{ "entity_id": "O-000781", "folder": "Australian-Criminal-Intelligence-Commission", "name": "Australian Criminal Intelligence Commission", "type": "Non-corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Home Affairs", "website": "http://www.acic.gov.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 11, "n_kpi_targets": 6, "n_kpi_results": 6, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To protect Australia from serious criminal threats by collecting, assessing and disseminating intelligence and policing information. [AR p.5] [CP p.5]", "official_site_url": "http://www.acic.gov.au", "source_documents": [ { "type": "annual_report", "title": "ACIC Annual Report 2023-24", "url": "https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "ACIC Annual Report 2022–23", "url": "https://www.acic.gov.au/sites/default/files/2023-10/2022-23_acic_annual_report_web.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "ACIC Annual Report 2021–22", "url": "https://www.acic.gov.au/sites/default/files/2022-10/2021-22%20ACIC%20Annual%20Report.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2020–21", "url": "https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.pdf", "period": "2020-21", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2019–20", "url": "https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf", "period": "2019-20", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate Plan 2025–26", "url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "period": "2025-26", "confidence": "high" } ], "purpose": { "text": "To protect Australia from serious criminal threats by collecting, assessing and disseminating intelligence and policing information. [AR p.5] [CP p.5]", "source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "source_page": 5, "source_deep_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=5" }, "vision": { "text": "An Australia hostile to criminal exploitation. [AR p.2]", "source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "source_page": 2, "source_deep_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=2" }, "strategic_priorities": [ { "title": "To protect Australia from serious criminal threats by collecting, assessing and disseminating intelligence and policing ", "description": "To protect Australia from serious criminal threats by collecting, assessing and disseminating intelligence and policing information.", "source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "source_page": 5, "source_deep_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=5" } ], "values": [ { "name": "Integrity", "description": "", "source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "source_page": null }, { "name": "Respect", "description": "", "source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "source_page": null }, { "name": "Innovation", "description": "", "source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "source_page": null }, { "name": "Excellence", "description": "", "source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "source_page": null }, { "name": "Courage", "description": "", "source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: To protect Australia from criminal threats through coordinating a strategic response and the collection, assessment and dissemination of intelligence and policing information.", "description": "The ACIC supports the protection of Australia from criminal threats through developing and coordinating innovative disruption strategies that disable or dismantle criminal groups. The ACIC, through Board-approved special investigations and special operations collects, assesses and disseminates criminal intelligence to improve the national ability to respond to crime affecting Australia. The ACIC provides high-quality national policing information systems and services to Commonwealth and law enforcement partners and keeps the community safe through delivery of background checking services to support employment or entitlement decisions.", "activities": [ "To collect, analyse and communicate intelligence relating to serious and organised crime impacting Australia, including where it has a transnational dimension.", "To ensure that there are systems and services that enable criminal intelligence and police information to be shared across jurisdictions, including the provision of nationally coordinated criminal history checks." ], "source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "source_page": 15, "source_deep_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=15" } ], "performance_measures": [ { "code": "CCE01", "measure": "Percentage of stakeholders that requested an additional intelligence product disclosure", "target": "Equal to or greater than 60%", "latest_result": "Fully met", "status": "Achieved", "target_source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "target_source_page": 15, "result_source_url": "https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF", "result_source_page": 6 }, { "code": "CCE02", "measure": "ACIC intelligence insights and advice are impactful, informed and influential on partner operational or policy activities", "target": "Equal to or greater than 80%", "latest_result": "Substantially met", "status": "Substantially achieved", "target_source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "target_source_page": 15, "result_source_url": "https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF", "result_source_page": 6 }, { "code": "CCE03", "measure": "National system availability", "target": "Collective attainment of A rating equal to or greater than 'substantially met'", "latest_result": "Eleven of the 12 national information systems met or exceeded the availability benchmarks set by the ACIC Board.", "status": "Achieved", "target_source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "target_source_page": 16, "result_source_url": "https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF", "result_source_page": 6 }, { "code": "CCE04", "measure": "Stakeholders agree or strongly agree that ACIC national policing information systems are of value to their work", "target": "Equal to or greater than 80%", "latest_result": "80% agreed", "status": "Substantially achieved", "target_source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "target_source_page": 17, "result_source_url": "https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF", "result_source_page": 6 }, { "code": "CCE05", "measure": "Percentages of ACIC components for urgent checks and standard checks that are delivered on time", "target": "Urgent checks completed in 5 business days: Equal to or greater than 95%, Standard checks completed in 10 business days: Equal to or greater than 95%", "latest_result": "98.4% of urgent checks and 97.2% of standard checks within benchmarks set by the ACIC Board.", "status": "Achieved", "target_source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "target_source_page": 18, "result_source_url": "https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF", "result_source_page": 6 }, { "code": "CCE06", "measure": "The ACIC undertakes audits of accredited bodies and ensures their compliance with established timeframes", "target": "Equal to or greater than 10%", "latest_result": "The ACIC audited 24% of accredited bodies, exceeding the target of 10%.", "status": "Achieved", "target_source_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF", "target_source_page": 19, "result_source_url": "https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF", "result_source_page": 6 } ], "document_alignment_terms": { "must_support": [ "To protect Australia from serious criminal threats by collecting, assessing and disseminating intelligence and policing information. [AR p.5] [CP p.5]", "An Australia hostile to criminal exploitation. [AR p.2]", "To protect Australia from serious criminal threats by collecting, assessing and disseminating intelligence and policing information." ], "watch_terms": [ "Percentage of stakeholders that requested an additional intelligence product disclosure", "ACIC intelligence insights and advice are impactful, informed and influential on partner operational or policy activities", "National system availability", "Stakeholders agree or strongly agree that ACIC national policing information systems are of value to their work", "Percentages of ACIC components for urgent checks and standard checks that are delivered on time", "The ACIC undertakes audits of accredited bodies and ensures their compliance with established timeframes" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Australian Criminal Intelligence Commission — Strategy Brief\n\n**Reporting period**: 2023-24\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2023-24](https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)\n**Corporate Plan**: [2025-26](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF)\n\n## Vision\n\n> An Australia hostile to criminal exploitation. [AR p.2](https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=2) [[CP p.2](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=2)(https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=2)]\n\n## Our purpose / purposes\n\n> To protect Australia from serious criminal threats by collecting, assessing and disseminating intelligence and policing information. [AR p.5](https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=5) [CP p.5](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=5) [[CP p.5](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=5)(https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=5)]\n\n## How we deliver\n\n> We share our intelligence, information and work with a range of partners to make Australia hostile to criminals who harm our communities and our national interests. [CP p.6](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=6) [[CP p.6](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=6)(https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=6)]\n\n## Government priorities for this department\n\n- To protect Australia from serious criminal threats by collecting, assessing and disseminating intelligence and policing information. [[CP p.5](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=5)(https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=5)]\n\n## Outcomes\n\n### Outcome 1: To protect Australia from criminal threats through coordinating a strategic response and the collection, assessment and dissemination of intelligence and policing information.\nThe ACIC supports the protection of Australia from criminal threats through developing and coordinating innovative disruption strategies that disable or dismantle criminal groups. The ACIC, through Board-approved special investigations and special operations collects, assesses and disseminates criminal intelligence to improve the national ability to respond to crime affecting Australia. The ACIC provides high-quality national policing information systems and services to Commonwealth and law enforcement partners and keeps the community safe through delivery of background checking services to support employment or entitlement decisions. [[CP p.15](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=15)(https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=15)]\n\n**Key activities:**\n- To collect, analyse and communicate intelligence relating to serious and organised crime impacting Australia, including where it has a transnational dimension.\n- To ensure that there are systems and services that enable criminal intelligence and police information to be shared across jurisdictions, including the provision of nationally coordinated criminal history checks.\n\n## Values and principles\n\n_None_\n\n- Integrity\n- Respect\n- Innovation\n- Excellence\n- Courage\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 | Percentage of stakeholders that requested an additional intelligence product disclosure | Equal to or greater than 60% | [CP p.15](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=15)(https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=15) |\n| CCE02 | ACIC intelligence insights and advice are impactful, informed and influential on partner operational or policy activities | Equal to or greater than 80% | [CP p.15](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=15)(https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=15) |\n| CCE03 | National system availability | Collective attainment of A rating equal to or greater than 'substantially met' | [CP p.16](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=16)(https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=16) |\n| CCE04 | Stakeholders agree or strongly agree that ACIC national policing information systems are of value to their work | Equal to or greater than 80% | [CP p.17](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=17)(https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=17) |\n| CCE05 | Percentages of ACIC components for urgent checks and standard checks that are delivered on time | Urgent checks completed in 5 business days: Equal to or greater than 95%, Standard checks completed in 10 business days: Equal to or greater than 95% | [CP p.18](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=18)(https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=18) |\n| CCE06 | The ACIC undertakes audits of accredited bodies and ensures their compliance with established timeframes | Equal to or greater than 10% | [CP p.19](https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=19)(https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF#page=19) |\n\n## How they performed last year (results from 2023-24 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Percentage of stakeholders that requested an additional intelligence product disclosure | Fully met | Achieved | [AR p.6](https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=6)(https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=6) |\n| CCE02 | ACIC intelligence insights and advice are impactful, informed and influential on partner operational or policy activities | Substantially met | Substantially achieved | [AR p.6](https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=6)(https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=6) |\n| CCE03 | National system availability | Eleven of the 12 national information systems met or exceeded the availability benchmarks set by the ACIC Board. | Achieved | [AR p.6](https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=6)(https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=6) |\n| CCE04 | Stakeholders agree or strongly agree that ACIC national policing information systems are of value to their work | 80% agreed | Substantially achieved | [AR p.6](https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=6)(https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=6) |\n| CCE05 | Percentages of ACIC components for urgent checks and standard checks that are delivered on time | 98.4% of urgent checks and 97.2% of standard checks within benchmarks set by the ACIC Board. | Achieved | [AR p.6](https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=6)(https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=6) |\n| CCE06 | The ACIC undertakes audits of accredited bodies and ensures their compliance with established timeframes | The ACIC audited 24% of accredited bodies, exceeding the target of 10%. | Achieved | [AR p.6](https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=6)(https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF#page=6) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Australian Criminal Intelligence Commission - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:06:01.954720+00:00\n**Entity ID**: O-000781\n**Entity type**: Non-corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Home Affairs\n**Website**: http://www.acic.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| corporate-plans | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 23 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 17]\nPERFORMANCE ACIC CORPORATE PLAN 2025–26\nKey activities and performance measures\nIn 2025–26, we will achieve our purpose and deliver our outcome through 2 key activities:\n• Key activity 1: To collect, analyse and communicate intelligence relating to serious and organised crime\nimpacting Australia, including where it has a transnational dimension.\n• Key activity 2: To ensure that there are systems and services that enable criminal intelligence and police\ninformation to be shared across jurisdictions, including the provision of nationally coordinated criminal\nhistory checks.\n Source: `corporate-plans/2025-26.pdf (https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF)`\n- [Page 9]\nContents\nSection 1: Agency overview 1\nWho we are and what we do\n„ Chief Executive Officer’s review 2\n„ About us 5\n„ Our organisation 7\n„ Our outcome 10\n„ Our stakeholders 12\n„ Australia’s criminal environment 14\nSection 2: Annual performance 17\nHow we achieved our purpose and managed our finances\n„ Annual performance statements 18\n„ Overview of financial performance 63\nSection 3: Management and accountability 71\nOur governance, people and resources\n„ Governance context 72\n„ Internal governance 72\n„ External scrutiny 86\n„ Our people 96\n„ Resource management 109\nSection 4: Audited financial statements 115\nOur financial statements for 2019–20\n„ Independent Auditor’s Report 116\n„ Statement by the Accountable Authority and Chief Financial Officer 118\n„ Financial statements 119\n„ Notes to and forming part of the financial statements 126\nSection 5: Appendices and references 145\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n- Our purpose is stated in the ACIC’s Corporate Plan 2019–20 and Strategic Plan 2018–23, and is\naligned with Outcome 1 and Program 1.1 in the ACIC’s Portfolio Budget Statements 2019–20,\nas shown in Figure 2.1.\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n- [Page 29]\nS2\nSection 2 19\nAnnual performance\nANNUAL\nPERFORMANCE\nFigure 2.1: Outcome and program framework\nStrategic plan\nCorporate plan\nPortfolio budget statements\nApproach Purpose/Outcome 1 Program 1.1 Australian Criminal\nWe connect, discover The purpose of the ACIC Intelligence Commission\nand understand to is to make Australia safer The ACIC will improve the national\nimprove the national through improved national ability to respond to crime affecting\nability to respond ability to discover, understand Australia through the discovery\nto crime impacting and respond to current and and understanding of new and\nAustralia emerging crime, including the emerging crime threats—working\nability to connect police and with and connecting partners to\nlaw enforcement to essential build the picture of crime impacting\ncriminal intelligence, policing Australia.\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n\n### Role and Functions\n\n- 5\nnoiretirc\necnamrofreP\nACIC intelligence is helping to make Australia more hostile to crime \nSource: Portfolio Budget Statements 2020–21, page 97; Corporate Plan 2020–21, page 18\nMeasured by\nCase study of an intelligence product we have developed that has resulted in an operational\noutcome, or a legislative, policy or regulatory reform\nWe participate in the development, implementation and evaluation of policy and legislation\nrelating to our powers and functions, emerging issues and trends, and oversight of the broader\nintelligence and law enforcement community.\n Source: `annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.pdf)`\n- Source: Portfolio Budget Statements 2021–22, page 98; Corporate Plan 2021–22, page 19\nMEASURED BY TARGET\nCase study of an intelligence product developed that has resulted in an operational ≥ 1\noutcome or legislative, policy or regulatory reform\nMaking Australia more hostile to crime\nWe participate in the development, implementation and evaluation of policy and legislation\nrelating to our powers and functions, emerging issues and trends, and oversight of the broader\nintelligence and law enforcement community.\n Source: `annual-reports/2021-22.pdf (https://www.acic.gov.au/sites/default/files/2022-10/2021-22%20ACIC%20Annual%20Report.pdf)`\n- The ACIC administered one portfolio outcome and one program in 2024–25, as set out\nin the Attorney-General’s Portfolio Budget Statements 2024–25:\nOutcome 1\nTo protect Australia from criminal threats through coordinating a strategic response and\nthe collection, assessment and dissemination of intelligence and policing information.\n Source: `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf (https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf)`\n- Legal authority: Australian Crime Commission Act 2002 section 59C\nThe purposes of the National Policing Information Systems and Services Special Account (NPISS Special Account) are defined by section 59E of the Australian\nCrime Commission Act 2002 and are:\n(a) paying for scoping, developing, procuring, implementing and operating information technology systems and services in connection with the national\npolicing information functions;\n(b) paying or discharging the costs, expenses and other obligations incurred by the Commonwealth in the performance of the national policing information\nfunctions;\n(c) paying any remuneration and allowances payable to any person under this Act in relation to the national policing information functions;\n(d) meeting the expenses of administering the Account;\n Source: `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf (https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf)`\n- [Page 125]\nPGPA Rule Part of\nreference report Description Requirement\n17AE(1)(b) Not An outline of the structure of the portfolio of Portfolio\napplicable the entity. departments\n– Mandatory\n17AE(2) Not Where outcomes and programs administered by the If applicable,\napplicable entity differ from any Portfolio Budget Statement, Mandatory\nPortfolio Additional Estimates Statement or other\nportfolio estimates statement that was prepared for\nthe entity for the period, include details of variation\nand reasons for change.\n Source: `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf (https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf)`\n- Our performance indicators this year reflect our strategic outlook and directly align with our\nStrategic Plan 2018–23, Corporate Plan 2019–20 and Portfolio Budget Statements 2019–20.\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n\n### Strategic Priorities\n\n- [Page 109]\n• approved the extension of the Transnational Criminal Intelligence Task Force (Vestigo Task\nForce), for the sharing of criminal information and intelligence in relation to transnational\nserious organised crime for the Five Eyes Law Enforcement Group and trusted international\npartner agencies\n• approved the extension of the authority for the ACIC to maintain national policing information\nsystems for and on behalf of the states and territories\n• considered arrangements for the funding and progress of the National Criminal Intelligence\nSystem and the National Firearms Register\n• considered the ACIC’s 2024–25 investment proposals\n• approved the ACIC Strategic Direction 2024–28, which sets out the agency’s key priorities for\nthe next 4 years, together with the capabilities required to achieve our strategic objectives.\n Source: `annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)`\n- Meetings\nIn 2020–21, the board met 4 times and:\n„ reviewed the ACIC’s strategic priority areas, planned activity and response to identified\nthreats, and determined the priorities for special ACIC investigations and special\nACIC operations\n„ established the ACIC Board National Policing Systems Subcommittee (under section 7K\nof the ACC Act), which is responsible for considering matters in relation to national policing\nsystems and the National Policing Information Systems and Services Special Account, and\nmaking recommendations to the Board for endorsement\n74 Australian Criminal Intelligence Commission\nAnnual Report 2020–21\n Source: `annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.pdf)`\n- Meetings\nIn 2019–20, the board met three times and:\n„ reviewed the ACIC’s strategic priority areas, planned activity and response to\nidentified threats, and determined the priorities for the ACIC’s special investigations\nand special operations\n„ considered arrangements for the National Criminal Intelligence System\n90 Australian Criminal Intelligence Commission\nAnnual Report 2019–20\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n- [pages 84,85,86]\noard is established by section 7B of the ACC Act and is responsible for providing\nstrategic direction to the ACIC and setting strategic priorities for the agency.\n Source: `annual-reports/2021-22.pdf (https://www.acic.gov.au/sites/default/files/2022-10/2021-22%20ACIC%20Annual%20Report.pdf)`\n- [Page 93]\nS3\nSection 3 Management and accountability 85\nMANAGEMENT\nAND\nACCOUNTABILITY\nACIC Board\nThe ACIC Board is established by section 7B of the ACC Act and is responsible for providing\nstrategic direction to the ACIC and setting strategic priorities for the agency.\n Source: `annual-reports/2022-23.pdf (https://www.acic.gov.au/sites/default/files/2023-10/2022-23_acic_annual_report_web.pdf)`\n- Our strategic planning framework connects our strategic direction and priorities as approved by\nthe ACIC Board, key activities, risk assessment, resource allocation, performance measurement\nand monitoring, as shown in Figure 3.2.\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n- [Page 88]\nFigure 3.2: Strategic planning framework\nAustralian Crime Commission Act 2002\nPublic Governance, Performance\nand Accountability Act 2013\nACIC Board strategic direction Portfolio budget statements\nSets the strategic direction and priorities for the Australian Criminal Set the financial year outcome, proposed allocation of\nIntelligence Commission, including approving the strategic plan, government resources and performance criteria.\nsetting priority crime themes, approving special operations and\nspecial investigations and determining priorities for national\npolicing information systems.\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n- [Page 17]\nPERFORMANCE ACIC CORPORATE PLAN 2025–26\nKey activities and performance measures\nIn 2025–26, we will achieve our purpose and deliver our outcome through 2 key activities:\n• Key activity 1: To collect, analyse and communicate intelligence relating to serious and organised crime\nimpacting Australia, including where it has a transnational dimension.\n• Key activity 2: To ensure that there are systems and services that enable criminal intelligence and police\ninformation to be shared across jurisdictions, including the provision of nationally coordinated criminal\nhistory checks.\n Source: `corporate-plans/2025-26.pdf (https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF)`\n- Table 5: Performance measure 4\nMeasure\nStakeholders agree or strongly agree that ACIC national policing information systems are of value to their work\nTarget 2025–26 2026–27 2027–28 2028–29\nStakeholder survey\nEqual to or Equal to or Equal to or Equal to or\nrespondents deliver ‘agree’ or\ngreater than 80% greater than 80% greater than 80% greater than 80%\n‘strongly agree’ ratings\nRationale\nThe national policing information systems are a key deliverable and joint initiative with partners,\nserving Australian law enforcement and government agencies.\n Source: `corporate-plans/2025-26.pdf (https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF)`\n- [Page 6]\n2019–20 highlights\nWe DISCOVER and UNDERSTAND more about the picture of crime impacting Australia through\nour intelligence collection and analysis, investigations, operations and collaborations\n208 previously unknown 6 potential new Australian\ntargets discovered Priority Organisation Targets\n(APOTs) listed\n139 intelligence products\ncontaining examination 157 examinations to discover\nmaterial finalised new information about\nserious and organised crime\n153 analytical intelligence\nconducted\nproducts finalised\nkey reports produced on gangs, cybercrime, wastewater drug data and emerging\nthreats from criminal encrypted communications\n85% of stakeholders surveyed agreed that the ACIC provides information and\nintelligence on changes in the crime environment (such as new crime threats,\nmethods, trends and patterns)\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Table 2: Performance measure 1\nMeasure\nPercentage of stakeholders that requested an additional intelligence product disclosure\nTarget 2025–26 2026–27 2027–28 2028–29\nEqual to or Equal to or Equal to or Equal to or\nAdditional disseminations\ngreater than 60% greater than 60% greater than 60% greater than 60%\nRationale\nAdditional disseminations of products indicate that partners find ACIC products of interest or valuable to their\nwork and that ACIC intelligence needs to be shared further.\n Source: `corporate-plans/2025-26.pdf (https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF)`\n- Table 3: Performance measure 2\nMeasure\nACIC intelligence insights and advice are impactful, informed and influential on partner operational or policy activities\nTarget 2025–26 2026–27 2027–28 2028–29\nStakeholder survey\nEqual to or Equal to or Equal to or Equal to or\nrespondents deliver ‘agree’ or\ngreater than 80% greater than 80% greater than 80% greater than 80%\n‘strongly agree’ ratings\nRationale\nIntelligence can be applied to and may inform law, regulation and policy as well as operational strategies\nadopted by partners.\n Source: `corporate-plans/2025-26.pdf (https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF)`\n- [Page 19]\nPERFORMANCE ACIC CORPORATE PLAN 2025–26\nTable 4: Performance measure 3\nMeasure\nNational system availability\nTarget 2025–26 2026–27 2027–28 2028–29\nCollective attainment of A rating equal to A rating equal to A rating equal to A rating equal to\nboard benchmarks across or greater than or greater than or greater than or greater than\nall systems ‘substantially met’ ‘substantially met’ ‘substantially met’ ‘substantially met’\nRationale\nThe ACIC’s national policing information systems, which currently include 17 individual but interlinked\nIT systems, provide frontline policing and intelligence information services fundamental to police and\ncommunity safety.\n Source: `corporate-plans/2025-26.pdf (https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF)`\n- Table 5: Performance measure 4\nMeasure\nStakeholders agree or strongly agree that ACIC national policing information systems are of value to their work\nTarget 2025–26 2026–27 2027–28 2028–29\nStakeholder survey\nEqual to or Equal to or Equal to or Equal to or\nrespondents deliver ‘agree’ or\ngreater than 80% greater than 80% greater than 80% greater than 80%\n‘strongly agree’ ratings\nRationale\nThe national policing information systems are a key deliverable and joint initiative with partners,\nserving Australian law enforcement and government agencies.\n Source: `corporate-plans/2025-26.pdf (https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF)`\n- Table 6: Performance measure 5\nMeasure\nPercentages of ACIC components for urgent checks and standard checks that are delivered on time\nTarget 2025–26 2026–27 2027–28 2028–29\nUrgent checks completed Equal to or Equal to or Equal to or Equal to or\nin 5 business days greater than 95% greater than 95% greater than 95% greater than 95%\nStandard checks completed Equal to or Equal to or Equal to or Equal to or\nin 10 business days greater than 95% greater than 95% greater than 95% greater than 95%\nRationale\nNational Police Checking Service requests require prioritisation and triage, including time frames for completion.\n Source: `corporate-plans/2025-26.pdf (https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF)`\n- [Page 21]\nPERFORMANCE ACIC CORPORATE PLAN 2025–26\nTable 7: Performance measure 6\nMeasure\nThe ACIC undertakes audits of accredited bodies and ensures their compliance with established timeframes\nTarget 2025–26 2026–27 2027–28 2028–29\nAccredited bodies subject to Equal to or Equal to or Equal to or Equal to or\nan audit or compliance check greater than 10% greater than 10% greater than 10% greater than 10%\nRationale\nThe ACIC, the Australian Government and members of the community need to be able to have trust in\nthe National Police Checking Service.\n Source: `corporate-plans/2025-26.pdf (https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF)`\n- [Page 64]\nTable 2.13: Police history checks submitted\nMeasure Four-year historical average 2019–20\nNumber of nationally coordinated\n5,002,569  5,634,321\ncriminal history checks submitted\n Result 5% or more above historical average\nThe NPCS timeliness measure shown in Table 2.14 is not only an ACIC performance measure,\nbut also one shared by our police partners in providing this service to the wider community\nand other agencies.\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n- Table 2.8: National Police Checking Service system availability\nService type System 2020–21 Board-agreed benchmark\n(%) (%)\nChecking National Police Checking 99.93 99.00 \nService/NPCS Support System\n= Benchmark met\n31\nnoiretirc\necnamrofreP\nThe ACIC contributes to community safety by delivering timely\nO\ninformation to support employment decisions\nSource: Portfolio Budget Statements 2020–21, page 97; Corporate Plan 2020–21, page 20\nMeasured by Target\nTime taken to perform urgent and non-urgent checks Board-agreed\nbenchmarks\nThis measure is not only an ACIC performance measure but one shared by our police partners\nand accredited bodies providing this service to the wider community.\n Source: `annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.pdf)`\n- Source: Portfolio Budget Statements 2023–24, page 97; Corporate Plan 2023–24, page 22\nMeasure Target Measure result\n1.1 \u0007Number of high-threat criminal targets High-threat criminal Fully met\nidentified targets are identified\n1.2 \u0007Proportion of high-threat criminal targets High-threat criminal Fully met\nimpacted targets are impacted\n1.3 \u0007Qualitative examples of ACIC discovery of ≥\u00071 Fully met\nevolving criminal threats to Australia\nPerformance criterion 1 result Fully met\nWe fully met this performance criterion, as the targets for all measures were fully met.\n Source: `annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)`\n- Source: Portfolio Budget Statements 2023–24, page 97; Corporate Plan 2023–24, page 22\nMeasure Target Measure result\n2.1 \u0007Number of intelligence products produced ≥\u00074-year\u0007average Fully met\n2.2 \u0007Percentage of intelligence products derived Intelligence products Fully met\nfrom th P e e A er C -r I e C v ’ i s e w co ed re jo c u a r p na a l b s ility pillars are derived from the 49\nACIC’s core capability\nBooks and book sections pillars 26\n2.3 \u0007Perce G n o ta ve g r e n m o e f n in t t p e u l b li l g ic e a n ti c o e n s products 11 Products are produced Fully met\nproduced by priority crime theme by priority crime theme\nParliamentary documents 7\n2.4 \u0007Qualitative examples of products ≥\u00073 Fully met\nInterna\nd\nti\ne\no\nv\nn\ne\nal\nl o\nre\np\np\ne\no\nd\nrt s\nfo\na\nr\nn\nd\nd\ni\nc\nff\no\ne\nn\nr\nf\ne\ne\nn\nre\nt\nn\nc\nc\nr\ne\ni\ns\nme th4emes\nPerformance criterion 2 result Fully met\nAustralian publications 3\n Source: `annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)`\n- Source: Portfolio Budget Statements 20023–24, page 1907; Corporate2 P0lan 2023–243,0 page 22 40 50\n• ALL COLUMN AND PIE CHARTS ARE CREATED USING DATA IN ILLUSPTeRrAcTeOnRta TgHeE (N% )COPIED AND TEXT ADDED IN INDESIGN\nMeasure Target Measure result\n3.1 \u0007Number of requests for information the ≥\u00074-year\u0007average Substantially met\nACIC finalised\n3.2 \u0007Number of times that intelligence products ≥\u00074-year\u0007average Fully met\n• Figure 2.2: Intelligence products produced\nwere disseminated\n3.3 \u0007Number of partners receiving ≥\u00074-year\u0007average Fully met\ndisseminations\n3.4 \u0007Number of times that products were ≥\u00074-year\u0007average Fully met\nAnalytical Tactical\ndisseminated to ACIC Board agencies,\nnon-board agencies and international 2,618 2,722\n170\npartners160 2,396 2,434\n153\n2,106\nPerformance criterion 3 result Substantially met\n120\n101\n Source: `annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)`\n- Source: Portfolio Budget Statements 2023–24, page 97; Corporate Plan 2023–24, page 22\nMeasure Target Measure result\n4.1 \u0007Number of disruptions recorded ≥\u00074-year\u0007average Substantially met\n4.2 \u0007Number of joint projects initiated Joint projects are Fully met\ninitiated, to be\nbenchmarked against\nthe 4-year average in\n2024–25\n4.3 \u0007Qualitative examples of responses to ≥\u00071 Fully met\ncriminal activity affecting Australia\nPerformance criterion 4 result Substantially met\nWe substantially met this performance criterion, as the targets for 2 of the 3 measures were\nfully met.\n Source: `annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)`\n- Source: Portfolio Budget Statements 2023–24, page 97; Corporate Plan 2023–24, page 22\nMeasure Target Result\n5.1 \u0007Case study of an intelligence product ≥\u00071 Fully met\ndeveloped that has resulted in an\noperational outcome or identified\nopportunity for legislative, policy or\nregulatory reform\nPerformance criterion 5 result Fully met\nWe fully met this performance criterion.\n Source: `annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)`\n- Source: Portfolio Budget Statements 2023–24, page 97; Corporate Plan 2023–24, page 22\nMeasure Target Measure result\n6.1 \u0007Number of requests for additional ≥\u00074-year\u0007average Fully met\ndisseminations of our intelligence products\n6.2 \u0007Stakeholders agree or strongly agree that 82% of stakeholder Partially met\nthe ACIC provides intelligence products survey respondents\nthat identify changes within the criminal\nenvironment\n6.3 \u0007Stakeholders agree or strongly agree 82% of stakeholder Fully met\nthat ACIC intelligence products survey respondents\nprovide a comprehensive and relevant\nunderstanding of crime impacting Australia\nPerformance criterion 6 result Substantially met\nWe substantially met this performance criterion, as the targets for 2 of the 3 measures were\nfully met.\n Source: `annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $244.602 million, $140.761 million, $239.276 million, $5, 244.602 million, 140.761 million | [Page 7]\n2019–20 highlights\nWe CONNECT police and law enforcement to essential criminal intelligence, policing knowledge\nand information, unite our partners and share knowledge\n14 systems that help our 14,507 information and intelligence\npartners prevent, detect products disseminated among\nand reduce crime in the 321 national and international\ncommunity provided law enforcement partners and\nother stakeholders\nAustralian Firearms 3 National Wastew | `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)` |\n| $233.770 million, $252.591 million, $152.740 million, $18.821 million, $95.786 million, $4.065 million | 112 compliance audits and 6.2 million nationally\n194 education sessions conducted coordinated criminal\nfor National Police Checking Service history checks\naccredited bodies processed\nOur financial performance is underpinned by an accountable and transparent\ngovernance framework.\n$233.770 million\n$252.591 million total revenue\ntotal expenses\n$152.740 million\nown source income $18.821 million\noperating surplus\n$95.786 million\nrevenue from governmen | `annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.pdf)` |\n| $297.021 million, $146.985 million, $150.036 million, $305.021 million, $8.000 million, 297.021 million | [Page 3]\nResources\nOur financial performance was underpinned by an accountable and transparent\ngovernance framework.\n• $297.021 million total revenue\n– $146.985 million revenue from government\n– $150.036 million own source income\n• $305.021 million total expenses\n• $8.000 million operating deficit\nOur people were skilled, experienced and diverse.\n• 868 staff – 409 male, 450 female and 9 non-binary – at 30 June\n• 64 secondees and task force member | `annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)` |\n| $5.612 million, $3.410 million, $3.449 million, 5.612 million, 3.410 million, 3.449 million | The improvement was primarily driven by:\n• growth in services revenue of $5.612 million due to arrangements with other government\nagencies entered into after the 2023–24 Budget\n• underspend in supplier expenses of $3.410 million due to resourcing and supply chain\nconstraints\n• an increase in employee expenses of $3.449 million due to impact of the ACIC Enterprise\nAgreement 2024–27. | `annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)` |\n| $27.3 million, $28 , $1 million, $14.9 million, 27.3 million, 1 million | Primary variances to budget include:\n• services revenue growing by $27.3 million due to the approved increase to National Police\nChecking Service (NPCS) charges to $28 per nationally coordinated criminal history check,\nwhich came into effect on 1 July 2024\n• contracted services to support program delivery exceeding budget by $1 million\n• employee expenses being higher than budgeted by $14.9 million as a result of increased\nstaffing costs. | `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf (https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf)` |\n| $51.575m, $127.331m, $75.756m, $38.023 million, $15.917 million, $22.106 million | Figure 2.13: Revenue from government\nTied funding\n$51.575m\nRevenue from\ngovernment\n$127.331m\nBase funding\n$75.756m\nThe tied funding in 2021–22 consisted of:\n„ $38.023 million additional funding as per the 2021–22 portfolio budget statements,\nwhich included $15.917 million to connect NCIS with mid-late adopters and sustain NCIS,\nand $22.106 million to increase the ACIC base funding\n„ $4.934 million to support development of a criminal intelligence | `annual-reports/2021-22.pdf (https://www.acic.gov.au/sites/default/files/2022-10/2021-22%20ACIC%20Annual%20Report.pdf)` |\n| 2,350\nStaff | Note 1.1B: Suppliers\nGoods and services\nIT support and maintenance 47,196 41,801\nConsultants and contractors 34,723 24,894\nJurisdiction fees and payments 10,908 13,361\nProperty and security expenses 5,994 5,185\nOperational expenses 3,536 3,996\nCommunication 4,062 3,956\nSecondee placements reimbursed to state, territory and 1,732 3,114\nCommonwealth agencies\nTravel 3,768 2,350\nStaff development and training 1,794 1,504\nLegal expenses 1,661 1,326\nOf | `annual-reports/2021-22.pdf (https://www.acic.gov.au/sites/default/files/2022-10/2021-22%20ACIC%20Annual%20Report.pdf)` |\n\n## Key Achievements\n\n- Table 6: Performance measure 5\nMeasure\nPercentages of ACIC components for urgent checks and standard checks that are delivered on time\nTarget 2025–26 2026–27 2027–28 2028–29\nUrgent checks completed Equal to or Equal to or Equal to or Equal to or\nin 5 business days greater than 95% greater than 95% greater than 95% greater than 95%\nStandard checks completed Equal to or Equal to or Equal to or Equal to or\nin 10 business days greater than 95% greater than 95% greater than 95% greater than 95%\nRationale\nNational Police Checking Service requests require prioritisation and triage, including time frames for completion.\n Source: `corporate-plans/2025-26.pdf (https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF)`\n- [Page 7]\n2019–20 highlights\nWe CONNECT police and law enforcement to essential criminal intelligence, policing knowledge\nand information, unite our partners and share knowledge\n14 systems that help our 14,507 information and intelligence\npartners prevent, detect products disseminated among\nand reduce crime in the 321 national and international\ncommunity provided law enforcement partners and\nother stakeholders\nAustralian Firearms 3 National Wastewater Drug\nInformation Network system Monitoring Program reports\nenhancements delivered released\n89% of stakeholders surveyed that used our services and systems agreed that\nour information and intelligence services were valuable to the work of their\norganisation\nOur FINANCIAL PERFORMANCE is underpinned by an accountable and transparent\ngovernance framework\n$244.602 million total $140.761 million own source\nrevenue income\n$239.276 million total $5.\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n- Measure Target Results\n3.1 National system availability Board benchmarks Fully met\n3.2 Percentages of ACIC components 95% or more of urgent checks are Fully met\nfor urgent checks and non-urgent completed on time; 95% or more\nchecks that are delivered on time of non-urgent checks are\ncompleted on time\n3.3 The ACIC undertakes audits 10% or more of accredited Fully met\nof accredited entities and bodies are subject to an audit or\nensures their compliance within compliance check\nestablished timeframes\nNational Police Checking Service overall assessment Fully met\nThe National Police Checking Service Support System fully met its ACIC Board benchmark\nfor availability (performance measure 3.1).\n Source: `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf (https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf)`\n- [Page 54]\nMeasure 3.2 – Percentages of ACIC components for urgent checks and non-urgent checks that\nare delivered on time\nASSESSMENT\nTarget 95% or more of urgent checks are completed on time;\n95% or more of non-urgent checks are completed on time\nResult 99.52% of urgent checks completed on time;\n98.94% of non-urgent checks completed on time – Fully met\nJustification of result The continued use of the process improvements commenced\nin 2023–24 underpins the result.\n Source: `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf (https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf)`\n- During 2020–21, the ACIC:\n„ participated in an online panel discussion with the Department of Home Affairs to celebrate\nInternational Women’s Day and discuss ways to recognise and improve gender equality in\nthe workplace\n„ supported our staff to participate in the Women in Law Enforcement Strategy mentoring\nprogram co-chaired by the ACIC Gender Equality Deputy Champion\n„ completed a review and tracking of the recruitment process to ensure that its processes\nand language are equitable\n„ finalised the gender action plan report, to highlight progress and make recommendations\nfor future initiatives.\n Source: `annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.pdf)`\n- [Page 74]\nThe timeliness results for 2023–24 represent a record achievement for the NPCS, being the\nhighest percentages of checks completed on time since the system was implemented in 2012, as\nwell as the first time both benchmarks were met.\n Source: `annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)`\n- We made significant progress to improve the proportion of checks\ncompleted on time, which increased from 94.45% in 2021–22 to 94.72% in 2022–23 for standard\nchecks and from 89.00% in 2021–22 to 95.68% in 2022–23 for urgent checks.\n Source: `annual-reports/2022-23.pdf (https://www.acic.gov.au/sites/default/files/2023-10/2022-23_acic_annual_report_web.pdf)`\n- [Page 2]\nSnapshot of 2023–24\nPerformance highlights\nWe delivered mission critical intelligence on the highest-level transnational\nserious and organised crime threats impacting Australia, and played a critical\nrole in bringing partners together to build operational strategies and\ncoordinate disruption activities.\n• We produced 170 analytical intelligence and 2,722 tactical intelligence\nproducts.\n• We made 18,745 disseminations of intelligence products among 276 partners.\n• Our intelligence contributed to 43 disruptions of criminal entities.\n• Our intelligence contributed to the seizure of drugs with an estimated\nstreet value of $1.0 billion and cash and assets worth $10.9 million.\n Source: `annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)`\n- [Page 6]\n2019–20 highlights\nWe DISCOVER and UNDERSTAND more about the picture of crime impacting Australia through\nour intelligence collection and analysis, investigations, operations and collaborations\n208 previously unknown 6 potential new Australian\ntargets discovered Priority Organisation Targets\n(APOTs) listed\n139 intelligence products\ncontaining examination 157 examinations to discover\nmaterial finalised new information about\nserious and organised crime\n153 analytical intelligence\nconducted\nproducts finalised\nkey reports produced on gangs, cybercrime, wastewater drug data and emerging\nthreats from criminal encrypted communications\n85% of stakeholders surveyed agreed that the ACIC provides information and\nintelligence on changes in the crime environment (such as new crime threats,\nmethods, trends and patterns)\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n- Table 2.12: Searches conducted\nFour-year\nService type System 2019–20\nhistorical average\nNational Police Reference System 36,871,546  38,922,218\nNational Firearms Identification\n18,436  46,999\nDatabase\nAustralian Ballistic Information\nFrontline 2,626  4,329\nNetworka\nAustralian Firearms Information\n40,558  443,921\nNetworkb\nNational Vehicles of Interest System 7,672,305  6,223,497\nBiometric National Automated Fingerprint\n1,487,537  1,507,182\nand forensic Identification System\nCriminal Australian Criminal Intelligence\n368,608  241,517\nintelligence Database\n Result 5% or more above historical average\n Result 5% or more below historical average\na Processes were implemented during 2018–19 to capture statistics from the Australian Ballistic Information Network.\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n- Table 2.14: Police history checks completed on time\nBoard-agreed Four-year\nMeasure 2019–20\nbenchmark historical average\nOn time—standard checks\n95.0% 96.2%  94.9% O\nTarget: 10 days\nOn time—urgent checks\n95.0% 91.1% O 90.8% O\nTarget: 5 days\n Benchmark met\nO Benchmark not met\nStakeholder survey results\nTable 2.15: Stakeholder survey results—Connect 1\nProportion of respondents who agreed or\nstrongly agreed\nSurvey statement\n2019–20 Change 2018–19 2017–18\nACIC national policing and intelligence\n75% +2 73% 67%\nsystems and services are reliable\nACIC national policing and intelligence\n81% +3 78% 79%\nsystems and services are accessible\nThe ACIC is trustworthy in handling our\n83% – 83% 83%\npartners’ information\n54 Australian Criminal Intelligence Commission\nAnnual Report 2019–20\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n- Figure 2.10: Alerts disseminated and requests for information completed\nAlerts disseminateda,b Request for information completed\n27,792\n25,515\n22,114\n15,827\n10,691\n1,241 1,174 1,588 1,380 1,656\n2015–16 2016–17 2017–18 2018–19 2019–20 2015–16 2016–17 2017–18 2018–19 2019–20\na The 2018–19 result for alerts disseminated is below the historical average due to a system issue.\nb The 2019–20 result for alerts disseminated is below the historical average due to the COVID–19 pandemic.\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 92]\nTable 3.2: Audit Committee members (continued)\nName Qualifications, knowledge, skills Meetings Total\nor experience attended/held remunerationa\nJanine Bachelor of Arts (Computing, Statistics) (ANU), 6/6 $11,413\nMcMinn FAICD, CISA, CISM\nJanine is an independent director and\nexecutive adviser with more than 34 years\nexperience in internal audit, risk and\ninformation technology.\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n- [Page 76]\nTable 3.2: Audit Committee members (continued)\nName Qualifications, knowledge, skills Meetings attended\nor experience and remunerationa\nJanine McMinn Bachelor of Arts (Computing, Statistics) (ANU), 4/6\nCeased February 2021 FAICD, CISA, CISM\n$8,387\nJanine is an independent director and executive\nadviser with more than 34 years experience in\ninternal audit, risk and information technology.\n Source: `annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.pdf)`\n- Meetings\nDuring 2021–22, the Audit Committee met 6 times and reviewed matters such as:\n„ financial performance\n„ internal and external audit reports\n„ progress against audit recommendations\n„ planning and performance frameworks and reporting\n„ compliance with legislation\n„ risk oversight and management\n„ Australian National Audit Office activity.\n Source: `annual-reports/2021-22.pdf (https://www.acic.gov.au/sites/default/files/2022-10/2021-22%20ACIC%20Annual%20Report.pdf)`\n- Priorities\nIn 2021–22, we prioritised:\n„ providing advice to our workers in relation to COVID-19 in the workplace and implementing\nCOVID-19 safe protocols to ensure the safety of workers returning to the office, including a\nCOVID-19 vaccination policy\n„ strengthening our existing rehabilitation management system (RMS) to address the areas\nof improvement identified in the 2020–21 audit by making improvements to policy and\nthe RMS risk register\n„ improving our existing work health safety (WHS) and wellbeing systems by promoting a\nshared responsibility for health and safety and actively engaging with business areas and\nComcare to proactively address complex hazards\n„ promoting early intervention strategies for health case management, leading to\nimproved injury and illness prevention and a reduction in unplanned leave and\nworkers’ compensation claims.\n Source: `annual-reports/2021-22.pdf (https://www.acic.gov.au/sites/default/files/2022-10/2021-22%20ACIC%20Annual%20Report.pdf)`\n- [Page 13]\nTable 3.2: Audit Committee members (continued)\nName Qualifications, knowledge, skills Meetings attended\nor experience and remunerationa\nJanine McMinn Bachelor of Arts (Computing, Statistics) (ANU), 4/6\nCeased February 2021 FAICD, CISA, CISM\n$8,387\nJanine is an independent director and executive\nadviser with more than 34 years experience in\ninternal audit, risk and information technology.\n Source: `other-pdfs/2020-21_acic_annual_report_section_3.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21_acic_annual_report_section_3.pdf)`\n- [Page 61]\n• Figure 2.15: Revenue from Government 2024–25\nGovernment measures Base funding\n$49.7m $95.9m\nRevenue\nfrom government\n$145.6m\n• Figure 2.16: Own source income 2024–25 ($m)\nFigure 2.16: Own source income, 2024–25\nNational policing\ninformation services income\n$169.6m\nOwn source\nincome\n$183.3m\nResources received free of charge\n$3.2m\nProceeds of Crime Trust Account and\nmemoranda of understanding income Provision of services income and other gains\n$9.5m $1.0m\nInternal controls\nThe ACIC employs various internal controls to ensure compliance with our financial management\nresponsibilities, including:\n• senior management involvement in budget development, allocation and monitoring\n• internal and external reporting, including providing financial information to the ACIC Board on\nthe National Policing Information Systems and Services Special Account and reporting monthly\n Source: `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf (https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf)`\n- [pages 61,62,63,64,65,66,67]\nepartment of Finance and the ACIC executive\n• full engagement with the Audit and Risk Committee\n• periodic review of the Accountable Authority Instructions, policies and procedures to ensure\ncompliance with the PGPA Act\n• audit by the Australian National Audit Office and the ACIC’s internal audit team\n• engagement with the ACIC executive to identify breaches of financial management practices\nunder the PGPA Act and to provide assurance to the accountable authority and the Chief\nFinancial Officer\n• centralised administration of procurement, property leases, assets, travel, credit cards,\nfleet vehicles, mobile phones and laptops\n• extensive policies and procedures\n• controls in the financial management information system and human resources\nmanagement system.\n Source: `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf (https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf)`\n- Figure 3.1: Governance committee structure at 30 June 2025\nAudit and Risk\nChief Executive Officer\nCommittee\nCommission Executive\nCommittee\nTransformation and Capability Compliance and Risk\nInvestment Committee Committee\nNational Work Health Safety\nCommittee\nExecutive committees\nLegislatively required committees\n60 Annual Report 2024–25 | Australian Criminal Intelligence Commission\n Source: `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf (https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf)`\n- [Page 68]\nTable 3.1: Audit and Risk Committee members\nMeetings\nattended and\nremuneration\nName Qualifications, knowledge, skills or experience receiveda\nGeoff Knuckey Bachelor of Economics (Australian National University), FCA, 6/6 meetings\n(Chair) GAICD, RCA\n$26,048\nGeoff is an experienced audit committee member and chair,\nand currently serves on audit committees for numerous\ngovernment entities.\n Source: `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf (https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf)`\n- Greg Divall Bachelor of Applied Science - Mathematics (University of 2/6 meetings\nTechnology Sydney), Master of Business Administration\n$10,648\n(University of New England), GAICD\nNote:\nGreg is an experienced committee member and\nGreg attended 2 of\ncurrently serves on several audit and risk committees for the 6 committee\nCommonwealth and state government agencies.\n Source: `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf (https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf)`\n- During 2019–20, the Audit Committee met six times and reviewed areas including:\n„ financial performance\n„ internal and external audit reports\n„ progress against audit recommendations\n„ planning and performance frameworks and reporting\n„ compliance with legislation\n„ risk oversight and management\n„ Australian National Audit Office activity.\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n- During 2020–21, the Audit Committee reviewed areas including:\n„ financial performance\n„ internal and external audit reports\n„ progress against audit recommendations\n„ planning and performance frameworks and reporting\n„ compliance with legislation\n„ risk oversight and management\n„ Australian National Audit Office activity.\n Source: `annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.pdf)`\n- Mark Ridley Bachelor of Commerce and Bachelor of Accounting (University 6/6\nof the Witwatersrand), FCA, GAICD, CRISC\n$23,100\nMark currently serves on audit and risk committees for numerous\ngovernment entities.\n Source: `annual-reports/2021-22.pdf (https://www.acic.gov.au/sites/default/files/2022-10/2021-22%20ACIC%20Annual%20Report.pdf)`\n- [pages 67,68,69,70]\ne PGPA Act, the CEO has established\nand maintains an independent audit and risk committee.\n Source: `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf (https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 160]\nSerious Financial Crime Taskforce, 4 W\nSerious Financial Crime Threat Assessment, 4\nwastewater testing, 23–25\nsmall business, support for, 81–82\nwellbeing, employee, 76, 142\nSouth Australia Police, 79\nwitness identity protection certificates annual\nspecial investigations and operations, 6, 8, 148, 149\nreport, 146\ncase studies, 24, 27\nWork Health and Safety Act 2011, 77, 142\nlegal challenges, 71, 72\nWork Health Safety Committee, 61, 142\nSport Integrity Australia, 79\nworkforce capability and planning, 76\nstaff locations, 74, 125–128, 135\nworkforce profile, 75\nstaffing profile, 74; see also employee statistics\nWorking with Children Checks, 3, 39\nstakeholders, 8–9; see also survey, stakeholder\nworkplace diversity, 74, 77\nStatement of Expectations, 50\nworkplace health and safety, 77, 142\nStatement of Intent, 50, 51\nstrategic planning framework, 64 X\nstructure, organisational, 6–7\n Source: `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf (https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf)`\n- [pages 13,14,15,16]\nWe promote a culture that strives for excellence, enables personal and professional growth,\nvalues workplace diversity, models respectful behaviour, and achieves agency unity through\ncollaboration and inclusiveness.\n Source: `annual-reports/2021-22.pdf (https://www.acic.gov.au/sites/default/files/2022-10/2021-22%20ACIC%20Annual%20Report.pdf)`\n- In 2023–24, the board met 4 times and:\n• approved the new National Police Checking Service model to enhance the integrity of\noutcomes\n• agreed to recommend no additional variances to the amount of the national policing\ninformation services charges and fees, noting an increase was agreed in 2023, to take effect on\n1 July 2024\n• approved the extension of National Task Force Morpheus, for the continued sharing of\ncriminal information and intelligence in relation to outlaw motorcycle gang activity, to\nenhance understanding and collaboration and the operational effectiveness of policing and\ndisruption of outlaw motorcycle gangs at a national level\n98 Annual Report 2023–24 | Australian Criminal Intelligence Commission\n Source: `annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)`\n- [pages 1,2,3,4]\n[Page 1]\nWe are driven by values\nof respect, integrity\nand innovation\nviii Australian Criminal Intelligence Commission\nAnnual Report 2020–21\n Source: `other-pdfs/2020-21_acic_annual_report_section_1.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21_acic_annual_report_section_1.pdf)`\n- [Page 107]\nS3\nSection 3 97\nManagement and accountability\nOUR\nPEOPLE\nTable 3.6: Secondees and task force staff by home agency and jurisdiction at 30 June 2020\nSecondees Secondees Task force\nAgency funded by funded by staff funded\nthe ACIC jurisdiction by jurisdiction\nAustralian Transaction Reports – 2 8\nand Analysis Centre\nAustralian Defence Force – 1 –\nAustralian Federal Police 2 6 20\nAustralian Securities and – 2 –\nInvestments Commission\nAustralian Taxation Office – 2 4\nDepartment of Health 1 – –\nDepartment of Home Affairs – 3 36\nNSW Police Force 4 3 1\nQueensland Crime and Corruption – – 1\nCommission\nQueensland Police Service 3 – 12\nServices Australia 1 – –\nSouth Australia Police – – 3\nTasmania Police 2 – 1\nVictoria Police 7 – 23\nWestern Australia Police Force 4 – 4\nTotal 24 19 113\nTable 3.7 shows staffing profile trends over the three most recent financial years.\n Source: `annual-reports/2019-20.pdf (https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf)`\n- [Page 91]\nS3\nSection 3 81\nManagement and accountability\nOUR\nPEOPLE\nOur people\nAt 30 June 2021, the ACIC had a staff of 768 Australian Public Service (APS) employees and\nstatutory office holders, including 25 staff from the Australian Institute of Criminology (AIC),\nsupplemented by 29 secondees from Commonwealth, state and territory law enforcement\nand other Commonwealth agencies.\n Source: `annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.pdf)`\n- Table 3.6: Secondees and task force staff by home agency and jurisdiction at 30 June 2021\nAgency Secondees Secondees Task force\nfunded by funded by staff funded\nthe ACIC jurisdiction by jurisdiction\nAustralian Transaction Reports and Analysis Centre – 2 7\nAustralian Defence Force – – 1\nAustralian Federal Police 2 7 37\nAustralian Securities and Investments Commission – 3 –\nAustralian Taxation Office – 1 4\nDepartment of Home Affairs 1 2 50\nNorthern Territory Police Force – – 3\nNew South Wales Crime Commission – – 1\nNew South Wales Police Force 2 2 1\nQueensland Crime and Corruption Commission – – 1\nQueensland Police Service 1 – 10\nSport Integrity Australia – – 3\nSouth Australia Police – – 1\nTasmania Police 2 – 1\nVictoria Police 3 – 43\nWestern Australia Police Force 1 – 13\nTotal 12 17 176\nTable 3.7 shows staffing profile trends over the 3 most recent financial years.\n Source: `annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.pdf)`\n- [pages 109,110]\ne programs provide the support, resources,\nThe ACIC Emerging Leaders Program is\nencouragement and engagement that ACIC\ndesigned for staff at APS levels 4–6, to\nemployees need to achieve their goals.\nadvance their knowledge of contemporary\npublic service, their ability to perform at\nSection 3 97\nManagement and accountability\n Source: `annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF\n- `annual-reports/2019-20.pdf` - annual-reports - https://www.acic.gov.au/sites/default/files/2020-10/2019-20%20ACIC%20Annual%20report.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.acic.gov.au/sites/default/files/2022-10/2021-22%20ACIC%20Annual%20Report.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.acic.gov.au/sites/default/files/2023-10/2022-23_acic_annual_report_web.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF\n- `pages/about.html` - pages - http://www.acic.gov.au/about\n- `pages/annual-reports-index.html` - pages - https://www.acic.gov.au/publications/annual-reports\n- `pages/annual-reports-index__00.html` - pages - https://www.acic.gov.au/publications/annual-reports/australian-criminal-intelligence-commission-annual-report-2024-25\n- `pages/annual-reports-index__01.html` - pages - https://www.acic.gov.au/publications/annual-reports/australian-criminal-intelligence-commission-annual-report-2023-24\n- `pages/annual-reports-index__02.html` - pages - https://www.acic.gov.au/publications/annual-reports/australian-criminal-intelligence-commission-annual-report-2022-23\n- `pages/annual-reports-index__03.html` - pages - https://www.acic.gov.au/publications/annual-reports/australian-criminal-intelligence-commission-annual-report-2021-22\n- `pages/annual-reports-index__04.html` - pages - https://www.acic.gov.au/publications/annual-reports/australian-criminal-intelligence-commission-annual-report-2020-21\n- `pages/annual-reports-index__05.html` - pages - https://www.acic.gov.au/publications/annual-reports/australian-criminal-intelligence-commission-annual-report-2019-20\n- `pages/annual-reports-index__06.html` - pages - https://www.acic.gov.au/publications/annual-reports/australian-criminal-intelligence-commission-annual-report-2018-19\n- `pages/annual-reports-index__07.html` - pages - https://www.acic.gov.au/publications/annual-reports/australian-criminal-intelligence-commission-annual-report-2017-18\n- `pages/annual-reports-index__08.html` - pages - https://www.acic.gov.au/publications/annual-reports/australian-criminal-intelligence-commission-annual-report-2016-17\n- `pages/contact.html` - pages - http://www.acic.gov.au/contact\n- `pages/corporate-plans-index.html` - pages - https://www.acic.gov.au/about-us/corporate-documents\n- `pages/corporate-plans-index__09.html` - pages - https://www.acic.gov.au/publications/corporate-documents/corporate-plan-2025-26\n- `pages/homepage.html` - pages - http://www.acic.gov.au\n- `pages/publications-index.html` - pages - http://www.acic.gov.au/publications\n- `pages/structure.html` - pages - http://www.acic.gov.au/organisational-structure\n- `pages/taskforces-index.html` - pages - http://www.acic.gov.au/intelligence/task-forces\n- `pages/taskforces-index__10.html` - pages - https://www.acic.gov.au/intelligence/task-forces\n- `pages/taskforces-index__11.html` - pages - http://www.acic.gov.au/intelligence/task-forces\n- `pages/taskforces-index__12.html` - pages - http://www.acic.gov.au/intelligence/task-forces/national-task-force-morpheus\n- `pages/taskforces-index__13.html` - pages - http://www.acic.gov.au/intelligence/task-forces/vestigo-task-force\n- `pages/taskforces-index__14.html` - pages - http://www.acic.gov.au/intelligence/task-forces/task-force-reston\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/2020-21_acic_annual_report_section_1.pdf` - other-pdfs - https://www.acic.gov.au/sites/default/files/2021-10/2020-21_acic_annual_report_section_1.pdf\n- `other-pdfs/2020-21_acic_annual_report_section_2.pdf` - other-pdfs - https://www.acic.gov.au/sites/default/files/2021-10/2020-21_acic_annual_report_section_2.pdf\n- `other-pdfs/2020-21_acic_annual_report_section_3.pdf` - other-pdfs - https://www.acic.gov.au/sites/default/files/2021-10/2020-21_acic_annual_report_section_3.pdf\n- `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pdf` - other-pdfs - https://www.acic.gov.au/sites/default/files/2025-10/ACIC%20Annual%20Report%202024-25%20accessible_0.pdf\n- `other-pdfs/ACIC-20Org-20Chart-20--20July-202025.pdf` - other-pdfs - https://www.acic.gov.au/sites/default/files/2025-07/ACIC%20Org%20Chart%20-%20July%202025.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Australian Criminal Intelligence Commission - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:01:21.757679+00:00\n**Entity ID**: O-000781\n**Jurisdiction**: Commonwealth\n**Portfolio**: Home Affairs\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: 34\n- Unique legislation references found: 63\n\n| Type | Count |\n|---|---:|\n| Act | 53 |\n| Determination | 1 |\n| Regulation | 8 |\n| Rules | 1 |\n\n## Legislation References\n\n### Australian Crime Commission Act 2002\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 70\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Crime+Commission+Act+2002\n\n**Sources**:\n- `pages/annual-reports-index__00.html`\n- `pages/annual-reports-index__01.html`\n- `pages/annual-reports-index__02.html`\n- `pages/annual-reports-index__03.html`\n- `pages/annual-reports-index__04.html`\n- `annual-reports/2019-20.pages.jsonl`\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- nyms, a glossary and an index.\nWe aim to provide accessible documents. Email\nwebmaster@acic.gov.au\nif you need this document in a different format.\nA separate\nannual report by the Chair of the ACIC Board\ndocuments the operations of the ACIC as required by the\nAustralian Crime Commission Act 2002\n.\n Source: `pages/annual-reports-index__00.html`\n- ement of people and resources.\nWe aim to provide accessible documents. Email\nwebmaster@acic.gov.au\nif you need this document in a different format.\nA separate\nannual report by the Chair of the ACIC Board\ndocuments the operations of the ACIC as required by the\nAustralian Crime Commission Act 2002\n.\n Source: `pages/annual-reports-index__01.html`\n- udget Statements\nand\ncorporate plan\n, and provides information on our financial performance, accountability and management of people and resources.\nA separate annual report by the Chair of the ACIC Board documents the operations of the ACIC as required by the\nAustralian Crime Commission Act 2002\n.\nFull report\nACIC Annual Report 2022–23\n5.68 MB\nAnnual Report 2022–23 (HTML)\nHighlights\nAnnual Report 2022–23 Highlights\n189.49 KB\n Source: `pages/annual-reports-index__02.html`\n- gence Commission (ACIC) for the financial year ending 30 June 2022, as required by the\nPublic Governance, Performance and Accountability Act 2013\n.\nA separate annual report by the Chair of the ACIC Board documents the operations of the ACIC as required by the\nAustralian Crime Commission Act 2002\n.\nFull report\nACIC Annual Report 2021–22\n15.46 MB\nAnnual Report 2021–22 (HTML)\nHighlights\nAnnual Report 2021–22 highlights\n206.13 KB\n Source: `pages/annual-reports-index__03.html`\n- gence Commission\n(ACIC) for the financial year ending 30 June 2021, as required by the\nPublic Governance,\nPerformance and Accountability Act 2013\n.\nA separate annual report by the Chair of the ACIC Board documents the operations of the\nACIC as required by the\nAustralian Crime Commission Act 2002\n.\nComplete report\nAnnual Report 2020–21\n10.07 MB\nAnnual Report 2020–21 (HTML)\nAnnual Report by section\nAnnual Report 2020–21 Introduction\n1.58 MB\nAnnual Report 2020–21 Section 1: Agency overview\n3.28 MB\nAnnual Report 2020–21 Section 2: Annual performance\n4.77\n Source: `pages/annual-reports-index__04.html`\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 69\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__01.html`\n- `pages/annual-reports-index__02.html`\n- `pages/annual-reports-index__03.html`\n- `pages/annual-reports-index__04.html`\n- `pages/annual-reports-index__05.html`\n- `pages/corporate-plans-index__09.html`\n- `annual-reports/2019-20.pages.jsonl`\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- nce Commission\n\nACIC Annual Report 2023-24\n12.33 MB\nACIC Annual Report 2023-24 Highlights\n2.8 MB\nAnnual Report 2023-2024 (HTML)\nThe annual report provides an overview of the ACIC's performance for the financial year ending 30 June 2024, in compliance with the\nPublic Governance, Performance and Accountability Act 2013\n.\nIt details our achievements against the performance measures outlined in the\nPortfolio Budget Statements\nand\ncorporate plan\n, and provides information on our financial performance, accountability and management of people and resources.\nWe aim to provide acc\n Source: `pages/annual-reports-index__01.html`\n- Australian Criminal Intelligence Commission Annual Report 2022–23 | Australian Criminal Intelligence Commission\n\nThis report summarises the performance of the ACIC for the financial year ending 30 June 2023, as required by the\nPublic Governance, Performance and Accountability Act 2013\n.\nThis report details our performance against the performance measures in the\nPortfolio Budget Statements\nand\ncorporate plan\n, and provides information on our financial performance, accountability and management of people and resources.\nA separate annual repo\n Source: `pages/annual-reports-index__02.html`\n- iminal Intelligence Commission Annual Report 2021–22 | Australian Criminal Intelligence Commission\n\nThis report summarises the performance of the Australian Criminal Intelligence Commission (ACIC) for the financial year ending 30 June 2022, as required by the\nPublic Governance, Performance and Accountability Act 2013\n.\nA separate annual report by the Chair of the ACIC Board documents the operations of the ACIC as required by the\nAustralian Crime Commission Act 2002\n.\nFull report\nACIC Annual Report 2021–22\n15.46 MB\nAnnual Report 2021–22 (HTML)\nHighlights\nAnnual Report 2021\n Source: `pages/annual-reports-index__03.html`\n- iminal Intelligence Commission Annual Report 2020–21 | Australian Criminal Intelligence Commission\n\nThis report summarises the performance of the Australian Criminal Intelligence Commission\n(ACIC) for the financial year ending 30 June 2021, as required by the\nPublic Governance,\nPerformance and Accountability Act 2013\n.\nA separate annual report by the Chair of the ACIC Board documents the operations of the\nACIC as required by the\nAustralian Crime Commission Act 2002\n.\nComplete report\nAnnual Report 2020–21\n10.07 MB\nAnnual Report 2020–21 (HTML)\nAnnual Report by section\nAnnua\n Source: `pages/annual-reports-index__04.html`\n- s.\nThis report reviews our performance against the performance measures in our portfolio budget statements and our corporate plan, and provides information on our financial performance, accountability and management of people and resources, as required by the\nPublic Governance, Performance and Accountability Act 2013\n.\nComplete report\nAnnual Report 2019–20\n7.06 MB\nAnnual Report 2019–20 (HTML)\nAnnual Report by section\nAnnual Report 2019–20 Introduction\n1.13 MB\nAnnual Report 2019–20 Section 1: Agency overview\n2.85 MB\nAnnual Report 2019–20 Section 2: Annual performance\n1.95\n Source: `pages/annual-reports-index__05.html`\n\n### Work Health and Safety Act 2011\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 33\n**Register search**: https://www.legislation.gov.au/search?query=Work+Health+and+Safety+Act+2011\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\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- `other-pdfs/2020-21_acic_annual_report_section_3.pages.jsonl`\n- `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pages.jsonl`\n\n**Evidence contexts**:\n- taff attends as an observer. The committee meets quarterly, or\nmore often as required.\nWork health safety committees\nThe ACIC has local work health safety committees and a National Work Health Safety\nCommittee, with functions as described in section 77 of the Work Health and Safety Act 2011.\nLocal committee meetings are held quarterly in our offices around the country and feed into\nthe National Work Health Safety Committee meetings.\nThese committees are the primary means of consultation on work health and safety matters\nfor our staff. They suppo\n Source: `annual-reports/2019-20.pages.jsonl`\n- uired by other legislation. Mandatory\n152–156\nSection 5 151\nAppendices and reference\nAPPENDIX\nA:\nLIST\nOF\nREQUIREMENTS\n\n[page 162]\nAppendix B: Work health and safety\nThis appendix addresses our annual reporting responsibilities under Schedule 2, Part 4,\nof the Work Health and Safety Act 2011.\nWork health and safety priorities\nIn 2019–20, the ACIC:\n„ provided advice and guidance in relation to COVID-19 and developed a COVIDSafe\nTransition Plan for the ACIC\n„ strengthened our existing work health and safety (WHS) systems by improving\nrelevant polic\n Source: `annual-reports/2019-20.pages.jsonl`\n- asures\nto protect and actively manage the health and safety of employees\n„ promoting and monitoring measures to ensure safe work practices\n„ facilitating consultation and communication with employees about WHS matters\n„ undertaking functions prescribed in the Work Health and Safety Act 2011 and\nassociated regulations.\nOur National Work Health Safety Committee is the conduit for consultation with employees\non all WHS issues. The national committee generally meets quarterly; however, some meetings\nwere delayed due to COVID-19 in 2019–20. Local wor\n Source: `annual-reports/2019-20.pages.jsonl`\n- njury\nMechanism of injury Injuries\nBiological/chemical factors 4\nBody stressing 4\nMental stress 2\nFalls, trips, slips 7\nOther and unspecified 5\nHeat and electrical 1\nHazard report 5\nTotal 28\n\n[page 166]\nNotifications and Investigations\nUnder section 38 of the Work Health and Safety Act 2011, we are required to notify Comcare\nimmediately after becoming aware of any death, serious personal injury or dangerous incident.\nThe ACIC had two notifiable incidents during 2019–20. The ACIC’s WHS Team reviewed\nboth incidents and, where possible, implemented\n Source: `annual-reports/2019-20.pages.jsonl`\n- toring Program\nwellbeing, employee, 153\nwhole-of-government approaches\ncombating phoenix activity, 41\nNational Criminal Intelligence System, 24, 56\nprocurement, 110\n‘Women, Community and the Frontline’ Q&A event, 100\nWomen in Law Enforcement Strategy, 99, 106\nWork Health and Safety Act 2011, 76, 152, 156\nwork health and safety arrangements, 108, 152–156\ninternal audit, 80, 152\nwork health safety committees, 76, 152\nworkers compensation, 154–155\nworkforce, ACIC, 96–98\nworking from home capabilities, response to COVID-19, 4, 22, 28\nWorking with Ch\n Source: `annual-reports/2019-20.pages.jsonl`\n\n### Public Service Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 22\n**Register search**: https://www.legislation.gov.au/search?query=Public+Service+Act+1999\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\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- `other-pdfs/2020-21_acic_annual_report_section_3.pages.jsonl`\n- `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pages.jsonl`\n\n**Evidence contexts**:\n- policing knowledge and information\nthrough collaborative national information systems and services.\nThe ACIC delivers its purpose in accordance with the Australian Crime Commission Act 2002,\nthe Public Governance, Performance and Accountability Act 2013, the Public Service Act 1999\nand other legislation.\nOur purpose is stated in the ACIC’s Corporate Plan 2019–20 and Strategic Plan 2018–23, and is\naligned with Outcome 1 and Program 1.1 in the ACIC’s Portfolio Budget Statements 2019–20,\nas shown in Figure 2.1.\n18 Australian Criminal Intel\n Source: `annual-reports/2019-20.pages.jsonl`\n- five statutory agencies in the Home Affairs\nportfolio and report to the Minister for Home Affairs.\nOur role and functions are set out in the ACC Act and underpinned by supporting legislation in\neach state and territory. We also have responsibilities under the Public Service Act 1999 and the\nPublic Governance, Performance and Accountability Act 2013 (PGPA Act).\nIn addition, we provide resources and corporate support to, and collaborate closely with, the\nAustralian Institute of Criminology (AIC) on relevant criminological research. Our Chi\n Source: `annual-reports/2019-20.pages.jsonl`\n- ced on 30 December\n2016 with a nominal expiry date of 30 December 2019. It provides a range of flexible working\narrangements and aligns key ACIC conditions with APS-wide conditions.\nOn 8 November 2019, the CEO signed a determination under section 24(1) of the Public Service\nAct 1999 to extend the terms and conditions of the ACIC Enterprise Agreement 2016–19 and\nincrease pay rates by 2 per cent on 30 December each year for three years, subject to the\ndetermination signed on 14 April 2020 by Assistant Minister to the Prime Minister and Cab\n Source: `annual-reports/2019-20.pages.jsonl`\n- reference\nManagement of Human Resources (continued)\n17AG(4)(c) 103 Information on any enterprise agreements, Mandatory\nindividual flexibility arrangements, Australian\nworkplace agreements, common law contracts and\ndeterminations under subsection 24(1) of the Public\nService Act 1999.\n17AG(4)(c)(i) 162 Information on the number of SES and non-SES Mandatory\nemployees covered by agreements etc. identified in\nparagraph 17AG(4)(c).\n17AG(4)(c)(ii) 163 The salary ranges available for APS employees by Mandatory\nclassification level.\n17AG(4)(c)(i\n Source: `annual-reports/2019-20.pages.jsonl`\n- ance, Performance and Accountability Act 2013, 18, 65, 72, 109, 111\nreporting requirements, ii, 18\nrequirement to establish Audit Committee, 80\nPublic Governance, Performance and Accountability Rule 2014, 81, 146, 168\npublic reports, release of, ii, 4, 61, 68\nPublic Service Act 1999, 18, 72, 103\nPublic Service Act employees, 159–163\npurchasing, 65, 110, 111\npurpose, agency, i, 5, 10, 18, 19\nQ\nQueensland Police Service, 39\nR\nransomware threats, intelligence reports on, 31\nReconciliation Action Plan, 99, 101–102\nworking group, 99, 101\nReco\n Source: `annual-reports/2019-20.pages.jsonl`\n\n### Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 20\n**Register search**: https://www.legislation.gov.au/search?query=Freedom+of+Information+Act+1982\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\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- `other-pdfs/2020-21_acic_annual_report_section_3.pages.jsonl`\n- `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pages.jsonl`\n\n**Evidence contexts**:\n- did not undertake any specific performance audits involving\nthe ACIC during 2019–20. However, the Auditor-General’s performance audits of other agencies\nprovided insights and learning to the Audit Committee.\nFreedom of information\nAs an agency subject to the Freedom of Information Act 1982, we are required to publish\ninformation to the public as part of the Information Publication Scheme. That information\ncan be found on our website at .\nJudicial decisions\nThe ACIC is su\n Source: `annual-reports/2019-20.pages.jsonl`\n- 2019–20, we did not enter into any contracts of $100,000 or more that excluded\nprovision for access by the Auditor-General.\nExempt contracts\nContract details are exempt from being published on AusTender if those details would disclose\nexempt matters under the Freedom of Information Act 1982. No such contract details were\nexcluded from being published on AusTender in 2019–20.\nProcurement initiatives to support small business\nThe ACIC supports small business participation in the Australian Government procurement\nmarket. Small and medium-sized ente\n Source: `annual-reports/2019-20.pages.jsonl`\n- report, 116–117\nstatement by accountable authority and Chief Financial Officer, 118\nfirearm buyback scheme, New Zealand, feature story, 62\nfirearm trafficking, cross-border, 25, 32, 62\nFraud and Anti-Corruption Centre, 40\nFraud and Corruption Control Plan, 84\nFreedom of Information Act 1982, 93, 111\nfrontline systems, 45, 49, 51\nstatistics, 46, 50, 52, 53, 60\nfull-time employees, 157–161\nG\ngender, employees, 100, 157–160\nGender Action Plan 2017–2020, 99\nGender Equality Pledge, 99\ngender equality, workplace, 76, 99–100\nglossary, 173–175\n‘golden v\n Source: `annual-reports/2019-20.pages.jsonl`\n- ce did not undertake any performance audits involving the\nACIC during 2020–21. However, the Auditor-General’s performance audits of other agencies\nprovided insights and learning to the ACIC’s Audit Committee.\nFreedom of information\nAs an agency subject to the Freedom of Information Act 1982, we are required to publish\ninformation to the public as part of the Information Publication Scheme. That information\ncan be found on our website at .\nJudicial decisions\nThe ACIC is su\n Source: `annual-reports/2020-21.pages.jsonl`\n- 2020–21, we did not enter into any contracts of $100,000 or more that excluded\nprovision for access by the Auditor-General.\nExempt contracts\nContract details are exempt from being published on AusTender if those details would disclose\nexempt matters under the Freedom of Information Act 1982. No such contract details were\nexcluded from being published on AusTender in 2020–21.\nSection 3 95\nManagement and accountability\nRESOURCE\nMANAGEMENT\n\n[page 106]\nAdvertising and market research\nSection 311A of the Commonwealth Electoral Act 1918 requires us to\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Commonwealth Electoral Act 1918\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 13\n**Register search**: https://www.legislation.gov.au/search?query=Commonwealth+Electoral+Act+1918\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\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- `other-pdfs/2020-21_acic_annual_report_section_3.pages.jsonl`\n- `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pages.jsonl`\n\n**Evidence contexts**:\n- the importance of ensuring that small businesses are paid on time. The\nresults of the survey of Australian Government payments to small business are available on\nthe Treasury’s website .\nAdvertising and market research\nSection 311A of the Commonwealth Electoral Act 1918 requires us to provide details of amounts\npaid for advertising and market research in our annual report.\nIn 2019–20, the ACIC did not conduct any advertising campaigns or make any payments for\npolling, direct mail or campaign advertising. The ACIC did not mak\n Source: `annual-reports/2019-20.pages.jsonl`\n- 26–27\nuse in relation to outlaw motor cycle gangs, 31\nComcare, premium, effect of COVID-19 on, 155\nComcover Risk Management Benchmarking Survey, 83\nCommission Executive Committee, 75\ncommittee structure, 75–77\nCommonwealth Director of Public Prosecutions, 41\nCommonwealth Electoral Act 1918, 111\nCommonwealth Fraud Control Framework, 84\nCommonwealth Ombudsman, 80, 86, 92–93\nCommonwealth Procurement Rules, 110, 111\nCommonwealth Risk Management Policy, 83\nCompliance Management System—Surveillance Devices, rollout, 3\nComprehensive Review of the Lega\n Source: `annual-reports/2019-20.pages.jsonl`\n- ters under the Freedom of Information Act 1982. No such contract details were\nexcluded from being published on AusTender in 2020–21.\nSection 3 95\nManagement and accountability\nRESOURCE\nMANAGEMENT\n\n[page 106]\nAdvertising and market research\nSection 311A of the Commonwealth Electoral Act 1918 requires us to provide details of\namounts paid for advertising and market research in our annual report.\nIn 2020–21:\n„ The ACIC did not conduct any advertising campaigns or make any payments for polling,\ndirect mail or campaign advertising.\n„ The ACIC did not\n Source: `annual-reports/2020-21.pages.jsonl`\n- n to use, 8, 73, 74\nimpact of COVID-19 on use of, 18\nuse in intelligence capabilities, 2, 4, 5, 18, 21, 90\nComcare, 136–137\nComcover Risk Management Benchmarking Survey, 66\nCommission Executive Committee, 58–59\nCommonwealth Director of Public Prosecutions, 68\nCommonwealth Electoral Act 1918, 96\nCommonwealth Ombudsman, 70, 78\nCommonwealth Procurement Rules, 94\nCommonwealth Risk Management Policy, 66\ncompliance audits, accredited bodies, 44\nconsultancy contracts, 94–95\ncontempt of the ACIC, court proceedings, 79–80\ncontinuous learning approach, 89\n Source: `annual-reports/2020-21.pages.jsonl`\n- uded from being published on AusTender in 2021–22.\n98 Annual Report 2021–22 Australian Criminal Intelligence Commission\n\n[page 107]\nS3\nSection 3 Management and accountability 99\nMANAGEMENT\nAND\nACCOUNTABILITY\nAdvertising and market research\nSection 311A of the Commonwealth Electoral Act 1918 requires us to provide details of amounts\npaid for advertising and market research in our annual report.\nIn 2021–22:\n„ The ACIC did not conduct any advertising campaigns or make any payments for polling,\ndirect mail or campaign advertising.\n„ The ACIC did not\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Administrative Decisions (Judicial Review) Act 1977\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 12\n**Register search**: https://www.legislation.gov.au/search?query=Administrative+Decisions+%28Judicial+Review%29+Act+1977\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\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- `other-pdfs/2020-21_acic_annual_report_section_3.pages.jsonl`\n- `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pages.jsonl`\n\n**Evidence contexts**:\n- information/freedom-\ninformation-process>.\nJudicial decisions\nThe ACIC is subject to legal challenge as a normal part of its operations. This may occur in\nthe context of applications in the Federal Court for judicial review under the Administrative\nDecisions (Judicial Review) Act 1977 or section 39B of the Judiciary Act 1903, or as part of\nthe criminal justice process, such as in contested subpoenas or applications for a stay of\ncriminal proceedings.\nIn 2019–20, the ACIC was involved in three significant matters, for which we prepared\nregu\n Source: `annual-reports/2019-20.pages.jsonl`\n- , 90\nACIC Enterprise Agreement 2016–19, 103\nACIC examiners, 9\nACIC Internal Audit Charter, 79, 80; see also internal audit\nACIC Risk Management Policy and Procedures, 83\nAcknowledgement of Country, 101\nacronyms and abbreviations, 172\nAdministrative Decisions (Judicial Review) Act 1977, 93; see also judicial decisions\nadvertising and market research, 111\nalerts, dissemination of, 58, 59\nanalysis of performance against purpose, 22–24\nanalytical intelligence products, 29, 59; see also intelligence products\nAnderson v BYF19 [2019] FCA 1959, 94\n Source: `annual-reports/2019-20.pages.jsonl`\n- information/freedom-\ninformation-process>.\nJudicial decisions\nThe ACIC is subject to legal challenge as a normal part of its operations. This may occur in\nthe context of applications in the Federal Court for judicial review under the Administrative\nDecisions (Judicial Review) Act 1977 or section 39B of the Judiciary Act 1903, or as part of the\ncriminal justice process, such as in contested subpoenas or applications for a stay of criminal\nproceedings.\nIn 2020–21, there were no decisions that would have a significant effect on the operation\n Source: `annual-reports/2020-21.pages.jsonl`\n- Charter, 63, 64; see also internal audit\nACIC Leadership Development Program and Emerging Leaders Program, 97\nACIC Risk Management Policy and Procedures, 66\nacronyms and abbreviations, 155\nadditional disclosures, requests for, 18, 33\nAdministrative Decisions (Judicial Review) Act 1977, 78; see also judicial decisions\nadvertising and market research, 96\nalerts, dissemination of, 25\nanalysis of performance against purpose, 18–19\nanalytical intelligence products, 18, 21, 22, 26; see also intelligence products\nAnderson v EVA20 [2021] FCA 457,\n Source: `annual-reports/2020-21.pages.jsonl`\n- information/freedom-\ninformation-process>.\nJudicial decisions\nThe ACIC is subject to legal challenge as a normal part of its operations. This may occur in\nthe context of applications in the Federal Court for judicial review under the Administrative\nDecisions (Judicial Review) Act 1977 or section 39B of the Judiciary Act 1903, or as part of\nthe criminal justice process, such as in contested subpoenas or applications for a stay of\ncriminal proceedings.\nIn 2021–22, there were 7 matters which did not ultimately proceed to a judicial decision t\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Australian Crime Commission Amendment (Special Operations and Special Investigations) Act 2019\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 12\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Crime+Commission+Amendment+%28Special+Operations+and+Special+Investigations%29+Act+2019\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `other-pdfs/2020-21_acic_annual_report_section_3.pages.jsonl`\n\n**Evidence contexts**:\n- n. His application\nwas unsuccessful.\n\n[page 104]\nCXXXVIII applied to the High Court, and was granted special leave in respect of the whole\nof the Full Federal Court’s judgement.\nFollowing amendments to the ACC Act by the Australian Crime Commission Amendment\n(Special Operations and Special Investigations) Act 2019, which came into effect on\n10 December 2019, the applicants have amended the grounds of appeal to challenge\nthe validity of parts of those legislative amendments.\nThe matter is listed for hearing before the High Court on 4 August 2020.\nCXXXVIII v The Honourab\n Source: `annual-reports/2019-20.pages.jsonl`\n- ation to review the continuance of the indefinite sentence\nimposed and ordered that DKH18 be released from custody. At the time of his release, DKH18\nhad served approximately 10 months in custody.\nLegislative changes\nThe Australian Crime Commission Amendment (Special Operations and Special Investigations)\nAct 2019, which received Royal Assent on 10 December 2019, amended the ACC Act to:\n„ confirm the validity of current and former special operation and special investigation\ndeterminations\n„ amend the process in the ACC Act for the ACIC Board to make future special oper\n Source: `annual-reports/2019-20.pages.jsonl`\n- operations and special investigations, 2, 23–24, 36, 94, 95\nboard annual reporting requirements, 92\nestablishment of ACIC Board, 8, 90\nestablishment of agency, 7, 72\npowers of ACIC examiners, 9\nrequirement to review, 91\nAustralian Crime Commission Amendment (Special Operations and Special Investigations)\nAct 2019, 94, 95\nAustralian Crime Commission Establishment Regulations 2020, 95\nAustralian Crime Commission Establishment (Transitional Provisions) Regulations 2003,\nrepeal of, 95\nAustralian Criminal Intelligence Commission Annual Report 2018–19, correction of errors,\n Source: `annual-reports/2019-20.pages.jsonl`\n- al report is usually done through a public hearing.\nThe committee meets as required.\nOn 25 June 2021, the ACIC appeared before the Parliamentary Joint Committee on\nLaw Enforcement’s inquiry regarding the operation of the Australian Crime Commission\nAmendment (Special Operations and Special Investigations) Act 2019. The committee\nconsidered whether that Act:\n„ appropriately streamlined the process by which the ACIC Board determines to authorise\nthe ACIC to undertake a special ACIC operation or special ACIC investigation\n„ ensured the validity of, at that time, current,\n Source: `annual-reports/2020-21.pages.jsonl`\n- the Board for endorsement\n74 Australian Criminal Intelligence Commission\nAnnual Report 2020–21\n\n[page 85]\nS3\n„ made a submission to the Parliamentary Joint Committee on Law Enforcement’s inquiry\ninto the operation of the Australian Crime Commission Amendment (Special Operations\nand Special Investigations) Act 2019\n„ considered arrangements for the National Criminal Intelligence System\n„ reviewed the National Policing Information Systems and Services Special Account revenue\nand prioritisation of national policing information projects for 2021–22\n„ endorsed the National\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Environment Protection and Biodiversity Conservation Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 12\n**Register search**: https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\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- `other-pdfs/2020-21_acic_annual_report_section_3.pages.jsonl`\n- `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pages.jsonl`\n\n**Evidence contexts**:\n- elated surveys.\nSection 3 111\nManagement and accountability\nRESOURCE\nMANAGEMENT\n\n[page 122]\nGrants\nThe ACIC did not award grants during 2019–20.\nEcologically sustainable development\nThe five principles of ecologically sustainable development identified in the Environment\nProtection and Biodiversity Conservation Act 1999 are integration, precautionary,\nintergenerational, biodiversity and valuation.\nWe are aware of these principles in our daily operations. We strive to operate in an\nenvironmentally responsible manner, including by making efficient use of resources and\nmanaging\n Source: `annual-reports/2019-20.pages.jsonl`\n- ent due to COVID-19, 108\nemployee engagement, 108\nemployee statistics, 96–98, 157–163\nemployment arrangements, 103, 162\nencrypted communications market, intelligence on, 32\nenergy efficiency, agency, 112\nenterprise agreement, 103\nentity resource statement, 66\nEnvironment Protection and Biodiversity Conservation Act 1999, 112\nenvironmental impact, agency measures to reduce, 112\nExcellence in Compliance Strategy (ACIC), 93\nexecutive positions and responsibilities, 72, 73–74\nexecutive remuneration, 164–167\nexempt contracts, 111\nexpenditure, summary, 63, 67; see also financial s\n Source: `annual-reports/2019-20.pages.jsonl`\n- uding GST) was paid to ThinkPlace Pty Ltd to undertake work on\nthe 2020–21 stakeholder survey.\nGrants\nThe ACIC did not award grants during 2020–21.\nEcologically sustainable development\nThe 5 principles of ecologically sustainable development identified in the Environment\nProtection and Biodiversity Conservation Act 1999 are integration, precautionary,\nintergenerational, biodiversity and valuation.\nWe are aware of these principles in our daily operations. We strive to operate in an\nenvironmentally responsible manner, including by making efficient use of resources\nand managing\n Source: `annual-reports/2020-21.pages.jsonl`\n- ogically sustainable development report, 96\nemployee assistance program, 135\nemployee engagement, 91\nemployee statistics, 81–83, 138–144\nemployment arrangements, 143\nenergy efficiency, agency, 96\nenterprise agreement, 59, 87, 143\nentity resource statement, 51\nEnvironment Protection and Biodiversity Conservation Act 1999, 96\nenvironmental impact, agency measures to reduce, 96\nevaluation and continuous improvement, 90\nexaminers, ACIC, 5, 8\nauthorisation to use coercive powers, 8\ncourt cases involving, 79–80\nexecutive positions and responsibilities, 56–57\nexecutive remuneration\n Source: `annual-reports/2020-21.pages.jsonl`\n- keholder survey.\nGrants\nThe ACIC did not award grants during 2021–22.\nEcologically sustainable development\nWhile the ACIC does not undertake activities with direct implications for ecologically sustainable\ndevelopment, we observe the principles set out in the Environment Protection and Biodiversity\nConservation Act 1999 in our daily operations. We strive to be environmentally responsible,\nincluding by making efficient use of resources and managing waste effectively.\nWe are committed to reducing our impact on the environment through ongoing minimisation\nstrategies and new tec\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Surveillance Devices Act 2004\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 12\n**Register search**: https://www.legislation.gov.au/search?query=Surveillance+Devices+Act+2004\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- `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pages.jsonl`\n\n**Evidence contexts**:\n- k collaboratively and cases are discussed to assess whether\nthere should be a notification.\nCommonwealth Ombudsman and Inspector-General of Intelligence\nand Security\nThe Ombudsman is variously empowered to perform examinations of an agency’s records\nunder the Surveillance Devices Act 2004, Telecommunications Act 1997, Telecommunications\n(Interception and Access) Act 1979 and Crimes Act 1914.\nAs part of their oversight of the ACIC, the Commonwealth Ombudsman visited our offices in\nBrisbane, Sydney and Canberra to conduct a total of 8 in-person\n Source: `annual-reports/2021-22.pages.jsonl`\n- ii, 4\nW\nStrike Force Datos, case study, 36\nstructure, organisation, 6–7\nwellbeing, employee, 94, 141–143\nstudies assistance, 92\nWomen in Law Enforcement Strategy, 90\nSupplier Pay On-Time or Pay Interest Policy, 96\nWork Health and Safety Act 2011, 65, 140, 143\nSurveillance Devices Act 2004, 79\nwork health and safety arrangements, 65, 94, 140–143\nSurveillance Legislation Amendment (Identify and\nDisrupt) Act 2021, 2, 80, 83–84 workers compensation, 142–143\nsurvey, annual stakeholder, 18, 20, 21, 38, 45, 99 Working with Children Checks National Re\n Source: `annual-reports/2021-22.pages.jsonl`\n- 7]\nS3\nSection 3 Management and accountability 89\nMANAGEMENT\nAND\nACCOUNTABILITY\nCommonwealth Ombudsman and Inspector-General of Intelligence\nand Security\nThe Commonwealth Ombudsman is variously empowered to perform examinations of an\nagency’s records under the Surveillance Devices Act 2004, Telecommunications Act 1997,\nTelecommunications (Interception and Access) Act 1979 and Crimes Act 1914. The Ombudsman\nand IGIS are each empowered to perform inspections of an agency’s compliance framework\nin relation to their respective responsibilities for\n Source: `annual-reports/2022-23.pages.jsonl`\n- ency, ii, 4, 39\nstudies assistance, 100, 102 W\nsupply chain, serious and organised crime threats to,\nwellbeing programs, 105, 152–154\n40\nWellbeing Support Program Policy, 153\nSupreme Court of Victoria Court of Appeal, 91\nWestern Australia Police Force, 2, 113\nSurveillance Devices Act 2004, 89\nwitness identity protection certificates annual report,\nSurveillance Legislation Amendment (Identify and\n171\nDisrupt) Act 2021, 89, 90\nWomen in Law Enforcement Strategy, 101\nsurvey, annual stakeholder, 23–24, 42, 49\nWork Health and Safety Act 2011, 72, 15\n Source: `annual-reports/2022-23.pages.jsonl`\n- Chair annual reports are available on our website at acic.gov.au/publications.\nCommonwealth Ombudsman and Inspector-General of Intelligence\nand Security\nThe Commonwealth Ombudsman is variously empowered to perform examinations of an\nagency’s records under the Surveillance Devices Act 2004, Telecommunications Act 1997,\nTelecommunications (Interception and Access) Act 1979 and Crimes Act 1914. The Ombudsman\nand the IGIS are each empowered to perform inspections of an agency’s compliance framework\nin relation to their respective responsibilities\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Intelligence Services Act 2001\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 11\n**Register search**: https://www.legislation.gov.au/search?query=Intelligence+Services+Act+2001\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\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- `other-pdfs/2020-21_acic_annual_report_section_3.pages.jsonl`\n\n**Evidence contexts**:\n- of the ACIC annual report is usually done through a public hearing.\nThe committee meets as required.\nParliamentary Joint Committee on Intelligence and Security\nThe Parliamentary Joint Committee on Intelligence and Security is established by section 28\nof the Intelligence Services Act 2001. It has three main functions:\n„ providing oversight of Australian intelligence agencies by reviewing their administration\nand expenditure\n„ building bipartisan support for national security legislation by reviewing national security\nbills introduced to parlia\n Source: `annual-reports/2019-20.pages.jsonl`\n- curity\nIntegrity Commissioner, requirement to notify of corruption issues, 92\nintelligence products, 8, 26, 27, 30, 31, 39, 41\nanalytical and tactical, 59\ndissemination, 58, 59, 79\npriority crime themes, 29–30\nstakeholder satisfaction with, 23, 28, 32, 34, 79\nIntelligence Services Act 2001, 88\nInter-Governmental Committee on the Australian Crime Commission, 86, 89\ninternal audit, 65, 79–80, 83, 152\nInternal Audit Charter, 79, 80\ninternal controls, financial compliance, 65\ninternal governance, 72–85\ninternational collaboration, 8, 39, 48, 62, 69\n Source: `annual-reports/2019-20.pages.jsonl`\n- MP\n„ Senator Sue Lines\n„ Senator Andrew McLachlan CSC\n„ Senator Helen Polley\n„ Senator Lidia Thorpe.\nParliamentary Joint Committee on Intelligence and Security\nThe Parliamentary Joint Committee on Intelligence and Security is established by section 28\nof the Intelligence Services Act 2001. Its main functions as related to the ACIC are:\n„ building bipartisan support for national security legislation by reviewing national security\nBills introduced to parliament\n„ ensuring that national security legislation remains necessary, proportionate and ef\n Source: `annual-reports/2020-21.pages.jsonl`\n- ive security\nIntegrity Commissioner, requirement to notify of corruption issues, 68, 77\n\n[page 174]\nintelligence products, 6\nanalytical and tactical, 18, 21–22, 26\ndissemination, 24–26\npriority crime themes, 22–23, 34\nstakeholder survey results, 18, 33–34, 63\nIntelligence Services Act 2001, 72\nInter-Governmental Committee on the Australian Crime Commission, 70, 73\ninternal audit, 63–64, 134\nInternal Audit Charter, 63, 64\ninternal controls, financial compliance, 50\ninternal governance, 56–69\ninternational collaboration, 3, 5, 10, 26, 27–28; see\n Source: `annual-reports/2020-21.pages.jsonl`\n- rugs being traded online.\nThe submission was published on the committee’s website on 20 January 2022.\nParliamentary Joint Committee on Intelligence and Security\nThe Parliamentary Joint Committee on Intelligence and Security is established by section 28\nof the Intelligence Services Act 2001. Its functions most relevant to the ACIC are:\n„ building bipartisan support for national security legislation by reviewing national security\nBills introduced to parliament\n„ ensuring that national security legislation remains necessary, proportionate and effe\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Telecommunications (Interception and Access) Act 1979\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 11\n**Register search**: https://www.legislation.gov.au/search?query=Telecommunications+%28Interception+and+Access%29+Act+1979\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- `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pages.jsonl`\n\n**Evidence contexts**:\n- tification.\nCommonwealth Ombudsman and Inspector-General of Intelligence\nand Security\nThe Ombudsman is variously empowered to perform examinations of an agency’s records\nunder the Surveillance Devices Act 2004, Telecommunications Act 1997, Telecommunications\n(Interception and Access) Act 1979 and Crimes Act 1914.\nAs part of their oversight of the ACIC, the Commonwealth Ombudsman visited our offices in\nBrisbane, Sydney and Canberra to conduct a total of 8 in-person inspections in 2021–22.\nFollowing each inspection, the Ombudsman provided a report w\n Source: `annual-reports/2021-22.pages.jsonl`\n- n Orders)\nAct 2021\nThe Telecommunications Legislation Amendment (International Production Orders) Act 2021\nreceived royal assent on 23 July 2021. This legislation established the new international\nproduction order (IPO) framework under the Telecommunications (Interception and Access)\nAct 1979 (TIA Act).\nThe IPO framework enables Commonwealth, state and territory agencies to seek data and\ncommunications, via the Australian Designated Authority, from communications service\nproviders in foreign countries with which Australia has a designated agreemen\n Source: `annual-reports/2021-22.pages.jsonl`\n- ence products\nTask Force Cornus, 100\ntask forces, Board-established, 78\nTax Crime Enablers in Australia 2018 (report), 26\nTax Crime Enablers in Australia 2021 (report), 26\nTechnology Capability Committee, 79\nTelecommunications Act 1997, 79\nTelecommunications (Interception and Access) Act\n1979, 79, 84\nTelecommunications Legislation Amendment\n(International Production Orders) Act 2021, 84\nTertiary Study Support Policy, 92\ntimeliness, of criminal history checks, 48–49\ntobacco, illicit market, 32\nTransnational Criminal Intelligence Task Force\n(Vestigo\n Source: `annual-reports/2021-22.pages.jsonl`\n- ommonwealth Ombudsman and Inspector-General of Intelligence\nand Security\nThe Commonwealth Ombudsman is variously empowered to perform examinations of an\nagency’s records under the Surveillance Devices Act 2004, Telecommunications Act 1997,\nTelecommunications (Interception and Access) Act 1979 and Crimes Act 1914. The Ombudsman\nand IGIS are each empowered to perform inspections of an agency’s compliance framework\nin relation to their respective responsibilities for powers under the Surveillance Legislation\nAmendment (Identify and Disrupt) Act 2021.\n Source: `annual-reports/2022-23.pages.jsonl`\n- become publicly available once the minister has\ntabled them in Parliament.\nThe Ombudsman also conducted a health check aimed at assessing our preparedness for using\nthe international production order framework established in 2021 under the Telecommunications\n(Interception and Access) Act 1979. Our preparedness level was assessed as ‘low’, but the\nOmbudsman found that the ACIC had taken significant steps in preparing governance and\nprocesses to operate in the framework.\n\n[page 98]\nIGIS conducted an inspection of the ACIC’s use of network activity w\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Parliamentary Joint Committee on Law Enforcement Act 2010\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 10\n**Register search**: https://www.legislation.gov.au/search?query=Parliamentary+Joint+Committee+on+Law+Enforcement+Act+2010\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\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- `other-pdfs/2020-21_acic_annual_report_section_3.pages.jsonl`\n- `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pages.jsonl`\n\n**Evidence contexts**:\n- 2017.\nFollowing the 2019 federal election, the Hon Peter Dutton MP was again sworn in as the Minister\nfor Home Affairs on 29 May 2019.\nParliamentary Joint Committee on Law Enforcement\nThe Parliamentary Joint Committee on Law Enforcement is established by the Parliamentary\nJoint Committee on Law Enforcement Act 2010. The functions of the committee are to:\n„ monitor and review the performance of the ACIC and Australian Federal Police (AFP) and\ntheir functions\n„ report on any matters relating to the ACIC or AFP or their performance of which the\ncommittee thinks the parliam\n Source: `annual-reports/2019-20.pages.jsonl`\n- igence Commission\nAnnual Report 2019–20\n\n[page 195]\nP\npaper use, measures to reduce, 112\nparliamentary committees, 36, 37, 87–89\nParliamentary Joint Committee on Intelligence and Security, 36, 86, 88\nParliamentary Joint Committee on Law Enforcement, 86, 87–88\nParliamentary Joint Committee on Law Enforcement Act 2010, 87\npart-time employees, 157–161\nPartner Collaboration Services Project, 56\npeople from culturally and linguistically diverse backgrounds, 76, 99, 100–101\npeople management, 96–108\npeople with disability, 76, 102–103\nperformance criteria, iii, 11, 19–20\nperfo\n Source: `annual-reports/2019-20.pages.jsonl`\n- ome Affairs until 30 March, when he moved to\nanother portfolio and the Hon. Karen Andrews MP was sworn in as Minister for Home Affairs.\nParliamentary Joint Committee on Law Enforcement\nThe Parliamentary Joint Committee on Law Enforcement is established by the Parliamentary\nJoint Committee on Law Enforcement Act 2010. The functions of the committee are to:\n„ monitor and review the performance of the ACIC and Australian Federal Police (AFP)\nand their functions\n„ report on any matters relating to the ACIC or AFP or their performance of which the\ncommittee thinks the parliam\n Source: `annual-reports/2020-21.pages.jsonl`\n- tatements\nP\nPacific Transnational Crime Coordination Centre, 24\npaper use, measures to reduce, 96\nparliamentary committees, 70, 71–73\nParliamentary Joint Committee on Intelligence and Security, 72–73\nParliamentary Joint Committee on Law Enforcement, 70, 71–72\nParliamentary Joint Committee on Law Enforcement Act 2010, 71\npart time employees, 138–142\nPartner Agency Funding Framework for National Policing information projects, 75\npartners agencies\ndissemination of intelligence products to, 26–27\nuse of information systems and services, 36–37\npeople from culturally and lingu\n Source: `annual-reports/2020-21.pages.jsonl`\n- une 2022, the ACIC was moved to the\nAttorney-General’s portfolio and became accountable to the Attorney-General on 1 July 2022.\nParliamentary Joint Committee on Law Enforcement\nThe Parliamentary Joint Committee on Law Enforcement (PJCLE) is established by the\nParliamentary Joint Committee on Law Enforcement Act 2010, to:\n„ monitor and review the performance of the ACIC and AFP and their functions\n„ report on any matters relating to the ACIC or AFP or their performance of which the\ncommittee thinks the parliament should be aware\n„ examine the annual reports of the ACIC an\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Law Enforcement Integrity Commissioner Act 2006\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 9\n**Register search**: https://www.legislation.gov.au/search?query=Law+Enforcement+Integrity+Commissioner+Act+2006\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `other-pdfs/2020-21_acic_annual_report_section_3.pages.jsonl`\n\n**Evidence contexts**:\n- s the development,\nimplementation and operation of the national services and systems that we deliver for\nAustralia’s police, wider law enforcement and national security agencies.\nAustralian Commission for Law Enforcement Integrity\nACLEI was established by the Law Enforcement Integrity Commissioner Act 2006 to prevent,\ndetect and investigate corruption in law enforcement agencies, including the ACIC and the\nformer National Crime Authority, where necessary.\nUnder the Law Enforcement Integrity Commissioner Act 2006, our CEO is required to notify the\nIntegrity Comm\n Source: `annual-reports/2019-20.pages.jsonl`\n- wun secondment program, 101\njoint organised crime task forces, 42\njudicial decisions, 93–95\nJudiciary Act 1903, 93, 94\nK\nkey management personnel, remuneration, 164–166\nL\nLaw Enforcement Information Services Capability Committee (board external committee), 92\nLaw Enforcement Integrity Commissioner Act 2006, 92\nleadership and management development, 106\nLeadership Program (ACIC), 106\nlearning and development, 104–108; see also training, employee\nletter of transmittal, vi\nLGBTIQ+ working group, 99\nfeature story, 113\nlist of figures and tables, 169–171\nlist of req\n Source: `annual-reports/2019-20.pages.jsonl`\n- s the development,\nimplementation and operation of the national services and systems that we deliver for\nAustralia’s police, wider law enforcement and national security agencies.\nAustralian Commission for Law Enforcement Integrity\nACLEI was established by the Law Enforcement Integrity Commissioner Act 2006 to prevent,\ndetect and investigate corruption in law enforcement agencies, including the ACIC and the\nformer National Crime Authority, where necessary.\nUnder the Law Enforcement Integrity Commissioner Act 2006, our CEO is required to notify\nthe Integrity Comm\n Source: `annual-reports/2020-21.pages.jsonl`\n- 81\njoint project proposals, 31\njudicial decisions, 78–80\nJudiciary Act 1903, 78\nK\nkey management personnel, remuneration, 146–147\nL\nlanguage skills registry, 85\nLaw Enforcement Information Services Capability Committee (board-endorsed external\ncommittee), 77\nLaw Enforcement Integrity Commissioner Act 2006, 77\nlaw enforcement partners\naccess to NCIS active operations data, 2, 13 (see also Operational Exposure Release (NCIS))\ndissemination of intelligence products to, 26–27\nuse of information systems and services, 36–37\nleadership and management development, 2,\n Source: `annual-reports/2020-21.pages.jsonl`\n- ne.\nChair annual reports are available from our website at .\nAustralian Commission for Law Enforcement Integrity\nACLEI and the office of the Integrity Commissioner were established by the Law Enforcement\nIntegrity Commissioner Act 2006 (LEIC Act) to prevent, detect and investigate corruption in\nAustralian Government law enforcement agencies.\nUnder the LEIC Act, our CEO is required to notify the Integrity Commissioner of corruption\nissues that relate to the ACIC. While the responsibility to\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Surveillance Legislation Amendment (Identify and Disrupt) Act 2021\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.gov.au/search?query=Surveillance+Legislation+Amendment+%28Identify+and+Disrupt%29+Act+2021\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\n**Evidence contexts**:\n- xaminers commenced with the ACIC, allowing us to generate more\nintelligence insights and continue increasing the pressure on serious and organised\ncrime networks.\nAn important milestone for the agency was the passage of the Surveillance Legislation\nAmendment (Identify and Disrupt) Act 2021. This legislation provides the ACIC and\nAustralian Federal Police with significant powers to investigate and disrupt serious and\norganised crime, particularly where criminal networks are hiding behind anonymising\ntechnology to facilitate their criminal activi\n Source: `annual-reports/2021-22.pages.jsonl`\n- ACIC was also subject to both a ‘health check’ by the Ombudsman and the first inspection\nby the Inspector-General of Intelligence and Security (IGIS) in relation to their respective\nresponsibilities for new powers under the Surveillance Legislation Amendment (Identify\nand Disrupt) Act 2021 that came into effect on 3 September 2021. The IGIS inspection was\nconducted on 7 April 2022 and resulted in favourable feedback that no areas of concern had\nbeen identified with existing compliance frameworks. The Ombudsman ‘health check’ resulted\nin a findi\n Source: `annual-reports/2021-22.pages.jsonl`\n- an adverse assessment in relation to\nan applicant for an ASIC/MSIC, that person will not be eligible for an ASIC/MSIC. Adverse\nassessments will be reviewable in the Security Division of the Administrative Appeals Tribunal.\nSurveillance Legislation Amendment (Identify and Disrupt) Act 2021\nThe Surveillance Legislation Amendment (Identify and Disrupt) Act 2021 commenced on\n3 September 2021, providing the ACIC and AFP with significant new powers to investigate and\ndisrupt serious and organised crime, particularly where criminal networks are hidin\n Source: `annual-reports/2021-22.pages.jsonl`\n- at person will not be eligible for an ASIC/MSIC. Adverse\nassessments will be reviewable in the Security Division of the Administrative Appeals Tribunal.\nSurveillance Legislation Amendment (Identify and Disrupt) Act 2021\nThe Surveillance Legislation Amendment (Identify and Disrupt) Act 2021 commenced on\n3 September 2021, providing the ACIC and AFP with significant new powers to investigate and\ndisrupt serious and organised crime, particularly where criminal networks are hiding behind\nanonymising technology or operating on the dark web to facilit\n Source: `annual-reports/2021-22.pages.jsonl`\n- , 92\nWomen in Law Enforcement Strategy, 90\nSupplier Pay On-Time or Pay Interest Policy, 96\nWork Health and Safety Act 2011, 65, 140, 143\nSurveillance Devices Act 2004, 79\nwork health and safety arrangements, 65, 94, 140–143\nSurveillance Legislation Amendment (Identify and\nDisrupt) Act 2021, 2, 80, 83–84 workers compensation, 142–143\nsurvey, annual stakeholder, 18, 20, 21, 38, 45, 99 Working with Children Checks National Reference\nT System, 29, 154\nworkplace culture and engagement, 88–89\ntactical intelligence products, 24, 37, 38; see also workp\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### ACC Act Australian Crime Commission Act 2002\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.gov.au/search?query=ACC+Act+Australian+Crime+Commission+Act+2002\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\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- `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pages.jsonl`\n\n**Evidence contexts**:\n- on about remuneration for key management personnel 2019–20 166\nTable D.4: Information about remuneration for senior executives 2019–20 167\nTable D.5: Information about remuneration for other highly paid staff 2019–20 167\n\n[page 182]\nAcronyms and abbreviations\nACC Act Australian Crime Commission Act 2002\nACIC Australian Criminal Intelligence Commission\nACLEI Australian Commission for Law Enforcement Integrity\nAFIN Australian Firearms Information Network\nAFP Australian Federal Police\nAGICC Australian Gangs Intelligence Coordination Centre\nAIC Australian Instit\n Source: `annual-reports/2019-20.pages.jsonl`\n- of data on system availability 152\nTable E.3: Correction of data on searches conducted 153\n154 Australian Criminal Intelligence Commission\nAnnual Report 2020–21\n\n[page 165]\nS5\nSection 5 155\nAppendices and references\nLIST\nOF\nABBREVIATIONS\nList of abbreviations\nACC Act Australian Crime Commission Act 2002\nACIC Australian Criminal Intelligence Commission\nACID Australian Criminal Intelligence Database\nACLEI Australian Commission for Law Enforcement Integrity\nAFIN Australian Firearms Identification Network\nAFP Australian Federal Police\nAIC Australian Institute of\n Source: `annual-reports/2020-21.pages.jsonl`\n- 153\nTable D.5: Information about remuneration for other highly paid staff 2021–22 153\n156 Annual Report 2021–22 Australian Criminal Intelligence Commission\n\n[page 165]\nS5\nSection 5 Appendices and references 157\nAPPENDICES\nAND\nREFERENCES\nList of abbreviations\nACC Act Australian Crime Commission Act 2002\nACIC Australian Criminal Intelligence Commission\nACLEI Australian Commission for Law Enforcement Integrity\nAFP Australian Federal Police\nAIC Australian Institute of Criminology\nANAO Australian National Audit Office\nAPOT Australian Priority Organisation Target\n Source: `annual-reports/2021-22.pages.jsonl`\n- rmation about remuneration for key management personnel 2022–23 167\nTable D.4: Information about remuneration for senior executives 2022–23 168\nTable D.5: Information about remuneration for other highly paid staff 2022–23 169\n\n[page 182]\nList of abbreviations\nACC Act Australian Crime Commission Act 2002\nACIC Australian Criminal Intelligence Commission\nACLEI Australian Commission for Law Enforcement Integrity\nAFP Australian Federal Police\nAIC Australian Institute of Criminology\nAmendment Act Australian Crime Commission Amendment (Special Operations and Specia\n Source: `annual-reports/2022-23.pages.jsonl`\n- .............................. 181\nTable G.2: Correction of market-based greenhouse gas emissions inventory ......................................... 182\n184 Annual Report 2023–24 | Australian Criminal Intelligence Commission\n\n[page 195]\nList of abbreviations\nACC Act Australian Crime Commission Act 2002\nACIC Australian Criminal Intelligence Commission\nAFP Australian Federal Police\nAIC Australian Institute of Criminology\nAmendment Act Crimes and Other Legislation Amendment (Omnibus No. 2) Act 2023\nANZPAA Australia New Zealand Policing Advisory Agency\nAPOT Aus\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Financial Management and Accountability Determination 2006\n\n**Type**: Determination\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.gov.au/search?query=Financial+Management+and+Accountability+Determination+2006\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\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- `other-pdfs/ACIC-20Annual-20Report-202024-25-20accessible_0.pages.jsonl`\n\n**Evidence contexts**:\n- g the balance of the account (and therefore the available appropriation for the account) without\nmaking a real or notional payment.\nThe National Policing Information Systems and Services Special Account (NPISS Special Account) was initially\nestablished by the Financial Management and Accountability Determination 2006/07—National Policing\nInformation Systems and Services Special Account Establishment 2006.\nThe account is a special account for the purpose of the Public Governance, Performance and Accountability\nAct 2013.\n136 Australian Criminal Intelligence Commission\nAnnua\n Source: `annual-reports/2019-20.pages.jsonl`\n- as paid;\nf. paying refunds in accordance with section 15A;\ng. reducing the balance of the account (and therefore the available appropriation for the account)\nwithout making a real or notional payment.\nThe NPISS Special Account was initially established by the Financial Management and Accountability\nDetermination 2006/07—National Policing Information Systems and Services Special Account\nEstablishment 2006.\nThe Account is a special account for the purpose of the Public Governance Performance and\nAccountability Act 2013.\n120 Australian Criminal Intelligence Commission\nAnnual\n Source: `annual-reports/2020-21.pages.jsonl`\n- as paid;\nf. paying refunds in accordance with section 15A;\ng. reducing the balance of the account (and therefore the available appropriation for the account)\nwithout making a real or notional payment.\nThe NPISS Special Account was initially established by the Financial Management and Accountability\nDetermination 2006/07—National Policing Information Systems and Services Special Account\nEstablishment 2006.\nThe Account is a special account for the purpose of the Public Governance Performance and\nAccountability Act 2013.\n2. Represents income primarily from police checking an\n Source: `annual-reports/2021-22.pages.jsonl`\n- as paid;\nf. paying refunds in accordance with section 15A;\ng. reducing the balance of the account (and therefore the available appropriation for the account)\nwithout making a real or notional payment.\nThe NPISS Special Account was initially established by the Financial Management and Accountability\nDetermination 2006/07—National Policing Information Systems an\n\n_…truncated, open the .md file for the full content._", "global_initiatives_md": "# Global Ideas Input - Australian Criminal Intelligence Commission\n\nUse the source text files in this folder to produce implementable ideas for Australia.\n\nFor each idea, separate:\n- large structural reforms\n- small/cheap operational changes\n- overseas case-study evidence\n- university/research support\n- consulting/association trend support\n- implementation steps in the Australian context\n- risks, prerequisites, and likely owner\n\n## Sources\n\n- [association] World Bank Governance Global Practice - https://www.worldbank.org/en/topic/governance - `source-text/association-worldbank.org-governance.txt`\n- [consulting] Deloitte Government and Public Services - https://www.deloitte.com/global/en/Industries/government-public.html - `source-text/consulting-deloitte.com-government-public.txt`\n- [university] Harvard Kennedy School Ash Center - https://ash.harvard.edu/ - `source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`", "strategy": { "reporting_period": "2023-24", "corporate_plan_period": "2025-26", "vision": "An Australia hostile to criminal exploitation. [AR p.2]", "vision_source_page": 2, "purposes": "To protect Australia from serious criminal threats by collecting, assessing and disseminating intelligence and policing information. [AR p.5] [CP p.5]", "purposes_source_page": 5, "how_we_deliver": "We share our intelligence, information and work with a range of partners to make Australia hostile to criminals who harm our communities and our national interests. [CP p.6]", "how_we_deliver_source_page": 6, "government_priorities": [ { "text": "To protect Australia from serious criminal threats by collecting, assessing and disseminating intelligence and policing information.", "source_page": 5 } ], "outcomes": [ { "name": "Outcome 1: To protect Australia from criminal threats through coordinating a strategic response and the collection, assessment and dissemination of intelligence and policing information.", "description": "The ACIC supports the protection of Australia from criminal threats through developing and coordinating innovative disruption strategies that disable or dismantle criminal groups. The ACIC, through Board-approved special investigations and special operations collects, assesses and disseminates criminal intelligence to improve the national ability to respond to crime affecting Australia. The ACIC provides high-quality national policing information systems and services to Commonwealth and law enforcement partners and keeps the community safe through delivery of background checking services to support employment or entitlement decisions.", "key_activities": [ "To collect, analyse and communicate intelligence relating to serious and organised crime impacting Australia, including where it has a transnational dimension.", "To ensure that there are systems and services that enable criminal intelligence and police information to be shared across jurisdictions, including the provision of nationally coordinated criminal history checks." ], "source_page": 15 } ], "values": [ "Integrity", "Respect", "Innovation", "Excellence", "Courage" ], "values_framework_name": "None", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Percentage of stakeholders that requested an additional intelligence product disclosure", "target": "Equal to or greater than 60%", "source_page": 15 }, { "code": "CCE02", "measure": "ACIC intelligence insights and advice are impactful, informed and influential on partner operational or policy activities", "target": "Equal to or greater than 80%", "source_page": 15 }, { "code": "CCE03", "measure": "National system availability", "target": "Collective attainment of A rating equal to or greater than 'substantially met'", "source_page": 16 }, { "code": "CCE04", "measure": "Stakeholders agree or strongly agree that ACIC national policing information systems are of value to their work", "target": "Equal to or greater than 80%", "source_page": 17 }, { "code": "CCE05", "measure": "Percentages of ACIC components for urgent checks and standard checks that are delivered on time", "target": "Urgent checks completed in 5 business days: Equal to or greater than 95%, Standard checks completed in 10 business days: Equal to or greater than 95%", "source_page": 18 }, { "code": "CCE06", "measure": "The ACIC undertakes audits of accredited bodies and ensures their compliance with established timeframes", "target": "Equal to or greater than 10%", "source_page": 19 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Percentage of stakeholders that requested an additional intelligence product disclosure", "result": "Fully met", "status": "Achieved", "source_page": 6 }, { "code": "CCE02", "measure": "ACIC intelligence insights and advice are impactful, informed and influential on partner operational or policy activities", "result": "Substantially met", "status": "Substantially achieved", "source_page": 6 }, { "code": "CCE03", "measure": "National system availability", "result": "Eleven of the 12 national information systems met or exceeded the availability benchmarks set by the ACIC Board.", "status": "Achieved", "source_page": 6 }, { "code": "CCE04", "measure": "Stakeholders agree or strongly agree that ACIC national policing information systems are of value to their work", "result": "80% agreed", "status": "Substantially achieved", "source_page": 6 }, { "code": "CCE05", "measure": "Percentages of ACIC components for urgent checks and standard checks that are delivered on time", "result": "98.4% of urgent checks and 97.2% of standard checks within benchmarks set by the ACIC Board.", "status": "Achieved", "source_page": 6 }, { "code": "CCE06", "measure": "The ACIC undertakes audits of accredited bodies and ensures their compliance with established timeframes", "result": "The ACIC audited 24% of accredited bodies, exceeding the target of 10%.", "status": "Achieved", "source_page": 6 } ], "_source_urls": { "annual_report_url": "https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF", "corporate_plan_url": "https://www.acic.gov.au/sites/default/files/2025-08/ACIC%20Corporate%20Plan%202025-26.PDF" } }, "ideas": [ { "entity_id": "O-000781", "entity_name": "Australian Criminal Intelligence Commission", "folder_name": "Australian-Criminal-Intelligence-Commission", "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": "Source: Portfolio Budget Statements 2023–24, page 97; Corporate Plan 2023–24, page 22\nMeasure Target Measure result\n1.1 \u0007Number of high-threat criminal targets High-threat criminal Fully met\nidentified targets are identified\n1.2 \u0007Proportion of high-threat criminal targets High-threat criminal Fully met\nimpacted targets are impacted\n1.3 \u0007Qualitative examples of ACIC discovery of ≥\u00071 Fully met\nevolving criminal threats to Australia\nPerformance criterion 1 result Fully met\nWe fully met this performance criterion, as the targets for all measures were fully met.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000781", "entity_name": "Australian Criminal Intelligence Commission", "folder_name": "Australian-Criminal-Intelligence-Commission", "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": "Source: Portfolio Budget Statements 2023–24, page 97; Corporate Plan 2023–24, page 22\nMeasure Target Measure result\n1.1 \u0007Number of high-threat criminal targets High-threat criminal Fully met\nidentified targets are identified\n1.2 \u0007Proportion of high-threat criminal targets High-threat criminal Fully met\nimpacted targets are impacted\n1.3 \u0007Qualitative examples of ACIC discovery of ≥\u00071 Fully met\nevolving criminal threats to Australia\nPerformance criterion 1 result Fully met\nWe fully met this performance criterion, as the targets for all measures were fully met.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000781", "entity_name": "Australian Criminal Intelligence Commission", "folder_name": "Australian-Criminal-Intelligence-Commission", "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": "During 2020–21, the Audit Committee reviewed areas including:\n„ financial performance\n„ internal and external audit reports\n„ progress against audit recommendations\n„ planning and performance frameworks and reporting\n„ compliance with legislation\n„ risk oversight and management\n„ Australian National Audit Office activity.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.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": "O-000781", "entity_name": "Australian Criminal Intelligence Commission", "folder_name": "Australian-Criminal-Intelligence-Commission", "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": "During 2020–21, the Audit Committee reviewed areas including:\n„ financial performance\n„ internal and external audit reports\n„ progress against audit recommendations\n„ planning and performance frameworks and reporting\n„ compliance with legislation\n„ risk oversight and management\n„ Australian National Audit Office activity.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.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": "O-000781", "entity_name": "Australian Criminal Intelligence Commission", "folder_name": "Australian-Criminal-Intelligence-Commission", "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": "[Page 64]\nTable 2.12: Entity resource statement\nActual available\nappropriations Payments made Balance\nfor 2021–22 2021–22 remaining\n$’000 $’000 $’000\n(a) (b) (a – b)\nDepartmental annual\nappropriations – ordinary annual\nservices\nPrior year appropriation available 46,378 46,378 –\nDepartmental appropriation (including 130,063 64,181 65,882\ndepartmental capital budget)1\nSection 74 relevant agency receipts2 17,081 14,592 2,489\nTotal ordinary annual services 193,522 125,151 68,371\nAnnual appropriation – other services\nnon-operating\nPrior year appropriation available – – –\nEquity injections3 6,175 6,100 75\nTotal other services 6,175 6,100 75\nTotal annual appropriations 199,697 131,251 68,446\nNational Policing Information Systems\nand Services Special Account\nOpening balance 128,801\nAppropriation receipts 23,873\nNon-appropriation receipts 127,206\nPayments made 133,560", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2021-22.pdf (https://www.acic.gov.au/sites/default/files/2022-10/2021-22%20ACIC%20Annual%20Report.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000781", "entity_name": "Australian Criminal Intelligence Commission", "folder_name": "Australian-Criminal-Intelligence-Commission", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 64]\nTable 2.12: Entity resource statement\nActual available\nappropriations Payments made Balance\nfor 2021–22 2021–22 remaining\n$’000 $’000 $’000\n(a) (b) (a – b)\nDepartmental annual\nappropriations – ordinary annual\nservices\nPrior year appropriation available 46,378 46,378 –\nDepartmental appropriation (including 130,063 64,181 65,882\ndepartmental capital budget)1\nSection 74 relevant agency receipts2 17,081 14,592 2,489\nTotal ordinary annual services 193,522 125,151 68,371\nAnnual appropriation – other services\nnon-operating\nPrior year appropriation available – – –\nEquity injections3 6,175 6,100 75\nTotal other services 6,175 6,100 75\nTotal annual appropriations 199,697 131,251 68,446\nNational Policing Information Systems\nand Services Special Account\nOpening balance 128,801\nAppropriation receipts 23,873\nNon-appropriation receipts 127,206\nPayments made 133,560", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2021-22.pdf (https://www.acic.gov.au/sites/default/files/2022-10/2021-22%20ACIC%20Annual%20Report.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": "O-000781", "entity_name": "Australian Criminal Intelligence Commission", "folder_name": "Australian-Criminal-Intelligence-Commission", "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": "ACIC employees’ responses to the 2020 APS Employee Census indicated that:\n„ 81 per cent of staff are satisfied with the stability and security of their job\n„ 88 per cent of staff strongly believe in the purpose and objectives of our agency and are\ncommitted to our agency goals\n„ 94 per cent of staff are happy to go the ‘extra mile’ at work when required\n„ 63 per cent of staff believe that their work group has used the COVID-19 crisis to improve\nthe way they work\n„ 65 per cent of staff believe our agency is taking actions to maintain ways of working\nimplemented during the COVID-19 crisis.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.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": "O-000781", "entity_name": "Australian Criminal Intelligence Commission", "folder_name": "Australian-Criminal-Intelligence-Commission", "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": "ACIC employees’ responses to the 2020 APS Employee Census indicated that:\n„ 81 per cent of staff are satisfied with the stability and security of their job\n„ 88 per cent of staff strongly believe in the purpose and objectives of our agency and are\ncommitted to our agency goals\n„ 94 per cent of staff are happy to go the ‘extra mile’ at work when required\n„ 63 per cent of staff believe that their work group has used the COVID-19 crisis to improve\nthe way they work\n„ 65 per cent of staff believe our agency is taking actions to maintain ways of working\nimplemented during the COVID-19 crisis.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.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": "O-000781", "entity_name": "Australian Criminal Intelligence Commission", "folder_name": "Australian-Criminal-Intelligence-Commission", "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": "During 2020–21, the Audit Committee reviewed areas including:\n„ financial performance\n„ internal and external audit reports\n„ progress against audit recommendations\n„ planning and performance frameworks and reporting\n„ compliance with legislation\n„ risk oversight and management\n„ Australian National Audit Office activity.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.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": "O-000781", "entity_name": "Australian Criminal Intelligence Commission", "folder_name": "Australian-Criminal-Intelligence-Commission", "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": "During 2020–21, the Audit Committee reviewed areas including:\n„ financial performance\n„ internal and external audit reports\n„ progress against audit recommendations\n„ planning and performance frameworks and reporting\n„ compliance with legislation\n„ risk oversight and management\n„ Australian National Audit Office activity.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2020-21.pdf (https://www.acic.gov.au/sites/default/files/2021-10/2020-21%20ACIC%20Annual%20Report%20FULL_0.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": "O-000781", "entity_name": "Australian Criminal Intelligence Commission", "folder_name": "Australian-Criminal-Intelligence-Commission", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "Source: Portfolio Budget Statements 2023–24, page 97; Corporate Plan 2023–24, page 23\nMeasure Target Measure result\n10.1 \u0007Stakeholders\u0007agree\u0007or\u0007strongly\u0007agree\u0007 91% of stakeholder Substantially met\nthat ACIC national policing information survey respondents\nsystems are of value to their work\n10.2 \u0007Stakeholders\u0007agree\u0007or\u0007strongly\u0007agree\u0007 82% of stakeholder Substantially met\nthat ACIC national policing information survey respondents\nsystems are reliable\n10.3 \u0007Stakeholders\u0007agree\u0007or\u0007strongly\u0007agree\u0007 82% of stakeholder Substantially met\nthat ACIC national policing information survey respondents\nsystems meet the needs of their\norganisation\nPerformance criterion 10 result Substantially met\nWe substantially met this performance criterion, as the targets for all 3 measures were\nsubstantially met.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2023-24.pdf (https://www.acic.gov.au/sites/default/files/2024-10/ACIC%20Annual%20Report%202023-24.PDF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000781", "entity_name": "Australian Criminal Intelligence Commission", "folder_name": "Australian-Criminal-Intelligence-Commission", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "Source: Portfolio Budget Statements 2023–24, page 97; Corporate Plan 2023–24, page 23\nMeasure Target Measure result\n10.1 \u0007Stakeholders\u0007agree\u0007or\u0007strongly\u0007agree\u0007 91% of stakeholder Substantially met\nthat ACIC national policing information survey respondents\nsystems are of value to their work\n10.2 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