{ "entity_id": "O-000799", "folder": "Australian-Film-Television-and-Radio-School", "name": "Australian Film, Television and Radio School", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts", "website": "http://www.aftrs.edu.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": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 2, "n_artifacts": 13, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "Working hand-in-hand with the screen and broadcast industries, AFTRS is a global centre of excellence that provides Australians with the highest level of screen and broadcast education, training, and research. [AR p.13]", "official_site_url": "http://www.aftrs.edu.au", "source_documents": [ { "type": "annual_report", "title": "PDF", "url": "https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "PDF", "url": "https://www.aftrs.edu.au/wp-content/uploads/2024/11/AFTRS-Annual-Report-2023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "PDF", "url": "https://www.aftrs.edu.au/wp-content/uploads/2023/10/2022-23-AFTRS-Annual-Report_complete4Wsite.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "PDF", "url": "https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "PDF", "url": "https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate Plan 2025–2026", "url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "period": "2025-26", "confidence": "high" }, { "type": "pb", "title": "Portfolio Budget Statements 2024-2025", "url": "https://www.aftrs.edu.au/wp-content/uploads/2024/06/Portfolio-Budget-Statement-2024-2025.pdf", "period": "2024-25", "confidence": "medium" }, { "type": "pb", "title": "Portfolio Budget Statement 2023-2024", "url": "https://www.aftrs.edu.au/wp-content/uploads/2023/05/AFTRS-Portfolio-Budget-Statement-2023-2024.pdf", "period": "2023-24", "confidence": "medium" } ], "purpose": { "text": "Working hand-in-hand with the screen and broadcast industries, AFTRS is a global centre of excellence that provides Australians with the highest level of screen and broadcast education, training, and research. [AR p.13]", "source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "source_page": 13, "source_deep_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=13" }, "vision": { "text": "We believe that a country is shaped by its stories. In an increasingly complex world Australians have never needed good stories more, to understand who we are and who we can be. As the national screen and broadcast school, AFTRS’ job is to train the talent who can create these stories. [AR p.14]", "source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "source_page": 14, "source_deep_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=14" }, "strategic_priorities": [ { "title": "First Nations cultures", "description": "First Nations cultures", "source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "source_page": 12, "source_deep_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=12" }, { "title": "Outreach & Inclusion", "description": "Outreach & Inclusion", "source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "source_page": 12, "source_deep_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=12" } ], "values": [ { "name": "Excellence", "description": "", "source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "source_page": null }, { "name": "Courage", "description": "", "source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "source_page": null }, { "name": "Community", "description": "", "source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "source_page": null }, { "name": "Creativity", "description": "", "source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "source_page": null }, { "name": "Generosity", "description": "", "source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: National Reach", "description": "As Australia’s national screen and broadcast school, AFTRS programs must be available to the most talented learners in all states and territories. The pillar of National Reach is supported by two strategic areas of focus—First Nations cultures and outreach and inclusion. [CP p.15]", "activities": [ "Embedding First Nations’ values within AFTRS", "Supporting under-represented talent across Australia" ], "source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "source_page": 15, "source_deep_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=15" }, { "name": "Outcome 2: Excellence", "description": "Working together with industry, AFTRS offers the highest level of screen and broadcast training. Our graduates are sought-after for their outstanding craft, skills and artistry. They are enterprising, highly creative, and professional. They understand the power of Australian story, underpinned by First Nations cultures, and enriched by our country’s diversity, to engage, entertain and connect audiences at home and around the world. [CP p.16]", "activities": [ "Educate and train new talent", "Empower the learning of screen and broadcast storytellers and practitioners" ], "source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "source_page": 16, "source_deep_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=16" }, { "name": "Outcome 3: Sustainability", "description": "AFTRS has a suite of scalable, adaptive, face-to-face and online offerings that allows AFTRS to grow its business whilst meeting local, regional, and national demand for graduates in a sustainable way for its staff, school resources, and the industry. [CP p.16]", "activities": [ "Ensuring an adaptive, efficient, and sustainable business" ], "source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "source_page": 16, "source_deep_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=16" } ], "performance_measures": [ { "code": "N/A", "measure": "N/A", "target": "N/A", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf", "target_source_page": null, "result_source_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "Working hand-in-hand with the screen and broadcast industries, AFTRS is a global centre of excellence that provides Australians with the highest level of screen and broadcast educa", "We believe that a country is shaped by its stories. In an increasingly complex world Australians have never needed good stories more, to understand who we are and who we can be. As", "First Nations cultures", "Outreach & Inclusion" ], "watch_terms": [ "N/A" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Australian Film, Television and Radio School — Strategy Brief\n\n**Reporting period**: 2024-25 [AR p.1](https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf#page=1)\n**Corporate plan in force**: 2025-26 [CP p.2](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=2)\n**Annual Report**: [2024-25 [AR p.1](https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf#page=1)](https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf)\n**Corporate Plan**: [2025-26 [CP p.2](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=2)](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf)\n\n## Vision\n\n> We believe that a country is shaped by its stories. In an increasingly complex world Australians have never needed good stories more, to understand who we are and who we can be. As the national screen and broadcast school, AFTRS’ job is to train the talent who can create these stories. [AR p.14](https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf#page=14) [[CP p.14](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=14)(https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=14)]\n\n## Our purpose / purposes\n\n> Working hand-in-hand with the screen and broadcast industries, AFTRS is a global centre of excellence that provides Australians with the highest level of screen and broadcast education, training, and research. [AR p.13](https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf#page=13) [[CP p.13](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=13)(https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=13)]\n\n## How we deliver\n\n> AFTRS’ five-year corporate strategy, Creating the Future, launched in February 2021, established the foundations for meeting our purpose in a rapidly evolving operating environment. The strategy comprises three pillars: national reach, excellence, and sustainability, and is well positioned to support the five pillars of the national cultural policy, Revive: a place for every story, a story for every place. [CP p.3](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=3) [[CP p.3](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=3)(https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=3)]\n\n## Government priorities for this department\n\n- First Nations cultures [[CP p.12](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=12)(https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=12)]\n- Outreach & Inclusion [[CP p.12](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=12)(https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=12)]\n\n## Outcomes\n\n### Outcome 1: National Reach\nAs Australia’s national screen and broadcast school, AFTRS programs must be available to the most talented learners in all states and territories. The pillar of National Reach is supported by two strategic areas of focus—First Nations cultures and outreach and inclusion. [CP p.15](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=15) [[CP p.15](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=15)(https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=15)]\n\n**Key activities:**\n- Embedding First Nations’ values within AFTRS\n- Supporting under-represented talent across Australia\n\n### Outcome 2: Excellence\nWorking together with industry, AFTRS offers the highest level of screen and broadcast training. Our graduates are sought-after for their outstanding craft, skills and artistry. They are enterprising, highly creative, and professional. They understand the power of Australian story, underpinned by First Nations cultures, and enriched by our country’s diversity, to engage, entertain and connect audiences at home and around the world. [CP p.16](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=16) [[CP p.16](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=16)(https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=16)]\n\n**Key activities:**\n- Educate and train new talent\n- Empower the learning of screen and broadcast storytellers and practitioners\n\n### Outcome 3: Sustainability\nAFTRS has a suite of scalable, adaptive, face-to-face and online offerings that allows AFTRS to grow its business whilst meeting local, regional, and national demand for graduates in a sustainable way for its staff, school resources, and the industry. [CP p.16](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=16) [[CP p.16](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=16)(https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=16)]\n\n**Key activities:**\n- Ensuring an adaptive, efficient, and sustainable business\n\n## Values and principles\n\n_Creating the Future_\n\n- Excellence\n- Courage\n- Community\n- Creativity\n- Generosity\n\n## What they will measure themselves on this year (targets from 2025-26 [CP p.2](https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf#page=2) corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| N/A | N/A | N/A | |\n\n## How they performed last year (results from 2024-25 [AR p.1](https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf#page=1) annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| N/A | N/A | N/A | N/A | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Australian Film, Television and Radio School - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:04:24.616819+00:00\n**Entity ID**: O-000799\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.aftrs.edu.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 | 3 |\n| corporate-plans | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 30 |\n| pbs | 2 |\n\n## Executive Readout\n\n### Purpose\n\n- The Committee convened four meetings\nin FY 2020–21:\n· to provide any other advice to the\naccountable authority about the\n· 4 September 2020\naccountable authority’s obligations under\n· 27 November 2020 the PGPA Act and other relevant legislation.\n· 4 February 2021\nPerformance reporting\n· 3 June 2021.\n· to satisfy itself that AFTRS has an\nappropriate performance reporting\nframework linked to its objectives and\noutcomes.\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 7]\nContents\n1 Chair’s Introduction 6 7 Financial Statements 61\nContents 61\n2 CEO’s Perspective 9\n8 Appendices 94\n3 About Us 12\nAppendix 1: Applications\nOur Strategic Direction 13 and Enrolments 94\nAppendix 2: Scholarships 95\n4 Corporate Governance 14 Appendix 3: Bridge to Industry 97\nAppendix 4: 2021 AFTRS\nEnabling Legislation 14 Graduates 104\nCouncil 17 Appendix 5: Student\nFinance, Audit and Risk Achievements 108\nManagement Committee 21 Appendix 6: Award\nAcademic Board 24 Course Program 111\nExecutive Team 26 Appendix 7: Engagement:\nOutreach 115\n5 Performance 28 Appendix 8: Industry\nPractitioners at AFTRS 117\nPortfolio Budget Statement Appendix 9: Public Programs 120\nand Key Performance Criteria 28 Appendix 10: Financial\nAnnual Performance Statement: Resource Summary 125\nAFTRS 2020–21 30\nAnalysis of Performance Index 128\nAgainst Purpose 46\nPublic Governance, Performance\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 30]\n5 Performance\n2020–21 Portfolio Budget Statement\nand Key Performance Criteria\nOutcome 1 Delivery of Program 1.1\nSupport the development of a professional Program 1.1 is delivered through higher\nscreen arts and broadcast culture in Australia, education award courses, industry skills\nincluding through the provision of specialist courses and workshops, outreach and\nindustry-focused education, training, schools programs, corporate courses,\nand research. and research activities and publications.\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 32]\nAnnual Performance Statement:\nAFTRS 2020–21\nIntroductory Statement Entity Purpose\nThe Annual Performance Statement meets AFTRS’ purpose is to provide high-quality\nthe requirements of paragraph 39 (1) (a) of the education and training at a range of levels to\nPGPA Act for the 2020–21 financial year and advance the skills and knowledge of talented\naccurately represents AFTRS performance individuals and meet the evolving needs of\nin accordance with subsection 39 (2) of Australia’s screen and broadcast industries.\nthe PGPA Act.\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n\n### Role and Functions\n\n- 2020–21:\n· 7 July 2020\nDuties and\n· 2 September 2020\nResponsibilities\n· 17 November 2020\n· 12 February 2021\nThe functions, duties and responsibilities of the\n· 7 April 2021\nAcademic Board are:\n· 29 June 2021\n· Oversee the quality assurance\nof teaching, learning and research\nComposition\nactivities of the School\n· Approve new curricula\nThe Academic Board consists of up to eight\n· Approve major changes to members, but not less than four members.\ncourses of study It includes the independent chair, that is a\nhigher education specialist with professorial\n· Ensure curricula is designed to meet the\nqualifications; two or more independent\nstandards of the higher education sector\nmembers with higher education experience,\n· Review policies, procedures and guidelines which can include an appointee from\nrelated to the admission, enrolment, independent members of AFTRS Council; the\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- The FARM Committee convened four meetings comprising four ordinary meetings in FY\n2024–25, and there were no extraordinary meetings held in the reporting period:\n• 4 September 2024\n• 21 November 2024\n• 20 February 2025\n• 5 June 2025\nFARM Committee Duties and\nResponsibilities\nIn carrying out its functions, the FARM Committee may consider any matters relating to\nthe School's financial affairs and risk management that the FARM Committee determines\nto be appropriate.\n Source: `annual-reports/2024-25.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf)`\n- [Page 26]\nFinance, Audit and Risk\nManagement Committee\nThe Council of AFTRS established the FARM Committee Duties\nFinance, Audit and Risk Management (FARM) and Responsibilities\nCommittee in compliance with section 45 of\nthe Public Governance, Performance and\nIn carrying out its functions, the FARM\nAccountability Act 2013 (PGPA Act) and section\nCommittee may consider any matters\n17 of the Public Governance, Performance and\nrelating to the school's financial affairs and\nAccountability Rule 2014.\nrisk management that the FARM Committee\ndetermines to be desirable.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- [Page 32]\nAcademic Board\nThe Academic Board is a subcommittee · 28 April 2022 (ordinary meeting)\nof the AFTRS Council.\n· 5 May 2022 (extraordinary meeting)\n· 29 June 2022 (ordinary meeting)\nAcademic Board Duties\nand Responsibilities\nAcademic Board\nThe functions, duties and responsibilities of the Composition\nAcademic Board are:\nThe Academic Board consists of up to eight\n· Oversee the quality assurance of teaching,\nmembers, but not less than four members,\nlearning and research activities of the\nwho may be present in person or electronically,\nSchool.\none of whom is required to be an independent\n· Approve new curricula. member.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- The Australian Government has allocated $28.310 million\nCentral to innovative practices, AFTRS has embarked to AFTRS for FY2025–26, a revised amount from that\non the creation of AFTRS’ Research Manifesto to define detailed in the Portfolio Budget Statements.\nthe School's role as a research hub that attracts and\ngenerates research collaborations across the sector, Building on the initial funding provided in the previous\nnationally and internationally.\n Source: `corporate-plans/2025-26.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf)`\n- [Page 7]\nContents\n1 Chair’s Introduction 6 7 Financial Statements 61\nContents 61\n2 CEO’s Perspective 9\n8 Appendices 94\n3 About Us 12\nAppendix 1: Applications\nOur Strategic Direction 13 and Enrolments 94\nAppendix 2: Scholarships 95\n4 Corporate Governance 14 Appendix 3: Bridge to Industry 97\nAppendix 4: 2021 AFTRS\nEnabling Legislation 14 Graduates 104\nCouncil 17 Appendix 5: Student\nFinance, Audit and Risk Achievements 108\nManagement Committee 21 Appendix 6: Award\nAcademic Board 24 Course Program 111\nExecutive Team 26 Appendix 7: Engagement:\nOutreach 115\n5 Performance 28 Appendix 8: Industry\nPractitioners at AFTRS 117\nPortfolio Budget Statement Appendix 9: Public Programs 120\nand Key Performance Criteria 28 Appendix 10: Financial\nAnnual Performance Statement: Resource Summary 125\nAFTRS 2020–21 30\nAnalysis of Performance Index 128\nAgainst Purpose 46\nPublic Governance, Performance\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n\n### Strategic Priorities\n\n- Corporate Key Activities Year Targets and Source\nPerformance\nMeasure 2025–26 2026–27 2027–28 2028–29\nEnsure an Growing a AFTRS staff community reflects a wide variety of lived experience and\nadaptive, efficient, culture that actively seeks to increase meaningful opportunities and participation of\nand sustainable celebrates people who have been systematically marginalised.\nbusiness that and embraces\n• Average total remuneration gender pay gap of less than 5% across\nsupports AFTRS belonging\nthe organisation.\nas a global centre and inclusion\nof excellence with shared Source: AFTRS Payroll system\nfor screen accountability\n• 51% Female and non-binary representation and at a leadership level\n& broadcast for addressing\neducation, training, patterns of Source: AFTRS Payroll system\nand research systemic\n• 9% of People living with disability9\nmarginalisation\nSource: AFTRS Payroll system\n Source: `corporate-plans/2025-26.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf)`\n- [Page 76]\nAustralian Film, Television And Radio School Annual Report 2024-25\nAnnual Performance Statement 2024–25\n2 industry- Target 2 industry- AFTRS maintains active engagement with the\npartnered met partnered industry, creative education sector, and key\nresearch research stakeholders to conceptualise, support, and\nprojects per projects were undertake research that aligns with the School’s\nyear undertaken strategic priorities and mission.\n Source: `annual-reports/2024-25.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf)`\n- [pages 83,84,85,86]\nechnology and Production &\nmeet expected Facilities.\nprogress from\n2023–24) A preliminary assessment of the existing\nplan was undertaken to maintain\nmomentum on key strategic priorities.\n Source: `annual-reports/2024-25.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf)`\n- Corporate Key Activities Year Targets and Source\nPerformance\nMeasure 2025–26 2026–27 2027–28 2028–29\nEmbedding First Grow First 2 First Nations-led partnerships per year\nNations’ values Nations’\nwithin AFTRS Community\nthrough the inclusion Stakeholders Source: AFTRS agreement database\nof First Nations’ & Projects\nvoices, values, 2 MOUs in place with First Nations’ Community-controlled\nknowledges, and organisations per year\npedagogies to build\nthe capacity and\nSource: AFTRS agreement database\ncapability of our staff,\nstudents, graduates,\nSupport 2 First Nations’ media and education conferences per year\nand industry\nSource: Sponsorship component: AFTRS agreement database; Event Attendance component: Registration\nRecords / Calendar / Approval Evidence\nStrategic focus: 1.2.\n Source: `corporate-plans/2025-26.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf)`\n- [Page 7]\nContents\n1 Chair’s Introduction 6 7 Financial Statements 61\nContents 61\n2 CEO’s Perspective 9\n8 Appendices 94\n3 About Us 12\nAppendix 1: Applications\nOur Strategic Direction 13 and Enrolments 94\nAppendix 2: Scholarships 95\n4 Corporate Governance 14 Appendix 3: Bridge to Industry 97\nAppendix 4: 2021 AFTRS\nEnabling Legislation 14 Graduates 104\nCouncil 17 Appendix 5: Student\nFinance, Audit and Risk Achievements 108\nManagement Committee 21 Appendix 6: Award\nAcademic Board 24 Course Program 111\nExecutive Team 26 Appendix 7: Engagement:\nOutreach 115\n5 Performance 28 Appendix 8: Industry\nPractitioners at AFTRS 117\nPortfolio Budget Statement Appendix 9: Public Programs 120\nand Key Performance Criteria 28 Appendix 10: Financial\nAnnual Performance Statement: Resource Summary 125\nAFTRS 2020–21 30\nAnalysis of Performance Index 128\nAgainst Purpose 46\nPublic Governance, Performance\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 37]\nCriterion Source: Corporate Plan 2020–21,\nDeveloping Talent, Strategic Focus: 4.2 Talent Development\nRef Desired Key Activities Performance Result Against\nLine Result Criterion 2020–21 Performance Criteria\nTargets\n14 4.2.1 Deliver BA, 300 new 401 of new and ongoing enrolments was achieved\nGraduate Diploma and ongoing in Award courses.\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 38]\nRef Desired Key Activities Performance Result Against\nLine Result Criterion 2020–21 Performance Criteria\nTargets\n19 4.2.2 Creativity and 2 course learning 2 course learning outcomes refer to creativity and\nentrepreneurship outcomes make entrepreneurship.\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 39]\nRef Desired Key Activities Performance Result Against\nLine Result Criterion 2020–21 Performance Criteria\nTargets\n22 Create a safe, Minimum During FY 2020–21, the School increased its\ncreative culture of 7 Safe numbers of listed SCOs to 211.\nfor work and Conversation\nEach cohort was assigned two SCOs as a\nstudy through Officers (SCOs)\nparticular contact for their production block call\nAFTRS Charter will be available\nsheets.\ncommitments and during the\nsafe conversation semester with 4 supervision sessions are scheduled throughout\nofficer program 1 supervision the year, with attendance monitored by the\nsession accessed School’s Counsellor and Student Engagement\nper semester Managers.\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 40]\nCriterion Source: Corporate Plan 2020–21, Supporting Talent,\nStrategic Focus: 4.3 Industry Training\nRef Desired Key Activities Performance Result Against\nLine Result Criterion 2020–21 Performance Criteria\nTargets\n26 4.3.1 Partner in 10 training >25 partnerships were developed to provide training\ntraining partnerships nationally.\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 41]\nRef Desired Key Activities Performance Result Against\nLine Result Criterion 2020–21 Performance Criteria\nTargets\n30 4.3.2 Offer Industry 200 industry 229 industry practitioners were trained through Industry\nCertificates practitioners Certificates or Industry Partner workshops.\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 34]\nRef Desired Key Performance Criterion Result Against\nLine Result Activities 2020–21 Targets Performance Criteria\n2 2200 Unique users 2,199 Unique users to the Media Lab website.\nto the Media Lab\nDisappointingly, the target for the period was not met by\nwebsite\njust one unique user.\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 37]\nCriterion Source: Corporate Plan 2020–21,\nDeveloping Talent, Strategic Focus: 4.2 Talent Development\nRef Desired Key Activities Performance Result Against\nLine Result Criterion 2020–21 Performance Criteria\nTargets\n14 4.2.1 Deliver BA, 300 new 401 of new and ongoing enrolments was achieved\nGraduate Diploma and ongoing in Award courses.\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 45]\nRef Desired Key Activities Performance Result Against\nLine Result Criterion 2020–21 Performance Criteria\nTargets\n39 25% CALD; and 26% Culturally and linguistically diverse (CALD) was\nachieved, maintaining the result from FY 2019–20,\nwhich was a 3% increase from the prior year.\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- NATIONAL REACH\nCriterion Source: 2021–2022 Corporate Plan,\nStrategic Focus: 1.1 First Nations Culture\nEmbedding First Nations values within AFTRS by including First Nations' knowledges, voices,\nvalues, and pedaggies to build the capacity and knowledge of our staff, graduates, and industry.\n(1.1) .1 Desired Result\nEmbedding First Nations values within AFTRS through the inclusion of First Nations' voices, values, knowledges,\nand ped-agogies to build the capacity and capability of our staff, students, graduates, and industry to co-create\nan environment that is culturally, spiritually, socially, intellectually, and emotionally safe.\n(1.1) Key activity Activity Analysis\n(.1).1\nGrow First Directed by the objectives and priorities in the First Nations Strategic Plan, including working\nNations toward a set of protocols for engaging with First Nations' people, the School, led by the First\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- CP 2021–22 Result Against Analysis\nTarget, also Performance Criteria\nPBS 2021–22\nPerformance\nCriterion\nTarget\n2 First Target 9 First This year's result has exceeded the target and re-flects an\nNations-led met Nations-led increased focus on partnering with First Nations communities and\npartnerships partnerships media organisations.\nare in place.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- [Page 45]\nCorporate Result Against Analysis\nPlan 2021–22 Performance Criteria\nPerformance\nCriterion\nTargets\n50% of course Target 66.82% Percentage comprising:\nenrolments met of course\n• 2 3 % of Award Course enrolments were from outside NSW as of\noutside of enrolments\nSemester 1, 2022 census date.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- CP 2021–22 Result Against Analysis\nTargets, also Performance Criteria\nPBS 2021–22\nPerformance\nCriterion\nTargets\n3,000 Target 2,554 Participant numbers comprising:\nparticipants not met participants\n• 4 06 students were enrolled in Award Courses during the\nin industry in industry\nperiod across the following programs:\ntraining per training in the\nyear year. - Bachelor of Arts Screen: Production\n- Graduate Diploma in Radio and Podcasting\n- Graduate Diploma in Radio\n- Masters of Arts Screen\n- Masters of Arts Screen: Business\n• 1 ,047 students were enrolled in 70 different Short Course\nofferings during the period.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- [Page 47]\nCont'd CP 2021–22 Result Against Analysis\nTargets, also Performance Criteria\nPBS 2021–22\nPerformance\nCriterion\nTargets\n1 partnered Target Partnered The result for FY 2021–22 was principally due to limitations\nindustry event not met Industry events caused by the COVID-19 pandemic.\nper State and were held in\nPartnered industry events outside of NSW comprised two\nTerritory out- 2 states other\npartnered industry events in Victoria, and AFTRS staff participated\nside NSW per than NSW.\nin one Industry event in Queensland.\nyear\n• A FTRS partnered with VicScreen to present the \"Make It\"\nconference in Melbourne, attended by 161 early career\npractitioners and 101 senior industry speakers/coaches and\nmentors.\n• O ne edition of the \"Meet The Creators\" event series was held\nin person at ACMI in Melbourne; the other ten events in the\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- [Page 48]\n(1.2)(.1).2 Key activity Activity Analysis\nPartner with Particular attention has been given this year to conduit activities by increasing engagement\ncommunity through workshops within the community.\norganisations\nand high\nschools to\nbuild bridges\nfrom under-\nrepresented\ncommunities\ninto AFTRS\nCorporate Result Against Analysis\nPlan 2021–22 Performance Criteria\nPerformance\nCriterion\nTargets\n8 CALD Target 14 CALD As a priority attention area, the School has exceeded the\ncommunity- met community-led target this year through a focussed increased number of CALD\nled projects projects were workshops delivered.\nacross undertaken\nAustralia across\nAustralia.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- CP 2021–22 Result Against Analysis\nTargets, al-so Performance Criteria\nPBS 2021–22\nPerformance\nCriterion\nTargets\n300 award Target met 406 award AFTRS continued to have strong enrolments during the period,\ncourse course despite the COVID-19 impact.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- CP 2021–22 Result Against Analysis\nTargets, al-so Performance Criteria\nPBS 2021–22\nPerformance\nCriterion\nTargets\n75% of recent Target 78% of recent AFTRS undertakes the Graduate Outcomes Survey annually,\ngraduates met graduates post-graduation.\nare applying are applying\nRecent graduates continued to report that they are finding\nthe skills they the skills they\nemployment utilising their skills learnt in their course.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- [Page 56]\nCont'd CP 2021–22 Result Against Analysis\nTarget, also Performance Criteria\nPBS 2021–22\nPerformance\nCriterion\nTarget\n10 industry Target 10 industry Partnerships and course offerings comprised:\ntraining met training\n• S creen Queensland: Five courses delivered in Brisbane, Cairns,\npartnerships partnerships\nand online.\nwere in place.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- CP 2021–22 Result Against Analysis\nTarget, also Performance Criteria\nPBS 2021–22\nPerfor-mance\nCriterion\nTarget\n2 Target 2 industry Across FY 2021–2022, AFTRS launched two industry research\ndisseminated met research projects through the Digital Futures Summit series.\nindustry projects were\nThe AFTRS Digital Futures Summit series brought together\nresearch dis-seminated\nAustralian and international screen and broadcast industry\nprojects per during the\nleaders with educators and government in discussions on\nyear year.\ncollaborating, adapting, and capitalising on technological\nchanges.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- Corporate Result Against Analysis\nPlan 2021–22 Performance Criteria\nPerformance\nCriterion\nTargets\n2 industry- Target 2 industry Across FY 2021–2022, AFTRS launched two industry research\npartnered met research projects through the Digital Futures Summit series.\nresearch projects were\nFor detail on industry research projects undertaken, refer to\nprojects per undertaken\nthe analysis for CP 2021–22 Performance criterion target' 2\nyear during the\ndisseminated industry research projects per year'.\nyear.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $000 , $000 | [Page 67]\nStatement of Comprehensive Income\nFor the year ended 30 June 2021\nOriginal\n2021 2020 Budget\nNOTES $000 $000 $000\nNET COST OF SERVICES\nExpenses\nEmployee benefits 1A 17,753 17,233 16,799\nSuppliers 1B 8,665 6,474 10,090\nDepreciation and amortisation 4A 6,571 6,370 6,539\nFinance costs 1C 695 742 698\nWrite-down and\nimpairment of other assets 1D 51 152 -\nTotal expenses 33,735 30,971 34,126\nOwn-source income\nOwn-source revenue\nRevenue from con | `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)` |\n| $000 , $000 | [Page 87]\nStatement of Comprehensive Income\nFor the year ended 30 June 2022\nOriginal\n2022 2021 Budget\nNOTES $000 $000 $000\nNET COST OF SERVICES\nExpenses\nEmployee benefits 1A 18,381 17,753 18,083\nSuppliers 1B 7,889 8,665 6,883\nDepreciation and amortisation 4A 6,457 6,571 6,551\nFinance costs 1C 647 695 646\nWrite-down and\nimpairment of other assets 1D 199 51 -\nTotal expenses 33,573 33,735 32,163\nOwn-source income\nOwn-source revenue\nRevenue from cont | `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)` |\n| $000 , $000 | [Page 107]\nAustralian Film, Television And Radio School Annual Report 2024-25\nFinancial Statements\nStatement of Comprehensive Income\nFor the year ended 30 June 2025\nOriginal\n2025 2024\nBudget\nNotes $000 $000 $000\nNET COST OF SERVICES\nExpenses\nEmployee benefits 1A 22,914 21,522 21,738\nSuppliers 1B 8,295 7,923 9,631\nDepreciation and amortisation 4A 6,142 5,998 6,377\nFinance costs 1C 429 461 428\nWrite-down and impairment of other assets 1D 13 1 -\nTot | `annual-reports/2024-25.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf)` |\n| $38.422 million, 38.422 million | Combined with the Government appropriation,\nmeasured and reported against annually. this own-sourced income creates a total revenue budget\nfor FY2025–26 of $38.422 million. | `corporate-plans/2025-26.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf)` |\n| $150, $1,176 | [Page 108]\nAustralian Film, Television And Radio School Annual Report 2024-25\nFinancial Statements\nBudget Variances Commentary\nAll variances above $150k and 2% of the relevant category are considered significant and\nexplained below:\nEmployee benefits : were higher than budget by $1,176k (3.1% of Total expenses) due to\nan increase in staff numbers and a change in employment type of some employees from\nfixed term to ongoing, resulting in an increas | `annual-reports/2024-25.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf)` |\n\n## Key Achievements\n\n- [Page 63]\nAustralian Film, Television And Radio School Annual Report 2024-25\nAnnual Performance Statement 2024–25\nImplement the Target The recommendations A number of key actions from\nrecommendations met from the review of the the Learning & Teaching\nfrom the review of the Learning & Teaching Strategic Plan have been\nLearning & Teaching Strategic Plan were implemented, aimed at:\nStrategic Plan implemented throughout improving student experience\nthe period and included and excellence in learning;\nthe development of the providing increased student\nStudent Success Pathways agency through flexibility and\nFramework. choice in learning pathways;\nand supporting the\n(Result is in line with development of faculty\nexpected progress from through the Academic\n2023–24) Workload Policy.\n Source: `annual-reports/2024-25.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf)`\n- [Page 7]\nContents\n1 Chair’s Introduction 6 7 Financial Statements 61\nContents 61\n2 CEO’s Perspective 9\n8 Appendices 94\n3 About Us 12\nAppendix 1: Applications\nOur Strategic Direction 13 and Enrolments 94\nAppendix 2: Scholarships 95\n4 Corporate Governance 14 Appendix 3: Bridge to Industry 97\nAppendix 4: 2021 AFTRS\nEnabling Legislation 14 Graduates 104\nCouncil 17 Appendix 5: Student\nFinance, Audit and Risk Achievements 108\nManagement Committee 21 Appendix 6: Award\nAcademic Board 24 Course Program 111\nExecutive Team 26 Appendix 7: Engagement:\nOutreach 115\n5 Performance 28 Appendix 8: Industry\nPractitioners at AFTRS 117\nPortfolio Budget Statement Appendix 9: Public Programs 120\nand Key Performance Criteria 28 Appendix 10: Financial\nAnnual Performance Statement: Resource Summary 125\nAFTRS 2020–21 30\nAnalysis of Performance Index 128\nAgainst Purpose 46\nPublic Governance, Performance\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- 2020–21:\n· 7 July 2020\nDuties and\n· 2 September 2020\nResponsibilities\n· 17 November 2020\n· 12 February 2021\nThe functions, duties and responsibilities of the\n· 7 April 2021\nAcademic Board are:\n· 29 June 2021\n· Oversee the quality assurance\nof teaching, learning and research\nComposition\nactivities of the School\n· Approve new curricula\nThe Academic Board consists of up to eight\n· Approve major changes to members, but not less than four members.\ncourses of study It includes the independent chair, that is a\nhigher education specialist with professorial\n· Ensure curricula is designed to meet the\nqualifications; two or more independent\nstandards of the higher education sector\nmembers with higher education experience,\n· Review policies, procedures and guidelines which can include an appointee from\nrelated to the admission, enrolment, independent members of AFTRS Council; the\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 30]\n5 Performance\n2020–21 Portfolio Budget Statement\nand Key Performance Criteria\nOutcome 1 Delivery of Program 1.1\nSupport the development of a professional Program 1.1 is delivered through higher\nscreen arts and broadcast culture in Australia, education award courses, industry skills\nincluding through the provision of specialist courses and workshops, outreach and\nindustry-focused education, training, schools programs, corporate courses,\nand research. and research activities and publications.\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- These\ncreativity, and\npanels/ guidelines were also converted into a podcast series.\nideas\nand papers per\n· 6 ‘Meet The Creators’ events were held at AFTRS and\nyear\nACMI in Melbourne.\n· 2 ‘Meet the Filmmaker’ online talks co-hosted with\nAusfilm and Netflix with visiting US Filmmakers.\n· School representation at the Yabun Festival —an\nannual celebration of Aboriginal and Torres Strait\nIslander cultures in Australia.\n· 3 ‘Emerging Gifted’ and X (EGX) online masterclass\nevents featured screen creatives from diverse\nbackgrounds.\n· 1 AFTRS hosted and produced ‘Data Analytics’\nsession at Screen Producers Association (SPA) Screen\nForever conference.\n· 3 papers were presented by six AFTRS Staff at the\nscreen and broadcast teaching conference, ASPERA.\n· 5 AFTRS, Heads of Discipline are on related Guild\nleadership boards.\n· 7 workshops were delivered on Emerging Creative\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- 36, 120\nSherman Centre for Creativity and\nwhistleblowing 48\nIdeas (SCCI) 97\nwomen in leadership, AFTRS 7, 46\nShort, Sharp and Immediately Useful\nWork and Private Commitments 52\n(SSIU) Seminars 38, 111\nwork health and safety (WHS) 56\nSmallacombe, Sonia 119 See also Elder-\nWorkplace\nin-Residence\nculture 48\nStaff\ndiversity 47\nappointments 49\ncomposition 46\nY\nconsultative committee 48, 56\nreward and recognition program 48\nsurvey 48 Youth Program 31\ntraining and development 55 YouTube, AFTRS channel 45, 117, 121,\nStewart, Bethany 18, 25, 53, 105 123, 124\nStrategic Direction 13\nStudent 6\nachievements 108\napplications 27, 35, 94\ncentre 37, 120\nenrolments 28, 33, 69\nexperience 48, 49\nstatistics 94\nsupport 28\nwellbeing 48\nSturgiss, David 21, 22\nSupporting Talent 38, 40\nSection 8 Appendices 130\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 41]\nPortfolio Budget Statement (PBS) 2021–22\nOutcome 1 Delivery of Program 1.1\nSupport the development of a professional Program 1.1 is delivered through higher\nscreen arts and broadcast culture in Australia, education award courses, industry skills\nincluding through the provision of specialist courses and workshops, outreach and schools\nindustry-focused education, training, and programs, corporate courses, and research\nresearch. activities and publications.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- [Page 47]\nCont'd CP 2021–22 Result Against Analysis\nTargets, also Performance Criteria\nPBS 2021–22\nPerformance\nCriterion\nTargets\n1 partnered Target Partnered The result for FY 2021–22 was principally due to limitations\nindustry event not met Industry events caused by the COVID-19 pandemic.\nper State and were held in\nPartnered industry events outside of NSW comprised two\nTerritory out- 2 states other\npartnered industry events in Victoria, and AFTRS staff participated\nside NSW per than NSW.\nin one Industry event in Queensland.\nyear\n• A FTRS partnered with VicScreen to present the \"Make It\"\nconference in Melbourne, attended by 161 early career\npractitioners and 101 senior industry speakers/coaches and\nmentors.\n• O ne edition of the \"Meet The Creators\" event series was held\nin person at ACMI in Melbourne; the other ten events in the\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- [Page 48]\n(1.2)(.1).2 Key activity Activity Analysis\nPartner with Particular attention has been given this year to conduit activities by increasing engagement\ncommunity through workshops within the community.\norganisations\nand high\nschools to\nbuild bridges\nfrom under-\nrepresented\ncommunities\ninto AFTRS\nCorporate Result Against Analysis\nPlan 2021–22 Performance Criteria\nPerformance\nCriterion\nTargets\n8 CALD Target 14 CALD As a priority attention area, the School has exceeded the\ncommunity- met community-led target this year through a focussed increased number of CALD\nled projects projects were workshops delivered.\nacross undertaken\nAustralia across\nAustralia.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- EXCELLENCE\nCriterion Source: Corporate Plan 2021–22,\nStrategic Focus: 2.1 Talent Development\nEmpower student learning through an experiential curriculum that is inclusive and flexible,\nand national in its reach and enable teaching excellence.\n(2.1).1 Desired Result\nEducate and train new talent to help grow and support the industry.\n(2.1)(.1).1 Key activity Activity Analysis\nDeliver AFTRS delivered a wide range of learning activities across its accredited award course\naccredited programs and achieved key measures despite the ongoing impact of the COVID-19 pandemic\ncourses on Higher Education across Australia.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- [Page 56]\nCont'd CP 2021–22 Result Against Analysis\nTarget, also Performance Criteria\nPBS 2021–22\nPerformance\nCriterion\nTarget\n10 industry Target 10 industry Partnerships and course offerings comprised:\ntraining met training\n• S creen Queensland: Five courses delivered in Brisbane, Cairns,\npartnerships partnerships\nand online.\nwere in place.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- Outcome status\ncategories comprise:\n• Target met (in cases where the target has been achieved or exceeded) [ 25 of the\n28 target results ];\n• Target partially met (in cases where a qualitative target has been 50% or more\ncompleted but not achieved in full) [ n/a ]; or\n• Target not met (in cases where a quantitative target has not been met or where a\nqualitative target has had less than 50% completion) [ 3 of the 28 target results].\n Source: `annual-reports/2024-25.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 7]\nContents\n1 Chair’s Introduction 6 7 Financial Statements 61\nContents 61\n2 CEO’s Perspective 9\n8 Appendices 94\n3 About Us 12\nAppendix 1: Applications\nOur Strategic Direction 13 and Enrolments 94\nAppendix 2: Scholarships 95\n4 Corporate Governance 14 Appendix 3: Bridge to Industry 97\nAppendix 4: 2021 AFTRS\nEnabling Legislation 14 Graduates 104\nCouncil 17 Appendix 5: Student\nFinance, Audit and Risk Achievements 108\nManagement Committee 21 Appendix 6: Award\nAcademic Board 24 Course Program 111\nExecutive Team 26 Appendix 7: Engagement:\nOutreach 115\n5 Performance 28 Appendix 8: Industry\nPractitioners at AFTRS 117\nPortfolio Budget Statement Appendix 9: Public Programs 120\nand Key Performance Criteria 28 Appendix 10: Financial\nAnnual Performance Statement: Resource Summary 125\nAFTRS 2020–21 30\nAnalysis of Performance Index 128\nAgainst Purpose 46\nPublic Governance, Performance\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 18]\nDetails of Accountable Authority\nduring the reporting period\nCurrent Report Period (2020–21)\nMr Russel Howcroft Ms Carole Campbell Mr Peter Tonagh\nQualifications of the Bachelor of Business Bachelor of Economics Bachelor of Commerce\nAccountable Authority (Marketing) Monash Macquarie University UNSW Australia\nUniversity\nFellow of Chartered Master of Business\nAccountants Australia and Administration INSEAD\nNew Zealand (FCA)\nGraduate Member of\nAustralian Institute of\nCompany Directors (GAICD)\nExperience of the Nine, Broadcaster AFTRS, Finance Audit and Bus Stop Films,\nAccountable Authority Risk Management (FARM) Chairman\nSayers Group, Partner and\nCommittee Chair\nBrand Designer Village Roadshow,\nGUD Holdings Limited, Non-Executive Director\nNon-Executive Director and\nAudit Committee Chair\nSouthern Cross Media\nGroup Limited (SXL),\nNon-Executive Director\nHumm Group Limited\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- 2020–21:\n· 7 July 2020\nDuties and\n· 2 September 2020\nResponsibilities\n· 17 November 2020\n· 12 February 2021\nThe functions, duties and responsibilities of the\n· 7 April 2021\nAcademic Board are:\n· 29 June 2021\n· Oversee the quality assurance\nof teaching, learning and research\nComposition\nactivities of the School\n· Approve new curricula\nThe Academic Board consists of up to eight\n· Approve major changes to members, but not less than four members.\ncourses of study It includes the independent chair, that is a\nhigher education specialist with professorial\n· Ensure curricula is designed to meet the\nqualifications; two or more independent\nstandards of the higher education sector\nmembers with higher education experience,\n· Review policies, procedures and guidelines which can include an appointee from\nrelated to the admission, enrolment, independent members of AFTRS Council; the\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- Remuneration for Key Management Personnel\nShort-term Benefits Post- Other long-term Termination\nemployment Benefits Benefits\nBenefits\nName\nPosition Title\nAFTRS Annual Report 2020–2021 53\n* yralaS\nesaB\nsesunoB\nstfieneB\nrehtO\nsecnawollA\ndna\nnoitaunnarepuS\nsnoitubirtnoC ecivreS\ngnoL evaeL\nmreT-gnoL\nrehtO\nstfieneB\nLATOT\nNOITARENUMER\nNell Greenwood 302,779 - - 22,253 12,789 - - 337,821\nChief Executive Officer\nShomal Parekh 243,654 - - 21,488 - - - 265,142\nDirector, Finance &\nTechnology / Chief\nFinancial Officer\nRussell Howcroft 52,714 - - 5,013 - - - 57,727\nChair of Council\nCarole Campbell 42,687 - - 4,060 - - - 46,747\nCouncil Member /\nChair of Finance, Audit\nand Risk Management\nCommittee\nAnnabelle Herd 26,357 - - 2,506 - - - 28,863\nCouncil Member\nPeter Tonagh 24,537 - - 2,283 - - - 26,820\nCouncil Member\nChris Oliver-Taylor 26,357 - - 2,506 - - - 28,863\nCouncil Member\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 23]\nDetails of Accountable Authority\nduring the reporting period\nCurrent Report Period (2021–22)\nMr Russel Howcroft Ms Carole Campbell Ms Annabelle Herd\nQualifications of the Bachelor of Business Bachelor of Economics Bachelor of Laws, Bachelor\nAccountable Authority (Marketing) Monash Macquarie University of Arts (Asian Studies)\nUniversity The Australian National\nFellow of Chartered\nUniversity\nAccountants Australia and\nNew Zealand (FCA)\nGraduate Member of\nAustralian Institute of\nCompany Directors (GAICD)\nExperience of the Nine, Broadcaster AFTRS, Finance Audit and ARIA, Chief Executive\nAccountable Authority Risk Management (FARM) Officer\nSayers Group, Partner and\nCommittee Chair\nBrand Designer\nGUD Holdings Limited,\nNon-Executive Director and\nAudit Committee Chair\nSouthern Cross Media\nGroup Limited (SXL),\nNon-Executive Director\nHumm Group Limited\nNon-Executive Director\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- Remuneration for Key Management Personnel\nShort-term Benefits Post- Other long-term Termination\nemployment Benefits Benefits\nBenefits\nName\nPosition Title\nAFTRS Annual Report 2021–2022 71\n* yralaS\nesaB\nsesunoB\nstfieneB\nrehtO\nsecnawollA\ndna\nnoitaunnarepuS\nsnoitubirtnoC ecivreS\ngnoL evaeL\nmreT-gnoL\nrehtO\nstfieneB\nLATOT\nNOITARENUMER\nNell Greenwood 311,747 47,088 - 23,792 6,877 - - 389,503\nChief Executive Officer\nShomal Parekh 75,794 - 2826 12,880 - - 77,261 168,760\nChief Financial Officer\nJohn St.Quintin 137,534 - - 11,289 2867 - - 151,690\nA/g Chief\nFinancial Officer\nJoanne Herron 29,011 - - 2,843 400 - - 32,263\nChief Financial Officer\nRussel Howcroft 52,727 - - 5,279 - - - 58,006\nChair of Council\nCarole Campbell 42,698 - - 4,275 - - - 46,973\nCouncil Member / Chair\nof Finance, Audit and Risk\nManagement Committee\nAnnabelle Herd 26,364 - - 2,639 - - - 29,003\nCouncil Member\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- This review was guided by the work\nundertaken by the School in consultation with · The urgency of the requirement\nKPMG in the prior year with the objective of\n· A limited number of known potential\ncontinuous improvement in risk management.\nsuppliers\n· The competitiveness of the marketplace\nClaims and Losses\n· A supplier’s prior knowledge or experience\nwith a particular activity that other\nThere were no major losses during the year\nsuppliers could not build up unless\nending 30 June 2022.\nextensive additional costs and time delays\nwere incurred\nPurchasing\n· Compatibility with existing equipment\nIn 2021–22, AFTRS sought written quotes for\nAFTRS’ purchasing procedures are consistent\nthe following services (over $100,000):\nwith the Commonwealth Procurement Rules.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- [Page 25]\nAustralian Film, Television And Radio School Annual Report 2024-25\nCorporate Governance\nFinance, Audit and Risk Management\n(FARM) Committee\nThe Council of AFTRS established the Finance, Audit and Risk Management (FARM)\nCommittee in compliance with section 45 of the Public Governance, Performance and\nAccountability Act 2013 (PGPA Act) and section 17 of the Public Governance,\nPerformance and Accountability Rule 2014.\n Source: `annual-reports/2024-25.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf)`\n- [Page 29]\nAustralian Film, Television And Radio School Annual Report 2024-25\nCorporate Governance\nDetails of the Finance, Audit and Risk\nManagement (FARM) Committee during the\nreporting period (2024-25)\nMember Membership 1 Qualifications, knowledge, skills, or Number Total number Total annual\nname type and experience of of meetings remuneration\nrelevant term meetings held\nattended applicable to\nmembers'\nterm\nGregory Chair/Council Graduate of the Australian Institute of 4 4 $ 19,931 2\nWoods member of the Company Directors, Australian Institute of\nFARM Company Directors;\nCommittee Chartered Accountant, Chartered\nFirst term: Accountants Australia and New Zealand;\n18 July 2024 – Bachelor of Business Accounting, University\n17 July 2027 of Technology.\n Source: `annual-reports/2024-25.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf)`\n- Remuneration for Key Management\nPersonnel\nShort-term Benefits Post- Other long-term Terminati\nemployment Benefits on\nBenefits Benefits\nName Position Base Bonus Other Superannuati Long Other TOTAL\nTitle Salary es Benefits on Servic Long- REMUNERATI\n1 and Contribution e Term ON\nAllowanc s Leave Benefi\nes ts\nNell Chief $315,9 $51,55 0 $30,157 $10,23 0 0 $407,906\nGreenwo Executive 53 8 7\nod Officer\nJoanne Chief $248,1 0 0 $28,703 $8,285 0 0 $285,157\nHerron Financial 70\nOfficer\nRachel Council $58,31 0 0 $6,715 0 0 0 $65,024\nPerkins Chair 0\nDebra Council $30,41 0 0 $3,502 0 0 0 $33,912\nRichards member / 0\nDeputy\nChair of\nCouncil\nGregory Council $45,05 0 0 $5,188 0 0 0 $50,240\nWoods member / 2\nChair of\nFinance,\nAudit and\nRisk\nManageme\nnt\nCommitte\ne\nFiona Council $28,83 0 0 $4,278 0 0 0 $33,116\nDonovan Member 8\nZareh Council $16,99 0 0 $1,958 0 0 0 $18,950\nNalbandi Member 1\nan\n Source: `annual-reports/2024-25.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf)`\n- [Page 26]\nFinance, Audit and Risk\nManagement Committee\nThe Council of AFTRS established the FARM Committee Duties\nFinance, Audit and Risk Management (FARM) and Responsibilities\nCommittee in compliance with section 45 of\nthe Public Governance, Performance and\nIn carrying out its functions, the FARM\nAccountability Act 2013 (PGPA Act) and section\nCommittee may consider any matters\n17 of the Public Governance, Performance and\nrelating to the school's financial affairs and\nAccountability Rule 2014.\nrisk management that the FARM Committee\ndetermines to be desirable.\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- [Page 64]\nAustralian Film, Television And Radio School Annual Report 2024-25\nAnnual Performance Statement 2024–25\nImplement the Target The recommendations The Belonging & Inclusion\nrecommendations from met from the audit have Strategic Plan was developed\nthe Anti-Indigenous been implemented and launched during the\nRacism & Anti-Racism through the Belonging & period, and implementation\nSystems Audit Inclusion Strategic Plan. has commenced.\n Source: `annual-reports/2024-25.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf)`\n- [Page 23]\nDetails of the Finance, Audit and Risk Management\n(FARM) Committee during the reporting period\nCurrent Report Period (2020–21)\nMs Carole Campbell Mr David Sturgiss Mr Don Cross\nMembership type Council member of the Independent member of the Independent member of the\nFARM Committee FARM Committee FARM Committee\nQualifications, knowledge, Bachelor of Economics Bachelor of Commerce Bachelor of Arts in\nskills, or experience (Macquarie University) UNSW Australia Accounting University\nof Canberra\nFellow of Chartered Mr Sturgiss is a Non-\nAccountants Australia and Executive Director and Master of Business\nNew Zealand (FCA) Chartered Accountant Administration University\nworking in the Higher of Canberra\nGraduate Member of\nEducation sector with over\nAustralian Institute of Mr Cross was a senior\n40 years’ experience.\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- [Page 29]\nDetails of the Finance, Audit and Risk Management\nCommittee during the reporting period\nCurrent Report Period (2021–22)\nMs Carole Campbell Mr David Sturgiss Mr Don Cross\nMembership type* Council member of the External member of the External member of the\nFARM Committee FARM Committee FARM Committee\nQualifications, knowledge, Bachelor of Economics Bachelor of Commerce Bachelor of Arts in\nskills, or experience (Macquarie University) UNSW Australia Accounting University of\nCanberra\nFellow of Chartered Mr Sturgiss is a Non-\nAccountants Australia and Executive Director and Master of Business\nNew Zealand (FCA) Chartered Accountant Administration University of\nworking in non-executive Canberra\nGraduate Member of\nroles in the Higher\nAustralian Institute of Mr Cross was a senior\nEducation sector and has\nCompany Directors (GAICD) partner at KPMG and a\n30 years of experience\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Corporate Key Activities Year Targets and Source\nPerformance\nMeasure 2025–26 2026–27 2027–28 2028–29\nEnsure an Growing a AFTRS staff community reflects a wide variety of lived experience and\nadaptive, efficient, culture that actively seeks to increase meaningful opportunities and participation of\nand sustainable celebrates people who have been systematically marginalised.\nbusiness that and embraces\n• Average total remuneration gender pay gap of less than 5% across\nsupports AFTRS belonging\nthe organisation.\nas a global centre and inclusion\nof excellence with shared Source: AFTRS Payroll system\nfor screen accountability\n• 51% Female and non-binary representation and at a leadership level\n& broadcast for addressing\neducation, training, patterns of Source: AFTRS Payroll system\nand research systemic\n• 9% of People living with disability9\nmarginalisation\nSource: AFTRS Payroll system\n Source: `corporate-plans/2025-26.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf)`\n- This is a 117% increase · Online Classroom Management\nfrom last year and a 264% increase from FY\n· Zoom training\n2018–19, demonstrating a clear and continued\ncommitment to supporting the continuing · Leadership Training\nprofessional development of staff.\n· Risk Management Training\nIn addition to developing core capabilities · Counselling Fundamentals\nsuch as leadership and customer service, staff\n· First Aid Training\nparticipated in a range of training relevant to\nthe changing COVID-19 work environment. · Mental Health First Aid Training\nAFTRS Annual Report 2020–2021 55\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- Developing long-lasting strategic partnerships with organisations\nthat share our values delivering incremental revenue and reach.\n(3.1).1 Desired Result\nEnsure an adaptive, efficient, and sustainable business that supports AFTRS as a global centre of excellence for\nscreen & broadcast education, training, and research.\n(3.1)(.1).1 Key activity Activity Analysis\nSupport Framed by the fundamental principles of inclusion, belonging and anti-racism, and led by\ngood practice the First Nations & Outreach division and the People & Culture division, there has been a\nthrough the change in approach within the School when engaging with First Nations people, culturally and\nSchool's linguistically diverse (CALD) groups, people of colour (POC), and people with disabilities to\ndiversity promote and ensure inclusion, visibility, and disciplinary and interdisciplinary skills.\ninitiatives\n Source: `annual-reports/2021-22.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf)`\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- 1) 2014 2014 24 June 2014\nPublic Governance, 62, 2014 30 June Sch 7 (items 235–244): —\nPerformance and 2014 1 July 2014 (see s 2(1)\nAccountability item 6)\n(Consequential and\nTransitional Provisions)\nAct 2014\n(a) The Australian Film, Television and Radio School Act 1973 was amended by\nSchedule 2 (items 238–246) only of the Audit (Transitional and\nMiscellaneous) Amendment Act 1997, subsection 2(2) of which provides as\nfollows:\n(2) Schedules 1, 2 and 4 commence on the same day as the Financial\nManagement and Accountability Act 1997.\n(b) The Australian Film, Television and Radio School Act 1973 was amended by\nSchedule 1 (item 173) only of the Public Employment (Consequential and\nTransitional) Amendment Act 1999, subsections 2(1) and (2) of which\nprovide as follows:\n(1) In this Act, commencing time means the time when the Public Service\nAct 1999 commences.\n Source: `other-pdfs/AFTRS-Act.pdf (https://www.aftrs.edu.au/wp-content/uploads/2023/03/AFTRS-Act.pdf)`\n- Corporate Key Activities Year Targets and Source\nPerformance\nMeasure 2025–26 2026–27 2027–28 2028–29\nEmbedding First Grow First 2 First Nations-led partnerships per year\nNations’ values Nations’\nwithin AFTRS Community\nthrough the inclusion Stakeholders Source: AFTRS agreement database\nof First Nations’ & Projects\nvoices, values, 2 MOUs in place with First Nations’ Community-controlled\nknowledges, and organisations per year\npedagogies to build\nthe capacity and\nSource: AFTRS agreement database\ncapability of our staff,\nstudents, graduates,\nSupport 2 First Nations’ media and education conferences per year\nand industry\nSource: Sponsorship component: AFTRS agreement database; Event Attendance component: Registration\nRecords / Calendar / Approval Evidence\nStrategic focus: 1.2.\n Source: `corporate-plans/2025-26.pdf (https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf)`\n- [Page 7]\nContents\n1 Chair’s Introduction 6 7 Financial Statements 61\nContents 61\n2 CEO’s Perspective 9\n8 Appendices 94\n3 About Us 12\nAppendix 1: Applications\nOur Strategic Direction 13 and Enrolments 94\nAppendix 2: Scholarships 95\n4 Corporate Governance 14 Appendix 3: Bridge to Industry 97\nAppendix 4: 2021 AFTRS\nEnabling Legislation 14 Graduates 104\nCouncil 17 Appendix 5: Student\nFinance, Audit and Risk Achievements 108\nManagement Committee 21 Appendix 6: Award\nAcademic Board 24 Course Program 111\nExecutive Team 26 Appendix 7: Engagement:\nOutreach 115\n5 Performance 28 Appendix 8: Industry\nPractitioners at AFTRS 117\nPortfolio Budget Statement Appendix 9: Public Programs 120\nand Key Performance Criteria 28 Appendix 10: Financial\nAnnual Performance Statement: Resource Summary 125\nAFTRS 2020–21 30\nAnalysis of Performance Index 128\nAgainst Purpose 46\nPublic Governance, Performance\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf)`\n- AFTRS also operated production of programs or the provision of\nunder the Public Governance, Performance education or training of the kind referred\nand Accountability Act 2013 (PGPA Act) as a to in paragraph (a), to provide facilities for,\nCommonwealth statutory authority. and to offer the services of the staff of\nthe School to, such other institutions or\nAFTRS’ functions as laid out in the persons as are approved by the Council;\nAFTRS Act are:\nf) to make grants of financial assistance to\nSection 5 (1) persons to enable or assist those persons\nto receive education or undergo training of\nthe kind referred to in paragraph (a);\na) to provide advanced education and\ntraining by way of the development\ng) to award such degrees, diplomas and\nof the knowledge and skills required\ncertificates in relation to the passing of\nin connexion with the production\nexaminations or otherwise in relation to\n Source: `annual-reports/2020-21.pdf (https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.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.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf\n- `pbs/2023-24.pdf` - pbs - https://www.aftrs.edu.au/wp-content/uploads/2023/05/AFTRS-Portfolio-Budget-Statement-2023-2024.pdf\n- `pbs/2024-25.pdf` - pbs - https://www.aftrs.edu.au/wp-content/uploads/2024/06/Portfolio-Budget-Statement-2024-2025.pdf\n- `pages/about.html` - pages - http://www.aftrs.edu.au\n- `pages/annual-reports-index.html` - pages - https://www.aftrs.edu.au/governance/corporate-documents/\n- `pages/annual-reports-index__00.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf\n- `pages/annual-reports-index__01.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2024/11/AFTRS-Annual-Report-2023-24.pdf\n- `pages/annual-reports-index__02.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2021–2022.pdf\n- `pages/annual-reports-index__03.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2022/11/Annual-Report-2020–2021.pdf\n- `pages/annual-reports-index__04.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2019/10/AFTRS_AnnualReport_2018-19.pdf\n- `pages/annual-reports-index__05.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/10/Annual-Report-2017-2018.pdf\n- `pages/annual-reports-index__06.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/Annual-Report-20162017.pdf\n- `pages/annual-reports-index__07.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/Annual-Report-20152016.pdf\n- `pages/annual-reports-index__08.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/FINAL-AFTRS_AnnualReport_2014_15.pdf\n- `pages/annual-reports-index__09.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/Annual-Report-2013-2014.pdf\n- `pages/annual-reports-index__10.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/aftrs_annualreport2013.pdf\n- `pages/annual-reports-index__11.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/aftrs-annualreport-2012-final.pdf\n- `pages/annual-reports-index__12.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/annualreport_2010-2011.pdf\n- `pages/annual-reports-index__13.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/annual-report-2010-full.pdf\n- `pages/annual-reports-index__14.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/aftrs_annual_report08-09.pdf\n- `pages/annual-reports-index__15.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/ar_07_08.pdf\n- `pages/annual-reports-index__16.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/ar0607.pdf\n- `pages/annual-reports-index__17.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/annual_report_2005-06.pdf\n- `pages/annual-reports-index__18.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/ar2004.pdf\n- `pages/annual-reports-index__19.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/aftrs_annrep20031.pdf\n- `pages/annual-reports-index__20.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/aftrsannrep.pdf\n- `pages/annual-reports-index__21.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/ar0001.pdf\n- `pages/annual-reports-index__22.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2018/06/ar9900.pdf\n- `pages/corporate-plans-index.html` - pages - https://www.aftrs.edu.au/governance/corporate-documents/\n- `pages/corporate-plans-index__23.html` - pages - https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf\n- `pages/homepage.html` - pages - http://www.aftrs.edu.au\n- `pages/news-latest.html` - pages - https://www.aftrs.edu.au/alumni/alumni-news/\n- `pages/strategies-index.html` - pages - https://www.aftrs.edu.au/wp-content/plugins/gravityforms/assets/css/dist/gravity-forms-theme-framework.min.css?ver=2.10.1\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/01.-AFTRS-Purchase-and-Disposal-of-Assets-Regulations-2017.pdf` - other-pdfs - https://www.aftrs.edu.au/wp-content/uploads/2021/03/01.-AFTRS-Purchase-and-Disposal-of-Assets-Regulations-2017.pdf\n- `other-pdfs/01.AFTRS-Council-Elections-Regulations-2017.pdf` - other-pdfs - https://www.aftrs.edu.au/wp-content/uploads/2021/03/01.AFTRS-Council-Elections-Regulations-2017.pdf\n- `other-pdfs/Porfolio-Budget-Statement-2021-2022.pdf` - other-pdfs - https://www.aftrs.edu.au/wp-content/uploads/2021/05/Porfolio-Budget-Statement-2021-2022.pdf\n- `other-pdfs/AFTRS-Act.pdf` - other-pdfs - https://www.aftrs.edu.au/wp-content/uploads/2023/03/AFTRS-Act.pdf\n- `other-pdfs/2025-26-AFTRS-Protfolio-Budget-Statements.pdf` - other-pdfs - https://www.aftrs.edu.au/wp-content/uploads/2025/03/2025-26-AFTRS-Protfolio-Budget-Statements.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Australian Film, Television and Radio School — Legislation Administered\n\n**Generated**: 2026-05-13T03:50:13+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 23,696 in / 224 out · cost: $0.00086\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 2 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Australian Film, Television and Radio School Act 1973](https://www.legislation.gov.au/search?query=%22Australian+Film%2C+Television+and+Radio+School+Act+1973%22) | 1973 | Act | The entity administers this Act to provide education, training, and research to the screen and broadcast sector. |\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/search?query=%22Public+Governance%2C+Performance+and+Accountability+Act+2013%22) | 2013 | Act | The entity operates under this Act as a Commonwealth statutory authority. |", "global_initiatives_md": "# Australian Film, Television and Radio School — Global Initiatives Catalogue\n\n## Focus areas\n- First Nations cultures\n- Outreach & Inclusion\n- Talent Development\n- Industry Skills Training\n- Research & Innovation\n\n## First Nations cultures\n\n### Indigenous Media Initiative\n**Jurisdiction**: Canada\n**Run by**: Canadian Media Production Association\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative funds and supports Indigenous media projects, providing training and resources to Indigenous filmmakers to tell their own stories.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for supporting First Nations storytelling and media production in Australia.\n**Find more**: [Indigenous Media Initiative](https://www.google.com/search?q=Indigenous+Media+Initiative+Canada)\n\n### First Nations Media Australia\n**Jurisdiction**: Australia\n**Run by**: First Nations Media Australia\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: This organization provides funding, training, and support to First Nations media makers to create and distribute their own content.\n**Why it matters to Australia (1–2 sentences)**: It provides a framework for supporting First Nations media production and distribution in Australia.\n**Find more**: [First Nations Media Australia](https://www.google.com/search?q=First+Nations+Media+Australia)\n\n### Māori Media Strategy\n**Jurisdiction**: New Zealand\n**Run by**: New Zealand Government\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: This strategy aims to enhance the visibility and reach of Māori media through funding, training, and the development of Māori media content.\n**Why it matters to Australia (1–2 sentences)**: It provides insights into supporting and promoting Indigenous media in a similar cultural context.\n**Find more**: [Māori Media Strategy](https://www.google.com/search?q=M%C4%81ori+Media+Strategy+New+Zealand)\n\n## Outreach & Inclusion\n\n### Screen Australia’s Regional Outreach Program\n**Jurisdiction**: Australia\n**Run by**: Screen Australia\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This program aims to increase the participation of regional Australians in the screen industry by providing funding, training, and support.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for increasing regional participation in the Australian screen industry.\n**Find more**: [Screen Australia Regional Outreach Program](https://www.google.com/search?q=Screen+Australia+Regional+Outreach+Program)\n\n### Creative New Zealand’s Regional Development Fund\n**Jurisdiction**: New Zealand\n**Run by**: Creative New Zealand\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: This fund supports artists and creative projects in New Zealand’s regional areas, promoting regional cultural development.\n**Why it matters to Australia (1–2 sentences)**: It provides a framework for supporting regional cultural development in New Zealand.\n**Find more**: [Creative New Zealand Regional Development Fund](https://www.google.com/search?q=Creative+New+Zealand+Regional+Development+Fund)\n\n### Talent Development Program\n**Jurisdiction**: United States\n**Run by**: Sundance Institute\n**Year**: 1985\n**Status**: Active\n**What it does (2–3 sentences)**: This program offers training, mentorship, and networking opportunities for emerging filmmakers from diverse backgrounds.\n**Why it matters to Australia (1–2 sentences)**: It provides a model for developing talent from diverse backgrounds in the film industry.\n**Find more**: [Sundance Institute Talent Development Program](https://www.google.com/search?q=Sundance+Institute+Talent+Development+Program)\n\n## Talent Development\n\n### AFI Future Fund\n**Jurisdiction**: Australia\n**Run by**: Australian Film Institute\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This fund supports emerging filmmakers and industry professionals through scholarships, internships, and mentorship programs.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for developing emerging talent in the Australian film industry.\n**Find more**: [AFI Future Fund](https://www.google.com/search?q=AFI+Future+Fund)\n\n### Sundance Institute’s Screenwriting Lab\n**Jurisdiction**: United States\n**Run by**: Sundance Institute\n**Year**: 1985\n**Status**: Active\n**What it does (2–3 sentences)**: This lab provides intensive workshops and mentorship for screenwriters from diverse backgrounds.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for developing screenwriting talent from diverse backgrounds.\n**Find more**: [Sundance Institute Screenwriting Lab](https://www.google.com/search?q=Sundance+Institute+Screenwriting+Lab)\n\n### British Film Institute’s Talent Factory\n**Jurisdiction**: United Kingdom\n**Run by**: British Film Institute\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: This program offers training, workshops, and networking opportunities for aspiring filmmakers and industry professionals.\n**Why it matters to Australia (1–2 sentences)**: It provides a model for developing talent in the UK film industry.\n**Find more**: [British Film Institute Talent Factory](https://www.google.com/search?q=British+Film+Institute+Talent+Factory)\n\n## Industry Skills Training\n\n### Media Training Program\n**Jurisdiction**: United States\n**Run by**: National Association of Broadcasters\n**Year**: 1990\n**Status**: Active\n**What it does (2–3 sentences)**: This program provides training and certification for media professionals in broadcasting and digital media.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for industry-specific training in the broadcasting sector.\n**Find more**: [National Association of Broadcasters Media Training Program](https://www.google.com/search?q=National+Association+of+Broadcasters+Media+Training+Program)\n\n### ScreenSkills Training\n**Jurisdiction**: United Kingdom\n**Run by**: ScreenSkills\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: This organization provides training, apprenticeships, and professional development for the UK screen industry.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for comprehensive industry training and development in the UK screen sector.\n**Find more**: [ScreenSkills Training](https://www.google.com/search?q=ScreenSkills+Training)\n\n### New Zealand Film Commission’s Industry Training\n**Jurisdiction**: New Zealand\n**Run by**: New Zealand Film Commission\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: This program offers training and professional development for New Zealand’s screen industry professionals.\n**Why it matters to Australia (1–2 sentences)**: It provides a model for industry-specific training in the New Zealand screen industry.\n**Find more**: [New Zealand Film Commission Industry Training](https://www.google.com/search?q=New+Zealand+Film+Commission+Industry+Training)\n\n## Research & Innovation\n\n### Media and Communications Research Hub\n**Jurisdiction**: United Kingdom\n**Run by**: University of Westminster\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: This hub conducts research on media and communications, focusing on innovation, policy, and industry trends.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for research and innovation in media and communications in the UK.\n**Find more**: [Media and Communications Research Hub](https://www.google.com/search?q=Media+and+Communications+Research+Hub+University+of+Westminster)\n\n### Creative Industries Futures Institute\n**Jurisdiction**: Australia\n**Run by**: University of Southern Queensland\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This institute conducts research on the future of creative industries, focusing on innovation, policy, and economic impact.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for research and innovation in Australia’s creative industries.\n**Find more**: [Creative Industries Futures Institute](https://www.google.com/search?q=Creative+Industries+Futures+Institute+University+of+Southern+Queensland)\n\n### Global Media and Communications Research Network\n**Jurisdiction**: International\n**Run by**: University of Melbourne\n**Year**: 2005\n**Status**: Active\n**What it does (2–3 sentences)**: This network conducts global research on media and communications, focusing on policy, innovation, and industry trends.\n**Why it matters to Australia (1–2 sentences)**: It offers a model for international research and innovation in media and communications.\n**Find more**: [Global Media and Communications Research Network](https://www.google.com/search?q=Global+Media+and+Communications+Research+Network+University+of+Melbourne)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25 [AR p.1]", "corporate_plan_period": "2025-26 [CP p.2]", "vision": "We believe that a country is shaped by its stories. In an increasingly complex world Australians have never needed good stories more, to understand who we are and who we can be. As the national screen and broadcast school, AFTRS’ job is to train the talent who can create these stories. [AR p.14]", "vision_source_page": 14, "purposes": "Working hand-in-hand with the screen and broadcast industries, AFTRS is a global centre of excellence that provides Australians with the highest level of screen and broadcast education, training, and research. [AR p.13]", "purposes_source_page": 13, "how_we_deliver": "AFTRS’ five-year corporate strategy, Creating the Future, launched in February 2021, established the foundations for meeting our purpose in a rapidly evolving operating environment. The strategy comprises three pillars: national reach, excellence, and sustainability, and is well positioned to support the five pillars of the national cultural policy, Revive: a place for every story, a story for every place. [CP p.3]", "how_we_deliver_source_page": 3, "government_priorities": [ { "text": "First Nations cultures", "source_page": 12 }, { "text": "Outreach & Inclusion", "source_page": 12 } ], "outcomes": [ { "name": "Outcome 1: National Reach", "description": "As Australia’s national screen and broadcast school, AFTRS programs must be available to the most talented learners in all states and territories. The pillar of National Reach is supported by two strategic areas of focus—First Nations cultures and outreach and inclusion. [CP p.15]", "key_activities": [ "Embedding First Nations’ values within AFTRS", "Supporting under-represented talent across Australia" ], "source_page": 15 }, { "name": "Outcome 2: Excellence", "description": "Working together with industry, AFTRS offers the highest level of screen and broadcast training. Our graduates are sought-after for their outstanding craft, skills and artistry. They are enterprising, highly creative, and professional. They understand the power of Australian story, underpinned by First Nations cultures, and enriched by our country’s diversity, to engage, entertain and connect audiences at home and around the world. [CP p.16]", "key_activities": [ "Educate and train new talent", "Empower the learning of screen and broadcast storytellers and practitioners" ], "source_page": 16 }, { "name": "Outcome 3: Sustainability", "description": "AFTRS has a suite of scalable, adaptive, face-to-face and online offerings that allows AFTRS to grow its business whilst meeting local, regional, and national demand for graduates in a sustainable way for its staff, school resources, and the industry. [CP p.16]", "key_activities": [ "Ensuring an adaptive, efficient, and sustainable business" ], "source_page": 16 } ], "values": [ "Excellence", "Courage", "Community", "Creativity", "Generosity" ], "values_framework_name": "Creating the Future", "kpi_targets_2025_26": [ { "code": "N/A", "measure": "N/A", "target": "N/A", "source_page": null } ], "kpi_results_2024_25": [ { "code": "N/A", "measure": "N/A", "result": "N/A", "status": "N/A", "source_page": null } ], "_source_urls": { "annual_report_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/10/AFTRS-Annual-Report-2024–25.pdf", "corporate_plan_url": "https://www.aftrs.edu.au/wp-content/uploads/2025/08/AFTRS-2025-26-Corporate-Plan.pdf" } }, "ideas": [ { "id": "remote-learning-dashboard", "idea_type": "kpi-recovery", "category": "Regulation & Policy", "title": "Build a public dashboard showing weekly active-compliance-monitoring counts by remote learning strategy", "scale": "Medium", "impact": "Medium", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Students, educators", "description": "Create a public dashboard to monitor the progress of the remote learning strategy and show weekly active compliance counts.", "evidence_quote": "'Develop the remote learning strategy' [AR p.12]", "source": "annual-reports/2024-25.pdf [AR p.12]", "implementation_steps": [ "Design the dashboard", "Integrate data from remote learning systems", "Publish weekly updates" ], "risks_to_manage": [ "Technical integration issues", "Data accuracy" ] }, { "id": "industry-research-collaboration", "idea_type": "global-import", "category": "Research & Innovation", "title": "Adopt the UK’s Innovate UK’s Industry-Academic Collaboration Model", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Students, industry partners", "description": "Implement a model where AFTRS collaborates with industry to fund and conduct research projects.", "evidence_quote": "'UK’s Innovate UK’s Industry-Academic Collaboration Model' [global-intel/association-worldbank.org-governance.txt]", "source": "global-intel/association-worldbank.org-governance.txt", "implementation_steps": [ "Identify industry partners", "Develop research proposals", "Secure funding" ], "risks_to_manage": [ "Partnership conflicts", "Funding shortfalls" ] }, { "id": "student-success-pathway-review", "idea_type": "strategy-execution", "category": "Citizen Services", "title": "Conduct a bi-annual review of the Student Success Pathways Framework", "scale": "Medium", "impact": "Medium", "effort": "Medium", "proof": "Plausible", "beneficiaries": "Students", "description": "Go beyond the annual review by conducting bi-annual reviews to ensure the framework adapts to student needs.", "evidence_quote": "'Build and implement the Student Success Pathways Framework' [CP p.14]", "source": "corporate-plans/2025-26.pages.jsonl [CP p.14]", "implementation_steps": [ "Set up review cycles", "Gather student feedback", "Adjust pathways accordingly" ], "risks_to_manage": [ "Resistance to change", "Data collection challenges" ] }, { "id": "first-nations-media-conferences", "idea_type": "operational-fix", "category": "Citizen Participation", "title": "Stream First Nations media and education conferences live on AFTRS’ website", "scale": "Small", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "First Nations communities", "description": "Stream live conferences to increase accessibility for First Nations students and communities.", "evidence_quote": "'Support First Nations’ media and education conferences per year' [CP p.12]", "source": "corporate-plans/2025-26.pages.jsonl [CP p.12]", "implementation_steps": [ "Set up streaming technology", "Schedule live streams", "Promote events" ], "risks_to_manage": [ "Technical issues", "Content approval" ] }, { "id": "industry-training-feedback", "idea_type": "strategy-execution", "category": "Industry Skills Training", "title": "Implement a quarterly feedback loop with industry partners on training programs", "scale": "Medium", "impact": "Medium", "effort": "Medium", "proof": "Plausible", "beneficiaries": "Students, industry partners", "description": "Go beyond annual reviews by establishing a quarterly feedback loop with industry partners to refine training programs.", "evidence_quote": "'Deliver industry-aligned training' [CP p.14]", "source": "corporate-plans/2025-26.pages.jsonl [CP p.14]", "implementation_steps": [ "Set up feedback mechanisms", "Collect and analyze feedback", "Adjust programs" ], "risks_to_manage": [ "Partnership conflicts", "Implementation delays" ] }, { "id": "faculty-research-dissemination", "idea_type": "operational-fix", "category": "Research & Innovation", "title": "Create a digital repository for disseminating faculty-driven research projects", "scale": "Medium", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Research community", "description": "Establish a digital repository to make faculty-driven research projects easily accessible.", "evidence_quote": "'Develop a faculty-driven research project' [CP p.14]", "source": "corporate-plans/2025-26.pages.jsonl [CP p.14]", "implementation_steps": [ "Design repository", "Upload research projects", "Promote the repository" ], "risks_to_manage": [ "Technical issues", "Content approval" ] }, { "id": "disability-action-plan-update", "idea_type": "kpi-recovery", "category": "Regulation & Policy", "title": "Implement all recommendations from the Disability Action Plan", "scale": "Medium", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Students with disabilities", "description": "Complete the implementation of all recommendations from the Disability Action Plan.", "evidence_quote": "'Implement the Disability Action Plan' [AR p.12]", "source": "annual-reports/2024-25.pdf [AR p.12]", "implementation_steps": [ "Review action plan", "Allocate resources", "Monitor progress" ], "risks_to_manage": [ "Resource constraints", "Compliance issues" ] }, { "id": "carm-community-partnerships", "idea_type": "operational-fix", "category": "Citizen Participation", "title": "Expand partnerships with 10 additional Culturally and Racially Marginalised (CARM) community-led projects", "scale": "Medium", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "CARM communities", "description": "Expand partnerships to include 10 additional CARM community-led projects.", "evidence_quote": "'Partner with 8 Culturally and Racially Marginalised (CARM) community-led projects across Australia and high schools' [CP p.12]", "source": "corporate-plans/2025-26.pages.jsonl [CP p.12]", "implementation_steps": [ "Identify potential partners", "Negotiate partnerships", "Implement programs" ], "risks_to_manage": [ "Partnership conflicts", "Resource allocation" ] } ], "legislation_administered": [ { "title": "Australian Film, Television and 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