Portfolio: Defence
https://www.aspi.org.au/
$15M
2026-27 Budget (Budget Paper No. 4)$25M
2024-25 Total Revenue120
Headcount (2024-25)12 tagged
Reform proposals on YourGov that name this department as a delivery partner — drawn from citizen voice, government strategy, research, international examples and gap analysis.
STRATEGY SUMMARY
The three key underlying purposes of ASPI’s Charter are to: • provide alternative sources of input to government decision-making processes on major strategic and defence policy issues • help nourish public debate and understanding • contribute to the development of professional strategic policy expertise in Australia.
VISION
“ASPI’s role is to function as a strategic policy research centre, independently of government, providing policy-relevant research and analysis to better inform government decision-makers and public understanding of strategic and defence issues.”
Corporate Plan 2025-26 · p.11PURPOSE
The three key underlying purposes of ASPI’s Charter are to: • provide alternative sources of input to government decision-making processes on major strategic and defence policy issues • help nourish public debate and understanding • contribute to the development of professional strategic policy expertise in Australia.
Corporate Plan 2025-26 · p.11Strategic priorities
· 6
Provide government with an alternative source of strategic policy ideas and advice
Corporate Plan 2025-26 · p.19Stimulate public discussion on key aspects of defence and security policy
Corporate Plan 2025-26 · p.20Promote international understanding of Australia’s strategic and defence policy
Corporate Plan 2025-26 · p.21Develop expertise and nurture the next generation of strategic policy thinkers
Corporate Plan 2025-26 · p.22Outcomes
· 1
Outcome 1: Climate change and energy
Accelerating climate change is a primary threat to geopolitical stability and national security, with severe impacts on supply chains, food systems and economic growth outpacing our capacity to respond. Since mitigation alone is insufficient, Australia must urgently adapt by embedding climate resilience into national planning in a way that reinforces our sovereignty and strategic autonomy. Strengthening supply chains and diversifying trade are core security priorities that reduce exposure to coercion while tackling the climate challenge.
KEY ACTIVITIES
Values
· 3
Independence
Integrity
Excellence
Performance measures
· 3
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
CCE01 | Count of major publications produced in the reporting period. | 5 more than previous year Corporate Plan 2025-26 · p.18 | 34 Annual Report 2024-25 · p.12 | Achieved |
CCE02 | Count of internally authored articles published on The Strategist website in the reporting period. | 140 Corporate Plan 2025-26 · p.18 | 995 Annual Report 2024-25 · p.13 | Achieved |
CCE03 | Percentage of positive ratings on quality of research from annual key stakeholder surveys. | ≥80% Corporate Plan 2025-26 · p.18 | ≥80% Annual Report 2024-25 · p.13 | Achieved |
Source documents
· 11
2024-25
2024-25 Annual Report
Open
2023-24
2023-2024 Annual Report
Open
2022-23
2022-2023 Annual Report
Open
2021-22
2021-2022 Annual Report
Open
2020-21
2020-2021 Annual Report
Open
2025-26
Click to open
Open
2024
ASPI Corporate Plan 2024-2028
Open
2023
ASPI Corporate Plan 2023-2027
Open
2022
ASPI Corporate Plan 2022-2026
Open
2021
ASPI Corporate Plan 2021-2025
Open
2025
Company Constitution
Open
Ideas distilled from this entity's strategy & evidence
· 12
Increase major publications count
Boost the number of major publications produced in the reporting period to exceed 5.
2025-26.pages.jsonl [CP p.14]
Adopt Deloitte's strategic advisory model
Implement a strategic advisory model similar to Deloitte's Government and Public Services model to enhance advisory services.
consulting-deloitte.com-government-public.txt
Implement Harvard-style performance dashboard
Create a real-time performance dashboard to track key metrics and strategic goals, inspired by Harvard Kennedy School's data-driven approach.
university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt
Enhance active participation in advisory committees
Increase the number of active participations in government advisory committees by implementing a dedicated task force.
2025-26.pages.jsonl [CP p.15]
Build public dashboard for research outputs
Create a public dashboard showcasing ASPI's latest research outputs and publications.
2024-25.pdf [AR p.30]
Implement stakeholder feedback loop
Establish a formal mechanism for stakeholders to provide feedback on ASPI's research and publications.
2024-25.pdf [AR p.30]
Adopt global partnership model
Expand international partnerships by adopting the global partnership model from the World Bank Governance Global Practice.
association-worldbank.org-governance.txt
Improve media engagement strategy
Enhance media engagement by implementing a structured media relations plan.
2024-25.pdf [AR p.30]
Implement diversity initiatives
Expand diversity and inclusion initiatives by implementing targeted programs to enhance workforce diversity.
2025-26.pages.jsonl [CP p.12]
Enhance funding diversification strategy
Diversify funding sources by implementing a comprehensive strategy to attract new revenue streams.
2025-26.pages.jsonl [CP p.19]
Implement risk assessment framework
Establish a risk assessment framework to identify and mitigate potential risks to ASPI’s operations.
2024-25.pdf [AR p.30]
Enhance stakeholder engagement strategy
Strengthen stakeholder engagement by implementing a comprehensive strategy to enhance communication and collaboration.
2025-26.pages.jsonl [CP p.12]
Increase major publications count
Boost the number of major publications produced in the reporting period to exceed 5.
2025-26.pages.jsonl [CP p.14]
Adopt Deloitte's strategic advisory model
Implement a strategic advisory model similar to Deloitte's Government and Public Services model to enhance advisory services.
consulting-deloitte.com-government-public.txt
Implement Harvard-style performance dashboard
Create a real-time performance dashboard to track key metrics and strategic goals, inspired by Harvard Kennedy School's data-driven approach.
university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt
Enhance active participation in advisory committees
Increase the number of active participations in government advisory committees by implementing a dedicated task force.
2025-26.pages.jsonl [CP p.15]
Build public dashboard for research outputs
Create a public dashboard showcasing ASPI's latest research outputs and publications.
2024-25.pdf [AR p.30]
Implement stakeholder feedback loop
Establish a formal mechanism for stakeholders to provide feedback on ASPI's research and publications.
2024-25.pdf [AR p.30]
Adopt global partnership model
Expand international partnerships by adopting the global partnership model from the World Bank Governance Global Practice.
association-worldbank.org-governance.txt
Improve media engagement strategy
Enhance media engagement by implementing a structured media relations plan.
2024-25.pdf [AR p.30]
Implement diversity initiatives
Expand diversity and inclusion initiatives by implementing targeted programs to enhance workforce diversity.
2025-26.pages.jsonl [CP p.12]
Enhance funding diversification strategy
Diversify funding sources by implementing a comprehensive strategy to attract new revenue streams.
2025-26.pages.jsonl [CP p.19]
Implement risk assessment framework
Establish a risk assessment framework to identify and mitigate potential risks to ASPI’s operations.
2024-25.pdf [AR p.30]
Enhance stakeholder engagement strategy
Strengthen stakeholder engagement by implementing a comprehensive strategy to enhance communication and collaboration.
2025-26.pages.jsonl [CP p.12]
Legislation administered
· 3
2013
Public Governance, Performance and Accountability Act 2013
ASPI complies with reporting requirements under this act.
1999
Environment Protection and Biodiversity Conservation Act 1999
ASPI reports on its environmental performance under this act.
Source library
· 16
4.0MB
2024-25.pdf
9.5MB
2023-24.pdf
5.2MB
2022-23.pdf
5.6MB
2021-22.pdf
3.5MB
2020-21.pdf
5.2MB
2025-26.pdf
12.3MB
2024.pdf
1.9MB
2023.pdf
1.2MB
2022.pdf
1.4MB
2021.pdf
145KB
ASPI-20Funding-202023-24.pdf
36KB
ASPI-Charter-letter.pdf
Bodies within the Defence portfolio
Australian Naval Nuclear Power Safety Regulator
Non-corporate Commonwealth Entity
Defence and Veterans' Services Commission
Non-corporate Commonwealth Entity
Australian Submarine Agency
Non-corporate Commonwealth Entity
Royal Australian Navy Relief Trust Fund
Corporate Commonwealth Entity
Royal Australian Navy Central Canteens Board (Royal Australian Navy Central Canteens Fund)
Corporate Commonwealth Entity
Royal Australian Air Force Welfare Trust Fund
Corporate Commonwealth Entity
Royal Australian Air Force Veterans' Residences Trust Fund
Corporate Commonwealth Entity
RAAF Welfare Recreational Company
Commonwealth Company
Defence Housing Australia
Corporate Commonwealth Entity
Australian Military Forces Relief Trust Fund
Corporate Commonwealth Entity
Army and Air Force Canteen Service
Corporate Commonwealth Entity
AAF Company (Trustee of Army Amenities Fund and Messes Trust Fund)
Commonwealth Company