{
  "entity_id": "B-002269",
  "folder": "Australian-Army",
  "name": "Australian Army",
  "type": "Defence Force Branch",
  "jurisdiction": "Commonwealth",
  "portfolio": "Defence",
  "website": "http://www.army.gov.au/",
  "data_status": "rich",
  "completeness": {
    "has_strategy_brief": true,
    "has_strategy_structured": true,
    "has_vision": false,
    "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": 10,
    "n_kpi_targets": 1,
    "n_kpi_results": 1,
    "n_outcomes": 2,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "published",
    "confidence": "high",
    "summary": "To defend Australia and its national interests in order to advance Australia’s security and prosperity. [AR p.8]",
    "official_site_url": "http://www.army.gov.au/",
    "source_documents": [
      {
        "type": "annual_report",
        "title": "Defence Annual Report 2024–25 (PDF, 39.12 MB)",
        "url": "http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Defence Annual Report 2023–2024 (PDF, 8.11 MB)",
        "url": "http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Defence Annual Report 2022–2023 (PDF, 3.99 MB)",
        "url": "http://www.defence.gov.au/sites/default/files/2023-10/Defence-Annual-Report-2022-23.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Defence Annual Report 2021–2022 (PDF, 6.86 MB)",
        "url": "http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf",
        "period": "2021-22",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Defence Annual Report 2020–2021 (PDF, 4.3 MB)",
        "url": "http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf",
        "period": "2020-21",
        "confidence": "high"
      }
    ],
    "purpose": {
      "text": "To defend Australia and its national interests in order to advance Australia’s security and prosperity. [AR p.8]",
      "source_url": "",
      "source_page": 8,
      "source_deep_url": ""
    },
    "vision": null,
    "strategic_priorities": [
      {
        "title": "advancing our conventionally-armed, nuclear-powered submarine capability",
        "description": "advancing our conventionally-armed, nuclear-powered submarine capability",
        "source_url": "",
        "source_page": 27,
        "source_deep_url": ""
      },
      {
        "title": "enhancing our long-range strike capabilities and our Guided Weapons and Explosive Ordnance enterprise",
        "description": "enhancing our long-range strike capabilities and our Guided Weapons and Explosive Ordnance enterprise",
        "source_url": "",
        "source_page": 27,
        "source_deep_url": ""
      },
      {
        "title": "strengthening our northern bases",
        "description": "strengthening our northern bases",
        "source_url": "",
        "source_page": 27,
        "source_deep_url": ""
      },
      {
        "title": "improving the growth and retention of a highly skilled defence workforce",
        "description": "improving the growth and retention of a highly skilled defence workforce",
        "source_url": "",
        "source_page": 27,
        "source_deep_url": ""
      },
      {
        "title": "boosting innovation, including through the Advanced Strategic Capabilities Accelerator",
        "description": "boosting innovation, including through the Advanced Strategic Capabilities Accelerator",
        "source_url": "",
        "source_page": 27,
        "source_deep_url": ""
      },
      {
        "title": "prioritising our partnerships in the Indo-Pacific",
        "description": "prioritising our partnerships in the Indo-Pacific",
        "source_url": "",
        "source_page": 27,
        "source_deep_url": ""
      }
    ],
    "values": [
      {
        "name": "Service",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "Courage",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "Act with purpose",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "Respect",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "Be adaptable, innovative and agile",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "Integrity",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "Be accountable and trustworthy",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "Excellence",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "Be inclusive and value others",
        "description": "",
        "source_url": "",
        "source_page": null
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Defend Australia and its national interests",
        "description": "Defend Australia and its national interests through the conduct of operations and the provision of support for the Australian community and civilian authorities in accordance with Government direction.",
        "activities": [
          "Conduct operations and deployments to defend Australia and its national interests.",
          "Defence is a strategy-led organisation. It supports operationalising and implementing the Government-directed biennial National Defence Strategy."
        ],
        "source_url": "",
        "source_page": 8,
        "source_deep_url": ""
      },
      {
        "name": "Outcome 2: Protect and advance Australia’s strategic interests",
        "description": "Protect and advance Australia’s strategic interests through the provision of strategic policy, the development, delivery and sustainment of military, intelligence and enabling capabilities, and the promotion of regional and global security and stability as directed by Government.",
        "activities": [
          "Enable intelligence-informed decision-making.",
          "Invest in Defence people.",
          "Defence’s international engagement – operational presence; support to regional security capability; people-to-people engagement; and bilateral and multilateral diplomatic engagement – support a strategy of denial in our primary area of military interest.",
          "Deliver future capability.",
          "Develop the sovereign defence industrial base required for our national security.",
          "Defence supports improved regulatory performance, capability and culture through regulatory stewardship in line with the Government’s commitment to Australian Public Service reform."
        ],
        "source_url": "",
        "source_page": 8,
        "source_deep_url": ""
      }
    ],
    "performance_measures": [
      {
        "code": "CCE01",
        "measure": "cumulative",
        "target": "27 GW",
        "latest_result": "88%",
        "status": "Achieved",
        "target_source_url": "",
        "target_source_page": 14,
        "result_source_url": "http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf",
        "result_source_page": 40
      }
    ],
    "document_alignment_terms": {
      "must_support": [
        "To defend Australia and its national interests in order to advance Australia’s security and prosperity. [AR p.8]",
        "advancing our conventionally-armed, nuclear-powered submarine capability",
        "enhancing our long-range strike capabilities and our Guided Weapons and Explosive Ordnance enterprise",
        "strengthening our northern bases",
        "improving the growth and retention of a highly skilled defence workforce",
        "boosting innovation, including through the Advanced Strategic Capabilities Accelerator",
        "prioritising our partnerships in the Indo-Pacific"
      ],
      "watch_terms": [
        "cumulative"
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": ""
  },
  "strategy_brief_md": "# Australian Army — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)\n\n## Our purpose / purposes\n\n> To defend Australia and its national interests in order to advance Australia’s security and prosperity. [AR p.8](http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf#page=8) [CP p.8]\n\n## How we deliver\n\n> Defence meets Government-directed requirements through: Outcome 1: Defend Australia and its national interests through the conduct of operations and the provision of support for the Australian community and civilian authorities in accordance with Government direction. Outcome 2: Protect and advance Australia’s strategic interests through the provision of strategic policy, the development, delivery and sustainment of military, intelligence and enabling capabilities, and the promotion of regional and global security and stability as directed by Government. [AR p.8](http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf#page=8) [CP p.8]\n\n## Government priorities for this department\n\n- advancing our conventionally-armed, nuclear-powered submarine capability [CP p.27]\n- enhancing our long-range strike capabilities and our Guided Weapons and Explosive Ordnance enterprise [CP p.27]\n- strengthening our northern bases [CP p.27]\n- improving the growth and retention of a highly skilled defence workforce [CP p.27]\n- boosting innovation, including through the Advanced Strategic Capabilities Accelerator [CP p.27]\n- prioritising our partnerships in the Indo-Pacific [CP p.27]\n\n## Outcomes\n\n### Outcome 1: Defend Australia and its national interests\nDefend Australia and its national interests through the conduct of operations and the provision of support for the Australian community and civilian authorities in accordance with Government direction. [CP p.8]\n\n**Key activities:**\n- Conduct operations and deployments to defend Australia and its national interests.\n- Defence is a strategy-led organisation. It supports operationalising and implementing the Government-directed biennial National Defence Strategy.\n\n### Outcome 2: Protect and advance Australia’s strategic interests\nProtect and advance Australia’s strategic interests through the provision of strategic policy, the development, delivery and sustainment of military, intelligence and enabling capabilities, and the promotion of regional and global security and stability as directed by Government. [CP p.8]\n\n**Key activities:**\n- Enable intelligence-informed decision-making.\n- Invest in Defence people.\n- Defence’s international engagement – operational presence; support to regional security capability; people-to-people engagement; and bilateral and multilateral diplomatic engagement – support a strategy of denial in our primary area of military interest.\n- Deliver future capability.\n- Develop the sovereign defence industrial base required for our national security.\n- Defence supports improved regulatory performance, capability and culture through regulatory stewardship in line with the Government’s commitment to Australian Public Service reform.\n\n## Values and principles\n\n_Defence behaviours_\n\n- Service\n- Courage\n- Act with purpose\n- Respect\n- Be adaptable, innovative and agile\n- Integrity\n- Be accountable and trustworthy\n- Excellence\n- Be inclusive and value others\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | cumulative | 27 GW | CP p.14 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | cumulative | 88% | Achieved | [AR p.40](http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf#page=40)(http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf#page=40) |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Australian Army - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:12:56.125823+00:00\n**Entity ID**: B-002269\n**Entity type**: Defence Force Branch\n**Jurisdiction**: Commonwealth\n**Portfolio**: Defence\n**Website**: http://www.army.gov.au/\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| annual-reports | 5 |\n| other-pdfs | 5 |\n| pages | 4 |\n\n## Executive Readout\n\n### Purpose\n\n- Figure 2.1: Defence’s outcomes and programs, 2021–22\nMISSION AND PURPOSE OUTCOME STATEMENT BUDGET PROGRAM\nTo defend Australia Outcome 1: 1.1 Operations contributing to the safety of the\nand its national interests Defend Australia and immediate neighbourhood\nin order to advance its national interests 1.2 Operations supporting wider interests\nAustralia’s security through the conduct 1.3 Defence contribution to national support tasks\nand prosperity. of operations and in Australia\nprovision of support\nfor the Australian\ncommunity and\ncivilian authorities\nin accordance with\nGovernment direction.\n  Source: `annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)`\n- Figure 2.2: Defence’s outcomes and programs, 2022–23\nMission and purpose Outcome statement Budget program1\nTo defend Australia Outcome 1: 1.1 Operations contributing to the safety of the\nand its national Defend Australia and immediate neighbourhood\ninterests in its national interests 1.2 Operations supporting wider interests\norder to advance through the conduct of 1.3 Defence contribution to national support\nAustralia’s security operations and provision tasks in Australia\nand prosperity. of support for the\nAustralian community\nand civilian authorities\nin accordance with\nGovernment direction.\n  Source: `annual-reports/2022-23.pdf (http://www.defence.gov.au/sites/default/files/2023-10/Defence-Annual-Report-2022-23.pdf)`\n- [Page 3]\nDefence at a glance Portfolio structure\nAs at 30 June 2024, the Defence portfolio\nOur mission structure consisted of:\nTo defend Australia and its national interests • Defence (including the Department of Defence\nin order to advance Australia’s security and and the Australian Defence Force (ADF));\nprosperity. • the Australian Signals Directorate;\n• the Australian Submarine Agency;\nOur vision • trusts, canteens and companies;\nDefence achieves its mission through the: • statutory offices and other entities created\nby the Defence Force Discipline Act 1982\n• conduct of operations, and provision of\nand the Defence Act 1903;\nsupport for the Australian community and\ncivilian authorities, in accordance with • the Department of Veterans’ Affairs; and\nGovernment direction; and • military justice appointments.\n• provision of strategic policy, the development,\n  Source: `annual-reports/2023-24.pdf (http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf)`\n- [Page 20]\nOutcomes and programs\nFigure 2.1: Defence’s outcomes and programs, 2020–21\nPurpose Outcome statement Budget program\nDefend and Outcome 1: Defend Australia 1.1 Operations Contributing to the Safety\nprotect Australia and its national interests through of the Immediate Neighbourhood\nand advance its the conduct of operations 1.2 Operations Supporting Wider Interests\nstrategic interests*. and provision of support for 1.3 Defence Contribution to National\nthe Australian community and Support Tasks in Australia\ncivilian authorities in accordance\nwith Government direction.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n\n### Role and Functions\n\n- [Page 29]\nOFFICIAL UNDER EMBARGO\nDepartmental overview\n Our role and functions [p.16]\n Strategic direction [p.18]\n Defence portfolio structure [p.19] 2\n Changes in senior leadership [p.20]\n Accountable authority [p.20]\n Organisational structure [p.20]\nCHAP2T0E2R3 2– 2 |4 DDeefpeanrctme eAnntnaul aolv Rerevpioewrt 1155\n  Source: `annual-reports/2023-24.pdf (http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf)`\n- [Page 24]\nDefence Annual Report 2024–25 Chapter 2: Departmental overview\n2\nDepartmental\noverview\n24 Our role and functions\n26 Strategic direction\n28 Defence portfolio structure\nImage: A Royal Australian Air Force No.\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- [Page 62]\nPerformance Appropriate support and services are provided to Defence people, noting Defence\ncriterion 18 has a responsibility to respect and support members of the Australian Defence Force\nhaving regard to their lifetime wellbeing\nTarget To transition Australian Defence Force personnel across the service spectrum with a focus on\nplanning for their personal security\nSource 2020–24 Defence Corporate Plan (Updated January 2021)\nPortfolio Budget Statements 2020–21 Programs 2.4 & 2.12\nResults Partially Achieved\nAnalysis Defence has continued to provide tailored support to transitioning ADF members and their\nfamilies on a needs basis, including up to 24 months after transition.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- [Page 64]\nPerformance Timely and accurate administration of the Administered Programs\ncriterion 20\nTarget Administration meets agreed requirements\nSource 2020–24 Defence Corporate Plan (Updated January 2021)\nPortfolio Budget Statements 2020–21 Programs 2.14, 2.15, 2.17\nResults Achieved\nAnalysis Financial controls remain in place and are effective in ensuring timely and accurate\nadministration.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- 2021–25 Defence Corporate Plan\nSource\nPortfolio Budget Statements 2021–22 Program/s: 2.4, 2.12\nResults Partially Achieved\nAnalysis During the 2021–22 reporting period, Defence has provided appropriate support and\nservices to Defence people and fulfilled its responsibility to respect and support members\nof the Australian Defence Force with regard to their lifetime wellbeing and transition\npreparedness.\n  Source: `annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)`\n- 2021–25 Defence Corporate Plan\nSource\nPortfolio Budget Statements 2021–22 Program/s: 2.15, 2.16, 2.18\nResults Achieved\nAnalysis In 2021–22, Defence continued to manage the Administered Programs in a timely\nand accurate manner.\n  Source: `annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)`\n\n### Strategic Priorities\n\n- [Page 94]\nDefence Annual Report 2024–25 Chapter 4: Management and accountability\nPlanning, performance\nand evaluation\nThe 2024 National Defence Strategy sets the Defence promotes successful enterprise\noverall strategic direction for Australia’s defence performance management through:\npolicy and outlines the key priorities for the ADF. \u0017 strategic alignment: supporting alignment\nof Defence’s activities and resources with its\nThe biennial National Defence\nstrategic objectives;\nStrategy cycle enables \u0017 accountability and transparency:\nGovernment to ensure that proactively promoting accountability\nand transparency by establishing clear\nour strategy and investment\nperformance expectations, enabling\npriorities keep pace with the\nbusiness areas to track progress;\nrapidly evolving strategic \u0017 risk management: supporting appropriate\nenvironment. risk management by identifying, managing\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- [Page 40]\nPerformance Defence maintains intelligence analysis and capability to deliver Government and\ncriterion 5 Defence strategic objectives\nTarget Intelligence service and capabilities are delivered according to Government priorities\nSource 2020–24 Defence Corporate Plan (Updated January 2021)\nPortfolio Budget Statements 2020–21 Program 2.1\nResults Achieved\nAnalysis The creation of a dedicated Defence Intelligence Group (DIG), and its achievement of full\noperating capability on 1 January 2021, represents delivery of the Defence Intelligence Reform\nImplementation Plan.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- [Page 28]\nDefence Annual Report 2024–25 Chapter 2: Departmental overview\nStrategic direction\n2024–26 Defence Strategy Framework\nDefence is a strategy-led organisation and sets strategic objectives in line\nThe National Defence Strategy ensures the The Defence Strategy\nwith the Government’s direction in order to achieve our mission.\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- [Page 37]\nPerformance Defence maintains future-focused strategic policy to guide Defence initiatives and\ncriterion 2 address strategic risks\nTarget Strategic policy reflects the evolving geostrategic environment and aligns with and shapes\nGovernment objectives\nSource 2020–24 Defence Corporate Plan (Updated January 2021)\nPortfolio Budget Statements 2020–21 Program 2.1\nResults Achieved\nAnalysis Through the 2020 Defence Strategic Update the Government has directed Defence to\nimplement three new Defence strategic objectives: to shape our strategic environment, deter\nactions against our interests, and respond with credible military force when required.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- [Page 38]\nPerformance Defence protects and advances Australia’s interests globally to address current and\ncriterion 3 future challenges\nTarget Defence international engagement priorities are met\nSource 2020–24 Defence Corporate Plan (Updated January 2021)\nPortfolio Budget Statements 2020–21 Program 2.1\nResults Achieved\nAnalysis Defence maintained international engagement in 2020–21, despite challenges imposed by\nCOVID-19.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- [Page 49]\nTable 3.1: Unit availability days1, flying hours and HydroScheme products\n2020–21\n2019–20 Revised 2020–21\nSource Deliverables Actual Estimate Actual\nNavy 2019–20 2020–21\nPortfolio Budget 18 17 Major Combatants2 2,736 2,892 2,917\nStatements 2020–21\n21 18 Minor Combatants3 3,621 3,832 3,606\n4 4 Amphibious and Afloat Support4 924 974 954\n10 10 Maritime Teams5 3,637 3,109 3,142\n7 6 Hydrographic Force6 1,670 1,770 1,644\n24 24 MH-60R 4,657.3 5,000 4,956\n– – MRH-907 – – –\nNotes:\n1.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- 2020–21\n2019–20 Revised 2020–21\nSource Deliverables Actual Estimate Actual\nArmy 2019–20 2020–21\nPortfolio Budget 10 10 CH-47F Chinook1 2,307.3 2,600 2,205.5\nStatements 2020–21\n34 16 S-70A-9 Black Hawk2 2,055.7 1,500 1,299.7\n22 22 ARH Tiger3 3,456.4 4,500 3,580.4\n47 47 MRH-90 Taipan4 5,168.4 7,950 4,830.5\nNotes:\n1.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- [Page 50]\n2020–21\n2019–20 Revised 2020–21\nSource Deliverables Actual Estimate Actual\nAir Force 2019–20 2020–211\nPortfolio Budget 49 49 PC-212 12,873.1 23,850 18,371\nStatements 2020–21\n12 12 KA350 King Air3 4,556.0 6,500 3,672\n12 12 C-130J Hercules4 6,948.1 6,000 5,311\n8 8 C-17A Globemaster III5 5,350.0 5,240 4,372\n10 10 C-27J Spartan6 3,014.0 3,360 2,829\n7 7 KC-30A MRTT7 4,674.0 4,040 3,593\n2 2 737 BBJ8 995.0 1,100 753\n3 3 Falcon-7X9 1,102.0 2,000 1,544\n2 2 AP-3C Orion 540.5 700 712\n11 12 P-8A Poseidon 4,847.5 5,000 4,939\n6 6 E-7A Wedgetail10 3,254.9 3,200 2,713\n38 15 F/A-18A/B Hornet11 6,458.3 3,820 3,837\n24 24 F/A-18F Super Hornet12 3,110.0 4,830 4,289\n33 33 Hawk 12713 4,488.1 5,050 4,826\n11 11 E/A-18G Growler14 1,675.5 2,600 2,398\n22 38 F-35A Lightning II15 3,096.8 5,250 4,960\n0 0 MC-55A Peregrine16 – – –\n0 0 MQ-4C Triton17 – – –\n2 – CL-604 Challenger18 116.0 – –\nNotes:\n1.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- [Page 51]\n2020–21\n2019–20 Revised 2020–21\nSource Deliverables Actual Estimate Actual\nStrategic Policy and Intelligence\nPortfolio Budget Maritime Safety Updates 100% 100% 100%\nStatements 2020–21\nCharting Projects 9 14 131\nNautical Publications 30 29 29\nSurvey Projects 13 13 62\nAustralian Hydrographic Office Availability 249 249 249\nNotes:\n1.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- [Page 53]\nPerformance Science and technology activities support Defence operations, sustainment and\ncriterion 12 enhancement of current capability, and the development and acquisition of future\ncapability, enhanced by collaboration and strategic partnerships\nTarget • The balance of investments in science and technology activities are delivering outcomes\nin line with agreed Capability Manager priorities\n• Collaboration and outreach activities support delivery of Defence capability in line with\nagreed Defence priorities\nSource 2020–24 Defence Corporate Plan (Updated January 2021)\nPortfolio Budget Statements 2020–21 Program 2.13\nResults Achieved\nAnalysis The science and technology portfolio is co-designed with senior stakeholders from Defence\nGroups and Services.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 40]\nDefence Annual Report 2024–25 Chapter 3: Annual performance statements\nReading the annual\nperformance statements\nDefence used a four–tier rating system to more than one target, the overall assessment\ndetermine the performance result for each criteria have been included in these annual\nperformance measure and target against the performance statements, to demonstrate how\nratings of achieved, substantially achieved, overall performance results were calculated.\npartially achieved and not achieved.\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- [Page 59]\nChapter 3: Annual performance statements\nTarget 4.3b\nThe proportion of ADF and Defence APS personnel who have experienced any unacceptable\nbehaviour in the workplace has decreased in the last 12 months.\n(Not achieved)\nTarget 4.3c\nThe proportion of ADF and Defence APS personnel who are of the view that Defence Values are\nbeing used in their work area has increased in the last 12 months.\n(Partially achieved)\nSource\n2024–28 Defence Corporate Plan (March 2025), page 2627\nPerformance result\nNot achieved\nAnalysis\nThe performance result for this measure in 2024–25 was not achieved, due to two targets being\nnot achieved (4.3a and 4.3b) and one target being partially achieved (4.3c).\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- Target 4.4a\nAt least 75 per cent of eligible permanent ADF members and their families are registered with the\nADF Family Health Program.\n(Substantially achieved)\nTarget 4.4b\n100 per cent of support services and programs are provided to permanent ADF and their families in\naccordance with identified service delivery timeframes.\n(Unable to report)\nTarget 4.4c\nDefence suicide prevention training is practical, tailored, informed by lived experience and\ndelivered in-person.\n(Substantially achieved)\nTarget 4.4d\n100 per cent of Defence-led, Government-agreed recommendations from the Final Report of the\nRoyal Commission into Defence and Veteran Suicide which are on the Forward Work Plan for the\nProgram Board in 2024–25, have approved Reform Management Plans by 30 June 2025.\n(Substantially achieved)\nSource\n2024–28 Defence Corporate Plan (March 2025), page 2729\nPerformance result\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- 2023–27 Defence Corporate Plan\nSOURCE\nPortfolio Budget Statements 2023–24 Programs: 2.1, 2.3, 2.9, 2.13\nRESULT Substantially achieved\nDefence substantially achieved its intended performance against this\nperformance measure in 2023–24, demonstrated by achieving four targets\n(Targets 7.1a, 7.1b, 7.1c and 7.1e) and substantially achieving one target\n(Target 7.1d) in the measure.\n  Source: `annual-reports/2023-24.pdf (http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf)`\n- For the 2024–25 reporting period:\n› Performances measures 1.1, 1.2, 2.1, 4.1 and 5.2 were achieved;\n› Performance measures 6.1, 7.1 and 8.1 were substantially achieved;\n› Performance measures 4.2 and 4.4 were partially achieved;\n› Performance measure 4.3 was not achieved; and\n› Performance measures 3.1 and 5.1 did not have targets but established baselines for\nfuture reporting.\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- [pages 62,63,64]\neport of the\nRoyal Commission into Defence and Veteran Suicide which are on the Forward Work Plan for the\nProgram Board in 2024–25, have approved Reform Management Plans by 30 June 2025.\n(Substantially achieved)\nSource\n2024–28 Defence Corporate Plan (March 2025), page 2729\nPerformance result\nPartially achieved\nAnalysis\nDefence partially achieved this performance measure in 2024–25, by substantially achieving\ntargets 4.4a, 4.4c and 4.4d.\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- 2024–28 — Australian Government annual targets for volume and value.\n(Achieved)\nTarget 7.1f\nDefence supports the development of the domestic manufacture of guided weapons, explosive\nordnance and munitions to deliver against defence priorities as set by Government.\n(Substantially achieved)\nSource\nPortfolio Budget Statements 2024–25, Programs 2.1, 2.3, 2.9, 2.13\n2024–28 Defence Corporate Plan (March 2025), page 2839\nPerformance result\nSubstantially achieved\nAnalysis\nDefence substantially achieved its intended performance against this performance measure in\n2024–25, demonstrated by achieving three targets (7.1a, 7.1c and 7.1e), substantially achieving\none target (7.1f), and partially achieving two targets (7.1b and 7.1d) in the measure.\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- 2023–27 Defence Corporate Plan\nSOURCE Programs: 2.2, 2.4, 2.12, 2.20, 2.21,\nPortfolio Budget Statements 2023–24\n2.22, 2.23\nRESULT Partially achieved\nDefence partially achieved its intended performance against this measure\nin 2023–24.\n  Source: `annual-reports/2023-24.pdf (http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf)`\n- [Page 39]\nChapter 3: Annual performance statements\nIntended 2024–25\nPerformance measure performance Performance result\nPerformance measure 1.1* ≥80% Achieved\nDefence maintains ready forces, plans and conducts\noperations, activities and investments as directed by\nGovernment to achieve Defence’s strategic objectives.\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- Source\nPortfolio Budget Statements 2024–25, Program 2.1\n2024–28 Defence Corporate Plan (March 2025), page 2516\nPerformance result\nAchieved\nAnalysis\nTarget 2.1a – Proportion of enterprise planning activities that are aligned to the\n2024 National Defence Strategy\nDefence achieved its intended performance against this measure in 2024–25, as 100 per cent of\nGroup and Service Business Plans were assessed as aligned with Government direction in the\n2024 National Defence Strategy.\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- Target 4.1a\nDefence achieves the ADF and APS Budgeted Workforce Requirement as set out in the\n2024 Defence Workforce Plan.\n(Achieved)\nTarget 4.1b\nThe net flow of the ADF and APS workforce over a 12 month period is trending positive and is\npositioning Defence to achieve the Budgeted Workforce Requirement over the forward estimates.\n(Achieved)\nSource\nPortfolio Budget Statements 2024–25, Programs 2.2, 2.12, 2.20, 2.21, 2.22, 2.23\n2024–28 Defence Corporate Plan (March 2025), page 2618\n18 Performance measure 4.1 was amended via the 2024–28 Defence Corporate Plan (March 2025 update).\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- Target 4.2a\nThe Defence workforce has the technical skills required to deliver the National Defence Strategy as\nmeasured through the Defence Strategic Workforce Segments.\n(Partially achieved)\nTarget 4.2b\nThe net flow of the ADF and APS workforce over a 12 month period against the Budgeted\nWorkforce Requirement by Strategic Workforce Segment.\n(Partially achieved)\nSource\nPortfolio Budget Statements 2024–25, Programs 2.2, 2.12, 2.20, 2.21, 2.22, 2.23\n2024–28 Defence Corporate Plan (March 2025), page 2625\nPerformance result\nPartially achieved\n24 The average funded strength (ADF workforce) / average staffing level (APS workforce) consumption.\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- [Page 63]\nChapter 3: Annual performance statements\nperformance result was assessed as partially achieved on the basis that the unable to report\noutcome for target 4.4b is equivalent to an assessment of not achieved.\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- Target 6.1a\n80 per cent or more of approved Integrated Investment Program projects by domain are on track to\ndeliver the scope approved by Government.\n(Achieved)\nTarget 6.1b\n80 per cent or more of approved Integrated Investment Program projects by domain are on track to\ndeliver within the schedule approved by Government.\n(Substantially achieved)\nTarget 6.1c\n80 per cent or more of approved Integrated Investment program projects by domain are on track to\ndeliver within the cost (including contingency) approved by Government.\n(Achieved)\nSource\nPortfolio Budget Statements 2024–25, Programs 2.2, 2.3, 2.4, 2.5, 2.6, 2.7, 2.8, 2.9, 2.10, 2.11,\n2.13, 2.14, 2.15, 2.16\n2024–28 Defence Corporate Plan (March 2025), page 27\nPerformance result\nSubstantially achieved\nAnalysis\nDefence substantially achieved its intended performance against this measure in 2024–25,\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $244.5 million, 244.5 million, 1.9 per cent, 5 per cent | This\nis largely driven by increases in depreciation and amortisation expense relating to Buildings and\nspecialist military equipment as a result of upward asset revaluations.\n• Lower than budgeted employee benefits of $244.5 million (1.9 per cent) than the original budget\ndue to lower than budgeted headcount across the APS and ADF by approximately 5 per cent and\nupdates to actuarial assumptions relating to employee provisions. | `annual-reports/2022-23.pdf (http://www.defence.gov.au/sites/default/files/2023-10/Defence-Annual-Report-2022-23.pdf)` |\n| $670.6 million, 670.6 million, 1.3 per cent | To meet these challenges, the Government has Funding and assets\nset an agenda for ambitious, but necessary,\nFor 2022–23, Defence reported a departmental\nreform to Defence's posture and structure to\nnet cash underspend of $670.6 million, which reflects\nmaintain peace, security and prosperity in our\n1.3 per cent of the available appropriation total funding\nregion. | `annual-reports/2022-23.pdf (http://www.defence.gov.au/sites/default/files/2023-10/Defence-Annual-Report-2022-23.pdf)` |\n| $427.1 million, 427.1 million, 3.1 per cent | Further contributing to this is a full year impact\nof 2022–23 revaluation increments (i.e. increase in the value of the asset base) in buildings and\ninfrastructure that were not in the original budget.\n• higher than budgeted employee benefits of $427.1 million (3.1 per cent), compared to the original\nbudget as presented in the Portfolio Budget Statements 2023–24, due to higher than budgeted\nsalary increases. | `annual-reports/2023-24.pdf (http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf)` |\n| $9.0 billion, $2.4 million, $4.2 million, 9.0 billion, 2.4 million, 4.2 million | The\nincrease is largely driven by specialist military equipment (SME) asset procurement of $9.0 billion in 2020–21, partially\noffset by SME revaluation decrements of $2.4 million and SME depreciation expenses of $4.2 million. | `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)` |\n| $9.0 billion, $2.4 million, $4.2 million, 9.0 billion, 2.4 million, 4.2 million | [pages 71,72,73]\n(SME) asset procurement of $9.0 billion in 2020–21, partially\noffset by SME revaluation decrements of $2.4 million and SME depreciation expenses of $4.2 million. | `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)` |\n| $535.1 million, $45.8 billion, 535.1 million, 45.8 billion | Defence continues to implement the\nFunding and assets\n2020 Defence Strategic Update, a strategic policy\nframework that signals Australia’s ability and willingness For 2021–22, Defence reported a departmental cash\nto project military capability to deter actions against us. overspend of $535.1 million relative to an available\nThe 2020 Defence Strategic Update sets out Defence’s total funding of $45.8 billion. | `annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)` |\n| $2,128.6 million, $457.0 million, $771.8 million, 2,128.6 million, 457.0 million, 3.6 per cent | This is primarily driven by the write-down of the Future Submarines\nProject ($2,128.6 million) following the termination of the program announced by the Government in\nSeptember 2021.\n• lower than budgeted employee benefits of $457.0 million (3.6 per cent) is due to lower than budgeted\nstaffing numbers across the Australian Public Service and Australian Defence Force by approximately\n2 per cent and updates to actuarial assumptions relating to empl | `annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)` |\n| $8.2 billion, $4.1 billion, $2.6 billion, $3.9 billion, 8.2 billion, 4.1 billion | The\nincrease is largely driven by specialist military equipment asset procurement of $8.2 billion in 2021–22, revaluation\nincrements of $4.1 billion, partially offset by specialist military equipment write-downs and impairment of $2.6 billion\nand specialist military equipment depreciation expenses of $3.9 billion. | `annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)` |\n| 75 per cent, 100 per cent | Target 4.4a\nAt least 75 per cent of eligible permanent ADF members and their families are registered with the\nADF Family Health Program.\n(Substantially achieved)\nTarget 4.4b\n100 per cent of support services and programs are provided to permanent ADF and their families in\naccordance with identified service delivery timeframes.\n(Unable to report)\nTarget 4.4c\nDefence suicide prevention training is practical, tailored, informed by lived experience an | `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)` |\n| 100 per cent | Source\nPortfolio Budget Statements 2024–25, Program 2.1\n2024–28 Defence Corporate Plan (March 2025), page 2516\nPerformance result\nAchieved\nAnalysis\nTarget 2.1a – Proportion of enterprise planning activities that are aligned to the\n2024 National Defence Strategy\nDefence achieved its intended performance against this measure in 2024–25, as 100 per cent of\nGroup and Service Business Plans were assessed as aligned with Government direction in the\n202 | `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)` |\n| 80 per cent | Target 6.1a\n80 per cent or more of approved Integrated Investment Program projects by domain are on track to\ndeliver the scope approved by Government.\n(Achieved)\nTarget 6.1b\n80 per cent or more of approved Integrated Investment Program projects by domain are on track to\ndeliver within the schedule approved by Government.\n(Substantially achieved)\nTarget 6.1c\n80 per cent or more of approved Integrated Investment program projects by domain are on tr | `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)` |\n| 82 per cent, 1.1 per cent, 5 per cent | In 2023–24, the result was 82 per cent, which reflects a decrease of 1.1 per cent between the two\nreporting periods and a result of not achieved (against a target of a 5 per cent or more increase\nfrom the previous year). | `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)` |\n| 37.9 per cent, 0.9 per cent, 5 per cent | In 2023–24 the result was 37.9 per cent, reflecting an\nincrease of 0.9 per cent between the two reporting periods and a result of not achieved (against a\ntarget of a 5 per cent or more decrease from the previous year). | `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)` |\n\n## Key Achievements\n\n- [Page 40]\nPerformance Defence maintains intelligence analysis and capability to deliver Government and\ncriterion 5 Defence strategic objectives\nTarget Intelligence service and capabilities are delivered according to Government priorities\nSource 2020–24 Defence Corporate Plan (Updated January 2021)\nPortfolio Budget Statements 2020–21 Program 2.1\nResults Achieved\nAnalysis The creation of a dedicated Defence Intelligence Group (DIG), and its achievement of full\noperating capability on 1 January 2021, represents delivery of the Defence Intelligence Reform\nImplementation Plan.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- [Page 60]\nPerformance Defence workforce has the agility, skills and culture to meet current and future\ncriterion 16 demands to deliver capability\nTarget • Key workforce effects outlined in the Defence strategic Workforce Plan and Total\nWorkforce System are achieved, including critical skillset levels\n• Cultural reform priorities are implemented as set out in Pathway to Change Evolving\nDefence Culture 2017-22\n• Embed the Defence Values and Behaviours\nSource 2020–24 Defence Corporate Plan (Updated January 2021)\nPortfolio Budget Statements 2020–21 Program 2.12\nResults Partially Achieved\nAnalysis The Strategic Defence Workforce Plan is reviewed annually for achievement against milestones\nand to ensure alignment with Defence planning guidance.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- Achievements against KPIs\n1 Progress towards women’s representation targets\n6 Number of women recruited against Service targets\n8 Women are retained in the recruitment pipeline at a similar rate to men\nNavy Army Army Army C Air ADF\nN/C Forc\ne\n1 The participation of women is at or above Service’s 2023 Army does not have\ntargets for women’s participation separate\nparticipation targets\nfor women in NC\nand C corps\n6 The number of women recruited is at or above the number Recruitment target\nrequired to meet the Service’s annual recruitment target by employment\ngroups is not\navailable.\n  Source: `other-pdfs/AR-2020-21-sup1-women-in-adf.pdf (http://www.defence.gov.au/sites/default/files/2022-05/AR-2020-21-sup1-women-in-adf.pdf)`\n- Achievements against KPIs\n1 Progress towards female representation targets\n2 Progress towards reaching critical mass in identified employment categories\n6 Number of women recruited against Service targets\n8 Women are retained in the recruitment pipeline at a similar rate to men\nAchieved In Progress/Not\nYet Achieved\nThe number of women recruited is at or above the number\nrequired to meet each Service’s 2023 female participation\ntargets\nWomen remain in recruitment pathways at similar rates to men\nWomen’s satisfaction with the recruitment process is Due to unavailability of data,\ncomparable to that of men this cannot be assessed.\n  Source: `other-pdfs/AR-2019-20-sup1-women-in-adf.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2019-20-sup1-women-in-adf.pdf)`\n- Change requires sustained investment, appropriate\nincentives and evidence-backed interventions.”\nMichelle Ryan, Nature, 19 April 2022\nAchieving gender equality targets is a challenging and complex agenda especially when\noverambitious targets creates a risk of under-achievement and may damage future progress.98 Like\nany other organisation, addressing gender equity and inclusion within Defence is a journey because\nthe process of achieving meaningful change that leads to gender equality outcomes in the workplace\nis also the end-state.99 Defence’s journey towards gender equality started in 2012 with the Broderick\nReview into the Treatment of Women in the ADF.\n  Source: `other-pdfs/women-in-adf-2021-22.pdf (http://www.defence.gov.au/sites/default/files/2023-08/women-in-adf-2021-22.pdf)`\n- TO DELIVER FUTURE CAPABILITY:\nthe Government released significant $1.1 billion\nannouncements across all five domains.\napproved for capital works\nTomahawk cruise missiles across northern Australia. [p.77]\n200+ missiles acquired.\n$9–$12 billion\n[p.77]\nfor space investment. [p.80]\nBlock 2 Boxer vehicles\n$15–$20 billion\nFirst vehicles have been delivered.\ntowards enhanced\n[p.78]\ncyber capabilities. [p.80]\nLong-range joint air-to- AUKUS phase one delivered\nsurface standoff missiles\nAchieving a major milestone of the\nProgressed the acquisition of this optimal pathway to infrastructure, industry\ncapability. [p.4] partnerships & training the workforce. [p.\n  Source: `annual-reports/2023-24.pdf (http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf)`\n- Achievements against KPIs\n2 Progression towards reaching critical mass in identified employment categories\n3 Increased acceptance of flexible work practices\n11 No significant difference in cultural reporting between women and men\nAchieved In progress/Not\nYet Achieved\nWomen and men are proportionally represented across\noccupation\nThe proportion of women transferring out of occupational\ngroups where they are under-represented is comparable to\nthat of other occupational groups\nThe use of flexible work practices meets the 2 per cent\ntarget for each Service\nWomen and men feel equally supported by and included in\nDefence, including family support.\n  Source: `other-pdfs/AR-2019-20-sup1-women-in-adf.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2019-20-sup1-women-in-adf.pdf)`\n- [Page 45]\nPerformance Joint enabling elements are generated and sustained at the required rate and\ncriterion 9 standardised to support the delivery of Defence capability\nTarget • Joint Health Services are provided to Australian Defence Force personnel to enable\nDefence preparedness\n• Joint Logistics capability that provides comprehensive and assured support to Australian\nDefence Forces operations\n• Delivery of military education and training programs that prepare Australian Defence\nForce personnel\nSource 2020–24 Defence Corporate Plan (Updated January 2021)\nPortfolio Budget Statements 2020–21 Program 2.4\nResults Achieved\nAnalysis Services and products have been delivered in accordance with the Health Service Level Charter.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- [Page 52]\nPerformance Progress to deliver a sustainable, sovereign shipbuilding enterprise, as detailed in the\ncriterion 11 Naval Shipbuilding Plan\nTarget Deliver the naval shipbuilding enterprise in accordance with the Naval Shipbuilding Plan to\nschedule, budget and scope\nSource 2020–24 Defence Corporate Plan (Updated January 2021)\nPortfolio Budget Statements 2020–21 Programs 2.5 & 2.9\nResults Partially Achieved\nAnalysis Across a disruptive 2020–21, the focus of the naval shipbuilding enterprise remained on\ndelivering the objectives of the 2017 Naval Shipbuilding Plan.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- [pages 16,17,18,19]\n45.1 per cent to 51.1 per cent, met the Australian Government‘s target of three per cent\nIndigenous participation as a combined Australian Public Service and Australian Defence Force workforce,\ndelivered for the whole-of-government Indigenous Graduate Pathway, and achieved Gold membership status\nwith the Australian Network on Disability.\n  Source: `annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)`\n- [Page 54]\nPERFORMANCE Joint enabling elements are generated and sustained at the required rate and\nCRITERION 9 standardised to support the delivery of Defence capability.\n• Joint Health Services are provided to Australian Defence Force personnel\nto enable Defence preparedness\n• Delivery of Joint Logistics capability that provides comprehensive and\nassured support to Australian Defence Force operations\nAnnual Target\n• Delivery of military education and training programs that prepare\nAustralian Defence Force personnel\n• Delivery of joint military policing effects that protect the Australian Defence\nForce’s people, resources, values and reputation\n2021–25 Defence Corporate Plan\nSource\nPortfolio Budget Statements 2021–22 Program/s: 2.4\nResults Substantially Achieved\nAnalysis In 2021–22, Defence successfully completed a number of initiatives to generate,\n  Source: `annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)`\n- 2021–25 Defence Corporate Plan\nSource\nPortfolio Budget Statements 2021–22 Program/s: 2.5, 2.9\nResults Partially Achieved\nAnalysis In 2021–22, Defence has made progress in delivering a sustainable, sovereign\nshipbuilding enterprise, as detailed in the Naval Shipbuilding Plan.\n  Source: `annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Of the 139 items, as at 30 June 2025:\n\u0017 37 out of 139 items (26.62 per cent) were completed and the action item was considered closed;\n\u0017 79 out of 139 items (56.83 per cent) were considered on track in line with expected delivery\nmilestones (timeframes and resourcing);\n\u0017 21 out of 139 items (15.11 per cent) were categorised as watching brief due to implementation\nhaving at least one of the following minor delivery issues:\n• the expected delivery date is between one and four months after the target completion date;\n• where relevant, the budget has increased by between 5 and 25 per cent compared to the\noriginal plan; or\n• minor challenges were identified with establishing adequate resourcing to deliver the action\nitem on time and on budget;\n\u0017 two out of 139 items (1.44 per cent) were considered at risk with implementation having the\nfollowing delivery issues:\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- Performance A compliant Work Health and Safety environment to ensure the wellbeing of the\ncriterion 17 Defence workforce and the broader Australian community\nTarget Minimise the exposure to unnecessary health, wellness and safety risk\nSource 2020–24 Defence Corporate Plan (Updated January 2021)\nPortfolio Budget Statements 2020–21 Program 2.12\nResults Partially Achieved\nAnalysis Defence remains committed to providing a compliant work health and safety environment to\nensure the wellbeing of the Defence workforce and the broader Australian community.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- [Page 88]\nOne Defence – our continuing transformation journey\nDefence\nA high-performing One Defence\nTransformation\nenterprise with a continuous\nimprovement culture\nStrategy\n80 DEFENCE ANNUAL REPORT 2020–21\n4102 5102 FPR Defence\nTransformation\nFirst Principles Review Strategy\n0202\nGovernment commissioned the 75 recommendations agreed to The Lead the Way: Defence\nFirst Principles Review (FPR) create One Defence – a more Transformation Strategy builds\nto ensure Defence was fit for unified, integrated and strategy-led on FPR and refocuses efforts to\npurpose and able to respond to organisation embed One Defence and address\nfuture challenges contemporary priorities\necnefeD\nenO\nDefence Transformation Strategy\nThe 2015 First Principles Review: Creating One Defence introduced a number of key\nfoundational concepts and recommendations that set the conditions and vision for\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- Figure 5.1: Defence enterprise committee structure and roles, indicating incumbent Chairs as at 30 June 2021\nTIER 1\nDefence Committee Defence Audit and Risk Committee\nChair: Secretary Chair: External\nIncumbent: Mr Greg Moriarty Incumbent: Ms Jennifer Clark\nTIER 2\nStrategic Policy Committee Chiefs of Services Committee\nChair: Secretary Chair: Chief of the Defence Force\nIncumbent: Mr Greg Moriarty Incumbent: General Angus Campbell\nEnterprise Business Committee Investment Committee\nChair: Associate Secretary Chair: Vice Chief of the Defence Force\nIncumbent: Ms Katherine Jones Incumbent: Vice Admiral David Johnston\nTIER 3\nDefence People Committee Defence Finance and Resourcing Committee\nChair: Deputy Secretary Defence People Chair: Chief Finance Officer\nIncumbent: Ms Justine Greig Incumbent: Mr Steven Groves\nDefence Security Committee Defence Joint Warfare Committee\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- 2021–25 Defence Corporate Plan\nSource\nPortfolio Budget Statements 2021–22 Program/s: 2.12\nResults Partially Achieved\nAnalysis In 2021–22, Defence has worked to minimise the exposure to unnecessary health,\nwellness and safety risk and build a compliant Work Health and Safety environment to\nensure the wellbeing of the Defence workforce and the broader Australian community.\n  Source: `annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf)`\n- Ms Clark has been the chair or deputy\nchair or a member of more than 20 audit and 11 / 11 $126,020.31\nrisk committees and boards in the Government\nand private sectors over the past 30 years.\n  Source: `annual-reports/2022-23.pdf (http://www.defence.gov.au/sites/default/files/2023-10/Defence-Annual-Report-2022-23.pdf)`\n- [Page 84]\nFigure 5.2: Enterprise committee structure\nCommittees with Resourcing Authority\nIndependent Advice\nDefence Audit and\nStrategy\nRisk Committee\nTIER 1 Defence Committee\nChair: External\nChair: SEC/CDF\nCommand Capacity Capability Policy\nChiefs of Enterprise Investment Strategic\nTIER 2 Service Business Committee Policy\nCommittee Committee Chair: VCDF Committee\nChair: CDF Chair: ASSOC SEC Chair: SEC\nIncludes the following committees:\n• Defence People;\nEnabling\n• Defence Finance and Resourcing;\nPolicy Domain\nCommittees • Defence Security;\nTIER 3\nBand 3/3 Star • Defence Communication and Information Systems;\nAccountable • Intelligence Enterprise;\nOfficers • Defence Joint Warfare and Defence International Engagement; and\n• Defence Cyber Domain Committee.\n  Source: `annual-reports/2023-24.pdf (http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf)`\n- 3 / 8 (DARC)\nMember Mr Cross leverages this background, skills and\nexperience as the chair or member of audit and\n1 February 2024\nto present risk committees for Australian Government $17,420.01\ndepartments and corporate Commonwealth entities\nMember of the\ndelivering policy, regulatory and service delivery\nFinancial Reporting\nfunctions.\n  Source: `annual-reports/2023-24.pdf (http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf)`\n- For the 2024–25 reporting period:\n› Performances measures 1.1, 1.2, 2.1, 4.1 and 5.2 were achieved;\n› Performance measures 6.1, 7.1 and 8.1 were substantially achieved;\n› Performance measures 4.2 and 4.4 were partially achieved;\n› Performance measure 4.3 was not achieved; and\n› Performance measures 3.1 and 5.1 did not have targets but established baselines for\nfuture reporting.\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- [Page 59]\nChapter 3: Annual performance statements\nTarget 4.3b\nThe proportion of ADF and Defence APS personnel who have experienced any unacceptable\nbehaviour in the workplace has decreased in the last 12 months.\n(Not achieved)\nTarget 4.3c\nThe proportion of ADF and Defence APS personnel who are of the view that Defence Values are\nbeing used in their work area has increased in the last 12 months.\n(Partially achieved)\nSource\n2024–28 Defence Corporate Plan (March 2025), page 2627\nPerformance result\nNot achieved\nAnalysis\nThe performance result for this measure in 2024–25 was not achieved, due to two targets being\nnot achieved (4.3a and 4.3b) and one target being partially achieved (4.3c).\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- Target 4.4a\nAt least 75 per cent of eligible permanent ADF members and their families are registered with the\nADF Family Health Program.\n(Substantially achieved)\nTarget 4.4b\n100 per cent of support services and programs are provided to permanent ADF and their families in\naccordance with identified service delivery timeframes.\n(Unable to report)\nTarget 4.4c\nDefence suicide prevention training is practical, tailored, informed by lived experience and\ndelivered in-person.\n(Substantially achieved)\nTarget 4.4d\n100 per cent of Defence-led, Government-agreed recommendations from the Final Report of the\nRoyal Commission into Defence and Veteran Suicide which are on the Forward Work Plan for the\nProgram Board in 2024–25, have approved Reform Management Plans by 30 June 2025.\n(Substantially achieved)\nSource\n2024–28 Defence Corporate Plan (March 2025), page 2729\nPerformance result\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- Mr Donald Cross Mr Cross has a background in financial 11/11 (DARC) $95,391\nMember statement audit; internal audit; management 2/2 (AFSC)\nMember of the Audit assurance; and performance, program and 3/3 (AFPRSC)\nFindings Subcommittee risk management.\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- [Page 135]\nChapter 5: Workforce, personnel and families\nSupporting our people\nroyal Commission into Defence out during the financial year with the following\ncompletion rates:\nand Veteran Suicide update\nIn 2024–25, Defence prioritised implementation \u0017 67,300 Defence personnel completed the\nof the Government-agreed recommendations Defence Suicide Awareness training between\nwhich address sexual violence, suicide 1 January 2025 and 30 June 2025;\nprevention, programs and improved systems \u0017 970 Defence clinicians completed the\nfor complaints. clinical risk formulation and model\ntraining between 26 August 2024 and\nTo govern the implementation 30 June 2025; and\n\u0017 17,680 Defence leaders and managers\nof the 73 recommendations\ncompleted training focused on supporting\nthat the department has sole\nmembers at risk.\nor shared responsibility for,\nan Implementation Program Prioritising mental health and\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- APS of Women\nTier Name of Committee of Women\nMen Women Men Women (ADF and\n(ADF only)\nAPS)\n1 Defence Committee (DC) 3 0 4 0 0% 0%\n1 Defence Audit & Risk Committee (DARC) 1 0 3 2 33% 0%\n2 Chiefs of Service Committee (COSC) 9 4 1 1 33% 31%\n2 Enterprise Business Committee (EBC) 7 0 5 3 20% 0%\n2 Investment Committee (IC) 6 0 5 3 21% 0%\n2 Defence Strategic Policy Committee 4 0 5 0 0% 0%\n3 Defence People Committee 5 2 2 5 50% 29%\n3 Defence Finance and Resourcing Committee 6 1 6 3 25% 14%\n3 Defence Communication & IS Capability Committee 7 2 8 3 25% 22%\n3 Defence Security Committee 6 2 3 2 31% 25%\n3 Defence Joint Warfare Committee 7 3 0 0 30% 30%\n3 Intelligence Enterprise Committee 8 2 6 0 13% 20%\nTotals 69 16 48 22 25% 19%\nIn conclusion, ADF women’s representation on senior committees has increased significantly since\n  Source: `other-pdfs/women-in-adf-2021-22.pdf (http://www.defence.gov.au/sites/default/files/2023-08/women-in-adf-2021-22.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Figure 5.1: Defence governance considerations\nLEGISLATION\nDefence Act 1903, Public Service Act 1999,\nPublic Governance, Performance and Accountability Act 2013\nSTRATEGY\nNational Defence Strategy\nDIRECTION\nSecretary of the Department of Defence and the Chief of the Defence Force Diarchy\nSTRATEGIC ACCOUNTABILITY\nGroup Heads and Service Chiefs, Defence Instruction, Defence Corporate Plan\nACCOUNTABILITY PERFORMANCE\nPlanning,\nMonitoring Compliance performance\nPeople and\nand control and assurance and reporting\nstructures\nEnterprise Defence Annual Defence Priority\nGroups and\nCommittees, Report, Legislative Statement, Group\nServices, Defence\nEnterprise Compliance, and Service\nPeople Systems,\nCommittees Financial Business Plans,\nEnterprise\nFramework, Management Portfolio Budget\nResource\nAdministrative Compliance Statements,\nPlanning Program\nPolicy Framework Performance\nReporting\nRISK MANAGEMENT\n  Source: `annual-reports/2023-24.pdf (http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf)`\n- [pages 82,83,84]\nhiefs, Defence Instruction, Defence Corporate Plan\nACCOUNTABILITY PERFORMANCE\nPlanning,\nMonitoring Compliance performance\nPeople and\nand control and assurance and reporting\nstructures\nEnterprise Defence Annual Defence Priority\nGroups and\nCommittees, Report, Legislative Statement, Group\nServices, Defence\nEnterprise Compliance, and Service\nPeople Systems,\nCommittees Financial Business Plans,\nEnterprise\nFramework, Management Portfolio Budget\nResource\nAdministrative Compliance Statements,\nPlanning Program\nPolicy Framework Performance\nReporting\nRISK MANAGEMENT\nEnterprise Risk Management Framework, Risk stewardship\nCULTURE VALUES BEHAVIOURS\nDefence Culture Service, Courage, Respect, Honest, Reliable, Respectful,\nBlueprint Integrity, Excellence Trusted, Courageous\n68 2023–24 Defence Annual Report\n  Source: `annual-reports/2023-24.pdf (http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf)`\n- FiguRE 4.1 DEFENCE GOVERNANCE CONSIDERATIONS\nLegislation: Defence Act 1903, Public Service Act 1999,\nPublic Governance, Performance and Accountability Act 2013\nStrategy: National Defence Strategy\nPlanning: Defence Corporate Plan\nDirection Strategic Accountability\nSecretary of the Department of Defence Group Heads and Service Chiefs\nand the Chief of the Defence Force Defence Instruction\nAccountability Performance\nMonitoring and control People and structures\nEnterprise Committees, Groups and Services, Defence People\nAdministrative Policy Systems, Enterprise Resource Planning\nCompliance and assurance Program\nDefence Annual Report, Legislative Planning, performance and reporting\nCompliance, Financial Management Defence Priority Statement, Group and\nCompliance Framework Service Business Plans, Portfolio Budget\nStatements, Performance Reporting\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- [Page 9]\nDefence at a glance\nOur behaviours and Defence values\nvalues underpin › Service: The selflessness of character to\nplace the security and interests of our nation\neverything we do. and its people ahead of my own.\n› Courage: The strength of character to say\nand do the right thing, always, especially in\nDefence behaviours the face of adversity.\n› Act with purpose for Defence and the nation. › Respect: The humanity of character to value\nothers and treat them with dignity.\n› Be adaptable, innovative and agile.\n› Integrity: The consistency of character to\n› Collaborate and be team-focused.\nalign my thoughts, words and actions to\ndo what is right.\n› Be accountable and trustworthy.\n› Excellence: The willingness of character to\n› Reflect, learn and improve.\nstrive each day to be the best I can be, both\n› Be inclusive and value others. professionally and personally.\n  Source: `annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf)`\n- [Page 4]\nFunding and assets Our values\nFor 2023–24, Defence reported a net cash The values that guide our behaviours are:\noverspend of $443.6 million, which reflects • service;\n0.9 per cent of total available funding of • courage;\n$51.5 billion.\n  Source: `annual-reports/2023-24.pdf (http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf)`\n- [Page 60]\nPerformance Defence workforce has the agility, skills and culture to meet current and future\ncriterion 16 demands to deliver capability\nTarget • Key workforce effects outlined in the Defence strategic Workforce Plan and Total\nWorkforce System are achieved, including critical skillset levels\n• Cultural reform priorities are implemented as set out in Pathway to Change Evolving\nDefence Culture 2017-22\n• Embed the Defence Values and Behaviours\nSource 2020–24 Defence Corporate Plan (Updated January 2021)\nPortfolio Budget Statements 2020–21 Program 2.12\nResults Partially Achieved\nAnalysis The Strategic Defence Workforce Plan is reviewed annually for achievement against milestones\nand to ensure alignment with Defence planning guidance.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- [Page 62]\nPerformance Appropriate support and services are provided to Defence people, noting Defence\ncriterion 18 has a responsibility to respect and support members of the Australian Defence Force\nhaving regard to their lifetime wellbeing\nTarget To transition Australian Defence Force personnel across the service spectrum with a focus on\nplanning for their personal security\nSource 2020–24 Defence Corporate Plan (Updated January 2021)\nPortfolio Budget Statements 2020–21 Programs 2.4 & 2.12\nResults Partially Achieved\nAnalysis Defence has continued to provide tailored support to transitioning ADF members and their\nfamilies on a needs basis, including up to 24 months after transition.\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n- Table 5.5: Defence projects that achieved parliamentary approval through the Parliamentary Standing\nCommittee on Public Works, 2020–21\nProject Location Value ($m)\nAIR 555 Phase 1 Airborne Intelligence Surveillance, Reconnaissance RAAF Base Edinburgh (SA) 293.7\nElectronic Warfare Facilities Works\nNorth Queensland Mid-Term Refresh Program: RAAF Base RAAF Base Townsville (QLD) 111.2\nTownsville, Townsville Field Training Area and HMAS Cairns Townsville Field Training Area (QLD)\nHMAS Cairns (QLD)\nTotal 404.9\nCHAPTER 5 | MANAGEMENT AND ACCOUNTABILITY 93\n  Source: `annual-reports/2020-21.pdf (http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py <entity>` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `annual-reports/2020-21.pdf` - annual-reports - http://www.defence.gov.au/sites/default/files/2021-10/AR-2020-21.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - http://www.defence.gov.au/sites/default/files/2023-10/Defence-Annual-Report-2022-23.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - http://www.defence.gov.au/sites/default/files/2024-10/Defence-Annual-Report-2023-24_FA.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf\n- `pages/about.html` - pages - http://www.army.gov.au/about-us/who-we-are/celebrating-125-years-our-nation\n- `pages/annual-reports-index.html` - pages - http://www.defence.gov.au/AnnualReports/\n- `pages/homepage.html` - pages - http://www.army.gov.au/\n- `pages/news-latest.html` - pages - http://www.army.gov.au/news-events/news\n- `other-pdfs/AR-2019-20-sup1-women-in-adf.pdf` - other-pdfs - http://www.defence.gov.au/sites/default/files/2021-10/AR-2019-20-sup1-women-in-adf.pdf\n- `other-pdfs/AR-2020-21-sup1-women-in-adf.pdf` - other-pdfs - http://www.defence.gov.au/sites/default/files/2022-05/AR-2020-21-sup1-women-in-adf.pdf\n- `other-pdfs/women-in-adf-2021-22.pdf` - other-pdfs - http://www.defence.gov.au/sites/default/files/2023-08/women-in-adf-2021-22.pdf\n- `other-pdfs/Women-in-ADF-Report-2022-2023.pdf` - other-pdfs - http://www.defence.gov.au/sites/default/files/2024-07/Women-in-ADF-Report-2022-2023.pdf\n- `other-pdfs/Women-in-the-ADF-2023-2024.pdf` - other-pdfs - http://www.defence.gov.au/sites/default/files/2025-05/Women-in-the-ADF-2023-2024.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.",
  "legislation_md": "# Australian Army - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:05:41.879060+00:00\n**Entity ID**: B-002269\n**Jurisdiction**: Commonwealth\n**Portfolio**: Defence\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: 14\n- Unique legislation references found: 84\n\n| Type | Count |\n|---|---:|\n| Act | 74 |\n| Determination | 1 |\n| Regulation | 6 |\n| Scheme | 3 |\n\n## Legislation References\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 71\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `pages/annual-reports-index.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- s information about Defence’s organisational structure and governance practices, challenges faced by different programs and initiatives, along with the measures and policy directions to overcome these challenges.\nThe report is published in accordance with the\nPublic Governance, Performance and Accountability Act 2013\n. The Defence Annual Report since 2018 can also be found on the Australian Government Transparency Portal.\nAdditional publications referred to within the Defence Annual Report include:\nInspector-General of the Australian Defence Force Annual Reports\nSexual Mi\n  Source: `pages/annual-reports-index.html`\n- ge 6]\nThe Hon Peter Dutton MP\nMinister for Defence\nParliament House\nCanberra ACT 2600\nDear Minister,\nWe present the Department of Defence Annual Report 2020–21 for the year ended 30 June 2021. The report has\nbeen prepared for the purposes of section 46 of the Public Governance, Performance and Accountability Act 2013\n(PGPA Act). Subsection 46(1) of the PGPA Act requires that an annual report be provided to the responsible Minister\nfor presentation to the Parliament.\nThe report reflects the mandatory requirements as prescribed by the Public Governance, Performance and\nAcco\n  Source: `annual-reports/2020-21.pages.jsonl`\n- w Hastie MP, Assistant Minister for Defence.\nThe Department of Defence is established as a Department of State under the Administrative Arrangements Order.\nDefence operates under the Public Service Act 1999 and is a non-corporate Commonwealth entity under the Public\nGovernance, Performance and Accountability Act 2013. The Australian Defence Force (ADF) is constituted through\nthe Defence Act 1903. In practice, these bodies work together closely and are broadly regarded as one organisation\nknown simply as ‘Defence’.\nIn addition to the Department of Defence and the ADF, the\n  Source: `annual-reports/2020-21.pages.jsonl`\n- | ANNUAL PERFORMANCE STATEMENTS 17\n\n[page 26]\nStatement of preparation\nAs the accountable authority of the Department of Defence, I present the 2020–21 annual performance\nstatements of the Department of Defence, as required under paragraph 39(1)(a)(b) of the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act). In my opinion, these annual performance statements\nare based on properly maintained records, accurately reflect the performance of the entity, and comply with\nsubsection 39(2) of the PGPA Act.\nGreg Moriarty\nSecretary of the Department of Defence\n2\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ttees is available from the Defence website at\nwww.defence.gov.au/Decisions.asp.\n82 DEFENCE ANNUAL REPORT 2020–21\n\n[page 91]\nDefence Audit and Risk Committee\nThe Defence Audit and Risk Committee (DARC) has been established in accordance with section 45 of the Public\nGovernance, Performance and Accountability Act 2013 (PGPA Act) and section 17 of the Public Governance,\nPerformance and Accountability Rule 2014 (PGPA Rule). Consistent with subsection 17(2) of the PGPA Rule, the\nCommittee reviews and provides independent written advice to the Secretary and the Chief of the De\n  Source: `annual-reports/2020-21.pages.jsonl`\n\n### Public Service Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 29\n**Register search**: https://www.legislation.gov.au/search?query=Public+Service+Act+1999\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ter for Veterans’ Affairs and Minister for Defence Personnel;\n• The Hon Andrew Hastie MP, Assistant Minister for Defence.\nThe Department of Defence is established as a Department of State under the Administrative Arrangements Order.\nDefence operates under the Public Service Act 1999 and is a non-corporate Commonwealth entity under the Public\nGovernance, Performance and Accountability Act 2013. The Australian Defence Force (ADF) is constituted through\nthe Defence Act 1903. In practice, these bodies work together closely and are broadly re\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ves and is negotiated consistent with legislation and the Government’s bargaining policy.\nThe Defence Enterprise Agreement 2017–2020 nominally expired on 16 August 2020; however, it will continue\nto operate alongside a determination under section 24(1) of the Public Service Act 1999 signed by the Secretary,\nwhich provides three consecutive annual increases to salary and salary-related allowances, and preserves current\nconditions throughout the three-year period to August 2023.\nGiven the unprecedented nature of the global COVID-19 pandemi\n  Source: `annual-reports/2020-21.pages.jsonl`\n- overnment announced on 9 April 2020\nthat all Commonwealth agencies were to defer by six months their next scheduled increase to salaries and salary-\nrelated allowances. For the APS, this decision came into effect via a determination under section 24(3) of the Public\nService Act 1999 signed by the Minister for the Public Service. This power is rarely used, being limited to situations\nwhere the circumstances are exceptional. The decision delayed the first Defence APS pay rise by six months from\nAugust 2020 to February 2021. The other pay r\n  Source: `annual-reports/2020-21.pages.jsonl`\n- eration Tribunal determined no adjustment to remuneration for public offices in its jurisdiction for the\nperiod from 1 July 2020.\nSenior Executive Service\nSES terms and conditions of employment are set by a single determination made under section 24(1) of the Public\nService Act 1999. The determination is supplemented on an individual basis by a common law agreement covering\nremuneration.\nPerformance pay\nNon-SES APS employees move through their salary range subject to fully effective or better performance.\nEmployees at the top of the rang\n  Source: `annual-reports/2020-21.pages.jsonl`\n- personnel have the right to complain if they are aggrieved by matters relating to their employment. ADF\nmembers (permanent and Reserve) may apply for redress of grievance under the Defence Regulation 2016. APS\nemployees may seek a review of actions under the Public Service Act 1999.\nComplaints\nDefence policies and frameworks encourage individuals to raise complaints, knowing that incidents will be\naddressed; and to seek support services, feeling safe to do so. Complaints can cover a range of topics and may\nrelate to matters such as unac\n  Source: `annual-reports/2020-21.pages.jsonl`\n\n### Defence Reserve Service (Protection) Act 2001\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 21\n**Register search**: https://www.legislation.gov.au/search?query=Defence+Reserve+Service+%28Protection%29+Act+2001\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- 55 – 197 72 – 107 105 – 349 232 – 581\nprogram\nNote:\nSome 2019–20 figures have been adjusted from those reported in the Defence Annual Report 2019–20 to account for retrospective transactions.\n\n[page 131]\nReserve Service protection\nThe Defence Reserve Service (Protection) Act 2001 (DRSP Act) provides for the protection of ADF Reserve\nmembers in their civilian employment and education. The Act mitigates some of the employment and financial\ndisadvantages that Reserve members may face when undertaking Defence service, making service easie\n  Source: `annual-reports/2020-21.pages.jsonl`\n- Categories 5, 4 and 3 who have\nindicated availability to render service. It does not include around 10,000 personnel in Service Category 2 who are not rendering service and may\nbe called on as required.\nReserve Service protection\nThe Defence Reserve Service (Protection) Act 2001 provides for the protection of Australian Defence Force Reserve\nmembers in their civilian employment and education. The Defence Reserve Service (Protection) Act 2001 mitigates\nsome of the employment and financial disadvantages that Reserve members may face wh\n  Source: `annual-reports/2021-22.pages.jsonl`\n- ice and may\nbe called on as required.\nReserve Service protection\nThe Defence Reserve Service (Protection) Act 2001 provides for the protection of Australian Defence Force Reserve\nmembers in their civilian employment and education. The Defence Reserve Service (Protection) Act 2001 mitigates\nsome of the employment and financial disadvantages that Reserve members may face when undertaking Defence\nservices, making service easier to undertake and so enhancing Defence capability.\nUnder the Defence Reserve Service (Protection) Act 2001, empl\n  Source: `annual-reports/2021-22.pages.jsonl`\n- vice (Protection) Act 2001 mitigates\nsome of the employment and financial disadvantages that Reserve members may face when undertaking Defence\nservices, making service easier to undertake and so enhancing Defence capability.\nUnder the Defence Reserve Service (Protection) Act 2001, employers and education providers are prohibited from\ndiscriminating against Reserve members or hindering them from rendering Defence service. A Reserve member\nrendering Defence service is entitled to be absent from their employment during that service and m\n  Source: `annual-reports/2021-22.pages.jsonl`\n- m their employment during that service and must be permitted\nto resume work after their Defence service ends. Education providers are required to make reasonable adjustments\nto accommodate a Reserve member’s Defence service. Under the Defence Reserve Service (Protection) Act 2001,\nemployers, education providers and others may be subject to criminal prosecution or civil penalties. An affected\nperson may bring an action for compensation or an injunction in a court, or Defence may bring such an action on\nbehalf of the affected person.\nSi\n  Source: `annual-reports/2021-22.pages.jsonl`\n\n### Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 17\n**Register search**: https://www.legislation.gov.au/search?query=Freedom+of+Information+Act+1982\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- se requests were a combination of freedom\nof information requests, enquiries that were handled administratively by agreement with the applicant, and courtesy\nconsultations with other government agencies.\nDefence received 567 requests for information under the Freedom of Information Act 1982 and finalised 530, including\nrequests carried over from 2019–20. Of these, 228 were for personal information and 27 were for amendment or\nannotation of records of personal information, managed under section 48 of the Freedom of Information Act.\nDefence manage\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ases\nbefore the Administrative Appeals Tribunal, of which one was completed.\nOne external complaint relating to a Defence freedom of information case was received by the OAIC during 2020–21.\nContracts exempt from publication on AusTender\nIn 2020–21, under the Freedom of Information Act 1982, Defence exempted from publication a total of 214 contracts\nwith a total value of $789,695,234 (GST inclusive). These exemptions were generally applied under the national\nsecurity provisions of the Act.\nInformation Publication Scheme\nEntities subject to the F\n  Source: `annual-reports/2020-21.pages.jsonl`\n- se requests were a combination of\nFreedom of Information requests, enquiries that were handled administratively by agreement with the applicant,\nand courtesy consultations with other government agencies.\nDefence received 530 requests for information under the Freedom of Information Act 1982 and finalised\n526, including requests carried over from 2020–21. Of these, 164 were for personal information and\n38 were for amendment or annotation of records of personal information, managed under section 48 of\nthe Freedom of Information Act 1982.\nDefence m\n  Source: `annual-reports/2021-22.pages.jsonl`\n- under the Freedom of Information Act 1982 and finalised\n526, including requests carried over from 2020–21. Of these, 164 were for personal information and\n38 were for amendment or annotation of records of personal information, managed under section 48 of\nthe Freedom of Information Act 1982.\nDefence managed 406 requests for information which did not proceed to a Formal Freedom of Information\ndecision. Of these requests, 52 were for access to personnel records processed in accordance with section 15A of\nthe Freedom of Information Act 1982, which\n  Source: `annual-reports/2021-22.pages.jsonl`\n- of\nthe Freedom of Information Act 1982.\nDefence managed 406 requests for information which did not proceed to a Formal Freedom of Information\ndecision. Of these requests, 52 were for access to personnel records processed in accordance with section 15A of\nthe Freedom of Information Act 1982, which provides for access to be given in such cases through established\nadministrative channels. Defence also received 50 courtesy consultations from other government agencies in 2021–22.\nDefence managed 162 review requests on finalised Freedom of Informatio\n  Source: `annual-reports/2021-22.pages.jsonl`\n\n### Environment Protection and Biodiversity Conservation Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 15\n**Register search**: https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ancial year.\nDefence also continued to deliver on its environmental management commitments in line with\nthe Defence Environmental Strategy 2016–2036 and Integrated Investment Program. In 2020–21\nDefence:\n• self-assessed eight activities in accordance with the Environment Protection and\nBiodiversity Conservation Act 1999;\n• expended $2.3 million through the Defence Renewable Energy and Energy Security\nProgram to install solar power generation and storage;\n• delivered non-PFAS contamination advice, investigation and remediation (where\nappropriate), to the value of $5.3 million\n  Source: `annual-reports/2020-21.pages.jsonl`\n- s an environmental assessment and approval program to meet the requirements of Commonwealth\nenvironmental legislation, including identifying and understanding potential adverse impacts of its activities.\nDefence continues to conduct self-assessments under the Environment Protection and Biodiversity Conservation\nAct 1999 (EPBC Act) in order to determine whether a referral to the Commonwealth Environment Minister is\nrequired. In 2020–21, Defence did not refer any projects or activities to the Minister for the Environment for\nassessment and approval under the EPBC Act.\nCHAPTER\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ensuring all disposals, acquisitions and\ndevelopment activities to these sites consider heritage issues and assess possible risks to any values and mitigation\nstrategies via Heritage Impact Assessments. The Toolkit has been established in accordance with the Environment\nProtection and Biodiversity Conservation Act 1999 . Further information on heritage management across the Defence\nestate can be obtained from the following site: http://www.defence.gov.au/estatemanagement/governance/Policy/\nEnvironment/Heritage/default.asp.\n33\n206 DEFENCE ANNUAL REPORT 2020–21\n\n[page 215]\nDe\n  Source: `annual-reports/2020-21.pages.jsonl`\n- content. Working\nwith the Green Building Council of Australia and the Infrastructure Sustainability Council, Defence focused on\nidentifying and measuring the percentage or recycled content in products to better promote a circular economy.\nReferrals under the Environment Protection\nand Biodiversity Conservation Act 1999\nDefence maintains an environmental assessment and approval program to meet the requirements of Commonwealth\nenvironmental legislation, including identifying and understanding potential adverse impacts of its activities.\nDefence continues to conduct self-asses\n  Source: `annual-reports/2021-22.pages.jsonl`\n- s an environmental assessment and approval program to meet the requirements of Commonwealth\nenvironmental legislation, including identifying and understanding potential adverse impacts of its activities.\nDefence continues to conduct self-assessments under the Environment Protection and Biodiversity Conservation\nAct 1999 in order to determine whether a referral to the Minister for the Environment and Water is required. In\n2021–22, Defence did not refer any projects or activities to the Minister for the Environment and Water for\nassessment and approval under the Act.\nCHAPTER 8\n  Source: `annual-reports/2021-22.pages.jsonl`\n\n### Defence Force Discipline Act 1982\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 13\n**Register search**: https://www.legislation.gov.au/search?query=Defence+Force+Discipline+Act+1982\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `other-pdfs/women-in-adf-2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- e year (some of those completed were registered in previous years). Approximately 38 per cent of completed\ninvestigations resulted in criminal, disciplinary or administrative action. Of these, approximately 44 per cent related to\ndisciplinary action under the Defence Force Discipline Act 1982.\nTable 5.2: Determined fraud losses and cash recoveries, 2016–17 to 2020–21\n2016–17 ($) 2017–18 ($) 2018–19 ($) 2019–20 ($) 2020–21 ($) Total\nLoss 608,593 605,351 445,422 992,515 1,326,440 3,978,321\nCash Recovery 426,007 817,811 823,453 435,920 302,035 2,805,\n  Source: `annual-reports/2020-21.pages.jsonl`\n- the financial compliance team\nand mandatory training courses.\nDeception (3 cases) – Defence experienced deception that Defence undertook remedial action ranging from disciplinary\nresulted in loss to the Department, or an inappropriate benefit action under the Defence Force Discipline Act 1982 to criminal\nbeing obtained. prosecutions. To deter and manage the risk of deceptive\nconduct, the Department maintains a system of financial and\nworkplace sanctions while also providing formal counselling\nwhere applicable.\nEntitlement (12 cases) – Defence expe\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ssed an application by\nPrivate R challenging the jurisdiction of a Defence Force Magistrate to try a charge against the accused soldier. The\nHigh Court unanimously held that the Defence Force Magistrate could hear the charge brought under section 61(3)\nof the Defence Force Discipline Act 1982 (the territory offence provision) and, by majority decision, that the territory\noffence provision was valid in all its applications.\nCommonwealth Ombudsman and Defence Force\nOmbudsman reports\nIn July 2020 the Commonwealth Ombudsman published the third report\n  Source: `annual-reports/2020-21.pages.jsonl`\n- information systems roadmaps to consider Defence’s rollout of the ERP over the\nforward estimates.\nDefence Values\nDefence APS employees conduct their duties in accordance with the APS Code of Conduct, the APS Values,\nand the Defence Values. The purpose of the Defence Force Discipline Act 1982 is to maintain and enforce military\ndiscipline necessary for ADF capability.\nThe unifying set of Defence Values and Behaviours launched in October 2020 was implemented to strengthen\norganisational alignment and reinforce the One Defence ethos: we are stronger\n  Source: `annual-reports/2020-21.pages.jsonl`\n- year (some of those completed were registered in previous years). Approximately 39 per cent of\ncompleted investigations resulted in criminal, disciplinary, or administrative action. Of these, approximately\n34 per cent related to disciplinary action under the Defence Force Discipline Act 1982.\nTable 5.2: Determined fraud losses and cash recoveries, 2017–18 to 2021–22\n2017–18 ($) 2018–19 ($) 2019–20 ($) 2020–21($) 2021–22 ($) Total\nLoss 605,351 445,422 992,515 1,326,440 596,221 3,965,949\nCash recovery 817,811 823,453 435,920 302,035 205,677 2,584,8\n  Source: `annual-reports/2021-22.pages.jsonl`\n\n### Fair Work Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 10\n**Register search**: https://www.legislation.gov.au/search?query=Fair+Work+Act+2009\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ries were paused on 26 March 2020 in line with government policy. The pause was lifted on 25 June 2021.\nAustralian Public Service employees\nAPS (non-SES) employees have their terms and conditions of employment set out in an Enterprise Agreement\nmade under the Fair Work Act 2009. The agreement is developed through consultation with employees and their\nrepresentatives and is negotiated consistent with legislation and the Government’s bargaining policy.\nThe Defence Enterprise Agreement 2017–2020 nominally expired on 16 August 2020; how\n  Source: `annual-reports/2020-21.pages.jsonl`\n- NNUAL REPORT 2021–22\n\n[page 139]\nNon-Senior Executive Service Australian Public Service employees\nAustralian Defence Force (non-Senior Executive Service) employees have their terms and conditions of employment\nset out in an Enterprise Agreement made under the Fair Work Act 2009. The agreement is developed through\nconsultation with employees and their representatives and is negotiated consistent with legislation and government\npolicy. The Defence Enterprise Agreement 2017–2020 nominally expired on 16 August 2020; however, it will\ncon\n  Source: `annual-reports/2021-22.pages.jsonl`\n- ints and Alternative Resolutions Manual by focusing on\ndeveloping a user-friendly, interactive resource for complaint management across Defence. This\nincluded the release of a new chapter — ‘Stop Sexual Harassment Directions’ — to align with\namendments to the Fair Work Act 2009 and Defence Regulation 2016; since inception there have\nbeen nil reported applications;\n• strengthened commander, manager and supervisor capability in the management of unacceptable\nbehaviour incidents through the delivery of 150 training workshops delivered\n  Source: `annual-reports/2022-23.pages.jsonl`\n- r rank appointed as officer.\n120 Defence Annual Report 2022–23\n\n[page 128]\nNon-Senior Executive Service Australian Public Service employees\nAPS (Non-SES) employees have their terms and conditions of employment set out in an enterprise\nagreement made under the Fair Work Act 2009. The agreement is developed through consultation with\nemployees and their representatives and is negotiated consistent with legislation and Government policy.\nThe Defence Enterprise Agreement 2017–2020 nominally expired on 16 August 2020; however, it will\ncon\n  Source: `annual-reports/2022-23.pages.jsonl`\n- s a number of formal and informal schemes to recognise exemplary performance and achievements.\nDefence Enterprise Collective Agreement 2024\nAPS (non-SES) employees have their terms and conditions of employment set out in an enterprise\nagreement made under the Fair Work Act 2009. The agreement is developed through consultation\nwith employees and their representatives and is consistent with legislation and Government policy.\nThe Defence Enterprise Collective Agreement 2024 commenced on 29 March 2024, following a\nsuccessful vote by emp\n  Source: `annual-reports/2023-24.pages.jsonl`\n\n### Governance of Australian Government Superannuation Schemes Act 2011\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 10\n**Register search**: https://www.legislation.gov.au/search?query=Governance+of+Australian+Government+Superannuation+Schemes+Act+2011\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- pervision) Act 1993\nADF Cover Australian Defence Force Cover Act 2015 From 1 July 2016 Exempt from Superannuation Industry\n(Supervision) Act 1993\nGovernance of the defined benefit schemes\nCommonwealth Superannuation Corporation (CSC) was established under the Governance of Australian Government\nSuperannuation Schemes Act 2011 and is responsible for:\n Providing administration services for each scheme;\n Management and investment of scheme assets;\n Compliance with superannuation taxation and other applicable laws; and\nCompliance with relevant legislation including the Governance\n  Source: `annual-reports/2020-21.pages.jsonl`\n- s Act 2011 and is responsible for:\n Providing administration services for each scheme;\n Management and investment of scheme assets;\n Compliance with superannuation taxation and other applicable laws; and\nCompliance with relevant legislation including the Governance of Australian Government Superannuation Schemes Act 2011.\nCSC is supported by a custodian and other specialist providers. CSC is legally separate from Defence.\nRisks\nThe scheme specific risks, as detailed below, apply to all four schemes and arrangements, unless specified otherwise.\nRisk Exposure\nInterest The prese\n  Source: `annual-reports/2020-21.pages.jsonl`\n- pervision) Act 1993\nADF Cover Australian Defence Force Cover Act 2015 From 1 July 2016 Exempt from Superannuation\nIndustry (Supervision) Act 1993\nGovernance of the defined benefit schemes\nCommonwealth Superannuation Corporation (CSC) was established under the Governance of Australian Government\nSuperannuation Schemes Act 2011 and is responsible for:\n Providing administration services for each scheme;\n Management and investment of scheme assets;\n Compliance with superannuation taxation and other applicable laws; and\nCompliance with relevant legislation including the Governance\n  Source: `annual-reports/2021-22.pages.jsonl`\n- s Act 2011 and is responsible for:\n Providing administration services for each scheme;\n Management and investment of scheme assets;\n Compliance with superannuation taxation and other applicable laws; and\nCompliance with relevant legislation including the Governance of Australian Government Superannuation Schemes Act 2011.\nCSC is supported by a custodian and other specialist providers. CSC is legally separated from Defence.\nRisks\nThe scheme specific risks, as detailed below, apply to all four schemes and arrangement, unless specified otherwise.\nRisk Exposure\nThe present value\n  Source: `annual-reports/2021-22.pages.jsonl`\n- pervision) Act 1993\nADF Exempt from Superannuation Industry\nAustralian Defence Force Cover Act 2015 From 1 July 2016\nCover (Supervision) Act 1993\nGovernance of the defined benefit schemes\nCommonwealth Superannuation Corporation (CSC) was established under the Governance of Australian Government Superannuation\nSchemes Act 2011 and is responsible for:\n Providing administration services for each scheme;\n Management and investment of scheme assets;\n Compliance with superannuation taxation and other applicable laws; and\nCompliance with relevant legislation including the Governance\n  Source: `annual-reports/2022-23.pages.jsonl`\n\n### Defence Home Ownership Assistance Scheme Act 2008\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 9\n**Register search**: https://www.legislation.gov.au/search?query=Defence+Home+Ownership+Assistance+Scheme+Act+2008\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ce Force Retirement and Death Benefits Act, 1973 Part XII, s. 125 1,687,042\nMilitary Superannuation and Benefits Act, 1991 Part V, s. 17 1,430,996\nDefence Force (Home Loan Assistance) Act, 1990 Part IV, s. 38 127\nAustralian Defence Force Cover Act 2015 25,575\nDefence Home Ownership Assistance Scheme Act 2008 Part VI, s. 84 104,884\nTotal Special Appropriations 3,285,869\nSpecial Accounts\nOpening balance 153,085 – –\nNon-appropriation receipts to special accounts 249,651 – –\nPayments made – 157,463 –\nTotal Special Accounts 402,736 157,463 245,273\nTotal Resourcing and\n  Source: `annual-reports/2020-21.pages.jsonl`\n- n made by law. Payments made which are not supported by appropriation are not consistent with section 83 of the\nConstitution.\nDefence has identified a potential issue within two Defence home loan schemes, Defence Force (Home Loans Assistance) Act\n1990 and the Defence Home Ownership Assistance Scheme Act 2008 , where overpayments have been made resulting in\npotential breaches of section 83. It should be noted that both schemes have provisions that allow for the recovery of an overpayment\n(see s31 of the 1990 Act and s 66-70 of the 2008 Act). The legislation does n\n  Source: `annual-reports/2020-21.pages.jsonl`\n- nts totalling $4,065 in relation to the Defence Force (Home Loans Assistance) Act 1990 .\nDefence undertook recovery action and as at 30 June 2021, $2,713 had been recovered.\nIn 2020-21, Defence identified 279 overpayments totalling $219,524 in relation to the Defence Home Ownership Assistance Scheme\nAct 2008. Defence undertook recovery action and as at 30 June 2021, $181,813 had been recovered.\nThese overpayments represent potential breaches of section 83 and have been derived by analysing data on recovery of\noverpayments and other identified risk areas for 2020-\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ment and Death Benefits Act, 1973 Part XII, s. 125 – 1,684,993 –\nMilitary Superannuation and Benefits Act, 1991 Part V, s. 17 – 1,604,680 –\nDefence Force (Home Loan Assistance) Act, 1990 Part IV, s. 38 – 88 –\nAustralian Defence Force Cover Act 2015 – 49,499 –\nDefence Home Ownership Assistance Scheme Act 2008 Part VI, s. 84 – 91,848 –\nTotal special appropriations – 3,466,583 –\nSpecial accounts\nOpening balance 264,018 – –\nNon-appropriation receipts to special accounts 338,276 – –\nPayments made – 283,521 –\nTotal special accounts 602,294 283,521 318,773\nTotal resourc\n  Source: `annual-reports/2021-22.pages.jsonl`\n- n made by law. Payments made which are not supported by appropriation are not consistent with section\n83 of the Constitution.\nDefence has identified a potential issue within two Defence home loan schemes, Defence Force (Home Loans\nAssistance) Act 1990 and the Defence Home Ownership Assistance Scheme Act 2008, where overpayments have been\nmade resulting in potential breaches of section 83. It should be noted that both schemes have provisions that allow for\nthe recovery of an overpayment (see s31 of the 1990 Act and s 66-70 of the 2008 Act). The legislation does no\n  Source: `annual-reports/2021-22.pages.jsonl`\n\n### Remuneration Tribunal Act 1973\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 9\n**Register search**: https://www.legislation.gov.au/search?query=Remuneration+Tribunal+Act+1973\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- r Defence. The remuneration and other benefits for\nthese ministers are not paid by the Department of Defence.\n2. During 2020–21 a number of minor overpayments to KMP were identified, totalling $21,622.52. The overpayments were calculated with reference\nto the Remuneration Tribunal Act 1973 and its associated Determinations. All of the amounts relate to the inclusion of reportable fringe benefits\n(non-cash), predominately the provision of access to a motor vehicle. Overpayments are recoverable under s16A(1) of the Remuneration Tribunal\nAct 1973.\n  Source: `annual-reports/2020-21.pages.jsonl`\n- Remuneration Tribunal Act 1973 and its associated Determinations. All of the amounts relate to the inclusion of reportable fringe benefits\n(non-cash), predominately the provision of access to a motor vehicle. Overpayments are recoverable under s16A(1) of the Remuneration Tribunal\nAct 1973.\nAustralian Defence Force senior officers\nAll ADF senior officers (excluding statutory/public office holders) are remunerated under the 2017–2020 ADF\nWorkplace Remuneration Arrangement. Other non-pay-related conditions of service are determined by the Ministe\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ister\nfor Defence under section 58B of the Defence Act 1903.\nPublic officeholders\nPublic officeholders, including the Secretary and the Chief of the Defence Force, are remunerated under\ndeterminations decided by the independent Remuneration Tribunal under the Remuneration Tribunal Act 1973.\nThe Remuneration Tribunal determined no adjustment to remuneration for public offices in its jurisdiction for the\nperiod from 1 July 2020.\nSenior Executive Service\nSES terms and conditions of employment are set by a single determination made under section 24\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ncluded in this figure (four). The Chief of Defence Intelligence was a newly created position during the year.\n3 During 2020-21 a number of minor overpayments to KMP were identified, totalling $21,622.52. The overpayments were\ncalculated with reference to the Remuneration Tribunal Act 1973 and its associated Determinations. All of the amounts relate\nto the inclusion of reportable fringe benefits (non-cash), predominately the provision of access to a motor vehicle.\nOverpayments are recoverable under s16A(1) of the Remuneration Tribunal Act 1973\n  Source: `annual-reports/2020-21.pages.jsonl`\n- Remuneration Tribunal Act 1973 and its associated Determinations. All of the amounts relate\nto the inclusion of reportable fringe benefits (non-cash), predominately the provision of access to a motor vehicle.\nOverpayments are recoverable under s16A(1) of the Remuneration Tribunal Act 1973 .\n62\nAPPENDIX A: FINANCIAL STATEMENTS 235\n\n[page 244]\nDepartment of Defence\nNOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS\nFor the period ended 30 June 2021\n6.2: Related Party Disclosures\nRelated party relationships:\nThe Department of Defence (Defence)\n  Source: `annual-reports/2020-21.pages.jsonl`\n\n### Industry (Supervision) Act 1993\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.gov.au/search?query=Industry+%28Supervision%29+Act+1993\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- pplicable regulatory framework for each scheme and arrangement is as follows:\nScheme Enabling Act Period open for new members Requirement\nDFRB Defence Forces Retirement Benefits Act 1948 From July 1948 to Exempt from Superannuation\n30 September 1972 Industry (Supervision) Act 1993\nDFRDB Defence Force Retirement and Death Benefits Act From 1 October 1972 to Exempt from Superannuation\n1973 and the Defence Force Act 1903 30 September 1991 Industry (Supervision) Act 1993\nMSBS Military Superannuation and Benefits Act 1991 From 1 October 199\n  Source: `annual-reports/2021-22.pages.jsonl`\n- m July 1948 to Exempt from Superannuation\n30 September 1972 Industry (Supervision) Act 1993\nDFRDB Defence Force Retirement and Death Benefits Act From 1 October 1972 to Exempt from Superannuation\n1973 and the Defence Force Act 1903 30 September 1991 Industry (Supervision) Act 1993\nMSBS Military Superannuation and Benefits Act 1991 From 1 October 1991 to Compliance with Superannuation\n30 June 2016 Industry (Supervision) Act 1993\nADF Cover Australian Defence Force Cover Act 2015 From 1 July 2016 Exempt from Superannuation\nIndustry (Super\n  Source: `annual-reports/2021-22.pages.jsonl`\n- 1 October 1972 to Exempt from Superannuation\n1973 and the Defence Force Act 1903 30 September 1991 Industry (Supervision) Act 1993\nMSBS Military Superannuation and Benefits Act 1991 From 1 October 1991 to Compliance with Superannuation\n30 June 2016 Industry (Supervision) Act 1993\nADF Cover Australian Defence Force Cover Act 2015 From 1 July 2016 Exempt from Superannuation\nIndustry (Supervision) Act 1993\nGovernance of the defined benefit schemes\nCommonwealth Superannuation Corporation (CSC) was established under the Governance of Austr\n  Source: `annual-reports/2021-22.pages.jsonl`\n- ober 1972 to Exempt from Superannuation Industry\nDFRDB\n1973 and the Defence Force Act 1903 30 September 1991 (Supervision) Act 1993\nFrom 1 October 1991 to Compliance with Superannuation\nMSBS Military Superannuation and Benefits Act 1991\n30 June 2016 Industry (Supervision) Act 1993\nADF Exempt from Superannuation Industry\nAustralian Defence Force Cover Act 2015 From 1 July 2016\nCover (Supervision) Act 1993\nGovernance of the defined benefit schemes\nCommonwealth Superannuation Corporation (CSC) was established under the Governance of Austr\n  Source: `annual-reports/2022-23.pages.jsonl`\n- latory framework for each scheme and the ADF Cover arrangement is as follows:\nScheme Enabling Act Period open for new Requirement\nmembers\nDFRB Defence Forces Retirement Benefits Act From July 1948 to Exempt from Superannuation\n1948 30 September 1972 Industry (Supervision) Act 1993\nDFRDB Defence Force Retirement and Death From 1 October 1972 to Exempt from Superannuation\nBenefits Act 1973 and the Defence Force 30 September 1991 Industry (Supervision) Act 1993\nAct 1903\nMSBS Military Superannuation and Benefits Act From 1 October 1991 to\n  Source: `annual-reports/2023-24.pages.jsonl`\n\n### Auditor-General Act 1997\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.gov.au/search?query=Auditor-General+Act+1997\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- amine the Department of Defence’s implementation of\nFollow-up agreed recommendations made in Auditor-General Report No. 38\nof 2017–18 Mitigating Insider Threats through Personnel Security\nand the related report provided to ministers under section 37(5)\nof the Auditor-General Act 1997, and by the Parliament’s Joint\nCommittee of Public Accounts and Audit in Report 479 of 2019:\nAustralian Government Security Arrangements.\nImplementation of ANAO and 12 April 2021 To examine whether the Department of Defence implemented a\nParliamentary Committ\n  Source: `annual-reports/2020-21.pages.jsonl`\n- include the relevant independence requirements of the Accounting Professional and Ethical\nStandards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the\nCode) to the extent that they are not in conflict with the Auditor-General Act 1997. I have also fulfilled my other\nresponsibilities in accordance with the Code. I believe that the audit evidence I have obtained is sufficient and\nappropriate to provide a basis for my opinion.\nKey audit matters\nKey audit matters are those matters that, in my\n  Source: `annual-reports/2020-21.pages.jsonl`\n- include the\nrelevant independence requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of\nEthics for Professional Accountants (including Independence Standards) (the Code) to the extent that they are not in\nconflict with the Auditor-General Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I\nbelieve that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.\nKey audit matters\nKey audit matters are those matters that, in my\n  Source: `annual-reports/2021-22.pages.jsonl`\n- include the relevant independence requirements of the Accounting Professional and Ethical\nStandards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the\nCode) to the extent that they are not in conflict with the Auditor-General Act 1997. I have also fulfilled my other\nresponsibilities in accordance with the Code. I believe that the audit evidence I have obtained is sufficient and\nappropriate to provide a basis for my opinion.\nKey audit matters\nKey audit matters are those matters that, in my\n  Source: `annual-reports/2022-23.pages.jsonl`\n- age the Projects of Concern actively in 2024–25.\nCHAPTER 5 | Management and accountability 83\n\n[page 98]\nExternal scrutiny\nMajor Projects Report\nThe annual Defence Major Projects Report is a ‘priority assurance review’ conducted under subsection\n19A(5) of the Auditor-General Act 1997. The Major Projects Report is prepared jointly by the\nAustralian National Audit Office (ANAO) and Department of Defence (Defence) at the request of the\nJoint Committee of Public Accounts and Audit. The objective of the Major Projects Report is to\nimprove the\n  Source: `annual-reports/2023-24.pages.jsonl`\n\n### Defence (Inquiry) Regulations 2018\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.gov.au/search?query=Defence+%28Inquiry%29+Regulations+2018\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- the Minister and for presentation to the\nParliament, in accordance with section 110R of the Defence Act. This report is prepared at the end of each financial\nyear and, once tabled in Parliament, can be accessed at www.defence.gov.au/mjs/reports.asp.\nDefence (Inquiry) Regulations 2018\nRegulation 73 of the Defence (Inquiry) Regulations 2018 requires the Chief of the Defence Force to report on the\noperation of administrative inquiries conducted in Defence during each reporting period. The Australian Defence\nForce Administrative Inquiry Track\n  Source: `annual-reports/2020-21.pages.jsonl`\n- accordance with section 110R of the Defence Act. This report is prepared at the end of each financial\nyear and, once tabled in Parliament, can be accessed at www.defence.gov.au/mjs/reports.asp.\nDefence (Inquiry) Regulations 2018\nRegulation 73 of the Defence (Inquiry) Regulations 2018 requires the Chief of the Defence Force to report on the\noperation of administrative inquiries conducted in Defence during each reporting period. The Australian Defence\nForce Administrative Inquiry Tracking System (ADFAITS) was established to track these inqu\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ions of the Office of the Inspector-General of the Australian Defence Force for\nthe Minister responsible for Defence, and for presentation to the Parliament. Once tabled in Parliament, the report\ncan be accessed at www.defence.gov.au/mjs/reports.asp.\nDefence (Inquiry) Regulations 2018\nAt the conclusion of each reporting period, the Chief of the Defence Force is required to report on the operation\nof the Defence (Inquiry) Regulations 2018, under which the Australian Defence Force conducts statutory\nadministrative inquiries. During 2021–22,\n  Source: `annual-reports/2021-22.pages.jsonl`\n- . Once tabled in Parliament, the report\ncan be accessed at www.defence.gov.au/mjs/reports.asp.\nDefence (Inquiry) Regulations 2018\nAt the conclusion of each reporting period, the Chief of the Defence Force is required to report on the operation\nof the Defence (Inquiry) Regulations 2018, under which the Australian Defence Force conducts statutory\nadministrative inquiries. During 2021–22, the Australian Defence Force conducted 26 statutory administrative\ninquiries (seven Navy, 18 Army and one Air Force).\n1. The 18 fatalities reported in Chapt\n  Source: `annual-reports/2021-22.pages.jsonl`\n- 4 ADF personnel (of varying Service Categories) died\nduring the 2022–23 reporting period as a result of illness/disease, training accidents, misadventure, confirmed suicide and\npossible suicide.\nChapter 5 | Management and accountability 77\n\n[page 85]\nDefence (Inquiry) Regulations 2018\nRegulation 73 of the Defence (Inquiry) Regulation 2018 requires the Chief of the Defence Force to report on\nthe operation of administrative inquiries conducted in Defence during each financial year reporting period.\nADF appointing officers initiated 22 admini\n  Source: `annual-reports/2022-23.pages.jsonl`\n\n### Defence Force (Home Loans Assistance) Act 1990\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.gov.au/search?query=Defence+Force+%28Home+Loans+Assistance%29+Act+1990\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- evenue Fund except under an\nappropriation made by law. Payments made which are not supported by appropriation are not consistent with section 83 of the\nConstitution.\nDefence has identified a potential issue within two Defence home loan schemes, Defence Force (Home Loans Assistance) Act\n1990 and the Defence Home Ownership Assistance Scheme Act 2008 , where overpayments have been made resulting in\npotential breaches of section 83. It should be noted that both schemes have provisions that allow for the recovery of an overpayment\n(see s31 of the 199\n  Source: `annual-reports/2020-21.pages.jsonl`\n- this matter will be addressed by legislative amendment in the near future. Defence will\ncontinue to report on potential section 83 breaches for those schemes.\nIn 2020-21, Defence identified five overpayments totalling $4,065 in relation to the Defence Force (Home Loans Assistance) Act 1990 .\nDefence undertook recovery action and as at 30 June 2021, $2,713 had been recovered.\nIn 2020-21, Defence identified 279 overpayments totalling $219,524 in relation to the Defence Home Ownership Assistance Scheme\nAct 2008. Defence undertook recovery action a\n  Source: `annual-reports/2020-21.pages.jsonl`\n- evenue Fund except under\nan appropriation made by law. Payments made which are not supported by appropriation are not consistent with section\n83 of the Constitution.\nDefence has identified a potential issue within two Defence home loan schemes, Defence Force (Home Loans\nAssistance) Act 1990 and the Defence Home Ownership Assistance Scheme Act 2008, where overpayments have been\nmade resulting in potential breaches of section 83. It should be noted that both schemes have provisions that allow for\nthe recovery of an overpayment (see s31 of the 1990\n  Source: `annual-reports/2021-22.pages.jsonl`\n- this matter will be addressed by\nlegislative amendment in the near future. Defence will continue to report on potential section 83 breaches for those\nschemes.\nIn 2021-22, Defence identified eight overpayments totalling $1,139 in relation to the Defence Force (Home Loans\nAssistance) Act 1990 . Defence undertook recovery action and as at 30 June 2022, $783 had been recovered.\nIn 2021-22, Defence identified 290 overpayments totalling $228,288 in relation to the Defence Home Ownership\nAssistance Scheme Act 2008. Defence undertook recovery action and\n  Source: `annual-reports/2021-22.pages.jsonl`\n- of the Commonwealth\n(the Treasury) except under an appropriation made by law. Money cannot be drawn from the Consolidated Revenue Fund\nwithout an appropriation Act.\nDefence has identified a potential issue within two Defence home loan schemes, Defence Force (Home Loans Assistance) Act\n1990 (DHOS) and the Defence Home Ownership Assistance Scheme Act 2008 (DHOAS Act) , where overpayments have\nbeen made resulting in potential breaches of Section 83. Both schemes have provisions that allow for the recovery of an\noverpayment (s 31 of the DHOS Act an\n  Source: `annual-reports/2022-23.pages.jsonl`\n\n### Work Health and Safety Act 2011\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.gov.au/search?query=Work+Health+and+Safety+Act+2011\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- rection for Defence to achieve its safety vision. It focuses\non embedding an inclusive, proactive and mindful safety culture in support of the health, wellness and safety priority\nin Pathway to Change: Evolving Defence Culture 2017–2022.\nProsecution under the Work Health and Safety Act 2011\nOn 16 March 2021 the Commonwealth of Australia (through its responsible agency the Department of Defence) was\nfined $350,000 by the Townsville Magistrates Court in relation to an incident involving an Air Force Corporal that\noccurred on 16 August 2017.\nDefenc\n  Source: `annual-reports/2020-21.pages.jsonl`\n- nce also continued to deliver Australian Defence Force Sports Programs throughout\nthe reporting period to support the lifetime wellbeing of service members.\n14. The written notification of notifiable incidents to Comcare is a legislative requirement under the Work Health and Safety Act 2011.\nCHAPTER 3 | ANNUAL PERFORMANCE STATEMENTS 59\n\n[page 70]\nAnalysis (continued) 2. Decrease ‘Looking for work’ rates of full-time transitioned members at\n12 months post-transition towards the official national unemployment rate\n– Achieved\nResults from the Austr\n  Source: `annual-reports/2021-22.pages.jsonl`\n- o the senior leadership group and across the enterprise\nsupports strong Work Health and Safety decision-making at all levels of the organisation.\nA key aspect of WHS due diligence is ensuring that our WHS officers are aware of their responsibilities under the\nWork Health and Safety Act 2011. Formal briefings are provided to Work Health and Safety officers within three\nmonths of commencement in their role. All Australian Defence Force and Australian Public Service staff are required\nto complete annual Work Health and Safety training. Completion r\n  Source: `annual-reports/2021-22.pages.jsonl`\n- e determined (possible suicide) 2 – 1 1 2 –\nSuicide3 1 – 1 – 1 –\nIllness/disease 4 – 3 1 4 –\nTotal 7 – 5 2 7 –\nNotes:\n1. Service categories 2, 3 and 5.\n2. Please note this data is incomplete.\n3. Confirmed by a state or territory Coroner.\nProsecution under the Work Health and Safety Act 2011\nOn 1 September 2021 the Commonwealth of Australia (through its responsible agency the Department of Defence)\nwas fined $1 million by the Northern Territory Court in relation to a fatality at Mount Bundey, Northern Territory on\n10 May 2017.\nFollowing the incid\n  Source: `annual-reports/2021-22.pages.jsonl`\n- and across\nthe enterprise supports strong work health and safety decision-making at all levels of Defence.\nA key aspect of work health and safety due diligence is ensuring that our work health and safety officers\nare aware of their responsibilities under the Work Health and Safety Act 2011. Formal briefings are provided\nto work health and safety officers within three months of commencement in their role. All personnel staff\nare required to complete annual work health and safety training. As at 30 June 2023, completion rates for\nmandatory traini\n  Source: `annual-reports/2022-23.pages.jsonl`\n\n### Air Force (Canteen) Regulation 2016\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.gov.au/search?query=Air+Force+%28Canteen%29+Regulation+2016\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- he alignment of the purpose\nand mission into a single statement further supports embedding the One Defence concept, reflecting the integrated Defence enterprise with a single\ncoherent purpose and mission.\n10 DEFENCE ANNUAL REPORT 2020–21\n\n[page 19]\nAir Force (Canteen) Regulation 2016, the Navy (Canteen) Regulation 2016, the Services Trust Funds Act 1947, the\nRoyal Australian Air Force Veterans’ Residences Act 1953 and the Corporations Act 2001.\nThe portfolio also contains the Australian Signals Directorate, designated under the Intelligen\n  Source: `annual-reports/2020-21.pages.jsonl`\n- s other\nentities, including Defence Housing Australia and a number of statutory offices, canteens, trusts and companies.\nLegislation that establishes these entities includes the Defence Housing Australia Act 1987, the Defence Act 1903,\nthe Army and Air Force (Canteen) Regulation 2016, the Navy (Canteen) Regulation 2016, the Services Trust Funds\nAct 1947, the Royal Australian Air Force Veterans’ Residences Act 1953 and the Corporations Act 2001.\nThe portfolio also contains the Australian Signals Directorate, designated under the Intelligen\n  Source: `annual-reports/2021-22.pages.jsonl`\n- other entities,\nincluding Defence Housing Australia; and a number of statutory offices, canteens, trusts and companies.\nLegislation that establishes these entities includes the Defence Housing Australia Act 1987, the\nDefence Act 1903, the Army and Air Force (Canteen) Regulation 2016, the Navy (Canteen) Regulation 2016,\nthe Services Trust Funds Act 1947, the Royal Australian Air Force Veterans’ Residences Act 1953 and the\nCorporations Act 2001. The Defence portfolio also contains the Australian Signals Directorate, designated\nunder the In\n  Source: `annual-reports/2022-23.pages.jsonl`\n- r entities, including Defence Housing Australia and a\nnumber of trusts, canteens, companies and other statutory offices. Legislation that establishes these\nentities includes the Defence Housing Australia Act 1987, the Defence Act 1903, the Army and Air Force\n(Canteen) Regulation 2016, the Navy (Canteen) Regulation 2016 the Services Trust Funds Act 1947,\nthe Royal Australian Air Force Veterans’ Residences Act 1953 and the Corporations Act 2001.\nCHAPTER 2 | Departmental overview 19\n\n[page 34]\nChanges in senior leadership\n• On 26 February 20\n  Source: `annual-reports/2023-24.pages.jsonl`\n- other statutory offices. Legislation\nAnthony Albanese MP, made the following that establishes these entities includes the\nnon-ministerial appointment: Defence Housing Australia Act 1987, Defence\n\u0017 Mr Luke Gosling OAM MP, Special Act 1903, Army and Air Force (Canteen)\nRegulation 2016, Navy (Canteen) Regulation\nEnvoy for Defence, Veterans’ Affairs and\n2016, Services Trust Funds Act 1947, Royal\nNorthern Australia.\nAustralian Air Force Veterans’ Residences\nAct 1953 and Corporations Act 2001.\nAccountable authority\nThe Department of Defence’s\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Australian Defence Force Cover Act 2015\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Defence+Force+Cover+Act+2015\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- 948 Part 1 s. 15D and VIC, s. 82ZJ 37,245\nDefence Force Retirement and Death Benefits Act, 1973 Part XII, s. 125 1,687,042\nMilitary Superannuation and Benefits Act, 1991 Part V, s. 17 1,430,996\nDefence Force (Home Loan Assistance) Act, 1990 Part IV, s. 38 127\nAustralian Defence Force Cover Act 2015 25,575\nDefence Home Ownership Assistance Scheme Act 2008 Part VI, s. 84 104,884\nTotal Special Appropriations 3,285,869\nSpecial Accounts\nOpening balance 153,085 – –\nNon-appropriation receipts to special accounts 249,651 – –\nPayments made – 157,463 –\nTotal Spec\n  Source: `annual-reports/2020-21.pages.jsonl`\n- 5D and VIC, s. 82ZJ – 35,475 –\nDefence Force Retirement and Death Benefits Act, 1973 Part XII, s. 125 – 1,684,993 –\nMilitary Superannuation and Benefits Act, 1991 Part V, s. 17 – 1,604,680 –\nDefence Force (Home Loan Assistance) Act, 1990 Part IV, s. 38 – 88 –\nAustralian Defence Force Cover Act 2015 – 49,499 –\nDefence Home Ownership Assistance Scheme Act 2008 Part VI, s. 84 – 91,848 –\nTotal special appropriations – 3,466,583 –\nSpecial accounts\nOpening balance 264,018 – –\nNon-appropriation receipts to special accounts 338,276 – –\nPayments made – 283,521 –\n  Source: `annual-reports/2021-22.pages.jsonl`\n- Part 1 s. 15D and VIC, s. 82ZJ\nDefence Force Retirement and Death Benefits Act, 1973\n– 1,729,781 –\nPart XII, s. 125\nMilitary Superannuation and Benefits Act,\n– 1,912,470 –\n1991 Part V, s. 17\nDefence Force (Home Loan Assistance) Act, 1990\n– 72 –\nPart IV, s. 38\nAustralian Defence Force Cover Act 2015 – – –\nDefence Home Ownership Assistance Scheme Act 2008\n– 165,091 –\nPart VI, s. 84\nTotal special appropriations – 3,841,552 –\nSpecial accounts\nOpening balance 359,091 – –\nNon-appropriation receipts to special accounts 97,762 – –\nPayments made – 276,797 –\nTota\n  Source: `annual-reports/2022-23.pages.jsonl`\n- pecial appropriations\nDefence Force Retirement Benefits Act, 1948\n32,452\nPart 1 s. 15D and VIC, s. 82ZJ\nDefence Force Retirement and Death Benefits Act,\n1,797,455\n1973 Part XII, s. 125 (3)\nMilitary Superannuation and Benefits Act,\n2,052,299\n1991 Part V, s. 17\nAustralian Defence Force Cover Act 2015 118,941\nDefence Home Ownership Assistance Scheme Act\n270,683\n2008 Part VI, s. 84\nTotal special appropriations 4,271,830\nSpecial accounts\nOpening balance 180,056 – –\nNon-appropriation receipts to special accounts 784,938 – –\nPayments made – 222,816 –\nTotal spe\n  Source: `annual-reports/2023-24.pages.jsonl`\n- PeCIal aPPROPRIaTIONS\nDefence Force Retirement Benefits Act, 1948 33,612\nPart 1 s. 15D and VIC, s. 82ZJ\nDefence Force Retirement and Death Benefits Act, 1973 1,863,062\nPart XII, s. 125 (3)\nMilitary Superannuation and Benefits Act, 1991 2,497,237\nPart V, s. 17\nAustralian Defence Force Cover Act 2015 165,315\nDefence Home Ownership Assistance Scheme Act 2008 215,338\nPart VI, s. 84\nTotal special appropriations 4,774,564\nSPeCIal aCCOUNTS\nOpening balance 742,178 ‑ ‑\nNon‑appropriation receipts to special accounts 72,984 ‑ ‑\nPayments made ‑ 292,246 ‑\nTotal spec\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Defence Housing Australia Act 1987\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.gov.au/search?query=Defence+Housing+Australia+Act+1987\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- addition to the Department of Defence and the ADF, the Defence portfolio contains other entities, including\nDefence Housing Australia; and a number of statutory offices, canteens, trusts and companies. Legislation that\nestablishes these entities includes the Defence Housing Australia Act 1987, the Defence Act 1903, the Army and\n1 Through the 2021-22 Defe\n\n_…truncated, open the .md file for the full content._",
  "global_initiatives_md": null,
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": null,
    "vision_source_page": null,
    "purposes": "To defend Australia and its national interests in order to advance Australia’s security and prosperity. [AR p.8]",
    "purposes_source_page": 8,
    "how_we_deliver": "Defence meets Government-directed requirements through: Outcome 1: Defend Australia and its national interests through the conduct of operations and the provision of support for the Australian community and civilian authorities in accordance with Government direction. Outcome 2: Protect and advance Australia’s strategic interests through the provision of strategic policy, the development, delivery and sustainment of military, intelligence and enabling capabilities, and the promotion of regional and global security and stability as directed by Government. [AR p.8]",
    "how_we_deliver_source_page": 8,
    "government_priorities": [
      {
        "text": "advancing our conventionally-armed, nuclear-powered submarine capability",
        "source_page": 27
      },
      {
        "text": "enhancing our long-range strike capabilities and our Guided Weapons and Explosive Ordnance enterprise",
        "source_page": 27
      },
      {
        "text": "strengthening our northern bases",
        "source_page": 27
      },
      {
        "text": "improving the growth and retention of a highly skilled defence workforce",
        "source_page": 27
      },
      {
        "text": "boosting innovation, including through the Advanced Strategic Capabilities Accelerator",
        "source_page": 27
      },
      {
        "text": "prioritising our partnerships in the Indo-Pacific",
        "source_page": 27
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Defend Australia and its national interests",
        "description": "Defend Australia and its national interests through the conduct of operations and the provision of support for the Australian community and civilian authorities in accordance with Government direction.",
        "key_activities": [
          "Conduct operations and deployments to defend Australia and its national interests.",
          "Defence is a strategy-led organisation. It supports operationalising and implementing the Government-directed biennial National Defence Strategy."
        ],
        "source_page": 8
      },
      {
        "name": "Outcome 2: Protect and advance Australia’s strategic interests",
        "description": "Protect and advance Australia’s strategic interests through the provision of strategic policy, the development, delivery and sustainment of military, intelligence and enabling capabilities, and the promotion of regional and global security and stability as directed by Government.",
        "key_activities": [
          "Enable intelligence-informed decision-making.",
          "Invest in Defence people.",
          "Defence’s international engagement – operational presence; support to regional security capability; people-to-people engagement; and bilateral and multilateral diplomatic engagement – support a strategy of denial in our primary area of military interest.",
          "Deliver future capability.",
          "Develop the sovereign defence industrial base required for our national security.",
          "Defence supports improved regulatory performance, capability and culture through regulatory stewardship in line with the Government’s commitment to Australian Public Service reform."
        ],
        "source_page": 8
      }
    ],
    "values": [
      "Service",
      "Courage",
      "Act with purpose",
      "Respect",
      "Be adaptable, innovative and agile",
      "Integrity",
      "Be accountable and trustworthy",
      "Excellence",
      "Be inclusive and value others"
    ],
    "values_framework_name": "Defence behaviours",
    "kpi_targets_2025_26": [
      {
        "code": "CCE01",
        "measure": "cumulative",
        "target": "27 GW",
        "source_page": 14
      }
    ],
    "kpi_results_2024_25": [
      {
        "code": "CCE01",
        "measure": "cumulative",
        "result": "88%",
        "status": "Achieved",
        "source_page": 40
      }
    ],
    "_source_urls": {
      "annual_report_url": "http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf",
      "corporate_plan_url": ""
    }
  },
  "ideas": [
    {
      "entity_id": "B-002269",
      "entity_name": "Australian Army",
      "folder_name": "Australian-Army",
      "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": "For the 2024–25 reporting period:\n› Performances measures 1.1, 1.2, 2.1, 4.1 and 5.2 were achieved;\n› Performance measures 6.1, 7.1 and 8.1 were substantially achieved;\n› Performance measures 4.2 and 4.4 were partially achieved;\n› Performance measure 4.3 was not achieved; and\n› Performance measures 3.1 and 5.1 did not have targets but established baselines for\nfuture reporting.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-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-002269",
      "entity_name": "Australian Army",
      "folder_name": "Australian-Army",
      "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": "For the 2024–25 reporting period:\n› Performances measures 1.1, 1.2, 2.1, 4.1 and 5.2 were achieved;\n› Performance measures 6.1, 7.1 and 8.1 were substantially achieved;\n› Performance measures 4.2 and 4.4 were partially achieved;\n› Performance measure 4.3 was not achieved; and\n› Performance measures 3.1 and 5.1 did not have targets but established baselines for\nfuture reporting.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-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-002269",
      "entity_name": "Australian Army",
      "folder_name": "Australian-Army",
      "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": "Target 4.2a\nThe Defence workforce has the technical skills required to deliver the National Defence Strategy as\nmeasured through the Defence Strategic Workforce Segments.\n(Partially achieved)\nTarget 4.2b\nThe net flow of the ADF and APS workforce over a 12 month period against the Budgeted\nWorkforce Requirement by Strategic Workforce Segment.\n(Partially achieved)\nSource\nPortfolio Budget Statements 2024–25, Programs 2.2, 2.12, 2.20, 2.21, 2.22, 2.23\n2024–28 Defence Corporate Plan (March 2025), page 2625\nPerformance result\nPartially achieved\n24 The average funded strength (ADF workforce) / average staffing level (APS workforce) consumption.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-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",
        "Sensitive information leakage",
        "Inconsistent quality of generated drafts"
      ]
    },
    {
      "entity_id": "B-002269",
      "entity_name": "Australian Army",
      "folder_name": "Australian-Army",
      "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": "Target 4.2a\nThe Defence workforce has the technical skills required to deliver the National Defence Strategy as\nmeasured through the Defence Strategic Workforce Segments.\n(Partially achieved)\nTarget 4.2b\nThe net flow of the ADF and APS workforce over a 12 month period against the Budgeted\nWorkforce Requirement by Strategic Workforce Segment.\n(Partially achieved)\nSource\nPortfolio Budget Statements 2024–25, Programs 2.2, 2.12, 2.20, 2.21, 2.22, 2.23\n2024–28 Defence Corporate Plan (March 2025), page 2625\nPerformance result\nPartially achieved\n24 The average funded strength (ADF workforce) / average staffing level (APS workforce) consumption.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-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",
        "Sensitive information leakage",
        "Inconsistent quality of generated drafts"
      ]
    },
    {
      "entity_id": "B-002269",
      "entity_name": "Australian Army",
      "folder_name": "Australian-Army",
      "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": "Mr Donald Cross Mr Cross has a background in financial 11/11 (DARC) $95,391\nMember statement audit; internal audit; management 2/2 (AFSC)\nMember of the Audit assurance; and performance, program and 3/3 (AFPRSC)\nFindings Subcommittee risk management.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-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-002269",
      "entity_name": "Australian Army",
      "folder_name": "Australian-Army",
      "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": "Mr Donald Cross Mr Cross has a background in financial 11/11 (DARC) $95,391\nMember statement audit; internal audit; management 2/2 (AFSC)\nMember of the Audit assurance; and performance, program and 3/3 (AFPRSC)\nFindings Subcommittee risk management.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-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-002269",
      "entity_name": "Australian Army",
      "folder_name": "Australian-Army",
      "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": "Target 6.1a\n80 per cent or more of approved Integrated Investment Program projects by domain are on track to\ndeliver the scope approved by Government.\n(Achieved)\nTarget 6.1b\n80 per cent or more of approved Integrated Investment Program projects by domain are on track to\ndeliver within the schedule approved by Government.\n(Substantially achieved)\nTarget 6.1c\n80 per cent or more of approved Integrated Investment program projects by domain are on track to\ndeliver within the cost (including contingency) approved by Government.\n(Achieved)\nSource\nPortfolio Budget Statements 2024–25, Programs 2.2, 2.3, 2.4, 2.5, 2.6, 2.7, 2.8, 2.9, 2.10, 2.11,\n2.13, 2.14, 2.15, 2.16\n2024–28 Defence Corporate Plan (March 2025), page 27\nPerformance result\nSubstantially achieved\nAnalysis\nDefence substantially achieved its intended performance against this measure in 2024–25,",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-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-002269",
      "entity_name": "Australian Army",
      "folder_name": "Australian-Army",
      "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": "Target 6.1a\n80 per cent or more of approved Integrated Investment Program projects by domain are on track to\ndeliver the scope approved by Government.\n(Achieved)\nTarget 6.1b\n80 per cent or more of approved Integrated Investment Program projects by domain are on track to\ndeliver within the schedule approved by Government.\n(Substantially achieved)\nTarget 6.1c\n80 per cent or more of approved Integrated Investment program projects by domain are on track to\ndeliver within the cost (including contingency) approved by Government.\n(Achieved)\nSource\nPortfolio Budget Statements 2024–25, Programs 2.2, 2.3, 2.4, 2.5, 2.6, 2.7, 2.8, 2.9, 2.10, 2.11,\n2.13, 2.14, 2.15, 2.16\n2024–28 Defence Corporate Plan (March 2025), page 27\nPerformance result\nSubstantially achieved\nAnalysis\nDefence substantially achieved its intended performance against this measure in 2024–25,",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "annual-reports/2024-25.pdf (http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-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-002269",
      "entity_name": "Australian Army",
      "folder_name": "Australian-Army",
      "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": "Table 4.7: Indivdual payments of more than $14,000 to advertising and market research agencies,\nby Service and Group, 2021–22\n2021–22\nService/Group and expenditure\nagency name ($) Purpose\nNavy\nAdvertising\nCox Inall Change Pty Ltd 31,104 ADF recruitment advertising\nVMLY&R Pty Ltd 69,199 ADF recruitment advertising\nEstate and Infrastructure\nMedia advertising\nMediabrands Australia 14,861 Advertising a request for quote linked to Fresh Rations tender\nDefence People\nAdvertising\nVMLY&R Pty Ltd 14,118,569 Creative & Digital Services\nVMLY&R Pty Ltd 3,250,195 Creative & Digital Services\nMarket research\nChat House Research Pty Ltd 77,770 Market research – DFR Brand\nHall & Partners 967,858 Brand tracking/monitoring\nKantar Public Australia Pty Ltd 50,106 Market Research – ADF Gap Year\nWhereto Research Based 206,310 Market Research – ADF Sentiment",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.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-002269",
      "entity_name": "Australian Army",
      "folder_name": "Australian-Army",
      "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": "Table 4.7: Indivdual payments of more than $14,000 to advertising and market research agencies,\nby Service and Group, 2021–22\n2021–22\nService/Group and expenditure\nagency name ($) Purpose\nNavy\nAdvertising\nCox Inall Change Pty Ltd 31,104 ADF recruitment advertising\nVMLY&R Pty Ltd 69,199 ADF recruitment advertising\nEstate and Infrastructure\nMedia advertising\nMediabrands Australia 14,861 Advertising a request for quote linked to Fresh Rations tender\nDefence People\nAdvertising\nVMLY&R Pty Ltd 14,118,569 Creative & Digital Services\nVMLY&R Pty Ltd 3,250,195 Creative & Digital Services\nMarket research\nChat House Research Pty Ltd 77,770 Market research – DFR Brand\nHall & Partners 967,858 Brand tracking/monitoring\nKantar Public Australia Pty Ltd 50,106 Market Research – ADF Gap Year\nWhereto Research Based 206,310 Market Research – ADF Sentiment",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.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"
      ]
    },
    {
      "entity_id": "B-002269",
      "entity_name": "Australian Army",
      "folder_name": "Australian-Army",
      "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": "Table 4.7: Indivdual payments of more than $14,000 to advertising and market research agencies,\nby Service and Group, 2021–22\n2021–22\nService/Group and expenditure\nagency name ($) Purpose\nNavy\nAdvertising\nCox Inall Change Pty Ltd 31,104 ADF recruitment advertising\nVMLY&R Pty Ltd 69,199 ADF recruitment advertising\nEstate and Infrastructure\nMedia advertising\nMediabrands Australia 14,861 Advertising a request for quote linked to Fresh Rations tender\nDefence People\nAdvertising\nVMLY&R Pty Ltd 14,118,569 Creative & Digital Services\nVMLY&R Pty Ltd 3,250,195 Creative & Digital Services\nMarket research\nChat House Research Pty Ltd 77,770 Market research – DFR Brand\nHall & Partners 967,858 Brand tracking/monitoring\nKantar Public Australia Pty Ltd 50,106 Market Research – ADF Gap Year\nWhereto Research Based 206,310 Market Research – ADF Sentiment",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.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-002269",
      "entity_name": "Australian Army",
      "folder_name": "Australian-Army",
      "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": "Table 4.7: Indivdual payments of more than $14,000 to advertising and market research agencies,\nby Service and Group, 2021–22\n2021–22\nService/Group and expenditure\nagency name ($) Purpose\nNavy\nAdvertising\nCox Inall Change Pty Ltd 31,104 ADF recruitment advertising\nVMLY&R Pty Ltd 69,199 ADF recruitment advertising\nEstate and Infrastructure\nMedia advertising\nMediabrands Australia 14,861 Advertising a request for quote linked to Fresh Rations tender\nDefence People\nAdvertising\nVMLY&R Pty Ltd 14,118,569 Creative & Digital Services\nVMLY&R Pty Ltd 3,250,195 Creative & Digital Services\nMarket research\nChat House Research Pty Ltd 77,770 Market research – DFR Brand\nHall & Partners 967,858 Brand tracking/monitoring\nKantar Public Australia Pty Ltd 50,106 Market Research – ADF Gap Year\nWhereto Research Based 206,310 Market Research – ADF Sentiment",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "annual-reports/2021-22.pdf (http://www.defence.gov.au/sites/default/files/2022-11/2021-22-Defence-Annual-Report.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"
      ]
    }
  ],
  "legislation_administered": [],
  "artifacts": [
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      "category": "annual-reports",
      "year": "2024-25",
      "url": "http://www.defence.gov.au/sites/default/files/2025-10/Defence-Annual-Report-2024-25.pdf",
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    "snapshot_built_at": "2026-05-13T11:02:37+00:00",
    "strategy_brief_meta": {
      "model": "nova-micro",
      "folder": "Australian-Army",
      "annual_report": {
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