As Deputy Secretary for the Early Childhood Outcomes division at the department, Mark Barraket leads the delivery of initiatives to support 6,000 ECEC services across NSW with a focus on comprehensive investments in the critical first 5 years of every child’s life. With a background as both a primary school teacher and principal and over 30 years with the department, Mark brings firsthand experience of the transformative power of ECEC.

In his previous roles, including Executive Director for School Performance Regional South and Executive Director for School Workforce, Mark drove positive outcomes for school improvement and student wellbeing initiatives across a vast network of 260 NSW public schools including regional and rural areas.

In his recent role as one of 2 Deputy Secretaries for Education and Skills Reform, Mark was responsible for a whole-of-department focus to improve outcomes for Aboriginal and Torres Strait Islander students and school communities in regional, rural, and remote areas.

Craig Layton is Executive Director, First Nations, Education, Sustainability & Service, at NSW Treasury. Craig oversees budget and fiscal policy across a number of portfolios including Education.

Prior to joining NSW Treasury, Craig was the Executive Director, Child & Family, at the NSW Department of Communities and Justice, and has worked in a number of NSW Government agencies in policy, strategy and human services. He has been involved in delivering major social policy reforms, including the NSW transition to the National Disability Insurance Scheme, the Stronger Together and Ready Together Disability Reforms, and reforms to the out of-home care and family preservation service systems.

Craig holds post graduate qualifications in public policy and is a member of the Australian Institute of Company Directors.

Shaun is currently the Chief People Officer at the NSW Department of Education. He brings extensive operational and people leadership experience in the childcare sector, which includes previously serving as Chief Operating Officer at Guardian Early Learning and as Country Manager at MindChamps Early Learning.

Shaun has a strong commitment to achieving positive outcomes for people-centric activities, such as hiring, training, professional development, safety, employee well-being, engagement and retention, industrial relations, leadership effectiveness, and culture.

He has qualifications in HR, Management, and Operations, and holds a Bachelor of Business (HR), an MBA, and has attended executive programs in institutions such as Harvard University and London Business School.

Dianne brings extensive senior executive experience across the NSW Public Sector, particularly in the planning, procurement and delivery of major infrastructure projects.

Dianne is a former board member of Infrastructure Australia and NSW Health Infrastructure and former commissioner of the NSW Independent Planning Commission, including as Deputy Chair. Dianne has held senior roles in the NSW Government including with the Olympic Coordination Authority, Sydney Ports Corporation and Department of Premier and Cabinet overseeing major project procurement and delivery.

Dianne currently chairs the Northern Region Planning Panel as well as a number of significant project committees for the NSW Government and Sydney University. Dianne is a Gateway reviewer for Infrastructure NSW and NSW Treasury.

Matthew McLean is an experienced policy leader and advocate with significant expertise across health, early childhood education and human services roles. He is a former Chief of Staff to the NSW Minister for Health and Regional Health and was the Deputy Chief of Staff to the then NSW Leader of the Opposition.

Matthew has held senior executive and policy roles in the NSW Departments of Education and Premier and Cabinet and the Federal Department of Social Services. He served as the Deputy CEO and Director of Policy and Government Relations for Suicide Prevention Australia.

Matthew was a Vice-Chancellor’s Scholar at Bond University and holds a Bachelor of Laws (Honours) and a Master of Laws (Corporate and Commercial).

The Board met with key advisers supporting governance and probity requirements in it early childhood education programs, noting their experience in ensuring transport and accountable processes.

The Board discussed the Strategic Investment Plan, including considerations around access to early childhood education and care, local barriers to participation, and how different funding initiatives can support improved outcomes for children and families.

The Board noted the progress on initiatives supporting Aboriginal early childhood educators and pathways.

The Board reviewed financial and operational matters and noted compliance reporting for statutory payments and gifts of government property.

The Board acknowledged that the terms of Julia Davison and Megan Mitchell conclude on 28 February 2026, making this their final Board meeting. The Chair thanked them for their valuable contribution to the CEO Fund, noting their expertise, advocacy for children and families, and role in shaping the Fund's development and implementation.

The Board provided feedback on the draft 2026 Strategic Investment Plan. The Strategic Investment Plan sets out the Boards priorities and guides investment and the development of programs. Once finalised the Strategic Investment Plan will be submitted to the Minister for Education and Early Learning for approval.

The Board received an update on the CEO Fund's financial position and the broader budget process, including funding for the Childcare and Economic Opportunity Fund for FY2026–27 and forward years.

The Board approved updates to governance arrangements, including the CEO Fund Complaints Procedure and Guide, and arrangements to support compliance with the Public Interest Disclosure Act 2022.

The Board endorsed a Collaboration Framework between Gudjagang Gulgul and the CEO Fund Board to strengthen engagement with Aboriginal and Torres Strait Islander stakeholders.

The Board received updates on the Business Capability Development Program, including insights from participating services and stakeholders to inform future program design and delivery.

The Board approved updates to governance arrangements, including revisions to the Childcare and Economic Opportunity Fund Board Governance Framework and Terms of Reference. These updates were proposed to streamline governance, support efficient Board decision-making and strengthen oversight of CEO Fund programs.

The Board approved funding recommendations under Round 2 of the Business Capability Development Program.

The Board provided feedback on the proposed approach, delivery model and financial considerations for programs currently under development to support targeted workforce initiatives including Aboriginal and Torres Strait Islander scholarship and employment subsidy programs to support workforce growth and participation.

The Board welcomed Matthew McLean as the new Independent Appointment Member.

The Board approved updates to the CEO Fund Board Enterprise Risk Management Framework and endorsed the NSW Childcare and Economic Opportunity Fund Monitoring and Evaluation Framework. These updates were proposed to streamline governance, enable robust program evaluation and improve risk management.

The Board also approved updates to the Expanding Quality Access (EQA) program guidelines, including the extension of application, outcome notification and program end dates. The Board explored mechanisms for providing assistance to EQA applicants to support their capital works projects.

The Board noted the resignation of Board member Jenny Merkley from the Department of Education and the Board, thanking her for her significant contribution. Work to fill the vacancy is currently underway.

The Board received updates on the programs of work currently being implemented with support from the Fund – including Building Early Learning Places, Business Capability Development Program, 3-Year-Old Fee Relief Program Trial Payment, and the Flexible Initiatives Trial.

The Board provided strategic input into program development and business cases prepared to support investment decisions. The business cases outline how proposed programs address the key investment priorities of the Board.

The Board considered updates on CEO Fund programs and a quarterly risk management report. Detailed feedback was provided by the Board on the development of a monitoring and evaluation approach for Fund Board programs.

The Board were presented with insights gained following Stage 1 of the Business Capability and Development Program (BCDP) and how these insights support measuring success.

This included reduced administrative burden for ECEC providers, increase in leadership capability, business management and technological skills of ECEC workforce, increase service sustainability and viability and increase in employee engagement and retention across the ECEC sector.

The Board discussed the importance of maintaining a strong, ongoing connection with Gudjagang Gulgul to ensure Aboriginal and Torres Strait Islander voices continue to inform the Fund’s direction and decision-making.

The Board received updates on the programs of work currently being implemented with support from the Fund, and noted the 2025 Independent Market Monitoring Review is on track.

The Board discussed reviews currently underway relating to the health, safety and wellbeing of children in ECEC services. The report of the independent review into the NSW ECEC Regulatory Authority was released in June 2025. Submissions to the NSW Parliamentary inquiry into ECEC sector in NSW closed in June 2025, with a report expected by 31 March 2026.

The Board was provided with an update on the 2025-26 NSW Government Budget, which was handed down on 24 June 2025. Key initiatives from the Childcare and Economic Opportunity (CEO) Fund were announced, with:

• initial funding of $10 million to further expand public provision by supporting the essential design work on how expanding access to public early learning can be delivered
• $142.5 million investment by the CEO Fund to increase Aboriginal Community Controlled Organisation-led service delivery and to grow the Aboriginal early childhood workforce. These programs are part of a total investment of $194 million by Government over the next 4 years to refresh the First Steps Strategy to increase participation of Aboriginal and Torres Strait Islander children and families in ECEC.

An independent market monitoring review (IMMR) of the ECEC sector is required to be completed every 2 years under section 5(1) of the Childcare and Economic Opportunity Fund Act 2022. The Board was provided with an update on the methodology from the Independent Pricing and Regulatory Tribunal NSW (IPART) engaged for the 2025 IMMR. This followed IPART’s period of public consultation on the methodology paper which closed on 11 July 2025.

The Board was also updated on the newly established CEO Fund Board Audit and Risk Committee (ARC) which will have oversight of the CEO Fund Board. These arrangements, under Treasury Policy Paper 20-08 Internal Audit and Risk Management Policy for the General Government Sector, enables the Board to be compliant with all core requirements of the policy from 1 July 2025 onwards.

The Board was provided with an update on the legislation that is currently being considered in the NSW Parliament in response to child safety in the early childhood education sector.

The Board was provided with an update on program design options to expand the public provision of early childhood education and care in New South Wales. $10 million has been allocated for this work in the 2025-26 NSW Government Budget.

An extraordinary Board meeting was also held on 29 August where the Board considered early program design options to expand the public provision of early childhood education and care in New South Wales. The Board also considered progress and design options for inflight programs, as well as the Expanding Quality Access Program that was announced by the NSW Government in September 2025.

The Board received an update on progress of the Early Childhood Education and Care Research Program, including preparations for the first round of research partnerships and grant-funded projects.

The Board considered program design and delivery settings for a number of initiatives aimed at strengthening the early childhood workforce, including work to support Aboriginal early childhood educators and pathways in regional communities.

The Board approved updates to the Business Capability Development Program ahead of the next funding round, which will continue to support services to strengthen business capability and quality improvement.

The Board also discussed approaches to monitoring, evaluation and risk management to ensure programs are evidence-informed and consistent with the Fund’s strategic objectives.

The Board received an update on the 2025 Independent Market Monitoring Review, which will be submitted to the Minister in December 2025. The update included key findings relating to childcare service availability, workforce participation barriers, workforce pay and conditions, and national quality standards.

The Board considered how findings from the IMMR review could inform the development of the Board's next Strategic Investment Plan.

The Board approved the outcomes of the ECEC Strategic Research Fund Grant stream, noting that applications were assessed in line with program guidelines and governance requirements.

The Childcare and Economic Opportunity Fund Board (the Board) met on Thursday 22 February 2024, online via Microsoft Teams.

The Board considered the financial report with the current funding profile and financial status of the Fund.

The Board approved the Childcare and Economic Opportunity Fund Grants Framework (the Framework) and associated checklists, noting that the checklists have been developed to support implementation of the NSW Grants Administration Guide.

The Board also approved the recommended applications submitted as part of round 1 of the Flexible Initiatives Trial (FIT) and noted that round 2 of the program is scheduled to open for submissions in the second quarter of 2024. The FIT program aims to address barriers to parental workforce participation, improve accessibility of early childhood education and care (ECEC) and support the ECEC workforce and sector by promoting flexible approaches to service delivery.

The Board noted the updated program guidelines for the Business Capability Development Program (BCDP). The BCDP aims to improve viability and sustainability of services operated by small ECEC providers in identified priority locations through tailored business capability support. It is anticipated that the program will be open to submissions later in 2024.

The Board discussed, and provided strategic input, to develop priorities for the first strategic investment plan which will guide decision making over the 3-year period from the 2024-25 financial year. The identification of priority areas for investment and key enablers for achieving the Fund objectives was made, using the Board-endorsed assessment approach.

The Childcare and Economic Opportunity Fund Board (the Board) met on Thursday 21 March 2024, online via Microsoft Teams.

The Board considered updates on CEO Fund programs and a quarterly risk management report. Updated governance arrangements were approved to ensure advice on the development and delivery of programs can be provided through the recently revised internal Department of Education governance.

The Board approved the updated program guidelines for the Flexible Initiatives Trial (FIT) program. The guidelines were reviewed following consultation with relevant stakeholders and incorporated learnings from Round 1 of the program. The guidelines meet the requirements of the updated NSW Government’s Grants Administration Guide and will be in place for Round 2 of FIT applications.

The Board considered priorities for the first Strategic Investment Plan, which will guide investment decisions over a 3-year period from the 2024-25 financial year. The Board approved priorities, and high-level program areas that target these, for consideration by government and inclusion in the Strategic Investment Plan.

The Board discussed possible initiatives to support the early childhood education and care workforce and considered linkages with work already underway within the department. The Board endorsed further development focusing on workforce retention and attraction to be developed under the Strategic Investment Plan.

Finally, the Board noted progress and estimated timeframes for delivery of the Childcare and Economic Opportunity Fund Strategy; and received advice as to the potential high-level qualitative and quantitative incremental benefits that could be achieved through 10 years of Fund investment.

The Board considered the business case for a trial program to provide capital works grants to support the delivery of Early Childhood Education and Care (ECEC) places in areas of high need. The Board endorsed the program and guidelines, which will proceed to the NSW Minister for Education and Early Learning and NSW Treasurer for consideration.

The Board received an update on the status of the Capital Feasibility and Market Assessment Study and how it will support a number of proposed programs. The study aims to identify how best to solve the undersupply of ECEC places in NSW by gaining a greater understanding of the ECEC capital/property market across NSW and capital-related barriers that reduce expansion or establishment of new services.

The Board considered a business case for a proposed ECEC research program which aims to increase the evidence base available to guide Fund investment and ensure a measurable impact. The Board endorsed this trial program, which will proceed to the NSW Minister for Education and Early Learning and NSW Treasurer for consideration.

The Board provided further input for the draft Childcare and Economic Opportunity Fund Strategy and Strategic Investment Plan to allow for finalisation and submission to government by 30 June 2024. The strategy outlines the key challenges facing the ECEC sector and the focus areas that will support the Fund to address these challenges. The Board noted the benefits assessment based on the proposed investment.

Finally, the Board considered headline success measures needed to monitor progress of the Fund in achieving its principal objectives. Potential measures were discussed for further development and consideration by the Board in May.

The Board were presented with options for the establishment of an Aboriginal and Torres Strait Islander Advisory Subcommittee to the Childcare and Economic Opportunity Fund Board. These options, identified through internal consultation, were developed as a reflection of the Boards recognition of the importance of effective consultation with Aboriginal and Torres Strait Islander communities and cohorts in the development of priorities and programs for the Fund. The options presented contained differing levels of representation from stakeholder bodies and involvement in engagement. The endorsed options will now be further explored through targeted stakeholder consultation.

The Board received an update on the development of the Early Childhood Education and Care (ECEC) Research Program Guidelines. The guidelines are aligned with the 2024 Grant Administration Guide and include an overarching framework for the ECEC Research Program and program streams.

The Board noted an update on the Business Capability Development Program (BCDP). This included information on participation rates for ECEC services attending online information sessions and applications received to participate in the program. An update on the status of procurement aspects of the program was also provided.

The Board considered input from government on strategic priorities for ECEC, to finalise the Strategic Investment Plan.

The Board considered the Early Childhood Education and Care (ECEC) Research Program guidelines. The research program aims to generate ECEC research to address evidence gaps relevant to the Childcare and Economic Opportunity (CEO) Fund objective of increasing participation in the State’s workforce, particularly for women, by making quality ECEC more affordable and accessible. The Board endorsed the guidelines, which will proceed to the NSW Minister for Education and Early Learning for consideration.

The Board provided strategic input into a communications and engagement approach for the Fund to ensure information on the Fund purpose and initiatives is available for stakeholders.

The CEO Fund’s first Strategic Investment Plan was prepared by the Board taking into account the independent market monitoring report and the NSW Government’s strategic priorities for ECEC. The Board considered the finalised Strategic Investment Plan, economic analysis of the Plan and proposed headline measures of success. The Board endorsed the Strategic Investment Plan for progression to the Deputy Premier and Treasurer for approval.

The Board formally noted its approval of program participants into the Business Capability Development Program (BCDP) – as recommended by the grant assessment panel. The BCDP will provide key staff at participating ECEC services with up to 170 hours of tailored support across two program stages in business leadership and service management. Participating services will be eligible for access payments to facilitate their participation in the program which can be used to backfill staff and/or supplement wage expenses for staff participating outside of work hours.

The Board also formally noted its approval for the engagement of a program partner for BCDP. The program partner will work with each participating service in Stage 1 of the program for up to 12 hours to undertake a gaps, needs and opportunities analysis to determine priority areas for capability uplift in Stage 2. Additionally, the program partner will recommend and coordinate activities across Stage 2.

The Board received updates on Round 2 applications for the Flexible Initiatives Trial and the progress of the Building Early Childhood Education and Care Places Program.

The Board received an update on the preparation of financial statements and end of year audit processes.

The Board noted the proposed approach for the development and public release of the Childcare and Economic Opportunity (CEO) Fund Annual Report, recognising the opportunity it provided to articulate the purpose, rationale and achievements of the Fund.

The Board will provide strategic input into the communications and engagement strategy, considering the timing of the Annual Report release.

The Board received updates on the progress of the First Steps – the NSW Aboriginal Children’s Early Childhood Education Strategy 2021-2025. Plans to incorporate learnings from the program evaluation into future strategy was noted. The Board also noted the ongoing development of subcommittee of the Board in collaboration with NSW Department of Education's Gudjagang Gulgul Early Childhood Aboriginal and Torres Strait Islander Committee.

The Board formally noted the proposed examination of opportunities to address areas in NSW, and particular cohorts in communities, that are currently not able to easily access early childhood education or care places. This work will include consideration of locations, service needs and types of service models.

The Board received an update on investigations into geographical areas and specific cohorts experiencing significant barriers in accessing quality early childhood education and care. The Board considered options, and provided strategic input into various approaches that might address issues in under-served areas. The intersection of the Fund’s initiatives and public preschool investment was also discussed.

The Board reviewed the draft NSW Childcare and Economic Opportunity Fund Annual Report 2023-2024, including the audited Financial Statements, and provided feedback.

The Board received a presentation from the Independent Pricing and Review Tribunal on its final report into undersupply of the early childhood education and care sector, and considered how this report may inform future work of the Board.

The Board endorsed the expansion of the eligibility for the Building ECEC Places Program to include Aboriginal and Community Controlled Services statewide and approved the updated program guidelines.

The Board approved 39 recommended applications for the Flexible Initiatives Trial (FIT) round two. The early childhood education and care (ECEC) FIT Program aims to address barriers to parental workforce participation, improve accessibility of ECEC, and support the ECEC workforce and sector by promoting flexible approaches to service delivery. Successful engagement with ECEC services for round two led to nearly double the applications from round one.

An Independent Market Monitoring Review (IMMR) of the ECEC sector is a legislative requirement, to be undertaken every two years. The first IMMR was completed in December 2023, with the second IMMR to be completed by December 2025. The Board endorsed the terms and expectations for the second IMMR.

The Board received an update on development of the Aboriginal Community-Controlled Organisation sector. The Board endorsed the principles of self-determination and authentic partnerships in the development of the detailed plan and actions for advancing culturally responsive and Aboriginal-led ECEC in NSW. The Board continued to discuss options for how to address ECEC supply issues in areas of NSW that are under-served.

The Board approved the proposed establishment of an Aboriginal advisory subcommittee, noting it has been informed by targeted consultation and seeks to optimise and complement existing advisory bodies without causing overlap.

The Board received a demonstration of a newly developed supply and demand dashboard which supports visibility of early childhood education and care (ECEC) supply issues. The dashboard provides detailed information regarding underserved ECEC locations and will support the Board in its planning for areas of investment.

The Board approved the engagement of 2 training provider partners for the delivery of capability uplift activities as part of the Building Capability Development Program. Training activities, to be delivered to up to 46 participating ECEC services, are anticipated to commence in March 2025.

The Board further considered work being undertaken to address ECEC supply issues in areas of NSW that are under-served. The Board provided strategic feedback on service models; the analysis of under-served areas; and the proposed consultation approach.

The Board received an update on the refresh of the First Steps Strategy and reviewed potential programs of work to be supported by the Fund with the objective of increasing access to culturally responsive early learning services and increasing the number of Aboriginal and Torres Strait Islander early childhood education and care (ECEC) educators and teachers.

The Board provided feedback on the proposed approach to revising the ECEC Research Program Guidelines to reflect government recommendations regarding focus areas and timelines.

The Board provided strategic feedback on proposed service models and costings for the Fund’s work to support the provision of early childhood education and care in under-served areas - including options for supporting new and existing preschools

At the Childcare and Economic Opportunity Fund Board (the Board) meeting held on Thursday 24 August 2023 at 8 Central Avenue, Eveleigh, the Board received updates on various matters relating to the Fund.

An update on the Board’s instrument of delegation was provided and approved by the Board.

The Board discussed and provided input on the risk appetite statement. This also included a discussion around alignment of the risk policy and framework with the NSW Department of Education’s policies.

The Board discussed and endorsed program guidelines for the Early Childhood Education and Care Flexible Initiatives Trial, which will proceed to the NSW Minister for Education and Early Learning and NSW Treasury for approval. The Board also discussed a Childcare and Economic Opportunity Fund (the Fund) communications and engagement plan, which will include the launch of the new program, if approved.

The Board endorsed an overview of planned stakeholder engagement for the first Strategic Investment Plan, a key deliverable for the Board under the Childcare and Economic Opportunity Fund Act 2022.

Prepared by: Simone Walker, Chairperson, Childcare and Economic Opportunity Fund Board

At the Childcare and Economic Opportunity Fund Board (the Board) meeting held on Thursday 23 November 2023 at 8 Central Avenue, Eveleigh, the Board received updates on various matters relating to the Fund.

The Board approved the pilot of a framework to support the application of the NSW Grants Administration Guide to Fund programs.

The Board noted the launch of the first Fund program, the Flexible Initiatives Trial (FIT) and the status of Fund programs and priorities for 2023-24. The FIT is the first in a suite of programs to be delivered under the Fund, including providing $500 per child of fee relief to 3-year old children attending eligible preschool programs in long day care centres, effective from early 2024. Additional programs will be made available over the coming months to support uplift related to workforce, capital works and localised responses to demand.

A proposal for a new program to enhance the viability and sustainability of NSW Early Childhood Education and Care (ECEC) services was discussed. The program aims to uplift workforce business leadership and management capabilities. The Board endorsed the program through a business case and program guidelines, which will proceed to the NSW Minister for Education and Early Learning and NSW Treasurer for approval.

The Independent Pricing and Regulatory Tribunal (IPART) provided a briefing to the Board on its interim report into its review of early childhood education and care in NSW.

The Board discussed risk management and endorsed a shared audit and risk committee arrangement be considered by the Department of Education. The Board also noted progress in development of an enterprise risk register for the Fund and engaged in discussion and provided strategic input around the identified risks.

Finally, the Board discussed and endorsed progress on development of the Fund’s first Strategic Investment Plan, part of a 10-year strategy for the Fund. The Childcare and Economic Opportunity Fund Act 2022 requires the Board to prepare the first Strategic Investment Plan by 30 June 2024.

Prepared by: Mark Barraket, Chairperson, Childcare and Economic Opportunity Fund Board

The Childcare and Economic Opportunity Fund Board (the Board) met on Friday 15 December 2023, online via Microsoft Teams.

The Board discussed, and provided strategic input, to the early childhood education and care (ECEC) market assessment and capital feasibility study. The study will take a longterm view and identify capital and property related drivers across ECEC services in NSW.

The Board noted the preliminary development and scoping of a 2023-24 capital works trial program to drive growth of not-for-profit ECEC services in high demand areas. This initiative is expected to fund capital works grants ahead of broader capital initiatives being developed for delivery in future years as part of the Strategic Investment Plan.

The Independent Pricing and Regulatory Tribunal (IPART) provided a briefing to the Board on the independent market monitoring review of the childcare sector market. The Board commissioned IPART to undertake the independent review required under the Childcare and Economic Opportunity Fund Act 2022 as input to the development of strategic investment plans.

The Board was briefed on issues and options related to coordination and advisory services that can support the establishment or expansion of ECEC services. The Board endorsed further work on options to address local needs.

Lastly, the Board discussed and endorsed progress on development of the Fund’s first strategic investment plan. This included endorsement of priority areas, the options analysis framework and the approach to an economic analysis of the plan.

NSW Fund Board annual report 2023–24 (PDF 2.2 MB)

You can submit a complaint by contacting us at:

• Email: ceofundsecretariat@det.nsw.edu.au

• Online form: NSW Childcare and Economic Opportunity Fund Board - Complaints/Feedback form

Please include:

• the program you are contacting us about

• a description of your concern

• any relevant dates or supporting information

You can make a complaint anonymously, however, this may limit our ability to investigate the issue or provide an outcome.

You can raise concerns about:

• CEO Fund program delivery or administration

• decisions made under CEO Fund programs

• delays, communication issues or service concerns
  

Some matters are managed through other processes and may not be handled under this complaints process. These include:

• employee workplace grievances

• procurement or contract disputes

• matters subject to formal appeal processes
  

• allegations of misconduct, corruption or serious wrongdoing

• any concerns that relate to an employee’s behaviour that do not require PES involvement.

Where this occurs, we will refer you to the appropriate process where possible.

We will:

• acknowledge your complaint within 3 business days

• assess the issue and determine how it will be managed

• contact you if we need more information
  

• aim to provide an outcome within 20 business days, where possible

• keep you informed if your complaint is complex and requires more time

Where possible, complaints are managed by the relevant program team in the first instance, and may be resolved informally where appropriate.

More complex or serious matters may be escalated for further review within the CEO Fund or the Department where appropriate.

If your complaint relates to a decision that has a formal appeal process, you may be directed to that process.

If you are not satisfied with how your complaint has been handled, you may request an internal review. Requests for review must be made in writing and include the reasons for the request. Not all requests will be accepted.

You may also seek advice from, or raise your concerns with, an external agency at any time.

We are committed to handling complaints fairly, respectfully and efficiently.

Our role is to:

• assess and manage complaints in a fair and timely way

• communicate clearly about the process and outcomes
  

• take reasonable steps to resolve concerns where possible

Your role is to:

• provide clear and accurate information about your concern

• engage respectfully with staff during the complaints process
  

• work with us to help resolve the issue where possible

Complainants may choose to have a support person or representative assist them during the complaint process. Questions may be asked through the complaint handling process to ensure that the person making the complaint is able to participate in the complaint process, and that reasonable adjustments can be made to support this.

We ask that all parties engage in the complaints process in a respectful and reasonable manner. This helps us assess and resolve concerns effectively.

In some circumstances, the CEO Fund may limit engagement where behaviour is unreasonable or impacts our ability to manage the complaint appropriately.