Hearing Australia Corporate Plan - FY 2021-25 Providing world leading research and hearing services for the wellbeing of all Australians
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Hearing Australia Corporate Plan FY 2021–25 Providing world leading research and hearing services for the wellbeing of all Australians w hearing.com.au %
Contents Foreword 3 Introduction 4 Overview 4 Our Purpose 5 Our vision 5 Our functions 5 Our Operating Environment 6 Key drivers 6 Hearing loss in Australia 6 Our clients 7 The COVID-19 pandemic 8 Making it faster, easier and better for our clients 8 Prevention of avoidable hearing loss 9 Using research to make a difference 9 Our Strategic Focus 10 Strategic Pillars 10 Our Governance Arrangements 11 Risk Management 13 Our approach to risk 13 Our strategic risks 13 Our Performance Measures 14 Attachments 15 ATTACHMENT A – Performance Metrics 16
COVID-19 pandemic (the pandemic) and faces has embraced during this unprecedented time.
significant disruption
significant andand
disruption uncertainty.
uncertainty. With the the
With support of Government,
support of Government, we have increased
we have increased
ThisThis
is clearly a challenging
is clearly timetime
a challenging thatthat
will will
impact our our
impact access to our
access services
to our to all
services toAustralians andand
all Australians worked
worked
clients, our partners, the communities we serve
clients, our partners, the communities we serve and and rapidly to implement a suite of new tele-audiology
rapidly to implement a suite of new tele-audiology
the the
economy wellwell
intointo
the the
future. services thatthat
both meet clinical standards andand
have
Foreword
economy future. services both meet clinical standards have
been embraced by our clients.
been embraced by our clients.
OurOurresponse
response hashas been beengrounded
grounded in three key key
in three
principles:
principles: We Wewill will
continue
continue to make
to makeour ourservices
services easier andand
easier
This Corporate Plan (the Plan) has been prepared at Over
faster to the
accessnext 12
acrossmonths,
Australiawe will
in
faster to access across Australia in line with grow
line withour workforce
the the
• to• doto everything
dowheneverything we canweand to protect
can to protectour ourpeople
people
a time Australia the rest of world is starting flexibility
needs
needsof our and
clients
of our capability
andand
clients to
the the meet
broader
broader current and
expectations
expectations of of
andand our our
clients in
clients line
in with
line our
with organisational
our organisational
to recover from the COVID-19 global pandemic. emerging
the the
Government. priorities.
We We
will will
also enhance
continue
Government. We will also continue to support the our
to ability
support the
responsibilities
responsibilities andand Government
Government expectations
expectations to respondobjectives
Government’s
Government’s to change
objectives and
of ofoptimise
improving
improving our business
accessibility
accessibility
Over
and the past
directions;
and directions; year Hearing Australia has remained
systems
of hearing
of hearing and
services processes.
servicesfor the Wemost
most
for the will make
vulnerable it people
vulnerable faster and
people
open for business, with over 95 per cent of our people
• to• remain
to remain ‘open ‘openfor business’ given the the
importance easier for clients to access our services, in line with
presenting for workfor everybusiness’ given
day, including importance
during State in society.
in society.
of hearing
of hearing services
services for our
for clients
our andand
clients stakeholders,
stakeholders, community and government expectations. We will
and Territory lockdowns. AndAndwe remain
we remain committed
committed to pursuing
to pursuing an ambitious
especially
especially in times
in timesof crisis; andand
of crisis; continue to deliver high value researchan ambitious
which has
Every week we have helped, and continue to help, transformation
transformation agendaagenda to prevent
to prevent hearing
hearingloss andand
loss
tangible benefits for people with hearing loss. And
• to• pivot for the
to 12,000
pivot for future
the futureto ensure thatthat
to ensure we emerge
we emerge to improve
to the the
quality and efficiency of our our
services
over children, adults, pensioners and veterans weimprove
will continue quality
to holdand ourefficiency
clients at of the heart services
of
fromfromthe the
pandemic withwitha healthy workforce and
across a national network of 171 hearing centresand
pandemic a healthy workforce based
basedon world
on leading
world
everything we do. leadingresearch,
research, innovation
innovation and the the
and
reputation
reputation andand are arewellwell
positioned
positionedto achieve
to achieve use use
of data.
of data.
and 330 visiting sites. This includes helping some
our our
commercial
commercial andand community
community (not-for-profit)
(not-for-profit) We look forward to working with the Government and
ten newborn children hear for the first time each ThisThis
PlanPlan
therefore,
therefore,outlines howhow
outlines we will dealdeal
we will withwith
objectives.
objectives. our partners to provide world leading research and
week and access early intervention services from the the the
impact
impactof the
of pandemic,
the pandemic, ensure
ensure our long-term
our long-term
hearing services for the wellbeing of all Australians
National
TheTheorganisation Disability
organisation hashas Insurance
responded
responded Scheme
wellwell
to the (NDIS).
to the financial sustainability
financial sustainability andand staystay
focused on our
focused on our
over the coming 12 months and beyond.
challenge.
challenge. At theAt timetime
the of preparing
of preparing thisthis
Plan, 97 per
Plan, 97inper strategic priorities that will deliver
strategic priorities that will deliver maximum maximum value to to
value
Each year our people visit thousands of clients
centcent
of our workforce
of our workforce of 1,354 people
of 1,354 were
people at work,
were at work, our our
clients, partners
clients, partners andand Government.
Government.
their homes, support some 46,000 residential aged
withwith
120 120
of them
of themoffering
offeringto beto seconded
be seconded to Services
to Services
care clients, travel to over 220 regional and remote
Australia. We We
Australia. are arefully operational across Australia
communities, andfullyprovideoperational
servicesacross
through Australia
a fleet
withwith
all of
allour
of 166 166
our hearing
hearing centres open
centres openfor business
for business
of 12 mobile screening centres which travel many
andand we are
we arehelping
helpingsome some 2,000 children,
2,000 young
children, young
thousands of kilometres every year.
adults, adults,
adults, pensioners
adults, pensioners andand veterans
veteranseach eachdayday
This
(similar Plan
to lays
pre-pandemicthe foundation
(similar to pre-pandemic levels). levels). to build on this success
and outlines how we will: Dr Peta Seaton
Dr Peta AM AM
Seaton Kim Terrell
KimKim Terrell
Terrell
Chair
Chair Managing
Managing
Managing Director
Director
Director
• deliver excellent client outcomes
• provide great value to government and our
partners, and
• continue our journey to being a high performing
organisation.
3 3
3Introduction
Overview The AHS Act requires the delivery of the Plan to the
Minister for Government Services and the Minister for
The Board of Hearing Australia (the Board), as the Finance at least 60 days before the start of the first
accountable authority, advises that: reporting period to which the Plan relates.
• this Plan has been prepared in accordance This Plan outlines how Hearing Australia will achieve
with section 35(1)(b) of the Public Governance, its goals, with a strong focus on:
Performance and Accountability Act (2013) (the
PGPA Act) and sections 36-40 of the Australian • making it faster and easier for anyone to get
Hearing Services Act (1991) (the AHS Act) and our help
in accordance with section 16E of the Public • delivering impactful community outcomes
Governance, Performance and Accountability Rule
• maintaining our financial stability
2014 (PGPA Rule)
• delivering research which has tangible impacts on
• the reporting period for the Plan is the year
people with hearing loss
beginning on 1 July 2021 and ending on
30 June 2022 (Financial Year 2021-22), and • building operational capability, efficiency and
productivity, and
• the Plan covers the period from 2021-22 to
2024-25. • protecting the hearing health of all Australians.
4Our Purpose
Our vision Our functions
Our vision is to provide world leading research and Hearing Australia is a corporate Commonwealth
hearing services for the wellbeing of all Australians. entity and accountable to the Minister for
Government Services.
Our vision explains our purpose, why we are here
and what we aspire to achieve. We have a clear Hearing Australia’s functions are defined under
responsibility to deliver the best possible hearing Section 8 of the AHS Act. These functions include:
health care for our clients and the communities we
• the provision of hearing services to voucher
serve, and to provide value to Government and our
holders under the Government’s Hearing Services
stakeholders.
Program and to designated persons eligible under
We seek to create a positive impact in our day- the Community Service Obligations (CSO) Program
to-day work and contact with our clients and their (including children, young adults, adults with
families and communities, the Government, our complex needs and Aboriginal and Torres Strait
partners and our people. Islanders)
What we do changes lives and we do this with • the provision of hearing services to Comcare
the greatest levels of care, compassion and clients and Commonwealth employees
professionalism.
• entering into arrangements for the supply,
Our services are essential for those we serve, research, design and development of hearing
particularly given the importance of good hearing services, including providing services to anyone
in families, workplaces and communities. Our world- with a hearing loss
leading research leads to improvements in hearing
• carrying out research
health care and delivers insights into how to better
prevent hearing loss and how best to treat those • providing advice, education, training and
with hearing health needs. Delivering on our purpose consultancy services in relation to hearing services.
contributes to national health outcomes. The AHS Act also sets out a range of governance
obligations and operational requirements for the
organisation.
This means we work closely with government
departments, agencies and partners to ensure our
research and hearing services are of the highest
standard and deliver improved hearing health
outcomes for the community.
We support initiatives to prevent hearing loss and
advocate for improved access to, and quality of,
hearing health services across Australia. We also run
campaigns and events to raise public awareness of
the importance of good hearing health and, through
our research arm the National Acoustic Laboratories,
regularly publish internationally recognised research
into hearing loss.
5Our Operating Environment
Key drivers Hearing loss in Australia
Hearing Australia operates in a rapidly changing Over 3.6 million Australians have hearing loss and
and highly competitive environment. While the this number will double by 2060. This is a major
hearing health of the nation is becoming increasingly economic and social challenge. Access Economics
important, there are other factors at work. Key drivers estimated in 2017 that hearing loss cost the economy
of change include: some $33 billion1. These costs will grow with an
ageing population.
• broader economic and consumer spending trends
Despite the large number of Australians impacted
• the rapid advancement of hearing device
by hearing loss, capabilities in the primary health
technologies, coupled with the increasing
system to identify and support people with hearing
differentiation of devices and the rise of
loss are declining, especially in relation to very young
alternatives to ‘traditional’ hearing aids
children. That is why we invest in building capabilities
• the changing needs and expectations of clients, across sectors, including in primary health and
along with advances in digital health solutions education.
• the operation of the Government’s Hearing Hearing loss can have a profound impact on
Services Program and its impact on the an individual, leading to reduced workforce
hearing sector participation, loss of productivity and social isolation.
• an increasingly dynamic and competitive If not addressed early, hearing loss can change the
marketplace dominated by large, multinational way children speak, learn and interact with others.
hearing device manufacturers Aboriginal and Torres Strait Islander children suffer
• ongoing changes associated with an ageing middle ear infection (otitis media) earlier, more
population and growth in metropolitan areas. frequently and with more serious complications than
non-Indigenous children. Among children aged 0–14,
Aboriginal and Torres Strait Islander children are
twice as likely to have a long-term ear or hearing
problem and three times as likely to have otitis
media2,3. If left untreated, chronic ear infections can
result in hearing loss. This can have lifelong impacts,
leading to poor educational outcomes, limited
employment opportunities and increased contact
with the criminal justice system4.
1. Deloitte Access Economics (2017). The social and economic cost of hearing loss in Australia, p3 http://www.hcia.com.au/hcia-wp/wp-
content/uploads/2015/05/Social-and-Economic-Cost-of-Hearing-Health-in-Australia_June-2017.pdf
2. Australian Institute of Health and Welfare (2020) Indigenous Hearing Health Indigenous hearing health - Australian Institute of Health and
Welfare (aihw.gov.au)
3. Australian Bureau of Statistics 2018-19 National Aboriginal and Torres Strait Islander Health Survey. ABS cat. no. 4715.0. Canberra: ABS.
4. Australian Institute of Health and Welfare (2020) Indigenous Hearing Health Indigenous hearing health - Australian Institute of Health and
Welfare (aihw.gov.au)
6Our work in Aboriginal and Torres Strait Islander Our clients
communities has shown that some 30 per cent of
children under the age of six have undiagnosed Our clients are at the heart of everything we do.
middle ear infections and 25 per cent have some We help anyone who needs us, regardless of their
form of undiagnosed hearing loss. This must change. financial circumstances, age or location and this
became particularly important during 2020. We offer
Further, there are unacceptably long wait times a wide range of information, education, research
in publicly funded clinical referral pathways for and clinical services, including the fitting of hearing
Aboriginal and Torres Strait Islander children, devices and follow-up services.
sometimes by up to 42 months in urban areas and
51 months in regional areas5, compounding the We provide Government-funded hearing services to:
impacts of chronic ear infections. By comparison, • pension concession card holders
where private services are available, the total
• recipients of Centrelink sickness allowance
pathway is up to nine months in remote and urban
areas, and up to 12 months in regional areas. • holders of a Department of Veterans’ Affairs Gold
and White card
We also know the incidence of hearing loss increases
sharply with age, with around 70 per cent of • National Disability Insurance Scheme (NDIS)
Australians over the age of 70 experiencing some participants
degree of hearing loss. Research also indicates that • children and young adults under the age of 26
hearing loss is the largest potentially modifiable risk years
factor for dementia and the prevention or treatment
of hearing loss in midlife could reduce the incidence • adults with complex hearing needs
of dementia by as much as nine per cent6. • Aboriginal and Torres Strait Islander adults
The management of sensory loss, particularly aged over 50 years or who are participating in
hearing, has also been recognised as a key issue Community Development Programs.
in the provision of aged care services7 and in the We also provide hearing services to people not
recent Royal Commission into Aged Care Quality eligible for government-funded services.
and Safety. As a result, Hearing Australia will do more
to engage with the aged care sector over the next
12 months to support the Government’s broader
response to the Royal Commission’s findings and
recommendations.
There is also limited focus on the prevention of noise-
induced hearing loss through occupational and
recreational noise exposure. Further work is required
to raise awareness of the threat and impact of noise
related hearing loss and to better understand how
to encourage individuals and organisations to take
action to protect the hearing health of Australians.
5. National Acoustic Laboratories (2020) Developing a Timeframe for Action on Hearing Healthcare for Aboriginal and Torres Strait Islander
children below 6 years of age. Unpublished.
6. Livingston, G; Sommerlad, A.; Orgeta, V.; et al. (2017) Dementia prevention, intervention and care Lancet 390: 2673-2734
7. Australian Government response to the Standing Committee on Health, Aged Care and Sport (2018) Still waiting to be heard… Report on
the Inquiry into the Hearing Health and Wellbeing of Australia https://www.health.gov.au/sites/default/files/response-still-waiting-to-
be-heard.pdf
7The COVID-19 pandemic Making it faster, easier and better for
our clients
Our response to the pandemic was grounded in the
need to protect our people and clients, to be open Hearing Australia has made significant investments
to anyone who needed our help, and to continue to in understanding our clients’ needs and building our
transform our services so that we could achieve our capabilities to deliver better value for government
current and future objectives. We were mindful of the and the community. We have also accelerated our
Australian Government’s employment and service progress in fostering innovation and leveraging digital
continuity priorities and also our capacity to support technologies to improve access to our services. This
those priorities. has laid the groundwork to deliver the quality of
Over the coming 12 months we will build on this care and outcomes which set the benchmark for the
success by maintaining client and staff wellbeing, industry.
encouraging our people to access COVID-19 Over the next 12 months we will further enhance our
vaccines, and continuing to operate in line with ability to operate flexibly, to simplify the process
relevant Commonwealth, State and Territory of accessing care, to capitalise on emerging
guidelines. opportunities, and continue to modernise our
We are now focused on locking in the benefits of the systems.
business transformation efforts we accelerated in We will make it easier for everyone to access,
response to the pandemic. This includes increasing understand and benefit from our services by
our adoption of digital and tele-health services to supporting informed decision making; expanding our
provide seamless end-to-end journeys for our clients. use of technology, research and innovation to deliver
better hearing solutions across all service streams;
and building on our collaborative efforts to deliver
impactful outcomes for the hearing health of all
Australians.
Our Systems Modernisation Program will also enable
us to better predict, manage and optimise how
and when we deliver our services and increase the
efficiency of our entire organisation.
8Prevention of avoidable hearing loss Using research to make a difference
With the support of Government, we are significantly Hearing Australia is committed to providing world
increasing our collaborative efforts to prevent leading research into hearing loss through our
avoidable hearing loss in high risk communities and research arm, the National Acoustic Laboratories
have an ambitious target of reducing the rate of (NAL). NAL’s mission is to lead the world in research
hearing loss in Aboriginal and Torres Strait Islander and evidence-based innovation to improve the
children by at least half by 2029. lives of people with hearing loss. Over the coming
12 months NAL will deliver a range of projects
A key element of this work is the delivery of Hearing
funded by the Government, NAL’s commercial
Australia’s Hearing Assessment Program – Early
partners and Hearing Australia to support ongoing
Ears (HAPEE). This program is funded by the
policy reform and improvements to service delivery,
Government and targeted at the early identification
clinical outcomes and the prevention of avoidable
and treatment of ear disease and hearing loss in
hearing loss.
Aboriginal and Torres Strait Islander children aged
0 to 6 years. The program operates nationally
and involves Hearing Australia staff working
collaboratively with communities to conduct hearing
assessments of children, to raise awareness of the
importance of hearing health; and to upskill primary
health care services to better detect and manage
ear disease.
A key focus for Hearing Australia over the coming
12 months will be to secure Government support for
the continuation of the program beyond
30 June 2022, given its proven value and that some
25 per cent of the over 7,000 children assessed to
date have undiagnosed hearing loss and have
required placement into referral pathways.
Another high priority for the coming 12 months will be
the development of a national strategy to prevent
avoidable hearing loss and to improve hearing health
outcomes in high risk communities and industries.
Hearing Australia is working closely with a broad
range of partners to co-design and develop the
national strategy, which will be supported by our new
Prevention Unit and existing programs, research and
collaborative projects.
9Our Strategic Focus
This Plan supports Hearing Australia’s achievement of its longer-term strategic
objectives and builds on our progress and success to date.
Strategic Pillars
Hearing Australia’s three strategic pillars will continue Each pillar underpins our vision to provide world
to guide our organisation over the next four years. leading research and hearing services for the
They are: wellbeing of all Australians.
• delivering excellent outcomes The priorities within the pillars have been updated
to reflect changes in our operating environment and
• providing great value to Government and our
what we need to focus on over the coming 12 months
partners, and
and beyond.
• continuing our journey to being a high performing
The key priorities are outlined in the following diagram.
organisation.
Corporate Plan 2021–2025
Delivering Excellent Outcomes Providing Great Value to Being a High Performing
Government & Partners Organisation
A. Exceptional Client Experiences C. Productive Government E. Business Acumen and Growth
Engagement
A1. Leverage insights, data and E1. Improve financial
feedback to make it effortless C1. Strengthen and deepen sustainability by growing
for our clients engagement with commercial revenue and
government on policy, advice profits through being more
A2. Be innovative in the products
and program implementation competitive, efficient and
and services we deliver
to deliver greater value for agile to respond to market
B. Impactful Community Outcomes government funded services needs
B1. Significantly improving the D. Productive Partner Engagement E2. Continually lift operational
hearing health of high risk efficiency and productivity
D1. Build collaboration with
communities and industries across people, processes,
strategic partners for
through the prevention research and technology
mutually beneficial outcomes
of avoidable hearing
in research, products, and E3. Use risk management
loss, leveraging research
services that deliver better and targeted compliance
and efficient delivery of
hearing health outcomes for activities to our advantage to
community services
all clients lift performance and protect
the organisation
F. Purpose Driven Organisation
F1. Significantly lift the
capabilities of our workforce
while driving greater flexibility,
engagement and well being
10Our Governance Arrangements
The Board of Hearing Australia is established under the AHS Act and currently
consists of the Chair, the Managing Director, four Non-Executive Directors and
a Special Purpose Director.
The Board’s functions under the AHS Act are to This includes oversight of Hearing Australia’s:
decide the objectives, strategies and policies to be
• financial and operational performance
followed by Hearing Australia and to ensure that
the organisation performs its functions in a proper, • progress against strategic initiatives and key
efficient and economical manner. performance measures
The Board reports to the Minister for Government • regular reporting to the Minister for Government
Services and is supported by three committees: Services
• the Audit and Risk Management Committee • risk management and compliance programs
• the Research and Innovation Committee, and • workforce and people strategies
• the Remuneration Committee. • internal audit program and compliance
with Australian National Audit Office (ANAO)
The Board and its Committees meet on a regular
requirements
basis and provide a strong level of guidance and
oversight of the organisation and its operations. • compliance with PGPA Act requirements
• annual reporting to the Minister for Government
Services, including financial performance
reporting.
The Board is committed to the ongoing development
of its members to ensure that it has the right level
of skills and capabilities to enable it to successfully
perform its functions and is updated regularly on
developments with regards to its responsibilities and
changes to Government policy. The Board appoints
additional members to its committees where required
to ensure that they have access to the necessary
skills and experience to fulfil their functions.
11Organisational Governance Structure
Organisational Governance Structure
Minister for
Government Services
The Secretary of
The Board of
The Department of
Hearing Australia
Social Services
Audit and Risk
Management
Committee
The Managing Director
of Hearing Australia
Research and
Innovation Committee
Remuneration
Hearing Australia
Committee
12Risk Management
Risk management is an integral part of Hearing Our approach to risk
Australia’s operations. We manage risk in
accordance with section 16 of the PGPA Act, the Hearing Australia recognises that risk management
Commonwealth Risk Management Policy and is an integral part of good business and governance
the international standard ISO 31000:2018 Risk and is committed to building a culture where the
Management—Guidelines. conscious and deliberate consideration of risk is an
integral part of Hearing Australia’s ways of thinking
The Board and the Audit and Risk Management and working.
Committee oversee risk management within Hearing
Australia, on advice from the Managing Director, the Hearing Australia manages risks as a routine part
Chief Risk Officer. Members of the Executive Team are of our strategic and operational business planning
responsible for implementing risk management within processes. Identified risks are planned for and
their business and operational units, and report managed, taking account of Hearing Australia’s
regularly to the Chief Risk Officer and Managing broader purpose, strategic objectives and priorities.
Director. Our Risk Management Policy ensures that a clear
and consistent approach to risk management is
applied across our business. The Risk Management
Framework provides a formal process and helps our
people to understand and actively manage risk in
their day to day work.
Our strategic risks
The Executive Team of Hearing Australia regularly
reviews the organisation’s strategic risks and reports
to the Audit and Risk Management Committee on a
quarterly basis. All strategic risks are assigned a risk
owner from the Executive Team. Risk owners must
ensure risks are actively managed with emerging
threats and opportunities identified and addressed.
13Our Performance Measures
This section of the Plan is prepared in accordance While some of the metrics have remained the
with item 4(c) of the table in subsection 16E(2) of the same as in previous years, Hearing Australia has
Public Governance, Performance and Accountability revised these measures to include more meaningful
Rule 2014 and Section 38 of the AHS Act. performance indicators which provide line of sight
throughout the organisation, including an increased
The tables in Attachment A outline the performance
emphasis on lead indicators and outcome-based
activities and targets that Hearing Australia will
measures.
use during 2021-22. The indicators used this year
have been updated to better align with the current The performance measurements are metrics that
operating environment, our overall strategy and the are monitored monthly by the Executive Team and
indicators that are used to measure our business by the Board.
performance monthly.
14Attachments
ATTACHMENT A – Performance metrics
15ATTACHMENT A – Performance metrics
The following table outlines Hearing Australia’s key performance metrics for the next four years. The metrics are
adjusted each year to ensure they remain aligned with, and support, the key priorities in the Corporate Plan.
These measures have also been developed based on the assumption that Australia will continue to recover
from the global pandemic over the next financial year and will not experience sustained health lockdowns or
additional economic shocks.
Corporate Activity Performance YTD Target Target Target Target
Plan Pillars Measurement Numbers 2021-22 2022-23 2023-24 2024-25
(Feb 2021)
B. Impactful Services 2. Total CSO 55,600 74,160 76,385 78,650 81,000
Community delivered to clients seen
Outcomes community and
clients 3. Total 146,000 200,000 210,000 220,000 230,000
commercial
clients seen
Reduce the 4. As On track On track On track On track On track
current rate of determined by
hearing loss in ABS data
Aboriginal and
Torres Strait
Islander children
by at least half
by 20299
Implement 5. HAP 200 270 Subject to ongoing funding
agreed hearing communities
loss prevention target achieved
initiatives
6. HAP program 5,500 20,000 Subject to ongoing funding
children target
achieved
7. Hearing On track Achieved Achieved Achieved Achieved
Australia
projects
successfully
managed and
delivered
8. National On track Achieved Achieved Achieved Achieved
Hearing Loss
Prevention
Strategy
milestones
achieved
Help Aboriginal 9. Reduce the On track On track Achieved To be To be
and Torres average age determined determined
Strait Islander of first fitting to
children with under 5 years
hearing loss
9. In 2019 the ABS reported that 6.9 per cent of Indigenous children aged 0-14 reported hearing loss compared to 3.0 per cent for
non-Indigenous children
16Corporate Activity Performance YTD Target Target Target Target
Plan Pillars Measurement Numbers 2021-22 2022-23 2023-24 2024-25
(Feb 2021)
B. Impactful Services 10. 85% of On track On track On track On track On track
Community provided children
Outcomes to children and young
and young adults with a
Australians permanent
hearing loss,
are seen
within 2 weeks
of receipt of
referral
Services 11. 220 On track Achieved Achieved Achieved Achieved
provided to Outreach
Aboriginal communities
and Torres visited annually
Strait Islander
peoples
C. Productive Provision of 12. Quality On track Achieved Achieved Achieved Achieved
Government high-quality of advice &
Engagement advice and support
support to
Government
and to Partners
to improve
D. Productive
national
Partner
hearing health
Engagement
outcomes
F. Purpose Lifting people 15. Capability On track Achieved Achieved Achieved Achieved
Driven capability program
Organisation milestones
achieved
Key Assumptions:
• These figures are based on best estimates as at April 2021.
• Financial estimates are based on scenario modelling.
17% 18
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