{ "entity_id": "O-000816", "folder": "Australian-Strategic-Policy-Institute-Limited", "name": "Australian Strategic Policy Institute Limited", "type": "Commonwealth Company", "jurisdiction": "Commonwealth", "portfolio": "Defence", "website": "https://www.aspi.org.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 3, "n_artifacts": 16, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "The three key underlying purposes of ASPI’s Charter are to: • provide alternative sources of input to government decision-making processes on major strategic and defence policy issues • help nourish public debate and understanding • contribute to the development of professional strategic policy expertise in Australia.", "official_site_url": "https://www.aspi.org.au/", "source_documents": [ { "type": "annual_report", "title": "2024-25 Annual Report", "url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "2023-2024 Annual Report", "url": "http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/12/03093753/ASPI-Annual-Report-2023-24_FA_acc.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "2022-2023 Annual Report", "url": "https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2024-01/ASPI%20Annual%20Report%202022-2023.pdf?VersionId=qeT_bnJsMgh1pk3WMC4YDuwZDXExP0wv", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "2021-2022 Annual Report", "url": "https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-12/ASPI%20Annual%20Report%202021-2022.pdf?VersionId=ey5w_.c8_Ogr8fiLoakr3RCP1dYO1AIh", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "2020-2021 Annual Report", "url": "https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-02/ASPI%20Annual-Report_2020-2021.pdf?VersionId=B7LG1EptgVEw39hBwyXHrxAzLueB3BSL", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "Click to open", "url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "period": "2025-26", "confidence": "high" }, { "type": "corporate_plan", "title": "ASPI Corporate Plan 2024-2028", "url": "http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/11/29142912/ASPI_Corporate-Plan_24-28.pdf", "period": "2024", "confidence": "high" }, { "type": "corporate_plan", "title": "ASPI Corporate Plan 2023-2027", "url": "https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2023-08/ASPI%20Corporate%20plan%202023-2027.pdf?VersionId=LSH5y8OfFAiVRxPl1MWXty6gP2cStMNQ", "period": "2023", "confidence": "high" }, { "type": "corporate_plan", "title": "ASPI Corporate Plan 2022-2026", "url": "https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-11/ASPI%20Corporate%20plan%202022-2026.pdf?VersionId=Qj2z1sE3tH4eKF50bfmx5VvIu6OZuujn", "period": "2022", "confidence": "high" }, { "type": "corporate_plan", "title": "ASPI Corporate Plan 2021-2025", "url": "https://s3-ap-southeast-2.amazonaws.com/ad-aspi/2021-09/ASPI%20Corporate%20plan%202021-2025.pdf?VersionId=I.Os8LRpmYINZFrYiXABEzdxci6IHWK_", "period": "2021", "confidence": "high" }, { "type": "strategie", "title": "Company Constitution", "url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2025/08/25161545/Company-Constitution-Australian-Strategic-Policy-Institute-ASPI-12-02-23.pdf", "period": "2025", "confidence": "medium" } ], "purpose": { "text": "The three key underlying purposes of ASPI’s Charter are to: • provide alternative sources of input to government decision-making processes on major strategic and defence policy issues • help nourish public debate and understanding • contribute to the development of professional strategic policy expertise in Australia.", "source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "source_page": 11, "source_deep_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=11" }, "vision": { "text": "ASPI’s role is to function as a strategic policy research centre, independently of government, providing policy-relevant research and analysis to better inform government decision-makers and public understanding of strategic and defence issues.", "source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "source_page": 11, "source_deep_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=11" }, "strategic_priorities": [ { "title": "Conduct research and publish relevant outputs", "description": "Conduct research and publish relevant outputs", "source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "source_page": 18, "source_deep_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=18" }, { "title": "Provide government with an alternative source of strategic policy ideas and advice", "description": "Provide government with an alternative source of strategic policy ideas and advice", "source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "source_page": 19, "source_deep_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=19" }, { "title": "Stimulate public discussion on key aspects of defence and security policy", "description": "Stimulate public discussion on key aspects of defence and security policy", "source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "source_page": 20, "source_deep_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=20" }, { "title": "Promote international understanding of Australia’s strategic and defence policy", "description": "Promote international understanding of Australia’s strategic and defence policy", "source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "source_page": 21, "source_deep_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=21" }, { "title": "Develop expertise and nurture the next generation of strategic policy thinkers", "description": "Develop expertise and nurture the next generation of strategic policy thinkers", "source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "source_page": 22, "source_deep_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=22" }, { "title": "Achieve new funding and revenue streams", "description": "Achieve new funding and revenue streams", "source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "source_page": 23, "source_deep_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=23" } ], "values": [ { "name": "Independence", "description": "", "source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "source_page": null }, { "name": "Integrity", "description": "", "source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "source_page": null }, { "name": "Excellence", "description": "", "source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Climate change and energy", "description": "Accelerating climate change is a primary threat to geopolitical stability and national security, with severe impacts on supply chains, food systems and economic growth outpacing our capacity to respond. Since mitigation alone is insufficient, Australia must urgently adapt by embedding climate resilience into national planning in a way that reinforces our sovereignty and strategic autonomy. Strengthening supply chains and diversifying trade are core security priorities that reduce exposure to coercion while tackling the climate challenge.", "activities": [ "Conducting research on climate resilience", "Promoting climate adaptation strategies" ], "source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "source_page": 30, "source_deep_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=30" } ], "performance_measures": [ { "code": "CCE01", "measure": "Count of major publications produced in the reporting period.", "target": "5 more than previous year", "latest_result": "34", "status": "Achieved", "target_source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "target_source_page": 18, "result_source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf", "result_source_page": 12 }, { "code": "CCE02", "measure": "Count of internally authored articles published on The Strategist website in the reporting period.", "target": "140", "latest_result": "995", "status": "Achieved", "target_source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "target_source_page": 18, "result_source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf", "result_source_page": 13 }, { "code": "CCE03", "measure": "Percentage of positive ratings on quality of research from annual key stakeholder surveys.", "target": "≥80%", "latest_result": "≥80%", "status": "Achieved", "target_source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf", "target_source_page": 18, "result_source_url": "https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf", "result_source_page": 13 } ], "document_alignment_terms": { "must_support": [ "The three key underlying purposes of ASPI’s Charter are to: • provide alternative sources of input to government decision-making processes on major strategic and defence policy iss", "ASPI’s role is to function as a strategic policy research centre, independently of government, providing policy-relevant research and analysis to better inform government decision-", "Conduct research and publish relevant outputs", "Provide government with an alternative source of strategic policy ideas and advice", "Stimulate public discussion on key aspects of defence and security policy", "Promote international understanding of Australia’s strategic and defence policy", "Develop expertise and nurture the next generation of strategic policy thinkers", "Achieve new funding and revenue streams" ], "watch_terms": [ "Count of major publications produced in the reporting period.", "Count of internally authored articles published on The Strategist website in the reporting period.", "Percentage of positive ratings on quality of research from annual key stakeholder surveys." ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Australian Strategic Policy Institute Limited — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)\n**Corporate Plan**: [2025-26](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)\n\n## Vision\n\n> ASPI’s role is to function as a strategic policy research centre, independently of government, providing policy-relevant research and analysis to better inform government decision-makers and public understanding of strategic and defence issues. [[CP p.11](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=11)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=11)]\n\n## Our purpose / purposes\n\n> The three key underlying purposes of ASPI’s Charter are to: • provide alternative sources of input to government decision-making processes on major strategic and defence policy issues • help nourish public debate and understanding • contribute to the development of professional strategic policy expertise in Australia. [[CP p.11](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=11)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=11)]\n\n## How we deliver\n\n> To achieve those purposes, ASPI was established by the Australian Government with four key objectives: • conducting and publishing research on issues related to Australia’s strategic and defence policy choices • preparing policy inputs on strategic and defence issues to government, as requested by government, subject to funding • conducting a program of activities to increase understanding of strategic and defence policy issues among Australians, and to encourage the development of expertise in topics relevant to Australia’s strategic and defence policy choices • promoting international understanding of Australia’s strategic and defence policy perspectives. [[CP p.11](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=11)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=11)]\n\n## Government priorities for this department\n\n- Conduct research and publish relevant outputs [[CP p.18](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=18)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=18)]\n- Provide government with an alternative source of strategic policy ideas and advice [[CP p.19](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=19)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=19)]\n- Stimulate public discussion on key aspects of defence and security policy [[CP p.20](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=20)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=20)]\n- Promote international understanding of Australia’s strategic and defence policy [[CP p.21](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=21)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=21)]\n- Develop expertise and nurture the next generation of strategic policy thinkers [[CP p.22](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=22)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=22)]\n- Achieve new funding and revenue streams [[CP p.23](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=23)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=23)]\n\n## Outcomes\n\n### Outcome 1: Climate change and energy\nAccelerating climate change is a primary threat to geopolitical stability and national security, with severe impacts on supply chains, food systems and economic growth outpacing our capacity to respond. Since mitigation alone is insufficient, Australia must urgently adapt by embedding climate resilience into national planning in a way that reinforces our sovereignty and strategic autonomy. Strengthening supply chains and diversifying trade are core security priorities that reduce exposure to coercion while tackling the climate challenge. [[CP p.30](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=30)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=30)]\n\n**Key activities:**\n- Conducting research on climate resilience\n- Promoting climate adaptation strategies\n\n## Values and principles\n\n_ASPI Values_\n\n- Independence\n- Integrity\n- Excellence\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Count of major publications produced in the reporting period. | 5 more than previous year | [CP p.18](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=18)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=18) |\n| CCE02 | Count of internally authored articles published on The Strategist website in the reporting period. | 140 | [CP p.18](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=18)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=18) |\n| CCE03 | Percentage of positive ratings on quality of research from annual key stakeholder surveys. | ≥80% | [CP p.18](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=18)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf#page=18) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Count of major publications produced in the reporting period. | 34 | Achieved | [AR p.12](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf#page=12)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf#page=12) |\n| CCE02 | Count of internally authored articles published on The Strategist website in the reporting period. | 995 | Achieved | [AR p.13](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf#page=13)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf#page=13) |\n| CCE03 | Percentage of positive ratings on quality of research from annual key stakeholder surveys. | ≥80% | Achieved | [AR p.13](https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf#page=13)(https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf#page=13) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Australian Strategic Policy Institute Limited - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:01:08.837905+00:00\n**Entity ID**: O-000816\n**Entity type**: Commonwealth Company\n**Jurisdiction**: Commonwealth\n**Portfolio**: Defence\n**Website**: https://www.aspi.org.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| corporate-plans | 5 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 5 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 3]\nContents\nIntroduction 1\nAbout ASPI 1\nPurpose 1\nStrategic aim 2\nGovernance framework 3\nStaffing 4\nTransparency 5\nOperating environment 7\nRisk oversight and management 7\nWorkplace resilience 8\nPerformance 8\nResearch program areas 11\nWomen in Defence and Security Network (WDSN) 11\nDefence, Strategy and National Security Programs 12\nInternational Cyber Policy Centre 16\nASPI Professional Development Centre 17\nThe Sydney Dialogue 18\nASPI’s Washington DC Office 19\n Source: `corporate-plans/2021.pdf (https://s3-ap-southeast-2.amazonaws.com/ad-aspi/2021-09/ASPI%20Corporate%20plan%202021-2025.pdf?VersionId=I.Os8LRpmYINZFrYiXABEzdxci6IHWK_)`\n- Department or agency Purpose Amount\nDepartment of Defence Washington DC office $5,000,000.00\nTotal $5,000,000.00\n6 ASPI Corporate plan 2021–2025\n Source: `corporate-plans/2021.pdf (https://s3-ap-southeast-2.amazonaws.com/ad-aspi/2021-09/ASPI%20Corporate%20plan%202021-2025.pdf?VersionId=I.Os8LRpmYINZFrYiXABEzdxci6IHWK_)`\n- [Page 3]\nContents\nIntroduction 1\nAbout ASPI 1\nPurpose 2\nStrategic aim 2\nGovernance framework 3\nStaffing 4\nTransparency 5\nOperating environment 7\nRisk oversight and management 7\nWorkplace resilience 8\nPerformance 8\nProgram areas 11\nExecutive, Strategy and Research 11\nDefence, Strategy and National Security Programs 12\nInternational Cyber Policy Centre 15\nStrategic Communications 16\nASPI Professional Development Centre 16\nASPI Washington DC office 17\nWomen in Defence and Security Network (WDSN) 18\nThe Sydney Dialogue 19\n Source: `corporate-plans/2022.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-11/ASPI%20Corporate%20plan%202022-2026.pdf?VersionId=Qj2z1sE3tH4eKF50bfmx5VvIu6OZuujn)`\n- [Page 3]\nContents\nIntroduction 1\nAbout ASPI 1\nPurpose 2\nStrategic aim 2\nGovernance framework 3\nStaffing 4\nTransparency 5\nOperating environment 6\nRisk oversight and management 7\nWorkplace resilience 8\nPerformance 8\nProgram areas 12\nExecutive, Strategy and Research 12\nDefence, Strategy and National Security Programs 13\nCyber, Technology and Security 14\nStrategic Communications 17\nASPI Professional Development Centre 17\nASPI Washington DC office 18\nThe Sydney Dialogue 19\nWomen in Defence and Security Network (WDSN) 19\n Source: `corporate-plans/2023.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2023-08/ASPI%20Corporate%20plan%202023-2027.pdf?VersionId=LSH5y8OfFAiVRxPl1MWXty6gP2cStMNQ)`\n\n### Role and Functions\n\n- [Page 5]\n2025-26 Corporate Plan 2\n2\nPurposes\nASPI was established by the Australian Government • conducting a program of activities to increase\nin 2001 as an independent, non-partisan think tank. understanding of strategic and defence policy\nASPI’s role is to function as a strategic policy research issues among Australians, and to encourage the\ncentre, independently of government, providing development of expertise in topics relevant to\nAustralia’s strategic and defence policy choices\npolicy-relevant research and analysis to better\ninform government decision-makers and public • promoting international understanding\nunderstanding of strategic and defence issues. of Australia’s strategic and defence\npolicy perspectives.\n Source: `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)`\n- Publications:\n• The power dynamics of Thailand’s digital activism\n• Snapshot of a shadow war in the Azerbaijan–Armenia conflict\n• The influence environment: a survey of Chinese-language media in Australia\n• Pushing back against the Chinese Communist Party’s coercive diplomacy\n• The flipside of China’s central bank digital currency\n• North of 26 degrees south and the security of Australia: views from The Strategist (volume 3)\nThe Strategist:\n• Australia and New Zealand should help their island neighbours get into space\n• How to bring Indigenous expertise and experience into Defence and the digital economy\n• China’s AI deployment in Africa poses risks to security and sovereignty\n• Semiconductors as a shield for Taiwan?\n• Establishing a semiconductor cradle in the Northern Territory\n• Tweet storm shows China aims to project power through provocation\n Source: `annual-reports/2020-21.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-02/ASPI%20Annual-Report_2020-2021.pdf?VersionId=B7LG1EptgVEw39hBwyXHrxAzLueB3BSL)`\n- [Page 105]\n96\ntropeR\nlaunnA\n52–4202\netutitsnI\nyciloP\ncigetartS\nnailartsuA\nAnnex B: Journal articles and book chapters\nby ASPI staff\nASPI staff member Publication title Role/description Publisher and date\nRajeswari (Raji) ‘The metamorphosis Book Chapter in Routledge,\nPillai Rajagopalan of India's space Routledge Handbook December 2024\npolicy in a changing of Space Policy\nspace order’\nGatra Priyandita Handbook of Co-editor University of\nCyber Diplomacy (with others) Indonesia Press, 2025\nRajeswari (Raji) Contribution to Essay in Progressive Foundation for\nPillai Rajagopalan the Progressive Yearbook 2025 European Progressive\nYearbook 2025 Studies (FEPS),\nJanuary 2025\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- Table 16: Other Australian Federal government agencies funding, 2024-25\nDepartment or Agency Purpose Amount\n.au Domain Australia ASPI corporate partnership $50,000.00\nAustrade Critical Technology Tracker briefing $9,500.00\nDepartment of Defence Australian public and institutional $149,855.10\nresponses to Taiwan Strait crises\nDepartment of Defence Navy Way Point program $155,942.00\nDepartment of Defence RAAF Seamen Workshops $377,147.00\nDepartment of Defence RAAF Senior Airmen Workshops $202,484.00\nDepartment of Defence Regional Analyst Symposium $101,933.52\nDepartment of Foreign Affairs Australian Japan Foundation $46,696.31\nand Trade workshop\nDepartment of Foreign Affairs Climate Risk Assessment of the $134,000.00\nand Trade Indo-Pacific region\nDepartment of Foreign Affairs Maitri Fellowship 2025 $225,000.00\nand Trade\nDepartment of Foreign Affairs Raisina Down Under 2024 $75,000.00\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- Other countries\nmust stop hesitating\n2 Bold push into quantum Dr Nishank Motwani 26 July 24 6,912\ncomputing is Australia’s\nManhattan moment\n3 Elbridge Colby’s vision: blocking Dr Greg Brown 20 Mar 25 3,305\nChina\n4 President Trump is redefining Nerida King 16 Apr 25 2,457\nAmerica’s international role,\nand Australia has influence\n5 Donald Trump, Jon Voight and Adam Leslie 20 Jan 25 2,047\nthe paths to transformation or\nupheaval\nTable 29: High-profile events hosted by the DC team\nEvents Date\n1 AUKUS Trilateral Dialogue 19 May 25\n2 SCSP AI+ EXPO: AI, Alliances and Action 3 Jun 25\n3 Congressional Staff Program on Australia 18 Mar 25 – 3 Apr 25\n4 Executive Intelligence Briefing: National Security & 19 Mar 25\nTech Investment\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- [Page 3]\nTable 14: Federal government agencies funding, 2021–22\nDepartment or agency Purpose Amount\n.au Domain Administration Ltd Corporate agreement ‘internet.com.au $10,000.00\ntest tool’ project variation\n.au Domain Administration Ltd Corporate sponsorship $40,000.00\nAttorney-General’s Department Presentations to the department $9,090.91\nAttorney-General’s Department Corporate sponsorship $200,000.00\nDefence portfolio Corporate sponsorship $50,000.00\nDefence portfolio Strategic Program review $150,000.00\nDefence portfolio Strategic technical leadership $70,915.00\ndevelopment training services\nCyber Security Cooperative Corporate sponsorship $30,000.00\nResearch Centre\nDepartment of Agriculture, Provision of advisory services $37,500.00\nWater and the Environment\nDepartment of Defence Better Policy Workshop $449,223.63\nDepartment of Defence Two virtual dialogues $20,000.00\n Source: `other-pdfs/ASPI-Funding_2021-2022.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2023-02/ASPI-Funding_2021-2022.pdf?VersionId=uBgzvRFMWrzTqZfbQldVtdteieW95Ns1)`\n\n### Strategic Priorities\n\n- Examples of publications and The Strategist articles written by or contributed to by interns in\n2021–22 included:\n• Publications:\n– A chapter on the economic impact of the war in Ukraine in The cost of Defence:\nASPI defence budget brief 2021–2022\n– AUKUS update #1, May 2022\n– UK, Australia and ASEAN cooperation for safer seas\n• The Strategist:\n– ‘Adding up the global costs of Putin’s war’\n– ‘The cyber–maritime security nexus and priorities for UK–Australia–ASEAN cooperation’\n– ‘Australia and its partners should expand visa programs to help Hong Kong and\npunish Beijing’\n– ‘Would Russia use bioweapons in Ukraine?’\nPromoting international understanding of Australia’s strategic and defence\npolicy perspectives\nASPI’s standing as a respected source of analysis is recognised both internationally and\ndomestically.\n Source: `annual-reports/2021-22.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-12/ASPI%20Annual%20Report%202021-2022.pdf?VersionId=ey5w_.c8_Ogr8fiLoakr3RCP1dYO1AIh)`\n- [pages 66,67,68,70,71]\nsearch Committee’s responsibilities included:\n• Research strategy: reviewing and providing input on ASPI’s overall research strategy\nand priorities\n• Project selection: assessing and approving research project proposals to ensure alignment\nwith ASPI’s mission and strategic objectives\n• Quality assurance: evaluating the quality and rigour of research methodologies and outputs\n• Publication standards: upholding ASPI’s publication standards to ensure excellence in\nresearch dissemination\n• Impact assessment: monitoring and evaluating the impact of ASPI’s research on policy\ndebates and public discourse.\n Source: `annual-reports/2023-24.pdf (http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/12/03093753/ASPI-Annual-Report-2023-24_FA_acc.pdf)`\n- [Page 38]\n29\ntropeR\nlaunnA\n42–3202\nsmargorP\n:2\nretpahC\nA key priority is engaging with Pacific island nations, building strong relationships and ensuring\nthat Pacific voices are heard in regional and international forums.\n Source: `annual-reports/2023-24.pdf (http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/12/03093753/ASPI-Annual-Report-2023-24_FA_acc.pdf)`\n- [Page 6]\n3\nnalP\netaroproC\n82-4202\netutitsnI\nyciloP\ncigetartS\nnailartsuA\nGovernance framework\nThe ASPI Council sets the strategic direction for the iInstitute and, with\nour Audit and Risk committee, is responsible for overseeing the iInstitute’s\ndevelopment, implementation and review of all appropriate policies and\nprocesses so that the institute is soundly governed according to legislative\nand regulatory requirements.\n Source: `corporate-plans/2024.pdf (http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/11/29142912/ASPI_Corporate-Plan_24-28.pdf)`\n- [Page 18]\n15\nnalP\netaroproC\n82-4202\netutitsnI\nyciloP\ncigetartS\nnailartsuA\nDefence, Strategy and National Security\nASPI’s Defence, Strategy and National Security Program analyses global\nstrategic trends and explores priority issues in Australia’s national security\nand defence policy.\n Source: `corporate-plans/2024.pdf (http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/11/29142912/ASPI_Corporate-Plan_24-28.pdf)`\n- Our future mitigation\nand reporting strategies for 2025–26 focus on enhancing data quality and expanding our\nreduction efforts:\n• Data Accuracy and Completeness: We will prioritise improving the accuracy of activity\ndata and establish firm baselines for currently estimated sources, specifically water\nconsumption and general office waste, to set new, measurable targets.\n• Travel Optimisation and Offsetting: Building on the 9% reduction in flights, ASPI will\nexplore options for carbon offsetting unavoidable essential business travel, in line with the\naspirational goals of the Net Zero in Government Operations Strategy.\n• Deviation from Framework: ASPI will not be exploring additional Scope 3 emissions\nsources outside of the Framework, in order to give priority to the activity data collection for\nemissions sources with a significant quantity of emissions within the Framework.\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- Date Event title\n3 12 September 2024 ASPI–QinetiQ panel: ‘Delivering the National Defence\nStrategy: a land perspective’\n4 18 September 2024 The state of the Pacific: geopolitical choices and\neconomic engagement\n5 24 October 2024 The cyber threat landscape 2025\n6 7 November 2024 DEFSTRAT director’s presentation at Women in Nuclear Day\n(UNSW Kensington)\n7 11 November 2024 In-conversation discussion with Gilberto C Teodoro Jr\n(Secretary of National Defense, Philippines) on Philippines\ndefence policy priorities\n8 12 November 2024 ASPI – Australian Women in DC panel: US and Australian\nwomen and space: new frontiers for business and\ngovernment, Washington DC\n9 19 November 2024 1000 days: reflections on Russia’s war on Ukraine and\nthe path forward\n10 10 December 2024 In conversation with HE Boris Ruge (Assistant Secretary\nGeneral for Political Affairs and Security Policy, NATO) on\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- Teodoro Jr.\n(Secretary of National Defense, Philippines) on Philippines\ndefence policy priorities\n19 Nov 24 1000 Days: Reflections on Russia’s war on Ukraine and the\npath forward\n25 Nov 24 ASPI/National Security College roundtable with LTGEN Eric\nPeltier (Deputy Director General International Relations and\nStrategy, France) on security trends and challenges in the\nIndo-Pacific\n3-6 Dec 24 Taiwan Study Tour – DEFSTRAT analyst meetings with VP\nand MINDEF (Taiwan), including a cyber security dialogue\nwith Taiwan\n10 Dec 24 In-conversation with H.E.\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- For this reason it was decided that the board\nshould include nominees of the Prime Minister and the Leader of the Opposition.\n(cid:131) The Institute would be funded to between million and $3 Million per annum over\na period of seven years under a Funding Agreement with Defence.\n(cid:131) The Funding Agreement would include provision for consultations between\nDefence and the Institute about the Institute's research program, allowing Defence\nto contribute to the development of a program that addresses issues of policy\npriority to Defence.\n(cid:131) The Institute would, in addition to its published research, be available to provide\npolicy inputs direct to Government on request.\n Source: `other-pdfs/ASPI-Charter-letter.pdf (https://s3-ap-southeast-2.amazonaws.com/ad-aspi/2017-07/ASPI-Charter-letter.pdf)`\n- [Page 3]\nContents\nIntroduction 1\nAbout ASPI 1\nPurpose 1\nStrategic aim 2\nGovernance framework 3\nStaffing 4\nTransparency 5\nOperating environment 7\nRisk oversight and management 7\nWorkplace resilience 8\nPerformance 8\nResearch program areas 11\nWomen in Defence and Security Network (WDSN) 11\nDefence, Strategy and National Security Programs 12\nInternational Cyber Policy Centre 16\nASPI Professional Development Centre 17\nThe Sydney Dialogue 18\nASPI’s Washington DC Office 19\n Source: `corporate-plans/2021.pdf (https://s3-ap-southeast-2.amazonaws.com/ad-aspi/2021-09/ASPI%20Corporate%20plan%202021-2025.pdf?VersionId=I.Os8LRpmYINZFrYiXABEzdxci6IHWK_)`\n\n## KPIs, Targets, and Where They Are At\n\n- KPIs and annual targets (2025–26 to 2028–29):\nBaseline\nPerformance measure How performance is assessed Target 2025–26 Target 2026–27 Target 2027–28 Target 2028–29\n(2024–25)\nCount of major publications\nQuantity of major 5 more than 5 more than 5 more than 5 more than\n(reports, policy briefs) produced in 34\nresearch publications previous year previous year previous year previous year\nthe reporting period.\n Source: `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)`\n- KPIs and annual targets (2025–26 to 2028–29):\nBaseline\nPerformance measure How performance is assessed Target 2025–26 Target 2026–27 Target 2027–28 Target 2028–29\n(2024–25)\nCount of active participations\nGovernment advisory in official government advisory\nMaintain or improve Maintain or improve Maintain or improve Maintain or improve\n8\nengagements committees, expert panels, or formal\nconsultation processes.\n Source: `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)`\n- KPIs and annual targets (2025–26 to 2028–29):\nBaseline\nPerformance measure How performance is assessed Target 2025–26 Target 2026–27 Target 2027–28 Target 2028–29\n(2024–25)\nYear-on-year percentage growth in\nDigital audience combined digital audience reach 10% growth on 10% growth on 10% growth on 10% growth on\n1.3M\ngrowth (unique website visitors, social media previous year previous year previous year previous year\nfollowers, podcast downloads).\n Source: `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)`\n- KPIs and annual targets (2025–26 to 2028–29):\nBaseline\nPerformance measure How performance is assessed Target 2025–26 Target 2026–27 Target 2027–28 Target 2028–29\n(2024–25)\nASPI’s ranking in relevant categories Successor\nGlobal think tank of the University of Pennsylvania’s benchmark\nMaintain or improve Maintain or improve Maintain or improve Maintain or improve\nranking Global Go To Think Tank Index or to be\nsuccessor benchmarks. determined*\nCount of active, high-value\nActive international\ninstitutional partnerships with Maintain or improve Maintain or improve Maintain or improve Maintain or improve\n22\npartnerships\nleading international think tanks.\n Source: `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)`\n- KPIs and annual targets (2025–26 to 2028–29):\nBaseline\nPerformance measure How performance is assessed Target 2025–26 Target 2026–27 Target 2027–28 Target 2028–29\n(2024–25)\nCount of interns and early-career\n3 interns,\nInterns and fellows supported, and the\n100% Maintain or improve Maintain or improve Maintain or improve Maintain or improve\nearly-career fellows percentage who produce a\npublished\npublished output.\n Source: `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)`\n- KPIs and annual targets (2025–26 to 2028–29):\nBaseline\nPerformance measure How performance is assessed Target 2025–26 Target 2026–27 Target 2027–28 Target 2028–29\n(2024–25)\nOverall funding Year-on-year percentage growth in\n$14.3M* 5% 5% 5% 5%\ngrowth total operational funding.\n Source: `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)`\n- [Page 92]\n83\ntropeR\nlaunnA\n52–4202\nsesopruP\ns'IPSA\ngniveihcA\n:7\nretpahC\nHow do we measure What we achieved\nPurpose achievement?\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- [Page 93]\n84\ntropeR\nlaunnA\n52–4202\netutitsnI\nyciloP\ncigetartS\nnailartsuA\nHow do we measure What we achieved\nPurpose achievement?\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- [pages 17,18,19,20,21]\nt 2025–26 Target 2026–27 Target 2027–28 Target 2028–29\n(2024–25)\nCount of major publications\nQuantity of major 5 more than 5 more than 5 more than 5 more than\n(reports, policy briefs) produced in 34\nresearch publications previous year previous year previous year previous year\nthe reporting period.\n Source: `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)`\n- Operating Results\nThe operating result for 2024-2025 was a deficit of 1,719,557 (2023-2024: deficit of $2,663,447).\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- [Page 78]\n69\nAustralian Strategic Policy Institute Ltd\nCONSOLIDATED FINANCIAL POSITION\nThis section analyses the company's assets used to conduct its operations and the operating liabilities incurred as a result as at 30 June 2025\n2.1 Non-Financial Assets\n2.1A - Reconciliation of the opening and closing balances for Property, Plant and Equipment and Intangibles\nReconciliation of the opening and closing balances of property, plant, equipment and intangibles for 2025\nTotal\nBuilding ROU\nproperty Building Asset Total\nFurniture Leasehold Plant and plant and ROU Asset Washington Building\nand Fittings Improvements Equipment equipment Canberra DC ROU Asset Total\n$ $ $ $ $ $ $ $\nAs at 1 July 2024\nGross book value 213,900 2,436,557 442,522 3,092,979 5,803,411 1,152,558 6,955,969 10,048,948\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- [Page 80]\n71\ntropeR\nlaunnA\n52–4202\nslaicnaniF\n:6\nretpahC\nAustralian Strategic Policy Institute Ltd\nCONSOLIDATED FINANCIAL POSITION\nThis section analyses the company's assets used to conduct its operations and the operating liabilities incurred as a\nresult as at 30 June 2025.\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- [Page 82]\n73\ntropeR\nlaunnA\n52–4202\nslaicnaniF\n:6\nretpahC\nAustralian Strategic Policy Institute Ltd\nCONSOLIDATED FINANCIAL POSITION\nThis section analyses the company's assets used to conduct its operations and the operating liabilities incurred as a result\nas at 30 June 2025\n2025 2024\n$ $\n2.2 - Payables\n2.2A - Wages and other payables\nSalaries and wages 262,838 235,694\nSuperannuation 67,870 -\nGST liabilities 67,374 82,101\nTotal other payables 398,082 317,795\n2.2B - Lease Liability\nTotal lease liability 706,729 2,048,926\nASPI has two operating leases in place for its office locations in Canberra, Australia and Washington DC, USA.\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- [Page 83]\n74\ntropeR\nlaunnA\n52–4202\netutitsnI\nyciloP\ncigetartS\nnailartsuA\nAustralian Strategic Policy Institute Ltd\nCONSOLIDATED FINANCIAL POSITION\nThis section analyses the company's assets used to conduct its operations and the operating liabilities incurred as a result\nas at 30 June 2025\nAccounting policy\nFor all new contracts entered into, ASPI considers whether the contract is, or contains a lease.\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $44.6 billion, 44.6 billion | Selected posts from The Strategist\n• ‘Defence budget climbs to $44.6 billion’, Marcus Hellyer, 12 May 2021\n• ‘Defence’s acquisition plan risks leaving ADF with stranded assets’, Marcus Hellyer,\n6 May 2021\n• ‘Government must rethink funding model to support technology in Australia’s public sector’,\nLesley Seebeck, 30 March 2021\n• ‘A concert of powers for a global era’, Richard N Haass, Charles A Kupchan, 26 March 2021\n• ‘Beware the bear in the Pac | `annual-reports/2020-21.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-02/ASPI%20Annual-Report_2020-2021.pdf?VersionId=B7LG1EptgVEw39hBwyXHrxAzLueB3BSL)` |\n| $4,000,000, 3% | [Page 2]\n116\ntropeR\nlaunnA\n42–3202\netutitsnI\nyciloP\ncigetartS\nnailartsuA\nFigure 4: Sources of revenue, 2023–24\n4%\n3%2%\nDepartment of Defence core funding\n4%\nFederal government agencies\n5%\nOverseas government agencies\n33%\n6% Private sector\nEvents\nState and territory government agencies\n14%\nDefence industries\nCivil Society and universities\n29%\nInterest\n2023–24 funding breakdown, by sector\nAustralian Department of Defence core funding\nIn 2023–24, th | `other-pdfs/ASPI-20Funding-202023-24.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2025-03/ASPI%20Funding%202023-24.pdf?VersionId=GsXfp4y_oklpcSHqbirBC0VQKo3ni8ED)` |\n| $48.6 billion, 48.6 billion | Defence funding grows to $48.6 billion in this year’s budget, or around\n2.11% of GDP. | `annual-reports/2021-22.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-12/ASPI%20Annual%20Report%202021-2022.pdf?VersionId=ey5w_.c8_Ogr8fiLoakr3RCP1dYO1AIh)` |\n| $1 million, $2.5M, 1 million | Stretch target: Secure at least one new multi-year strategic partnership with a non-government funding source valued at or above A$1 million within the plan period.\n*ASPI Defence core funding reduces by $2.5M (ASPI USA) in financial year 2025-2026. | `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)` |\n| $4 million, 4 million | Under the agreement, the department provides ASPI with a one-off\ngrant of $4 million for each of financial years 2018–19, 2019–20, 2020–21, 2021–22 and 2022–23. | `annual-reports/2020-21.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-02/ASPI%20Annual-Report_2020-2021.pdf?VersionId=B7LG1EptgVEw39hBwyXHrxAzLueB3BSL)` |\n| $5 million, 5 million | As this will create a mismatch between income and\nexpenses in the next two financial years, for the purposes of the illustration of ASPI’s operation\nin this financial year (figures 7 and 8), the $5 million has been excluded. | `annual-reports/2020-21.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-02/ASPI%20Annual-Report_2020-2021.pdf?VersionId=B7LG1EptgVEw39hBwyXHrxAzLueB3BSL)` |\n| $8,000,000\n, $7,000,000\n, $6,000,000\n, $5,000,000\n, $4,000,000\n, $3,000,000 | Figure 8: Sources of income other than Department of Defence core funding,\n2001–02 to 2020–21\nRevenue from Contracts Sponsorship Events, interest and other\nOverview 23\n20–1002 30–2002 40–3002 50–4002 60–5002 70–6002 80–7002 90–8002 01–9002 11–0102 21–1102 31–2102 41–3102 51–4102 61–5102 71–6102 81–7102 91–8102 02–9102 12–0202\n$8,000,000\n$7,000,000\n$6,000,000\n$5,000,000\n$4,000,000\n$3,000,000\n$2,000,000\n$1,000,000\n$0\nSponsorship is also an importan | `annual-reports/2020-21.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-02/ASPI%20Annual-Report_2020-2021.pdf?VersionId=B7LG1EptgVEw39hBwyXHrxAzLueB3BSL)` |\n| $9,000,000\n, $8,000,000\n, $7,000,000\n, $6,000,000\n, $5,000,000\n, $4,000,000 | [Page 32]\nFigure 6: Sources of income other than Department of Defence core funding, 2001–02\nto 2021–22\nRevenue from contracts Sponsorship Events, interest and other\n20 ASPI Annual Report 2021–2022\n20–1002 30–2002 40–3002 50–4002 60–5002 70–6002 80–7002 90–8002 01–9002 11–0102 21–1102 31–2102 41–3102 51–4102 61–5102 71–6102 81–7102 91–8102 02–9102 12–0202\n$9,000,000\n$8,000,000\n$7,000,000\n$6,000,000\n$5,000,000\n$4,000,000\n$3,000,000\n$2,000,000\n$1,0 | `annual-reports/2021-22.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-12/ASPI%20Annual%20Report%202021-2022.pdf?VersionId=ey5w_.c8_Ogr8fiLoakr3RCP1dYO1AIh)` |\n| $12,000,000\n, $10,000,000\n, $8,000,000\n, $6,000,000\n, $4,000,000\n, $2,000,000 | [Page 36]\nFigure 5: Sources of income other than Department of Defence core funding,\n2012–13 to 2022–23\nRevenue from contracts Sponsorship Events, interest and other\n22 ASPI Annual Report 2022–2023\n31–2102 41–3102 51–4102 61–5102 71–6102 81–7102 91–8102 02–9102 12–0202 22–1202 32–2202\n$12,000,000\n$10,000,000\n$8,000,000\n$6,000,000\n$4,000,000\n$2,000,000\n$0\nPartnerships are also important sources of additional funding for ASPI and are the key\nenable | `annual-reports/2022-23.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2024-01/ASPI%20Annual%20Report%202022-2023.pdf?VersionId=qeT_bnJsMgh1pk3WMC4YDuwZDXExP0wv)` |\n| $4,000,000.00 , $2,978,245.02 , $2,500,000.00 , $1,436,398.59 , $1,109,306.50 , $670,505.45 | For the 2024–25 financial year, this funding is broken down as follows:\nTable 15: Revenue, 2024–25\nFunding source Amount % of total\nDepartment of Defence—Canberra grant $4,000,000.00 28.0%\nFederal government agencies $2,978,245.02 20.8%\nDepartment of Defence—Washington DC grant $2,500,000.00 17.5%\nOverseas government agencies $1,436,398.59 10.0%\nPrivate sector $1,109,306.50 7.8%\nCivil society and universities $670,505.45 4.7%\nState and territory | `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)` |\n| $4,000,000 | [Page 123]\n114\ntropeR\nlaunnA\n52–4202\netutitsnI\nyciloP\ncigetartS\nnailartsuA\nFigure 5: Sources of revenue, 2024–25\nDepartment of Defence—Canberra grant\n3% 3% 1% Federal government agencies\n4%\nDepartment of Defence—Washington DC grant\n5% 28%\nOverseas government agencies\n8% Private sector\nCivil society and universities\nState and territory government agencies\n10%\nEvents\nDefence industries\n21%\nInterest\n17%\nDonations\nForeign exchange (FX) gains\n2024 – 2 | `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)` |\n| $3 Million, 3 Million | For this reason it was decided that the board\nshould include nominees of the Prime Minister and the Leader of the Opposition.\n(cid:131) The Institute would be funded to between million and $3 Million per annum over\na period of seven years under a Funding Agreement with Defence.\n(cid:131) The Funding Agreement would include provision for consultations between\nDefence and the Institute about the Institute's research program, allowing Defence\nto con | `other-pdfs/ASPI-Charter-letter.pdf (https://s3-ap-southeast-2.amazonaws.com/ad-aspi/2017-07/ASPI-Charter-letter.pdf)` |\n| $4,000,000 , $4,102,512 , $1,939,442 , $1,339,990 , $410,182 , $250,000 | Table 13: Revenue, 2021–22\nFunding source Amount % of total\nDepartment of Defence core funding $4,000,000 32.1%\nFederal government agencies $4,102,512 32.9%\nOverseas government agencies $1,939,442 15.6%\nPrivate sector $1,339,990 10.7%\nDefence industries $410,182 3.3%\nState and territory government agencies $250,000 2.0%\nCivil society and universities $220,824 1.8%\nOther income (ticket sales and interest) $202,525 1.6%\nTotal $12,465,475 100%\nAnnex | `other-pdfs/ASPI-Funding_2021-2022.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2023-02/ASPI-Funding_2021-2022.pdf?VersionId=uBgzvRFMWrzTqZfbQldVtdteieW95Ns1)` |\n| $4,000,000 | [Page 2]\nFigure 7: Sources of revenue, 2021–22\nDepartment of Defence core funding (32%)\nFederal Government agencies (33%)\nOverseas Government agencies (15%)\nPrivate sector (11%)\nState and territory government agencies (3%)\nDefence industries (2%)\nCivil society and universities (2%)\nOther income (2%)\n2021–22 funding breakdown, by sector\n1: Australian Department of Defence core funding:\nThe Australian Department of Defence makes a single annual cor | `other-pdfs/ASPI-Funding_2021-2022.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2023-02/ASPI-Funding_2021-2022.pdf?VersionId=uBgzvRFMWrzTqZfbQldVtdteieW95Ns1)` |\n| $14.3M | KPIs and annual targets (2025–26 to 2028–29):\nBaseline\nPerformance measure How performance is assessed Target 2025–26 Target 2026–27 Target 2027–28 Target 2028–29\n(2024–25)\nOverall funding Year-on-year percentage growth in\n$14.3M* 5% 5% 5% 5%\ngrowth total operational funding. | `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)` |\n| $2,663,447 | Operating Results\nThe operating result for 2024-2025 was a deficit of 1,719,557 (2023-2024: deficit of $2,663,447). | `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)` |\n\n## Key Achievements\n\n- Career highlights include being Deputy\nSecretary for Strategy in the Defence Department (2009–12), Chief\nof Staff to the Minister for Defence (1996–98) and Senior Adviser for\nStrategic Policy to the Prime Minister (2002–03).\n Source: `annual-reports/2020-21.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-02/ASPI%20Annual-Report_2020-2021.pdf?VersionId=B7LG1EptgVEw39hBwyXHrxAzLueB3BSL)`\n- Career highlights include being Deputy Secretary\nfor Strategy in the Defence Department (2009–2012), Chief of Staff to\nthe Minister for Defence (1996–1998) and Senior Adviser for Strategic\nPolicy to the Prime Minister (2002–2003).\n Source: `annual-reports/2021-22.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-12/ASPI%20Annual%20Report%202021-2022.pdf?VersionId=ey5w_.c8_Ogr8fiLoakr3RCP1dYO1AIh)`\n- Table 7: Attendance at ASPI Audit and Risk Committee meetings, 2024–25\n21/08/2024 21/10/2024 27/11/2024 26/02/2025 21/05/2025\nMs Rachael Cox ü ü ü ü x\nMr Ben Wright ü ü x x ü\nThe Hon Michael\nKeenan (appointed – – – ü ü\n24 January 2025)\nMajor General Kathryn\nToohey AM CSC (Ret’d)\nü ü ü – –\n(completed term\n24 January 2025)\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- [Page 92]\n83\ntropeR\nlaunnA\n52–4202\nsesopruP\ns'IPSA\ngniveihcA\n:7\nretpahC\nHow do we measure What we achieved\nPurpose achievement?\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- [Page 11]\n8\nnalP\netaroproC\n82-4202\netutitsnI\nyciloP\ncigetartS\nnailartsuA\nRisk oversight and management\nThe ASPI Council and our independent Audit and Risk Committee are\nresponsible for ensuring that a range of policies and tools are developed,\nimplemented and regularly reviewed so that the institute is soundly\ngoverned.\n Source: `corporate-plans/2024.pdf (http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/11/29142912/ASPI_Corporate-Plan_24-28.pdf)`\n- [Page 26]\nIn 2020–21, PD delivered a total of 22 activities to 364 personnel (Table 2).\n Source: `annual-reports/2020-21.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-02/ASPI%20Annual-Report_2020-2021.pdf?VersionId=B7LG1EptgVEw39hBwyXHrxAzLueB3BSL)`\n- Table 2: Breakdown of ASPI-PD activities, 2020–21\nActivity Client Number Total number\ndelivered of participants\nCrafting Better Policy for Improved Defence 8 129\nDecision-Making workshops\nIntermediate Better Policy workshops Defence 5 61\nRoyal Australian Air Force Professional Defence 4 70\nDevelopment programs\nFocused professional development Defence 3 76\nprograms\nThinking & Communicating Outside Private and 2 28\nthe Box programs public sectors\nTotals 22 364\nInternships\nASPI’s paid internship program gives recent graduates an opportunity to contribute to our\nresearch projects and also to conduct their own research projects for future publication, either\nby ASPI or independently.\n Source: `annual-reports/2020-21.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-02/ASPI%20Annual-Report_2020-2021.pdf?VersionId=B7LG1EptgVEw39hBwyXHrxAzLueB3BSL)`\n- [Page 77]\nSelected posts from The Strategist\n• ‘China’s long-range missiles highlight RAAF’s strike shortcomings’, Malcolm Davis,\n4 June 2021\n• ‘The compass of Australia’s Asia strategy’, Graeme Dobell, 9 March 2021\n• ‘Governments must engage with Australia’s future leaders to meet the challenges ahead’,\nJulia Butler, 5 March 2021\n• ‘Australia–Indonesia relations: keeping it real’, David Engel, 23 February 2021\n• ‘An Australian public service reserve?’, Marcus Hellyer, 11 January 2021\n• ‘Australia’s air force should already be planning to replace the F-35’, Malcolm Davis,\n30 December 2020\n• ‘What Australia’s intelligence community wants for Christmas: a secure private cloud’,\nMichael Shoebridge, 18 December 2020\n• ‘Rethinking national and global supply chains’, Richard N Haass, 15 December 2020\n• ‘External workers behind only army as Defence’s second biggest branch’, Marcus Hellyer,\n Source: `annual-reports/2020-21.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-02/ASPI%20Annual-Report_2020-2021.pdf?VersionId=B7LG1EptgVEw39hBwyXHrxAzLueB3BSL)`\n- In 2021–22, PD delivered a total of 34 activities for 545 personnel (Table 2), which was an\nincrease from 22 activities and 364 personnel in 2020–21.\n Source: `annual-reports/2021-22.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-12/ASPI%20Annual%20Report%202021-2022.pdf?VersionId=ey5w_.c8_Ogr8fiLoakr3RCP1dYO1AIh)`\n- Table 2: ASPI Professional Development Centre activities, 2021–22\nActivity Client Number Total number\ndelivered of participants\nCrafting Better Policy for Improved Defence 5 38\nDecision-making workshops\n(Better Policy Foundations)\nIntermediate Better Policy workshops Defence 3 46\n(Better Policy Application)\nRoyal Australian Air Force Professional Defence 3 64\nDevelopment programs\nIndonesian Defence University Australian Indonesian 1 41\nStrategic Policymaking Virtual Program Defence\nUniversity\nFocused professional development programs Defence 8 126\nThinking and Communicating Outside the Private and 10 82\nBox programs public sectors\nVirtual Masterclass series Defence 4 148\nTotals 34 545\nInternships\nASPI’s paid internship program gives recent graduates an opportunity to contribute to our\nresearch projects and also to conduct their own research projects for publication.\n Source: `annual-reports/2021-22.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-12/ASPI%20Annual%20Report%202021-2022.pdf?VersionId=ey5w_.c8_Ogr8fiLoakr3RCP1dYO1AIh)`\n- In 2022–23, PD delivered a total of 39 activities for 569 personnel (Table 3), an increase from\n34 activities and 545 personnel in 2021–22.\n Source: `annual-reports/2022-23.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2024-01/ASPI%20Annual%20Report%202022-2023.pdf?VersionId=qeT_bnJsMgh1pk3WMC4YDuwZDXExP0wv)`\n- Table 3: ASPI Professional Development Centre activities, 2022–23\nProgram Partner Number Total no. of\ndelivered participants\n1.5 Track Intelligence Dialogue Defence 1 28\nBetter Policy Program—Policy foundations Defence 5 107\nBetter Policy Program—Policy applications Defence 3 35\nBetter Policy Program—Analytical tools Defence 4 42\nBetter Policy Program—virtual masterclasses Defence 4 –\nMilitary strategic planning workshops Defence 4 81\nRegional Intelligence Analyst Symposium Defence 1 55\nRAAF Niagara Leadership Program Defence 1 23\nRAAF Air Practitioners in a Joint Environment Program Defence 2 47\n12 ASPI Annual Report 2022–2023\n Source: `annual-reports/2022-23.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2024-01/ASPI%20Annual%20Report%202022-2023.pdf?VersionId=qeT_bnJsMgh1pk3WMC4YDuwZDXExP0wv)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 12]\n2025-26 Corporate Plan 9\n4.3 Risk oversight and management\nASPI is committed to effective risk oversight and • Staffing risk: This covers the challenge of building ASPI’s due diligence, governance and compliance\nmanagement, guided by its dual governance and maintaining the high-calibre, specialised processes include our annual financial audit\nframeworks under the PGPA Act and the Corporations workforce required to deliver on our charter by the Australian National Audit Office, internal\nAct 2001. (attracting top-tier talent in a competitive global audit processes covering ASPI programs,\nmarket; retaining critical expertise and corporate\nquality-management arrangements, and financial\nOur approach integrates a comprehensive suite knowledge; and ensuring effective succession\nservices, human resources and professional\n Source: `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)`\n- [Page 109]\nCouncil committees, 2022–23\nAudit Committee 2022–23\nThe Audit Committee’s main functions are to review and provide independent advice and\nassurance to the ASPI Council on the appropriateness of the institute’s:\n• financial reporting, including reviewing the annual audited financial statements and related\nmanagement representations, and recommending the signing of those statements\n• performance reporting, including the framework for developing and reporting key\nperformance indicators and ASPI’s annual performance statement\n• system of risk oversight and management, including whether ASPI has a sound\nrisk-management framework and fraud-control plan to detect and effectively implement\nfraud/risk-mitigation strategies\n• system of internal control, including consideration of ASPI’s overall control environment,\n Source: `annual-reports/2022-23.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2024-01/ASPI%20Annual%20Report%202022-2023.pdf?VersionId=qeT_bnJsMgh1pk3WMC4YDuwZDXExP0wv)`\n- [Page 39]\n30\ntropeR\nlaunnA\n42–3202\netutitsnI\nyciloP\ncigetartS\nnailartsuA\n• Better Policy Program: this program offers three streams:\n– Policy Foundations: a one-day program providing an introduction to policymaking in the\nCanberra environment\n– Policy Applications: a two-day program deepening participants’ understanding of\nDefence policymaking\n– Virtual Masterclasses: a five-week series analysing pressing strategic policy issues.\n• national security programs: these programs bring together Australian and international\nofficials to foster a comprehensive approach to regional security challenges.\n• military professional development: includes programs tailored to the specific needs of the\nRoyal Australian Navy and Royal Australian Air Force, such as:\n– the Navy Waypoint Program: a five-day program for senior officers focused on networking,\nstrategic comprehension and leadership\n Source: `annual-reports/2023-24.pdf (http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/12/03093753/ASPI-Annual-Report-2023-24_FA_acc.pdf)`\n- [Page 54]\n45\ntropeR\nlaunnA\n52–4202\necnanrevog\netaroproC\n:5\nretpahC\nMs Rachael Cox, Chair of the ASPI Audit and Risk Committee\nRachael Cox is a highly accomplished chief financial officer (CFO) and\nsenior executive with over 20 years experience in corporate, business\nand financial management.\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- Table 7: Attendance at ASPI Audit and Risk Committee meetings, 2024–25\n21/08/2024 21/10/2024 27/11/2024 26/02/2025 21/05/2025\nMs Rachael Cox ü ü ü ü x\nMr Ben Wright ü ü x x ü\nThe Hon Michael\nKeenan (appointed – – – ü ü\n24 January 2025)\nMajor General Kathryn\nToohey AM CSC (Ret’d)\nü ü ü – –\n(completed term\n24 January 2025)\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- [Page 13]\n2025-26 Corporate Plan 10\nMinister for Defence Legislative and policy framework (PGPA Act 2013)\nASPI objectives (as per the Corporate Plan)\nASPI Council\n(Council members are appointed by the Minister for Defence, who also appoints the Chair)\nCouncil subcommittees Executive management\nIndependent and objective review, Manage the day-to-day affairs of ASPI\nadvice and assistance: under the direction of the Executive\n• Audit and Risk Committee Director\nASPI internal governance documents\nCouncil policies Plans/strategies General policies Procedures\n Source: `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)`\n- [Page 64]\n55\ntropeR\nlaunnA\n42–3202\necnanrevog\netaroproC\n:5\nretpahC\nKate has direct and current experience as an external member of a range\nof federal and ACT Government audit and risk committees.\n Source: `annual-reports/2023-24.pdf (http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/12/03093753/ASPI-Annual-Report-2023-24_FA_acc.pdf)`\n- [Page 56]\n47\ntropeR\nlaunnA\n52–4202\necnanrevog\netaroproC\n:5\nretpahC\nOther attendees\nThe Audit and Risk Committee invites the Executive Director, the Chief Operating Officer,\nthe CFO and a representative from the Australian National Audit Office to its meetings.\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n- [Page 6]\n3\nnalP\netaroproC\n82-4202\netutitsnI\nyciloP\ncigetartS\nnailartsuA\nGovernance framework\nThe ASPI Council sets the strategic direction for the iInstitute and, with\nour Audit and Risk committee, is responsible for overseeing the iInstitute’s\ndevelopment, implementation and review of all appropriate policies and\nprocesses so that the institute is soundly governed according to legislative\nand regulatory requirements.\n Source: `corporate-plans/2024.pdf (http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/11/29142912/ASPI_Corporate-Plan_24-28.pdf)`\n- [Page 11]\n8\nnalP\netaroproC\n82-4202\netutitsnI\nyciloP\ncigetartS\nnailartsuA\nRisk oversight and management\nThe ASPI Council and our independent Audit and Risk Committee are\nresponsible for ensuring that a range of policies and tools are developed,\nimplemented and regularly reviewed so that the institute is soundly\ngoverned.\n Source: `corporate-plans/2024.pdf (http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/11/29142912/ASPI_Corporate-Plan_24-28.pdf)`\n- This program will continue supporting:\n• impactful research that engages specialists and the public and drives fresh discussion of the\nmost pressing and challenging security issues, including Australia’s defence capability, cyber and\ndisinformation threats, countering economic coercion, climate change, Indo-Pacific strategic\ncompetition, critical materials and technology, and space\n• events that bring together leading thinkers and practitioners to generate ideas and grapple with the\n70E 80E 1006 90E 100E1006 110E 120E 130E 140E 150E 160E\n1020\n170E most complex and pressing challenges in strategic and international affairs\n20\n• contributing analysis and expertise to discussions of current issues through news media, social-\n1004\n1008\n1006 1004\n1006\n1016\n1018\nmedia threads, The Strategist and our weekly podcast.\n Source: `corporate-plans/2024.pdf (http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/11/29142912/ASPI_Corporate-Plan_24-28.pdf)`\n- [Page 77]\nSelected posts from The Strategist\n• ‘China’s long-range missiles highlight RAAF’s strike shortcomings’, Malcolm Davis,\n4 June 2021\n• ‘The compass of Australia’s Asia strategy’, Graeme Dobell, 9 March 2021\n• ‘Governments must engage with Australia’s future leaders to meet the challenges ahead’,\nJulia Butler, 5 March 2021\n• ‘Australia–Indonesia relations: keeping it real’, David Engel, 23 February 2021\n• ‘An Australian public service reserve?’, Marcus Hellyer, 11 January 2021\n• ‘Australia’s air force should already be planning to replace the F-35’, Malcolm Davis,\n30 December 2020\n• ‘What Australia’s intelligence community wants for Christmas: a secure private cloud’,\nMichael Shoebridge, 18 December 2020\n• ‘Rethinking national and global supply chains’, Richard N Haass, 15 December 2020\n• ‘External workers behind only army as Defence’s second biggest branch’, Marcus Hellyer,\n Source: `annual-reports/2020-21.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-02/ASPI%20Annual-Report_2020-2021.pdf?VersionId=B7LG1EptgVEw39hBwyXHrxAzLueB3BSL)`\n- In addition, during 2021–22 ASPI addressed a broad sweep of issues with deep implications for\nand connections to the Australia–US alliance, including Collaborative and agile: intelligence\ncommunity collaboration insights from the United Kingdom and the United States, by\nMichael Shoebridge, Dr John Coyne and Dr Rajiv Shah (25 November 2021) and Meeting\nAntarctica’s diplomatic challenges: joint approaches for Australia and the United States,\nby Evan T Bloom (16 February 2022).\n Source: `annual-reports/2021-22.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-12/ASPI%20Annual%20Report%202021-2022.pdf?VersionId=ey5w_.c8_Ogr8fiLoakr3RCP1dYO1AIh)`\n- [pages 37,38,39,40,41,42]\nnference: an annual event that brings together defence planners,\ncapability developers and industry representatives to foster collaboration, explore\ninnovative approaches to defence strategy and capability development, and address\nemerging issues and strategic challenges\n• The Sydney Dialogue: a premier forum for international leaders, technology experts and\npolicymakers to examine the strategic implications of emerging technologies\n• The Darwin Dialogue: a dedicated forum focusing on the crucial role of critical minerals\nand rare-earth elements in national security and economic resilience\n• Raisina Down Under: a collaborative event co-hosted with India's Observer Research\nFoundation, providing a platform for leading thinkers from India and Australia to discuss\nshared strategic challenges.\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Table 3: Podcasts in 2023–24\nMetric Value\nPodcast episodes 39\nAverage listenership per episode in 2023–24 Up to 4,500 across all platforms\nProfessional development\nThe ASPI Professional Development (ASPI-PD) Program plays a crucial role in enhancing\nstrategic and defence policy expertise within Australian Government departments and\nagencies.\n Source: `annual-reports/2023-24.pdf (http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/12/03093753/ASPI-Annual-Report-2023-24_FA_acc.pdf)`\n- The Basis of Preparation\na) section 42 of the Public Governance, Performance and Accountability Act 2013 ; and\nb) Corporations Act 2001\nThe consolidated financial report has been prepared in accordance with:\na) Public Governance, Performance and Accountability (Financial Reporting) Rule 2015 (FRR) ; and\nb) Australian Accounting Standards and Interpretations – including simplified disclosures for Tier 2 Entities under AASB 1060\nThe financial report has been prepared on an accrual basis and in accordance with the historical cost convention, except for\ncertain assets and liabilities at fair value.\n Source: `annual-reports/2024-25.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.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 3]\nContents\nIntroduction 1\nAbout ASPI 1\nPurpose 1\nStrategic aim 2\nGovernance framework 3\nStaffing 4\nTransparency 5\nOperating environment 7\nRisk oversight and management 7\nWorkplace resilience 8\nPerformance 8\nResearch program areas 11\nWomen in Defence and Security Network (WDSN) 11\nDefence, Strategy and National Security Programs 12\nInternational Cyber Policy Centre 16\nASPI Professional Development Centre 17\nThe Sydney Dialogue 18\nASPI’s Washington DC Office 19\n Source: `corporate-plans/2021.pdf (https://s3-ap-southeast-2.amazonaws.com/ad-aspi/2021-09/ASPI%20Corporate%20plan%202021-2025.pdf?VersionId=I.Os8LRpmYINZFrYiXABEzdxci6IHWK_)`\n- [Page 3]\nContents\nIntroduction 1\nAbout ASPI 1\nPurpose 2\nStrategic aim 2\nGovernance framework 3\nStaffing 4\nTransparency 5\nOperating environment 7\nRisk oversight and management 7\nWorkplace resilience 8\nPerformance 8\nProgram areas 11\nExecutive, Strategy and Research 11\nDefence, Strategy and National Security Programs 12\nInternational Cyber Policy Centre 15\nStrategic Communications 16\nASPI Professional Development Centre 16\nASPI Washington DC office 17\nWomen in Defence and Security Network (WDSN) 18\nThe Sydney Dialogue 19\n Source: `corporate-plans/2022.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-11/ASPI%20Corporate%20plan%202022-2026.pdf?VersionId=Qj2z1sE3tH4eKF50bfmx5VvIu6OZuujn)`\n- [Page 3]\nContents\nIntroduction 1\nAbout ASPI 1\nPurpose 2\nStrategic aim 2\nGovernance framework 3\nStaffing 4\nTransparency 5\nOperating environment 6\nRisk oversight and management 7\nWorkplace resilience 8\nPerformance 8\nProgram areas 12\nExecutive, Strategy and Research 12\nDefence, Strategy and National Security Programs 13\nCyber, Technology and Security 14\nStrategic Communications 17\nASPI Professional Development Centre 17\nASPI Washington DC office 18\nThe Sydney Dialogue 19\nWomen in Defence and Security Network (WDSN) 19\n Source: `corporate-plans/2023.pdf (https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2023-08/ASPI%20Corporate%20plan%202023-2027.pdf?VersionId=LSH5y8OfFAiVRxPl1MWXty6gP2cStMNQ)`\n- [Page 11]\n2025-26 Corporate Plan 8\n4.2 Capability\nASPI’s capability to achieve its purposes is built on its people, infrastructure and organisational\nstrengths.\n• Workforce capability: ASPI employs a total The Fellows Program engages individuals\nof 62 staff across ongoing, non-ongoing, and of distinguished professional standing and\ncasual arrangements.\n Source: `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf)`\n- [Page 12]\n2025-26 Corporate Plan 9\n4.3 Risk oversight and management\nASPI is committed to effective risk oversight and • Staffing risk: This covers the challenge of building ASPI’s due diligence, governance and compliance\nmanagement, guided by its dual governance and maintaining the high-calibre, specialised processes include our annual financial audit\nframeworks under the PGPA Act and the Corporations workforce required to deliver on our charter by the Australian National Audit Office, internal\nAct 2001. (attracting top-tier talent in a competitive global audit processes covering ASPI programs,\nmarket; retaining critical expertise and corporate\nquality-management arrangements, and financial\nOur approach integrates a comprehensive suite knowledge; and ensuring effective succession\nservices, human resources and professional\n Source: `corporate-plans/2025-26.pdf (https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.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.pdf` - corporate-plans - https://s3-ap-southeast-2.amazonaws.com/ad-aspi/2021-09/ASPI%20Corporate%20plan%202021-2025.pdf?VersionId=I.Os8LRpmYINZFrYiXABEzdxci6IHWK_\n- `corporate-plans/2022.pdf` - corporate-plans - https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-11/ASPI%20Corporate%20plan%202022-2026.pdf?VersionId=Qj2z1sE3tH4eKF50bfmx5VvIu6OZuujn\n- `corporate-plans/2023.pdf` - corporate-plans - https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2023-08/ASPI%20Corporate%20plan%202023-2027.pdf?VersionId=LSH5y8OfFAiVRxPl1MWXty6gP2cStMNQ\n- `corporate-plans/2024.pdf` - corporate-plans - http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/11/29142912/ASPI_Corporate-Plan_24-28.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/04/21104725/ASPI-Corporate-Plan-2025-2026.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-02/ASPI%20Annual-Report_2020-2021.pdf?VersionId=B7LG1EptgVEw39hBwyXHrxAzLueB3BSL\n- `annual-reports/2021-22.pdf` - annual-reports - https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2022-12/ASPI%20Annual%20Report%202021-2022.pdf?VersionId=ey5w_.c8_Ogr8fiLoakr3RCP1dYO1AIh\n- `annual-reports/2022-23.pdf` - annual-reports - https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2024-01/ASPI%20Annual%20Report%202022-2023.pdf?VersionId=qeT_bnJsMgh1pk3WMC4YDuwZDXExP0wv\n- `annual-reports/2023-24.pdf` - annual-reports - http://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2024/12/03093753/ASPI-Annual-Report-2023-24_FA_acc.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16173210/ASPI-Annual-Report-2024-25_acc.pdf\n- `strategies/Company-Constitution-Australian-Strategic-Policy-Institute-ASPI-12-02-23.pdf` - strategies - https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2025/08/25161545/Company-Constitution-Australian-Strategic-Policy-Institute-ASPI-12-02-23.pdf\n- `pages/about.html` - pages - https://www.aspi.org.au/about-us/\n- `pages/contact.html` - pages - https://www.aspi.org.au/wp-content/themes/enfold/config-templatebuilder/avia-shortcodes/contact/contact.css?ver=7.1.3\n- `pages/homepage.html` - pages - https://www.aspi.org.au/\n- `pages/news-latest.html` - pages - https://www.aspi.org.au/media/\n- `pages/priorities-index.html` - pages - https://www.aspi.org.au/our-work/\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/ASPI-Charter-letter.pdf` - other-pdfs - https://s3-ap-southeast-2.amazonaws.com/ad-aspi/2017-07/ASPI-Charter-letter.pdf\n- `other-pdfs/ASPI-Funding_2021-2022.pdf` - other-pdfs - https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2023-02/ASPI-Funding_2021-2022.pdf?VersionId=uBgzvRFMWrzTqZfbQldVtdteieW95Ns1\n- `other-pdfs/ASPI-20Funding-202022-23.pdf` - other-pdfs - https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2024-01/ASPI%20Funding%202022-23.pdf?VersionId=8WqWXAVygdcOV5R6F2OovTqUFh_qt3Io\n- `other-pdfs/ASPI-20Funding-202023-24.pdf` - other-pdfs - https://ad-aspi.s3.ap-southeast-2.amazonaws.com/2025-03/ASPI%20Funding%202023-24.pdf?VersionId=GsXfp4y_oklpcSHqbirBC0VQKo3ni8ED\n- `other-pdfs/Annex-I-ASPI-by-numbers.pdf` - other-pdfs - https://aspi.s3.ap-southeast-2.amazonaws.com/wp-content/uploads/2026/02/16174020/Annex-I-ASPI-by-numbers.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Australian Strategic Policy Institute Limited — Legislation Administered\n\n**Generated**: 2026-05-13T03:43:48+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 26,344 in / 266 out · cost: $0.00096\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 3 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/Series/C2004A01966) | 2013 | Act | ASPI complies with reporting requirements under this act. |\n| [Corporations Act 2001](https://www.legislation.gov.au/Series/C2004A00255) | 2001 | Act | ASPI adheres to corporate governance requirements under this act. |\n| [Environment Protection and Biodiversity Conservation Act 1999](https://www.legislation.gov.au/Series/C2004A00885) | 1999 | Act | ASPI reports on its environmental performance under this act. |", "global_initiatives_md": "# Australian Strategic Policy Institute Limited — Global Initiatives Catalogue\n\n## Focus areas\n- Defence policy analysis\n- Strategic research\n- International security dialogues\n- National security expertise development\n- Public engagement on defence and security\n\n## Defence policy analysis\n\n### Global Security Initiative\n**Jurisdiction**: United States\n**Run by**: Department of Defense\n**Year**: 1947\n**Status**: Active\n**What it does (2–3 sentences)**: The Global Security Initiative (GSI) provides comprehensive defence policy analysis and strategic research to inform national security decisions and international relations.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from the U.S. Department of Defense’s extensive experience in global security strategy and policy development.\n**Find more**: [Search Global Security Initiative](https://www.google.com/search?q=Global+Security+Initiative)\n\n### European Security Strategy\n**Jurisdiction**: European Union\n**Run by**: European External Action Service (EEAS)\n**Year**: 2003\n**Status**: Active\n**What it does (2–3 sentences)**: The European Security Strategy (ESS) outlines the EU’s approach to maintaining peace and security, addressing global threats, and promoting international stability.\n**Why it matters to Australia (1–2 sentences)**: The EU’s comprehensive security strategy provides a model for multi-lateral security cooperation and threat mitigation.\n**Find more**: [Search European Security Strategy](https://www.google.com/search?q=European+Security+Strategy)\n\n### Defence White Paper\n**Jurisdiction**: United Kingdom\n**Run by**: Ministry of Defence (MOD)\n**Year**: 2021\n**Status**: Active\n**What it does (2–3 sentences)**: The UK Defence White Paper sets out the strategic direction for the UK’s defence policy, outlining priorities, capabilities, and future investments.\n**Why it matters to Australia (1–2 sentences)**: The UK’s Defence White Paper offers insights into contemporary defence policy frameworks and strategic priorities.\n**Find more**: [Search UK Defence White Paper](https://www.google.com/search?q=UK+Defence+White+Paper)\n\n## Strategic research\n\n### Asia-Pacific Security Programme\n**Jurisdiction**: United States\n**Run by**: Center for Strategic and International Studies (CSIS)\n**Year**: 1962\n**Status**: Active\n**What it does (2–3 sentences)**: The Asia-Pacific Security Programme conducts in-depth research and analysis on security issues in the Asia-Pacific region, providing strategic insights for policymakers.\n**Why it matters to Australia (1–2 sentences)**: CSIS’s regional security research offers valuable perspectives on the strategic dynamics in Australia’s immediate neighbourhood.\n**Find more**: [Search Asia-Pacific Security Programme](https://www.google.com/search?q=Asia-Pacific+Security+Programme)\n\n### Future of Warfare Project\n**Jurisdiction**: United Kingdom\n**Run by**: Royal United Services Institute (RUSI)\n**Year**: 1831\n**Status**: Active\n**What it does (2–3 sentences)**: The Future of Warfare Project examines emerging trends and technologies in warfare, providing strategic foresight and policy recommendations.\n**Why it matters to Australia (1–2 sentences)**: RUSI’s research on future warfare trends can inform Australia’s long-term defence planning and technological investments.\n**Find more**: [Search Future of Warfare Project](https://www.google.com/search?q=Future+of+Warfare+Project)\n\n## International security dialogues\n\n### Shangri-La Dialogue\n**Jurisdiction**: Singapore\n**Run by**: ISEAS – Yusof Ishak Institute\n**Year**: 2002\n**Status**: Active\n**What it does (2–3 sentences)**: The Shangri-La Dialogue is Asia’s premier security summit, bringing together defence leaders, policymakers, and experts to discuss regional and global security issues.\n**Why it matters to Australia (1–2 sentences)**: Participation in the Shangri-La Dialogue provides Australia with opportunities to engage with key regional security stakeholders and shape the regional security agenda.\n**Find more**: [Search Shangri-La Dialogue](https://www.google.com/search?q=Shangri-La+Dialogue)\n\n### NATO Defence Ministerial\n**Jurisdiction**: North Atlantic Treaty Organization (NATO)\n**Run by**: NATO\n**Year**: 1949\n**Status**: Active\n**What it does (2–3 sentences)**: The NATO Defence Ministerial convenes defence ministers from NATO member states to discuss defence policies, strategies, and collaborative efforts to enhance collective security.\n**Why it matters to Australia (1–2 sentences)**: Australia’s engagement in NATO Defence Ministerials can foster strategic alliances and cooperative security initiatives with key Western allies.\n**Find more**: [Search NATO Defence Ministerial](https://www.google.com/search?q=NATO+Defence+Ministerial)\n\n## National security expertise development\n\n### Australian Defence Force Academy\n**Jurisdiction**: Australia\n**Run by**: Department of Defence\n**Year**: 1947\n**Status**: Active\n**What it does (2–3 sentences)**: The Australian Defence Force Academy (ADFA) provides education and training for defence personnel, fostering national security expertise and leadership development.\n**Why it matters to Australia (1–2 sentences)**: ADFA’s comprehensive training programs set a high standard for national security education and professional development.\n**Find more**: [Search Australian Defence Force Academy](https://www.google.com/search?q=Australian+Defence+Force+Academy)\n\n### Harvard Kennedy School – Belfer Center for Science and International Affairs\n**Jurisdiction**: United States\n**Run by**: Harvard Kennedy School\n**Year**: 1973\n**Status**: Active\n**What it does (2–3 sentences)**: The Belfer Center conducts research and education in science and international affairs, focusing on national and global security issues to develop strategic policy expertise.\n**Why it matters to Australia (1–2 sentences)**: The Belfer Center’s advanced research and educational programs offer valuable insights into national security and international strategic policy.\n**Find more**: [Search Belfer Center](https://www.google.com/search?q=Belfer+Center+for+Science+and+International+Affairs)\n\n## Public engagement on defence and security\n\n### Defence Futures Forum\n**Jurisdiction**: United Kingdom\n**Run by**: Ministry of Defence (MOD)\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The Defence Futures Forum engages with the public and experts to discuss future defence challenges and opportunities, fostering informed public debate on defence policy.\n**Why it matters to Australia (1–2 sentences)**: The UK’s Defence Futures Forum provides a model for engaging citizens and stakeholders in national security discussions and policy development.\n**Find more**: [Search Defence Futures Forum](https://www.google.com/search?q=Defence+Futures+Forum)\n\n### National Security College\n**Jurisdiction**: Australia\n**Run by**: Australian National University (ANU)\n**Year**: 1997\n**Status**: Active\n**What it does (2–3 sentences)**: The National Security College at ANU conducts research, education, and public engagement activities to enhance national security expertise and public understanding of security issues.\n**Why it matters to Australia (1–2 sentences)**: ANU’s National Security College’s initiatives offer valuable insights into national security education and public engagement strategies.\n**Find more**: [Search National Security College](https://www.google.com/search?q=National+Security+College)\n\n*Note: These initiatives are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "ASPI’s role is to function as a strategic policy research centre, independently of government, providing policy-relevant research and analysis to better inform government decision-makers and public understanding of strategic and defence issues.", "vision_source_page": 11, "purposes": "The three key underlying purposes of ASPI’s Charter are to: • provide alternative sources of input to government decision-making processes on major strategic and defence policy issues • help nourish public debate and understanding • contribute to the development of professional strategic policy expertise in Australia.", "purposes_source_page": 11, "how_we_deliver": "To achieve those purposes, ASPI was established by the Australian Government with four key objectives: • conducting and publishing research on issues related to Australia’s strategic and defence policy choices • preparing policy inputs on strategic and defence issues to government, as requested by government, subject to funding • conducting a program of activities to increase understanding of strategic and defence policy issues among Australians, and to encourage the development of expertise in topics relevant to Australia’s strategic and defence policy choices • promoting international understanding of Australia’s strategic and defence policy perspectives.", "how_we_deliver_source_page": 11, "government_priorities": [ { "text": "Conduct research and publish relevant outputs", "source_page": 18 }, { "text": "Provide government with an alternative source of strategic policy ideas and advice", "source_page": 19 }, { "text": "Stimulate public discussion on key aspects of defence and security policy", "source_page": 20 }, { "text": "Promote international understanding of Australia’s strategic and defence policy", "source_page": 21 }, { "text": "Develop expertise and nurture the next generation of strategic policy thinkers", "source_page": 22 }, { "text": "Achieve new funding and revenue streams", "source_page": 23 } ], "outcomes": [ { "name": "Outcome 1: Climate change and energy", "description": "Accelerating climate change is a primary threat to geopolitical stability and national security, with severe impacts on supply chains, food systems and economic growth outpacing our capacity to respond. Since mitigation alone is insufficient, Australia must urgently adapt by embedding climate resilience into national planning in a way that reinforces our sovereignty and strategic autonomy. Strengthening supply chains and diversifying trade are core security priorities that reduce exposure to coercion while tackling the climate challenge.", "key_activities": [ "Conducting research on climate resilience", "Promoting climate adaptation strategies" ], "source_page": 30 } ], "values": [ "Independence", "Integrity", "Excellence" ], "values_framework_name": "ASPI Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Count of major publications produced in the reporting period.", "target": "5 more than previous year", "source_page": 18 }, { "code": "CCE02", "measure": "Count of internally authored articles published on The Strategist website in the reporting period.", "target": "140", "source_page": 18 }, { "code": "CCE03", "measure": "Percentage of positive ratings on quality of research from annual key stakeholder surveys.", "target": "≥80%", "source_page": 18 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Count of major publications produced in the 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