Portfolio: Agriculture, Fisheries and Forestry
http://www.wool.com/
$85M
2025-26 Budget150
Headcount (2024-25)Digital Services to Take Farmers to Markets (TFTM)
Department of Agriculture, Fisheries and Forestry
Total Budget
$322.9M
Digital Budget
$322.9M
October 2020 — June 2026
The TFTM program is transforming Australia’s agricultural export systems with the delivery of contemporary digital products and services for trade and exporter engagement. Tranche 1 established the foundations for the digital reforms by uplifting existing systems onto modern and reliable platforms and developing new digital services. Tranche 2 builds on the capabilities delivered in Tranche 1 by delivering a dynamic program of work that enables the department to be a risk-based, data-enabled regulator.
Capital Security, Technology, and Asset Refresh (CapSTAR)
Department of Agriculture, Fisheries and Forestry
Total Budget
$287.9M
Digital Budget
$201.2M
July 2024 — June 2028
The CapSTAR program aims to refresh and maintain essential property and ICT assets, reduce risk in service delivery and ensure critical business systems are supported, patched and resilient. The outcome will be a sustainable and efficient technology and physical infrastructure portfolio, through reduced technical debt and increased physical and cyber maturity.
Simplified Targeting and Enhanced Processing Systems (STEPS)
Department of Agriculture, Fisheries and Forestry
Total Budget
$144.9M
Digital Budget
$144.9M
July 2023 — June 2026
The STEPS program will transform the border process for cargo importers who depend on the department to mitigate and regulate biosecurity risk in a challenging global marketplace. At the time of preparing this report, this project is subject to the escalation protocols set out in the Assurance Framework for Digital and ICT Investments. These protocols are designed to support agencies in the timely resolution of delivery challenges.
Supporting a Stronger and More Sustainable Agriculture Sector
Department of Agriculture, Fisheries and Forestry
Total Budget
$9.5M
Digital Budget
$9.5M
July 2023 — June 2026
This project aims to uplift the ICT, data and statistical systems’ capabilities to meet the department’s needs. This will improve the accessibility of agricultural data and information, improve and remediate survey processing systems, rebuild geospatial infrastructure, and gather requirements on future capabilities necessary to transform and enable agricultural data and information products to suit changing needs.
Climate Services for Agriculture (CSA) Program
Department of Agriculture, Fisheries and Forestry
Total Budget
$22M
Digital Budget
$11.5M
July 2025 — July 2028
The CSA Program aims to build drought resilience by enabling users to anticipate future climate conditions, compare those conditions with historical climate records, and consider potential impacts on the food and fibre products they produce. CSA provides climate projections for specific commodities at a local scale via a free online platform, ‘My Climate View’.
Knowledge Management (Dorper2)
Department of Agriculture, Fisheries and Forestry
Total Budget
$7.6M
Digital Budget
$7.6M
April 2025 — June 2028
This project aims to make the knowledge generated by the Future Drought Fund (FDF) more accessible, and promote wider adoption through a systematic and strategic approach. It will develop a knowledge management system (Dorper2) to collect and store FDF knowledge, such as program outputs and outcomes, project data and information, and contract management information.
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
To enhance the profitability, competitiveness and sustainability of the Australian wool industry through research, development, extension and demand creation. [AR p.3]
PURPOSE
To enhance the profitability, competitiveness and sustainability of the Australian wool industry through research, development, extension and demand creation. [AR p.3]
Strategic priorities
· 5
Increase the productivity of sheep, land and the efficiency on use of inputs and resources whilst enhancing Australia’s
Increase the productivity of sheep, land and the efficiency on use of inputs and resources whilst enhancing Australia’s reputation for sustainability.
Build trust and transparency across the supply chain through an industry best-practice structured, targeted and measurab
Build trust and transparency across the supply chain through an industry best-practice structured, targeted and measurable engagement model; and for this intelligence to influence, inform or contribute to AWI’s business activities.
Increase the profitability and sustainability of the wool processing and manufacturing supply chain and educate students
Increase the profitability and sustainability of the wool processing and manufacturing supply chain and educate students, trade and retailers about the benefits of wool.
To continue to build demand for Australian wool by reinforcing its position in the market to ensure a sustainable future
To continue to build demand for Australian wool by reinforcing its position in the market to ensure a sustainable future for Australian woolgrowers.
To provide key expertise, compliance, governance, support, and value to the global business in the areas of financial ma
To provide key expertise, compliance, governance, support, and value to the global business in the areas of financial management, legal, measurement, evaluation, people & culture, and company secretarial support including IP portfolio management.
Outcomes
· 6
Sheep Production
Increase the productivity of sheep, land and the efficiency on use of inputs and resources whilst enhancing Australia’s reputation for sustainability.
KEY ACTIVITIES
Consultation
Build trust and transparency across the supply chain through an industry best-practice structured, targeted and measurable engagement model; and for this intelligence to influence, inform or contribute to AWI’s business activities.
KEY ACTIVITIES
Industry Development
Increase the profitability and sustainability of the wool processing and manufacturing supply chain and educate students, trade and retailers about the benefits of wool.
KEY ACTIVITIES
Marketing
To continue to build demand for Australian wool by reinforcing its position in the market to ensure a sustainable future for Australian woolgrowers.
KEY ACTIVITIES
Market Analytics
To provide tools to ease the flow of information about Australian wool up and down the supply chain to all parties; to communicate wool’s benefits, facilitate provenance and supply chain transparency.
KEY ACTIVITIES
Corporate Services
To provide key expertise, compliance, governance, support, and value to the global business in the areas of financial management, legal, measurement, evaluation, people & culture, and company secretarial support including IP portfolio management.
KEY ACTIVITIES
Values
· 4
integrity
respect
transparency
diversity and inclusiveness
Performance measures
· 2
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
CCE01 | Wool sales | 27 GW (cumulative) | 88% Annual Report 2024-25 | Achieved |
CCE02 | Wool sales | Stability or improvement | Target met Annual Report 2024-25 | Achieved |
Source documents
· 6
2024-25
Download Report
Open
2023-24
2023/24 Annual Report
Open
2022-23
2022/23 Annual Report
Open
2021-22
2021/22 Annual Report
Open
2020-21
2020/21 Annual Report
Open
2025
AWI Strategic Plan 2025 – 2028
Open
Ideas distilled from this entity's strategy & evidence
· 12
Consultation feedback summaries with response tracking
Summarise consultation submissions by theme and publish what changed in response.
gd4646-2021-22-awi-annual-report.pdf)
Always-on policy participation platform
Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.
gd4646-2021-22-awi-annual-report.pdf)
KPI evidence register with named owners
Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.
awi_2020-21_annual_report.pdf)
Outcome dashboard linking budget, delivery, and public impact
Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.
awi_2020-21_annual_report.pdf)
Regulatory burden scan for forms, guidance, and reporting
Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.
awi-strategic-plan-2025-2028.pdf)
Adaptive regulation program with live feedback loops
Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.
awi-strategic-plan-2025-2028.pdf)
Recommendation tracker for audits, reviews, and inquiries
Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.
gd4646-2021-22-awi-annual-report.pdf)
Integrated assurance and lessons-learned system
Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.
gd4646-2021-22-awi-annual-report.pdf)
Procurement lessons library for repeat purchases
Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.
awi_2020-21_annual_report.pdf)
Portfolio delivery office for major investments
Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.
awi_2020-21_annual_report.pdf)
Plain-language service pages and proactive status updates
Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.
awi_2020-21_annual_report.pdf)
Single front door for life-event based services
Bundle services around life events so citizens can complete related steps across agencies in one journey.
awi_2020-21_annual_report.pdf)
Consultation feedback summaries with response tracking
Summarise consultation submissions by theme and publish what changed in response.
gd4646-2021-22-awi-annual-report.pdf)
Always-on policy participation platform
Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.
gd4646-2021-22-awi-annual-report.pdf)
KPI evidence register with named owners
Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.
awi_2020-21_annual_report.pdf)
Outcome dashboard linking budget, delivery, and public impact
Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.
awi_2020-21_annual_report.pdf)
Regulatory burden scan for forms, guidance, and reporting
Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.
awi-strategic-plan-2025-2028.pdf)
Adaptive regulation program with live feedback loops
Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.
awi-strategic-plan-2025-2028.pdf)
Recommendation tracker for audits, reviews, and inquiries
Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.
gd4646-2021-22-awi-annual-report.pdf)
Integrated assurance and lessons-learned system
Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.
gd4646-2021-22-awi-annual-report.pdf)
Procurement lessons library for repeat purchases
Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.
awi_2020-21_annual_report.pdf)
Portfolio delivery office for major investments
Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.
awi_2020-21_annual_report.pdf)
Plain-language service pages and proactive status updates
Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.
awi_2020-21_annual_report.pdf)
Single front door for life-event based services
Bundle services around life events so citizens can complete related steps across agencies in one journey.
awi_2020-21_annual_report.pdf)
Source library
· 9
6.0MB
2024-25.pdf
5.9MB
2023-24.pdf
21.8MB
2022-23.pdf
8.3MB
2021-22.pdf
9.4MB
2020-21.pdf
5.3MB
annual-operating-plan-2025-26.pdf
1.5MB
awi-breeding-leadership-2026_application-form.pdf
2.6MB
buyer-views-on-mulesed-wool-survey.pdf
3.7MB
awi-strategic-plan-2025-2028.pdf
Bodies within the Agriculture, Fisheries and Forestry portfolio
Rural Industries Research and Development Corporation (trading as AgriFutures Australia)
Corporate Commonwealth Entity
Grains Research and Development Corporation
Corporate Commonwealth Entity
Fisheries Research and Development Corporation
Corporate Commonwealth Entity
Cotton Research and Development Corporation
Corporate Commonwealth Entity
Australian Pesticides and Veterinary Medicines Authority
Corporate Commonwealth Entity
Wine Australia
Corporate Commonwealth Entity
Australian Fisheries Management Authority
Non-corporate Commonwealth Entity
Regional Investment Corporation
Corporate Commonwealth Entity
Rural Industries Research and Development Corporation Selection Committee
Statutory Body
Grains Research and Development Corporation Selection Committee
Statutory Body
Fisheries Research and Development Corporation Selection Committee
Statutory Body
Cotton Research and Development Corporation Selection Committee
Statutory Body