{ "entity_id": "O-000785", "folder": "Australian-Institute-of-Criminology", "name": "Australian Institute of Criminology", "type": "Non-corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Home Affairs", "website": "https://www.aic.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 6, "n_kpi_targets": 6, "n_kpi_results": 6, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To inform crime and justice policy and practice in Australia by undertaking, funding and disseminating policy-relevant research of national significance. [CP p.2]", "official_site_url": "https://www.aic.gov.au/", "source_documents": [ { "type": "corporate_plan", "title": "AIC Corporate Plan 2025–26", "url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "period": "2025-26", "confidence": "high" }, { "type": "corporate_plan", "title": "AIC Corporate Plan 2024–25", "url": "https://www.aic.gov.au/sites/default/files/2024-08/aic_corporate_plan_2024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "corporate_plan", "title": "AIC Corporate Plan 2023–24", "url": "https://www.aic.gov.au/sites/default/files/2023-08/aic_corporate_plan_2023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "corporate_plan", "title": "AIC Corporate Plan 2022–23", "url": "https://www.aic.gov.au/sites/default/files/2022-09/aic_corporate_plan_2022-23_0.pdf", "period": "2022-23", "confidence": "high" }, { "type": "corporate_plan", "title": "AIC Corporate Plan 2021–22", "url": "https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf", "period": "2021-22", "confidence": "high" } ], "purpose": { "text": "To inform crime and justice policy and practice in Australia by undertaking, funding and disseminating policy-relevant research of national significance. [CP p.2]", "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": 2, "source_deep_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=2" }, "vision": null, "strategic_priorities": [ { "title": "transnational serious and organised crime", "description": "transnational serious and organised crime", "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": 7, "source_deep_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7" }, { "title": "cybercrime", "description": "cybercrime", "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": 7, "source_deep_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7" }, { "title": "violent extremism", "description": "violent extremism", "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": 7, "source_deep_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7" }, { "title": "domestic, family and sexual violence", "description": "domestic, family and sexual violence", "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": 7, "source_deep_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7" }, { "title": "online sexual exploitation of children", "description": "online sexual exploitation of children", "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": 7, "source_deep_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7" }, { "title": "human trafficking and modern slavery", "description": "human trafficking and modern slavery", "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": 7, "source_deep_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7" }, { "title": "Indigenous over-representation in the criminal justice system", "description": "Indigenous over-representation in the criminal justice system", "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": 7, "source_deep_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7" } ], "values": [ { "name": "Integrity", "description": "", "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": null }, { "name": "Respect", "description": "", "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": null }, { "name": "Innovation", "description": "", "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": null }, { "name": "Excellence", "description": "", "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": null }, { "name": "Courage", "description": "", "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Informed crime and justice policy and practice in Australia", "description": "The AIC’s outcome for 2025–26 to 2028–29, as stated in the Portfolio Budget Statement, is informed crime and justice policy and practice in Australia. This is achieved by:\n• undertaking impartial, policy-relevant research to inform policy and practice in the crime and criminal justice sectors;\n• working cooperatively with the Department of Home Affairs, portfolio and other federal agencies, and state and territory government agencies, as the Australian Government’s national research centre on crime and justice;\n• administering an effective and efficient annual Criminology Research Grants program that results in policy-relevant research of value to the nation; and\n• actively disseminating research findings to policymakers, practitioners and the general public, across Australia and internationally, in a timely manner.", "activities": [ "undertaking impartial, policy-relevant research", "working cooperatively with federal and state agencies", "administering an effective Criminology Research Grants program", "disseminating research findings" ], "source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "source_page": 2, "source_deep_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=2" } ], "performance_measures": [ { "code": "CCE01", "measure": "Trends & issues in crime and criminal justice papers, Research Reports and Criminology Research Grant papers are peer reviewed", "target": "100%", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "target_source_page": 10, "result_source_url": "", "result_source_page": null }, { "code": "CCE02", "measure": "Reports produced for each of the monitoring programs are issued", "target": "On schedule, annually", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "target_source_page": 10, "result_source_url": "", "result_source_page": null }, { "code": "CCE03", "measure": "Research and statistical publications released on AIC websites", "target": "At least 35", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "target_source_page": 10, "result_source_url": "", "result_source_page": null }, { "code": "CCE04", "measure": "Evidence that AIC research has contributed to Australian Government policymaking", "target": "Qualitative case studies", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "target_source_page": 10, "result_source_url": "", "result_source_page": null }, { "code": "CCE05", "measure": "Roundtables, workshops, seminars and other forums to be held annually", "target": "At least 10", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "target_source_page": 10, "result_source_url": "", "result_source_page": null }, { "code": "CCE06", "measure": "Satisfaction with events attended by more than 100 people", "target": "At least 90%", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf", "target_source_page": 10, "result_source_url": "", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "To inform crime and justice policy and practice in Australia by undertaking, funding and disseminating policy-relevant research of national significance. [CP p.2]", "transnational serious and organised crime", "cybercrime", "violent extremism", "domestic, family and sexual violence", "online sexual exploitation of children", "human trafficking and modern slavery", "Indigenous over-representation in the criminal justice system" ], "watch_terms": [ "Trends & issues in crime and criminal justice papers, Research Reports and Criminology Research Grant papers are peer reviewed", "Reports produced for each of the monitoring programs are issued", "Research and statistical publications released on AIC websites", "Evidence that AIC research has contributed to Australian Government policymaking", "Roundtables, workshops, seminars and other forums to be held annually", "Satisfaction with events attended by more than 100 people" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Australian Institute of Criminology — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf)\n\n## Our purpose / purposes\n\n> To inform crime and justice policy and practice in Australia by undertaking, funding and disseminating policy-relevant research of national significance. [CP p.2](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=2) [[CP p.2](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=2)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=2)]\n\n## How we deliver\n\n> The AIC is Australia’s national research and knowledge centre on crime and justice. We undertake and disseminate crime and justice research and provide policy advice. [CP p.2](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=2) [[CP p.2](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=2)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=2)]\n\n## Government priorities for this department\n\n- transnational serious and organised crime [[CP p.7](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)]\n- cybercrime [[CP p.7](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)]\n- violent extremism [[CP p.7](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)]\n- domestic, family and sexual violence [[CP p.7](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)]\n- online sexual exploitation of children [[CP p.7](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)]\n- human trafficking and modern slavery [[CP p.7](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)]\n- Indigenous over-representation in the criminal justice system [[CP p.7](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=7)]\n\n## Outcomes\n\n### Outcome 1: Informed crime and justice policy and practice in Australia\nThe AIC’s outcome for 2025–26 to 2028–29, as stated in the Portfolio Budget Statement, is informed crime and justice policy and practice in Australia. This is achieved by:\n• undertaking impartial, policy-relevant research to inform policy and practice in the crime and criminal justice sectors;\n• working cooperatively with the Department of Home Affairs, portfolio and other federal agencies, and state and territory government agencies, as the Australian Government’s national research centre on crime and justice;\n• administering an effective and efficient annual Criminology Research Grants program that results in policy-relevant research of value to the nation; and\n• actively disseminating research findings to policymakers, practitioners and the general public, across Australia and internationally, in a timely manner. [[CP p.2](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=2)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=2)]\n\n**Key activities:**\n- undertaking impartial, policy-relevant research\n- working cooperatively with federal and state agencies\n- administering an effective Criminology Research Grants program\n- disseminating research findings\n\n## Values and principles\n\n_AIC core values_\n\n- Integrity\n- Respect\n- Innovation\n- Excellence\n- Courage\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Trends & issues in crime and criminal justice papers, Research Reports and Criminology Research Grant papers are peer reviewed | 100% | [CP p.10](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=10)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=10) |\n| CCE02 | Reports produced for each of the monitoring programs are issued | On schedule, annually | [CP p.10](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=10)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=10) |\n| CCE03 | Research and statistical publications released on AIC websites | At least 35 | [CP p.10](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=10)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=10) |\n| CCE04 | Evidence that AIC research has contributed to Australian Government policymaking | Qualitative case studies | [CP p.10](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=10)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=10) |\n| CCE05 | Roundtables, workshops, seminars and other forums to be held annually | At least 10 | [CP p.10](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=10)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=10) |\n| CCE06 | Satisfaction with events attended by more than 100 people | At least 90% | [CP p.10](https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=10)(https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf#page=10) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Trends & issues in crime and criminal justice papers, Research Reports and Criminology Research Grant papers are peer reviewed | N/A | N/A | |\n| CCE02 | Reports produced for each of the monitoring programs are issued | N/A | N/A | |\n| CCE03 | Research and statistical publications released on AIC websites | N/A | N/A | |\n| CCE04 | Evidence that AIC research has contributed to Australian Government policymaking | N/A | N/A | |\n| CCE05 | Roundtables, workshops, seminars and other forums to be held annually | N/A | N/A | |\n| CCE06 | Satisfaction with events attended by more than 100 people | N/A | N/A | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Australian Institute of Criminology - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:05:42.603904+00:00\n**Entity ID**: O-000785\n**Entity type**: Non-corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Home Affairs\n**Website**: https://www.aic.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| corporate-plans | 5 |\n| global-intelligence | 3 |\n| other-pdfs | 1 |\n| pages | 14 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2021–22\nContents\nii Director foreword 4 Stakeholders\nii Mission statement 4 Governance\n1 Purpose 5 Activities, capability and performance\n1 Role 5 Research services\n1 Outcome 6 Grants\n2 Functions 6 Communications and information\n3 Operating context services\n3 Challenges of COVID-19 6 Communications\n3 Crime and justice environment 7 Information services\n3 Cooperation 7 Roundtables and conferences\n3 Relationship with the Australian Criminal 7 Performance management\nIntelligence Commission 8 Risk\ni\n Source: `corporate-plans/2021-22.pdf (https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf)`\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2022–23\nContents\nii Director foreword 5 Activities, capability and performance\nii Mission statement 5 Research services\n1 Purpose 5 Statistical monitoring\n1 Role 6 Grants and awards\n1 Outcome 6 Communications and information services\n2 Functions 6 Communications\n3 Operating context 6 Information services\n3 Challenges of COVID-19 6 Seminars and conferences\n3 Crime and justice environment 7 Capability management\n3 Cooperation 7 Workforce requirements\n3 Australian Criminal Intelligence Commission 7 Infrastructure requirements\n4 Stakeholders 7 ICT requirements\n4 Governance 8 Performance management\n9 Risk\ni\n Source: `corporate-plans/2022-23.pdf (https://www.aic.gov.au/sites/default/files/2022-09/aic_corporate_plan_2022-23_0.pdf)`\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2023–24\nContents\nii Director’s foreword 5 Activities, capability and performance\nii Mission statement 5 Research services\n1 Purpose 5 Statistical monitoring\n1 Role 6 Grants and awards\n1 Outcome 6 Communications and information services\n2 Functions 6 Communications\n3 Operating context 6 Information services\n3 Supporting the Commonwealth 6 Seminars and conferences\n3 Crime and justice environment 7 Capability management\n4 Cooperation 7 Workforce requirements\n4 Australian Criminal Intelligence Commission 7 Infrastructure requirements\n4 Stakeholders 7 Information and communication technology\n4 Governance requirements\n8 Performance management\n9 Risk\ni\n Source: `corporate-plans/2023-24.pdf (https://www.aic.gov.au/sites/default/files/2023-08/aic_corporate_plan_2023-24.pdf)`\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2024–25\nContents\nDirector’s foreword ii Activities, capability and performance 6\nMission statement ii Research services 6\nStatistical monitoring 6\nPurpose 1\nGrants and awards 7\nRole 1\nCommunications and information services 7\nOutcome 1\nCommunications 7\nFunctions 2\nInformation services 7\nOperating context 3 Seminars and conferences 7\nSupporting the Commonwealth 3\nCapability management 8\nCrime and justice environment 3\nWorkforce requirements 8\nCooperation 4\nInfrastructure requirements 9\nAustralian Criminal Intelligence Information and communication\nCommission 4 technology requirements 9\nStakeholders 4\nPerformance management 10\nGovernance 4\nRisk 11\nValues 5 Appendix: Compliance Index 12\ni\n Source: `corporate-plans/2024-25.pdf (https://www.aic.gov.au/sites/default/files/2024-08/aic_corporate_plan_2024-25.pdf)`\n\n### Role and Functions\n\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2021–22\nContents\nii Director foreword 4 Stakeholders\nii Mission statement 4 Governance\n1 Purpose 5 Activities, capability and performance\n1 Role 5 Research services\n1 Outcome 6 Grants\n2 Functions 6 Communications and information\n3 Operating context services\n3 Challenges of COVID-19 6 Communications\n3 Crime and justice environment 7 Information services\n3 Cooperation 7 Roundtables and conferences\n3 Relationship with the Australian Criminal 7 Performance management\nIntelligence Commission 8 Risk\ni\n Source: `corporate-plans/2021-22.pdf (https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf)`\n- [Page 5]\nAustralian Institute of Criminology\nCorporate Plan 2021–22\nFunctions\nTo perform its role and achieve its objectives, the AIC undertakes the functions set out in\nsection 6 of the Criminology Research Act 1971:\n(a) to promote justice and reduce crime by:\n(i) conducting criminological research; and\n(ii) communicating the results of that research to the Commonwealth,\nthe States, the Australian Capital Territory, the Northern Territory\nand the community;\n(b) to assist the Director in performing the Director’s functions;\n(c) to administer programs for awarding grants, and engaging specialists, for:\n(i) criminological research that is relevant to the public policy of the\nStates, the Australian Capital Territory and the Northern Territory; and\n(ii) activities related to that research (including the publication of that\nresearch, for example).\n Source: `corporate-plans/2021-22.pdf (https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf)`\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2022–23\nContents\nii Director foreword 5 Activities, capability and performance\nii Mission statement 5 Research services\n1 Purpose 5 Statistical monitoring\n1 Role 6 Grants and awards\n1 Outcome 6 Communications and information services\n2 Functions 6 Communications\n3 Operating context 6 Information services\n3 Challenges of COVID-19 6 Seminars and conferences\n3 Crime and justice environment 7 Capability management\n3 Cooperation 7 Workforce requirements\n3 Australian Criminal Intelligence Commission 7 Infrastructure requirements\n4 Stakeholders 7 ICT requirements\n4 Governance 8 Performance management\n9 Risk\ni\n Source: `corporate-plans/2022-23.pdf (https://www.aic.gov.au/sites/default/files/2022-09/aic_corporate_plan_2022-23_0.pdf)`\n- [Page 5]\nAustralian Institute of Criminology\nCorporate Plan 2022–23\nFunctions\nTo perform its role and achieve its objectives, the AIC undertakes the functions set out in\nsection 6 of the Criminology Research Act 1971:\n(a) to promote justice and reduce crime by:\n(i) conducting criminological research; and\n(ii) communicating the results of that research to the Commonwealth,\nthe States, the Australian Capital Territory, the Northern Territory\nand the community;\n(b) to assist the Director in performing the Director’s functions;\n(c) to administer programs for awarding grants, and engaging specialists, for:\n(i) criminological research that is relevant to the public policy of the\nStates, the Australian Capital Territory and the Northern Territory; and\n(ii) activities related to that research (including the publication of that\nresearch, for example).\n Source: `corporate-plans/2022-23.pdf (https://www.aic.gov.au/sites/default/files/2022-09/aic_corporate_plan_2022-23_0.pdf)`\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2023–24\nContents\nii Director’s foreword 5 Activities, capability and performance\nii Mission statement 5 Research services\n1 Purpose 5 Statistical monitoring\n1 Role 6 Grants and awards\n1 Outcome 6 Communications and information services\n2 Functions 6 Communications\n3 Operating context 6 Information services\n3 Supporting the Commonwealth 6 Seminars and conferences\n3 Crime and justice environment 7 Capability management\n4 Cooperation 7 Workforce requirements\n4 Australian Criminal Intelligence Commission 7 Infrastructure requirements\n4 Stakeholders 7 Information and communication technology\n4 Governance requirements\n8 Performance management\n9 Risk\ni\n Source: `corporate-plans/2023-24.pdf (https://www.aic.gov.au/sites/default/files/2023-08/aic_corporate_plan_2023-24.pdf)`\n- [Page 5]\nAustralian Institute of Criminology\nCorporate Plan 2023–24\nFunctions\nTo perform its role and achieve its objectives, the AIC undertakes the functions set out in section 6 of\nthe Criminology Research Act 1971:\na) to promote justice and reduce crime by:\ni) conducting criminological research; and\nii) communicating the results of that research to the Commonwealth, the States, the\nAustralian Capital Territory, the Northern Territory and the community;\nb) to assist the Director in performing the Director’s functions;\nc) to administer programs for awarding grants, and engaging specialists, for:\ni) criminological research that is relevant to the public policy of the States, the Australian\nCapital Territory and the Northern Territory; and\nii) activities related to that research (including the publication of that research, for example).\n Source: `corporate-plans/2023-24.pdf (https://www.aic.gov.au/sites/default/files/2023-08/aic_corporate_plan_2023-24.pdf)`\n\n### Strategic Priorities\n\n- [Page 29]\nPortfolio Additional Estimates Statements | Budget 2025–26\nTable 1.2: Entity 2025–26 measures since the Budget (continued)\n2025–26 2026–27 2027–28 2028–29\nProgram\n$'000 $'000 $'000 $'000\nSupporting Social Cohesion (e) 2.5\nAdministered payments – – – –\nDepartmental payments – – – –\nTotal – – – –\nSupporting Transport Priorities (d) 3.2\nAdministered payments – – – –\nDepartmental payments 3,943 24,819 20,798 21,202\nTotal 3,943 24,819 20,798 21,202\nUnited States Global Entry Program (Phase\nTwo) 1.2\nAdministered payments – – – –\nDepartmental payments 1,564 2,745 3,414 4,080\nTotal 1,564 2,745 3,414 4,080\nWorkplace Relations – additional supports (f) 2.1, 2.3\nAdministered payments – – – –\nDepartmental payments – – – –\nTotal – – – –\nTotal payment measures\nAdministered 397,179 84,916 25,113 247\nDepartmental 6,196 (74,945) (61,402) (50,242)\nTotal 403,375 9,971 (36,289) (49,995)\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 32]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 1.3: Additional estimates and other variations to outcomes since the\n2025–26 Budget (continued)\nProgram 2025–26 2026–27 2027–28 2028–29\nimpacted $'000 $'000 $'000 $'000\nOutcome 3\nAdministered\nAnnual appropriations\nCommunity Safety Measures in\nResponse to the High Court's\ndecision in NZYQ v Minister for 3.5 (95,500) (105,000) (105,000) (105,000)\nImmigration, Citizenship and\nMulticultural Affairs & Anor\nCivil Maritime Security Capabilities 3.4 nfp nfp nfp nfp\nMovement of funds – 6,834 – 2,014\nChanges in parameters Various – – 30 37\nOther variations Various – 164,598 190,793 283,554\nNet impact on appropriations for\n(95,500) 66,432 85,823 180,605\nOutcome 3 (administered)\nDepartmental\nAnnual appropriations\nFurther Reducing Spending on\nConsultants, Contractors and\n3.4 (52,298) (104,310) (86,866) (76,624)\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- 1)\nSpecial appropriations 278 – – – –\nSpecial accounts – 22,182 9,132 – –\nExpenses not requiring appropriation\n2,340 91 330 587 848\nin the Budget year (a)\nAdministered total 102,555 185,656 124,928 103,625 94,630\nDepartmental expenses\nDepartmental appropriation 251,414 269,620 247,340 230,313 230,543\ns74 external revenue (b) 41,634 23,057 10,226 6,582 4,795\nExpenses not requiring appropriation\n17,374 13,354 17,602 23,439 23,755\nin the Budget year (a)\nDepartmental total 310,422 306,031 275,168 260,334 259,093\nTotal expenses for Outcome 1 412,977 491,687 400,096 363,959 353,723\n2024–25 2025–26 2026–27 2027–28 2028–29\nActual Revised Forward Forward Forward\nMovement of administered funds\nexpenses estimated estimate estimate estimate\nbetween years (c)\nexpenses\n$'000 $'000 $'000 $'000 $'000\nOutcome 1:\n1.2 National Security and Resilience 3,977 432 432 431 –\n1.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [pages 40,41,42,43,44,45]\nunter Terrorism – – – 650 –\n1.5: Regional Cooperation 2,098 – – – –\nTotal movement of administered\n(1,608) 6,957 4,034 1,081 –\nfunds\n2024–25 2025–26\nAverage staffing level (number) 960 972\nNote: Departmental appropriation splits and totals are indicative estimates and may change in the course of\nthe budget year as government priorities change.\na) Expenses not requiring appropriation in the Budget year are made up of depreciation expenses,\namortisation expenses, resources free of charge, write-down impairment, offset by lease payments.\nb) Estimated expenses incurred in relation to receipts retained under section 74 of the PGPA Act 2013.\nc) Figures displayed as a negative (–) represent a decrease in funds and a positive (+) represent an\nincrease in funds.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 46]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 2.2.1: Budgeted expenses for Outcome 2 (continued)\n2024–25 2025–26 2026–27 2027–28 2028–29\nActual Revised Forward Forward Forward\nMovement of administered funds\nexpenses estimated estimate estimate estimate\nbetween years (c)\nexpenses\n$'000 $'000 $'000 $'000 $'000\nOutcome 2:\n2.3: Refugee, Humanitarian Settlement\n917 – – – –\nand Migrant Services\n2.5: Multicultural Affairs and Citizenship 1,281 (12,135) 17,654 (2,383) –\nTotal movement of administered\n2,198 (12,135) 17,654 (2,383) –\nfunds\n2024–25 2025–26\nAverage staffing level (number) 5,727 5,606\nNote: Departmental appropriation splits and totals are indicative estimates and may change in the course of\nthe budget year as government priorities change.\na) Expenses not requiring appropriation in the Budget year are made up of depreciation expenses,\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 52]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 2.3.1: Budgeted expenses for Outcome 3 (continued)\n2024–25 2025–26 2026–27 2027–28 2028–29\nActual Revised Forward Forward Forward\nMovement of administered funds\nexpenses estimated estimate estimate estimate\nbetween years (c)\nexpenses\n$'000 $'000 $'000 $'000 $'000\nOutcome 3:\n3.2: Border Management 5,255 8,000 – – –\n3.5: Onshore Compliance and\n– 8,567 9,821 8,567 2,014\nDetention\nTotal movement of administered\n5,255 16,567 9,821 8,567 2,014\nfunds\n2024–25 2025–26\nAverage staffing level (number) 8,856 9,172\nNote: Departmental appropriation splits and totals are indicative estimates and may change in the course of\nthe budget year as government priorities change.\na) Expenses not requiring appropriation in the Budget year are made up of depreciation expenses,\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- Table 2.1.1: Budgeted expenses for Outcome 1\nOutcome 1: To protect Australia from criminal threats through coordinating a strategic response\nand the collection, assessment and dissemination of intelligence and policing information\n2024–25 2025–26 2026–27 2027–28 2028–29\nActual Revised Forward Forward Forward\nexpenses estimated estimate estimate estimate\nexpenses\n$'000 $'000 $'000 $'000 $'000\nProgram 1.1: Australian Criminal Intelligence Commission\nDepartmental expenses\nDepartmental appropriation 132,847 147,382 115,810 116,585 122,305\ns74 external revenue (a) 10,580 12,385 11,209 8,648 8,654\nSpecial accounts\nNational Policing Information\nSystems and Services Special 172,705 198,602 159,150 158,847 155,335\nAccount\nExpenses not requiring\nappropriation in the Budget year 10,381 4,929 5,104 5,104 5,104\n(b)\nDepartmental total 326,513 363,298 291,273 289,184 291,398\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- Table 1.2: Australian Federal Police 2025–26 measures since the Budget\n2025–26 2026–27 2027–28 2028–29\nProgram\n$'000 $'000 $'000 $'000\nPayment measures\nFurther Reducing Spending on\nConsultants, Contractors and Labour 1.1\nHire, and Non-wage Expenses (a)\nDepartmental payments (21,730) (46,987) (49,961) (41,583)\nTotal (21,730) (46,987) (49,961) (41,583)\nGovernment Response to the\n1.1\nAntisemitic Bondi Terrorist Attack (b)\nDepartmental payments 4,251 13,469 18,718 20,848\nTotal 4,251 13,469 18,718 20,848\nHome Affairs Portfolio – Additional\n1.1\nResourcing (c)\nDepartmental payments nfp – – –\nTotal nfp – – –\nNuclear-Powered Submarine\nProgram – further program support 3.3\n(d)\nDepartmental payments 49,886 87,558 – –\nTotal 49,886 87,558 – –\nSupporting Transport Priorities (e) 3.1\nDepartmental payments 196 5,586 16,607 17,033\nTotal 196 5,586 16,607 17,033\nTotal payment measures\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 98]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 1.3: Additional estimates and other variations to outcomes since the\n2025–26 Budget (continued)\nProgram 2025–26 2026–27 2027–28 2028–29\nimpacted $'000 $'000 $'000 $'000\nOutcome 3\nChanges in parameters\n(net increase) – – – –\n(net decrease) – – 275 100\nOther variations – (114) – –\n(net increase) – – – –\n(net decrease) 19,493 – – –\nNet impact on appropriations for\n19,493 (114) 275 100\nOutcome 3 (administered)\nOutcome 3\nDepartmental\nAnnual appropriations\nNuclear-Powered Submarine\nProgram – further program 3.3 49,886 87,558 – –\nsupport\nSupporting Transport Priorities 3.1 196 5,586 16,607 17,033\nMovement of funds\n(net increase) – – – –\n(net decrease) 11,500 – – –\nChanges in parameters – – – –\n(net increase) – – 1,720 831\n(net decrease) – (824) – –\nNet impact on appropriations for\n61,582 92,320 18,327 17,864\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- 3)\nSpecial appropriations\nSpecial appropriation s77 50 50 – – –\nAdministered total 800 4,692 1,181 1,226 1,253\nDepartmental expenses\nDepartmental appropriation 825,066 825,668 707,466 732,498 742,140\ns74 external revenue (a) 123,440 97,449 71,398 61,680 61,541\nSpecial accounts\nServices for other entities and\n18,428 17,345 19,297 19,515 19,926\ntrust monies\nExpenses not requiring\nappropriation in the Budget year 177,991 190,321 167,395 168,093 155,510\n(b)\nDepartmental total 1,144,925 1,130,783 965,556 981,786 979,117\nTotal expenses for program 1.1 1,145,725 1,135,475 966,737 983,012 980,370\n2024–25 2025–26\nAverage staffing level (number) 3,996 4,199\nNote: Departmental appropriation splits and totals are indicative estimates and may change in the course of\nthe Budget year as government priorities change.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Forward estimates As per 2025–26 As per 2025–26\n2026–29\nMaterial changes to Program 2.4 as a result of government decisions made since the 2025–26 Budget:\n‘Nil’\na) Changes have been made to update the performance measure which was published in the 2025–26\nPortfolio Budget Statements to reflect the Department of Home Affairs 2025–26 Corporate Plan.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 110]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 2.4.2: Performance measure for Outcome 3\nTable 2.4.2 below details a new program, the AFP-Nuclear Powered Submarine Program,\nintroduced in Outcome 3, with an accompanying activity, performance measure and target,\nin support of Australia’s nuclear-powered submarine capability under the AUKUS\ninitiative.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- Performance criteria Target 21–22 22–23 23–24 24–25\nTrends & issues papers and Research\n   \nReports are peer reviewed to ensure the 100%\nquality of the AIC’s research outputs\nReports produced for each of the\nOn    \nmonitoring programs are issued according\nschedule\nto schedule, annually or biennially\nPeer-reviewed T&Is and Research Reports    \n25\nto be published each year\nOther publications—including Statistical\nReports, Statistical Bulletins, briefs, journal    \n25\narticles, consultancy reports—to be\npublished each year\nEvidence that AIC research has contributed Qualitative    \nto Australian Government policymaking case studies\nRoundtables, workshops, seminars and    \nAt least 10\nother forums to be held annually\n7\n Source: `corporate-plans/2021-22.pdf (https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf)`\n- Performance criteria Target 22–23 23–24 24–25 25–26\nTrends & issues papers and Research\n   \nReports are peer reviewed to ensure the 100%\nquality of the AIC’s research outputs\nReports produced for each of the\nOn    \nmonitoring programs are issued according\nschedule\nto schedule, annually or biennially\nPeer-reviewed T&Is and Research Reports    \n28\nto be published each year\nOther publications—including Statistical\nReports, Statistical Bulletins, briefs, journal    \n25\narticles, consultancy reports—to be\npublished each year\nEvidence that AIC research has contributed Qualitative    \nto Australian Government policymaking case studies\nRoundtables, workshops, seminars and    \nAt least 10\nother forums to be held annually\nSatisfaction with events attended by    \n90%\nmore than 100 people\n8\n Source: `corporate-plans/2022-23.pdf (https://www.aic.gov.au/sites/default/files/2022-09/aic_corporate_plan_2022-23_0.pdf)`\n- Performance criteria Target 23–24 24–25 25–26 26–27\nTrends & issues papers and Research Reports\n   \nare peer reviewed to ensure the quality of the 100%\nAIC’s research outputs\nReports produced for each of the monitoring\n   \nprograms are issued according to schedule, On schedule\nannually or biennially\nPeer-reviewed T&Is and Research Reports to    \n25\nbe published each year\nOther publications—including Statistical\nReports, Statistical Bulletins, briefs, journal    \n25\narticles, consultancy reports—to be published\neach year\nEvidence that AIC research has contributed to Qualitative    \nAustralian Government policymaking case studies\nRoundtables, workshops, seminars and other    \nAt least 10\nforums to be held annually\nSatisfaction with events attended by more    \n90%\nthan 100 people\n8\n Source: `corporate-plans/2023-24.pdf (https://www.aic.gov.au/sites/default/files/2023-08/aic_corporate_plan_2023-24.pdf)`\n- Performance measures 2024–25 to 2027–28\nPerformance criteria Target\nTrends & issues papers and Research Reports are peer reviewed to ensure 100%\nthe quality of the AIC’s research outputs\nReports produced for each of the monitoring programs are issued according On schedule\nto schedule, annually or biennially\nPeer-reviewed T&Is, Research Reports to be published each year 29\nOther publications—including Statistical Reports, Statistical Bulletins, briefs, 17\njournal articles, consultancy reports—to be published each year\nEvidence that AIC research has contributed to Australian Government Qualitative case studies\npolicymaking\nRoundtables, workshops, seminars and other forums to be held annually At least 10\nSatisfaction with events attended by more than 100 people At least 90%\n10\n Source: `corporate-plans/2024-25.pdf (https://www.aic.gov.au/sites/default/files/2024-08/aic_corporate_plan_2024-25.pdf)`\n- [Page 41]\nPortfolio Additional Estimates Statements | Budget 2025–26\nTable 2.1.2: Performance measure for Outcome 1\nThere are no changes to the Department’s performance information as reported in the\n2025–26 PB Statements.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 47]\nPortfolio Additional Estimates Statements | Budget 2025–26\nTable 2.2.2: Performance measure for Outcome 2\nTable 2.2.2 below details the performance measure for each program associated with\nOutcome 2.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 53]\nPortfolio Additional Estimates Statements | Budget 2025–26\nTable 2.3.2: Performance measure for Outcome 3\nThere are no changes to the Department of Home Affairs’ performance information as\nreported in the 2025–26 PB Statements.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 80]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 2.1.2: Performance measure for Outcome 1\nThere are no changes to the ACIC’s performance information as reported in the 2025–26 PB\nStatements.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 104]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 2.2.2: Performance measure for Outcome 1\nThere have been no changes to performance measures for Outcome 1 resulting from\ndecisions made since the 2025–26 Budget.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 106]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 2.3.2: Performance measure for Outcome 2\nThere have been no changes to performance measures for Outcome 2 resulting from\ndecisions made since the 2025–26 Budget.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 134]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 2.1.2: Performance measure for Outcome 1\nThere are no changes to AIC’s performance information as reported in the 2025–26 PB\nStatements.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 150]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 2.1.2: Performance measure for Outcome 1\nThere are no changes to ASIO’s performance information as reported in the 2025–26 PB\nStatements.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n\n## Key Metrics\n\n- 3)\nSpecial appropriations\nSpecial appropriation s77 50 50 – – –\nAdministered total 800 4,692 1,181 1,226 1,253\nDepartmental expenses\nDepartmental appropriation 825,066 825,668 707,466 732,498 742,140\ns74 external revenue (a) 123,440 97,449 71,398 61,680 61,541\nSpecial accounts\nServices for other entities and\n18,428 17,345 19,297 19,515 19,926\ntrust monies\nExpenses not requiring\nappropriation in the Budget year 177,991 190,321 167,395 168,093 155,510\n(b)\nDepartmental total 1,144,925 1,130,783 965,556 981,786 979,117\nTotal expenses for program 1.1 1,145,725 1,135,475 966,737 983,012 980,370\n2024–25 2025–26\nAverage staffing level (number) 3,996 4,199\nNote: Departmental appropriation splits and totals are indicative estimates and may change in the course of\nthe Budget year as government priorities change.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- 3)\nAdministered total 39,205 120,426 116,744 140,033 101,176\nDepartmental expenses\nDepartmental appropriation 717,442 779,258 821,184 753,189 756,823\ns74 external revenue (a) 74,403 89,176 88,657 91,293 88,644\nExpenses not requiring\nappropriation in the Budget year 12,030 9,249 7,062 5,297 4,391\n(b)\nDepartmental total 803,875 877,683 916,903 849,779 849,858\nTotal expenses for Outcome 3 843,080 998,109 1,033,647 989,812 951,034\n2024–25 2025–26\nAverage staffing level (number) 2,624 2,871\nNote: Departmental appropriation splits and totals are indicative estimates and may change in the course of\nthe Budget year as government priorities change.\na) Estimated expenses incurred in relation to receipts retained under section 74 of the PGPA Act 2013.\nb) Expenses not requiring appropriation in the Budget year are made up of depreciation and amortisation\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- 1)\nSpecial appropriations\nAustralian Victim of Terrorism\n278 – – – –\nOverseas Payment\nSpecial accounts – 22,182 9,132 – –\nExpenses not requiring appropriation\n193 21 260 517 778\nin the Budget year (a)\nAdministered total 12,527 72,241 64,740 45,918 36,139\nDepartmental expenses\nDepartmental appropriation 121,290 127,333 125,403 127,127 125,832\ns74 external revenue (b) 21,879 12,228 6,320 3,360 1,971\nExpenses not requiring appropriation\n12,289 9,210 14,505 17,387 17,725\nin the Budget year (a)\nDepartmental total 155,458 148,771 146,228 147,874 145,528\nTotal expenses for program 1.2 167,985 221,012 210,968 193,792 181,667\nProgram 1.3: Cyber Security\nAdministered expenses\nOrdinary annual services\n10,879 25,881 8,706 1,918 1,916\n(Appropriation Bill No.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- 1)\nAdministered total 10,879 25,881 8,706 1,918 1,916\nDepartmental expenses\nDepartmental appropriation 49,334 44,381 41,855 21,591 21,848\ns74 external revenue (b) 4,027 1,541 694 567 183\nExpenses not requiring appropriation\n1,265 1,040 52 2,627 2,601\nin the Budget year (a)\nDepartmental total 54,626 46,962 42,601 24,785 24,632\nTotal expenses for program 1.3 65,505 72,843 51,307 26,703 26,548\nPage 28 | Department of Home Affairs\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- 1)\nExpenses not requiring appropriation\n1,839 70 70 70 70\nin the Budget year (a)\nAdministered total 18,282 19,858 20,403 20,362 20,235\nDepartmental expenses\nDepartmental appropriation 9,799 28,270 10,619 10,971 11,082\ns74 external revenue (b) 11,170 6,552 2,398 2,396 2,393\nExpenses not requiring appropriation\n625 436 100 166 99\nin the Budget year (a)\nDepartmental total 21,594 35,258 13,117 13,533 13,574\nTotal expenses for program 1.4 39,876 55,116 33,520 33,895 33,809\nProgram 1.5: Regional Cooperation\nAdministered expenses\nOrdinary annual services\n60,559 67,676 31,079 35,427 36,340\n(Appropriation Bill No.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- 1)\nExpenses not requiring appropriation\n308 – – – –\nin the Budget year (a)\nAdministered total 60,867 67,676 31,079 35,427 36,340\nDepartmental expenses\nDepartmental appropriation 37,059 35,575 35,417 36,020 36,584\ns74 external revenue (b) 4,271 2,075 654 102 98\nExpenses not requiring appropriation\n1,340 1,110 1,332 1,616 1,724\nin the Budget year (a)\nDepartmental total 42,670 38,760 37,403 37,738 38,406\nTotal expenses for program 1.5 103,537 106,436 68,482 73,165 74,746\nDepartment of Home Affairs | Page 29\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- 1)\nSpecial appropriations 278 – – – –\nSpecial accounts – 22,182 9,132 – –\nExpenses not requiring appropriation\n2,340 91 330 587 848\nin the Budget year (a)\nAdministered total 102,555 185,656 124,928 103,625 94,630\nDepartmental expenses\nDepartmental appropriation 251,414 269,620 247,340 230,313 230,543\ns74 external revenue (b) 41,634 23,057 10,226 6,582 4,795\nExpenses not requiring appropriation\n17,374 13,354 17,602 23,439 23,755\nin the Budget year (a)\nDepartmental total 310,422 306,031 275,168 260,334 259,093\nTotal expenses for Outcome 1 412,977 491,687 400,096 363,959 353,723\n2024–25 2025–26 2026–27 2027–28 2028–29\nActual Revised Forward Forward Forward\nMovement of administered funds\nexpenses estimated estimate estimate estimate\nbetween years (c)\nexpenses\n$'000 $'000 $'000 $'000 $'000\nOutcome 1:\n1.2 National Security and Resilience 3,977 432 432 431 –\n1.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- 2024–25 2025–26 2026–27 2027–28 2028–29\nActual Revised Forward Forward Forward\nexpenses estimated estimate estimate estimate\nexpenses\n$'000 $'000 $'000 $'000 $'000\nProgram 2.1: Migration\nDepartmental expenses\nDepartmental appropriation 251,466 227,431 223,324 228,430 230,853\ns74 external revenue (b) 97,887 76,039 59,583 59,566 59,526\nExpenses not requiring appropriation\n31,073 23,027 24,910 23,192 25,575\nin the Budget year (a)\nDepartmental total 380,426 326,497 307,817 311,188 315,954\nTotal expenses for program 2.1 380,426 326,497 307,817 311,188 315,954\nProgram 2.2: Visas\nAdministered expenses\nOrdinary annual services\n65 102 105 107 107\n(Appropriation Bill No.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- 1)\nExpenses not requiring appropriation\n352 – – – –\nin the Budget year (a)\nAdministered total 417 102 105 107 107\nDepartmental expenses\nDepartmental appropriation 492,221 466,305 392,437 370,746 371,339\ns74 external revenue (b) 31,611 47,411 47,344 47,325 47,279\nExpenses not requiring appropriation\n43,902 32,687 35,320 33,330 34,744\nin the Budget year (a)\nDepartmental total 567,734 546,403 475,101 451,401 453,362\nTotal expenses for program 2.2 568,151 546,505 475,206 451,508 453,469\nDepartment of Home Affairs | Page 33\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- 1)\nExpenses not requiring appropriation\n285 – – – –\nin the Budget year (a)\nAdministered total 793,526 791,806 664,620 560,517 541,233\nDepartmental expenses\nDepartmental appropriation 221,706 265,542 167,549 163,047 165,368\ns74 external revenue (b) 12,054 12,186 11,627 11,611 11,573\nExpenses not requiring appropriation\n12,687 9,707 8,585 8,134 8,436\nin the Budget year (a)\nDepartmental total 246,447 287,435 187,761 182,792 185,377\nTotal expenses for program 2.3 1,039,973 1,079,241 852,381 743,309 726,610\nProgram 2.4: UMA Offshore Management\nAdministered expenses\nOrdinary annual services\n385,989 902,344 314,206 341,780 348,377\n(Appropriation Bill No.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n\n## Key Achievements\n\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2021–22\nContents\nii Director foreword 4 Stakeholders\nii Mission statement 4 Governance\n1 Purpose 5 Activities, capability and performance\n1 Role 5 Research services\n1 Outcome 6 Grants\n2 Functions 6 Communications and information\n3 Operating context services\n3 Challenges of COVID-19 6 Communications\n3 Crime and justice environment 7 Information services\n3 Cooperation 7 Roundtables and conferences\n3 Relationship with the Australian Criminal 7 Performance management\nIntelligence Commission 8 Risk\ni\n Source: `corporate-plans/2021-22.pdf (https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf)`\n- Performance criteria Target 21–22 22–23 23–24 24–25\nTrends & issues papers and Research\n   \nReports are peer reviewed to ensure the 100%\nquality of the AIC’s research outputs\nReports produced for each of the\nOn    \nmonitoring programs are issued according\nschedule\nto schedule, annually or biennially\nPeer-reviewed T&Is and Research Reports    \n25\nto be published each year\nOther publications—including Statistical\nReports, Statistical Bulletins, briefs, journal    \n25\narticles, consultancy reports—to be\npublished each year\nEvidence that AIC research has contributed Qualitative    \nto Australian Government policymaking case studies\nRoundtables, workshops, seminars and    \nAt least 10\nother forums to be held annually\n7\n Source: `corporate-plans/2021-22.pdf (https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf)`\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2022–23\nContents\nii Director foreword 5 Activities, capability and performance\nii Mission statement 5 Research services\n1 Purpose 5 Statistical monitoring\n1 Role 6 Grants and awards\n1 Outcome 6 Communications and information services\n2 Functions 6 Communications\n3 Operating context 6 Information services\n3 Challenges of COVID-19 6 Seminars and conferences\n3 Crime and justice environment 7 Capability management\n3 Cooperation 7 Workforce requirements\n3 Australian Criminal Intelligence Commission 7 Infrastructure requirements\n4 Stakeholders 7 ICT requirements\n4 Governance 8 Performance management\n9 Risk\ni\n Source: `corporate-plans/2022-23.pdf (https://www.aic.gov.au/sites/default/files/2022-09/aic_corporate_plan_2022-23_0.pdf)`\n- [Page 11]\nAustralian Institute of Criminology\nCorporate Plan 2022–23\nPerformance management\nThe AIC’s achievement against its purpose will be measured against the performance criteria\ndescribed in the Portfolio Budget Statement.\n Source: `corporate-plans/2022-23.pdf (https://www.aic.gov.au/sites/default/files/2022-09/aic_corporate_plan_2022-23_0.pdf)`\n- Performance criteria Target 22–23 23–24 24–25 25–26\nTrends & issues papers and Research\n   \nReports are peer reviewed to ensure the 100%\nquality of the AIC’s research outputs\nReports produced for each of the\nOn    \nmonitoring programs are issued according\nschedule\nto schedule, annually or biennially\nPeer-reviewed T&Is and Research Reports    \n28\nto be published each year\nOther publications—including Statistical\nReports, Statistical Bulletins, briefs, journal    \n25\narticles, consultancy reports—to be\npublished each year\nEvidence that AIC research has contributed Qualitative    \nto Australian Government policymaking case studies\nRoundtables, workshops, seminars and    \nAt least 10\nother forums to be held annually\nSatisfaction with events attended by    \n90%\nmore than 100 people\n8\n Source: `corporate-plans/2022-23.pdf (https://www.aic.gov.au/sites/default/files/2022-09/aic_corporate_plan_2022-23_0.pdf)`\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2023–24\nContents\nii Director’s foreword 5 Activities, capability and performance\nii Mission statement 5 Research services\n1 Purpose 5 Statistical monitoring\n1 Role 6 Grants and awards\n1 Outcome 6 Communications and information services\n2 Functions 6 Communications\n3 Operating context 6 Information services\n3 Supporting the Commonwealth 6 Seminars and conferences\n3 Crime and justice environment 7 Capability management\n4 Cooperation 7 Workforce requirements\n4 Australian Criminal Intelligence Commission 7 Infrastructure requirements\n4 Stakeholders 7 Information and communication technology\n4 Governance requirements\n8 Performance management\n9 Risk\ni\n Source: `corporate-plans/2023-24.pdf (https://www.aic.gov.au/sites/default/files/2023-08/aic_corporate_plan_2023-24.pdf)`\n- [Page 11]\nAustralian Institute of Criminology\nCorporate Plan 2023–24\nPerformance management\nThe AIC’s achievement against its purpose will be measured against the performance criteria\ndescribed in the Portfolio Budget Statement.\n Source: `corporate-plans/2023-24.pdf (https://www.aic.gov.au/sites/default/files/2023-08/aic_corporate_plan_2023-24.pdf)`\n- Performance criteria Target 23–24 24–25 25–26 26–27\nTrends & issues papers and Research Reports\n   \nare peer reviewed to ensure the quality of the 100%\nAIC’s research outputs\nReports produced for each of the monitoring\n   \nprograms are issued according to schedule, On schedule\nannually or biennially\nPeer-reviewed T&Is and Research Reports to    \n25\nbe published each year\nOther publications—including Statistical\nReports, Statistical Bulletins, briefs, journal    \n25\narticles, consultancy reports—to be published\neach year\nEvidence that AIC research has contributed to Qualitative    \nAustralian Government policymaking case studies\nRoundtables, workshops, seminars and other    \nAt least 10\nforums to be held annually\nSatisfaction with events attended by more    \n90%\nthan 100 people\n8\n Source: `corporate-plans/2023-24.pdf (https://www.aic.gov.au/sites/default/files/2023-08/aic_corporate_plan_2023-24.pdf)`\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2024–25\nContents\nDirector’s foreword ii Activities, capability and performance 6\nMission statement ii Research services 6\nStatistical monitoring 6\nPurpose 1\nGrants and awards 7\nRole 1\nCommunications and information services 7\nOutcome 1\nCommunications 7\nFunctions 2\nInformation services 7\nOperating context 3 Seminars and conferences 7\nSupporting the Commonwealth 3\nCapability management 8\nCrime and justice environment 3\nWorkforce requirements 8\nCooperation 4\nInfrastructure requirements 9\nAustralian Criminal Intelligence Information and communication\nCommission 4 technology requirements 9\nStakeholders 4\nPerformance management 10\nGovernance 4\nRisk 11\nValues 5 Appendix: Compliance Index 12\ni\n Source: `corporate-plans/2024-25.pdf (https://www.aic.gov.au/sites/default/files/2024-08/aic_corporate_plan_2024-25.pdf)`\n- [Page 12]\nAustralian Institute of Criminology\nCorporate Plan 2024–25\nIn 2024–25, the AIC will:\n• Employ APS staff to undertake its core functions associated delivering research services, grants and\nawards, and communications and information services.\n• Continue to outsource its corporate services to another APS agency – the Australian Criminal\nIntelligence Commission (ACIC).\n• Fund external researchers in universities, under Section 6(c)(i) of the Criminology Research Act 1971.\n• Use external consultants in exceptional circumstances where the work is time sensitive and the\nrequisite skills and capabilities are not available in-house.\n Source: `corporate-plans/2024-25.pdf (https://www.aic.gov.au/sites/default/files/2024-08/aic_corporate_plan_2024-25.pdf)`\n- [Page 13]\nAustralian Institute of Criminology\nCorporate Plan 2024–25\nPerformance management\nThe AIC’s achievement against its purpose will be measured against the performance criteria described\nin the Portfolio Budget Statement.\n Source: `corporate-plans/2024-25.pdf (https://www.aic.gov.au/sites/default/files/2024-08/aic_corporate_plan_2024-25.pdf)`\n- Performance measures 2024–25 to 2027–28\nPerformance criteria Target\nTrends & issues papers and Research Reports are peer reviewed to ensure 100%\nthe quality of the AIC’s research outputs\nReports produced for each of the monitoring programs are issued according On schedule\nto schedule, annually or biennially\nPeer-reviewed T&Is, Research Reports to be published each year 29\nOther publications—including Statistical Reports, Statistical Bulletins, briefs, 17\njournal articles, consultancy reports—to be published each year\nEvidence that AIC research has contributed to Australian Government Qualitative case studies\npolicymaking\nRoundtables, workshops, seminars and other forums to be held annually At least 10\nSatisfaction with events attended by more than 100 people At least 90%\n10\n Source: `corporate-plans/2024-25.pdf (https://www.aic.gov.au/sites/default/files/2024-08/aic_corporate_plan_2024-25.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2021–22\nContents\nii Director foreword 4 Stakeholders\nii Mission statement 4 Governance\n1 Purpose 5 Activities, capability and performance\n1 Role 5 Research services\n1 Outcome 6 Grants\n2 Functions 6 Communications and information\n3 Operating context services\n3 Challenges of COVID-19 6 Communications\n3 Crime and justice environment 7 Information services\n3 Cooperation 7 Roundtables and conferences\n3 Relationship with the Australian Criminal 7 Performance management\nIntelligence Commission 8 Risk\ni\n Source: `corporate-plans/2021-22.pdf (https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf)`\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2022–23\nContents\nii Director foreword 5 Activities, capability and performance\nii Mission statement 5 Research services\n1 Purpose 5 Statistical monitoring\n1 Role 6 Grants and awards\n1 Outcome 6 Communications and information services\n2 Functions 6 Communications\n3 Operating context 6 Information services\n3 Challenges of COVID-19 6 Seminars and conferences\n3 Crime and justice environment 7 Capability management\n3 Cooperation 7 Workforce requirements\n3 Australian Criminal Intelligence Commission 7 Infrastructure requirements\n4 Stakeholders 7 ICT requirements\n4 Governance 8 Performance management\n9 Risk\ni\n Source: `corporate-plans/2022-23.pdf (https://www.aic.gov.au/sites/default/files/2022-09/aic_corporate_plan_2022-23_0.pdf)`\n- Performance criteria Target 21–22 22–23 23–24 24–25\nTrends & issues papers and Research\n   \nReports are peer reviewed to ensure the 100%\nquality of the AIC’s research outputs\nReports produced for each of the\nOn    \nmonitoring programs are issued according\nschedule\nto schedule, annually or biennially\nPeer-reviewed T&Is and Research Reports    \n25\nto be published each year\nOther publications—including Statistical\nReports, Statistical Bulletins, briefs, journal    \n25\narticles, consultancy reports—to be\npublished each year\nEvidence that AIC research has contributed Qualitative    \nto Australian Government policymaking case studies\nRoundtables, workshops, seminars and    \nAt least 10\nother forums to be held annually\n7\n Source: `corporate-plans/2021-22.pdf (https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf)`\n- As the ACIC provides the AIC’s\ncorporate functions, AIC risk and audit issues are managed by ACIC functional managers in\nconsultation with the AIC executive and the AIC Audit Committee.\n Source: `corporate-plans/2021-22.pdf (https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf)`\n- Performance criteria Target 22–23 23–24 24–25 25–26\nTrends & issues papers and Research\n   \nReports are peer reviewed to ensure the 100%\nquality of the AIC’s research outputs\nReports produced for each of the\nOn    \nmonitoring programs are issued according\nschedule\nto schedule, annually or biennially\nPeer-reviewed T&Is and Research Reports    \n28\nto be published each year\nOther publications—including Statistical\nReports, Statistical Bulletins, briefs, journal    \n25\narticles, consultancy reports—to be\npublished each year\nEvidence that AIC research has contributed Qualitative    \nto Australian Government policymaking case studies\nRoundtables, workshops, seminars and    \nAt least 10\nother forums to be held annually\nSatisfaction with events attended by    \n90%\nmore than 100 people\n8\n Source: `corporate-plans/2022-23.pdf (https://www.aic.gov.au/sites/default/files/2022-09/aic_corporate_plan_2022-23_0.pdf)`\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2023–24\nContents\nii Director’s foreword 5 Activities, capability and performance\nii Mission statement 5 Research services\n1 Purpose 5 Statistical monitoring\n1 Role 6 Grants and awards\n1 Outcome 6 Communications and information services\n2 Functions 6 Communications\n3 Operating context 6 Information services\n3 Supporting the Commonwealth 6 Seminars and conferences\n3 Crime and justice environment 7 Capability management\n4 Cooperation 7 Workforce requirements\n4 Australian Criminal Intelligence Commission 7 Infrastructure requirements\n4 Stakeholders 7 Information and communication technology\n4 Governance requirements\n8 Performance management\n9 Risk\ni\n Source: `corporate-plans/2023-24.pdf (https://www.aic.gov.au/sites/default/files/2023-08/aic_corporate_plan_2023-24.pdf)`\n- Performance criteria Target 23–24 24–25 25–26 26–27\nTrends & issues papers and Research Reports\n   \nare peer reviewed to ensure the quality of the 100%\nAIC’s research outputs\nReports produced for each of the monitoring\n   \nprograms are issued according to schedule, On schedule\nannually or biennially\nPeer-reviewed T&Is and Research Reports to    \n25\nbe published each year\nOther publications—including Statistical\nReports, Statistical Bulletins, briefs, journal    \n25\narticles, consultancy reports—to be published\neach year\nEvidence that AIC research has contributed to Qualitative    \nAustralian Government policymaking case studies\nRoundtables, workshops, seminars and other    \nAt least 10\nforums to be held annually\nSatisfaction with events attended by more    \n90%\nthan 100 people\n8\n Source: `corporate-plans/2023-24.pdf (https://www.aic.gov.au/sites/default/files/2023-08/aic_corporate_plan_2023-24.pdf)`\n- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2024–25\nContents\nDirector’s foreword ii Activities, capability and performance 6\nMission statement ii Research services 6\nStatistical monitoring 6\nPurpose 1\nGrants and awards 7\nRole 1\nCommunications and information services 7\nOutcome 1\nCommunications 7\nFunctions 2\nInformation services 7\nOperating context 3 Seminars and conferences 7\nSupporting the Commonwealth 3\nCapability management 8\nCrime and justice environment 3\nWorkforce requirements 8\nCooperation 4\nInfrastructure requirements 9\nAustralian Criminal Intelligence Information and communication\nCommission 4 technology requirements 9\nStakeholders 4\nPerformance management 10\nGovernance 4\nRisk 11\nValues 5 Appendix: Compliance Index 12\ni\n Source: `corporate-plans/2024-25.pdf (https://www.aic.gov.au/sites/default/files/2024-08/aic_corporate_plan_2024-25.pdf)`\n- Performance measures 2024–25 to 2027–28\nPerformance criteria Target\nTrends & issues papers and Research Reports are peer reviewed to ensure 100%\nthe quality of the AIC’s research outputs\nReports produced for each of the monitoring programs are issued according On schedule\nto schedule, annually or biennially\nPeer-reviewed T&Is, Research Reports to be published each year 29\nOther publications—including Statistical Reports, Statistical Bulletins, briefs, 17\njournal articles, consultancy reports—to be published each year\nEvidence that AIC research has contributed to Australian Government Qualitative case studies\npolicymaking\nRoundtables, workshops, seminars and other forums to be held annually At least 10\nSatisfaction with events attended by more than 100 people At least 90%\n10\n Source: `corporate-plans/2024-25.pdf (https://www.aic.gov.au/sites/default/files/2024-08/aic_corporate_plan_2024-25.pdf)`\n- Table 2.1.1: Budgeted expenses for Outcome 1\nOutcome 1: To protect Australia from criminal threats through coordinating a strategic response\nand the collection, assessment and dissemination of intelligence and policing information\n2024–25 2025–26 2026–27 2027–28 2028–29\nActual Revised Forward Forward Forward\nexpenses estimated estimate estimate estimate\nexpenses\n$'000 $'000 $'000 $'000 $'000\nProgram 1.1: Australian Criminal Intelligence Commission\nDepartmental expenses\nDepartmental appropriation 132,847 147,382 115,810 116,585 122,305\ns74 external revenue (a) 10,580 12,385 11,209 8,648 8,654\nSpecial accounts\nNational Policing Information\nSystems and Services Special 172,705 198,602 159,150 158,847 155,335\nAccount\nExpenses not requiring\nappropriation in the Budget year 10,381 4,929 5,104 5,104 5,104\n(b)\nDepartmental total 326,513 363,298 291,273 289,184 291,398\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- 2024–25 2025–26 2026–27 2027–28 2028–29\nActual Revised Forward Forward Forward\nexpenses estimated estimate estimate estimate\nexpenses\n$'000 $'000 $'000 $'000 $'000\nProgram 1.1: Australian Institute of Criminology\nDepartmental expenses\nDepartmental appropriation 5,484 5,775 5,898 5,557 5,142\nSpecial accounts\nCriminology Research Special\n1,846 1,326 655 648 593\nAccount\nExpenses not requiring\n66 76 72 77 75\nappropriation in the Budget year (a)\nDepartmental total 7,396 7,177 6,625 6,282 5,810\nTotal expenses for program 1.1 7,396 7,177 6,625 6,282 5,810\nTotal expenses for Outcome 1 7,396 7,177 6,625 6,282 5,810\n2024–25 2025–26\nAverage staffing level (number) 21 38\na) Expenses not requiring appropriation in the Budget year are made up of depreciation/ amortisation\nexpenses, write down and impairment of asset expenses, and audit fees.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- Table 2.1.1: Budgeted expenses for Outcome 1\nOutcome 1: To protect Australia, its people and its interests from threats to security through\nintelligence collection, assessment and advice to Government\n2024–25 2025–26 2026–27 2027–28 2028–29\nActual Revised Forward Forward Forward\nexpenses estimated estimate estimate estimate\nexpenses\n$'000 $'000 $'000 $'000 $'000\nProgram 1.1: Security Intelligence\nDepartmental expenses\nDepartmental appropriation 598,587 644,951 625,732 572,007 581,922\ns74 external revenue (a) 23,456 32,485 20,742 21,020 21,304\nExpenses not requiring\nappropriation in the Budget year 110,678 88,233 89,669 90,564 91,139\n(b)\nDepartmental total 732,721 765,669 736,143 683,591 694,365\nTotal expenses for program 1.1 732,721 765,669 736,143 683,591 694,365\nNote: Departmental appropriation splits and totals are indicative estimates and may change in the course of\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- 3) 2025–2026\n2024–25 2025–26 2025–26 Additional Reduced\nAvailable Budget Revised Estimates estimates\n$'000 $'000 $'000 $'000 $'000\nDepartmental programs\nOutcome 1: The protection of the\ncommunity and financial system\nfrom criminal abuse through a\ndata driven and risk-based\napproach to financial intelligence\nand regulation and collaboration\nwith domestic and international\npartners.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 166]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nSection 2: Revisions to outcomes and planned\nperformance\n2.1 Budgeted expenses and performance for Outcome 1\nOutcome 1: The protection of the community and financial system from criminal abuse through a\ndata driven and risk-based approach to financial intelligence and regulation and collaboration\nwith domestic and international partners.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n\n## Corporate Values and Operating Culture\n\n- These values are:\n• Impartial | The APS is apolitical and provides the government with advice that is frank, honest, timely\nand based on the best available evidence.\n• Committed to service | The APS is professional, objective, innovative and efficient, and works\ncollaboratively to achieve the best results for the Australian community and the government.\n• Accountable | The APS is open and accountable to the Australian community under the law and\nwithin the framework of Ministerial responsibility.\n• Respectful | The APS respects all people, including their rights and their heritage.\n• Ethical | The APS demonstrates leadership, is trustworthy, and acts with integrity, in all that it does.\n• Stewardship | The APS builds its capability and institutional knowledge, and supports the public\ninterest now and into the future, by understanding the long-term impacts of what it does.\n Source: `corporate-plans/2025-26.pdf (https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf)`\n- [pages 8,9,10]\nadvice that is frank, honest, timely\nand based on the best available evidence.\n• Committed to service | The APS is professional, objective, innovative and efficient, and works\ncollaboratively to achieve the best results for the Australian community and the government.\n• Accountable | The APS is open and accountable to the Australian community under the law and\nwithin the framework of Ministerial responsibility.\n• Respectful | The APS respects all people, including their rights and their heritage.\n• Ethical | The APS demonstrates leadership, is trustworthy, and acts with integrity, in all that it does.\n• Stewardship | The APS builds its capability and institutional knowledge, and supports the public\ninterest now and into the future, by understanding the long-term impacts of what it does.\n Source: `corporate-plans/2025-26.pdf (https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.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- [Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2024–25\nContents\nDirector’s foreword ii Activities, capability and performance 6\nMission statement ii Research services 6\nStatistical monitoring 6\nPurpose 1\nGrants and awards 7\nRole 1\nCommunications and information services 7\nOutcome 1\nCommunications 7\nFunctions 2\nInformation services 7\nOperating context 3 Seminars and conferences 7\nSupporting the Commonwealth 3\nCapability management 8\nCrime and justice environment 3\nWorkforce requirements 8\nCooperation 4\nInfrastructure requirements 9\nAustralian Criminal Intelligence Information and communication\nCommission 4 technology requirements 9\nStakeholders 4\nPerformance management 10\nGovernance 4\nRisk 11\nValues 5 Appendix: Compliance Index 12\ni\n Source: `corporate-plans/2024-25.pdf (https://www.aic.gov.au/sites/default/files/2024-08/aic_corporate_plan_2024-25.pdf)`\n- 1) 2025–2026.\nb) Excludes the amounts subject to administrative quarantine by Finance or withheld under section 51 of\nthe Public Governance, Performance and Accountability Act 2013 (PGPA Act).\nc) Excludes departmental capital budget (DCB).\nd) Estimated external revenue receipts under section 74 of the PGPA Act.\ne) Departmental capital budgets are not separately identified in Appropriation Act (No.1) and form part of\nordinary annual services items.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 42]\nBudget 2025–26 | Portfolio Additional Estimates Statements\n2.2 Budgeted expenses and performance for Outcome 2\nOutcome 2: Support a united and prosperous Australia through effective coordination and\ndelivery of immigration and citizenship policy and programs underpinned by robust integrity and\nassurance.\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 63]\nPortfolio Additional Estimates Statements | Budget 2025–26\nTable 3.7: Statement of departmental asset movements (2025–26 Budget year)\nLand Buildings Other Computer Total\nproperty, software\nplant and and\nequipment intangibles\n$'000 $'000 $'000 $'000 $'000\nAs at 1 July 2025\nGross book value 18,727 513,601 759,831 1,743,931 3,036,090\nGross book value – right of use\n2,735 2,538,874 676,402 – 3,218,011\n(ROU) assets\nAccumulated depreciation/\n– (70,481) (115,618) (1,431,088) (1,617,187)\namortisation and impairment\nAccumulated depreciation/\namortisation and impairment – (1,134) (832,627) (488,776) – (1,322,537)\nROU assets\nOpening net book balance 20,328 2,149,367 831,839 312,843 3,314,377\nCAPITAL ASSET ADDITIONS\nEstimated expenditure on new\nor replacement assets\nBy purchase – appropriation\n– 63,795 78,096 101,518 243,409\nequity (a)\nBy purchase – appropriation\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)`\n- [Page 70]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 3.12: Statement of administered asset movements (2025–26 Budget year)\nLand Buildings Other Computer Total\nproperty, software\nplant and and\nequipment intangibles\n$'000 $'000 $'000 $'000 $'000\nAs at 1 July 2025\nGross book value 125,129 606,903 339,187 3,981 1,075,200\nGross book value – right of use\n– 834 (1) – 833\n(ROU) assets\nAccumulated depreciation/\n– (69,862) (35,047) (2,154) (107,063)\namortisation and impairment\nAccumulated depreciation/\namortisation and impairment – – (644) 1 – (643)\nROU assets\nOpening net book balance 125,129 537,231 304,140 1,827 968,327\nCAPITAL ASSET ADDITIONS\nEstimated expenditure on new\nor replacement assets\nBy purchase – appropriation\n– 30,671 166,876 52 197,599\nequity (a)\nBy purchase – appropriation\n– 76 2,624 – 2,700\nequity – ROU assets\nTotal additions – 30,747 169,500 52 200,299\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.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/2021-22.pdf` - corporate-plans - https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf\n- `corporate-plans/2022-23.pdf` - corporate-plans - https://www.aic.gov.au/sites/default/files/2022-09/aic_corporate_plan_2022-23_0.pdf\n- `corporate-plans/2023-24.pdf` - corporate-plans - https://www.aic.gov.au/sites/default/files/2023-08/aic_corporate_plan_2023-24.pdf\n- `corporate-plans/2024-25.pdf` - corporate-plans - https://www.aic.gov.au/sites/default/files/2024-08/aic_corporate_plan_2024-25.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf\n- `pages/about.html` - pages - https://www.aic.gov.au/about-us\n- `pages/annual-reports-index.html` - pages - https://www.aic.gov.au/about-us/corporate-documents\n- `pages/corporate-plans-index.html` - pages - https://www.aic.gov.au/about-us/corporate-documents\n- `pages/corporate-plans-index__00.html` - pages - https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf\n- `pages/corporate-plans-index__01.html` - pages - https://www.aic.gov.au/sites/default/files/2024-08/aic_corporate_plan_2024-25.pdf\n- `pages/corporate-plans-index__02.html` - pages - https://www.aic.gov.au/sites/default/files/2023-08/aic_corporate_plan_2023-24.pdf\n- `pages/corporate-plans-index__03.html` - pages - https://www.aic.gov.au/sites/default/files/2022-09/aic_corporate_plan_2022-23_0.pdf\n- `pages/corporate-plans-index__04.html` - pages - https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf\n- `pages/corporate-plans-index__05.html` - pages - https://www.aic.gov.au/sites/default/files/2020-08/aic_corporate_plan_2020-21.pdf\n- `pages/corporate-plans-index__06.html` - pages - https://www.aic.gov.au/sites/default/files/2020-08/aic_corporate_plan_%202019-20.pdf\n- `pages/corporate-plans-index__07.html` - pages - https://www.aic.gov.au/sites/default/files/2020-06/aic_corporate_plan_2018-22.pdf\n- `pages/homepage.html` - pages - https://www.aic.gov.au/\n- `pages/news-latest.html` - pages - https://www.aic.gov.au/media-centre/news/closing-date-extended-australian-crime-and-violence-prevention-awards-acvpa\n- `pages/publications-index.html` - pages - https://www.aic.gov.au/publications\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/2025-26-home-affairs-paes-full-version.pdf` - other-pdfs - https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf\n\n## Gaps To Fix\n\n- No annual report text source found.", "legislation_md": "# Australian Institute of Criminology - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:00:58.203516+00:00\n**Entity ID**: O-000785\n**Jurisdiction**: Commonwealth\n**Portfolio**: Home Affairs\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 21\n- Unique legislation references found: 6\n\n| Type | Count |\n|---|---:|\n| Act | 6 |\n\n## Legislation References\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 16\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `corporate-plans/2021-22.pages.jsonl`\n- `corporate-plans/2022-23.pages.jsonl`\n- `corporate-plans/2023-24.pages.jsonl`\n- `corporate-plans/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n- `other-pdfs/2025-26-home-affairs-paes-full-version.pages.jsonl`\n\n**Evidence contexts**:\n- Risk\ni\n\n[page 3]\nAustralian Institute of Criminology\nCorporate Plan 2021–22\nDirector foreword\nAs the accountable authority of the Australian Institute of Criminology (AIC), I am pleased to\npresent the 2021–22 corporate plan, as required under 35(1)(b) of the Public Governance,\nPerformance and Accountability Act 2013. The plan is prepared in accordance with the Public\nGovernance, Performance and Accountability Rule 2014.\nThis corporate plan reflects the functions of the AIC, as set out in the Criminology Research\nAct 1971, and the AIC’s objectives and performance measurem\n Source: `corporate-plans/2021-22.pages.jsonl`\n- nagers Committee considers both strategic and operational aspects\nof the AIC research program and provides advice to the Senior Executive Committee on\nresearch priorities and risks.\n„ The AIC Audit Committee is established in accordance with section 45 of the Public\nGovernance, Performance and Accountability Act 2013 (Cth). The committee’s objective is to\nprovide independent advice to the Director on the Institute’s financial and performance\nreporting, risk management and internal controls.\n8\n\n[page 12]\nAustralia’s national research and\nknowledge centre on crime and justi\n Source: `corporate-plans/2021-22.pages.jsonl`\n- Risk\ni\n\n[page 3]\nAustralian Institute of Criminology\nCorporate Plan 2022–23\nDirector foreword\nAs the accountable authority of the Australian Institute of Criminology (AIC), I am pleased to\npresent the 2022–23 corporate plan, as required under 35(1)(b) of the Public Governance,\nPerformance and Accountability Act 2013. The plan is prepared in accordance with the Public\nGovernance, Performance and Accountability Rule 2014.\nThis corporate plan reflects the functions of the AIC, as set out in the Criminology Research Act\n1971, and the AIC’s objectives and performance measurem\n Source: `corporate-plans/2022-23.pages.jsonl`\n- nagers Committee considers both strategic and operational aspects\nof the AIC research program and provides advice to the Senior Executive Committee on\nresearch priorities and risks.\n„ The AIC Audit Committee is established in accordance with section 45 of the Public\nGovernance, Performance and Accountability Act 2013 (Cth). The committee’s objective is to\nprovide independent advice to the Director on the Institute’s financial and performance\nreporting, risk management and internal controls.\n9\n\n[page 13]\nAustralian Institute of Criminology\nCorporate Plan 2022–23\n10\n\n[page\n Source: `corporate-plans/2022-23.pages.jsonl`\n- sk\ni\n\n[page 3]\nAustralian Institute of Criminology\nCorporate Plan 2023–24\nDirector ’s foreword\nAs the accountable authority of the Australian Institute of Criminology (AIC), I am pleased to present\nthe 2023–24 corporate plan, as required under 35(1)(b) of the Public Governance, Performance and\nAccountability Act 2013. The plan is prepared in accordance with the Public Governance, Performance\nand Accountability Rule 2014.\nThis corporate plan reflects the functions of the AIC, as set out in the Criminology Research Act 1971,\nand the AIC’s objectives and performance measurem\n Source: `corporate-plans/2023-24.pages.jsonl`\n\n### Criminology Research Act 1971\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 13\n**Register search**: https://www.legislation.gov.au/search?query=Criminology+Research+Act+1971\n\n**Sources**:\n- `corporate-plans/2021-22.pages.jsonl`\n- `corporate-plans/2022-23.pages.jsonl`\n- `corporate-plans/2023-24.pages.jsonl`\n- `corporate-plans/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n- `other-pdfs/2025-26-home-affairs-paes-full-version.pages.jsonl`\n\n**Evidence contexts**:\n- under 35(1)(b) of the Public Governance,\nPerformance and Accountability Act 2013. The plan is prepared in accordance with the Public\nGovernance, Performance and Accountability Rule 2014.\nThis corporate plan reflects the functions of the AIC, as set out in the Criminology Research\nAct 1971, and the AIC’s objectives and performance measurement framework.\nThe plan has been prepared for the 2021–22 reporting year and covers the four-year period\nfrom 1 July 2021 to 30 June 2025.\nMichael Phelan APM\nDirector\nAustralian Institute of Criminology\nMissio\n Source: `corporate-plans/2021-22.pages.jsonl`\n- ral\npublic, across Australia and internationally, in a timely manner.\n1\n\n[page 5]\nAustralian Institute of Criminology\nCorporate Plan 2021–22\nFunctions\nTo perform its role and achieve its objectives, the AIC undertakes the functions set out in\nsection 6 of the Criminology Research Act 1971:\n(a) to promote justice and reduce crime by:\n(i) conducting criminological research; and\n(ii) communicating the results of that research to the Commonwealth,\nthe States, the Australian Capital Territory, the Northern Territory\nand the community;\n(b) to assist\n Source: `corporate-plans/2021-22.pages.jsonl`\n- under 35(1)(b) of the Public Governance,\nPerformance and Accountability Act 2013. The plan is prepared in accordance with the Public\nGovernance, Performance and Accountability Rule 2014.\nThis corporate plan reflects the functions of the AIC, as set out in the Criminology Research Act\n1971, and the AIC’s objectives and performance measurement framework.\nThe plan has been prepared for the 2022–23 reporting year and covers the four-year period\nfrom 1 July 2022 to 30 June 2026.\nMichael Phelan APM\nDirector\nAustralian Institute of Criminology\nMissio\n Source: `corporate-plans/2022-23.pages.jsonl`\n- ral\npublic, across Australia and internationally, in a timely manner.\n1\n\n[page 5]\nAustralian Institute of Criminology\nCorporate Plan 2022–23\nFunctions\nTo perform its role and achieve its objectives, the AIC undertakes the functions set out in\nsection 6 of the Criminology Research Act 1971:\n(a) to promote justice and reduce crime by:\n(i) conducting criminological research; and\n(ii) communicating the results of that research to the Commonwealth,\nthe States, the Australian Capital Territory, the Northern Territory\nand the community;\n(b) to assist\n Source: `corporate-plans/2022-23.pages.jsonl`\n- under 35(1)(b) of the Public Governance, Performance and\nAccountability Act 2013. The plan is prepared in accordance with the Public Governance, Performance\nand Accountability Rule 2014.\nThis corporate plan reflects the functions of the AIC, as set out in the Criminology Research Act 1971,\nand the AIC’s objectives and performance measurement framework.\nThe plan has been prepared for the 2023–24 reporting year and covers the four-year period from\n1 July 2023 to 30 June 2027.\nMatthew Rippon\nActing Director\nAustralian Institute of Criminology\nMis\n Source: `corporate-plans/2023-24.pages.jsonl`\n\n### Australian Crime Commission Act 2002\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Crime+Commission+Act+2002\n\n**Sources**:\n- `other-pdfs/2025-26-home-affairs-paes-full-version.pages.jsonl`\n\n**Evidence contexts**:\n- Table 3.1: Estimates of special account flows and balances\nOpening Receipts Payments Adjustments Closing\nOutcome balance balance\n$'000 $'000 $'000 $'000 $'000\nSpecial Account by\nAct – National Policing\nInformation Systems\nand Services Special\n1\nAccount – s59C\nAustralian Crime\nCommission Act 2002\n(D)\n2025–26 129,139 205,463 (235,455) – 99,147\n2024–25 116,592 180,497 (167,950) – 129,139\nTotal special\naccounts 2025–26 129,139 205,463 (235,455) – 99,147\nBudget estimate\nTotal special\naccounts 2024–25 116,592 180,497 (167,950) – 129,139\nactual\n(D) = Depart\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pages.jsonl`\n\n### Acts Interpretation Act 1901\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Acts+Interpretation+Act+1901\n\n**Sources**:\n- `other-pdfs/2025-26-home-affairs-paes-full-version.pages.jsonl`\n\n**Evidence contexts**:\n- 3 and 4) and Appropriation (Parliamentary Departments) Bill (No. 2) 2025–2026. In\nthis sense, the PAES is declared by the Additional Estimates Appropriation Bills to be a\n‘relevant document’ to the interpretation of the Bills according to section 15AB of the Acts\nInterpretation Act 1901.\nUser guide | Page vii\n\n[page 8]\nStructure of the Portfolio Additional Estimates Statements\nThe PAES are presented in three parts with subsections.\nUser guide\nProvides a brief introduction explaining the purpose of the PAES.\nPortfolio overview\nProvides an ove\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pages.jsonl`\n\n### Commonwealth Risk Management Policy and the Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Commonwealth+Risk+Management+Policy+and+the+Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- .\nWhile previously operating under the ACIC Risk Management Framework, the AIC introduced its own\nframework in 2024–25 to enhance risk awareness and better align with its objectives. This framework\naddresses AIC-specific enterprise risks and complies with the Commonwealth Risk Management Policy\nand the Public Governance, Performance and Accountability Act 2013 (PGPA Act).\nRisk Appetite\nThe AIC has a low appetite and tolerance for risk given the complex ethical and legal environment\nthe Institute operates in and the potential for reputational damage which could lead to the Institute\nsuffering loss of confidence by t\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### PGPA Act The Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=PGPA+Act+The+Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `other-pdfs/2025-26-home-affairs-paes-full-version.pages.jsonl`\n\n**Evidence contexts**:\n- s objectives in each\nportfolio area. Outcomes are desired results, impacts\nor consequences for the Australian community as\ninfluenced by the actions of the Australian\nGovernment. Actual outcomes are assessments of\nthe end results or impacts actually achieved.\nPGPA Act The Public Governance, Performance and Accountability\nAct 2013 is the principal legislation concerning the\ngovernance, performance and accountability of, and\nthe use and management of public resources by the\nCommonwealth.\nPage 198 | Portfolio glossary\n\n[page 209]\nPortfolio Additional Estimates Statements | Budget 2025–26\n Source: `other-pdfs/2025-26-home-affairs-paes-full-version.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/annual-reports-index.html` (page)\n- `pages/contact.html` (page)\n- `pages/corporate-plans-index.html` (page)\n- `pages/corporate-plans-index__00.html` (page)\n- `pages/corporate-plans-index__01.html` (page)\n- `pages/corporate-plans-index__02.html` (page)\n- `pages/corporate-plans-index__03.html` (page)\n- `pages/corporate-plans-index__04.html` (page)\n- `pages/corporate-plans-index__05.html` (page)\n- `pages/corporate-plans-index__06.html` (page)\n- `pages/corporate-plans-index__07.html` (page)\n- `pages/homepage.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/publications-index.html` (page)\n- `corporate-plans/2021-22.pages.jsonl` (pdf_pages)\n- `corporate-plans/2022-23.pages.jsonl` (pdf_pages)\n- `corporate-plans/2023-24.pages.jsonl` (pdf_pages)\n- `corporate-plans/2024-25.pages.jsonl` (pdf_pages)\n- `corporate-plans/2025-26.pages.jsonl` (pdf_pages)\n- `other-pdfs/2025-26-home-affairs-paes-full-version.pages.jsonl` (pdf_pages)", "global_initiatives_md": "# Global Ideas Input - Australian Institute of Criminology\n\nUse the source text files in this folder to produce implementable ideas for Australia.\n\nFor each idea, separate:\n- large structural reforms\n- small/cheap operational changes\n- overseas case-study evidence\n- university/research support\n- consulting/association trend support\n- implementation steps in the Australian context\n- risks, prerequisites, and likely owner\n\n## Sources\n\n- [association] World Bank Governance Global Practice - https://www.worldbank.org/en/topic/governance - `source-text/association-worldbank.org-governance.txt`\n- [consulting] Deloitte Government and Public Services - https://www.deloitte.com/global/en/Industries/government-public.html - `source-text/consulting-deloitte.com-government-public.txt`\n- [university] Harvard Kennedy School Ash Center - https://ash.harvard.edu/ - `source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "To inform crime and justice policy and practice in Australia by undertaking, funding and disseminating policy-relevant research of national significance. [CP p.2]", "purposes_source_page": 2, "how_we_deliver": "The AIC is Australia’s national research and knowledge centre on crime and justice. We undertake and disseminate crime and justice research and provide policy advice. [CP p.2]", "how_we_deliver_source_page": 2, "government_priorities": [ { "text": "transnational serious and organised crime", "source_page": 7 }, { "text": "cybercrime", "source_page": 7 }, { "text": "violent extremism", "source_page": 7 }, { "text": "domestic, family and sexual violence", "source_page": 7 }, { "text": "online sexual exploitation of children", "source_page": 7 }, { "text": "human trafficking and modern slavery", "source_page": 7 }, { "text": "Indigenous over-representation in the criminal justice system", "source_page": 7 } ], "outcomes": [ { "name": "Outcome 1: Informed crime and justice policy and practice in Australia", "description": "The AIC’s outcome for 2025–26 to 2028–29, as stated in the Portfolio Budget Statement, is informed crime and justice policy and practice in Australia. This is achieved by:\n• undertaking impartial, policy-relevant research to inform policy and practice in the crime and criminal justice sectors;\n• working cooperatively with the Department of Home Affairs, portfolio and other federal agencies, and state and territory government agencies, as the Australian Government’s national research centre on crime and justice;\n• administering an effective and efficient annual Criminology Research Grants program that results in policy-relevant research of value to the nation; and\n• actively disseminating research findings to policymakers, practitioners and the general public, across Australia and internationally, in a timely manner.", "key_activities": [ "undertaking impartial, policy-relevant research", "working cooperatively with federal and state agencies", "administering an effective Criminology Research Grants program", "disseminating research findings" ], "source_page": 2 } ], "values": [ "Integrity", "Respect", "Innovation", "Excellence", "Courage" ], "values_framework_name": "AIC core values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Trends & issues in crime and criminal justice papers, Research Reports and Criminology Research Grant papers are peer reviewed", "target": "100%", "source_page": 10 }, { "code": "CCE02", "measure": "Reports produced for each of the monitoring programs are issued", "target": "On schedule, annually", "source_page": 10 }, { "code": "CCE03", "measure": "Research and statistical publications released on AIC websites", "target": "At least 35", "source_page": 10 }, { "code": "CCE04", "measure": "Evidence that AIC research has contributed to Australian Government policymaking", "target": "Qualitative case studies", "source_page": 10 }, { "code": "CCE05", "measure": "Roundtables, workshops, seminars and other forums to be held annually", "target": "At least 10", "source_page": 10 }, { "code": "CCE06", "measure": "Satisfaction with events attended by more than 100 people", "target": "At least 90%", "source_page": 10 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Trends & issues in crime and criminal justice papers, Research Reports and Criminology Research Grant papers are peer reviewed", "result": "N/A", "status": "N/A", "source_page": null }, { "code": "CCE02", "measure": "Reports produced for each of the monitoring programs are issued", "result": "N/A", "status": "N/A", "source_page": null }, { "code": "CCE03", "measure": "Research and statistical publications released on AIC websites", "result": "N/A", "status": "N/A", "source_page": null }, { "code": "CCE04", "measure": "Evidence that AIC research has contributed to Australian Government policymaking", "result": "N/A", "status": "N/A", "source_page": null }, { "code": "CCE05", "measure": "Roundtables, workshops, seminars and other forums to be held annually", "result": "N/A", "status": "N/A", "source_page": null }, { "code": "CCE06", "measure": "Satisfaction with events attended by more than 100 people", "result": "N/A", "status": "N/A", "source_page": null } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "https://www.aic.gov.au/sites/default/files/2025-08/aic_corporate_plan_2025-26.pdf" } }, "ideas": [ { "entity_id": "O-000785", "entity_name": "Australian Institute of Criminology", "folder_name": "Australian-Institute-of-Criminology", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 110]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 2.4.2: Performance measure for Outcome 3\nTable 2.4.2 below details a new program, the AFP-Nuclear Powered Submarine Program,\nintroduced in Outcome 3, with an accompanying activity, performance measure and target,\nin support of Australia’s nuclear-powered submarine capability under the AUKUS\ninitiative.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000785", "entity_name": "Australian Institute of Criminology", "folder_name": "Australian-Institute-of-Criminology", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 110]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 2.4.2: Performance measure for Outcome 3\nTable 2.4.2 below details a new program, the AFP-Nuclear Powered Submarine Program,\nintroduced in Outcome 3, with an accompanying activity, performance measure and target,\nin support of Australia’s nuclear-powered submarine capability under the AUKUS\ninitiative.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000785", "entity_name": "Australian Institute of Criminology", "folder_name": "Australian-Institute-of-Criminology", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 29]\nPortfolio Additional Estimates Statements | Budget 2025–26\nTable 1.2: Entity 2025–26 measures since the Budget (continued)\n2025–26 2026–27 2027–28 2028–29\nProgram\n$'000 $'000 $'000 $'000\nSupporting Social Cohesion (e) 2.5\nAdministered payments – – – –\nDepartmental payments – – – –\nTotal – – – –\nSupporting Transport Priorities (d) 3.2\nAdministered payments – – – –\nDepartmental payments 3,943 24,819 20,798 21,202\nTotal 3,943 24,819 20,798 21,202\nUnited States Global Entry Program (Phase\nTwo) 1.2\nAdministered payments – – – –\nDepartmental payments 1,564 2,745 3,414 4,080\nTotal 1,564 2,745 3,414 4,080\nWorkplace Relations – additional supports (f) 2.1, 2.3\nAdministered payments – – – –\nDepartmental payments – – – –\nTotal – – – –\nTotal payment measures\nAdministered 397,179 84,916 25,113 247\nDepartmental 6,196 (74,945) (61,402) (50,242)\nTotal 403,375 9,971 (36,289) (49,995)", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "O-000785", "entity_name": "Australian Institute of Criminology", "folder_name": "Australian-Institute-of-Criminology", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 29]\nPortfolio Additional Estimates Statements | Budget 2025–26\nTable 1.2: Entity 2025–26 measures since the Budget (continued)\n2025–26 2026–27 2027–28 2028–29\nProgram\n$'000 $'000 $'000 $'000\nSupporting Social Cohesion (e) 2.5\nAdministered payments – – – –\nDepartmental payments – – – –\nTotal – – – –\nSupporting Transport Priorities (d) 3.2\nAdministered payments – – – –\nDepartmental payments 3,943 24,819 20,798 21,202\nTotal 3,943 24,819 20,798 21,202\nUnited States Global Entry Program (Phase\nTwo) 1.2\nAdministered payments – – – –\nDepartmental payments 1,564 2,745 3,414 4,080\nTotal 1,564 2,745 3,414 4,080\nWorkplace Relations – additional supports (f) 2.1, 2.3\nAdministered payments – – – –\nDepartmental payments – – – –\nTotal – – – –\nTotal payment measures\nAdministered 397,179 84,916 25,113 247\nDepartmental 6,196 (74,945) (61,402) (50,242)\nTotal 403,375 9,971 (36,289) (49,995)", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "O-000785", "entity_name": "Australian Institute of Criminology", "folder_name": "Australian-Institute-of-Criminology", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2021–22\nContents\nii Director foreword 4 Stakeholders\nii Mission statement 4 Governance\n1 Purpose 5 Activities, capability and performance\n1 Role 5 Research services\n1 Outcome 6 Grants\n2 Functions 6 Communications and information\n3 Operating context services\n3 Challenges of COVID-19 6 Communications\n3 Crime and justice environment 7 Information services\n3 Cooperation 7 Roundtables and conferences\n3 Relationship with the Australian Criminal 7 Performance management\nIntelligence Commission 8 Risk\ni", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "corporate-plans/2021-22.pdf (https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000785", "entity_name": "Australian Institute of Criminology", "folder_name": "Australian-Institute-of-Criminology", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 2]\nAustralian Institute of Criminology\nCorporate Plan 2021–22\nContents\nii Director foreword 4 Stakeholders\nii Mission statement 4 Governance\n1 Purpose 5 Activities, capability and performance\n1 Role 5 Research services\n1 Outcome 6 Grants\n2 Functions 6 Communications and information\n3 Operating context services\n3 Challenges of COVID-19 6 Communications\n3 Crime and justice environment 7 Information services\n3 Cooperation 7 Roundtables and conferences\n3 Relationship with the Australian Criminal 7 Performance management\nIntelligence Commission 8 Risk\ni", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "corporate-plans/2021-22.pdf (https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000785", "entity_name": "Australian Institute of Criminology", "folder_name": "Australian-Institute-of-Criminology", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "As the ACIC provides the AIC’s\ncorporate functions, AIC risk and audit issues are managed by ACIC functional managers in\nconsultation with the AIC executive and the AIC Audit Committee.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2021-22.pdf (https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000785", "entity_name": "Australian Institute of Criminology", "folder_name": "Australian-Institute-of-Criminology", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "As the ACIC provides the AIC’s\ncorporate functions, AIC risk and audit issues are managed by ACIC functional managers in\nconsultation with the AIC executive and the AIC Audit Committee.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2021-22.pdf (https://www.aic.gov.au/sites/default/files/2021-07/aic_corporate_plan_2021-22.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000785", "entity_name": "Australian Institute of Criminology", "folder_name": "Australian-Institute-of-Criminology", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 32]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 1.3: Additional estimates and other variations to outcomes since the\n2025–26 Budget (continued)\nProgram 2025–26 2026–27 2027–28 2028–29\nimpacted $'000 $'000 $'000 $'000\nOutcome 3\nAdministered\nAnnual appropriations\nCommunity Safety Measures in\nResponse to the High Court's\ndecision in NZYQ v Minister for 3.5 (95,500) (105,000) (105,000) (105,000)\nImmigration, Citizenship and\nMulticultural Affairs & Anor\nCivil Maritime Security Capabilities 3.4 nfp nfp nfp nfp\nMovement of funds – 6,834 – 2,014\nChanges in parameters Various – – 30 37\nOther variations Various – 164,598 190,793 283,554\nNet impact on appropriations for\n(95,500) 66,432 85,823 180,605\nOutcome 3 (administered)\nDepartmental\nAnnual appropriations\nFurther Reducing Spending on\nConsultants, Contractors and\n3.4 (52,298) (104,310) (86,866) (76,624)", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000785", "entity_name": "Australian Institute of Criminology", "folder_name": "Australian-Institute-of-Criminology", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 32]\nBudget 2025–26 | Portfolio Additional Estimates Statements\nTable 1.3: Additional estimates and other variations to outcomes since the\n2025–26 Budget (continued)\nProgram 2025–26 2026–27 2027–28 2028–29\nimpacted $'000 $'000 $'000 $'000\nOutcome 3\nAdministered\nAnnual appropriations\nCommunity Safety Measures in\nResponse to the High Court's\ndecision in NZYQ v Minister for 3.5 (95,500) (105,000) (105,000) (105,000)\nImmigration, Citizenship and\nMulticultural Affairs & Anor\nCivil Maritime Security Capabilities 3.4 nfp nfp nfp nfp\nMovement of funds – 6,834 – 2,014\nChanges in parameters Various – – 30 37\nOther variations Various – 164,598 190,793 283,554\nNet impact on appropriations for\n(95,500) 66,432 85,823 180,605\nOutcome 3 (administered)\nDepartmental\nAnnual appropriations\nFurther Reducing Spending on\nConsultants, Contractors and\n3.4 (52,298) (104,310) (86,866) (76,624)", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000785", "entity_name": "Australian Institute of Criminology", "folder_name": "Australian-Institute-of-Criminology", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "3) 2025–2026\n2024–25 2025–26 2025–26 Additional Reduced\nAvailable Budget Revised Estimates estimates\n$'000 $'000 $'000 $'000 $'000\nDepartmental programs\nOutcome 1: The protection of the\ncommunity and financial system\nfrom criminal abuse through a\ndata driven and risk-based\napproach to financial intelligence\nand regulation and collaboration\nwith domestic and international\npartners.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000785", "entity_name": "Australian Institute of Criminology", "folder_name": "Australian-Institute-of-Criminology", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "3) 2025–2026\n2024–25 2025–26 2025–26 Additional Reduced\nAvailable Budget Revised Estimates estimates\n$'000 $'000 $'000 $'000 $'000\nDepartmental programs\nOutcome 1: The protection of the\ncommunity and financial system\nfrom criminal abuse through a\ndata driven and risk-based\napproach to financial intelligence\nand regulation and collaboration\nwith domestic and international\npartners.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/2025-26-home-affairs-paes-full-version.pdf (https://homeaffairs.gov.au/reports-and-pubs/Budgets/2025-26-home-affairs-paes-full-version.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", 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