 43, Table 4, citing Lankelly Chase. Desired system criterion, not a formally adopted or dated target; no numerical score is inferred.
9.4.3: Accountability
| Type | Start Date | End Date | … | Description |
|---|---|---|---|---|
| Target | Information and accountability are shared. | |||
| Actual | The report supplies no assessment of achievement against this criterion. |
Other Information
Report page 43, Table 4, citing Lankelly Chase. Desired system criterion, not a formally adopted or dated target; no numerical score is inferred.
Objective 9.5: Participation 🔗
Enable open and trusting dialogue, collaborative leadership at every level, feedback and collective learning that drive adaptation.
Other Information
Page 43, Table 4: Three participation criteria address trusting dialogue, collaborative leadership and feedback-driven learning. Desired criteria do not establish achieved performance.
Performance Indicators
9.5.1: Dialogue
| Type | Start Date | End Date | … | Description |
|---|---|---|---|---|
| Target | Open, trusting relationships enable effective dialogue. | |||
| Actual | The report supplies no assessment of achievement against this criterion. |
Other Information
Report page 43, Table 4, citing Lankelly Chase. Desired system criterion, not a formally adopted or dated target; no numerical score is inferred.
9.5.2: Leadership
| Type | Start Date | End Date | … | Description |
|---|---|---|---|---|
| Target | Leadership is collaborative and promoted at every level. | |||
| Actual | The report supplies no assessment of achievement against this criterion. |
Other Information
Report page 43, Table 4, citing Lankelly Chase. Desired system criterion, not a formally adopted or dated target; no numerical score is inferred.
9.5.3: Learning
| Type | Start Date | End Date | … | Description |
|---|---|---|---|---|
| Target | Feedback and collective learning drive adaptation. | |||
| Actual | The report supplies no assessment of achievement against this criterion. |
Other Information
Report page 43, Table 4, citing Lankelly Chase. Desired system criterion, not a formally adopted or dated target; no numerical score is inferred.
Objective 9.6: Budgets 🔗
Make long-term wellbeing central to budget decisions using outcome indicators, avoided costs and evidence of long-term value.
Stakeholders:
🏢The Treasury Wellbeing Framework : Provide the Measuring What Matters national wellbeing framework. (Performer)
Other Information
Pages 43–44: Wellbeing-centred budgets use evidence of outcomes, avoided costs and long-term value. Technical tools need supporting behaviours of collaboration, trust and shared purpose.
Objective 9.7: Measurement 🔗
Use wellbeing frameworks and community-informed evaluation to assess progress, guide equitable investment and improve outcomes rather than merely output volume.
Stakeholders:
🏢Australian Bureau of Statistics Wellbeing Reporting : Update the Measuring What Matters indicators through the ABS dashboard. (Performer)
Other Information
Pages 12 and 43–44: Measuring What Matters covers healthy, secure, sustainable, cohesive and prosperous themes with 50 indicators. Figure 2 adds four comparative outcome measures. These are national context, not outcomes attributable solely to this report. The 50-indicator framework is not enumerated in the source.
Performance Indicators
9.7.1: Wellbeing framework indicator coverage
| Type | Start Date | End Date | Number of indicators | Status | Description |
|---|---|---|---|---|---|
| Actual | 50 | Baseline | Report page 43; Measuring What Matters tracks 50 indicators. This measures framework coverage, not wellbeing achievement. The individual indicators are not enumerated in the report. | ||
| Actual | - | TBD — follow-up observation not supplied by the source. |
Other Information
Report page 43; Measuring What Matters tracks 50 indicators. This measures framework coverage, not wellbeing achievement. The individual indicators are not enumerated in the report. Baseline is the first observation recorded in this rendition; no target is specified.
9.7.2: Life expectancy
| Type | Start Date | End Date | Years | Status | Description |
|---|---|---|---|---|---|
| Actual | 83.2 | Baseline | Australia. Life expectancy at birth. Figure 2 gives no observation year; the 2025 reference publication date is not assumed to be the observation date. | ||
| Actual | 81 | Comparative benchmark | OECD average. Life expectancy at birth. Figure 2 gives no observation year; the 2025 reference publication date is not assumed to be the observation date. |
Other Information
Figure 2, page 7; reference 9: AIHW, Australia’s welfare 2025: in brief. OECD comparator is a reported comparative observation, not an Australian target. Life expectancy at birth.
9.7.3: Educational attainment
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 51.4 | Baseline | Australia. People aged 25–64 with a tertiary qualification. Figure 2 gives no observation year; the 2025 reference publication date is not assumed to be the observation date. | ||
| Actual | 40.7 | Comparative benchmark | OECD average. People aged 25–64 with a tertiary qualification. Figure 2 gives no observation year; the 2025 reference publication date is not assumed to be the observation date. |
Other Information
Figure 2, page 7; reference 9: AIHW, Australia’s welfare 2025: in brief. OECD comparator is a reported comparative observation, not an Australian target. People aged 25–64 with a tertiary qualification.
9.7.4: Unemployment rate
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 3.7 | Baseline | Australia. People aged 15–64; lower is preferable. Figure 2 gives no observation year; the 2025 reference publication date is not assumed to be the observation date. | ||
| Actual | 5 | Comparative benchmark | OECD average. People aged 15–64; lower is preferable. Figure 2 gives no observation year; the 2025 reference publication date is not assumed to be the observation date. |
Other Information
Figure 2, page 7; reference 9: AIHW, Australia’s welfare 2025: in brief. OECD comparator is a reported comparative observation, not an Australian target. People aged 15–64; lower is preferable.
9.7.5: Housing affordability
| Type | Start Date | End Date | Percent | Status | Description |
|---|---|---|---|---|---|
| Actual | 81.8 | Baseline | Australia. Average household income retained after housing costs; this is not the percentage of affordable dwellings. Figure 2 gives no observation year; the 2025 reference publication date is not assumed to be the observation date. | ||
| Actual | 80 | Comparative benchmark | OECD average. Average household income retained after housing costs; this is not the percentage of affordable dwellings. Figure 2 gives no observation year; the 2025 reference publication date is not assumed to be the observation date. |
Other Information
Figure 2, page 7; reference 9: AIHW, Australia’s welfare 2025: in brief. OECD comparator is a reported comparative observation, not an Australian target. Average household income retained after housing costs; this is not the percentage of affordable dwellings.