Part 1: The year in review
Departmental overview
FaCS Strategic Statement 2002–05
The FaCS Strategic Statement clearly sets out FaCS' strategic directions and what the department has to do to achieve its three outcomes.
In essence, the statement underpins all of the department's policy and planning approaches, management processes and performance reporting.
Our vision
FaCS is committed to achieving its vision of 'a fair and cohesive Australian society'.
Our purpose–what we are here to do
FaCS takes the lead and works with others to help families, communities and individuals build their self-reliance and make choices through:
- economic and social participation
- prevention and early intervention
- a responsive and sustainable safety net.
Our three outcomes–the difference we will make
Whatever their role, everyone in FaCS works towards achieving three outcomes:
- Families are strong.
- Communities are strong.
- Individuals reach their potential.
FaCS Priorities Plan 2003–04
FaCS' Priorities Plan is a working document, designed to help and guide everyone in FaCS with business and other planning. It provides a focus for each person in FaCS to think about their work and how it links with the Government's objectives and what happens in the rest of the department.
The six priorities in the plan are:
- Investing in children and strengthening families
- Participation
- Implementation and service delivery
- Financial integrity
- People
- Knowledge.
These priorities do not account for all of the activities and important work of the department, but represent areas where FaCS decided to put in additional effort to meet emerging needs and contribute to government expectations.
What FaCS spends and where
Total expenses in 2003–04 were $67.7 billion–that is, around 8 per cent of Australia's gross domestic product.
The majority of expenses are for more than 30 individual income support and family assistance payments. Total expenses on these payments were $61.4 billion in 2003–04. Figure 1 shows 2003–04 expenses on the seven largest payments and their share of total income support and family assistance payment expenses.
The remainder of expenses go to a wide range of other programs and operational expenditure. See Volume two for detail.
Delivering on family assistance
With the Government firmly focused on family and children's issues over the past year, the 2004–05 Budget delivered the largest package of family assistance ever implemented. Overall, the More Help for Families package includes support for families with the costs of raising children, income tax measures and incentives to save for retirement.
For FaCS, the three key themes are assisting families to raise their children; improving rewards from working; and helping families to balance their work and family responsibilities.
This includes a one-off payment to families with dependent children of $600 a child; relaxation of the income tests for both Family Tax Benefit (A) and Family Tax Benefit (B); an ongoing payment of $600 a child payable after tax returns are submitted each year; and a non-income tested Maternity Payment of $3000 (from 1 July 2004), increasing to $4000 from 1 July 2006 and then to $5000 from 1 July 2008.
Figure 1 Major income support and family assistance payments, 2003–04 (Text description)
' Working on the More Help for Families package showed us how professional and dedicated FaCS staff are in achieving outcomes. It was fantastic to see how people from a range of areas in FaCS and colleagues in other agencies pulled together under great time pressures and were able to deliver a significant package of policy measures for Australian families.'
– Ian Wannan, Mike Gehrig, Allan Groth (Family Payments Branch); Suzan Djura, Janet Vidler(Legal Services Branch); Donna Phillips (Budget Development Branch)–some of the many FaCS National Office people involved in the process
' It's an important part of our job to understand the needs and concerns of the people with disabilities who use our services, and of their families and carers. The informationsessions for families and carers we held on the recent changes were really well received. Feedback from the sessions was very positive, particularly about the focus on employment and the flexibility offered by the assistance package for services.'
– Noel Pollard, Frank Dinneen, Rod McNab, Marjorie Jackson (Brisbane); Judy Paton, Mark Norris (Townsville) – Queensland Office Participation Unit
As well, the Budget and announcements in December 2003 included 40 000 more outside school hours care places, 4000 additional family day care places, and an expansion of playgroup services.
An extra $16.3 million over four years was also provided for the Child Care Support Program (previously known as the Child Care Support Broadband). The funding is to establish services in high-need rural, regional and Indigenous communities and to support the inclusion of children with additional needs into quality child care.
On 2 June 2004 Minister Anthony announced additional Child Care Support Program initiatives. These brought the level of funding for 2004–05 to $226 million–that is, an increase of $25 million over last year's funding.
Supporting people with disabilities and their carers
In recognition of the important work of individuals who care for people with disabilities, the 2004–05 Budget included a $461 million package that includes help for carers to stay connected with the community; better access to respite care for older parents who are caring for their son or daughter with a disability; and more support for young carers.
From 1 September 2004 eligibility for Carer Allowance will be extended to more than 13 000 carers who do not live with the people for whom they care.
As well, a range of programs will be piloted to support carers, and an advisory body will be established to work with state and territory governments to develop better transitional planning for ageing carers of children with disabilities.
The Budget also reaffirmed the April 2004 'Security, Quality Services and Choice for People with Disabilities' announcement of $99 million over four years to support a viable and sustainable disability employment sector.
The funding will assist disability business services to improve their viability and to meet the costs of award-based wages. It comes with a guarantee that no person with a disability will lose access to a service because of the reforms to business services–for example, the introduction of case-based funding and quality assurance standards.
Developing an early childhood agenda
During the year FaCS continued to work with Minister Anthony on developing the National Agenda for Early Childhood.
Extensive nationwide consultations–with state and territory government officials, local government, experts in early childhood, community organisations, professionals working with children, Indigenous representatives, and parents–were completed.
FaCS staff also discussed the agenda with their state and territory government counterparts, and the agenda was raised at ministerial council meetings that deal with childhood-related issues. In the coming year more formal discussions will take place.
In October 2003 the report on those consultations, Towards a National Agenda for Early Childhood–What You Told Us, was released. The report outlined feedback from the national agenda consultations, which reflected significant and bipartisan support for an early childhood agenda.
All stakeholders agreed with the aim to better support parents and to focus on young children's needs, recognising the importance of the early years of a child's life.
As well, people agreed that clearer statements concerning the roles and responsibilities of all levels of government and the community sector, and better integration of services for families and children, were needed.
In the coming year the agenda will move forward in the four priority areas:
- healthy young families
- early learning and care
- supporting families and parents
- child-friendly communities.
In February 2004 the first data collection wave of the Growing Up in Australia longitudinal study began. The Australian Institute of Family Studies–part of the FaCS portfolio–is conducting the study with a consortium of leading researchers from universities and research institutions around Australia.
This study, along with a longitudinal study of Indigenous children, will gather Australia-wide data on numerous aspects of a child's life, including their experiences within their families and communities and at child care, their health, and in their early years of education. Establishing a solid evidence base will help ensure that future family and children's policies are targeted, effective and practical.
' Working on the National Agenda for Early Childhood has been challenging, yet exciting and rewarding. It's been fun to work on something we know to be important–for us personally, for FaCS, and for this country's future. We've had great support from all kinds of people and groups and, encouragingly, from Finance and Treasury. Bringing together interesting combinations of ideas across departments, sectors and governments, we had the chance to think creatively and ambitiously about ways to improve the lives of children and their families.'
– Kim Nguyen and Jean Gifford (Family and Children's Policy Branch, National Office)
' Without doubt several Stronger Families and Communities Strategy projects have made significant and positive differences to some of the most disadvantaged communities in Tasmania. And because it's about governments working with local people, and decisions being based on what communities themselves want, the department is now starting to be seen as a 'partner' and not just a bureaucracy.'
– John Hargrave (Tasmanian Office)
Strengthening families and communities
Drawing heavily on the evidence collected in developing the National Agenda for Early Childhood, the Budget included a major extension to the successful Stronger Families and Communities Strategy. At a cost of $356.8 million over the next four years, the 'new-look' strategy builds on the considerable investment in early childhood development and parenting made since 2000.
Over the past four years, the strategy allocated more than $220 million to almost 700 projects to strengthen families and communities across the country.
Designed once again around the twin concepts of the social coalition and early intervention, the strategy will focus on early childhood by funding four major 'streams':
- more than $70.5 million for 'Early Childhood–Invest to Grow'–to support existing, successful early childhood programs and to develop resources for parents, professionals, governments, and community organisations that influence childhood development
- $60 million for 'Local Answers'–to give communities the power to develop their own solutions and help them help themselves by supporting locally based projects
- $125.3 million for 'Choice and Flexibility in Child Care'–to continue in-home child care, extend incentives for providers to set up services in areas of high need, and help implement quality assurance systems for family day care and outside school hours care
- $110 million for 'Communities for Children'–to target up to 35 disadvantaged communities to undertake early childhood initiatives.
As a new model of service delivery, 'Communities for Children' represents a new way of FaCS doing business with community organisations.
With funding of between $1 million and $4 million going to each disadvantaged community, selected non-government organisations like Mission Australia, Anglicare and the YWCA will act as 'facilitating partners' to manage and implement the program in nominated sites.
The facilitating partner will bring the community together to talk about local issues that affect young children and jointly develop a community action plan. Based on the community's priorities, the facilitating partner–not the department–will distribute the funding to existing and new services.
Broadening our horizons
In Australia ...
In its 'Statement of Commitment to Aboriginal and Torres Strait Islander People', FaCS recognises that 'Indigenous business is everybody's business', and the department strives to integrate this thinking into everything it does.
The mainstreaming of ATSIC and ATSIS functions announced by the Prime Minister in April 2004 is set to reinforce this commitment and expand the department's responsibilities in delivering Indigenous services. In this the department will be assisted by more than 200 staff transferred to FaCS to handle these functions.
To take effect on 1 July 2004, the functions transferring to the FaCS portfolio from ATSIC and ATSIS are the Community Housing and Infrastructure Program (CHIP) and family violence (jointly with the Attorney-General's Department). The ministers for Family and Community Services and Finance and Administration will also have oversight of Aboriginal Hostels Limited.
Following the announcement of the changes, the department set up a high-level steering committee to ensure smooth transitions in service delivery and to extend a warm welcome to the new staff. The FaCS state and territory office network played a key role in making the transfer of functions and staff seamless and successful.
FaCS will broaden its horizons with around 160 of the new staff regionally based in the planned network of Indigenous Coordination Centres. Including officers working directly to several major departments, the centres will help to implement a whole-of-government approach to delivering Indigenous services and programs.
Including officers working directly to several major departments, the centres will help to implement a whole-of-government approach to delivering Indigenous services and programs.
The centres will work with local communities to ensure that services are delivered in 'joined up' and customised ways and to negotiate regional and local agreements for effective partnerships and shared responsibilities.
This approach of shared responsibility is starting to work well, with eight Indigenous Community Coordination Pilot projects already endorsed by the Council of Australian Governments.
As the lead Australian Government agency at the Wadeye pilot in the Thamarrurr region in the Northern Territory, FaCS is already learning some practical lessons about the shared responsibility model in working closely with other government agencies and communities. At Wadeye this involves federal and state government agencies, the Thamarrurr Regional Council and the people of Wadeye themselves.
The 'Shared Responsibility Agreement' for Wadeye sets out the priority areas for action–youth, housing and construction, and women and families. Progress includes plans to build more houses and have local people involved in their design, construction and maintenance; a strategy to provide local jobs for local people; and an economic education project for the whole region.
As a relatively new phenomenon in the way FaCS does business with Indigenous communities, the Wadeye pilot involves genuine and working partnerships and, although it is early days, the lessons learned could contribute to the way the department works with Indigenous communities in the years to come.
' It really came home to me what this approach and relationship with the Wadeye people meant when one of the community leaders said recently, "This work is about us helping governments to change their attitude in how they work with us". That says it all to me.'
– Agnese Rinaldi (Indigenous Policy and North Australia Office)
And internationally ...
The year saw two new bilateral international social security agreements signed with Croatia and Chile, bringing to 16 the number of social security agreements in place between Australia and other countries. Generally the agreements allow Australian residents to maximise their income by helping them to claim payments from other countries where they have spent part of their working life.
Internationally recognised as a leader in social policy development and service delivery systems, FaCS continued to share its expertise with and learn from other nations.
In October 2003, the department hosted the Six Countries Meeting on Social Security, held at Uluru in the Northern Territory. Bringing together senior officials of national social security agencies from Australia, Britain, Canada, Ireland, New Zealand and the United States, the meeting provided an opportunity to exchange information on issues such as assisting people with disabilities to enter or return to the workforce, making a difference to customers in service delivery and responding to Indigenous policy challenges.
In April 2004, Minister Patterson opened the Australia–Vietnam Sectoral Conference on Retirement Incomes in Hanoi. Along with officials from various government agencies, the Australian delegation included business sector representatives interested in retirement incomes, funds management and prudential regulation. Topics covered at the conference included reforms to the Australian and Vietnamese social security systems; the structure, management and regulation of social security and pension funds; and fraud control and compliance. Apart from sharing information and cementing networks between the two countries, it is likely that commercial opportunities will flow to Australia, especially in the areas of prudential regulation and actuarial sciences.
In April Minister Patterson also co-hosted, with Vietnam's Minister Le Thi Thu of the Vietnam Commission for Population, Family and Children, the East Asia Ministerial Forum on Families in Hanoi. Bringing together ministers responsible for family policy from ASEAN countries, China and Australia, the forum issued a 'Hanoi Statement for Regional Cooperation on the Family'. The statement represents a regional commitment raising the profile of family policy and recognising its important contribution to social progress and stability in the region. It also provides a framework for cooperation over the medium- to long-term on research, policies and programs relating to families.
' I think the strong relationship between FaCS and Vietnam Social Security reached a new benchmark at the conference in Hanoi, especially with the discussions involving highlevel officials and business people from both countries meeting face-to-face, many for the first time. Although our countries are different, we do have common challenges in the area of retirement incomes–that's how best to structure and manage our pension andretirement schemes into the future.'
– Alex Dolan (Seniors and Means Test Branch, National Office)
Valuing our people and implementing change
During the year, FaCS continued its commitment to valuing and developing its people, with new approaches to the graduate program, workforce and succession planning, change management, and the introduction of a staff recognition scheme.
In November 2003 the Secretary launched the department's Compass program, which broadens graduate recruitment activities to include current staff as well as people without qualifications or experience who want to work at FaCS. Compass participants undertake an 18-month program of on- and off-the-job learning and development, networking and, for some, the chance to gain nationally recognised qualifications. Starting in February, this year's Compass intake includes 16 university graduates, seven trainees and five FaCS staff.
The FaCS People Recognition Strategy was introduced in March 2004 to foster a culture of appreciation for the achievements of the people who work in FaCS. Encompassing arrangements for Australia Day medals and NAIDOC Week awards, the strategy also includes a new Recognise and Appreciate People Scheme (RAPS). Designed to say 'thank you for a job well done', RAPS acknowledges people's outstanding contributions all year round, at the workplace level, and nationally by the Secretary.
Following the announcement of a FaCS restructure, the department took a consultative approach to managing change by setting up several cross-branch working groups to support implementation. By bringing in the 'right people at the right time' and using the FaCS project management framework, the focus was on communication and consultation throughout our department. By 1 July 2004 the department was well placed to implement the restructure at the broader level, and managers and staff continued to get strong support for the changes needed at the workplace level.
In the area of workforce planning, FaCS continued to implement its strategies to build the department's capacity to meet its future workforce needs. Stemming from this, in 2003–04 the department took the first steps in succession management planning. Endorsed by the Secretary in February 2004, the department's approach is to create a succession pool of staff with the capacity and knowledge to take on critical functions if the need arises.
' Being in the Compass program is a wonderful introduction to the department. It's a great way to find out about the work FaCS does. Because I'll have four rotations over 18 months, I'll get to work in a cross-section of areas. On top of the learning and development opportunities and the excellent support network, people are going 'above and beyond' to help me make a positive start to my new career.'
– Elizabeth Hardy (Compass participant, National Office)
Valuing our people and implementing change
During the year, FaCS continued its commitment to valuing and developing its people, with new approaches to the graduate program, workforce and succession planning, change management, and the introduction of a staff recognition scheme.
In November 2003 the Secretary launched the department's Compass program, which broadens graduate recruitment activities to include current staff as well as people without qualifications or experience who want to work at FaCS. Compass participants undertake an 18-month program of on- and off-the-job learning and development, networking and, for some, the chance to gain nationally recognised qualifications. Starting in February, this year's Compass intake includes 16 university graduates, seven trainees and five FaCS staff.
The FaCS People Recognition Strategy was introduced in March 2004 to foster a culture of appreciation for the achievements of the people who work in FaCS. Encompassing arrangements for Australia Day medals and NAIDOC Week awards, the strategy also includes a new Recognise and Appreciate People Scheme (RAPS). Designed to say 'thank you for a job well done', RAPS acknowledges people's outstanding contributions all year round, at the workplace level, and nationally by the Secretary.
Following the announcement of a FaCS restructure, the department took a consultative approach to managing change by setting up several cross-branch working groups to support implementation. By bringing in the 'right people at the right time' and using the FaCS project management framework, the focus was on communication and consultation throughout our department. By 1 July 2004 the department was well placed to implement the restructure at the broader level, and managers and staff continued to get strong support for the changes needed at the workplace level.
In the area of workforce planning, FaCS continued to implement its strategies to build the department's capacity to meet its future workforce needs. Stemming from this, in 2003–04 the department took the first steps in succession management planning. Endorsed by the Secretary in February 2004, the department's approach is to create a succession pool of staff with the capacity and knowledge to take on critical functions if the need arises.
' Being in the Compass program is a wonderful introduction to the department. It's a great way to find out about the work FaCS does. Because I'll have four rotations over 18 months, I'll get to work in a cross-section of areas. On top of the learning and development opportunities and the excellent support network, people are going 'above and beyond' to help me make a positive start to my new career.'
– Elizabeth Hardy (Compass participant, National Office)