{ "entity_id": "B-004664", "folder": "Animalplan-Steering-Committee", "name": "Animalplan Steering Committee", "type": "Advisory Body", "jurisdiction": "Commonwealth", "portfolio": "Agriculture, Fisheries and Forestry", "website": "https://www.agriculture.gov.au/agriculture-land/animal/health/animal-plan/steering-committee", "data_status": "inherited", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 11, "n_kpi_targets": 5, "n_kpi_results": 5, "n_outcomes": 2, "verified_own_data": false, "vision_shared_with_n_others": 20 }, "strategy_profile": { "status": "needs_review", "confidence": "low", "summary": "Working together to safeguard and grow sustainable agriculture, fisheries and forestry for all Australians.", "official_site_url": "https://www.agriculture.gov.au/agriculture-land/animal/health/animal-plan/steering-committee", "source_documents": [ { "type": "corporate_plan", "title": "Download PDF - 1.7 MB", "url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "period": "2025-26", "confidence": "high" }, { "type": "corporate_plan", "title": "DAFF Corporate Plan 2024-25 (PDF - 2.6 MB)", "url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "corporate_plan", "title": "DAFF Corporate Plan 2023-24 (PDF - 1.7 MB)", "url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "strategie", "title": "Reconciliation Action Plan (RAP) Actions and Deliverables (PDF 328 KB)", "url": "https://www.agriculture.gov.au/sites/default/files/documents/rap-actions-and-deliverables.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Reconciliation Action Plan 2021 - 2024 (PDF 3.1 MB)", "url": "https://www.agriculture.gov.au/sites/default/files/documents/stretch-reconciliation-action-plan.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "Transformation Action Plan (PDF 2.3 MB)", "url": "https://www.agriculture.gov.au/sites/default/files/documents/DAFF%20Transformation%20Action%20Plan.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "Working together to safeguard and grow sustainable agriculture, fisheries and forestry for all Australians.", "source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "source_page": 8, "source_deep_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=8" }, "vision": { "text": "A more sustainable and prosperous Australia through biosecurity, production and trade.", "source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "source_page": 8, "source_deep_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=8" }, "strategic_priorities": [ { "title": "Sector growth – Support Australia’s agricultural sector, including the food and fibre industries, to be increasingly pro", "description": "Sector growth – Support Australia’s agricultural sector, including the food and fibre industries, to be increasingly prosperous and internationally competitive in an ever-changing world.", "source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "source_page": 9, "source_deep_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9" }, { "title": "Sector resilience and sustainability – Increase the contribution agriculture, fisheries and forestry make to a healthy, ", "description": "Sector resilience and sustainability – Increase the contribution agriculture, fisheries and forestry make to a healthy, sustainable and low-emissions environment.", "source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "source_page": 9, "source_deep_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9" }, { "title": "National biosecurity – Strengthen our national biosecurity system to provide a risk-based approach and an appropriate le", "description": "National biosecurity – Strengthen our national biosecurity system to provide a risk-based approach and an appropriate level of protection to Australia’s people, our environment and economy.", "source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "source_page": 9, "source_deep_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9" } ], "values": [ { "name": "Working together", "description": "", "source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "source_page": null }, { "name": "Courage", "description": "", "source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "source_page": null }, { "name": "Diversity", "description": "", "source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "source_page": null }, { "name": "Excellence", "description": "", "source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1 – More sustainable, productive, internationally competitive and profitable Australian agricultural, food and fibre industries through policies and initiatives that promote better resource management practices, innovation, self-reliance and improved access to international markets.", "description": "Our policies and services span and protect the entire supply chain, helping to grow Australia’s economy and enable the Australian agricultural sector to produce high-quality, more sustainable products for consumption within Australia and overseas.", "activities": [ "Support sector productivity growth and innovation.", "Regulate exports and enable, improve and protect access to international markets." ], "source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "source_page": 9, "source_deep_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9" }, { "name": "Outcome 2 – Safeguard Australia’s animal and plant health status to maintain overseas markets and protect the economy and environment from the impact of exotic pests and diseases, through risk assessment, inspection and certification, and the implementation of emergency response arrangements for Australian agricultural, food and fibre industries.", "description": "We safeguard our plants, animals and the environment from pests and diseases.", "activities": [ "Effectively prepare for the management of biosecurity risks, imported food and human health through risk assessment, pre-border controls and assurance programs, inspection, treatment, certification and education.", "Regulate to safeguard Australia’s animal, plant, human health, environmental and food safety status by inspecting, detecting and minimising biosecurity risks at the border.", "Protect the economy and environment from the impact of exotic pests and diseases in Australia through appropriate post-border measures, including regulation and emergency management capabilities.", "Manage non-compliance with biosecurity and other relevant portfolio legislation." ], "source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "source_page": 9, "source_deep_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9" } ], "performance_measures": [ { "code": "RS-01", "measure": "Increased investment in activities to build economic, social and environmental resilience to drought.", "target": "Updated. Targets updated to align with funding announced as part of the 2024–25 Budget.", "latest_result": "Target met", "status": "Achieved", "target_source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "target_source_page": 59, "result_source_url": "", "result_source_page": 59 }, { "code": "BI-01", "measure": "The import permit service standard is met.", "target": "Updated. Targets and tolerances updated for greater clarity. Aligned with new Key activity 3.1 and numbering updated.", "latest_result": "Target met", "status": "Achieved", "target_source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "target_source_page": 60, "result_source_url": "", "result_source_page": 60 }, { "code": "BI-02", "measure": "Number of pre-border biosecurity assurance arrangements established or maintained with exporting countries.", "target": "Updated. Minor changes to measure wording for greater clarity. Targets and tolerances updated to better compare performance with the prior year. Aligned with new Key activity 3.1 and numbering updated.", "latest_result": "Target met", "status": "Achieved", "target_source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "target_source_page": 61, "result_source_url": "", "result_source_page": 61 }, { "code": "BI-04", "measure": "Effectiveness of the Compliance-Based Intervention Scheme (CBIS) for risk-based intervention.", "target": "Replaced. 2024–25 was the final year of this measure, so it has been reviewed and replaced. The replacement measure better demonstrates our commitment to improving the regulation of biosecurity risks for animal and plant-based commodities.", "latest_result": "Target met", "status": "Achieved", "target_source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "target_source_page": 61, "result_source_url": "", "result_source_page": 61 }, { "code": "BI-05", "measure": "Strengthened emergency management capabilities.", "target": "Updated. Targets and tolerances updated to improve the quality of the measure. Performance measure aligned with new Key activity 3.3 and numbering updated.", "latest_result": "Target met", "status": "Achieved", "target_source_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "target_source_page": 62, "result_source_url": "", "result_source_page": 62 } ], "document_alignment_terms": { "must_support": [ "Working together to safeguard and grow sustainable agriculture, fisheries and forestry for all Australians.", "A more sustainable and prosperous Australia through biosecurity, production and trade.", "Sector growth – Support Australia’s agricultural sector, including the food and fibre industries, to be increasingly prosperous and internationally competitive in an ever-changing world.", "Sector resilience and sustainability – Increase the contribution agriculture, fisheries and forestry make to a healthy, sustainable and low-emissions environment.", "National biosecurity – Strengthen our national biosecurity system to provide a risk-based approach and an appropriate level of protection to Australia’s people, our environment and economy." ], "watch_terms": [ "Increased investment in activities to build economic, social and environmental resilience to drought.", "The import permit service standard is met.", "Number of pre-border biosecurity assurance arrangements established or maintained with exporting countries.", "Effectiveness of the Compliance-Based Intervention Scheme (CBIS) for risk-based intervention.", "Strengthened emergency management capabilities." ], "avoid_claiming_without_evidence": [] }, "review_note": "This entity appears to share a parent or related entity's strategy text; verify its own strategy before publishing." }, "strategy_brief_md": "# Animalplan Steering Committee — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)\n\n## Vision\n\n> A more sustainable and prosperous Australia through biosecurity, production and trade. [[CP p.8](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=8)(https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=8)]\n\n## Our purpose / purposes\n\n> Working together to safeguard and grow sustainable agriculture, fisheries and forestry for all Australians. [[CP p.8](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=8)(https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=8)]\n\n## How we deliver\n\n> Our values and associated behaviours help guide our interactions with each other, our stakeholders and the broader community. Our Core 4 values are: Working together – We collaborate, share information and actively look for opportunities to connect across our department and with our stakeholders, partners and the community. We look after each other, support each other and work together as a team. Courage – We look for opportunities to innovate, try new things and engage with risk positively. We call out unacceptable behaviour, and we own up to and learn from our mistakes. Diversity – We are a diverse workforce both in who we are and the work we do. We listen to and draw on the expertise, knowledge and experience of others to get the best outcomes. Excellence – We are accountable and accept personal responsibility for the quality of our work. We use data, science and research to make well-informed decisions and measure our outcomes. [[CP p.10](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=10)(https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=10)]\n\n## Government priorities for this department\n\n- Sector growth – Support Australia’s agricultural sector, including the food and fibre industries, to be increasingly prosperous and internationally competitive in an ever-changing world. [[CP p.9](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9)(https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9)]\n- Sector resilience and sustainability – Increase the contribution agriculture, fisheries and forestry make to a healthy, sustainable and low-emissions environment. [[CP p.9](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9)(https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9)]\n- National biosecurity – Strengthen our national biosecurity system to provide a risk-based approach and an appropriate level of protection to Australia’s people, our environment and economy. [[CP p.9](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9)(https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9)]\n\n## Outcomes\n\n### Outcome 1 – More sustainable, productive, internationally competitive and profitable Australian agricultural, food and fibre industries through policies and initiatives that promote better resource management practices, innovation, self-reliance and improved access to international markets.\nOur policies and services span and protect the entire supply chain, helping to grow Australia’s economy and enable the Australian agricultural sector to produce high-quality, more sustainable products for consumption within Australia and overseas. [[CP p.9](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9)(https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9)]\n\n**Key activities:**\n- Support sector productivity growth and innovation.\n- Regulate exports and enable, improve and protect access to international markets.\n\n### Outcome 2 – Safeguard Australia’s animal and plant health status to maintain overseas markets and protect the economy and environment from the impact of exotic pests and diseases, through risk assessment, inspection and certification, and the implementation of emergency response arrangements for Australian agricultural, food and fibre industries.\nWe safeguard our plants, animals and the environment from pests and diseases. [[CP p.9](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9)(https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=9)]\n\n**Key activities:**\n- Effectively prepare for the management of biosecurity risks, imported food and human health through risk assessment, pre-border controls and assurance programs, inspection, treatment, certification and education.\n- Regulate to safeguard Australia’s animal, plant, human health, environmental and food safety status by inspecting, detecting and minimising biosecurity risks at the border.\n- Protect the economy and environment from the impact of exotic pests and diseases in Australia through appropriate post-border measures, including regulation and emergency management capabilities.\n- Manage non-compliance with biosecurity and other relevant portfolio legislation.\n\n## Values and principles\n\n_Core 4 values_\n\n- Working together\n- Courage\n- Diversity\n- Excellence\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| RS-01 | Increased investment in activities to build economic, social and environmental resilience to drought. | Updated. Targets updated to align with funding announced as part of the 2024–25 Budget. | [CP p.59](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=59)(https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=59) |\n| BI-01 | The import permit service standard is met. | Updated. Targets and tolerances updated for greater clarity. Aligned with new Key activity 3.1 and numbering updated. | [CP p.60](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=60)(https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=60) |\n| BI-02 | Number of pre-border biosecurity assurance arrangements established or maintained with exporting countries. | Updated. Minor changes to measure wording for greater clarity. Targets and tolerances updated to better compare performance with the prior year. Aligned with new Key activity 3.1 and numbering updated. | [CP p.61](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=61)(https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=61) |\n| BI-04 | Effectiveness of the Compliance-Based Intervention Scheme (CBIS) for risk-based intervention. | Replaced. 2024–25 was the final year of this measure, so it has been reviewed and replaced. The replacement measure better demonstrates our commitment to improving the regulation of biosecurity risks for animal and plant-based commodities. | [CP p.61](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=61)(https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=61) |\n| BI-05 | Strengthened emergency management capabilities. | Updated. Targets and tolerances updated to improve the quality of the measure. Performance measure aligned with new Key activity 3.3 and numbering updated. | [CP p.62](https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=62)(https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf#page=62) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| RS-01 | Increased investment in activities to build economic, social and environmental resilience to drought. | Target met | Achieved | AR p.59 |\n| BI-01 | The import permit service standard is met. | Target met | Achieved | AR p.60 |\n| BI-02 | Number of pre-border biosecurity assurance arrangements established or maintained with exporting countries. | Target met | Achieved | AR p.61 |\n| BI-04 | Effectiveness of the Compliance-Based Intervention Scheme (CBIS) for risk-based intervention. | Target met | Achieved | AR p.61 |\n| BI-05 | Strengthened emergency management capabilities. | Target met | Achieved | AR p.62 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Animalplan Steering Committee - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:16:46.466131+00:00\n**Entity ID**: B-004664\n**Entity type**: Advisory Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Agriculture, Fisheries and Forestry\n**Website**: https://www.agriculture.gov.au/agriculture-land/animal/health/animal-plan/steering-committee\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| corporate-plans | 3 |\n| other-pdfs | 5 |\n| pages | 15 |\n| strategies | 3 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 9]\nCorporate Plan 2024–25\nFigure 3 Connecting our purpose, outcomes and objectives\nFor a comprehensive view of our outcomes and planned performance cycle, this corporate plan\nshould be read in conjunction with our Portfolio Budget Statements 2024–25 and with the full annual\nperformance statements in our Annual report 2024–25, to be published in October 2025, which will\ndetail the outcomes of our planned performance set out here, including results and achievements.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- [Page 9]\nCorporate Plan 2025–26\nOur strategic objectives\nWe deliver our role, vision and purpose through 3 strategic objectives:\n1) Sector growth – Support Australia’s agricultural sector, including the food and fibre industries,\nto be increasingly prosperous and internationally competitive in an ever-changing world.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- Changes since the last corporate plan\nWe have reviewed the key activities from our Corporate Plan 2024–25 and consolidated them\n(from 21 to 8) to more directly align with our purpose, strategic objectives and PBS outcomes.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- Table 3 Objective 2 Biosecurity – performance measure overview\nKey activity Performance measure\n2.1 Effectively prepare for the BI-01 Reduced levels of non-compliance with regulations that apply to:\nmanagement of biosecurity risk\n• BI-01-01 High-value cargo\nthrough pragmatic policy, fit-\n• BI-01-02 Approved arrangements\nfor-purpose regulation and\nmature preparedness. • BI-01-03 International travellers.\n Source: `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)`\n\n### Role and Functions\n\n- [Page 76]\nCorporate Plan 2024–25\nTable A4 Alignment between Portfolio Budget Statements 2024–25 and Corporate Plan 2024–25\nPBS outcome statements PBS programs Key activities in PBS 2024–25 Key activities in the Corporate Plan Performance measures in the Corporate\n2024–25 Plan 2024–25\nOutcome 1: More sustainable, Performance measure SG-01 Support sector productivity, 1.1 Develop and deliver policies and SG-01 Greater growth in average\nproductive, internationally aligned to multiple programs resilience and growth through manage programs to ensure primary agricultural productivity (adjusted for\ncompetitive and profitable under Outcome 1. science, policy and partnership. producers are well positioned to climate and weather effects) for the past\nAustralian agricultural, food and maintain and increase their 10 years, compared with average annual\nfibre industries through policies productivity.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Our role is summarised by the 2 outcome statements in our Portfolio Budget Statements 2025–26\n(PBS):\n• Outcome 1 – More sustainable, productive, internationally competitive and profitable\nAustralian agricultural, food and fibre industries through policies and initiatives that promote\nbetter resource management practices, innovation, self-reliance and improved access to\ninternational markets.\n• Outcome 2 – Safeguard Australia’s animal and plant health status to maintain overseas markets\nand protect the economy and environment from the impact of exotic pests and diseases,\nthrough risk assessment, inspection and certification, and the implementation of emergency\nresponse arrangements for Australian agricultural, food and fibre industries.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- Table 1 Our key activities\nStrategic objective Key activities\nObjective 1 Sector growth: 1.1 Develop and deliver policies and manage programs to ensure primary producers are\nSupport Australia’s well positioned to maintain and increase their productivity.\nagricultural sector, 1.2 Work with levy stakeholders to effectively administer the agricultural levies system.\nincluding the food and fibre\n1.3 Deliver programs and work with portfolio agencies to support farmers’ financial\nindustries, to be\ngrowth.\nincreasingly prosperous and\ninternationally competitive 1.4 Enable and protect international market access to provide growth opportunities for\nin an ever-changing world. agricultural producers and exporters and support global food security.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- [Page 27]\nWe will demonstrate respect for Aboriginal and Torres Strait Islander\npeoples and communities by embedding cultural protocols as part of\nthe way our organisation functions\nAction 6 Demonstrate respect to Aboriginal and Torres Strait Islander peoples by observing\ncultural protocols\nDeliverables Timeline Responsibility\n6.1 Review and update the Cultural Protocol Guide with September 2021 Lead: Assistant Secretary,\nexpert advice from key Aboriginal and Torres Strait Capability Planning and\nIslander agencies, Aboriginal and Torres Strait Islander staff Change Branch\nin each location.\n Source: `strategies/stretch-reconciliation-action-plan.pdf (https://www.agriculture.gov.au/sites/default/files/documents/stretch-reconciliation-action-plan.pdf)`\n- Alignment with our Portfolio Budget Statements 2023–24\nIn accordance with the Finance Secretary’s Direction, the key activities and performance measures in\nour Portfolio Budget Statements 2023–24 (PBS) reflect those in our Corporate Plan 2022–23, which\nwas the current corporate plan when the PBS was published.\n Source: `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)`\n- To measure progress, we have set a target to administer 30% of the available program funding in\n2023–24 and 2024–25 and an additional 20% in 2025–26.\n Source: `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)`\n\n### Strategic Priorities\n\n- Purposes Our purpose 5\nOur role 5\nOur strategic objectives 5\nKey activities Our key activities 5\nOperating context: Operating environment 9\n• The environment in which the entity will operate over the\nperiod covered by the plan.\n• The capability required by the entity to undertake its key Strengthening departmental capability 13\nactivities to achieve its purposes.\n• Targets under the APS Strategic Commissioning APS Strategic Commissioning Framework 14\nFramework.\n• Summary of the risk oversight and management systems Risk oversight and management 17\nof the entity, the key risks the entity will manage and how\nthose risks will be managed.\n• Any organisations or bodies with which the entity Collaborating with others 19\ncooperates that make a significant contribution to\nachieving the entity’s purposes.\n• If an entity has subsidiaries, the entity’s corporate plan Subsidiaries 22\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- [Page 10]\nCorporate Plan 2025–26\nPBS outcome statement Strategic objective Key activities\nOutcome 2 – Safeguard Objective 3 National 3.1 Effectively prepare for the management of\nAustralia’s animal and plant biosecurity – Strengthen our biosecurity risks, imported food and human health\nhealth status to maintain national biosecurity system through risk assessment, pre-border controls and\noverseas markets and protect to provide a risk-based assurance programs, inspection, treatment,\nthe economy and environment approach and an certification and education.\nfrom the impact of exotic pests appropriate level of 3.2 Regulate to safeguard Australia’s animal, plant,\nand diseases, through risk protection to Australia’s human health, environmental and food safety status\nassessment, inspection and people, our environment by inspecting, detecting and minimising biosecurity\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- Table 1 Our key activities\nStrategic objective Key activities\nObjective 1 Sector growth: 1.1 Develop and deliver policies and manage programs to ensure primary producers are\nSupport Australia’s well positioned to maintain and increase their productivity.\nagricultural sector, 1.2 Work with levy stakeholders to effectively administer the agricultural levies system.\nincluding the food and fibre\n1.3 Deliver programs and work with portfolio agencies to support farmers’ financial\nindustries, to be\ngrowth.\nincreasingly prosperous and\ninternationally competitive 1.4 Enable and protect international market access to provide growth opportunities for\nin an ever-changing world. agricultural producers and exporters and support global food security.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- [Page 69]\nCorporate Plan 2024–25\nAppendix A: Alignment of key activities and performance\nmeasures\nTable A1 Sector growth strategic objective – changes to performance information\nKey activities and performance measures in the Revisions to key activities and performance Changes Reason for changes\nCorporate Plan 2023–24 measures in the Corporate Plan 2024–25 made\nKey activity 1.1 Support industry productivity and Not applicable.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- [Page 73]\nCorporate Plan 2024–25\nTable A3 National biosecurity strategic objective – changes to performance information\nKey activities and performance measures in the Revisions to key activities and performance Changes Reason for changes\nCorporate Plan 2023–24 measures in the Corporate Plan 2024–25 made\nKey activity 2.1 Effectively prepare for the Not applicable.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Table 1 Our key activities\nPBS outcome statement Strategic objective Key activities\nOutcome 1 – More sustainable, Objective 1 Sector growth – 1.1 Support sector productivity growth and\nproductive, internationally Support Australia’s innovation.\ncompetitive and profitable agricultural sector, including 1.2 Regulate exports and enable, improve and\nAustralian agricultural, food and the food and fibre protect access to international markets.\nfibre industries through policies industries, to be\nand initiatives that promote increasingly prosperous and\nbetter resource management internationally competitive\npractices, innovation, self- in an ever-changing world.\nreliance and improved access to\nObjective 2 Sector resilience 2.1 Promote better resource management practices,\ninternational markets.\nand sustainability – Increase sustainability and self-reliance in the\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- Changes since the last corporate plan\nWe have reviewed the key activities from our Corporate Plan 2024–25 and consolidated them\n(from 21 to 8) to more directly align with our purpose, strategic objectives and PBS outcomes.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- [Page 63]\nCorporate Plan 2025–26\nAppendix A: Alignment of key activities and performance\nmeasures\nTable A1 Strategic objective 1 Sector growth – changes to performance information\nKey activities and performance measures in the Revisions to key activities and performance Changes made Reason for changes\nCorporate Plan 2024–25 measures in the Corporate Plan 2025–26\nKey activity 1.1 Develop and deliver policies and Not applicable.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- [Page 65]\nCorporate Plan 2025–26\nTable A2 Strategic objective 2 Sector resilience and sustainability – changes to performance information\nKey activities and performance measures in the Revisions to key activities and performance Changes made Reason for changes\nCorporate Plan 2024–25 measures in the Corporate Plan 2025–26\nKey activity 2.1 Create pathways that support the Not applicable.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- Table A3 Strategic objective 3 National biosecurity – changes to performance information\nKey activities and performance measures in the Revisions to key activities and performance Changes made Reason for changes\nCorporate Plan 2024–25 measures in the Corporate Plan 2025–26\nKey activity 3.1 Use international standards and Not applicable.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Targets\n2024–25 2025–26 2026–27 2027–28\n$58 million $110 million $126 million $119 million\nTolerances\nAchieved Partially achieved Not achieved\n70–100% 50–69% 0–49%\nRationale\nThis measure covers drought policy and Future Drought Fund (FDF) programs to support long-term\ndrought resilience.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n70 to 100% of financial year target 50 to 69% of financial year target 0 to 49% of financial year target\nfunding is invested. funding is invested. funding is invested.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- [Page 59]\nCorporate Plan 2025–26\nTolerances\nAchieved Partially achieved Not achieved\nMaturity level has increased by at Maturity level has remained steady or Maturity level has decreased\nleast 30% compared to the 2023–24 increased by less than 30% compared compared to the 2023–24 baseline\nbaseline result. to the 2023–24 baseline result. result.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n70–100% of grants have met their 50–69% of grants have met their 0–49% of grants have met their\nmilestone requirements to enable milestone requirements to enable milestone requirements to enable\ngrant payments to be made in the grant payments to be made in the grant payments to be made in the\nyear. year. year.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\nStandard goods: when 90% or more of Standard goods: when 50–89% of Standard goods: when less than 50%\nCategory 1 permit applications are Category 1 permit applications are of Category 1 permit applications are\nprocessed and finalised within processed and finalised within processed and finalised within\n20 business days.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- [Page 65]\nCorporate Plan 2024–25\nTolerances\nAchieved Partially achieved Not achieved\nThe result is lower than the previous The result is the same as the previous The result is higher than the previous\nperiod’s non-compliance rate. period’s non-compliance rate. period’s non-compliance rate.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\nWhen 8 or more out of 11 service When 5 or more out of 11 service When less than 5 out of 11 service\nstandard measures are met. standard measures are met. standard measures are met.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n100% of instances of high-risk non- 90–99% of instances of high-risk non- Less than 90% of instances of high-\ncompliance identified against the compliance identified against the risk non-compliance identified against\nBiosecurity Act 2015, Export Control Biosecurity Act 2015, Export Control the Biosecurity Act 2015, Export\nAct 2020 and other relevant portfolio Act 2020 and other relevant portfolio Control Act 2020 and other relevant\nlegislation are subject to enforcement legislation are subject to enforcement portfolio legislation are subject to\naction. action. enforcement action.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n70 to 100% of grants have met their 50 to 69% of grants have met their 0 to 49% of grants have met their\nmilestone requirements to enable milestone requirements to enable milestone requirements to enable\ngrant payments to be made in grant payments to be made in grant payments to be made in\nthe year. the year. the year.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- APS Net Zero 2030 Targets - Buildings\nStrategy Target Measure\nOffice space leased from 1 July 2025 for four or more years,\nover 1000sqm:\n• achieved the relevant base building and/or tenancy\nPercentage of leased office space that meets the\nNABERS energy rating of 5.5 star or 4.5 outside metro cities,\nrespective targets.\nand\n• maintained the relevant base building and/or tenancy\nNABERS energy rating of 5.5 star or 4.5 outside metro cities.\n Source: `other-pdfs/2024-2030-20Emissions-20Reduction-20Plan.pdf (https://www.agriculture.gov.au/sites/default/files/documents/2024-2030%20Emissions%20Reduction%20Plan.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n100% of relevant financial year 80–99% of relevant financial year 0–79% of relevant financial year\nfunding profile for Climate-Smart funding profile for Climate-Smart funding profile for Climate-Smart\nAgriculture Program funding Agriculture Program funding Agriculture Program funding\ndelivered. delivered. delivered.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n100% of financial year funding profile 80 to 99% of financial year funding 0 to 79% of financial year funding\nfor Climate-Smart Agriculture profile for Climate-Smart Agriculture profile for Climate-Smart Agriculture\nProgram funding delivered.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n70 to 100% of grants funded in 50 to 69% of grants funded in the year.\n Source: `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)`\n- Table 5 Objective 3 National biosecurity – performance measure overview\nKey activity Performance measure Measure type\n3.1 Use international standards and science- BI-01 Proportion of biosecurity risk Qualitative output\nbased risk assessments to develop and inform assessments completed in the development and regulatory\npolicy, legislative frameworks and tools to of import policy and regulation of biosecurity measure.\nsupport the management of exotic pest and risks on imported goods, within regulatory\ndisease risk. and target time frames.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $100 billion, 100 billion | [Page 65]\nCorporate Plan 2023–24\nTable A4 Alignment between Portfolio Budget Statements 2023–24 and Corporate Plan 2023–24\nPBS outcome statements PBS programs Corporate plan objectives Updated key activities Updated performance measures\nMore sustainable, productive, Program 1.1 Agricultural Industry growth: Support 1.1 Support industry productivity and IG-01 Greater growth in average\ninternationally competitive and Adaptation industry to grow tow | `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)` |\n| $6,625,117 , $867,567 | This consists of:\n• 50 contractor conversions to APS staff, resulting in $6,625,117 in contractor outsourcing\nexpenditure\n• 2 consultancy conversions resulting in $867,567 in consultancy outsourcing expenditure. | `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)` |\n| $147 million, 147 million | Two of the 10\nFDF programs are designed, delivered, and funded in partnership between the Commonwealth and\nstate and territory governments, with a next phase for these programs totalling $147 million to\n2029–30, as announced in the 2024–25 Budget. | `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)` |\n| $110 million, $126 million, $119 million, 110 million, 126 million, 119 million | In 2025–26 to 2027–28, it is anticipated that more funds ($110 million, $126 million, and $119 million\nrespectively) will be administered. | `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)` |\n| $100 million, $105 million, $121 million, $113 million, 100 million, 105 million | In each of the financial years between 2025–26 and 2027–28, more than the annual $100 million\nfunding appropriation ($105 million, $121 million and $113 million respectively) has been\ncommitted. | `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)` |\n| $302.1 million, 302.1 million | [Page 56]\nCorporate Plan 2023–24\nContext\nThe Australian Government’s $302.1 million Climate-Smart Agriculture package will support\ninvestments in sustainable agriculture and natural resource management administered through the\nNHT. | `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)` |\n| $100 million, 100 million | 3.3 Strengthen the resilience of RS-03 Each year, the Australian\nindustry and its ability to adapt to the Government commits $100 million to\nimpacts of climate change. a impactful programs and initiatives to drive\ndrought-resilience outcomes. a\nSafeguard Australia’s animal and Program 2.1 Biosecurity and Biosecurity: Strengthen our 2.1 Effectively prepare for the BI-01 Reduced levels of non-compliance\nplant health status to maintain Export Servic | `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)` |\n| $89.5 billion, 89.5 billion | The gross value of agricultural production is forecast to reach $89.5 billion in 2024–25, the third\nhighest result on record behind 2022–23 and 2021–22. | `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)` |\n| $73 million, $85.6 million, $40.7 million, $36 million, 73 million, 85.6 million | Funding is being delivered in a staged process over the 5 years via a series of grant and procurement\ninvestment streams, including:\n• $73 million for impactful on-ground projects that will trial, demonstrate and implement climate-\nsmart, sustainable agriculture practices\n• $85.6 million for on-ground sustainable agriculture and natural resource management priority\nprojects in the 56 regional management units across Australia\n• $40.7 million to s | `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)` |\n| $58 million, $110 million, $126 million, $119 million, 58 million, 110 million | Targets\n2024–25 2025–26 2026–27 2027–28\n$58 million $110 million $126 million $119 million\nTolerances\nAchieved Partially achieved Not achieved\n70–100% 50–69% 0–49%\nRationale\nThis measure covers drought policy and Future Drought Fund (FDF) programs to support long-term\ndrought resilience. | `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)` |\n| $58 million, 58 million | The targets anticipate less funding ($58 million) will be administered in 2024–25, while significant\nprogram design, and co-design activities occur under the 2024–2028 Funding Plan. | `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)` |\n| $58 million, $110 million, $126 million, $119 million, 58 million, 110 million | Targets\n2024–25 2025–26 2026–27 2027–28\n$58 million $110 million $126 million $119 million\nTolerances\nAchieved Partially achieved Not achieved\n70–100% 50–69% 0–49%\nRationale\nThis measure covers drought policy and Future Drought Fund (FDF) programs to support long-term\ndrought resilience. | `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)` |\n\n## Key Achievements\n\n- 3.3 Strengthen the resilience of RS-03 Each year, the Australian\nindustry and its ability to adapt to the Government commits $100 million to\nimpacts of climate change. a impactful programs and initiatives to drive\ndrought-resilience outcomes. a\nSafeguard Australia’s animal and Program 2.1 Biosecurity and Biosecurity: Strengthen our 2.1 Effectively prepare for the BI-01 Reduced levels of non-compliance\nplant health status to maintain Export Services national biosecurity system to management of biosecurity risk with regulations that apply to:\noverseas markets and protect the provide an appropriate level through pragmatic policy, fit-for-\n• BI-01-01 High-value cargo\neconomy and environment from of protection to Australia’s purpose regulation and mature\n• BI-01-02 Approved arrangements\nthe impact of exotic pests and people, our environment and preparedness.\n Source: `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)`\n- The project committee has agreed to hold an\ninformed of new and\nadditional workshop in the first half of 2026 to support industry testing and upskilling.\nexisting projects.\n• #44: Australia’s Animal Sector Antimicrobial Resistance (AMR) Action Plan 2023 to 2028\no The AMR Task Group will continue for another 12 months.\n• Submit projects to\no A business case for sustainable funding to undertake national AMR priority actions and initiatives in the animal health secto r is being\nincrease national\ndeveloped for June 2026.\nawareness and\no A monitoring and evaluation framework for the AMR Action Plan was completed and will be used to monitor progress towards the plan’s\ncollaboration.\nobjectives.\n• #34: Agricultural Traceability Enhancement: Australian Government contribution – The Traceability Grants Program – Round 4 was open from 12\n• Read about activities and\n Source: `other-pdfs/animalplan-communique-february-2026.pdf (https://www.agriculture.gov.au/sites/default/files/documents/animalplan-communique-february-2026.pdf)`\n- To measure progress, we have set a target to administer 30% of the available program funding in\n2023–24 and 2024–25 and an additional 20% in 2025–26.\n Source: `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)`\n- [Page 36]\nCorporate Plan 2023–24\nTargets, 2023–24 to 2026–27\nWe do not set a target for this measure because the number and value of market access\nachievements are partially driven by external factors such as seasonal and market conditions and\nactions by other governments.\n Source: `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)`\n- [Page 67]\nCorporate Plan 2023–24\nPBS outcome statements PBS programs Corporate plan objectives Updated key activities Updated performance measures\nProgram 2.2 Plant and Animal Biosecurity: Strengthen our 2.2 Effectively detect biosecurity risk BI-06 Expand offshore biosecurity\nHealth national biosecurity system to through intelligence-led targeting, arrangements. a\nprovide an appropriate level technology-supported inspections and BI-07 Reduction in risk of African swine\nof protection to Australia’s efficient detection methods. fever because of biosecurity measures\npeople, our environment and implemented by the department.\neconomy from the\nbiosecurity threats of today\nand tomorrow.\na New or updated key activity or performance measure.\n Source: `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)`\n- [Page 9]\nCorporate Plan 2024–25\nFigure 3 Connecting our purpose, outcomes and objectives\nFor a comprehensive view of our outcomes and planned performance cycle, this corporate plan\nshould be read in conjunction with our Portfolio Budget Statements 2024–25 and with the full annual\nperformance statements in our Annual report 2024–25, to be published in October 2025, which will\ndetail the outcomes of our planned performance set out here, including results and achievements.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Two of the 10\nFDF programs are designed, delivered, and funded in partnership between the Commonwealth and\nstate and territory governments, with a next phase for these programs totalling $147 million to\n2029–30, as announced in the 2024–25 Budget.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n70–100% of grants have met their 50–69% of grants have met their 0–49% of grants have met their\nmilestone requirements to enable milestone requirements to enable milestone requirements to enable\ngrant payments to be made in the grant payments to be made in the grant payments to be made in the\nyear. year. year.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Funding is being delivered in a staged process over the 5 years via a series of grant and procurement\ninvestment streams, including:\n• $73 million for impactful on-ground projects that will trial, demonstrate and implement climate-\nsmart, sustainable agriculture practices\n• $85.6 million for on-ground sustainable agriculture and natural resource management priority\nprojects in the 56 regional management units across Australia\n• $40.7 million to support a national network of Sustainable Agriculture Facilitators, which will\nensure farmers have access to trusted advice on climate-smart agriculture practices and carbon\nand biodiversity markets to inform critical investment decisions for their future sustainability\n• $36 million to focus on supporting soil health.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- [Page 78]\nCorporate Plan 2024–25\nPBS outcome statements PBS programs Key activities in PBS 2024–25 Key activities in the Corporate Plan Performance measures in the Corporate\n2024–25 Plan 2024–25\nOutcome 2: Safeguard Australia’s Program 2.1 Biosecurity and Effectively prepare for the 3.1 Use international standards and BI-01 Proportion of biosecurity risk\nanimal and plant health status to Export Services. management of biosecurity risk science-based risk assessments to assessments completed in the\nmaintain overseas markets and through pragmatic policy, fit- develop and inform policy, legislative development of import policy and\nprotect the economy and for-purpose regulation and frameworks and tools to support the regulation of biosecurity risks on\nenvironment from the impact of mature preparedness. management of exotic pest and imported goods, within regulatory and\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n70 to 100% of grants have met their 50 to 69% of grants have met their 0 to 49% of grants have met their\nmilestone requirements to enable milestone requirements to enable milestone requirements to enable\ngrant payments to be made in grant payments to be made in grant payments to be made in\nthe year. the year. the year.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- [Page 13]\nCareer development\nWe provide a range of internal and external career development opportunities, each promoting\nreconciliation and cultural awareness, supporting the professional development of Aboriginal and Torres\nStrait Islander employees and providing immediate benefits to Aboriginal and Torres Strait Islander\npeoples and communities.\n•\nWe were pleased to have:\nsupported 5 Aboriginal and Torres Strait Islander staff members since 2019 to participate in the\nPat Turner Scholarship, continuing their aspirations to undertake further studies to progress their\n•\ncareers in their chosen fields of interest\nfacilitated the department’s annual Kevin McLeod Reconciliation and Development Awards – in\n•\nmemory of Kevin McLeod, a long-term employee of Aboriginal and Torres Strait Islander heritage\n Source: `strategies/stretch-reconciliation-action-plan.pdf (https://www.agriculture.gov.au/sites/default/files/documents/stretch-reconciliation-action-plan.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Tolerances\nAchieved Partially achieved Not achieved\n100% of instances of high-risk non- 90–99% of instances of high-risk non- Less than 90% of instances of high-\ncompliance identified against the compliance identified against the risk non-compliance identified against\nBiosecurity Act 2015, Export Control Biosecurity Act 2015, Export Control the Biosecurity Act 2015, Export\nAct 2020 and other relevant portfolio Act 2020 and other relevant portfolio Control Act 2020 and other relevant\nlegislation are subject to enforcement legislation are subject to enforcement portfolio legislation are subject to\naction. action. enforcement action.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\nImport permits: 100% of risk Import permits: Between 95–99% of Import permits: Less than 95% of risk\nassessments finalised within regulated risk assessments finalised within assessments finalised within regulated\ntime frame. regulated time frame. time frame.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- [Page 22]\nCorporate Plan 2023–24\nThe Chief Risk Officer provides oversight of risk management, culture and capabilities across the\ndepartment and regularly informs the Executive Board and Audit and Risk Committee about current\nand emerging risks and issues.\n Source: `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n70–100% of grants have met their 50–69% of grants have met their 0–49% of grants have met their\nmilestone requirements to enable milestone requirements to enable milestone requirements to enable\ngrant payments to be made in the grant payments to be made in the grant payments to be made in the\nyear. year. year.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Targets\n2024–25 2025–26 2026–27 2027–28\n$58 million $110 million $126 million $119 million\nTolerances\nAchieved Partially achieved Not achieved\n70–100% 50–69% 0–49%\nRationale\nThis measure covers drought policy and Future Drought Fund (FDF) programs to support long-term\ndrought resilience.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\nStandard goods: when 90% or more of Standard goods: when 50–89% of Standard goods: when less than 50%\nCategory 1 permit applications are Category 1 permit applications are of Category 1 permit applications are\nprocessed and finalised within processed and finalised within processed and finalised within\n20 business days.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\nWhen 8 or more out of 11 service When 5 or more out of 11 service When less than 5 out of 11 service\nstandard measures are met. standard measures are met. standard measures are met.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n70 to 100% of grants have met their 50 to 69% of grants have met their 0 to 49% of grants have met their\nmilestone requirements to enable milestone requirements to enable milestone requirements to enable\ngrant payments to be made in grant payments to be made in grant payments to be made in\nthe year. the year. the year.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n70 to 100% of financial year target 50 to 69% of financial year target 0 to 49% of financial year target\nfunding is invested. funding is invested. funding is invested.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- [Page 59]\nCorporate Plan 2025–26\nTolerances\nAchieved Partially achieved Not achieved\nMaturity level has increased by at Maturity level has remained steady or Maturity level has decreased\nleast 30% compared to the 2023–24 increased by less than 30% compared compared to the 2023–24 baseline\nbaseline result. to the 2023–24 baseline result. result.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n100% of relevant financial year 80–99% of relevant financial year 0–79% of relevant financial year\nfunding profile for Climate-Smart funding profile for Climate-Smart funding profile for Climate-Smart\nAgriculture Program funding Agriculture Program funding Agriculture Program funding\ndelivered. delivered. delivered.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n100% of financial year funding profile 80 to 99% of financial year funding 0 to 79% of financial year funding\nfor Climate-Smart Agriculture profile for Climate-Smart Agriculture profile for Climate-Smart Agriculture\nProgram funding delivered.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- Tolerances\nAchieved Partially achieved Not achieved\n70 to 100% of grants funded in 50 to 69% of grants funded in the year.\n Source: `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)`\n- [Page 29]\nCorporate Plan 2024–25\nOur performance framework\nStrengthening our approach to enterprise performance and reporting is one of the 10 priority actions\nunder the department’s Transformation Action Plan, in response to the APSC Capability Review and\nrecommendations from the Australian National Audit Office’s annual performance statements audits.\n Source: `corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 18]\nCorporate Plan 2025–26\nintegrity culture that is ethical, fair and appropriate by maintaining high standards of professionalism\nand accountability, and responsible behaviour.\n Source: `corporate-plans/2025-26.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf)`\n- 3.3 Strengthen the resilience of RS-03 Each year, the Australian\nindustry and its ability to adapt to the Government commits $100 million to\nimpacts of climate change. a impactful programs and initiatives to drive\ndrought-resilience outcomes. a\nSafeguard Australia’s animal and Program 2.1 Biosecurity and Biosecurity: Strengthen our 2.1 Effectively prepare for the BI-01 Reduced levels of non-compliance\nplant health status to maintain Export Services national biosecurity system to management of biosecurity risk with regulations that apply to:\noverseas markets and protect the provide an appropriate level through pragmatic policy, fit-for-\n• BI-01-01 High-value cargo\neconomy and environment from of protection to Australia’s purpose regulation and mature\n• BI-01-02 Approved arrangements\nthe impact of exotic pests and people, our environment and preparedness.\n Source: `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)`\n- [pages 4,5,6,7,8,9,10]\ngn resource allocations and\npromote a shared sense of purpose and direction.\n\u0001 We have a joined-up approach to financial management that enables the most efficient use of our resources, including\nthrough the transparent application of cost recovery.\n\u0001 We measure and report on performance at an enterprise level in a coordinated and consistent manner to support\ncontinuous improvement, effective decision-making and resource management.\n\u0001 We use high-quality workforce data and effective workforce planning to develop, attract and retain the talent we need,\nensuring commitment to our core values and integrity frameworks.\n\u0001 We have embedded First Nations shared benefits throughout our capability improvement activities.\n Source: `strategies/DAFF-20Transformation-20Action-20Plan.pdf (https://www.agriculture.gov.au/sites/default/files/documents/DAFF%20Transformation%20Action%20Plan.pdf)`\n- [Page 13]\nCareer development\nWe provide a range of internal and external career development opportunities, each promoting\nreconciliation and cultural awareness, supporting the professional development of Aboriginal and Torres\nStrait Islander employees and providing immediate benefits to Aboriginal and Torres Strait Islander\npeoples and communities.\n•\nWe were pleased to have:\nsupported 5 Aboriginal and Torres Strait Islander staff members since 2019 to participate in the\nPat Turner Scholarship, continuing their aspirations to undertake further studies to progress their\n•\ncareers in their chosen fields of interest\nfacilitated the department’s annual Kevin McLeod Reconciliation and Development Awards – in\n•\nmemory of Kevin McLeod, a long-term employee of Aboriginal and Torres Strait Islander heritage\n Source: `strategies/stretch-reconciliation-action-plan.pdf (https://www.agriculture.gov.au/sites/default/files/documents/stretch-reconciliation-action-plan.pdf)`\n- We embrace and promote a pro-integrity\nculture that is ethical, fair and appropriate by maintaining high standards of professionalism,\naccountability and responsible behaviour.\n Source: `corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)`\n- Priority actions\n5.1 Financial management 5.2 10-year digital sustainment 5.3 Information and data maturity roadmap\ninvestment roadmap\nRedesign our finance operating model to uplift financial Strengthen our data analytics capability to underpin\nDeliver a roadmap that will address key risks (including\nliteracy and accountability, review our operating effective performance monitoring, risk management,\nthe ICT technical debt), modernise systems and\nmodel and deliver an enterprise-wide approach operational and strategic policy settings, regulation,\nestablish an ongoing sustainment, robust and secure\nthat lifts financial maturity and performance across and service delivery operations.\nthe organisation.\ndigital landscape.\n Source: `strategies/DAFF-20Transformation-20Action-20Plan.pdf (https://www.agriculture.gov.au/sites/default/files/documents/DAFF%20Transformation%20Action%20Plan.pdf)`\n- Our RAP 2021 to 2024 identifies how we will support, maintain and build relationships with Aboriginal\nand Torres Strait Islander peoples and their communities.\n•\nIn implementing the RAP 2021 to 2024, the department will:\nbe an employer of choice for Aboriginal and Torres Strait Islander peoples by providing rewarding\n•\ncareer opportunities and pathways for advancement across our national footprint\nincrease the accountability and scope of reconciliation outcomes in the department’s strategic\n•\nplanning and SES and Executive Level performance agreements\n•\ncelebrate Aboriginal and Torres Strait Islander cultures and histories\n•\ncollaborate with Aboriginal and Torres Strait Islander organisations and communities\nbuild and support our staff’s cultural competency through culturally immersive experiences\n•\nand learning\n•\nsupport Aboriginal and Torres Strait Islander businesses\n•\n Source: `strategies/stretch-reconciliation-action-plan.pdf (https://www.agriculture.gov.au/sites/default/files/documents/stretch-reconciliation-action-plan.pdf)`\n- Focus area\nThe focus area of our business regarding respect aligns to achieving our purpose, objects and priorities\nthrough our CORE 4 values and behaviours, the department’s Corporate Plan, the Inclusion Strategy and\nthe Aboriginal and Torres Strait Islander Employment and Capability Strategy.\n Source: `strategies/stretch-reconciliation-action-plan.pdf (https://www.agriculture.gov.au/sites/default/files/documents/stretch-reconciliation-action-plan.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `corporate-plans/2023-24.pdf` - corporate-plans - https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf\n- `corporate-plans/2024-25.pdf` - corporate-plans - https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf\n- `strategies/DAFF-20Transformation-20Action-20Plan.pdf` - strategies - https://www.agriculture.gov.au/sites/default/files/documents/DAFF%20Transformation%20Action%20Plan.pdf\n- `strategies/rap-actions-and-deliverables.pdf` - strategies - https://www.agriculture.gov.au/sites/default/files/documents/rap-actions-and-deliverables.pdf\n- `strategies/stretch-reconciliation-action-plan.pdf` - strategies - https://www.agriculture.gov.au/sites/default/files/documents/stretch-reconciliation-action-plan.pdf\n- `pages/about.html` - pages - https://www.agriculture.gov.au/about/jobs/apply\n- `pages/contact.html` - pages - https://www.agriculture.gov.au/contact\n- `pages/homepage.html` - pages - https://www.agriculture.gov.au/agriculture-land/animal/health/animal-plan/steering-committee\n- `pages/inquiries-index.html` - pages - https://www.agriculture.gov.au/about/contactus\n- `pages/inquiries-index__00.html` - pages - https://www.agriculture.gov.au/about/contactus\n- `pages/ministers.html` - pages - https://minister.agriculture.gov.au\n- `pages/news-latest.html` - pages - https://www.agriculture.gov.au/about/news\n- `pages/priorities-index.html` - pages - https://www.agriculture.gov.au/about/what-we-do\n- `pages/priorities-index__01.html` - pages - https://www.agriculture.gov.au/about/reporting/corporate-plan\n- `pages/priorities-index__02.html` - pages - https://www.agriculture.gov.au/about/reporting/information-publication-scheme/agency-plan\n- `pages/priorities-index__03.html` - pages - https://www.agriculture.gov.au/about/reporting/obligations/operations-emissions-reduction\n- `pages/priorities-index__04.html` - pages - https://www.agriculture.gov.au/about/reporting/reconciliation-action-plan\n- `pages/priorities-index__05.html` - pages - https://www.agriculture.gov.au/about/reporting/transformation-action-plan\n- `pages/priorities-index__06.html` - pages - https://www.agriculture.gov.au/about/fees/export-cost-recovery-reform-sust-trade-funding\n- `pages/publications-index.html` - pages - https://www.agriculture.gov.au/about/publications\n- `other-pdfs/export-assurance-reform-for-non-prescribed-goods.pdf` - other-pdfs - https://www.agriculture.gov.au/sites/default/files/documents/export-assurance-reform-for-non-prescribed-goods.pdf\n- `other-pdfs/2024-2030-20Emissions-20Reduction-20Plan.pdf` - other-pdfs - https://www.agriculture.gov.au/sites/default/files/documents/2024-2030%20Emissions%20Reduction%20Plan.pdf\n- `other-pdfs/animalplan-communique-august-2025.pdf` - other-pdfs - https://www.agriculture.gov.au/sites/default/files/documents/animalplan-communique-august-2025.pdf\n- `other-pdfs/animalplan-communique-november-2025.pdf` - other-pdfs - https://www.agriculture.gov.au/sites/default/files/documents/animalplan-communique-november-2025.pdf\n- `other-pdfs/animalplan-communique-february-2026.pdf` - other-pdfs - https://www.agriculture.gov.au/sites/default/files/documents/animalplan-communique-february-2026.pdf\n\n## Gaps To Fix\n\n- No annual report text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Animalplan Steering Committee - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:08:09.189612+00:00\n**Entity ID**: B-004664\n**Jurisdiction**: Commonwealth\n**Portfolio**: Agriculture, Fisheries and Forestry\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 26\n- Unique legislation references found: 19\n\n| Type | Count |\n|---|---:|\n| Act | 17 |\n| Determination | 1 |\n| Regulation | 1 |\n\n## Legislation References\n\n### Export Control Act 2020\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 18\n**Register search**: https://www.legislation.gov.au/search?query=Export+Control+Act+2020\n\n**Sources**:\n- `corporate-plans/2023-24.pages.jsonl`\n- `corporate-plans/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n- `other-pdfs/export-assurance-reform-for-non-prescribed-goods.pages.jsonl`\n\n**Evidence contexts**:\n- ies and Forestry\n28\n\n[page 35]\nCorporate Plan 2023–24\nOur export regulatory framework is designed to facilitate trade, providing a transparent and\npredictable environment for businesses involved in international trade. The regulatory framework\naligns with the Export Control Act 2020 and subordinate commodity rules, harmonising with\ninternational standards where possible. It provides guidelines and procedures for exporters to follow\nwhen preparing and submitting export documentation.\nWe help exporters obtain authorisation, licenses and pe\n Source: `corporate-plans/2023-24.pages.jsonl`\n- or maintain market access for a wide range of goods.\nOur export regulatory framework is designed to facilitate trade, providing a transparent and\npredictable environment for businesses involved in international trade. The regulatory framework\naligns with the Export Control Act 2020, and subordinate commodity rules, harmonising with\ninternational standards where possible. It provides guidelines and procedures for exporters to follow\nwhen preparing and submitting export documentation.\nWe provide assurance to overseas countries that Austra\n Source: `corporate-plans/2023-24.pages.jsonl`\n- ces are not reliable or\nverifiable. The new IG-05 and IG-06 performance measures\nreplace this measure in demonstrating how we achieve\nKey activity 1.2. Next year, we will consider the\ndevelopment of a new measure that directly relates to how\nwe administer the Export Control Act 2020 and the export of\nagricultural goods from Australia.\nDepartment of Agriculture, Fisheries and Forestry\n55\n\n[page 62]\nCorporate Plan 2023–24\nKey activities and performance measures in the Performance information revisions in the Changes made Reason for changes\n Source: `corporate-plans/2023-24.pages.jsonl`\n- bal food security.\n1.5 Represent Australia’s interests and contribute to global standards for open and free\ntrade by participating in multilateral standard-setting bodies.\n1.6 Provide effective, efficient, and modernised regulation as the administrator of the\nExport Control Act 2020.\n1.7 Support a productive and sustainable Australian forestry industry.\nObjective 2 Sector 2.1 Create pathways that support the agricultural sector to build an understanding of\nresilience and emissions reduction opportunities and adopt emissions reduction act\n Source: `corporate-plans/2024-25.pages.jsonl`\n- d 5 new performance measures since the last corporate plan:\n• SG-05 Significant representation of Australian interests on multilateral standard-setting bodies\n• SG-06 Effective delivery of regulatory responsibilities for relevant export applications under the\nExport Control Act 2020\n• RS-04 The proportion of Australian Government managed fish stocks that are sustainable\n• BI-02 The import permit service standard is met\n• BI-04 Targeted public communication and engagement activities.\nRegulator performance reporting\nWe approach regulatory\n Source: `corporate-plans/2024-25.pages.jsonl`\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `pages/priorities-index__01.html`\n- `corporate-plans/2023-24.pages.jsonl`\n- `corporate-plans/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n- `other-pdfs/2024-2030-20Emissions-20Reduction-20Plan.pages.jsonl`\n\n**Evidence contexts**:\n- Corporate plan - DAFF\n\nCorporate plan\nCorporate Plan 2025–26\nThe corporate plan sets out our purpose, objectives, priorities, key activities and performance measures for the next 4 years.\nThe plan is updated annually in accordance with the requirements of the\nPublic Governance, Performance and Accountability Act 2013\n.\nDownload PDF - 1.7 MB\nDownload Word - 2.3 MB\nPrevious Plans\nDownload\nDAFF Corporate Plan 2024-25 (PDF - 2.6 MB)\nDAFF Corporate Plan 2024-25 (DOCX - 2.7 MB)\nDAFF Corporate Plan 2023-24 (PDF - 1.7 MB)\nDAFF Corporate Plan 2023-24 (DOCX - 4.0 MB)\nIf you have di\n Source: `pages/priorities-index__01.html`\n- .\nStatement of preparation\nAs the accountable authority of the Department of Agriculture, Fisheries and Forestry, I present the\nCorporate Plan 2023–24. This plan covers the reporting periods from 2023–24 to 2026–27, as\nrequired under paragraph 35(1)(b) of the Public Governance, Performance and Accountability\nAct 2013.\nCindy Briscoe\nActing Secretary\nDepartment of Agriculture, Fisheries and Forestry\nDepartment of Agriculture, Fisheries and Forestry\niv\n\n[page 5]\nCorporate Plan 2023–24\nContents\nSecretary’s foreword .............................................................\n Source: `corporate-plans/2023-24.pages.jsonl`\n- culture, fisheries and forestry make\nto a healthy, sustainable and low-emissions environment.\nDepartment of Agriculture, Fisheries and Forestry\n1\n\n[page 8]\nCorporate Plan 2023–24\nTogether, our purpose and objectives are consistent with the requirements of the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act), Public Governance, Performance and\nAccountability Rule 2014 and the Department of Finance resource management guides.\nFigure 1 shows that our 3 objectives are connected and united by our focus on enhancing sustainable\nproduction, trade and biosecu\n Source: `corporate-plans/2023-24.pages.jsonl`\n- .\nStatement of preparation\nAs the accountable authority of the Department of Agriculture, Fisheries and Forestry, I present the\nCorporate Plan 2024–25. This plan covers the reporting periods from 2024–25 to 2027–28, as\nrequired under paragraph 35(1)(b) of the Public Governance, Performance and Accountability\nAct 2013.\nAdam Fennessy PSM\nSecretary\nDepartment of Agriculture, Fisheries and Forestry\nDepartment of Agriculture, Fisheries and Forestry iv\n\n[page 5]\nCorporate Plan 2024–25\nContents\nSecretary’s foreword ................................................................\n Source: `corporate-plans/2024-25.pages.jsonl`\n- .......................................................................... 20\nDepartment of Agriculture, Fisheries and Forestry vi\n\n[page 7]\nCorporate Plan 2024–25\nCommonwealth Performance\nFramework\nThe Commonwealth Performance Framework is established by the Public Governance, Performance\nand Accountability Act 2013 (PGPA Act), and requires all Commonwealth approved entities to\ndemonstrate how public resources have been applied to achieve their purpose. It sets out how\nentities must report on how they plan, measure and assess their performance. Figure 1 shows the\n3 relat\n Source: `corporate-plans/2024-25.pages.jsonl`\n\n### Future Drought Fund Act 2019\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Future+Drought+Fund+Act+2019\n\n**Sources**:\n- `corporate-plans/2023-24.pages.jsonl`\n- `corporate-plans/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- d land management practices and\ntechnologies that improve resilience to drought.\n4) Better-prepared communities – building and supporting the community leaders, networks and\norganisations that underpin community resilience.\nFDF investments are governed by the Future Drought Fund Act 2019 and the Drought Resilience\nFunding Plan. The plan is renewed every 4 years and addresses FDF investment objectives.\nEach year, $100 million is made available and investments are aligned with FDF-specific priorities.\nTo allow sufficient time to identify needs\n Source: `corporate-plans/2023-24.pages.jsonl`\n- by\ndrought. The FDF is a $5 billion initiative, established in accordance with the agreed role of the\nCommonwealth under the National Drought Agreement and is aligned with the forthcoming\nAustralian Government Drought Plan.\nFDF investments are governed by the Future Drought Fund Act 2019 and the Drought Resilience\nFunding Plan (Funding Plan) that is renewed every 4 years. For this reporting period, the Future\nDrought Fund (Drought Resilience Funding Plan 2024–2028) Determination 2024 is the relevant\ngoverning document, and the strategic objec\n Source: `corporate-plans/2024-25.pages.jsonl`\n- under the National Drought Agreement, working with the states and territories.\nThe FDF is also outlined in the Australian Government Drought Plan, which explains the\ngovernment’s approach to drought and how it is delivered.\nFDF investments are governed by the Future Drought Fund Act 2019 and the Drought Resilience\nFunding Plan, which is renewed every 4 years. For this reporting period, the Future Drought Fund\n(Drought Resilience Funding Plan 2024–2028) Determination 2024 is the relevant governing\ndocument, and the strategic objectives of the\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Natural Heritage Trust of Australia Act 1997\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Natural+Heritage+Trust+of+Australia+Act+1997\n\n**Sources**:\n- `corporate-plans/2023-24.pages.jsonl`\n- `corporate-plans/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- icipation in carbon and biodiversity markets\n• apply natural resource management practices that improve soil health, protect natural capital\nand biodiversity resources and deliver long-term sustainable agriculture outcomes.\nNHT investments are governed by the Natural Heritage Trust of Australia Act 1997. At July 2023, the\nClimate-Smart Agriculture package was in the design phase and projects had not yet been awarded,\nso we cannot specify the amount of funding that will flow to emissions reductions projects for this\nperformance measure or sustainable agricult\n Source: `corporate-plans/2023-24.pages.jsonl`\n- ion Climate-Smart Agriculture Program under\nthe Natural Heritage Trust (NHT) – a program that supports farmers to build climate resilience,\nincrease market access and agricultural growth and achieve sustainability outcomes.\nNHT investments are governed by the Natural Heritage Trust of Australia Act 1997. Each phase of the\nNHT is funded over a 5-year cycle. The current phase commenced in 2023–24 and will operate\nto 2027–28.\nFunding is being delivered in a staged process over the 5 years via a series of grant and procurement\ninvestment streams, including:\n• $7\n Source: `corporate-plans/2024-25.pages.jsonl`\n- ilding activities. These activities\ninvolve farmers, land managers, Landcare and community groups, industry, research organisations,\nnatural resource management organisations and other stakeholders.\nNatural Heritage Trust (NHT) investments are governed by the Natural Heritage Trust of Australia\nAct 1997. The current investment phase commenced in 2023–24 and will operate until 2027–28.\nFunding is being delivered in a staged process over 5 years, via a series of grant and procurement\ninvestment streams that support trials, demonstrations and climate-smart sust\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Public Service Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Public+Service+Act+1999\n\n**Sources**:\n- `corporate-plans/2023-24.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- h. The Australian Workplace Equality Index provides a national benchmark on\nlesbian, gay, bisexual, transgender and queer or questioning workplace inclusion in Australia. Attendance types: ‘full-time’\nrefers to employees engaged under section 22 (2)(a) of the Public Service Act 1999. These are permanent employees; ‘part-\ntime’ refers to employees engaged under section 22 (2)(b) or (c) of the Act. These employees can be engaged for a specified\nterm or for the duration of a specified task; ‘casual’ refers to employees engaged under section\n Source: `corporate-plans/2023-24.pages.jsonl`\n- e, regulatory,\nfinancial and other obligations. The framework also assists our secretary (the accountable authority)\nto meet his legislated obligations under the Public Governance, Performance and Accountability\nAct 2013 (PGPA Act) and under section 57 of the Public Service Act 1999.\nDepartment of Agriculture, Fisheries and Forestry 12\n\n[page 19]\nCorporate Plan 2025–26\nThe Executive Board is our key leadership, planning and accountability forum, and plays a critical role\nin the department’s enterprise-wide governance and strategic direct\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Under the Biosecurity Act 2015\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Under+the+Biosecurity+Act+2015\n\n**Sources**:\n- `corporate-plans/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- g the biosecurity risks associated\nwith goods within Australia’s appropriate level of protection.\nThis measure assesses our performance against the import permit service standard for the issuance\nof permits through our BICON system to manage biosecurity risk.\nUnder the Biosecurity Act 2015 and Biosecurity Regulation 2016, we have a maximum of 6 months\n(123 business days) to assess and finalise a permit application and decide whether to grant or refuse\na permit. We also have a client service charter and client service standard that sets out what\n Source: `corporate-plans/2024-25.pages.jsonl`\n- e-driven\ndecision-making. A critical component of this in biosecurity is our role in assessing and managing\nimport permit applications to ensure high-risk goods – defined in the Biosecurity Act 2015 as\nconditionally non-prohibited – are effectively regulated.\nUnder the Biosecurity Act 2015 (Biosecurity Act) and its subordinate legislation, we have up to 123\nbusiness days to assess permit applications and decide whether to grant an import permit. However,\nto deliver a timely and reliable regulatory service, we have set an import permit service s\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Aboriginal and Torres Strait Islander Heritage Protection Act 1984\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Aboriginal+and+Torres+Strait+Islander+Heritage+Protection+Act+1984\n\n**Sources**:\n- `strategies/stretch-reconciliation-action-plan.pages.jsonl`\n\n**Evidence contexts**:\n- . They consider the significance of\nAboriginal and Torres Strait Islander peoples’ knowledge of the management of land and the conservation\nand sustainable use of biodiversity. Meetings of the IAC have considered the Review of the EPBC Act and\nthe role of the Aboriginal and Torres Strait Islander Heritage Protection Act 1984, the 2021 State of the\nEnvironment Report and the next iteration of the National Environmental Science Program. The Chair of\nthe IAC is a member of the department’s Reconciliation Action Plan Working Group and provided guidance\naMnda fneeadgbearcks during the\n Source: `strategies/stretch-reconciliation-action-plan.pages.jsonl`\n\n### Biosecurity (Conditionally Non-prohibited Goods) Determination 2021\n\n**Type**: Determination\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Biosecurity+%28Conditionally+Non-prohibited+Goods%29+Determination+2021\n\n**Sources**:\n- `corporate-plans/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- will not permit trade.\nIf it can, we will mandate import conditions that importers must meet to import the good.\nThis is a regulatory measure as the requirement for an import permit is imposed as regulations on\nimporters through conditions in the Biosecurity (Conditionally Non-prohibited Goods) Determination\n2021. Our delivery of import risk analysis and import permit assessments is consistent with the best\npractice regulatory principles.\nDepartment of Agriculture, Fisheries and Forestry 46\n\n[page 53]\nCorporate Plan 2024–25\nWe include 2 types of biosecurity risk asses\n Source: `corporate-plans/2024-25.pages.jsonl`\n\n### Biosecurity Act, Export Control Act, Imported Food Control Act 1992\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Biosecurity+Act%2C+Export+Control+Act%2C+Imported+Food+Control+Act+1992\n\n**Sources**:\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- actual response.\nKey activity 3.4\nManage non-compliance with biosecurity and other relevant portfolio legislation.\nWe are the national regulator of biosecurity and must make decisions and take actions within legal\nand operational frameworks. We administer the Biosecurity Act, Export Control Act, Imported Food\nControl Act 1992 (Imported Food Control Act) and various other Acts in order to protect Australia’s\nanimal, plant and human health and maintain market access for Australian food and other\nagricultural exports. This key activity reinforces the importance of managing non-compli\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Biosecurity Act, Export Control Act, Imported Food Control Act, and the Illegal Logging Prohibition Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Biosecurity+Act%2C+Export+Control+Act%2C+Imported+Food+Control+Act%2C+and+the+Illegal+Logging+Prohibition+Act+2012\n\n**Sources**:\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- lio legislation are subject to\nenforcement action. enforcement action.\nRationale\nWe undertake enforcement actions against high-risk non-compliance referrals identified against\nrelevant portfolio legislation. This includes but is not limited to breaches of the Biosecurity Act,\nExport Control Act, Imported Food Control Act, and the Illegal Logging Prohibition Act 2012 and its\nassociated Rules. These actions strengthen our national biosecurity system, serve as a deterrent and\nenhance our reputation as a regulator.\nBy subjecting all non-compliance referrals to a risk-assessment process, we can action\nnon-compliance that pose\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Director, and Biodiversity Conservation Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Director%2C+and+Biodiversity+Conservation+Act+1999\n\n**Sources**:\n- `strategies/stretch-reconciliation-action-plan.pages.jsonl`\n\n**Evidence contexts**:\n- all\nrelate to Aboriginal and Torres Strait Islander matters. annually\nmanagers\nThis support and consultation will be delivered through\nnetwork meetings and appropriate working groups.\n1.2 Aligned to the Commonwealth Environment Protection June annually Lead: The Director,\nand Biodiversity Conservation Act 1999 and the respective National Parks\nNational Park Management Plans, establish governance\nSupport: Parks Australia\nand communication plans to strengthen relationships\nDivision\nbetween local communities and staff at Booderee, Kakadu\nand Uluru-Kata Tjuta National\n Source: `strategies/stretch-reconciliation-action-plan.pages.jsonl`\n\n### Environment Protection and Biodiversity Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Act+1999\n\n**Sources**:\n- `strategies/stretch-reconciliation-action-plan.pages.jsonl`\n\n**Evidence contexts**:\n- ensure the voice of our staff and stakeholders are\nhIneadrdig wehneon udesv Aelodpvinisg ostrryat eCgoiems imn thitet Ceoem (mIAonCw)ealth public sector.\nThe IAC is a peak consultative body that advises the Minister for the Environment on the operation of\nthe Environment Protection and Biodiversity Act 1999 (EPBC Act). They consider the significance of\nAboriginal and Torres Strait Islander peoples’ knowledge of the management of land and the conservation\nand sustainable use of biodiversity. Meetings of the IAC have considered the Review of the EPBC Act and\nthe r\n Source: `strategies/stretch-reconciliation-action-plan.pages.jsonl`\n\n### Export Control Biosecurity Act 2015\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Export+Control+Biosecurity+Act+2015\n\n**Sources**:\n- `corporate-plans/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- chieved Not achieved\n100% of instances of high-risk non- 90–99% of instances of high-risk non- Less than 90% of instances of high-\ncompliance identified against the compliance identified against the risk non-compliance identified against\nBiosecurity Act 2015, Export Control Biosecurity Act 2015, Export Control the Biosecurity Act 2015, Export\nAct 2020 and other relevant portfolio Act 2020 and other relevant portfolio Control Act 2020 and other relevant\nlegislation are subject to enforcement legislation are subject to enforcement portfolio legislatio\n Source: `corporate-plans/2024-25.pages.jsonl`\n\n### Export Control the Biosecurity Act 2015\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Export+Control+the+Biosecurity+Act+2015\n\n**Sources**:\n- `corporate-plans/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- s of high-risk non- 90–99% of instances of high-risk non- Less than 90% of instances of high-\ncompliance identified against the compliance identified against the risk non-compliance identified against\nBiosecurity Act 2015, Export Control Biosecurity Act 2015, Export Control the Biosecurity Act 2015, Export\nAct 2020 and other relevant portfolio Act 2020 and other relevant portfolio Control Act 2020 and other relevant\nlegislation are subject to enforcement legislation are subject to enforcement portfolio legislation are subject to\naction. action. enforcem\n Source: `corporate-plans/2024-25.pages.jsonl`\n\n### Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Freedom+of+Information+Act+1982\n\n**Sources**:\n- `pages/priorities-index__02.html`\n\n**Evidence contexts**:\n- Agency plan - DAFF\n\nAgency plan\nOur Agency plan sets out how we will make information available under the Information Publication Scheme (IPS). The IPS is established under the\nFreedom of Information Act 1982\n(FOI Act).\nPurpose and objectives\nOur IPS Agency plan outlines:\nthe administration and structure of the Department’s IPS\ninformation required to be published\nother information we will publish\nhow we will comply with the IPS\nThe department will continue to fos\n Source: `pages/priorities-index__02.html`\n\n### Illegal Logging Prohibition Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Illegal+Logging+Prohibition+Act+2012\n\n**Sources**:\n- `corporate-plans/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- high-risk non-compliance with\nbiosecurity and other portfolio legislation through an Operations Coordination Committee (OCC).\nThis includes but is not limited to breaches of the Biosecurity Act 2015, Imported Food Control\nAct 1992, Export Control Act 2020 and Illegal Logging Prohibition Act 2012.\nEnforcement actions are appropriately identified and actioned through established processes,\nincluding regulatory options (such as auditing, education, increased intervention, suspension or\nrevocation of licences or permits) and formal investigations. These\n Source: `corporate-plans/2024-25.pages.jsonl`\n\n### Imported Food Control Act 1992\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Imported+Food+Control+Act+1992\n\n**Sources**:\n- `corporate-plans/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- nd responds to internal and external referrals of potential high-risk non-compliance with\nbiosecurity and other portfolio legislation through an Operations Coordination Committee (OCC).\nThis includes but is not limited to breaches of the Biosecurity Act 2015, Imported Food Control\nAct 1992, Export Control Act 2020 and Illegal Logging Prohibition Act 2012.\nEnforcement actions are appropriately identified and actioned through established processes,\nincluding regulatory options (such as auditing, education, increased intervention, suspension or\nre\n Source: `corporate-plans/2024-25.pages.jsonl`\n\n### Information (Charges) Regulations 2019\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Information+%28Charges%29+Regulations+2019\n\n**Sources**:\n- `pages/priorities-index__02.html`\n\n**Evidence contexts**:\n- le to publish online. If we charge a person, it’s:\nat the lowest reasonable cost\nto reimburse the department for specific reproduction costs or other specific incidental costs.\nAny charges imposed will be consistent with charges in the\nFreedom of Information (Charges) Regulations 2019.\nInformation we must publish\nSubsection 8(2) of the FOI Act sets out what we must publish on our website.\nWe will publish or link to information under these headings:\nAgency plan\nWho we are\nWhat we do\nPublic consultations\nFreedom of information\nReports and re\n Source: `pages/priorities-index__02.html`\n\n### SG-07. Export Control Act 2020\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=SG-07.+Export+Control+Act+2020\n\n**Sources**:\n- `corporate-plans/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- vities aligned to the relevant\ncompliance arrangements. performance measures.\nNot applicable. Key activity 1.6 Provide effective, efficient, and New. New key activity relating to performance measures SG-06\nmodernised regulation as the administrator of the and SG-07.\nExport Control Act 2020.\nDepartment of Agriculture, Fisheries and Forestry 64\n\n[page 71]\nCorporate Plan 2024–25\nKey activities and performance measures in the Revisions to key activities and performance Changes Reason for changes\nCorporate Plan 2023–24 measures in the Corporate Plan\n Source: `corporate-plans/2024-25.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/inquiries-index.html` (page)\n- `pages/inquiries-index__00.html` (page)\n- `pages/ministers.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/priorities-index.html` (page)\n- `pages/priorities-index__01.html` (page)\n- `pages/priorities-index__02.html` (page)\n- `pages/priorities-index__03.html` (page)\n- `pages/priorities-index__04.html` (page)\n- `pages/priorities-index__05.html` (page)\n- `pages/priorities-index__06.html` (page)\n- `pages/publications-index.html` (page)\n- `corporate-plans/2023-24.pages.jsonl` (pdf_pages)\n- `corporate-plans/2024-25.pages.jsonl` (pdf_pages)\n- `corporate-plans/2025-26.pages.jsonl` (pdf_pages)\n- `other-pdfs/2024-2030-20Emissions-20Reduction-20Plan.pages.jsonl` (pdf_pages)\n- `other-pdfs/animalplan-communique-august-2025.pages.jsonl` (pdf_pages)\n- `other-pdfs/animalplan-communique-february-2026.pages.jsonl` (pdf_pages)\n- `other-pdfs/animalplan-communique-november-2025.pages.jsonl` (pdf_pages)\n- `other-pdfs/export-assurance-reform-for-non-prescribed-goods.pages.jsonl` (pdf_pages)\n- `strategies/DAFF-20Transformation-20Action-20Plan.pages.jsonl` (pdf_pages)\n- `strategies/rap-actions-and-deliverables.pages.jsonl` (pdf_pages)\n- `strategies/stretch-reconciliation-action-plan.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "A more sustainable and prosperous Australia through biosecurity, production and trade.", "vision_source_page": 8, "purposes": "Working together to safeguard and grow sustainable agriculture, fisheries and forestry for all Australians.", "purposes_source_page": 8, "how_we_deliver": "Our values and associated behaviours help guide our interactions with each other, our stakeholders and the broader community. Our Core 4 values are: Working together – We collaborate, share information and actively look for opportunities to connect across our department and with our stakeholders, partners and the community. We look after each other, support each other and work together as a team. Courage – We look for opportunities to innovate, try new things and engage with risk positively. We call out unacceptable behaviour, and we own up to and learn from our mistakes. Diversity – We are a diverse workforce both in who we are and the work we do. We listen to and draw on the expertise, knowledge and experience of others to get the best outcomes. Excellence – We are accountable and accept personal responsibility for the quality of our work. We use data, science and research to make well-informed decisions and measure our outcomes.", "how_we_deliver_source_page": 10, "government_priorities": [ { "text": "Sector growth – Support Australia’s agricultural sector, including the food and fibre industries, to be increasingly prosperous and internationally competitive in an ever-changing world.", "source_page": 9 }, { "text": "Sector resilience and sustainability – Increase the contribution agriculture, fisheries and forestry make to a healthy, sustainable and low-emissions environment.", "source_page": 9 }, { "text": "National biosecurity – Strengthen our national biosecurity system to provide a risk-based approach and an appropriate level of protection to Australia’s people, our environment and economy.", "source_page": 9 } ], "outcomes": [ { "name": "Outcome 1 – More sustainable, productive, internationally competitive and profitable Australian agricultural, food and fibre industries through policies and initiatives that promote better resource management practices, innovation, self-reliance and improved access to international markets.", "description": "Our policies and services span and protect the entire supply chain, helping to grow Australia’s economy and enable the Australian agricultural sector to produce high-quality, more sustainable products for consumption within Australia and overseas.", "key_activities": [ "Support sector productivity growth and innovation.", "Regulate exports and enable, improve and protect access to international markets." ], "source_page": 9 }, { "name": "Outcome 2 – Safeguard Australia’s animal and plant health status to maintain overseas markets and protect the economy and environment from the impact of exotic pests and diseases, through risk assessment, inspection and certification, and the implementation of emergency response arrangements for Australian agricultural, food and fibre industries.", "description": "We safeguard our plants, animals and the environment from pests and diseases.", "key_activities": [ "Effectively prepare for the management of biosecurity risks, imported food and human health through risk assessment, pre-border controls and assurance programs, inspection, treatment, certification and education.", "Regulate to safeguard Australia’s animal, plant, human health, environmental and food safety status by inspecting, detecting and minimising biosecurity risks at the border.", "Protect the economy and environment from the impact of exotic pests and diseases in Australia through appropriate post-border measures, including regulation and emergency management capabilities.", "Manage non-compliance with biosecurity and other relevant portfolio legislation." ], "source_page": 9 } ], "values": [ "Working together", "Courage", "Diversity", "Excellence" ], "values_framework_name": "Core 4 values", "kpi_targets_2025_26": [ { "code": "RS-01", "measure": "Increased investment in activities to build economic, social and environmental resilience to drought.", "target": "Updated. Targets updated to align with funding announced as part of the 2024–25 Budget.", "source_page": 59 }, { "code": "BI-01", "measure": "The import permit service standard is met.", "target": "Updated. Targets and tolerances updated for greater clarity. Aligned with new Key activity 3.1 and numbering updated.", "source_page": 60 }, { "code": "BI-02", "measure": "Number of pre-border biosecurity assurance arrangements established or maintained with exporting countries.", "target": "Updated. Minor changes to measure wording for greater clarity. Targets and tolerances updated to better compare performance with the prior year. Aligned with new Key activity 3.1 and numbering updated.", "source_page": 61 }, { "code": "BI-04", "measure": "Effectiveness of the Compliance-Based Intervention Scheme (CBIS) for risk-based intervention.", "target": "Replaced. 2024–25 was the final year of this measure, so it has been reviewed and replaced. The replacement measure better demonstrates our commitment to improving the regulation of biosecurity risks for animal and plant-based commodities.", "source_page": 61 }, { "code": "BI-05", "measure": "Strengthened emergency management capabilities.", "target": "Updated. Targets and tolerances updated to improve the quality of the measure. Performance measure aligned with new Key activity 3.3 and numbering updated.", "source_page": 62 } ], "kpi_results_2024_25": [ { "code": "RS-01", "measure": "Increased investment in activities to build economic, social and environmental resilience to drought.", "result": "Target met", "status": "Achieved", "source_page": 59 }, { "code": "BI-01", "measure": "The import permit service standard is met.", "result": "Target met", "status": "Achieved", "source_page": 60 }, { "code": "BI-02", "measure": "Number of pre-border biosecurity assurance arrangements established or maintained with exporting countries.", "result": "Target met", "status": "Achieved", "source_page": 61 }, { "code": "BI-04", "measure": "Effectiveness of the Compliance-Based Intervention Scheme (CBIS) for risk-based intervention.", "result": "Target met", "status": "Achieved", "source_page": 61 }, { "code": "BI-05", "measure": "Strengthened emergency management capabilities.", "result": "Target met", "status": "Achieved", "source_page": 62 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf" } }, "ideas": [ { "entity_id": "B-004664", "entity_name": "Animalplan Steering Committee", "folder_name": "Animalplan-Steering-Committee", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 69]\nCorporate Plan 2024–25\nAppendix A: Alignment of key activities and performance\nmeasures\nTable A1 Sector growth strategic objective – changes to performance information\nKey activities and performance measures in the Revisions to key activities and performance Changes Reason for changes\nCorporate Plan 2023–24 measures in the Corporate Plan 2024–25 made\nKey activity 1.1 Support industry productivity and Not applicable.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-004664", "entity_name": "Animalplan Steering Committee", "folder_name": "Animalplan-Steering-Committee", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 69]\nCorporate Plan 2024–25\nAppendix A: Alignment of key activities and performance\nmeasures\nTable A1 Sector growth strategic objective – changes to performance information\nKey activities and performance measures in the Revisions to key activities and performance Changes Reason for changes\nCorporate Plan 2023–24 measures in the Corporate Plan 2024–25 made\nKey activity 1.1 Support industry productivity and Not applicable.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-004664", "entity_name": "Animalplan Steering Committee", "folder_name": "Animalplan-Steering-Committee", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 78]\nCorporate Plan 2024–25\nPBS outcome statements PBS programs Key activities in PBS 2024–25 Key activities in the Corporate Plan Performance measures in the Corporate\n2024–25 Plan 2024–25\nOutcome 2: Safeguard Australia’s Program 2.1 Biosecurity and Effectively prepare for the 3.1 Use international standards and BI-01 Proportion of biosecurity risk\nanimal and plant health status to Export Services. management of biosecurity risk science-based risk assessments to assessments completed in the\nmaintain overseas markets and through pragmatic policy, fit- develop and inform policy, legislative development of import policy and\nprotect the economy and for-purpose regulation and frameworks and tools to support the regulation of biosecurity risks on\nenvironment from the impact of mature preparedness. management of exotic pest and imported goods, within regulatory and", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-004664", "entity_name": "Animalplan Steering Committee", "folder_name": "Animalplan-Steering-Committee", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 78]\nCorporate Plan 2024–25\nPBS outcome statements PBS programs Key activities in PBS 2024–25 Key activities in the Corporate Plan Performance measures in the Corporate\n2024–25 Plan 2024–25\nOutcome 2: Safeguard Australia’s Program 2.1 Biosecurity and Effectively prepare for the 3.1 Use international standards and BI-01 Proportion of biosecurity risk\nanimal and plant health status to Export Services. management of biosecurity risk science-based risk assessments to assessments completed in the\nmaintain overseas markets and through pragmatic policy, fit- develop and inform policy, legislative development of import policy and\nprotect the economy and for-purpose regulation and frameworks and tools to support the regulation of biosecurity risks on\nenvironment from the impact of mature preparedness. management of exotic pest and imported goods, within regulatory and", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-004664", "entity_name": "Animalplan Steering Committee", "folder_name": "Animalplan-Steering-Committee", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 22]\nCorporate Plan 2023–24\nThe Chief Risk Officer provides oversight of risk management, culture and capabilities across the\ndepartment and regularly informs the Executive Board and Audit and Risk Committee about current\nand emerging risks and issues.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-004664", "entity_name": "Animalplan Steering Committee", "folder_name": "Animalplan-Steering-Committee", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 22]\nCorporate Plan 2023–24\nThe Chief Risk Officer provides oversight of risk management, culture and capabilities across the\ndepartment and regularly informs the Executive Board and Audit and Risk Committee about current\nand emerging risks and issues.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2023-24.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-004664", "entity_name": "Animalplan Steering Committee", "folder_name": "Animalplan-Steering-Committee", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "Action 2 – Build relationships through celebrating National Reconciliation Week (NRW)\nDeliverables Timeline Responsibility\n2.1 Celebrate and participate in NRW by hosting 2 internal events and activities and public displays of 27 May to 3 June Lead: First Nations Staff Network\nindividual commitments/pledges to reconciliation from staff in all departmental offices across Australia. annually Support: Culture, Diversity and Inclusion Section,\nRAP WG, First Nations Inclusion Champions,\nCommunications and Media Branch\n2.2 Ensure that Reconciliation Australia’s NRW resources are available to all staff.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/rap-actions-and-deliverables.pdf (https://www.agriculture.gov.au/sites/default/files/documents/rap-actions-and-deliverables.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-004664", "entity_name": "Animalplan Steering Committee", "folder_name": "Animalplan-Steering-Committee", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "Action 2 – Build relationships through celebrating National Reconciliation Week (NRW)\nDeliverables Timeline Responsibility\n2.1 Celebrate and participate in NRW by hosting 2 internal events and activities and public displays of 27 May to 3 June Lead: First Nations Staff Network\nindividual commitments/pledges to reconciliation from staff in all departmental offices across Australia. annually Support: Culture, Diversity and Inclusion Section,\nRAP WG, First Nations Inclusion Champions,\nCommunications and Media Branch\n2.2 Ensure that Reconciliation Australia’s NRW resources are available to all staff.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/rap-actions-and-deliverables.pdf (https://www.agriculture.gov.au/sites/default/files/documents/rap-actions-and-deliverables.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-004664", "entity_name": "Animalplan Steering Committee", "folder_name": "Animalplan-Steering-Committee", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "Funding is being delivered in a staged process over the 5 years via a series of grant and procurement\ninvestment streams, including:\n• $73 million for impactful on-ground projects that will trial, demonstrate and implement climate-\nsmart, sustainable agriculture practices\n• $85.6 million for on-ground sustainable agriculture and natural resource management priority\nprojects in the 56 regional management units across Australia\n• $40.7 million to support a national network of Sustainable Agriculture Facilitators, which will\nensure farmers have access to trusted advice on climate-smart agriculture practices and carbon\nand biodiversity markets to inform critical investment decisions for their future sustainability\n• $36 million to focus on supporting soil health.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-004664", "entity_name": "Animalplan Steering Committee", "folder_name": "Animalplan-Steering-Committee", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "Funding is being delivered in a staged process over the 5 years via a series of grant and procurement\ninvestment streams, including:\n• $73 million for impactful on-ground projects that will trial, demonstrate and implement climate-\nsmart, sustainable agriculture practices\n• $85.6 million for on-ground sustainable agriculture and natural resource management priority\nprojects in the 56 regional management units across Australia\n• $40.7 million to support a national network of Sustainable Agriculture Facilitators, which will\nensure farmers have access to trusted advice on climate-smart agriculture practices and carbon\nand biodiversity markets to inform critical investment decisions for their future sustainability\n• $36 million to focus on supporting soil health.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-004664", "entity_name": "Animalplan Steering Committee", "folder_name": "Animalplan-Steering-Committee", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "Tolerances\nAchieved Partially achieved Not achieved\nWhen 8 or more out of 11 service When 5 or more out of 11 service When less than 5 out of 11 service\nstandard measures are met. standard measures are met. standard measures are met.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-004664", "entity_name": "Animalplan Steering Committee", "folder_name": "Animalplan-Steering-Committee", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "Tolerances\nAchieved Partially achieved Not achieved\nWhen 8 or more out of 11 service When 5 or more out of 11 service When less than 5 out of 11 service\nstandard measures are met. standard measures are met. standard measures are met.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "corporate-plans/2024-25.pdf (https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] } ], "legislation_administered": [], "artifacts": [ { "category": "corporate-plans", "year": "2025-26", "url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2025-26.pdf", "file": "corporate-plans/2025-26.pdf", "bytes": 1774199, "link_text": "Download PDF - 1.7 MB" }, { "category": "corporate-plans", "year": "2024-25", "url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2024-25.pdf", "file": "corporate-plans/2024-25.pdf", "bytes": 2753077, "link_text": "DAFF Corporate Plan 2024-25 (PDF - 2.6 MB)" }, { "category": "corporate-plans", "year": "2023-24", "url": "https://www.agriculture.gov.au/sites/default/files/documents/daff-corporate-plan-2023-24.pdf", "file": 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