Victoria is one of the greatest places in the world to live, work and play. Victorians are innovative, compassionate, creative and hard-working.
At the Department of Health, we're focused on supporting Victorians to be as healthy as they can. We're ensuring care is closer and more accessible than ever, reducing pressure on our hospitals' emergency departments, and supporting our community to get the right care at the right time. We're also fostering a stronger and more sustainable health workforce, placing Aboriginal health in Aboriginal hands, and making mental health services more accessible.
Our department safeguards Victorians' most valuable asset – their health and wellbeing – and it is a privilege to partner with our community and our health services to help improve the health and wellbeing of every single Victorian.
-
The department acknowledges the strength of Aboriginal and Torres Strait Islander peoples across the Country and the power and resilience that is shared as members of the world’s oldest living culture.
We acknowledge Aboriginal and Torres Strait Islander peoples as Australia’s First People and recognise the richness and diversity of all Traditional Owners across Victoria.
We recognise that Aboriginal and Torres Strait Islander peoples in Victoria practice their lore, customs and languages, and nurture Country through their deep spiritual and cultural connections and practices to land and water.
We are committed to a future based on equality, truth and justice. We acknowledge that the entrenched systemic injustices experienced by Aboriginal and Torres Strait Islander peoples endure, and that Victoria’s ongoing treaty and truth-telling processes provide an opportunity to right these wrongs and ensure Aboriginal and Torres Strait Islander peoples have the freedom and power to make the decisions that affect their communities.
We pay our deepest respect and gratitude to ancestors, Elders, and leaders – past and present. They have paved the way, with strength and fortitude, for our future generations.
On this page
- Our passion: Message from the Secretary
- Our vision and values
- Our strategic directions
- Keeping people healthy and safe in the community
- Providing care closer to home
- Keep innovating and improving care
- Improving Aboriginal health and wellbeing
- Moving from competition to collaboration
- A stronger and more sustainable health workforce
- A safe and sustainable health, wellbeing and care system
- Our environment
- Our department
- Risk management
- Our priority outcomes framework
- Our outcomes
- Asset and financial outlook
Our passion: Message from the Secretary
This strategic plan harnesses the energy, innovation, and passion of our people.
It is a privilege to be part of improving the health and wellbeing of Victorians. It is a significant responsibility. One that requires focus, persistence, and trusted partnerships.
Our Strategic Plan 2023–27 serves as a four-year roadmap for achieving the ambitious vision of making Victorians the healthiest people in the world. This 2024 update summarises progress over the first year of the plan.
At the core of the plan is our unwavering commitment to strengthening our healthcare workforce and building a sustainable health, wellbeing and care system that meets the needs of all Victorians. Providing the right care at the right time in the right place.
This year's update, while reaffirming our future goals, is an opportunity to highlight some of the achievements this past year. In particular, the progress made towards better health equity, including women's and reproductive health. We've led a nation-first Inquiry into Women's Pain, hearing from over 13,000 women and girls about their health and healthcare experiences. Those voices are already shaping tomorrow's healthcare. A nation first public fertility care service has seen the first babies born to women and couples previously unable to afford the expenses of private care. Equity. Access. Care.
Our Mental Health and Wellbeing Locals are making mental health services more accessible, without the need for a referral, and ever more responsive with an embedded lived and living experience workforce. The permanent Medically Safe Injecting Room facility and a statewide pill testing pilot are enhancing community safety and saving lives. Particularly young lives.
We are bringing care closer to home – even in the home – through our Victorian Community Pharmacist Statewide Pilot, our Urgent Care Centres, and our Victorian Virtual Emergency Care. More Victorians are using our Virtual Emergency Care than any other emergency department in the state. These new ways of providing care are making sure we all get the care we need, when we need it, while also reducing pressure on our hospitals' emergency departments. Win, win.
Just some of the advances made this year.
I hope you find this year's update useful and that it gives you a glimpse of the skilled, innovative and dedicated people – the nurses and midwives, physios and psychologists, doctors and so many more – who get up every day to look after us. Because this is what every single Victorian deserves.
Professor Euan Wallace AM
Secretary
Department of Health
Our vision and values
Our vision is that Victorians are the healthiest people in the world. It’s bold, it’s ambitious and we’ll settle for nothing less.
Our vision
Victoria is one of the greatest places in the world to live, work and play. Victorians are innovative, compassionate, creative and hard-working.
At the Department of Health, we’re focused on supporting Victorians to be as healthy as they can.
We do this by:
- providing alerts to seasonal risks like thunderstorm asthma
- notifying people of contact with communicable diseases
- safeguarding drinking water
- developing the best health, wellbeing and care services in the world
- being at the forefront of mental health and wellbeing treatment
- accelerating healthcare innovation.
Through these, and other activities, we partner with the community to help every individual lead a healthy life.
Because Victorians deserve nothing less.
And they also deserve a health, wellbeing and care system that is as smart and effective as they are.
A health, wellbeing and care system that respects them. Understands them. Prioritises them. That gives them the right care in the right place at the right time.
In undertaking this critical work, the department and our employees are committed to demonstrating integrity in our daily work through our behaviours and building and embedding this into our culture.
As a department we strive to inspire others to demonstrate integrity and serve the best interests of the Victorian community.
Our vision is that Victorians are the healthiest people in the world. It is a bold and ambitious vision – and we will not settle for anything less.
To make this vision a reality, we have 7 strategic directions:
- Keeping people healthy and safe in the community
- Providing care closer to home
- Keep innovating and improving care
- Improving Aboriginal health and wellbeing
- Moving from competition to collaboration
- A stronger and more sustainable workforce
- A safe and sustainable health, wellbeing and care system.
Our values
- Responsiveness
- Integrity
- Impartiality
- Accountability
- Respect
- Leadership
- Human rights
Our strategic directions
Each strategic direction has priority initiatives for the 4 years from 2024–28.
Our strategic directions1 set out what we are doing to support Victorians to be the healthiest people in the world.
Each strategic direction has priority initiatives for the 4 years from 2024–28. It also has priority outcomes that we will measure ourselves against.
Together, these can be understood as follows:
- strategic directions – what we want our health, wellbeing and care system to move towards over the next 4 years
- priority initiatives – what we need to focus on to drive the strategic directions
- outcomes – how we measure our success.
This section outlines the strategic directions. It provides an overview of the priority initiatives and outcomes associated with each strategic direction.
Note:
- The priority initiatives reflect existing departmental commitments and ministerial priorities.
- The initiatives do not detail everything the department does, but a subset of the work the department is doing to pursue each strategic direction.
- The outcomes are from the Department of Health priority outcomes framework (included in this document).
Notes
1 'Strategic directions' are called 'objectives' in Budget Paper 3.
Keeping people healthy and safe in the community
Our strategic directions
To be healthy and safe, Victorians need information and tools that allow them to make good choices.
This includes navigating the health, wellbeing and care system to achieve the best possible individual outcomes.
Prevention and early intervention are central to this empowerment. We want Victorians to know how to stay healthy. We also want them to recognise early when they need to access healthcare.
When they do seek the support of Victoria’s health, wellbeing, and care services, they will experience high-quality care that is respectful, delivered with integrity, inclusive and culturally safe. This experience will extend across the full spectrum of services from hospitals to mental health and wellbeing support. It includes Aboriginal Community-Controlled Health Organisations (ACCHOs), and everywhere else Victorians need the health, wellbeing, and care system.
Aboriginal and Torres Strait Islander people who access care in the mainstream system will experience early intervention and prevention services that are culturally safe. They will have much greater choice and access to care.
The Treaty and truth-telling processes will help us address the social, cultural, and historical determinants of health and wellbeing for Aboriginal and Torres Strait Islander people.
Flowing the other way, general healthcare has much to learn from the holistic health and wellbeing principles of the First Peoples community. This includes through connectedness, community, and self-determination.
Our role is to continue to partner, engage and consult with communities. We do this so Victorians have a system that gives them control over their physical and mental health. We want them to understand the effect of harmful behaviours like drug, alcohol, and substance abuse so they can be part of the solution.
We want to work together so that every program, initiative, and service is built by and for the communities we serve.
We will work with other parts of government (including social services, education, and justice) to improve the cultural, spiritual, social and economic determinants of health and wellbeing. As the government plans new precincts, we will ensure these environments are created to help Victorians live healthy lives.
We will use data and analytics to identify priority issues. We will respond to emergencies, provide protection from hazards, and build resilience and emergency readiness in the workforce and community. And we will do it all in line with our regulatory and legislative responsibilities to prevent harm and deliver a safe and high-quality health, wellbeing, and care system.
Priority initiatives
- Public Health System Strategy
- Harm reduction initiatives
- Focusing on women’s health and wellbeing.
Outcomes
Population health
- Health and wellbeing across the lifespan
- All Victorians live healthy and meaningful lives across all stages of their lifespan
- Emerging health issues
- The health system is responsive to local and global emerging issues and regulatory challenges.
Providing care closer to home
Our strategic directions
Local communities are the lifeblood of Victoria. They are where we live, learn, love, and laugh. And they should also be where we find the health, wellbeing and care services that meet our needs.
We are finding new ways to help Victorians access as many health, wellbeing, and care services as possible in their local communities.
At their doorsteps, Victorians will find community-based services, virtual care services and modern, safe facilities. These services improve access, outcomes and satisfaction for patients and health workers across the state.
Whether in major metropolitan areas or regional and rural towns, this place-based approach links to prevention and early intervention by reducing the chances of untreated health conditions worsening to the point of needing hospital care.
And if they do go to hospital, it will be at the right time. They will not fall through the cracks or wait too long. They will move from community-based services to the appropriate hospital for only as long as necessary, before returning to home and community care.
With rapid technological advances, people can also access more services from home. Virtual care, telehealth and other innovations like wearables and home monitoring can overcome geographical inequalities.
Providing care closer to home will see improved health outcomes for Victorians in their local communities. This ranges from newborns to our elderly, from chronic disease sufferers to those contending with addiction and mental health challenges – and everyone in between.
Priority initiatives
- Providing more care in the community and at home
- Right Care, Right Place, Right Time
- Community-based care (GP Priority Primary Care Centres, pharmacy prescribing)
- Mental Health and Wellbeing Locals
- Virtual care pathways.
Outcomes
Individual experience of care
- Accessible care
- Victorians can rely on their healthcare system to deliver care when and as they need it
- Safety and quality
- Victorians have confidence that their healthcare is safe and high quality
- Experience of care
- Victorians have a positive experience of person-centred care.
Keep innovating and improving care
Our strategic directions
Healthcare innovation never stops. Every treatment, discovery and cure is possible because of the countless days, years and decades of work that came before. To innovate is to improve, and every improvement takes us one step closer to our vision of Victorians being the healthiest people in the world.
With people at the centre of everything we do, we will harness advances in science, advanced data, and digital technology to continuously improve the quality, appropriateness, accessibility and safety of care.
We are fortunate that some of the world’s leading medical research teams are right here in Victoria. This means we can capitalise on the advances that are being made on our doorstep. We will also scour the globe for the latest and best practice models, and we will be a world leader in innovating and transforming healthcare delivery to improve consumer outcomes.
Our system will have a positive learning culture that encourages applied research and experimentation. Victorians who need emergency, urgent care or planned surgery will experience improved care experiences. We will prioritise, trial, and evaluate new virtual care technologies. We will scale up those that are evidenced as safe, improve outcomes, and demonstrate value. Women’s health and mental health will receive priority attention in our ongoing pursuit of improvement and excellence.
Innovations in clinical practice will enable exceptional, more person-centric models of care, particularly for Victorians with chronic conditions. Data and digital infrastructure will also be priority investments that will drive proactive safety interventions. This will help us prevent illness and pave the way for seamless, integrated care.
Priority initiatives
- Access to planned surgery
- Timely emergency care program
- Ten-year eHealth and digital health plan
- Progressing the mental health and wellbeing reform program.
Outcomes
Individual experience of care
- Accessible care
- Victorians can rely on their healthcare system to deliver care when and as they need it
- Safety and quality
- Victorians have confidence that their healthcare is safe and high quality
- Experience of care
- Victorians have a positive experience of person-centred care.
Equity
- System that addresses disparities
- Services address health inequality and respond to the needs and circumstances of all Victorians
- Health and wellbeing of Aboriginal and Torres Strait Islander people living in Victoria
- Aboriginal people living in Victoria experience greater physical, social, emotional, cultural, and spiritual wellbeing.
Improving Aboriginal health and wellbeing
Our strategic directions
Connection to culture is integral to the health and wellbeing for our strong and proud Victorian Aboriginal and Torres Strait Islander community. We will ensure culturally safe access to holistic, safe, equitable health, social and emotional wellbeing services for the Aboriginal and Torres Strait Islander community. We recognise the importance of having a sustainable Aboriginal community-controlled health, wellbeing, and care sector to achieve this. This includes strengthening early intervention and prevention.
Our continued partnership with ACCHOs is designed to strengthen and build sustainability in the sector and drive self-determination across the health, wellbeing, and care system.
Improved access to culturally safe mainstream health, wellbeing and alcohol and other drugs services is critical. To do this, we are investing in approaches that embed self-determination in all matters that impact Aboriginal health and wellbeing. We are also supporting Aboriginal research that is self-determined and culturally respectful.
We are deeply committed to ensuring Aboriginal people determine the health and care received by Aboriginal people. We will pursue this through legislative reform, governance structures and Treaty.
| Treaty in Victoria is the embodiment of Aboriginal and Torres Strait Islander self-determination in recognition of the sovereignty of First Peoples. It provides a path to negotiate the transfer of power and resources to First Peoples so they can control matters that affect their lives. The Treaty Negotiation Framework sets out the principles that will guide Treaty-making in Victoria. It ensures Traditional Owner groups can choose their own pathways and timelines for negotiating Treaties that reflect their priorities and aspirations. Our vision to be the healthiest people in the world is for all Victorians, including First Peoples. |
Priority initiatives
- Aboriginal Health and Wellbeing Agreement and Action Plan.
Outcomes
Equity
- System that addresses disparities
- Services address health inequality and respond to the needs and circumstances of all Victorians
- Health and wellbeing of Aboriginal and Torres Strait Islander people living in Victoria
- Aboriginal people living in Victoria experience greater physical, social, emotional, cultural and spiritual wellbeing.
Moving from competition to collaboration
Our strategic directions
Together, we achieve more. It’s that simple. We are not in a competition. We are partners in creating better, safer, more sustainable health outcomes for Victorians. We are in it together. And we are in it for each other.
This includes the people of Victoria, our health, wellbeing and care workers, the department, the health and mental health sectors, our local communities, national bodies, ACCHOs, states and territories, public, private, and non-government organisations. It also includes the people who are invested in, responsible for, and passionate about the health and wellbeing of Victorians.
By sharing data, knowledge, research, and resources, we can design and deliver better and more integrated services that lead to better health outcomes for all. We will have a unified health, wellbeing and care system that delivers exceptional patient care.
Data, health information and evidence will be brought together by advanced platforms that speak to each other. This will ultimately provide a seamless patient experience and improved health outcomes for individuals and communities.
As the number of people with chronic conditions that require multiple care providers increases, it is more important than ever that care teams are all on the same page and working towards a common goal.
Priority initiatives
- National Health Reform Agreement (NHRA)
- Health Services Plan.
Outcomes
Sustainable healthcare
- Sustainable system
- Health resources are well managed, maintaining the system into the future
- Affordable care
- High value care is delivered efficiently and affordably for Victorians.
A stronger and more sustainable health workforce
Our strategic directions
Health, wellbeing, and care workers are the backbone of the health system. The Victorian health workforce is among the best in the world. The pandemic only highlighted their expertise, passion, and fierce dedication to their patients.
The people who deliver care to Victorians deserve a first-rate employee experience. To do this, we are focusing on future roles, capabilities, and professional development. This includes considering what the jobs of tomorrow will look like, what skills our people will need, and how we will support them to learn, stretch and grow.
Our healthcare system is evolving rapidly, and it requires our workers to have greater autonomy and agility. They also need to be able to operate in multidisciplinary teams.
We will make sure there are enough skilled and talented people across Victoria. This includes building the workforce that supports our rural and regional communities.
Attracting and retaining the right type of workforce is critical for Victorians to get the best-quality care. This includes addressing critical workforce gaps in areas such as Aboriginal health, mental health and wellbeing, addiction services, specialist medical roles, allied health, nursing, lived experience and public health. We also need to support our workforce for new responsibilities under the Mental Health and Wellbeing Act 2022.
Building modern health and care precincts that enhance worker wellbeing and reduce occupational violence will be a key focus. We will prioritise sector resilience and preparedness for disease outbreaks, natural disasters, and other emergencies. This includes providing sector capability uplift and flexible and adaptable surge response capacity.
We know that health sector workplaces can be high pressure environments. We will accept nothing less than a culture of respect that is free from violence and other threats to employee wellbeing.
Priority initiatives
- Investing in health workforces.
Outcomes
Healthcare workforce
- Healthcare worker wellbeing
- Healthcare workers feel safe, engaged and valued in the workplace
- Workforce capability and capacity
- Workers are well trained and supported to do their jobs effectively.
A safe and sustainable health, wellbeing and care system
Our strategic directions
Now is the time for change. Now is the time to build on our successes. We will continue developing a modern, safe, and sustainable health, wellbeing and care system.
We know the challenges: budgets are constrained; climate change is upon us. But we also have a unique opportunity to improve the health of Victorians today and for generations to come.
What value do we put on Victorians’ health? This is a critical question we must answer when designing a financially sustainable system that delivers strong health outcomes. We need to appropriately balance our delivery of services with an increasing value on outcomes so that we can improve patient care, operational performance, and system management.
Switching to a more global viewpoint, we must also reduce the environmental impacts of our health system. Victoria is home to massive amounts of property, equipment, and other carbon emitting assets. We have enormous scope to reduce greenhouse gas emissions within the health, wellbeing, and care sector. This will improve population and patient health outcomes. It will also deliver savings and strengthen the financial sustainability of the system.
Energy efficiency, solar projects, reduced electricity consumption and enhanced monitoring will all be key components of reducing our environmental impacts and transitioning to a low carbon health system.
Priority initiatives
- Health sector financial sustainability
- Departmental financial sustainability
- Health systems and asset planning.
Outcomes
Sustainable healthcare
- Sustainable system
- Health resources are well managed, maintaining the system into the future
- Affordable care
- High-value care is delivered efficiently and affordably for Victorians.
Our environment
Our strategic plan recognises the challenges, capitalises on innovation and delivers a path forward towards our vision of Victorians being the healthiest people in the world.
Our health system has faced a difficult few years. We now need to embed system-wide reforms to strengthen health policy, planning and service delivery for the future.
At the same time, the healthcare system in Victoria has never been better equipped.
The health sector has seen incredible technological advances, unprecedented quality of care and increasing services and supports.
Our workforce is among the best in the world.
Victorians’ health outcomes continue to improve year-on-year.
To meet the savings requirements set out in the 2023–24 State Budget, the department has undertaken a significant transformation in late 2023 and early 2024. This includes a restructure to better align resources and efforts with the priorities in our updated strategic plan.
We also identified capability gaps that we are addressing, including through strategic recruitment, and learning and development programs.
The mental health of Victorians is still front and centre of our activities.
For three and a half years, we have been implementing the largest reform of mental health services in our state’s history.
Our mental health and wellbeing system now provides better access to services where and when Victorians need them.
Similarly, the 40,000 Victorians who access alcohol and other drug services have more community-based and residential treatment options.
We are investing in healthcare innovation, collaborating with state and federal governments. This includes prioritising prevention and early intervention.
And yet, for all these achievements and advances, we still face some of the challenges of the past, along with new challenges of the future.
The COVID-19 pandemic had a huge impact on our system and its people. Demand for services and access continues to stretch our hospitals and health services. Complex chronic conditions are affecting more Victorians than ever before.
To address some of these challenges, we launched the Victorian Health Workforce strategy in February 2024. The strategy sets out what we need to do to ensure our workforce has the right size, diversity, and distribution across the state. It will also ensure our workforce has the capabilities they need for the future.
Climate change, global competition for workers and increasingly complex conditions all affect our ability to deliver the best possible healthcare to Victorians. Globally, the impacts of climate change remain a dual concern. At one level, we are more susceptible to extreme weather events and emergencies that will have immediate health impacts. At another, the health sector is a significant contributor to greenhouse gas emissions. Some of these forces are out of our control. But for those we can influence, we are acting and will continue to act to achieve better outcomes, more inclusion and increased community empowerment.
Emergency departments and ambulance services remain the first port-of-call for many Victorians who do not need that level of care but have nowhere else to go. We need to reduce the load on our emergency services by ensuring people can access the right care in the right place at the right time. This work has commenced with the opening of 29 Priority Primary Care Centres across the state that provide care for people with conditions that require urgent attention but not an emergency response.
We know there is health inequity and a lack of cultural safety for many of Victoria’s First Peoples. There are unacceptable disparities in health access and outcomes between Aboriginal Victorians and non-Aboriginal Victorians.
To close this gap, we will transfer decision-making about Aboriginal health and wellbeing to Aboriginal people.
We must strengthen the Aboriginal community-controlled sector to further advance self-determination in healthcare.
We must also build a mainstream sector that is free from discrimination, is culturally safe, and meets the specific needs of Aboriginal people.
Women in Victoria have one of the highest life expectancies in the world. But they still receive care in a system designed by men for men.
For too long, women’s pain has been missed and dismissed. We are now listening to women’s experiences and paying attention to their needs. We are also expanding access to women’s health services and boosting our research and data collection.
To bridge the gap in women's healthcare, the department is leading the delivery of a program of work with increased budget investments to change the way women's health issues are diagnosed, understood, and treated.
We also know that negative health outcomes in childhood can have serious implications for a person’s entire life. In disadvantaged communities, we see a disproportionate number of children with serious health concerns. Tragically, some children’s health is affected because they are neglected, abused, or traumatised.
These are systemic issues that require a coordinated approach across the entire spectrum of Victoria’s support systems. This will help us protect Victorian children and give them every opportunity to thrive.
At the other end of the lifespan, there are now more than one million Victorians aged over 65 years. We need to ensure that older Victorians are respected and honoured when they seek healthcare and in all aspects of their lives.
In addition, our rural and regional communities face access challenges, workforce shortages and poorer health than their metropolitan counterparts.
Multicultural communities and refugees and asylum seekers also experience poorer health and wellbeing outcomes than the broader Victorian population.
These disparities in outcomes extend to the 17% of Victorians with disability. They face systemic barriers, including in relation to communication and mobility, as well as physical and psychosocial support needs. We can and must improve the system for these Victorians.
Just over one in 20 adult Victorians openly identifies as being LGBTIQA+. They face high levels of discrimination, stigma, and exclusion. This leads to poorer health, economic, social, and mental health outcomes than other Victorians.
The only acceptable scenario for Victoria is that there is no distinction among people who are or are not LGBTIQA+. Healthcare does not discriminate.
There is still much we can and want to do to make sure all Victorians have equitable access to the healthcare they need.
This is the context for our strategic plan.
This plan recognises the challenges, capitalises on innovation, and delivers a path forward that will move us closer to our vision of Victorians being the healthiest people in the world.
Our department
At the Victorian Department of Health, we want a future where Victorians are the healthiest people in the world.
The Department of Health helps Victorians stay safe and healthy. It delivers a world-class health system that leads to better health outcomes for all Victorians.
The department helps manage the public health system. This provides all Victorians with high-quality public hospitals and services for their acute health needs.
The department has leadership responsibility for:
- acute health services
- public health
- primary, community and dental health
- health regulation
- ambulance services
- mental health
- drug services
- ageing, aged and home care.
The department’s Executive Board assists the Secretary with strategic leadership to meet the department’s objectives. This includes its vision, purpose and direction setting.
The Executive Board also works to improve performance and outcomes. It implements complex reform priorities. The board comprises the Secretary, Deputy Secretaries, the Chief Communications Officer, the Chief Aboriginal Health Adviser, and the Chief Executive Officer of Safer Care Victoria.
Each Deputy Secretary leads a division organised by portfolio. In addition, whole-of-department functions support the department’s operations, services, and responsibilities.
Download an organisational chart and further information about the department’s ministers, portfolios and responsibilities.
Our functions
Hospital and Health Services
Provides stewardship to the state’s health, aged care and ambulance services and focuses on ensuring people can access high quality hospital, ambulance, and public aged care.
Mental Health and Wellbeing
Leads and delivers Victoria’s mental health and wellbeing reform agenda to build a stronger mental health and wellbeing system for all Victorians, including leading and implementing the recommendations of the Royal Commission into Victoria’s Mental Health System.
Community and Public Health
Focuses on keeping people well and out of hospital, driving prevention and early intervention, bringing all aspects of prevention and early intervention closer together, and delivering accessible care in the community to achieve community and population health outcomes.
System Planning
Provides an integrated and joined-up approach to system planning and reform, including a dedicated focus on health system structural reform, intergovernmental relations, and action to address climate change.
eHealth
Provides enterprise technology, data and analytics, digital, and cyber security functions. It drives higher productivity for both the department and the health sector.
Aboriginal Health and Wellbeing
Centred on Aboriginal self-determination, it drives, coordinates, and advises on policy and strategic reform across government to improve the health of Aboriginal people living in Victoria.
People, Operations, Legal and Regulation
Provides expert advisory and corporate functions including human resources, workplace relations, ministerial and portfolio coordination, audit and risk, procurement, privacy, Freedom of Information, planning and reporting, legal services, integrity, and health regulation.
Health Funding, Finance, and Investment
Provides budget, investment and accountability strategies, financial, commercial, and service management, and sector funding, pricing and costing for the department.
Safer Care Victoria
This administrative office works closely with divisions across the department. It engages with clinicians and consumers to help health services deliver better and safer healthcare.
Communications and engagement
Provides strategic advice on functions including strategic communications, marketing, public affairs and stakeholder and consumer engagement.
Future Health Taskforce
Supports the coordination and oversight of departmental activity. It also supports health system improvement and efficiency actions arising from the Health Finance Board.
Hospitals Victoria
Ensures Victoria’s health services are highly efficient in their delivery of care services and back of house operations and provides oversight of hospital finances and financial sustainability of the system as a whole.
Risk management
The department's risk management policy ensures the implementation of an effective risk management framework that supports the department in achieving its outcomes.
We consider risk in our planning and decision making. This ensures we understand and manage threats and opportunities as we work towards our vision.
The department faces many types of risks. These range from healthcare consumer risk, workforce risk, financial risk, information and systems security and risks in being able to deliver the objectives of the government.
The department’s risk management policy supports us to achieve our outcomes. It follows accepted standards and guidelines for managing risk, particularly those used by public sector agencies and departments.
We apply a 3-tier approach to managing risks:
- strategic risks – risks that affect the achievement of the department’s strategic priorities
- operational risks – risks that affect our day-to-day operations
- project risks – risks that relate to activities linked to election commitments, budget initiatives, and priority programs and projects.
The department also helps to manage state-significant risks that may significantly affect the community, the government, and the private sector.
An effective risk management framework allows the department to focus on the things that matter for Victorians and Victorian communities.
We continually monitor our performance to check whether we are on track to achieve our objectives and desired outcomes.
Our priority outcomes framework
Under 5 organising domains, the outcomes framework consists of 11 priority outcomes and 33 indicators, aligning with our strategic plan.
The department has updated its priority outcomes framework, consistent with Victoria’s broader public sector reform outcomes policy. This also complements our performance reporting obligations under the Financial Management Act 1994.
The outcomes show what success looks like. They reflect our ambitions for Victoria’s public health services.
They are clear, unambiguous, and high-level statements about the things that matter for people and communities.
The outcomes help the department to:
- set its priorities based on evidence about what is working and what is not
- deliver health services that match Victorians’ needs
- be accountable for the performance of those services.
The priority outcomes framework is organised around 5 domains and 11 priority outcomes. There are 33 indicators across the priority outcomes.
The domains align with the strategic directions set out in this strategic plan.
We will continually update the framework as new priorities emerge and more data becomes available.
We will report on our performance against the outcomes framework in the department’s annual report.
The department is also developing a new Public health outcomes framework and a Mental health and wellbeing outcomes framework. These will be more specific to those areas of healthcare. The latter was recommended by the Royal Commission into Victoria’s Mental Health System.
A data dashboard will also help us to monitor progress against domains and outcomes of the Victorian Aboriginal Health and Wellbeing Partnership Agreement and Action Plans.
We will do this in partnership with the Victorian Aboriginal Community Controlled Health Organisation.
Our outcomes
About the Department of Health's priority outcomes framework.
Department of Health priority outcomes framework
Victorians are the healthiest people in the world
| Domain | Priority outcome | Indicator1 |
|---|---|---|
Population health Health and wellbeing across the lifespan and emerging health issues | 1. Health and wellbeing across the lifespan All Victorians live healthy and meaningful lives across all stages of their lifespan | 1.1 Health adjusted life expectancy 1.2 Victorians with heart disease 1.3 Adults who self-rate their health as very good or excellent 1.4 Adults who report ‘high or very high’ levels of psychological and psychological distress |
Population health Health and wellbeing across the lifespan and emerging health issues | 2. Emerging health issues The health system is responsive to local and global emerging issues and regulatory challenges | 2.1 Excess deaths2 2.2 Heat-related emergency department presentations during heatwaves2 2.3 Safe Script monitored prescription drug involved overdose deaths2 |
Equity System that addresses disparities and health and wellbeing of Aboriginal and Torres Strait Islander people living in Victoria | 3. System that addresses disparities Services address health inequality and respond to the needs and circumstances of all Victorians | 3.1 Patients treated unfairly due to protected attributes 3.2 Mortality under the age of 75 3.3 Babies born with low birth weight2 3.4 Children aged 0–9 years hospitalised for dental conditions2 |
Equity System that addresses disparities and health and wellbeing of Aboriginal and Torres Strait Islander people living in Victoria | 4. Health and wellbeing of Aboriginal and Torres Strait Islander people living in Victoria Aboriginal people living in Victoria experience greater physical, social, emotional, cultural and spiritual wellbeing | 4.1 Hospital care not completed for Aboriginal people 4.2 Aboriginal people who feel connected to culture and community2 |
Individual experience of care Sustainable system and affordable care | 5. Accessible care Victorians can rely on their healthcare system to deliver care when and as they need it | 5.1 Emergency Department departure within 4 hours 5.2 Admitted stay 7 days or longer2 5.3 Planned surgery patients treated in time 5.4 Code 1 response state-wide |
Individual experience of care Sustainable system and affordable care | 6. Safety and quality Victorians have confidence that their healthcare is safe and high quality | 6.1 Hospital acquired complications2 6.2 Number of repeated sentinel events |
Individual experience of care Sustainable system and affordable care | 7. Experience of care Victorians have a positive experience of person-centred care | 7.1 Hospital patients treated with dignity and respect2 7.2 Trust in the Victorian health system and its services 7.3 Experience of care with a mental health service |
Sustainable healthcare Sustainable system and affordable care | 8. Sustainable system Health resources are well managed, maintaining the system into the future | 8.1 Total CO2 emissions attributed to public health services2 8.2 Low value colonoscopies2 8.3 Non-admitted services delivered remotely (virtual care) 8.4 Potentially preventable hospitalisations2 8.5 Patients hospitalised for selected conditions who did not receive appropriate screening2 8.6 Number of new clinical trials in Victorian public health services |
Sustainable healthcare Sustainable system and affordable care | 9. Affordable care High value care is delivered efficiently and affordably for Victorians | 9.1 Health expenditure per capita 9.2 Patients who delayed or did not seek care needed because of cost |
Healthcare workforce Healthcare worker wellbeing and workforce capability and capacity | 10. Healthcare worker wellbeing Healthcare workers feel safe, engaged and valued in the workplace | 10.1 Workforce satisfaction with current work 10.2 Current level of work-related stress |
Healthcare workforce Healthcare worker wellbeing and workforce capability and capacity | 11. Workforce capability and capacity Workers are well trained and supported to do their jobs effectively | 11.1 Workforce has the skills and knowledge to confidently perform their job |
Notes
1 Indicators to be disaggregated wherever possible by: Aboriginal people in Victoria; cultural and linguistic diversity; gender identity; presence of disability; household disadvantage; access to primary care; household remoteness; age; sex; asylum seeker; mental health presentation and hospital peer group. There are more than 20 indicators that will have 4 or more disaggregations.
2 Indicator is also an 'objective indicator' in the Department Performance Statement (DPS).
Asset and financial outlook
Details of the department’s total funding as per the State Budget 2024–25.
Financial outlook
The table below sets out the department’s total funding as per the State Budget 2024–25. The State Budget 2024–25 Budget Papers provide detailed descriptions of objectives and outputs, together with key performance indicators.
Output initiatives Victorians are the healthiest people in the world | 2024–25 budget ($million) |
|---|---|
| Admitted Services | 15,845.1 |
| Non‑Admitted Services | 2,354.1 |
| Emergency Services | 1,110.4 |
| Health Workforce Training and Development | 442.0 |
| Aged and Home Care(a) | 546.1 |
| Home and Community Care Program for Younger People(a) | 154.8 |
| Ambulance Services | 1,438.2 |
| Drug Services | 376.3 |
| Mental Health Clinical Care | 2,789.2 |
| Mental Health Community Support Services | 188.5 |
| Community Health Care | 368.1 |
| Dental Services(b) | 213.4 |
| Maternal and Child Health and Early Parenting Services | 189.1 |
| Public Health(c) | 403.9 |
| Small Rural Services | 792.2 |
| Total(d) | 27,211.4 |
Source: State Budget 2024–25 Budget Papers, Budget Paper No. 3, Department of Health.
The following table sets out the department’s output initiatives in the State Budget 2024–25.
Output initiatives – Department of Health ($million)
| Admitted Services | 2023–24 | 2024–25 | 2025–26 | 2026–27 | 2027–28 |
|---|---|---|---|---|---|
| Funding our hospitals(e) | 1,496.8 | 1,838.0 | 1,836.7 | 1,835.4 | 1,834.0 |
| Improved data capability to support early intervention investment | .. | 0.9 | 1.7 | 2.8 | 3.1 |
| NHRA 2022–23 reconciliation adjustment | 152.7 | 245.0 | 251.1 | 257.4 | 263.8 |
| Opening and operating hospital facilities(e) | .. | 236.8 | 233.5 | 239.3 | 44.9 |
| Preventative health support for Victorian women | .. | 9.1 | 9.2 | .. | .. |
| Safer digital healthcare | .. | 19.8 | .. | .. | .. |
| Securing the supply of blood and blood products for Victoria’s hospitals | .. | 30.3 | 31.0 | 31.8 | 32.6 |
| Aged and Home Care | 2023–24 | 2024–25 | 2025–26 | 2026–27 | 2027–28 |
|---|---|---|---|---|---|
| Strengthening public sector residential aged care | .. | 31.2 | .. | .. | .. |
| Ambulance Services | 2023–24 | 2024–25 | 2025–26 | 2026–27 | 2027–28 |
|---|---|---|---|---|---|
| Timely emergency care | .. | 77.6 | 40.9 | 27.8 | .. |
| Community Health Care | 2023–24 | 2024–25 | 2025–26 | 2026–27 | 2027–28 |
|---|---|---|---|---|---|
| Supporting GPs through a co-designed grant program | .. | 10.0 | .. | .. | .. |
| Tailored care for refugees and asylum seekers | .. | 4.4 | .. | .. | .. |
| Trans and gender-diverse healthcare | .. | 0.5 | 0.5 | 0.5 | 0.5 |
| Drug Services | 2023–24 | 2024–25 | 2025–26 | 2026–27 | 2027–28 |
|---|---|---|---|---|---|
| Harm reduction initiatives | .. | 9.7 | 20.3 | 21.0 | 7.7 |
| Health Workforce Training and Development | 2023–24 | 2024–25 | 2025–26 | 2026–27 | 2027–28 |
|---|---|---|---|---|---|
| Improving cancer outcomes | .. | 1.8 | 2.2 | 2.1 | 1.3 |
| Supporting our health workforce | .. | 55.2 | .. | .. | .. |
| Home and Community Care Program for Younger People | 2023–24 | 2024–25 | 2025–26 | 2026–27 | 2027–28 |
|---|---|---|---|---|---|
| Supports for people with disability outside of the NDIS | .. | 21.3 | .. | .. | .. |
| Maternal and Child Health and Early Parenting Services | 2023–24 | 2024–25 | 2025–26 | 2026–27 | 2027–28 |
|---|---|---|---|---|---|
| Meeting demand for Maternal and Child Health services | .. | 7.8 | 9.6 | 11.4 | .. |
| Mental Health Clinical Care | 2023–24 | 2024–25 | 2025–26 | 2026–27 | 2027–28 |
|---|---|---|---|---|---|
| Bed-based services(e) | .. | 6.3 | 1.3 | 1.3 | 1.3 |
| Community mental health and wellbeing programs | .. | 2.8 | .. | .. | .. |
| Growing the new Mental Health and Wellbeing Locals workforce(e) | .. | 3.1 | 6.3 | 6.4 | .. |
| Mental Health and Wellbeing Hubs | .. | 4.4 | 1.1 | .. | .. |
| New Youth Prevention and Recovery Care (YPARC) beds | .. | .. | 5.2 | 5.3 | 5.5 |
| Progressing the mental health and wellbeing reform program | .. | 4.6 | 1.5 | .. | .. |
| Suicide prevention initiatives | .. | 3.8 | .. | .. | .. |
| Support and treatment for eating disorders | .. | 8.1 | 8.4 | 9.1 | .. |
| Supporting the Mental Health Tribunal | .. | 0.4 | .. | .. | .. |
| TelePROMPT | .. | 0.7 | 0.7 | .. | .. |
| Mental Health Community Support Services | 2023–24 | 2024–25 | 2025–26 | 2026–27 | 2027–28 |
|---|---|---|---|---|---|
| Continuing Orygen’s Moderated Online Social Therapy (MOST) program | .. | 6.4 | .. | .. | .. |
| Non‑Admitted Services | 2023–24 | 2024–25 | 2025–26 | 2026–27 | 2027–28 |
|---|---|---|---|---|---|
| Palliative care(e) | .. | 8.9 | 9.1 | 9.3 | 9.6 |
| Pregnancy supports | .. | 2.3 | 2.4 | 1.4 | 1.5 |
| Public Health | 2023–24 | 2024–25 | 2025–26 | 2026–27 | 2027–28 |
|---|---|---|---|---|---|
| Protecting the health of priority populations(f) | 6.1 | 7.5 | 6.2 | .. | .. |
| Department of Health | 2023–24 | 2024–25 | 2025–26 | 2026–27 | 2027–28 |
|---|---|---|---|---|---|
| Total output initiatives(g) | 1,655.5 | 2,660.5 | 2,478.9 | 2,462.5 | 2,205.7 |
Workforce outlook
Our workforce is vital to delivering this plan. We will focus on building our workforce’s capability and capacity. We will also create a great employee experience using culture, development, and inclusion.
We will do this through initiatives that employ and retain great people. This includes projects that improve workplace culture, health, safety, and wellbeing. It also means engaging and enabling our workforce and growing and developing our people.
Examples of our work in this area include recruitment reform, uplifting our leadership capability, improving our writing capability across the department, and continuing our culture journey and wellbeing work. We will develop a culture where people get the job done and do it well, strive for excellence, work as a team, solve problems and think outside the box, and develop others.
We also know that support for diversity, inclusion and cultural safety are essential. Our approach to creating a great employee experience is underpinned by complementary initiatives such as:
- Aboriginal workforce strategy
- Getting to work: disability employment implementation plan
- Gender equality action plan
- LGBTIQA+ inclusion strategy
- Health safety and wellbeing framework
- Victorian Public Sector Commission employment guidelines.
Asset outlook
The department has an asset total estimated investment (TEI) of $14.6 billion in planning and delivery as detailed in State Budget 2024–25 Budget Papers, Budget Paper 4.
New projects
| Project name | Total estimated investment | Estimated completion date |
|---|---|---|
| Austin Hospital Emergency Department Upgrade (Heidelberg) | 275,000 | qtr 2 2028–29 |
| Ballarat Base Hospital mental health, alcohol and other drugs emergency department hub (Ballarat) | 5,400 | qtr 4 2027–28 |
| Engineering infrastructure replacement program 2024–25 (statewide) | 40,000 | qtr 4 2025–26 |
| Harm reduction initiatives (metropolitan) | 36,400 | qtr 4 2026–27 |
| Medical equipment replacement program 2024–25 (statewide) | 35,000 | qtr 4 2024–25 |
| Mental Health Capital Renewal Fund 2024–25 (statewide) | 10,000 | qtr 4 2024–25 |
| Monash Medical Centre Redevelopment (Clayton) | 535,000 | qtr 4 2028–29 |
| Northern Hospital Redevelopment (Epping) | 812,500 | qtr 2 2029–30 |
| Quadra scanner Paula Fox Melanoma and Cancer Centre (Melbourne) | 24,000 | qtr 4 2024–25 |
| Safer digital healthcare (statewide) | 15,375 | qtr 4 2024–25 |
| Sustaining statewide health service delivery at The Alfred (Prahran) | 118,000 | qtr 4 2027–28 |
| Total new projects | 1,906,675 |
Source: State Budget 2024–25 Budget Papers, Budget Paper No. 4, Department of Health
Existing projects
| Project name | Total estimated investment | Estimated completion date |
|---|---|---|
| A new ambulance station for Armstrong Creek (Armstrong Creek) | 30,400 | qtr 2 2026–27 |
| A proudly multicultural Victoria (statewide) | 21,750 | qtr 2 2024–25 |
| Additional acute mental health beds in regional Victoria (various) | 195,834 | qtr 4 2028–29 |
| Additional acute mental health beds in Warrnambool (Warrnambool) | 10,872 | qtr 4 2024–25 |
| Backing our paramedics to keep saving lives (statewide) | 54,900 | qtr 2 2025–26 |
| Ballarat Health Services expansion and redevelopment and the new Central Energy Plant (Ballarat) | 650,388 | qtr 2 2027–28 |
| Barwon Women‘s and Children‘s Hospital (Geelong) | 514,102–525,000 | qtr 2 2029–30 |
| Better aged care services for regional Victorians (regional various) | 162,246 | qtr 1 2028–29 |
| Building a better hospital for Melbourne’s inner west (Footscray) | 1,998,605 | qtr 1 2025–26 |
| Building a new rehabilitation centre for Bendigo (Bendigo) | 63,500 | qtr 2 2024–25 |
| Building a world class hospital for Frankston families (Frankston) | 1,120,084 | qtr 3 2025–26 |
| Building a world class hospital in Maryborough (Maryborough) | 115,000 | qtr 4 2025–26 |
| Building emergency departments kids and families can count on (statewide) | 46,517 | qtr 1 2024–25 |
| Community hospitals to give patients the best care (statewide) | 869,986 | qtr 4 2025–26 |
| Contemporary information architecture for mental health and wellbeing (statewide) | 60,761 | qtr 4 2025–26 |
| COVID catch‑up plan (statewide) | 207,576 | qtr 4 2028–29 |
| Early Parenting Centre – Shepparton (Shepparton) | 25,000 | qtr 4 2025–26 |
| Emergency Departments Expansion Program – Casey Hospital and Werribee Mercy Hospital (Casey) (Werribee) | 279,921 | qtr 4 2026–27 |
| Engineering infrastructure and medical equipment replacement program 2020–21 (statewide) | 85,000 | qtr 4 2024–25 |
| Engineering infrastructure and medical equipment replacement program 2021–22 (statewide) | 85,000 | qtr 2 2025–26 |
| Engineering infrastructure and medical equipment replacement program 2022–23 (statewide) | 20,000 | qtr 4 2024–25 |
| Equitable cancer care and prevention (statewide) | 13,712 | qtr 4 2025–26 |
| Expanding mental health treatment facilities for Victoria’s youth (statewide) | 141,000 | qtr 4 2024–25 |
| Forensic Mental Health Expansion Project Stage 1 and 2 (Fairfield) | 462,457 | qtr 4 2024–25 |
| Guaranteeing Future Energy Supply (statewide) | 80,000 | qtr 4 2025–26 |
Hospital Infrastructure Delivery Fund (statewide)
| 115,553 | qtr 2 2026–27 |
| Improving Energy Efficiency in Public Hospitals (Melbourne) | 40,000 | qtr 4 2024–25 |
| Improving safety in mental health intensive care areas (various) | 61,138 | qtr 4 2024–25 |
| Medical equipment replacement program 2022–23 (statewide) | 35,000 | qtr 2 2025–26 |
| Meeting ambulance response times (statewide) | 177,317 | qtr 2 2025–26 |
| Mental health and alcohol and drug facilities renewal 2020–21 (statewide) | 20,000 | qtr 4 2024–25 |
| Mental health and alcohol and other drugs facility renewal fund 2022–23 (statewide) | 10,000 | qtr 4 2024–25 |
| Mental health and alcohol and other drugs residential rehabilitation facility – Mildura (Mildura) | 36,000 | qtr 4 2025–26 |
| Mental Health Capital Renewal Fund (statewide) | 10,000 | qtr 4 2024–25 |
| Metropolitan Health Infrastructure Fund (metropolitan various) | 187,000 | qtr 4 2024–25 |
| Metropolitan Health Infrastructure Fund 2022–23 (metropolitan various) | 25,000 | qtr 4 2024–25 |
| Metropolitan Health Infrastructure Fund 2023–24 (metropolitan various) | 40,000 | qtr 4 2027–28 |
| Modernisation of metropolitan Melbourne Public Sector Residential Aged Care Services Strategy: Stage 3 Kingston Project (Cheltenham) | 139,630 | qtr 4 2025–26 |
| More help for Victorian mums and dads (statewide) | 123,000 | qtr 2 2025–26 |
| More hospital and aged care beds for Melbourne’s East (Angliss Hospital Expansion Stage 2) (Upper Ferntree Gully) | 112,000 | qtr 4 2026–27 |
| More PET scanners for Victorian hospitals (statewide) | 44,000 | qtr 4 2025–26 |
| More support for mums, dads and babies (statewide) | 15,000 | qtr 4 2025–26 |
| New Melton Hospital (Cobblebank) | 900,000– 1,000,000 | qtr 4 2028–29 |
| Providing additional bed capacity through modular facilities (metropolitan various) | 44,900 | qtr 2 2024–25 |
| Publicly led fertility care services for Victoria (statewide) | 20,000 | qtr 4 2024–25 |
| Redevelopment of Royal Melbourne Hospital and Royal Women’s Hospital (Parkville) | 2,338,000 | tbc |
| Redevelopment of Thomas Embling Hospital Stage 3 (Fairfield) | 53,196 | qtr 4 2024–25 |
| Regional Health Infrastructure Fund (regional various) | 250,000 | qtr 4 2025–26 |
| Regional Health Infrastructure Fund 2019–20 (regional various) | 100,000 | qtr 4 2025–26 |
| Regional Health Infrastructure Fund 2020–21 (regional various) | 120,000 | qtr 4 2025–26 |
| Regional Health Infrastructure Fund 2021–22 (regional various) | 20,000 | qtr 4 2024–25 |
| Regional Health Infrastructure Fund 2022–23 (regional various) | 300,000 | qtr 4 2026–27 |
| Royal Children’s Hospital expansion (Parkville) | 56,400 | qtr 1 2025–26 |
| Rural and Regional PSRACS Revitalisation Strategy Stage 1 (regional various) | 65,000 | qtr 4 2024–25 |
| Rural and Regional PSRACS Revitalisation Strategy Stage 1 2022–23 (regional various) | 142,845 | qtr 4 2027–28 |
| Rural residential aged care facilities renewal 2019–20 (regional various) | 10,000 | qtr 4 2025–26 |
| Rural residential aged care facilities renewal 2020–21 (regional various) | 10,000 | qtr 4 2025–26 |
| Supporting the next generation of paramedics (statewide) | 3,200 | qtr 4 2025–26 |
| Swan Hill District Hospital emergency department upgrade (Swan Hill) | 65,700 | qtr 2 2026–27 |
| The Alfred Hospital urgent infrastructure (Prahran) | 174,500 | qtr 4 2029–30 |
| Victorian Collaborative Centre for Mental Health and Wellbeing (metropolitan) | 5,000 | qtr 4 2024–25 |
| Warrnambool Base Hospital redevelopment (incl Warrnambool Logistics Hub) (Warrnambool) | 384,200 | qtr 4 2026‑27 |
| Total existing projects(h) | 12,658,190 | |
| Total Health projects | 14,564,865 |
Source: State Budget 2024–25 Budget Papers, Budget Paper No. 4, Department of Health
Approved use of accumulated State Administration Unit
The Resource management framework (section 3.5.2) sets out the order of funding for approved asset investments.
The department follows this order. If required, funds will be drawn down from accumulated State Administration Unit (SAU) funding, after seeking approval from the Treasurer as required under s. 33 of the Financial Management Act 1994. Any funds accessed from accumulated depreciation funding will be reported each year in the annual financial report.
Notes
(a) The 2024–25 target reflects pending Commonwealth commitments.
(b) The lower 2024–25 target reflects pending Commonwealth commitments for Dental Services and the cashflow profile for the Smile Squad program.
(c) The 2024–25 target reflects the completion of COVID-related initiatives, including distribution of RATs, as well as the cessation of the Commonwealth national partnership on Prevention of Avoidable Hospital Admission, Obesity and Chronic Disease.
(d) Table may not add due to rounding.
(e) These initiatives contribute to activity that attracts Commonwealth Government funding under the National Health Reform Agreement (NHRA). Estimates of the Commonwealth Government’s contribution are included.
(f) This initiative contributes to activity that attracts Commonwealth Government funding under the Federation Funding Schedule for access to HIV treatment for people who are not eligible for Medicare. Estimates of the Commonwealth Government’s contribution are included.
(g) Table may not add due to rounding.
(h) Totals exclude expenditure for projects with a range or 'tbc' TEIs and cash flows.
Reviewed 29 August 2024