{ "entity_id": "B-002379", "folder": "Comcover", "name": "Comcover", "type": "Advisory Body", "jurisdiction": "Commonwealth", "portfolio": "Finance", "website": "http://www.finance.gov.au/comcover/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 21, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "Finance assists the Australian Government to achieve its fiscal and policy objectives by advising on expenditure, managing sustainable public sector resourcing, driving public sector transformation and delivering efficient, cost-effective services to, and for, Government. [CP p.4]", "official_site_url": "http://www.finance.gov.au/comcover/", "source_documents": [ { "type": "annual_report", "title": "Entire report", "url": "http://www.finance.gov.au/sites/default/files/2019-11/Annual_Report_2018-19_online_0.pdf", "period": "2018-19", "confidence": "high" }, { "type": "annual_report", "title": "Complete report", "url": "http://www.finance.gov.au/sites/default/files/2019-11/annual_report_2017-18_online.pdf", "period": "2017-18", "confidence": "high" }, { "type": "corporate_plan", "title": "Download the Corporate Plan 2023–24", "url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "corporate_plan", "title": "Download the Corporate Plan 2022–23", "url": "http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf", "period": "2022-23", "confidence": "high" }, { "type": "corporate_plan", "title": "Download the Corporate Plan 2021–22", "url": "http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf", "period": "2021-22", "confidence": "high" }, { "type": "corporate_plan", "title": "Download the Corporate Plan 2020-21", "url": "http://www.finance.gov.au/sites/default/files/2020-10/Corporate Plan 2020-21_0.pdf", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "Finance-Corporate-Plan-2019-20.pdf", "url": "http://www.finance.gov.au/sites/default/files/2020-02/Finance-Corporate-Plan-2019-20.pdf", "period": "2019-20", "confidence": "high" }, { "type": "strategie", "title": "performing a self-assessment, using the results, developing an action plan, frequently asked questions and other resources", "url": "http://www.finance.gov.au/sites/default/files/2025-12/regulator-maturity-model-user-guide.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "Information Sheet - Cyber Risk", "url": "http://www.finance.gov.au/sites/default/files/2022-12/information-sheet-cyber-risk.pdf", "period": "2022", "confidence": "medium" }, { "type": "strategie", "title": "Net Zero in Government Operations Roadmap", "url": "https://www.finance.gov.au/sites/default/files/2026-02/APS_Net_Zero_Roadmap-Dec-2024.pdf", "period": "2026", "confidence": "medium" }, { "type": "strategie", "title": "Net Zero in Government Operations Strategy", "url": "https://www.finance.gov.au/sites/default/files/2023-11/Net_Zero_Government_Operations_Strategy.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "Emissions Reporting Framework 2025-26", "url": "http://www.finance.gov.au/sites/default/files/2026-05/emissions-reporting-framework-2025-26.pdf", "period": "2025-26", "confidence": "medium" }, { "type": "strategie", "title": "Emissions Reporting Framework 2024-25", "url": "http://www.finance.gov.au/sites/default/files/2025-06/emissions-reporting-framework.pdf", "period": "2024-25", "confidence": "medium" }, { "type": "strategie", "title": "Net Zero in Government Operations Annual Progress Report 2024-25", "url": "https://www.finance.gov.au/sites/default/files/2025-12/Annual-Progress-Report-2024-25_V2.pdf", "period": "2024-25", "confidence": "medium" }, { "type": "strategie", "title": "Net Zero in Government Operations Annual Progress Report 2023-24", "url": "https://www.finance.gov.au/sites/default/files/2025-03/net-zero-in-government-operations-annual-progress-report-2023-24.pdf", "period": "2023-24", "confidence": "medium" }, { "type": "strategie", "title": "Net Zero in Government Operations Annual Progress Report for 2022-23", "url": "https://www.finance.gov.au/sites/default/files/2023-12/2022-23-Net-Zero-in-Government-Operations-Annual-Progress-Report_0.pdf", "period": "2022-23", "confidence": "medium" } ], "purpose": { "text": "Finance assists the Australian Government to achieve its fiscal and policy objectives by advising on expenditure, managing sustainable public sector resourcing, driving public sector transformation and delivering efficient, cost-effective services to, and for, Government. [CP p.4]", "source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "source_page": 4, "source_deep_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=4" }, "vision": null, "strategic_priorities": [ { "title": "advising on expenditure and managing sustainable public sector resourcing assisting the Government to achieve its fiscal", "description": "advising on expenditure and managing sustainable public sector resourcing assisting the Government to achieve its fiscal and policy objectives", "source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "source_page": 14, "source_deep_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=14" }, { "title": "delivering cost-effective services to, and for, Government by supporting parliamentarians and their staff through framew", "description": "delivering cost-effective services to, and for, Government by supporting parliamentarians and their staff through frameworks that administer remuneration, work expenses and other public resources", "source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "source_page": 14, "source_deep_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=14" }, { "title": "managing public sector frameworks and governance mechanisms across the whole of government ensuring the sector is operat", "description": "managing public sector frameworks and governance mechanisms across the whole of government ensuring the sector is operating efficiently and has the organisational capability to respond to changing priorities", "source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "source_page": 14, "source_deep_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=14" }, { "title": "driving public sector transformation and delivering productive and better quality services to citizens and businesses", "description": "driving public sector transformation and delivering productive and better quality services to citizens and businesses", "source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "source_page": 14, "source_deep_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=14" } ], "values": [ { "name": "Impartial", "description": "", "source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "source_page": null }, { "name": "Committed to service", "description": "", "source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "source_page": null }, { "name": "Accountable", "description": "", "source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "source_page": null }, { "name": "Respectful", "description": "", "source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "source_page": null }, { "name": "Ethical", "description": "", "source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "source_page": null } ], "outcomes": [ { "name": "Support sustainable Australian Government finances through providing high-quality policy advice and operational support to the government and Commonwealth entities to maintain effective and efficient use of public resources.", "description": "Finance supports the Australian Government to achieve its fiscal and policy objectives by advising on expenditure, managing sustainable public sector resourcing, driving public sector transformation and delivering efficient, cost-effective services to, and for, Government.", "activities": [ "providing policy and financial advice to the Minister for Finance, senior ministers and Cabinet’s Expenditure Review Committee on government expenditure and program delivery", "supporting the Government in its Budget preparation, delivery and ongoing management through the Budget process" ], "source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "source_page": 5, "source_deep_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=5" }, { "name": "Support for Parliamentarians and others as required by the Australian Government through the delivery of and advice on, work expenses and allowances, entitlements and targeted programs.", "description": "The Department has continued to focus on delivering cost-effective services to Commonwealth entities through the Service Delivery Office, providing efficiencies to clients and providing high-level services to parliamentarians, their employees and others to assist them in undertaking their duties.", "activities": [ "supporting parliamentarians and their staff through frameworks that administer remuneration, work expenses and other public resources", "delivering services through the Service Delivery Office and providing a range of secure telecommunications and ICT infrastructure" ], "source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "source_page": 5, "source_deep_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=5" }, { "name": "Transforming government to be more efficient, adaptable, productive and sustainable.", "description": "Finance supports business improvements across the APS and investment in technology and digital capability that enabled public servants to focus on the Government’s strategic priorities and collaborate in the delivery of services.", "activities": [ "driving public sector transformation and delivering productive and better quality services to citizens and businesses", "supporting business improvements across the APS and investment in technology and digital capability" ], "source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "source_page": 5, "source_deep_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=5" } ], "performance_measures": [ { "code": "CCE01", "measure": "Stability or improvement", "target": "Stability or improvement", "latest_result": "Stability or improvement", "status": "Achieved", "target_source_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "target_source_page": null, "result_source_url": "http://www.finance.gov.au/sites/default/files/2019-11/Annual_Report_2018-19_online_0.pdf", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "Finance assists the Australian Government to achieve its fiscal and policy objectives by advising on expenditure, managing sustainable public sector resourcing, driving public sect", "advising on expenditure and managing sustainable public sector resourcing assisting the Government to achieve its fiscal and policy objectives", "delivering cost-effective services to, and for, Government by supporting parliamentarians and their staff through frameworks that administer remuneration, work expenses and other public resources", "managing public sector frameworks and governance mechanisms across the whole of government ensuring the sector is operating efficiently and has the organisational capability to respond to changing priorities", "driving public sector transformation and delivering productive and better quality services to citizens and businesses" ], "watch_terms": [ "Stability or improvement" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Comcover — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](http://www.finance.gov.au/sites/default/files/2019-11/Annual_Report_2018-19_online_0.pdf)\n**Corporate Plan**: [2025-26](http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)\n\n## Our purpose / purposes\n\n> Finance assists the Australian Government to achieve its fiscal and policy objectives by advising on expenditure, managing sustainable public sector resourcing, driving public sector transformation and delivering efficient, cost-effective services to, and for, Government. [CP p.4](http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=4) [[CP p.4](http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=4)(http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=4)]\n\n## How we deliver\n\n> Finance delivers an array of support and services including: providing policy and financial advice to the Minister for Finance, senior ministers and Cabinet’s Expenditure Review Committee on government expenditure and program delivery; supporting the Government in its Budget preparation, delivery and ongoing management through the Budget process; providing leadership in the reform of the Australian Public Service (APS), such as through the Public Service Modernisation Fund and by promoting public sector productivity, including by overseeing and delivering shared services; fostering leading public-sector practice through public-sector resource management, governance and accountability frameworks; providing advice to the Government on optimal arrangements for construction, management and sale of public assets; administering the Government’s general insurance fund, investment funds and superannuation schemes; managing the Government’s shareholdings in a number of Government Business Enterprises (GBEs) and other public non-financial corporations; providing a range of facilities and services to parliamentarians, their staff and former senators and members; delivering whole-of-government information and communication technology services; developing and maintaining the Government’s procurement policy framework; managing the Government’s special claims, insurance and risk management operations; administering discretionary compensation payments. [CP p.4](http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=4) [[CP p.4](http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=4)(http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=4)]\n\n## Government priorities for this department\n\n- advising on expenditure and managing sustainable public sector resourcing assisting the Government to achieve its fiscal and policy objectives [[CP p.14](http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=14)(http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=14)]\n- delivering cost-effective services to, and for, Government by supporting parliamentarians and their staff through frameworks that administer remuneration, work expenses and other public resources [[CP p.14](http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=14)(http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=14)]\n- managing public sector frameworks and governance mechanisms across the whole of government ensuring the sector is operating efficiently and has the organisational capability to respond to changing priorities [[CP p.14](http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=14)(http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=14)]\n- driving public sector transformation and delivering productive and better quality services to citizens and businesses [[CP p.14](http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=14)(http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=14)]\n\n## Outcomes\n\n### Support sustainable Australian Government finances through providing high-quality policy advice and operational support to the government and Commonwealth entities to maintain effective and efficient use of public resources.\nFinance supports the Australian Government to achieve its fiscal and policy objectives by advising on expenditure, managing sustainable public sector resourcing, driving public sector transformation and delivering efficient, cost-effective services to, and for, Government. [[CP p.5](http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=5)(http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=5)]\n\n**Key activities:**\n- providing policy and financial advice to the Minister for Finance, senior ministers and Cabinet’s Expenditure Review Committee on government expenditure and program delivery\n- supporting the Government in its Budget preparation, delivery and ongoing management through the Budget process\n\n### Support for Parliamentarians and others as required by the Australian Government through the delivery of and advice on, work expenses and allowances, entitlements and targeted programs.\nThe Department has continued to focus on delivering cost-effective services to Commonwealth entities through the Service Delivery Office, providing efficiencies to clients and providing high-level services to parliamentarians, their employees and others to assist them in undertaking their duties. [[CP p.5](http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=5)(http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=5)]\n\n**Key activities:**\n- supporting parliamentarians and their staff through frameworks that administer remuneration, work expenses and other public resources\n- delivering services through the Service Delivery Office and providing a range of secure telecommunications and ICT infrastructure\n\n### Transforming government to be more efficient, adaptable, productive and sustainable.\nFinance supports business improvements across the APS and investment in technology and digital capability that enabled public servants to focus on the Government’s strategic priorities and collaborate in the delivery of services. [[CP p.5](http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=5)(http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf#page=5)]\n\n**Key activities:**\n- driving public sector transformation and delivering productive and better quality services to citizens and businesses\n- supporting business improvements across the APS and investment in technology and digital capability\n\n## Values and principles\n\n_Australian Public Service Values_\n\n- Impartial\n- Committed to service\n- Accountable\n- Respectful\n- Ethical\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 | Stability or improvement | Stability or improvement | |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Stability or improvement | Stability or improvement | Achieved | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Comcover - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:17:28.442335+00:00\n**Entity ID**: B-002379\n**Entity type**: Advisory Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Finance\n**Website**: http://www.finance.gov.au/comcover/\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 | 2 |\n| corporate-plans | 5 |\n| other-pdfs | 5 |\n| pages | 44 |\n| strategies | 9 |\n\n## Executive Readout\n\n### Purpose\n\n- This Corporate Plan – Reform agenda� At Finance, we have a strong\nfor the reporting period 2023-24 to 2026-27 – commitment to integrity, investing heavily over\nsets out how we will direct our efforts to achieve recent years in strengthening our integrity culture\nour purpose and deliver on the Government’s and supporting all staff to share responsibility\npriorities� to foster accountability and ethical behaviour\nacross the department�\nIn the year ahead we will maintain a strong focus\nI look forward to the challenging work of the next\non supporting the Government to safeguard\nseveral years and am pleased to present our\nAustralia’s economic prosperity and social\nCorporate Plan�\noutcomes, while our nation faces a range\nof ongoing economic, security and broader As the accountable authority, I am pleased to\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- [Page 9]\nEnvironment\nOver the period of this Plan, Finance will apply the ethical behaviour, digital literacy, data analytics and\nlessons from recent challenges to improve the way financial and policy analysis will position Finance to\nwe deliver on our transformation commitments and meet expectations now and into the future�\nencourage innovation, while managing the risks of\nrapid change� Table 1 sets out the environmental The strong relationships we have formed with\nfactors that may affect Finance’s ability to achieve Commonwealth entities and counterparts in other\nits purpose across our three performance themes� jurisdictions and overseas support our approach to\nimproving whole-of-government services, through\nFinance strives to be an exemplar in promoting stronger delivery relationships and advances in\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 11]\nFigure 2 – Our approach to managing risk\nPurpose\nerutluC\nGovernance\nand\nassurance\nValues and behaviours\nStrategic focus\nIntegrated Making\nPeople Stewardship Business Business\nPlanning Better\nEnterprise Risk Management Framework\nRisk management policy\n(Accountable Authority Instructions)\nRisk appetite Strategic risk\nFinance’s Executive Board, chaired by the Secretary, Finance’s risk governance in 2021–22 will continue\nhas overarching responsibility for the Framework� to support this clear line of sight� In addition\nThe Chief Risk Officer, a central risk oversight team, to the ongoing governance role of the Risk\nthe Risk Subcommittee, and the Audit Committee Subcommittee, the membership and Terms of\nsupport the Executive Board in reviewing and Reference of the Risk Engagement Group will be\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- Table 3: Key strategic risks and mitigation strategies\nStrategic focus Strategic risk Risk mitigation strategy\nStewardship 1� Finance does not meet the Finance’s central agency role involves strategic\nexpectations of government with and cooperative partnerships with clients and\nregard to the provision of relevant, stakeholders�\ntimely and considered advice�\nTo strengthen these partnerships, Finance\nis defining and implementing governance\n2� Finance fails to clearly develop\nstructures to collaborate, share knowledge\nand implement its stewardship\nand develop solutions with a focus on shared\nrole (leading, guiding, influencing\nrisk outcomes� Finance’s partnered and\nand delivering) in modernising and\ncollaborative approach is all the more critical as\ntransforming the public sector to\nthe Department provides rapid advice, responds\nachieve government fiscal and\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n\n### Role and Functions\n\n- This will facilitate the further adoption of\ncloud services by the department to access The National Data Commissioner, supported\ncontemporary ICT services from a range of by their office, is the regulator of the DATA\nproviders� It will also reduce data centre and ICT Scheme – a best practice Scheme for sharing\ninfrastructure costs and enable further digital data collected by the Australian Government�\ntransformation� Established by the Data Availability and\nTransparency Act 2022, the Scheme is\nOver 2023-24, Finance will also work on underpinned by strong safeguards and\noptimising this environment with a focus consistent, efficient processes.\non performance, reliability and security� The\nprovision of new laptops and mobile devices will We approach regulatory performance reporting\nprovide a streamlined user experience for staff. in accordance with the Resource Management\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- 1\nThe portfolio ..............................................................................................................................................................................................................2\nRole and functions .................................................................................................................................................................................................4\nPurpose ........................................................................................................................................................................................................................4\nOperating environment ......................................................................................................................................................................................5\nOutcomes and programs ........\n Source: `annual-reports/2018-19.pdf (http://www.finance.gov.au/sites/default/files/2019-11/Annual_Report_2018-19_online_0.pdf)`\n- [Page 36]\nDepartment of Finance\nCorporate Plan 2019–20\nPublic sector resourcing and transformation\nActivity Performance Criteria Assessed as Methodology Changes since 2018-19\nCorporate Plan\nDeliver an efficient and The management of Commonwealth Property efficiencies are delivered through Measured and reported through the: Changes to this measure in\ncommercial approach property delivers efficiencies in the whole-of-Australian Government property  annual Australian Government 2019–20 reflect that\nto the management of relation to leasing and facilities services coordinated procurement Finance’s management role\nOffice Occupancy Report\nCommonwealth management for non-corporate arrangements for leasing and facilities continues to evolve, in\n property services coordinated\nproperty through the Commonwealth entities. management. particular with the\nprocurement arrangements for\n Source: `corporate-plans/2019-20.pdf (http://www.finance.gov.au/sites/default/files/2020-02/Finance-Corporate-Plan-2019-20.pdf)`\n- Figure 4: Total Expenditure 2020-21\nAdministered Departmental\nCapital Budget Capital Budget\n0.1 0.4\nTotal expenditure % %\n2020-21\n$12,702\nMillion Departmental Administered\nExpenses Expenses\n4.2 95.3\n% %\nSource: Portfolio Additional Estimates Statement 2019-20\nOPERATING CONTEXT | 13\n Source: `corporate-plans/2020-21.pdf (http://www.finance.gov.au/sites/default/files/2020-10/Corporate Plan 2020-21_0.pdf)`\n- [Page 11]\nFigure 2 – Our approach to managing risk\nPurpose\nerutluC\nGovernance\nand\nassurance\nValues and behaviours\nStrategic focus\nIntegrated Making\nPeople Stewardship Business Business\nPlanning Better\nEnterprise Risk Management Framework\nRisk management policy\n(Accountable Authority Instructions)\nRisk appetite Strategic risk\nFinance’s Executive Board, chaired by the Secretary, Finance’s risk governance in 2021–22 will continue\nhas overarching responsibility for the Framework� to support this clear line of sight� In addition\nThe Chief Risk Officer, a central risk oversight team, to the ongoing governance role of the Risk\nthe Risk Subcommittee, and the Audit Committee Subcommittee, the membership and Terms of\nsupport the Executive Board in reviewing and Reference of the Risk Engagement Group will be\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 18]\nFinancial management\nFinance has a total departmental expense Finance has a total administered expense\nbudget of $579�8 million in 2021–22 budget of $10,703�1 million in 2021–22 and an\nincluding for functions delivered for whole-of- administered capital budget of $18�9 million�\ngovernment purposes and supported through\nSpecial Accounts� Finance’s departmental Further information regarding Finance’s budget\ncapital budget is $64�4 million, of which estimates (departmental and administered),\n$55�2 million relates to projects in the Average Staffing Levels, and financial statements\nProperty Special Account� for the reporting period is set out in the Finance\nPBS 2021–22�\nFigure 4 Total expenditure 2021–22\nAdministered Departmental\nCapital Budget Capital Budget\n% %\n0.2 0.6\nTotal expenditure\n2021–22\n$11,366\nMillion\nAdministered Departmental\nExpenses Expenses\n% %\n94.1 5.1\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n\n### Strategic Priorities\n\n- [Page 21]\nPerformance\nFinance continues to strengthen the performance information we provide\nto the Parliament and the broader community� The 2021–22 Corporate Plan\nfeatures updates to the explanation of Finance’s performance framework that\nmore clearly links Finance’s purpose, functions and priority activities in the\nforward period�\nPerformance themes and framework\nPerformance themes\nThe performance framework provides performance information\non the key themes of our performance\npublic sector delivering effective\nadvising\nresourcing and services to, and\non expenditure\ntransformation for, government\nFinance’s responsibilities under each • goals for each performance measure to\nperformance theme are not mutually exclusive� assess achievements over time including\nCollaboration across functions remains a key performance targets where reasonably\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 32]\nPublic sector resourcing and transformation – key activities and performance measures\nKey activity 7: Engage with Government Business Enterprises Target\nEngage with Government Business Enterprises (GBEs) and shareholder\ndepartments to facilitate efficiency, financial sustainability and sound\ngovernance arrangements for all GBEs�\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\n62\n–\n5202\nPerformance measure 7.1: Promote efficient, financially sustainable and sound governance\narrangements for all GBEs\nContinue to encourage ongoing efficiency and financial sustainability in GBEs, including to facilitate and monitor\nGBE delivery of the Government’s key infrastructure priorities, including Western Sydney Airport, Inland Rail,\nintermodal terminals, Snowy Hydro and naval shipbuilding�\nHow will this performance measure be assessed?\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- [Page 7]\nKEY ACTIVITIES PRIORITY INITIATIVES\nKA 1� Provide policy advice on Support the delivery of the Budget and key economic updates\nexpenditure across all portfolios\nIn 2023-24, Finance will continue to support government priorities\nand deliver Budget updates, cash\nand decision-making through the delivery of key economic updates,\nmanagement and consolidated\nconsistent with the Charter of Budget Honesty Act 1998� Finance will\nfinancial reporting\ndeliver the 2022-23 Consolidated Financial Statements and the 2022\n23 Final Budget Outcome� Our work will continue through the current\nfinancial year with the planning and delivery of the 2024 25 Budget.\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- Finance will also deliver a wide range of\nthe Government’s priorities, including the\nGovernment’s APS net zero commitments,\nsupporting Australia’s acquisition of\nnuclear-powered submarine capability,\nThe publication of the Finance implementing the Government’s commitment to\na strengthened and expanded Digital ID system,\nCorporate Plan 2023-24 coincides\nworking with the Digital Transformation Agency\nwith my first rewarding year as to support the implementation of the Data and\nDigital Government Strategy, and implementing\nSecretary of Finance.\nimprovements to Commonwealth parliamentary\nworkplaces�\nThis year we have transformed our purpose\nstatement and key activities to better reflect Investing in our capability – in our people, our\nthe breadth of activity Finance delivers� Further systems and our practices – and empowering\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- [Page 18]\nFinancial management\nFinance has a total departmental expense Finance has a total administered expense\nbudget of $579�8 million in 2021–22 budget of $10,703�1 million in 2021–22 and an\nincluding for functions delivered for whole-of- administered capital budget of $18�9 million�\ngovernment purposes and supported through\nSpecial Accounts� Finance’s departmental Further information regarding Finance’s budget\ncapital budget is $64�4 million, of which estimates (departmental and administered),\n$55�2 million relates to projects in the Average Staffing Levels, and financial statements\nProperty Special Account� for the reporting period is set out in the Finance\nPBS 2021–22�\nFigure 4 Total expenditure 2021–22\nAdministered Departmental\nCapital Budget Capital Budget\n% %\n0.2 0.6\nTotal expenditure\n2021–22\n$11,366\nMillion\nAdministered Departmental\nExpenses Expenses\n% %\n94.1 5.1\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [pages 18,19,20,21]\nerformance in line with government and\nstrategy and make decisions on departmental departmental priorities� Finance’s governance\npriorities and resourcing, aligned with framework incorporates integrated business planning\nFinance’s approach to managing risk� This and is supported by a centralised secretariat function�\nincludes creating investment capacity to build This helps ensure decision-making on resourcing is\ncapability and support the Government and consistent across Finance, aligned with priorities and\nAPS more broadly� management of risk and supports the Secretary in\ndischarging her duties under the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act)\nand the Public Service Act 1999.\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [pages 21,22,23]\ntively, Finance’s performance themes\noverall progress�\nensure all activities contribute to achieving\nour purpose�\nFigure 7 outlines the relationship between\nFinance’s different levels of business planning\nFinance’s performance framework (pages\n(the purpose statement, key activities, and\n22 – 47) provides substantial detail on how we\nsignificant initiatives) and how the approach we\nmeasure progress in achieving our purpose\ntake is shaped by our values, guiding principles\nby identifying:\nand transformation commitments� This provides\na clear line of sight and informs internal business\n• key activities under each of the three\nplanning, resourcing and investment decisions�\nperformance themes\n• performance measures that reflect the\noutcomes these activities are intended\nto achieve\nPERFORMANCE 21\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [pages 32,33,34]\nal focus to achieve more widespread use of commercial investment\nand procurement models in delivering policy outcomes� Finance is supporting agencies to\nconsider the benefits of commercial financing and procurement and to create opportunities for\npartnership with the private sector in delivering government priorities� This will be achieved by:\n1� developing and piloting an expanded set of commercial options and approaches to secure\nprivate capital and capability; and\n2� working with key stakeholders to further support strategic engagement with the investment\ncommunity�\nThese work streams focus on opportunities to leverage private sector capital, investment,\ninnovation, risk appetite, and capability to maximise the efficiency and effectiveness of major\ngovernment investments�\nPERFORMANCE 32\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 35]\nPublic sector resourcing and transformation – key activities and performance measures\nKey activity 3: Support the proper use and management of public Target\nresources\nSupport the proper use of public resources by Commonwealth entities and\ncompanies under the Commonwealth Resource Management Framework�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 3.1: Governance and accountability\nFinance ensures the Resource Management Framework is maintained as a fit-for-purpose framework for the\nproper use of public resources, and supports Commonwealth entities and companies to meet high standards of\ngovernance, performance and accountability through effective engagement and the provision of guidance.\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 36]\nPublic sector resourcing and transformation – key activities and performance measures\nKey activity 4: Enable value for money procurements Target\nLeverage experience and support the Australian Government to achieve\nvalue for money procurements and support the national interest�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 4.1: Stewardship over procurement systems and policies\nFinance works with external stakeholders to provide stewardship over systems and policies to support a\nfair, efficient, and transparent procurement framework, and to implement and maintain Whole-of-Australian-\nGovernment (WoAG) procurement arrangements for non-ICT services (e.g. travel bookings and major office\nequipment) to generate price savings and operating efficiencies.\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- This is a composite performance measure comprising 3 sub-measures (1�1�1; 1�1�2; and 1�1�3)�\nEnd-of-year reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 90-99%\nPartially achieved: Overall rating across the 3 sub-measures is 80-89%\nNot achieved: Overall rating across the 3 sub-measures is less than 80%.\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- This is a composite performance measure comprising 3 sub-measures (9�1�1; 9�1�2; and 9�1�3)�\nEnd-of-year reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 75-99%\nPartially achieved: Overall rating across the 3 sub-measures is 50-74%\nNot achieved: Overall rating across the 3 sub-measures is less than 50%\nData sources used: Finance administrative data�\nPERFORMANCE 38\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- This is a composite performance measure comprising 3 sub-measures (9�2�1; 9�2�2; and 9�2�3)�\nEnd-of-year reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 75-99%\nPartially achieved: Overall rating across the 3 sub-measures is 50-74%\nNot achieved: Overall rating across the 3 sub-measures is less than 50%\nData sources used:\n9�2�1 Volumetric data direct from Enterprise Resource Management system\n9�2�2 The Memorandum of Understanding in place with each client outlining the services they consumed\n9.2.3 Finance project status reports and GovERP Program reporting and governance forum minutes.\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- The accuracy of estimates is measured by calculating the variance to actual between\nthe measured estimated expenses and the FBO�\nBudget papers and related economic updates are produced in accordance with timeframes and requirements\nin the Charter of Budget Honesty Act 1998� Appropriation bills are introduced into parliament at times intended\nby government and in accordance with legislative requirements� Timeliness is demonstrated by tabling dates of\nbudget papers, related economic updates and appropriation bills recorded in Hansard�\nBudget papers and related economic updates outline the external reporting standards used and identify any\ndeparture from that standard�\nFor performance measure 1�1, which is a composite measure comprised of three sub-measures, weightings\nhave been applied to determine the overall achievement� 1�1�1 accounts for 20%, 1�1�2 accounts for 40% and\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- [pages 20,21]\ners, related economic updates and appropriation bills recorded in Hansard�\nBudget papers and related economic updates outline the external reporting standards used and identify any\ndeparture from that standard�\nFor performance measure 1�1, which is a composite measure comprised of three sub-measures, weightings\nhave been applied to determine the overall achievement� 1�1�1 accounts for 20%, 1�1�2 accounts for 40% and\n1�1�3 accounts for 40%�\nEnd-of-year reporting thresholds are recorded as:\n• Fully achieved: Overall rating across the 3 sub-measures is 100%\n• Substantially achieved: Overall rating across the 3 sub-measures is 90-99%\n• Partially achieved: Overall rating across the 3 sub-measures is 80-89%\n• Not achieved: Overall rating across the 3 sub-measures is <80%\nPERFORMANCE FRAMEWORK 20\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- 2�1�1 PGPA Entity Survey satisfaction results in respect to the\nsupport Finance provides to assist Commonwealth entities\nand companies to meet the requirements and policy intent of >85% >85% >85% >85%\nthe Resource Management Framework achieves the target\nresult of 85% or above�\n2�1�2 Joint Committee of Public Accounts and Audit (JCPAA)\nReports and Auditor-General Performance Audit Reports\nprovide evidence of Parliament using the key artifacts of the    \nCommonwealth performance framework to scrutinise the\nnon-financial performance of Commonwealth entities and\ncompanies�\nPerformance measure 2.2: Stewardship over procurement systems and policies\nFinance works with external stakeholders to provide stewardship over systems and policies to support a fair,\nefficient, and transparent procurement framework and to implement and maintain\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- 2�1, 2�2, 2�3, 2�4, 2�5, 2�6 and their sub-measures (where applicable) are stand-alone measures and not weighted\nwhen considering the overall performance of each measure� All measures need to be fully achieved for the\noverall assessment of 2�1, 2�2, 2�3, 2�4, 2�5, and 2�6 to be fully achieved, otherwise the lower rating will apply�\nMethodology:\n2.1.1 - Assessed through an entity survey (satisfaction target derived from a specific survey question – the\nnumber reference of which may change from survey to survey)� The survey is undertaken by a suitably\naccredited external research company� The design, methodology (sampling, collection, processing and analysis)\nof the survey is documented and available on the PGPA Communications Team SharePoint site�\n2.1.2 - Measured through monitoring all JCPAA Reports and Auditor-General ANAO reports tabled in Parliament\neach reporting period and:\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- [Page 34]\nAPPENDICES\nAppendix A –\nSummary of changes to performance measures\nIn this Corporate Plan, Finance identifies 22 performance measures for the\nreporting period 2023–24 to 2026–27 with:\n• 18 existing performance measures that are unchanged or only marginally changed to improve the\nclarity of the performance information, including where greater consistency is being supported\nacross different aspects of the PGPA framework and where measure collection methodologies have\nbeen strengthened\n• 4 new performance measure added to reflect a more robust indicator of performance\n• 2 performance measures removed since 2022–23 (no longer applicable and/or oversight\nreassigned to an internal governance committee as an operational metric forming part of Finance’s\ncascading performance measures framework)�\nWe continue to refine the presentation of our performance measures, including the relevant\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- Key activity 2: Provide central cash management Target\nIntra-day disbursements through the central cash management system\nso that entities have access to near real-time funds to deliver on the\npolicy objectives of the Government in necessary timeframes�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 2.1: Daily disbursement of cash\nCommonwealth entities have access to cash, in near real-time, as required.\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 35]\nPublic sector resourcing and transformation – key activities and performance measures\nKey activity 3: Support the proper use and management of public Target\nresources\nSupport the proper use of public resources by Commonwealth entities and\ncompanies under the Commonwealth Resource Management Framework�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 3.1: Governance and accountability\nFinance ensures the Resource Management Framework is maintained as a fit-for-purpose framework for the\nproper use of public resources, and supports Commonwealth entities and companies to meet high standards of\ngovernance, performance and accountability through effective engagement and the provision of guidance.\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 36]\nPublic sector resourcing and transformation – key activities and performance measures\nKey activity 4: Enable value for money procurements Target\nLeverage experience and support the Australian Government to achieve\nvalue for money procurements and support the national interest�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 4.1: Stewardship over procurement systems and policies\nFinance works with external stakeholders to provide stewardship over systems and policies to support a\nfair, efficient, and transparent procurement framework, and to implement and maintain Whole-of-Australian-\nGovernment (WoAG) procurement arrangements for non-ICT services (e.g. travel bookings and major office\nequipment) to generate price savings and operating efficiencies.\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- Key activity 5: Provide insurance and risk management support for Target\nCommonwealth entities\nSupport best practice risk management and protect Commonwealth\nentities against insurable losses through the Government’s self-managed\ninsurance fund, Comcover�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 5.1: Treatment of insurable risks and claims management\nComcover is effectively managed to ensure the fund is financially sustainable, there is a consistent, WoAG\napproach to the management of claims and Comcover supports the improvement of risk maturity in General\nGovernment Sector entities over time.\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 37]\nPublic sector resourcing and transformation – key activities and performance measures\nKey activity 6: Support Commonwealth property management Target\nDeliver an efficient and commercial approach to the management\nof Commonwealth property through the Commonwealth Property\nManagement Framework�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 6.1: Commonwealth property initiatives are efficient and effective\nThe management of Commonwealth property demonstrates best practice effectiveness in an evolving\nenvironment, and delivers efficiencies in relation to leasing and facilities management for non-corporate\nCommonwealth entities�\nHow will this performance measure be assessed?\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 38]\nPublic sector resourcing and transformation – key activities and performance measures\nKey activity 8: Enable investment funds and civilian Target\nsuperannuation schemes\nProvide a policy, regulatory and legislative framework that enables the\nmaximisation of returns on investment funds and civilian superannuation\nscheme compliance�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 8.1: Investment mandates for each Australian Government investment fund\nInvestment mandates are set for each Australian Government investment fund which assists in achieving the\nfinancial and risk objectives, and are consistent with the policy, regulatory and legislative framework.\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $579, $10,703, $18, $64, $55, $11,366\nMillion | [Page 18]\nFinancial management\nFinance has a total departmental expense Finance has a total administered expense\nbudget of $579�8 million in 2021–22 budget of $10,703�1 million in 2021–22 and an\nincluding for functions delivered for whole-of- administered capital budget of $18�9 million�\ngovernment purposes and supported through\nSpecial Accounts� Finance’s departmental Further information regarding Finance’s budget\ncapital budget is $64�4 million | `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)` |\n| $12,408.0 | Total expenditure 2022–23\ninformation management practices to enhance\npolicy outcomes and support evidence-based\nAdministered Departmental\ndecision-making at all levels� Our Data Strategy and\nCapital Budget Capital Budget\n2022 Action Plan set out the key initiatives that will\nsupport Finance in leveraging data as an enterprise 0.1 % 0.5 % Total expenditure\n2022–23\nto influence and enhance our advice to government,\nstrengthen our stewardship role, | `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)` |\n| $12,702\nMillion, 12,702\nMillion | Figure 4: Total Expenditure 2020-21\nAdministered Departmental\nCapital Budget Capital Budget\n0.1 0.4\nTotal expenditure % %\n2020-21\n$12,702\nMillion Departmental Administered\nExpenses Expenses\n4.2 95.3\n% %\nSource: Portfolio Additional Estimates Statement 2019-20\nOPERATING CONTEXT \\| 13 | `corporate-plans/2020-21.pdf (http://www.finance.gov.au/sites/default/files/2020-10/Corporate Plan 2020-21_0.pdf)` |\n| $11,666, $17, 8 million, 9 million | The Executive Board, supported by its\nFinance has a total administered expense subcommittees, has established and manages\nbudget of $11,666�8 million in 2022–23 and an an integrated business planning approach to set\nadministered capital budget of $17�9 million� departmental strategy and make decisions on\ndepartmental priorities and resourcing, aligned\nFurther information regarding Finance’s budget with Finance’s approach to managing risk�\nestimat | `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)` |\n| $547.7 million, 547.7 million | [Page 26]\nDepartment of Finance\nCorporate Plan 2019–20\nOur financials\nFinance has a total departmental expense budget of $547.7 million in 2019–20. | `corporate-plans/2019-20.pdf (http://www.finance.gov.au/sites/default/files/2020-02/Finance-Corporate-Plan-2019-20.pdf)` |\n| $11,102.9 million, $13.6 million, 11,102.9 million, 13.6 million | Finance has a total administered expense budget of $11,102.9 million in 2019–20 and an\nadministered capital budget of $13.6 million. | `corporate-plans/2019-20.pdf (http://www.finance.gov.au/sites/default/files/2020-02/Finance-Corporate-Plan-2019-20.pdf)` |\n| $12,108.3 million, $15.0 million, 12,108.3 million, 15.0 million | Finance has a total administered expense budget of $12,108.3 million in 2020–21 and an administered\ncapital budget of $15.0 million. | `corporate-plans/2020-21.pdf (http://www.finance.gov.au/sites/default/files/2020-10/Corporate Plan 2020-21_0.pdf)` |\n| $663, $59, $47, 4 million, 9 million, 8 million | Finance Governance Framework\nwill provide robust, secure, resilient, and agile\ntechnologies that are easier to consume; access\nto innovations from a broad range of commercial\nExecutive\nproviders; and enhanced inter-departmental People Subcommittee\nBoard\ncollaboration and knowledge sharing�\nMajor Investments\nSubcommittee\nFinancial management Secretary Risk Subcommittee\nFinance has a total departmental expense\nbudget of $663�4 million in 2022–23 in | `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)` |\n| $9.3 billion, $8.5 billion, $382.3 million, $452.1 million, 9.3 billion, 8.5 billion | Activities administered on behalf of the Australian\nGovernment\nIn 2017–18, Finance administered four programs on behalf of the Australian Government, with\nexpenses of $9.3 billion including:\n• $8.5 billion in member benefits for Commonwealth defined benefit superannuation schemes\n• $382.3 million relating to the investment funds, including distributions to portfolio special\naccounts\n• $452.1 million for ministerial and parliamentary services, inc | `annual-reports/2017-18.pdf (http://www.finance.gov.au/sites/default/files/2019-11/annual_report_2017-18_online.pdf)` |\n| $11.7 billion, $8.4 billion, $2.6 billion, $0.6 billion, 11.7 billion, 8.4 billion | Activities administered on behalf of the Australian\nGovernment\nIn 2018–19, Finance administered four programs on behalf of the Australian Government with\nexpenses of $11.7 billion including:\n• $8.4 billion in member benefits for Commonwealth defined benefit superannuation schemes\n• $2.6 billion relating to the investment funds including distributions to portfolio special\naccounts\n• $0.6 billion for ministerial and parliamentary services including | `annual-reports/2018-19.pdf (http://www.finance.gov.au/sites/default/files/2019-11/Annual_Report_2018-19_online_0.pdf)` |\n| $10,703.1 million, $18.9 million, 10,703.1 million, 18.9 million | Finance has a total administered expense budget of $10,703.1 million in 2021–22 and an administered capital budget of $18.9 million. | `pages/corporate-plans-index__04.html (http://www.finance.gov.au/publications/corporate-plan/corporate-plan-2021-22)` |\n| $11,666.8 million, $17.9 million, 11,666.8 million, 17.9 million | Finance has a total administered expense budget of $11,666.8 million in 2022–23 and an administered capital budget of $17.9 million. | `pages/corporate-plans-index__05.html (http://www.finance.gov.au/publications/corporate-plan/corporate-plan-2022-23)` |\n| $13,071.2 million, $14.7 million, 13,071.2 million, 14.7 million | Finance has a total administered expense budget of $13,071.2 million in 2023–24 and an administered capital budget of $14.7 million. | `pages/corporate-plans-index__06.html (http://www.finance.gov.au/publications/corporate-plan/corporate-plan-2023-24)` |\n| $12,309.3 million, $12.2 million, 12,309.3 million, 12.2 million | Finance has a total administered expense budget of $12,309.3 million in 2018-19 and an administered capital budget of $12.2 million. | `pages/corporate-plans-index__08.html (http://www.finance.gov.au/publications/corporate-plan/corporate-plan-2018-19)` |\n\n## Key Achievements\n\n- 11�1�1 The following service standards are met or exceeded�\nClient contacts acknowledged within 24 hours and responded to\n95% 95% 95% 95%\nwithin agreed timeframes�\nPayments (including payroll) will be made within agreed timeframes� 95% 95% 95% 95%\nOffice establishment and relocation projects delivered in\n100% 100% 100% 100%\naccordance with the National Fit-out Standards�\nCOMCAR reservations will be completed without service failure� 99% 99% 99% 99%\nMethodology: Using established data sources, progress against Performance Indicators are measured and reported\nregularly to the Executive Board through the performance update progress report� Achievement of success is\nreported annually via the targets in the Annual Performance Statements and Outcome 3 of Finance’s PBS�\nPerformance measure 11.2: Improve administration of parliamentary work expenses\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- 11�1�1 The following service standards are met or exceeded�\n— C lient contacts acknowledged within 24 hours and\n95% 95% 95% 95%\nresponded to within agreed timeframes\n— P ayments (including payroll) will be made within\n95% 95% 95% 95%\nagreed timeframes\n— O ffice establishment and relocation projects delivered\n100% 100% 100% 100%\nin accordance with the National Fit-out Standards\n— C OMCAR reservations will be completed without\n99% 99% 99% 99%\nservice failure�\nMethodology: Using established data sources, progress against performance indicators are measured and reported\nregularly to the Executive Board through the performance update progress report.\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- [Page 21]\nPerformance\nFinance continues to strengthen the performance information we provide\nto the Parliament and the broader community� The 2021–22 Corporate Plan\nfeatures updates to the explanation of Finance’s performance framework that\nmore clearly links Finance’s purpose, functions and priority activities in the\nforward period�\nPerformance themes and framework\nPerformance themes\nThe performance framework provides performance information\non the key themes of our performance\npublic sector delivering effective\nadvising\nresourcing and services to, and\non expenditure\ntransformation for, government\nFinance’s responsibilities under each • goals for each performance measure to\nperformance theme are not mutually exclusive� assess achievements over time including\nCollaboration across functions remains a key performance targets where reasonably\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- Our key activities Our approach to\nperformance\nFor the period covered by our Corporate Plan,\nthe key activities that we undertake in order to\nachieve our purpose are as follows: We are committed to strengthening the\nperformance information provided to the\n• Provide policy advice on expenditure across parliament and the broader community� As\ncustodians of the PGPA Act (2013), we strive to\nall portfolios and deliver Budget updates,\nbe exemplars in practice with integrity embedded\ncash management and consolidated financial\nacross our operations�\nreporting (KA 1)\n• Manage frameworks and policies, and In 2023-24, we have focused on transforming\nprovide advice to support the proper use and our purpose statement and identifying six\nmanagement of public resources (KA 2) key activities that better reflect the breadth of\nFinance’s functions� Finance’s performance\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- All planned Digital ID program activities completed to    \nschedule�\nMethodology:\n5.1 - Count of registrations of requests for data that leads to sharing (case study), across the 2023-24 FY�\nEnd of year reporting thresholds are recorded as:\n• Fully achieved: 10 or more case studies recorded\n• Substantially achieved: 8-9 case studies recorded\n• Partially achieved: 6-7 case studies recorded\n• Not achieved: <5 case studies recorded\n5.2 - The Digital ID program and implementation schedule will be confirmed during Q1 2023-24 following the\nfunction’s transfer to the Department of Finance on 1 July 2023�\nEnd of year reporting thresholds are recorded as:\n• Fully achieved: 100% of Digital ID program activities are completed to schedule\n• Substantially achieved: 85% - 99% of planned Digital ID program activities are completed to schedule\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- 6�1�1\nContacts from parliamentarians and MOP(S) Act staff\nacknowledged within 24 hours and responded to within 95% 95% 95% 95%\nagreed timeframes\nPayments (including payroll) will be made within agreed\n95% 95% 95% 95%\ntimeframes\nProjects to establish and relocate permanent Electorate\nOffices for parliamentarians are delivered in accordance with 100% 100% 100% 100%\nFinance’s internal National Fit-out Standards\nCOMCAR reservations will be completed without service\n99% 99% 99% 99%\nfailure\nPerformance measure 6.2: Improve administration of parliamentary work expenses\nSustained usage of PEMS by parliamentarians and their staff and successful processing of claims in PEMS.\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- Source Corporate Plan 2017–18, page 24\nResult Achieved\nService standards that were met, or exceeded, for the period ending 30 June\n2018 include:\n• 95.84 per cent of client contacts acknowledged within 24 hours and\nresponded to within agreed timeframes\n• 99.05 per cent of payments (including payroll) were made within agreed\ntimeframes\n• 100 per cent of office establishments and relocation projects delivered within\ntheir approved budget\n• 99.66 per cent of COMCAR reservations were completed without service\nfailure.\n Source: `annual-reports/2017-18.pdf (http://www.finance.gov.au/sites/default/files/2019-11/annual_report_2017-18_online.pdf)`\n- Source Corporate Plan 2018–19, page 34\nResult Achieved\nThroughout 2018–19, Finance has provided advice to the Secretaries APS\nReform Committee on the progress of 25 initiatives being delivered under the\nModernising the Public Sector Roadmap.\n Source: `annual-reports/2018-19.pdf (http://www.finance.gov.au/sites/default/files/2019-11/Annual_Report_2018-19_online_0.pdf)`\n- Source Corporate Plan 2018–19, page 44\nProgram 3.1, Finance Portfolio Budget Statements 2018–19, page 54\nResult Achieved\nService standards met, or exceeded, for the period ending 30 June 2019\ninclude:\n• 98 per cent of client contacts were acknowledged within 24 hours and\nresponded to within agreed timeframes\n• 99.87 per cent of payments (including payroll) were made within agreed\ntimeframes\n• 99.71 per cent of COMCAR reservations were completed without service\nfailure\n• 100 per cent of office establishment and relocation projects were delivered\nwithin their approved budget.\n Source: `annual-reports/2018-19.pdf (http://www.finance.gov.au/sites/default/files/2019-11/Annual_Report_2018-19_online_0.pdf)`\n- 6.1.1\nContacts from parliamentarians and MOP(S) Act staff acknowledged within 24 hours and responded to within agreed timeframes\n95%\n95%\n95%\n95%\nPayments (including payroll) will be made within agreed timeframes\n95%\n95%\n95%\n95%\nProjects to establish and relocate permanent Electorate Offices for parliamentarians are delivered in accordance with Finance's internal National Fit-out Standards\n100%\n100%\n100%\n100%\nCOMCAR reservations will be completed without service failure\n99%\n99%\n99%\n99%\nPerformance Measure 6.2: Improve administration of parliamentary work expenses\nSustained usage of PEMS by parliamentarians and their staff and successful processing of claims in PEMS\nWhy this matters?\n Source: `pages/corporate-plans-index__06.html (http://www.finance.gov.au/publications/corporate-plan/corporate-plan-2023-24)`\n- The ESP Policy supports suppliers with training and resources.\n• Low Emission Vehicles: The APS exceeded its low emission vehicle (LEV) targets for\nthis period, with 76% of new passenger vehicle orders in 2024 25 being LEVs.\n• Buildings and Infrastructure: Progress continues towards making government buildings\n‑\nmore energy efficient, with new requirements for office space and electric vehicle\ncharging infrastructure being implemented.\n• Capability and Culture: There has been a strong focus on building capability across the\nAPS, including publication of 4 climate action courses on APSLearn, webinars, and the\nestablishment of the APS Chief Sustainability Officer Network with 43 members\nrepresenting Target entities.\n• Emission Reduction Plans: Eighty-seven percent of Target entities had developed\nlong term emission reduction plans, a significant increase from the previous year.\n Source: `strategies/Annual-Progress-Report-2024-25_V2.pdf (https://www.finance.gov.au/sites/default/files/2025-12/Annual-Progress-Report-2024-25_V2.pdf)`\n- The following service standards are met or exceeded:\n95% of client contacts acknowledged within 24 hours and responded to within agreed timeframes\n95% of payments (including payroll) will be made within agreed timeframes\n100% of office establishment and relocation projects will be delivered within their approved budget\n99% of COMCAR reservations will be completed without service failure.\n Source: `pages/corporate-plans-index__07.html (http://www.finance.gov.au/publications/corporate-plan/corporate-plan-2017-18)`\n\n## Key Issues, Risks, and Recommendations\n\n- 2�1, 2�2, 2�3, 2�4, 2�5, 2�6 and their sub-measures (where applicable) are stand-alone measures and not weighted\nwhen considering the overall performance of each measure� All measures need to be fully achieved for the\noverall assessment of 2�1, 2�2, 2�3, 2�4, 2�5, and 2�6 to be fully achieved, otherwise the lower rating will apply�\nMethodology:\n2.1.1 - Assessed through an entity survey (satisfaction target derived from a specific survey question – the\nnumber reference of which may change from survey to survey)� The survey is undertaken by a suitably\naccredited external research company� The design, methodology (sampling, collection, processing and analysis)\nof the survey is documented and available on the PGPA Communications Team SharePoint site�\n2.1.2 - Measured through monitoring all JCPAA Reports and Auditor-General ANAO reports tabled in Parliament\neach reporting period and:\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- [pages 23,24]\nmmentary and recommendations are analysed to identify trends and emerging issues that may require\nengagement with entities, adjustments to guidance or the provision of clarification through the PGPA\nNewsletters�\n2.2.1 - Measures through the number of outreach sessions, enquiries received through procurement advice\ninbox and AusTender helpdesk data�\n2.2.2 - AusTender application, database and infrastructure performance and availability statistics� End of year\nreporting thresholds are recorded as:\n• Fully achieved: AusTender platform and data was available to users 99�5 per cent or more of the time across\nthe entire reporting period�\n• Not achieved: AusTender platform and data was available to users < than 99�5 per cent of the time across\nthe entire reporting period�\nPERFORMANCE FRAMEWORK 23\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- [Page 9]\nEnvironment\nOver the period of this Plan, Finance will apply the ethical behaviour, digital literacy, data analytics and\nlessons from recent challenges to improve the way financial and policy analysis will position Finance to\nwe deliver on our transformation commitments and meet expectations now and into the future�\nencourage innovation, while managing the risks of\nrapid change� Table 1 sets out the environmental The strong relationships we have formed with\nfactors that may affect Finance’s ability to achieve Commonwealth entities and counterparts in other\nits purpose across our three performance themes� jurisdictions and overseas support our approach to\nimproving whole-of-government services, through\nFinance strives to be an exemplar in promoting stronger delivery relationships and advances in\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 11]\nFigure 2 – Our approach to managing risk\nPurpose\nerutluC\nGovernance\nand\nassurance\nValues and behaviours\nStrategic focus\nIntegrated Making\nPeople Stewardship Business Business\nPlanning Better\nEnterprise Risk Management Framework\nRisk management policy\n(Accountable Authority Instructions)\nRisk appetite Strategic risk\nFinance’s Executive Board, chaired by the Secretary, Finance’s risk governance in 2021–22 will continue\nhas overarching responsibility for the Framework� to support this clear line of sight� In addition\nThe Chief Risk Officer, a central risk oversight team, to the ongoing governance role of the Risk\nthe Risk Subcommittee, and the Audit Committee Subcommittee, the membership and Terms of\nsupport the Executive Board in reviewing and Reference of the Risk Engagement Group will be\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 33]\nEnhance the Governance Framework for GBEs\nThe Commonwealth Government Business Enterprises – Governance and Oversight Guidelines\n(GBE Guidelines) are the primary policy document which outlines the Australian Government’s\nexpectations of GBEs�\nThese apply to Corporate Commonwealth entities or wholly-owned Commonwealth companies�\nThey supplement those provisions of the Public Governance, Performance and Accountability Act\n2013 (PGPA Act) and the Public Governance, Performance and Accountability Rule 2014 (PGPA\nRule) which apply to GBEs�\nIn response to a number of developments in contemporary corporate governance practices\nrelevant to GBEs, Finance will undertake a review of the GBE Guidelines in consultation with\nrelevant stakeholders including shareholder Ministers�\nThe review will seek to ensure the GBE Guidelines continue to represent a framework which is\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 8]\nTable 1: Environmental factors 2022–23 to 2025–26\nEnvironmental Factors Controls\nAdvising on expenditure\nGlobal and domestic uncertainty and Finance is continuing its investments to support rapid and\nvolatility, requiring budget and policy evidence-based budget and policy responses, including\nresponses and decision-making to occur in a enhancements to systems, data analysis, our workforce, and\ndynamic and rapidly changing environment� process automation� Finance will enable Commonwealth\nentities to access their appropriations on a near real-time\nOngoing pressure to: balance short-, basis, increasing government efficiency and reducing business\nmedium- and long-term fiscal and policy continuity risk for Commonwealth cash management�\nobjectives; manage issues influencing\nFinance will collaborate closely with entities to review budget\nAustralia’s social, economic and\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- Use of common devices has made\nfor a more agile environment and supported integrated business\nthe successful transition to flexible working\narrangements, including in response to planning\nCOVID-19� Finance’s GovTEAMS platform and\nvideoconferencing functionality enables staff, Finance’s governance framework promotes\nand the APS more broadly, to continue to work the principles of good governance and\neffectively in connected and engaged teams supports transparent performance in line\nwhen working remotely� with government and departmental priorities�\nFinance’s governance framework is supported\nOur 2022–2025 ICT Strategy will deliver cost\nby a centralised secretariat function� This helps\nsavings and greater flexibility in our work practices,\nensure decision-making on key issues is\noperations, and storage requirements� The Finance\nconsistent across Finance, aligned with priorities\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- Finance Governance Framework\nwill provide robust, secure, resilient, and agile\ntechnologies that are easier to consume; access\nto innovations from a broad range of commercial\nExecutive\nproviders; and enhanced inter-departmental People Subcommittee\nBoard\ncollaboration and knowledge sharing�\nMajor Investments\nSubcommittee\nFinancial management Secretary Risk Subcommittee\nFinance has a total departmental expense\nbudget of $663�4 million in 2022–23 including Audit Financial Reporting\nfor functions delivered for whole-of-government Committee Subcommittee\npurposes and supported through Special\nAccounts� Finance’s departmental capital budget Performance Reporting\nis $59�9 million, of which $47�8 million relates to Subcommittee\nprojects in the Property Special Account.\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- This is a composite performance measure comprising 3 sub-measures (1�1�1; 1�1�2; and 1�1�3)�\nEnd-of-year reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 90-99%\nPartially achieved: Overall rating across the 3 sub-measures is 80-89%\nNot achieved: Overall rating across the 3 sub-measures is less than 80%.\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- [pages 21,22,23]\nyear reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 90-99%\nPartially achieved: Overall rating across the 3 sub-measures is 80-89%\nNot achieved: Overall rating across the 3 sub-measures is less than 80%.\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- 5�1�1 Comcover reviews and publishes an annual statement of cover\nthat consistently applies to fund members� The Comcover    \nFund has adequate reserves to meet at least 3 years of\nactuarially assessed ordinary claim payments�\n5�1�2 A ctuarial assessments are undertaken (at least 4 per year),\nwith consideration of claims history and the risk profile of fund    \nmembers, to inform the setting of annual member premiums\nand to prudently manage the fund�\n5�1�3 The Comcover Fund has adequate reserves to meet at least 3    \nyears of actuarially assessed ordinary claim payments�\nMethodology: The annual statement of cover is issued each financial year and is subject to an annual review\nprocess that involves the consideration of issues and claims� Comcover’s appointed actuary establishes a\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- This is a composite performance measure comprising 3 sub-measures (9�1�1; 9�1�2; and 9�1�3)�\nEnd-of-year reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 75-99%\nPartially achieved: Overall rating across the 3 sub-measures is 50-74%\nNot achieved: Overall rating across the 3 sub-measures is less than 50%\nData sources used: Finance administrative data�\nPERFORMANCE 38\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- This is a composite performance measure comprising 3 sub-measures (9�2�1; 9�2�2; and 9�2�3)�\nEnd-of-year reporting thresholds are recorded as:\nFully achieved: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 75-99%\nPartially achieved: Overall rating across the 3 sub-measures is 50-74%\nNot achieved: Overall rating across the 3 sub-measures is less than 50%\nData sources used:\n9�2�1 Volumetric data direct from Enterprise Resource Management system\n9�2�2 The Memorandum of Understanding in place with each client outlining the services they consumed\n9.2.3 Finance project status reports and GovERP Program reporting and governance forum minutes.\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- [pages 39,40,41]\ned: Overall rating across the 3 sub-measures is 100%\nSubstantially achieved: Overall rating across the 3 sub-measures is 75-99%\nPartially achieved: Overall rating across the 3 sub-measures is 50-74%\nNot achieved: Overall rating across the 3 sub-measures is less than 50%\nData sources used:\n9�2�1 Volumetric data direct from Enterprise Resource Management system\n9�2�2 The Memorandum of Understanding in place with each client outlining the services they consumed\n9.2.3 Finance project status reports and GovERP Program reporting and governance forum minutes.\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n\n## Corporate Values and Operating Culture\n\n- This Corporate Plan – Reform agenda� At Finance, we have a strong\nfor the reporting period 2023-24 to 2026-27 – commitment to integrity, investing heavily over\nsets out how we will direct our efforts to achieve recent years in strengthening our integrity culture\nour purpose and deliver on the Government’s and supporting all staff to share responsibility\npriorities� to foster accountability and ethical behaviour\nacross the department�\nIn the year ahead we will maintain a strong focus\nI look forward to the challenging work of the next\non supporting the Government to safeguard\nseveral years and am pleased to present our\nAustralia’s economic prosperity and social\nCorporate Plan�\noutcomes, while our nation faces a range\nof ongoing economic, security and broader As the accountable authority, I am pleased to\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- We expect,\nempower and support our people to act with honesty, transparency and\naccountability at all times and all levels\nOur Integrity Framework brings together key Staff are supported with access to skills\npolicies and procedures, as well as learning and development and training which strengthens our\ndevelopment programs� It sets out key elements culture of integrity and transparency, reinforces\nand expectations as they relate to integrity in the the importance of ethical leadership and\ndepartment� behaviours, and provides a strong focus on the\nvalues of professionalism and a commitment to\ndelivering quality work�\nCAPABILITY AND ENABLERS 15\n Source: `corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)`\n- Finance’s leadership values Business Optimisation\nFinance’s business optimisation function uses\nthe latest available technology to provide fit-for-\npurpose digital solutions to all business areas\nAct with Be part of Act with Be part of\nintegrity the solution integrity the solution by automating and streamlining tasks, releasing\ncapacity for staff to focus on key value-add\nservices� The key focus moving forward will\ncontinue to be on robotic process automation,\nworkflows and reporting, building on the successful\ndeployment of digital workers and reporting\nCollaborate, Develop self, Collaborate, Develop self, automations, which combined have returned\ninnovate develop others innovate develop others 19,000 hours to the Department, enabling staff to\nfocus on data analysis and business improvement�\nProcess automation and business process\nimprovement build resilience by maturing Finance’s\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- Staff are supported to access skills leverage our data as an enterprise to influence and\ndevelopment and training to strengthen a culture enhance our advice to government, strengthen our\nof integrity and transparency and ensure a strong stewardship role, and improve service delivery.”\nfocus on the values of professionalism and a\ncommitment to delivering quality work�\nFigure 4.\n Source: `corporate-plans/2022-23.pdf (http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf)`\n- The Network provides transparency and mechanisms for collaboration across stakeholders to\nsupport property policy and framework development, and has become the key mechanism for\nthe planning and delivery of major policy initiatives, including:\n• developing property management guidance for entities on responding to natural disasters\n(such as the 2019-20 bushfires and the Canberra hailstorm event in 2020)\n• developing property management guidance for entities on the management of office\naccommodation and fit-outs in a post COVID-19 environment, as well as providing support\nto government on the implementation of the Rent Relief Policy\n• coordinating input into the 2020 Commonwealth Leasing Strategy, to support the\nachievement of value of money and more efficient use of Commonwealth leased property\n• developing property services contract management capability across the 98 entities\n Source: `corporate-plans/2020-21.pdf (http://www.finance.gov.au/sites/default/files/2020-10/Corporate Plan 2020-21_0.pdf)`\n- In\nby current and future ICT strategies and 2021–22, our focus on integrity will continue,\ncommitment to innovative practices right across with improvements in procurement practices and\nthe business� We continue to play a leadership embedding shared values and behaviours in the\nrole in shared services transformation for the way we work� These changes demonstrate our\npublic sector, bringing together the capabilities commitment to continuous improvement and\nrequired to support corporate service functions serve as a reminder that we all have a part to play\nthrough the GovERP technology platform, in achieving assurance and integrity�\nand working closely with Services Australia\nin progressing this significant reform.\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 9]\nEnvironment\nOver the period of this Plan, Finance will apply the ethical behaviour, digital literacy, data analytics and\nlessons from recent challenges to improve the way financial and policy analysis will position Finance to\nwe deliver on our transformation commitments and meet expectations now and into the future�\nencourage innovation, while managing the risks of\nrapid change� Table 1 sets out the environmental The strong relationships we have formed with\nfactors that may affect Finance’s ability to achieve Commonwealth entities and counterparts in other\nits purpose across our three performance themes� jurisdictions and overseas support our approach to\nimproving whole-of-government services, through\nFinance strives to be an exemplar in promoting stronger delivery relationships and advances in\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n- [Page 11]\nFigure 2 – Our approach to managing risk\nPurpose\nerutluC\nGovernance\nand\nassurance\nValues and behaviours\nStrategic focus\nIntegrated Making\nPeople Stewardship Business Business\nPlanning Better\nEnterprise Risk Management Framework\nRisk management policy\n(Accountable Authority Instructions)\nRisk appetite Strategic risk\nFinance’s Executive Board, chaired by the Secretary, Finance’s risk governance in 2021–22 will continue\nhas overarching responsibility for the Framework� to support this clear line of sight� In addition\nThe Chief Risk Officer, a central risk oversight team, to the ongoing governance role of the Risk\nthe Risk Subcommittee, and the Audit Committee Subcommittee, the membership and Terms of\nsupport the Executive Board in reviewing and Reference of the Risk Engagement Group will be\n Source: `corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `corporate-plans/2019-20.pdf` - corporate-plans - http://www.finance.gov.au/sites/default/files/2020-02/Finance-Corporate-Plan-2019-20.pdf\n- `corporate-plans/2020-21.pdf` - corporate-plans - http://www.finance.gov.au/sites/default/files/2020-10/Corporate Plan 2020-21_0.pdf\n- `corporate-plans/2021-22.pdf` - corporate-plans - http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf\n- `corporate-plans/2022-23.pdf` - corporate-plans - http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf\n- `corporate-plans/2023-24.pdf` - corporate-plans - http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf\n- `annual-reports/2017-18.pdf` - annual-reports - http://www.finance.gov.au/sites/default/files/2019-11/annual_report_2017-18_online.pdf\n- `annual-reports/2018-19.pdf` - annual-reports - http://www.finance.gov.au/sites/default/files/2019-11/Annual_Report_2018-19_online_0.pdf\n- `strategies/information-sheet-cyber-risk.pdf` - strategies - http://www.finance.gov.au/sites/default/files/2022-12/information-sheet-cyber-risk.pdf\n- `strategies/2022-23-Net-Zero-in-Government-Operations-Annual-Progress-Report_0.pdf` - strategies - https://www.finance.gov.au/sites/default/files/2023-12/2022-23-Net-Zero-in-Government-Operations-Annual-Progress-Report_0.pdf\n- `strategies/Net_Zero_Government_Operations_Strategy.pdf` - strategies - https://www.finance.gov.au/sites/default/files/2023-11/Net_Zero_Government_Operations_Strategy.pdf\n- `strategies/net-zero-in-government-operations-annual-progress-report-2023-24.pdf` - strategies - https://www.finance.gov.au/sites/default/files/2025-03/net-zero-in-government-operations-annual-progress-report-2023-24.pdf\n- `strategies/Annual-Progress-Report-2024-25_V2.pdf` - strategies - https://www.finance.gov.au/sites/default/files/2025-12/Annual-Progress-Report-2024-25_V2.pdf\n- `strategies/emissions-reporting-framework.pdf` - strategies - http://www.finance.gov.au/sites/default/files/2025-06/emissions-reporting-framework.pdf\n- `strategies/regulator-maturity-model-user-guide.pdf` - strategies - http://www.finance.gov.au/sites/default/files/2025-12/regulator-maturity-model-user-guide.pdf\n- `strategies/emissions-reporting-framework-2025-26.pdf` - strategies - http://www.finance.gov.au/sites/default/files/2026-05/emissions-reporting-framework-2025-26.pdf\n- `strategies/APS_Net_Zero_Roadmap-Dec-2024.pdf` - strategies - https://www.finance.gov.au/sites/default/files/2026-02/APS_Net_Zero_Roadmap-Dec-2024.pdf\n- `pages/about.html` - pages - http://www.finance.gov.au/about-us/newsletters\n- `pages/announcements-index.html` - pages - http://www.finance.gov.au/government/comcover/insurance/expired-statements-cover\n- `pages/annual-reports-index.html` - pages - http://www.finance.gov.au/government/climate-action-government-operations/commonwealth-emission-reporting/additional-annual-report-guidance-aps-emissions-reporting\n- `pages/annual-reports-index__00.html` - pages - http://www.finance.gov.au/publications/annual-report/annual-report-2016-17\n- `pages/annual-reports-index__01.html` - pages - http://www.finance.gov.au/publications/annual-report/annual-report-2017-18\n- `pages/annual-reports-index__02.html` - pages - http://www.finance.gov.au/publications/annual-report/annual-report-2018-19\n- `pages/contact.html` - pages - http://www.finance.gov.au/contact\n- `pages/corporate-plans-index.html` - pages - http://www.finance.gov.au/government/managing-commonwealth-resources/corporate-plans-commonwealth-companies-rmg-133\n- `pages/corporate-plans-index__03.html` - pages - http://www.finance.gov.au/publications/corporate-plan/corporate-plan-2020-21\n- `pages/corporate-plans-index__04.html` - pages - http://www.finance.gov.au/publications/corporate-plan/corporate-plan-2021-22\n- `pages/corporate-plans-index__05.html` - pages - http://www.finance.gov.au/publications/corporate-plan/corporate-plan-2022-23\n- `pages/corporate-plans-index__06.html` - pages - http://www.finance.gov.au/publications/corporate-plan/corporate-plan-2023-24\n- `pages/corporate-plans-index__07.html` - pages - http://www.finance.gov.au/publications/corporate-plan/corporate-plan-2017-18\n- `pages/corporate-plans-index__08.html` - pages - http://www.finance.gov.au/publications/corporate-plan/corporate-plan-2018-19\n- `pages/corporate-plans-index__09.html` - pages - http://www.finance.gov.au/publications/corporate-plan/corporate-plan-2019-20\n- `pages/homepage.html` - pages - http://www.finance.gov.au/comcover/\n- `pages/ministerial-releases-index.html` - pages - http://www.finance.gov.au/government/ministerial-and-parliamentary-services\n- `pages/ministers.html` - pages - http://www.finance.gov.au/about-us/ministers\n- `pages/news-latest.html` - pages - http://www.finance.gov.au/about-us/news\n- `pages/publications-index.html` - pages - http://www.finance.gov.au/publications\n- `pages/reforms-index.html` - pages - http://www.finance.gov.au/government/regulatory-reform/regulator-maturity-model-and-self-assessment-tool/about-regulator-maturity-self-assessment-tool\n- `pages/reviews-index.html` - pages - http://www.finance.gov.au/government/assurance-reviews-and-risk-assessment\n- `pages/strategies-index.html` - pages - http://www.finance.gov.au/government/comcover/commonwealth-risk-management-framework\n- `pages/strategies-index__10.html` - pages - https://www.finance.gov.au/government/comcover/commonwealth-risk-management-framework\n- `pages/strategies-index__11.html` - pages - http://www.finance.gov.au/government/comcover/commonwealth-risk-management-framework\n- `pages/strategies-index__12.html` - pages - http://www.finance.gov.au/government/comcover/commonwealth-risk-management-framework/risk-committees-networks-and-forums\n- `pages/strategies-index__13.html` - pages - http://www.finance.gov.au/government/comcover/risk-services/management/risk-management-toolkit/element-2-risk-management-framework\n- `pages/strategies-index__14.html` - pages - http://www.finance.gov.au/government/comcover/commonwealth-risk-management-framework/risk-committees-networks-and-forums/commonwealth-risk-committee\n- `pages/strategies-index__15.html` - pages - http://www.finance.gov.au/government/comcover/commonwealth-risk-management-framework/risk-committees-networks-and-forums/commonwealth-risk-committee/commonwealth-risk-committee-terms-reference\n- `pages/strategies-index__16.html` - pages - http://www.finance.gov.au/government/comcover/commonwealth-risk-management-framework/risk-committees-networks-and-forums/commonwealth-risk-committee/crc-communique-13-march-2025\n- `pages/strategies-index__17.html` - pages - http://www.finance.gov.au/government/comcover/commonwealth-risk-management-framework/risk-committees-networks-and-forums/commonwealth-risk-committee/crc-communique-14-november-2024\n- `pages/strategies-index__18.html` - pages - http://www.finance.gov.au/government/comcover/commonwealth-risk-management-framework/risk-committees-networks-and-forums/commonwealth-risk-committee/crc-communique-18-september-2025\n- `pages/strategies-index__19.html` - pages - http://www.finance.gov.au/government/comcover/commonwealth-risk-management-framework/risk-committees-networks-and-forums/commonwealth-risk-committee/crc-communique-19-june-2025\n- `pages/strategies-index__20.html` - pages - http://www.finance.gov.au/government/comcover/commonwealth-risk-management-framework/risk-committees-networks-and-forums/commonwealth-risk-committee/crc-communique-26-september-2024\n- `pages/strategies-index__21.html` - pages - http://www.finance.gov.au/government/comcover/insurance/comcover-insurance-factsheets/information-sheet-cyber-risk\n- `pages/strategies-index__22.html` - pages - http://www.finance.gov.au/government/managing-commonwealth-resources/managing-risk-internal-accountability/risk-internal-controls/implementing-commonwealth-risk-management-policy-rmg-211/rmg-211-element-2-risk-management-framework\n- `pages/strategies-index__23.html` - pages - http://www.finance.gov.au/government/australias-digital-id-system\n- `pages/strategies-index__24.html` - pages - http://www.finance.gov.au/government/climate-action-government-operations/aps-net-zero-2030-target\n- `pages/strategies-index__25.html` - pages - http://www.finance.gov.au/government/climate-action-government-operations/aps-net-zero-emissions-2030/aps-net-zero-2030-diagram-description\n- `pages/strategies-index__26.html` - pages - http://www.finance.gov.au/government/climate-action-government-operations/commonwealth-emission-reporting/emissions-reporting-framework\n- `pages/strategies-index__27.html` - pages - http://www.finance.gov.au/government/climate-action-government-operations/commonwealth-emission-reporting/net-zero-government-operations-annual-progress-report\n- `pages/strategies-index__28.html` - pages - http://www.finance.gov.au/government/comcover/commonwealth-risk-management-framework/risk-committees-networks-and-forums/commonwealth-risk-committee/crc-communique-17-november-2025\n- `pages/strategies-index__29.html` - pages - http://www.finance.gov.au/government/comcover/commonwealth-risk-management-framework/risk-committees-networks-and-forums/commonwealth-risk-committee/crc-communique-26-february-2026\n- `pages/structure.html` - pages - http://www.finance.gov.au/government/comcover/advice-circulars-fund-member-agencies\n- `other-pdfs/comcover-statement-of-cover-2020-21-expired.pdf` - other-pdfs - http://www.finance.gov.au/sites/default/files/2021-06/comcover-statement-of-cover-2020-21-expired.pdf\n- `other-pdfs/Comcover-Statement-of-Cover-2021-22-Expired.pdf` - other-pdfs - http://www.finance.gov.au/sites/default/files/2022-07/Comcover-Statement-of-Cover-2021-22-Expired.pdf\n- `other-pdfs/Comcover-Statement-of-Cover-2022-23--28Expired-29.pdf` - other-pdfs - http://www.finance.gov.au/sites/default/files/2023-06/Comcover-Statement-of-Cover-2022-23-%28Expired%29.pdf\n- `other-pdfs/comcover_statement_of_cover_2023-24_expired.pdf` - other-pdfs - http://www.finance.gov.au/sites/default/files/2024-06/comcover_statement_of_cover_2023-24_expired.pdf\n- `other-pdfs/comcover-statement-of-cover-2024-25-expired.pdf` - other-pdfs - http://www.finance.gov.au/sites/default/files/2025-06/comcover-statement-of-cover-2024-25-expired.pdf\n\n## Gaps To Fix\n\n- No global comparison/case-study sources found.", "legislation_md": "# Comcover - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:08:26.869666+00:00\n**Entity ID**: B-002379\n**Jurisdiction**: Commonwealth\n**Portfolio**: Finance\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 65\n- Unique legislation references found: 120\n\n| Type | Count |\n|---|---:|\n| Act | 114 |\n| Determination | 3 |\n| Regulation | 2 |\n| Rules | 1 |\n\n## Legislation References\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 100\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `pages/corporate-plans-index__03.html`\n- `pages/corporate-plans-index__04.html`\n- `pages/corporate-plans-index__05.html`\n- `pages/corporate-plans-index__06.html`\n- `pages/corporate-plans-index__07.html`\n- `pages/corporate-plans-index__08.html`\n- `pages/corporate-plans-index__09.html`\n- `pages/strategies-index.html`\n- `pages/strategies-index__10.html`\n- `pages/strategies-index__11.html`\n\n**Evidence contexts**:\n- epartment of Finance\nINTRODUCTION\nI, Rosemary Huxtable, as the accountable authority of the Department of Finance, present the Department of Finance 2020-21 Corporate Plan, which covers the period 2020–21 to 2023–24, as required under section 35(1) (b) of the\nPublic Governance, Performance and Accountability Act 2013.\nPURPOSE\nFinance assists the Australian Government to achieve its fiscal and policy objectives by advising on expenditure, managing sustainable public sector resourcing, driving public sector transformation and delivering efficient, cost-effective services to\n Source: `pages/corporate-plans-index__03.html`\n- website.\nSUPPORT THE PROPER USE OF PUBLIC RESOURCES\nFinance is responsible for the Commonwealth's resource management framework including governance, performance and accountability arrangements for the use and management of public resources. We administer the\nPublic Governance, Performance and Accountability Act 2013\n(PGPA Act) which guides the duties of officials, planning and budgeting, grants and procurement, charging and cost-recovery, engaging with risk, reporting on financial and non-financial performance and managing appropriations, assets and liabilities.\nFinance\n Source: `pages/corporate-plans-index__03.html`\n- l as those who have to set up a new Commonwealth entity in a relatively short-time frame.\nThe collaborative nature of the Start-up Guide goes to enhancing how the Department supports and engages with entities through self-service to promote the objects of the Public Governance, Performance and Accountability Act 2013 and Rule. The Start-up Guide, hosted on the Department's website and administered in-house, will be regularly reviewed to maintain up-to-date content and useability.\nCommonwealth Investment Framework – strengthening collaboration and improving government inve\n Source: `pages/corporate-plans-index__03.html`\n- cretary, Department of Finance\nIntroduction\nI, Rosemary Huxtable, as the Accountable Authority of the Department of Finance, present the\nDepartment of Finance 2021–22 Corporate Plan\nfor the period 2021–22 to 2024–25, as required under section 35(1) (b) of the\nPublic Governance, Performance and Accountability Act  2013.\nPurpose\nFinance assists the Australian Government to achieve its fiscal and policy objectives by advising on expenditure, managing sustainable public sector resourcing, driving public sector transformation and delivering efficient, cost-effective services to\n Source: `pages/corporate-plans-index__04.html`\n- siness planning and is supported by a centralised secretariat function. This helps ensure decision-making on resourcing is consistent across Finance, aligned with priorities and management of risk and supports the Secretary in discharging her duties under the\nPublic Governance, Performance and Accountability Act 2013\n(PGPA Act) and the\nPublic Service Act 1999\n. Finance refreshed its governance framework (Figure 5) in 2021.\nFigure 5: Finance Governance Framework\nThroughout the financial year the Executive Board, supported by its Subcommittees, regularly reviews:\nimmediate\n Source: `pages/corporate-plans-index__04.html`\n\n### Charter of Budget Honesty Act 1998\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 51\n**Register search**: https://www.legislation.gov.au/search?query=Charter+of+Budget+Honesty+Act+1998\n\n**Sources**:\n- `pages/corporate-plans-index__03.html`\n- `pages/corporate-plans-index__04.html`\n- `pages/corporate-plans-index__05.html`\n- `pages/corporate-plans-index__06.html`\n- `pages/corporate-plans-index__07.html`\n- `pages/corporate-plans-index__08.html`\n- `pages/corporate-plans-index__09.html`\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n- `corporate-plans/2019-20.pages.jsonl`\n\n**Evidence contexts**:\n- rformance tables, with further information on all activities available on our website.\nBUDGET UPDATES, APPROPRIATION BILLS, AND FINANCIAL STATEMENTS\nFinance, along with the Treasury, prepares the annual Budget and associated economic updates as set out in the\nCharter of Budget Honesty Act 1998\n. Finance has a key role in developing the Government's fiscal strategy and budget rules and providing policy and costings advice on expenditure to the Minister and the Expenditure Review Committee of Cabinet. Finance also has responsibility for all non-taxat\n Source: `pages/corporate-plans-index__03.html`\n- tcome.\n<0.5%\n<0.5%\n<0.5%\n<0.5%\nSignificant variances between estimated expenses and final outcome are explained.\n✓\n✓\n✓\n✓\n1.1.2      Timeliness of Budget Estimate Updates and Appropriation Bills.\nBudget papers and related updates meet timeframes set out in the\nCharter of Budget Honesty Act 1998.\n✓\n✓\n✓\n✓\nAppropriation Bills introduced at times intended by government.\n✓\n✓\n✓\n✓\n1.1.3      Timeliness of Budget Estimate Updates and Appropriation Bills\n✓\n✓\n✓\n✓\nMethodology: Budget estimates take into account, to the fullest extent possible, all government d\n Source: `pages/corporate-plans-index__03.html`\n- penses and final outcome are reported annually, with explanations provided where variances are equivalent to, or greater than, the targets specified.\nBudget papers and related economic updates are produced in accordance with timeframes and requirements in the Charter of Budget Honesty Act 1998. Appropriation Bills are introduced into Parliament at times intended by government and in accordance with legislative requirements. Timeliness is demonstrated by tabling dates of Budget papers, related economic updates and Appropriation Bills recorded in the\n Source: `pages/corporate-plans-index__03.html`\n- mproved services for parliamentarians and their staff, including through enhanced case management support and an expanded focus on education and training\nDepartment of the Treasury to deliver the annual Budget and associated economic updates as set out in the\nCharter of Budget Honesty Act 1998\nSecretaries Digital Committee to ensure effective APS digital governance, digital capabilities and whole-of-government solutions , including improved support for agencies through the Grants Hubs and Shared Service Hubs\nChief Operating Officers Committee to em\n Source: `pages/corporate-plans-index__04.html`\n- ce tables, with further information on all activities available on our website.\nDeliver budget updates, appropriation bills, and financial statements\nAlong with the Treasury, Finance prepares the annual Budget and associated economic updates as set out in the\nCharter of Budget Honesty Act 1998\n. Finance has a key role in developing the Government’s Economic and Fiscal Strategy and budget rules and providing policy and costings advice on expenditure to the Minister and the Expenditure Review Committee of Cabinet. Finance also has responsibility for\n Source: `pages/corporate-plans-index__04.html`\n\n### Safety, Rehabilitation and Compensation Act 1988\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 37\n**Register search**: https://www.legislation.gov.au/search?query=Safety%2C+Rehabilitation+and+Compensation+Act+1988\n\n**Sources**:\n- `annual-reports/2017-18.pages.jsonl`\n- `other-pdfs/comcover-statement-of-cover-2020-21-expired.pages.jsonl`\n- `other-pdfs/Comcover-Statement-of-Cover-2021-22-Expired.pages.jsonl`\n- `other-pdfs/Comcover-Statement-of-Cover-2022-23--28Expired-29.pages.jsonl`\n- `other-pdfs/comcover-statement-of-cover-2024-25-expired.pages.jsonl`\n- `other-pdfs/comcover_statement_of_cover_2023-24_expired.pages.jsonl`\n\n**Evidence contexts**:\n- s part of Comcare’s Guidelines for Rehabilitation Authorities 2012, in 2017–18 Finance\nundertook an audit of its Rehabilitation Management System. As a result, an action plan has\nbeen developed to strengthen rehabilitation roles and responsibilities under the Safety,\nRehabilitation and Compensation Act 1988.\nWork health and safety initiatives within Finance\nIn 2017–18, Finance undertook the following activities to meet its obligations under the WHS\nAct:\n• providing WHS training and information to all staff, including mental health awareness\ntraining for managers\n Source: `annual-reports/2017-18.pages.jsonl`\n- m, 72 risk management, 63\npriorities 2017–18, xiv, 12–13 Risk Management Policy (Commonwealth), 50, 63\nPrivacy Commissioner, 64, 66 Risk Subcommittee, 59, 60, 63\nprocurement role, 4, 18, 53, 80\nbest practice, 42\nIndigenous Procurement Policy, 70 S\ninquiry, 67\nSafety, Rehabilitation and Compensation Act 1988,\nperformance, 69, 70\n88, 89\npolicy and systems management, 41–2\nsame-sex marriage postal survey, viii, 17, 65, 67\nsmall business initiatives, 70\nsecondment programs, 79\nwhole-of-Australian-Government, 9, 42, 44, 45\nSecretaries Committee on APS Reform, xi, 34\n Source: `annual-reports/2017-18.pages.jsonl`\n- s incurred by you without the prior\nwritten consent of Comcover; or\n(iv) any claim for or in any way connected with the underpayment of employee\nentitlements.9\n8 Please note that we will not pay for what are or should be workers' compensation claims under the Safety, Rehabilitation and\nCompensation Act 1988, the Military Rehabilitation and Compensation Act 2004 and any other workers’ compensation\npolicies.\n9 This exclusion does not apply to employee entitlements in respect of superannuation that arise from negligent misstatement.\n16\n\n[page 17]\nCHAPTER 4 – PROPER\n Source: `other-pdfs/comcover-statement-of-cover-2020-21-expired.pages.jsonl`\n- within their home country, or their country of\nassignment,\nthen\n(c) we will pay you, or the person directly (or their estate) if the person is not\nindemnified by you, the amount of compensation equivalent to the benefits that\nwould have been payable under the Safety, Rehabilitation and Compensation Act 1988\nor, if applicable, the Military Rehabilitation and Compensation Act 2004 had the\nperson been entitled to benefits under either of those schemes, or, if there is no\nequivalent, Comcover will, at its discretion, determine the appropriate amount up to a\nmaximum\n Source: `other-pdfs/comcover-statement-of-cover-2020-21-expired.pages.jsonl`\n- l link between your powers and functions and the activity of\nthe person at the time of injury or death;\n(ii) indemnity is not prohibited by any law of the Commonwealth, applicable to\nyou;\n(iii) the person is not eligible to be indemnified by Comcare under the Safety,\nRehabilitation and Compensation Act 1988, the Military Rehabilitation and\nCompensation Act 2004 or any other workers’ compensation or like legislation;\nand\n(iv) the event giving rise to the claim happened during your period of cover.\n(2) Exclusion\nWe will not pay for:\n(a) expenses resulting from inj\n Source: `other-pdfs/comcover-statement-of-cover-2020-21-expired.pages.jsonl`\n\n### Military Rehabilitation and Compensation Act 2004\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 35\n**Register search**: https://www.legislation.gov.au/search?query=Military+Rehabilitation+and+Compensation+Act+2004\n\n**Sources**:\n- `other-pdfs/comcover-statement-of-cover-2020-21-expired.pages.jsonl`\n- `other-pdfs/Comcover-Statement-of-Cover-2021-22-Expired.pages.jsonl`\n- `other-pdfs/Comcover-Statement-of-Cover-2022-23--28Expired-29.pages.jsonl`\n- `other-pdfs/comcover-statement-of-cover-2024-25-expired.pages.jsonl`\n- `other-pdfs/comcover_statement_of_cover_2023-24_expired.pages.jsonl`\n\n**Evidence contexts**:\n- Comcover; or\n(iv) any claim for or in any way connected with the underpayment of employee\nentitlements.9\n8 Please note that we will not pay for what are or should be workers' compensation claims under the Safety, Rehabilitation and\nCompensation Act 1988, the Military Rehabilitation and Compensation Act 2004 and any other workers’ compensation\npolicies.\n9 This exclusion does not apply to employee entitlements in respect of superannuation that arise from negligent misstatement.\n16\n\n[page 17]\nCHAPTER 4 – PROPERTY\n8. PROPERTY\n(1) If your property is lost, destroyed\n Source: `other-pdfs/comcover-statement-of-cover-2020-21-expired.pages.jsonl`\n- ill pay you, or the person directly (or their estate) if the person is not\nindemnified by you, the amount of compensation equivalent to the benefits that\nwould have been payable under the Safety, Rehabilitation and Compensation Act 1988\nor, if applicable, the Military Rehabilitation and Compensation Act 2004 had the\nperson been entitled to benefits under either of those schemes, or, if there is no\nequivalent, Comcover will, at its discretion, determine the appropriate amount up to a\nmaximum period of 104 weeks and up to the limit specified on your Schedule of\nCov\n Source: `other-pdfs/comcover-statement-of-cover-2020-21-expired.pages.jsonl`\n- ity of\nthe person at the time of injury or death;\n(ii) indemnity is not prohibited by any law of the Commonwealth, applicable to\nyou;\n(iii) the person is not eligible to be indemnified by Comcare under the Safety,\nRehabilitation and Compensation Act 1988, the Military Rehabilitation and\nCompensation Act 2004 or any other workers’ compensation or like legislation;\nand\n(iv) the event giving rise to the claim happened during your period of cover.\n(2) Exclusion\nWe will not pay for:\n(a) expenses resulting from injury or death from:\n(i) any deliberately self-inflicted\n Source: `other-pdfs/comcover-statement-of-cover-2020-21-expired.pages.jsonl`\n- guidelines;\n(b) any loss or claim where payment is prohibited by any law applicable to you or to the\ntraveller; or\n(c) any loss or claim if the traveller is eligible to be indemnified by Comcare under the\nSafety, Rehabilitation and Compensation Act 1988, the Military Rehabilitation and\nCompensation Act 2004 or any other workers’ compensation or other legislation.\n15. TRAVEL OUTSIDE OF COUNTRY - MEDICAL EXPENSES AND MEDICAL EMERGENCIES\n(1) In the event of:\n(a) injury, illness or death of a traveller,\nthen\n(b) we will pay you, or the traveller directly (or their e\n Source: `other-pdfs/comcover-statement-of-cover-2020-21-expired.pages.jsonl`\n- will pay you, or the traveller directly (or their estate) if they are not indemnified by\nyou, the amount of compensation equivalent to the benefits that would have been\npayable under the Safety, Rehabilitation and Compensation Act 1988 or, if applicable,\nthe Military Rehabilitation and Compensation Act 2004 had the traveller been entitled\nto benefits under either of those schemes, or, if there is no equivalent, Comcover will, at\nits discretion, determine the appropriate amount up to a maximum period of 104\nweeks and up to the limit specified on your Schedule of\n Source: `other-pdfs/comcover-statement-of-cover-2020-21-expired.pages.jsonl`\n\n### Parliament (Staff) Act 1984\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 25\n**Register search**: https://www.legislation.gov.au/search?query=Parliament+%28Staff%29+Act+1984\n\n**Sources**:\n- `pages/corporate-plans-index__03.html`\n- `pages/corporate-plans-index__04.html`\n- `pages/corporate-plans-index__05.html`\n- `pages/corporate-plans-index__08.html`\n- `pages/corporate-plans-index__09.html`\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n- `corporate-plans/2019-20.pages.jsonl`\n- `corporate-plans/2020-21.pages.jsonl`\n- `corporate-plans/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- administration responsibility with the Independent Parliamentary Expenses Authority and the parliamentary departments – the Departments of the House of Representatives, the Senate and Parliamentary Services. Finance also administers the\nMembers of Parliament (Staff) Act 1984\nwhich establishes a framework for office holders, senators and members of the House of Representatives to employ staff. Through COMCAR, we deliver car-with-driver and other ground transport services to the Prime Minister, Governor-General, members of parliame\n Source: `pages/corporate-plans-index__03.html`\n- Representatives, the Senate and Parliamentary Services. A major focus will be developing more plain-English guidance and case studies to assist parliamentarians to understand their PBR Framework obligations.\nFinance also administers the\nMembers of Parliament (Staff) Act 1984\n(MOP(S) Act) which establishes a framework for office holders, senators and members of the House of Representatives to employ staff. Ministerial and Parliamentary Services provides human resources, payroll and work, health and safety advice and support.\nThe m\n Source: `pages/corporate-plans-index__04.html`\n- , and administrative responsibility with the Independent Parliamentary Expenses Authority and the parliamentary departments – the departments of the House of Representatives, the Senate and Parliamentary Services.\nWe also administer the\nMembers of Parliament (Staff) Act 1984\n(MOP(S) Act) which establishes a framework for office holders, senators and members of the House of Representatives to employ staff. Ministerial and Parliamentary Services, within Finance, provides human resources, payroll, and work, health and safety advice\n Source: `pages/corporate-plans-index__05.html`\n- Parliamentarians and their staff and meet public expectations. This fully integrated, online, digital system will better support the administration, audit and reporting of work expenses for Parliamentarians and staff employed under the\nMembers of Parliament (Staff) Act 1984.\nThis will drive efficiencies and increase transparency of parliamentary expenses which will be available to the public through monthly reporting.\nThe initial PEMS release was delivered on time on 2 July 2018 allowing users to begin exploring the system. Furt\n Source: `pages/corporate-plans-index__08.html`\n- ility with the Independent Parliamentary Expenses Authority (IPEA) and the parliamentary departments – Departments of the House of Representatives and the Senate and the Department of Parliamentary Services.\nFinance also administers the\nMembers of Parliament (Staff) Act 1984\nwhich establishes a framework for office holders, senators and members of the House of Representatives to employ staff. Through our responsibility for COMCAR, we deliver car-with-driver and other ground transport services to the Prime Minister, Governor-Gener\n Source: `pages/corporate-plans-index__09.html`\n\n### Lands Acquisition Act 1989\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 18\n**Register search**: https://www.legislation.gov.au/search?query=Lands+Acquisition+Act+1989\n\n**Sources**:\n- `pages/corporate-plans-index__03.html`\n- `pages/corporate-plans-index__04.html`\n- `pages/corporate-plans-index__05.html`\n- `pages/corporate-plans-index__09.html`\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n- `corporate-plans/2019-20.pages.jsonl`\n- `corporate-plans/2020-21.pages.jsonl`\n- `corporate-plans/2021-22.pages.jsonl`\n- `corporate-plans/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- ommonwealth Property Management Framework, including relevant legislation and policy, governs the management of property that is leased or owned by the Commonwealth, including acquisition, disposal and management of property interests. Finance administers the\nLands Acquisition Act 1989\nand the\nPublic Works Committee Act 1969\nand considers Commonwealth leases that exceed certain thresholds.\nThe Commonwealth Risk Management Policy seeks to strengthen the risk management practices of Commonwealth entities by encouraging engagement with risk in\n Source: `pages/corporate-plans-index__03.html`\n- is leased or owned by the Commonwealth, including acquisition, disposal and management of property interests. Finance manages the delivery of major capital works projects including the national purpose-built quarantine facilities. Finance also administers the\nLands Acquisition Act 1989\nand the\nPublic Works Committee Act 1969\nand considers Commonwealth leases that exceed certain thresholds.\nThe Commonwealth Risk Management Policy seeks to strengthen the risk management practices of Commonwealth entities by encouraging engagement with risk in\n Source: `pages/corporate-plans-index__04.html`\n- ugust 2021. The reforms will enhance the responsiveness and timeliness of acquisition processes, provide more support and greater certainty for landholders and improve outcomes for all parties.\nTargeted legislative and regulatory amendments will modernise the\nLands Acquisition Act 1989\n, provide process clarity, encourage more timely resolution of compensation negotiations and apply greater rigour to acquisitions by agreements.\nA new case management model will better support landholders throughout the acquisition process and new guidance wi\n Source: `pages/corporate-plans-index__04.html`\n- ation and policy, governs the management of property leased or owned by the Commonwealth. This includes acquisition, disposal and management of property interests to deliver government services and outcomes efficiently and effectively. Finance administers the\nLands Acquisition Act 1989\nand the\nPublic Works Committee Act 1969\nand considers Commonwealth leases that exceed certain thresholds, manages the delivery of major capital works projects and continues to review, implement and model best practice approaches to Commonwealth property manag\n Source: `pages/corporate-plans-index__05.html`\n- ommonwealth Property Management Framework, including relevant legislation and policy, governs the management of property that is leased or owned by the Commonwealth, including acquisition, disposal and management of property interests. Finance administers the\nLands Acquisition Act 1989\nand the\nPublic Works Committee Act 1969\nand considers Commonwealth leases that exceed certain thresholds.\nThe Commonwealth Risk Management Policy seeks to strengthen the risk management practices of Commonwealth entities by encouraging engagement with risk in\n Source: `pages/corporate-plans-index__09.html`\n\n### Parliamentary Business Resources Act 2017\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 14\n**Register search**: https://www.legislation.gov.au/search?query=Parliamentary+Business+Resources+Act+2017\n\n**Sources**:\n- `pages/corporate-plans-index__06.html`\n- `pages/ministerial-releases-index.html`\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n- `corporate-plans/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- amentarians and their staff and ensuring safe and respectful Commonwealth parliamentary workplaces\nIn 2023–24, Finance will continue to provide quality and consistent client service and policy advice on HR matters, non-travel expenses and allowances under the\nParliamentary Business Resources Act 2017\nand the\nMembers of Parliament (Staff) Act 1986\nto Parliamentarians, office holders and their staff.\nAreas of focus include:\nLeading the implementation of recommendations of the Review of the Members of Parliament Act and the Review of the Parliamentary Busine\n Source: `pages/corporate-plans-index__06.html`\n- , Prime Minister, Federal Parliamentarians, Federal Judiciary and Heads of Commonwealth agencies. COMCAR also facilitates delivery of transport services for Guest of Australian Government Visits and major events.\nThe expenses are administered according to the\nParliamentary Business Resources Act 2017\n. This framework has been\nin effect since 1 January 2018.\nThe\nMinisterial and Parliamentary Services website\nprovides Parliamentarians and their employees with guidance and advice relating to work expenses.\nThe Independent Parliamentary Expenses Authority (IP\n Source: `pages/ministerial-releases-index.html`\n- ect is a proposed expansion of the Scheme and, if it proceeds, will\nprovide additional generation capacity of 2,000 megawatts, enough to power the equivalent of\n500,000 homes at peak demand.\nNew framework for parliamentary work expenses\nOn 1 January 2018, the Parliamentary Business Resources Act 2017\nand subordinate regulations successfully established a new framework\nof work expenses that supports federal parliamentarians while they are\nconducting their parliamentary business.\nThis delivers on the Government’s priority for an independent framework\nto be\n Source: `annual-reports/2017-18.pages.jsonl`\n- vember 2017.\n3 Administration of the Parliamentary Retirement Travel Act 2002 (formerly the Members of Parliament (Life Gold Pass)\nAct 2002) transferred to the Independent Parliamentary Expenses Authority (IPEA) on 1 January 2018 following\ncommencement of the Parliamentary Business Resources Act 2017.\n4 Finance transferred functions for: auditing, reporting, providing advice and processing claims relating to travel expenses\nand allowances of parliamentarians and MOP(S) Act staff to IPEA following a restructure of administrative arrangements\non 3 April 201\n Source: `annual-reports/2017-18.pages.jsonl`\n- people and our relationships with\nother key people.\nFinance provides salary and related benefits to:\n• staff employed by current and former Members of Parliament under the Members of Parliament (Staff) Act 1984\n(MOP(S) Act); and\n• Parliamentarians’ under the Parliamentary Business Resources Act 2017 (PBR Act).\nFinance provides post-employment benefits to former Prime Ministers under the PBR Act.\nSuperannuation payments made to former Commonwealth employees which are also administered by Finance on behalf\nof the Government are not included in the tables b\n Source: `annual-reports/2017-18.pages.jsonl`\n\n### Public Service Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 14\n**Register search**: https://www.legislation.gov.au/search?query=Public+Service+Act+1999\n\n**Sources**:\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- per cent\non commencement of the agreement and in each of the following two years). Staff allowances\nalso increased by 6 per cent over three years.\nEmployment conditions for SES staff are set out in individual determinations made under\nsubsection 24(1) of the Public Service Act 1999. Many of these conditions are aligned with\nthe department‘s enterprise agreement. Table 12 provides a breakdown of staff under the\ndepartment’s employment instruments.\nTable 12: Employment arrangements for SES and non-SES staff, at 30 June 2018\nSES Non-SES To\n Source: `annual-reports/2017-18.pages.jsonl`\n- angements for SES and non-SES staff, at 30 June 2018\nSES Non-SES Total\nEnterprise agreement – 1,603 1,603\nIndividual flexibility arrangements – 34 34\nAustralian workplace agreements – – –\nCommon law contracts – – –\nDeterminations under subsection 24(1) of the\nPublic Service Act 1999 73 – 73\nNote: Staff on individual flexibility arrangements are also included in the Enterprise Agreement total.\n85\n\n[page 100]\nRemuneration\nTable 13 shows salary ranges by classification level.\nTable 13: Salary ranges by employment classification, at 30 June\n Source: `annual-reports/2017-18.pages.jsonl`\n- Recyclable materials include glass, plastic, metal and\naluminium cans and containers.\nCommonwealth A department of state of the Commonwealth; a department of the\ngovernment entity Parliament; an executive agency, or statutory agency, within the\nmeaning of the Public Service Act 1999.\nCommonwealth Grants Establish the Commonwealth grants policy framework. The CGRGs\nRules and Guidelines contain the key legislative and policy requirements and explain\n(CGRGs) the better practice principles of grants administration. They apply\nto grants admin\n Source: `annual-reports/2017-18.pages.jsonl`\n- ensuring that leases and other property services are delivered\nthrough coordinated procurements that will maximise the\nCommonwealth’s substantial purchasing power.\nnon-ongoing staff A person engaged as an employee under paragraph 22(2)(b) or (c) of\nmember the Public Service Act 1999.\nongoing staff member A person engaged as an ongoing employee under paragraph 22(2)(a)\nof the Public Service Act 1999.\nOperation Tetris Requires Commonwealth entities to fill vacant leased office space in\nthe Australian Capital Territory rather than to enter\n Source: `annual-reports/2017-18.pages.jsonl`\n- Commonwealth’s substantial purchasing power.\nnon-ongoing staff A person engaged as an employee under paragraph 22(2)(b) or (c) of\nmember the Public Service Act 1999.\nongoing staff member A person engaged as an ongoing employee under paragraph 22(2)(a)\nof the Public Service Act 1999.\nOperation Tetris Requires Commonwealth entities to fill vacant leased office space in\nthe Australian Capital Territory rather than to enter into new leases or\nto renew expiring leases.\noutcome A government objective in a portfolio area. Outcomes are desired\n Source: `annual-reports/2017-18.pages.jsonl`\n\n### Governance of Australian Government Superannuation Schemes Act 2011\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 12\n**Register search**: https://www.legislation.gov.au/search?query=Governance+of+Australian+Government+Superannuation+Schemes+Act+2011\n\n**Sources**:\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- y (Supervision)\nG-GPS Governor-General Act 1974 To present\nAct 1993.\nJPS Judges’ Pensions Act 1968 To present\nFederal Circuit Court of\nFCCJDDS To present\nAustralia Act 1999\nGovernance\nThe Commonwealth Superannuation Corporation (CSC) was established under the Governance of Australian\nGovernment Superannuation Schemes Act 2011 and is the trustee for the CSS and PSS. CSC is responsible for:\n• providing administration services for each scheme;\n• management and investment of scheme assets;\n• compliance with superannuation taxation and other applicable laws; and\n• compliance with relev\n Source: `annual-reports/2017-18.pages.jsonl`\n- S and PSS. CSC is responsible for:\n• providing administration services for each scheme;\n• management and investment of scheme assets;\n• compliance with superannuation taxation and other applicable laws; and\n• compliance with relevant legislation including the Governance of Australian Government Superannuation Schemes\nAct 2011.\nCSC is supported by a custodian and other specialist providers.\nThe PCSS is administered by the Department of Finance on behalf of the Minister for Finance. The Parliamentary\nRetiring Allowances Trust (the Trust) has responsibility for matters where discreti\n Source: `annual-reports/2017-18.pages.jsonl`\n- s ('recoverable GST exclusive')\nAppropriations applied\n30 June 30 June\n2018 2017\n$'000 $'000\nAdministered\nCommonwealth of Australia Constitution Act s.66 (Ministers of State Act 1952 s.5) (5,032) (5,016)\nFederal Circuit Court of Australia Act 1999 (456) (616)\nGovernance of Australian Government Superannuation Schemes Act 2011 (470) (1,208)\nGovernor-General Act 1974 (1,549) (1,561)\nJudges' Pensions Act 1968 (50,216) (47,101)\nMedibank Private Sale Act 2006 (55) (474)\nParliamentary Business Resources Act 2017 (94,497) -\nParliamentary Contributory Superannuation Act 1948 (42,409) (42,\n Source: `annual-reports/2017-18.pages.jsonl`\n- rting period this\nappropriation was limited to $5.1 million, the money spent has been included in the table above.\nCSC drew from the special appropriation authorised by the Superannuation Act 1922, the Superannuation Act 1976, the\nSuperannuation Act 1990, the Governance of Australian Government Superannuation Schemes Act 2011, PGPA Act,\ns.77 and the Same-Sex Relationships (Equal Treatment in Commonwealth Laws - Superannuation) Act 2008. The\nmoney spent has been included in the table above.\nThe Department of the House of Representatives and the Department of the Senate drew from th\n Source: `annual-reports/2017-18.pages.jsonl`\n- 292,338\nTotal other services [B] 675,674 320,329\nSpecial appropriations\nSpecial appropriations limited by\ncriteria/entitlement\nMedibank Private Sale Act 2006 55\nSuperannuation Act 1922 74,160\nSuperannuation Act 1976 4,348,600\nSuperannuation Act 1990 2,057,933\nGovernance of Australian Government\nSuperannuation Schemes Act 2011 470\nParliamentary Contributory\nSuperannuation Act 1948 42,409\nParliamentary Superannuation Act 2004 7,111\nParliamentary Retirement Travel Act\n2002 240\nParliamentary Entitlements Act 1990 91,513\n166\n\n[page 181]\nPart 6: Appendices\nActual available Payments Bala\n Source: `annual-reports/2017-18.pages.jsonl`\n\n### Nation-building Funds Act 2008\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 12\n**Register search**: https://www.legislation.gov.au/search?query=Nation-building+Funds+Act+2008\n\n**Sources**:\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- pported by the Future Fund Management Agency (FFMA), is responsible for the management\nand investment of the assets of the investment funds. The investment funds consist of the following:\n• Building Australia Fund (BAF) - an investment fund established by the Nation-building Funds Act 2008 to make\npayments in relation to the creation or development of transport, communication, eligible national broadband\nnetwork, energy and water infrastructure. The BAF is expected to be closed by 31 December 2018, subject to the\npassage of legislation.\n• Educa\n Source: `annual-reports/2017-18.pages.jsonl`\n- nsport, communication, eligible national broadband\nnetwork, energy and water infrastructure. The BAF is expected to be closed by 31 December 2018, subject to the\npassage of legislation.\n• Education Investment Fund (EIF) - an investment fund established by the Nation-building Funds Act 2008 to make\npayments in relation to the creation or development of higher education, research, vocational education and training,\nand eligible education infrastructure and to make transitional Higher Education Endowment Fund payments. The EIF\nis expected to be cl\n Source: `annual-reports/2017-18.pages.jsonl`\n- osure to foreign exchange risk, interest\nrate risk, equity market risk and credit risk. The investment funds also use derivatives to gain indirect exposure to market\nrisks. The use of derivative financial instruments by the investment funds is governed by the Nation-building Funds Act\n2008, the DisabilityCare Australia Fund Act 2013 and the Medical Research Future Fund Act 2015.\nC2.3.1 Market risk\nMarket risk is the risk of loss arising from movements in the prices of various assets flowing from changes in interest\nrates and foreign currency.\n1\n Source: `annual-reports/2017-18.pages.jsonl`\n- Act 1969, Superannuation Legislation (Consequential Amendments and Transitional Provisions) Act 2011,\nTransferred Officers’ Allowances Act 1948.\nNo investments were made under s.58 of PGPA Act however investments were made for the investment funds (under\nthe Nation-Building Funds Act 2008 s.32 & s.151), the MRFF (under the Medical Research Future Fund Act 2015 s.37)\nand the DCAF (under the DisabilityCare Australia Fund Act 2013 s.27). Please refer to note C2 for further information.\nF2.2 Disclosure by agent in relation to annual and special ap\n Source: `annual-reports/2017-18.pages.jsonl`\n- al decrease (3,269,883) (4,318,194) (12,079,167) (7,038,808) (26,706,052)\nBalance carried forward - - - - -\n159\n\n[page 174]\nNotes to and forming part of the financial statements F. Funding\nBuilding Australia Fund (BAF) Special Account\nEstablishing Instrument: Nation-building Funds Act 2008, s.13. Purpose: For making payments in relation to transport\ninfrastructure, communications infrastructure (including the National Broadband Network), energy infrastructure and\nwater infrastructure. The balance of the special account is invested by the Future\n Source: `annual-reports/2017-18.pages.jsonl`\n\n### Public Works Committee Act 1969\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 11\n**Register search**: https://www.legislation.gov.au/search?query=Public+Works+Committee+Act+1969\n\n**Sources**:\n- `pages/corporate-plans-index__03.html`\n- `pages/corporate-plans-index__04.html`\n- `pages/corporate-plans-index__05.html`\n- `pages/corporate-plans-index__09.html`\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n- `corporate-plans/2019-20.pages.jsonl`\n- `corporate-plans/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- mework, including relevant legislation and policy, governs the management of property that is leased or owned by the Commonwealth, including acquisition, disposal and management of property interests. Finance administers the\nLands Acquisition Act 1989\nand the\nPublic Works Committee Act 1969\nand considers Commonwealth leases that exceed certain thresholds.\nThe Commonwealth Risk Management Policy seeks to strengthen the risk management practices of Commonwealth entities by encouraging engagement with risk in a positive and transparent way. Finance\n Source: `pages/corporate-plans-index__03.html`\n- lth, including acquisition, disposal and management of property interests. Finance manages the delivery of major capital works projects including the national purpose-built quarantine facilities. Finance also administers the\nLands Acquisition Act 1989\nand the\nPublic Works Committee Act 1969\nand considers Commonwealth leases that exceed certain thresholds.\nThe Commonwealth Risk Management Policy seeks to strengthen the risk management practices of Commonwealth entities by encouraging engagement with risk in a positive and transparent way. Finance\n Source: `pages/corporate-plans-index__04.html`\n- ement of property leased or owned by the Commonwealth. This includes acquisition, disposal and management of property interests to deliver government services and outcomes efficiently and effectively. Finance administers the\nLands Acquisition Act 1989\nand the\nPublic Works Committee Act 1969\nand considers Commonwealth leases that exceed certain thresholds, manages the delivery of major capital works projects and continues to review, implement and model best practice approaches to Commonwealth property management. We work with Commonwealth agencie\n Source: `pages/corporate-plans-index__05.html`\n- mework, including relevant legislation and policy, governs the management of property that is leased or owned by the Commonwealth, including acquisition, disposal and management of property interests. Finance administers the\nLands Acquisition Act 1989\nand the\nPublic Works Committee Act 1969\nand considers Commonwealth leases that exceed certain thresholds.\nThe Commonwealth Risk Management Policy seeks to strengthen the risk management practices of Commonwealth entities by encouraging engagement with risk in a positive and transparent way. Finance\n Source: `pages/corporate-plans-index__09.html`\n- property resources and applies to property\nleased and owned by non-corporate Commonwealth entities\n• management of whole-of-government purchasing arrangements for property\nservices\n• the Lands Acquisition Act 1989, and for providing advice to entities on the\nPublic Works Committee Act 1969. Through its Property Management\nFramework responsibilities, Finance develops and implements policies,\nadvises the Minister on the exercise of his statutory powers, and advises\nentities on policy interpretation and obligations\n• management of the Australian G\n Source: `annual-reports/2017-18.pages.jsonl`\n\n### Parliamentary Entitlements Act 1990\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 9\n**Register search**: https://www.legislation.gov.au/search?query=Parliamentary+Entitlements+Act+1990\n\n**Sources**:\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- ework\nto be created to set and monitor parliamentary entitlements so that the\nsystem is more transparent and accountable.\nThe new framework was a key recommendation of An Independent Parliamentary Entitlements\nSystem: Review and replaced the provisions of the Parliamentary Entitlements Act 1990 and\nsubordinate regulations, the Remuneration and Allowances Act 1990 and the determinative\npowers of the Remuneration Tribunal under the Remuneration Tribunal Act 1973.\nFinance developed the Parliamentary Business Resources framework in collaboration\nwith th\n Source: `annual-reports/2017-18.pages.jsonl`\n- ) (1,208)\nGovernor-General Act 1974 (1,549) (1,561)\nJudges' Pensions Act 1968 (50,216) (47,101)\nMedibank Private Sale Act 2006 (55) (474)\nParliamentary Business Resources Act 2017 (94,497) -\nParliamentary Contributory Superannuation Act 1948 (42,409) (42,665)\nParliamentary Entitlements Act 1990 (91,513) (162,243)\nParliamentary Retirement Travel Act 2002 formerly Members of Parliament (Life Gold\nPass) Act 2002 (240) (564)\nParliamentary Superannuation Act 2004 (7,111) (6,932)\nPublic Governance, Performance and Accountability Act 2013 (PGPA Act) (356)\n Source: `annual-reports/2017-18.pages.jsonl`\n- ntary Services, the Department of the House of Representatives and the\n156\n\n[page 171]\nPart 5: Financial statements\nNotes to and forming part of the financial statements F. Funding\nDepartment of the Senate drew from the special appropriation authorised by the Parliamentary Entitlements Act 1990.\nFrom 1 January 2018 the Parliamentary Entitlements Act 1990 was repealed and replaced by the Parliamentary\nBusiness Resources Act 2017 (PBR Act). The same entities have access to the PBR Act and the money spent has been\nincluded in the table above.\nThe Fair\n Source: `annual-reports/2017-18.pages.jsonl`\n- s and the\n156\n\n[page 171]\nPart 5: Financial statements\nNotes to and forming part of the financial statements F. Funding\nDepartment of the Senate drew from the special appropriation authorised by the Parliamentary Entitlements Act 1990.\nFrom 1 January 2018 the Parliamentary Entitlements Act 1990 was repealed and replaced by the Parliamentary\nBusiness Resources Act 2017 (PBR Act). The same entities have access to the PBR Act and the money spent has been\nincluded in the table above.\nThe Fair Work Commission drew from the special appropriation authorise\n Source: `annual-reports/2017-18.pages.jsonl`\n- 48,600\nSuperannuation Act 1990 2,057,933\nGovernance of Australian Government\nSuperannuation Schemes Act 2011 470\nParliamentary Contributory\nSuperannuation Act 1948 42,409\nParliamentary Superannuation Act 2004 7,111\nParliamentary Retirement Travel Act\n2002 240\nParliamentary Entitlements Act 1990 91,513\n166\n\n[page 181]\nPart 6: Appendices\nActual available Payments Balance\nappropriations made remaining\nfor 2017–18 2017–18 2017–18\n$’000 $’000 $’000\n(A) (B) (A) – (B)\nGovernor-General Act 1974 1,549\nJudges' Pensions Act 1968 50,216\nFederal Circuit Court of\n Source: `annual-reports/2017-18.pages.jsonl`\n\n### DisabilityCare Australia Fund Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.gov.au/search?query=DisabilityCare+Australia+Fund+Act+2013\n\n**Sources**:\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- ation infrastructure and to make transitional Higher Education Endowment Fund payments. The EIF\nis expected to be closed by 31 December 2018, subject to the passage of legislation.\n• DisabilityCare Australia Fund (DCAF) - an investment fund established by the DisabilityCare Australia Fund Act\n2013 to reimburse the Commonwealth, States and Territories for costs incurred in relation to the National Disability\nInsurance Scheme Act 2013.\n• Medical Research Future Fund (MRFF) – an investment fund established under the Medical Research Future\nFund Act 2015 t\n Source: `annual-reports/2017-18.pages.jsonl`\n- rest\nrate risk, equity market risk and credit risk. The investment funds also use derivatives to gain indirect exposure to market\nrisks. The use of derivative financial instruments by the investment funds is governed by the Nation-building Funds Act\n2008, the DisabilityCare Australia Fund Act 2013 and the Medical Research Future Fund Act 2015.\nC2.3.1 Market risk\nMarket risk is the risk of loss arising from movements in the prices of various assets flowing from changes in interest\nrates and foreign currency.\n124\n\n[page 139]\nPart 5: Financial statements\n Source: `annual-reports/2017-18.pages.jsonl`\n- s Act 1948.\nNo investments were made under s.58 of PGPA Act however investments were made for the investment funds (under\nthe Nation-Building Funds Act 2008 s.32 & s.151), the MRFF (under the Medical Research Future Fund Act 2015 s.37)\nand the DCAF (under the DisabilityCare Australia Fund Act 2013 s.27). Please refer to note C2 for further information.\nF2.2 Disclosure by agent in relation to annual and special appropriations ('recoverable GST exclusive')\nThe following table discloses appropriations Finance drew on behalf of other agencies:\nAppropriatio\n Source: `annual-reports/2017-18.pages.jsonl`\n- The\nFuture Fund Board of Guardians may invest amounts standing to the credit of the special account in financial assets,\nalthough the special account itself is non-interest bearing.\nDisabilityCare Australia Fund (DCAF) Special Account\nEstablishing Instrument: DisabilityCare Australia Fund Act 2013, s.11. Purpose: For making reimbursements to State,\nTerritory and Commonwealth Governments in relation to expenditure incurred under the National Disability Insurance\nScheme Act 2013. The balance of the special account is invested by the Future Fund Board of\n Source: `annual-reports/2017-18.pages.jsonl`\n- education infrastructure and to make transitional Higher Education Endowment Fund payments. The EIF\nis expected to be closed during 2019-20, subject to the passage of legislation.\n DisabilityCare Australia Fund (DCAF) – an investment fund established by the DisabilityCare Australia Fund Act\n2013 to reimburse the Commonwealth, states and territories for costs incurred in relation to the National Disability\nInsurance Scheme Act 2013.\n Medical Research Future Fund (MRFF) – an investment fund established under the Medical Research Future Fund\nAct 2015 t\n Source: `annual-reports/2018-19.pages.jsonl`\n\n### Environment Protection and Biodiversity Conservation Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999\n\n**Sources**:\n- `pages/annual-reports-index.html`\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n- `strategies/2022-23-Net-Zero-in-Government-Operations-Annual-Progress-Report_0.pages.jsonl`\n- `strategies/Annual-Progress-Report-2024-25_V2.pages.jsonl`\n- `strategies/emissions-reporting-framework-2025-26.pages.jsonl`\n- `strategies/emissions-reporting-framework.pages.jsonl`\n- `strategies/net-zero-in-government-operations-annual-progress-report-2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- revious years’ emissions data on their websites. Finance is currently refining the amendments reporting process.\nComprehensive guidance and emissions inventory templates are available from the link below.\n2025-26 Emissions Reporting template\nRelated resources\nEnvironment Protection and Biodiversity Conservation Act 1999\n, section 516A\nRMG135\n- Annual reports for non-corporate Commonwealth entities\nRMG136\n- Annual reports for corporate Commonwealth entities\nRMG137\n- Annual reports for Commonwealth companies.\nCommonwealth climate disclosure requirements\nand\nApplication guidanc\n Source: `pages/annual-reports-index.html`\n- fence domestic property portfolio\nFinance manages a diverse portfolio of some 90 non-Defence Commonwealth-owned\nproperties in Australia. This portfolio is managed in accordance with the legislative framework\nfor environment and heritage matters, including the Environment Protection and Biodiversity\nConservation Act 1999. Management is in accordance with the principles of environmentally\nsustainable development, and Finance considers potential environmental and heritage\nimpacts when making decisions about each property, including maintenance, retention and\ndivestment.\nTo impr\n Source: `annual-reports/2017-18.pages.jsonl`\n- ctor property services provider, manages these\nassets strategically to ensure they are efficient and able to meet the Government’s needs.\nThe portfolio is managed in accordance with the legislative framework for environment\nand heritage matters, including the Environment Protection and Biodiversity Conservation\nAct 1999. Finance considers potential environmental and heritage impacts when making\ndecisions about each property, including maintenance, retention and divestment.\nTo improve the performance of the portfolio and in accordance with relevant asset\nmanagement plans, Fin\n Source: `annual-reports/2018-19.pages.jsonl`\n- overnance\nThe Australian Government’s APS Net Zero by 2030 commitment requires Commonwealth entities\nto report their greenhouse gas emissions consistently to track progress to net zero emissions. As\npart of the reporting requirements under section 516A of the Environment Protection and\nBiodiversity Conservation Act 1999, and in line with the Strategy, all non-corporate and corporate\nCommonwealth entities1 were required to publicly report on the emissions from their operations in\nAustralia or Australia’s external territories, commencing with public reporting of 2022-23 emissi\n Source: `strategies/2022-23-Net-Zero-in-Government-Operations-Annual-Progress-Report_0.pages.jsonl`\n- stralian Government\nEmissions Inventory\n‑\nAustralian Government Emissions Reporting\nThe Net Zero in Government Operations Strategy (NZGO Strategy) reinstated greenhouse gas\nemissions reporting for Commonwealth entities and companies. Under section 516A of the\nEnvironment Protection and Biodiversity Conservation Act 1999, all non-corporate and corporate\nCommonwealth entities have been required to publicly report their emissions in their annual\nreports since 2022-23. Commonwealth companies began reporting from 2023-24.\nThe Department of Finance, supported by the Department of\n Source: `strategies/Annual-Progress-Report-2024-25_V2.pages.jsonl`\n\n### Judges' Pensions Act 1968\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.gov.au/search?query=Judges%27+Pensions+Act+1968\n\n**Sources**:\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- stralia Constitution Act s.66 (Ministers of State Act 1952 s.5) (5,032) (5,016)\nFederal Circuit Court of Australia Act 1999 (456) (616)\nGovernance of Australian Government Superannuation Schemes Act 2011 (470) (1,208)\nGovernor-General Act 1974 (1,549) (1,561)\nJudges' Pensions Act 1968 (50,216) (47,101)\nMedibank Private Sale Act 2006 (55) (474)\nParliamentary Business Resources Act 2017 (94,497) -\nParliamentary Contributory Superannuation Act 1948 (42,409) (42,665)\nParliamentary Entitlements Act 1990 (91,513) (162,243)\nParliamentary Retireme\n Source: `annual-reports/2017-18.pages.jsonl`\n- t Travel Act\n2002 240\nParliamentary Entitlements Act 1990 91,513\n166\n\n[page 181]\nPart 6: Appendices\nActual available Payments Balance\nappropriations made remaining\nfor 2017–18 2017–18 2017–18\n$’000 $’000 $’000\n(A) (B) (A) – (B)\nGovernor-General Act 1974 1,549\nJudges' Pensions Act 1968 50,216\nFederal Circuit Court of Australia\nAct 1999 456\nPublic Governance, Performance and\nAccountability Act 2013 356\nSame-Sex Relationships (Equal\nTreatment in Commonwealth Laws—\nSuperannuation) Act 2008 61\nParliamentary Business Resources Act\n2017 94,497\nSp\n Source: `annual-reports/2017-18.pages.jsonl`\n- es 500 171 329\nSuperannuation administration costs 9,308 9,308 –\nSpecial appropriations\nFederal Circuit Court of Australia Act 1999 893 893 –\nGovernance of Australian Government\nSuperannuation Schemes Act 2011 1,000 470 530\nGovernor-General Act 1974 744 744 –\nJudges’ Pensions Act 1968 82,735 82,735 –\nParliamentary Contributory Superannuation\nAct 1948 45,822 45,821 1\nParliamentary Superannuation Act 2004 7,189 7,111 78\nSame-Sex Relationships (Equal Treatment in\nCommonwealth Laws—General Law Reform)\nAct 2008 51 123 (72)\nSuperannuation Act 19\n Source: `annual-reports/2017-18.pages.jsonl`\n- umber of paid recovered Number of paid recovered\npayments $‘000 $‘000 payments $‘000 $‘000\nLeglisation\nParliamentary\nContributory\nSuperannuation\nAct 1948\n• Death\npayments 22 41 47 13 21a 9\n• Other payments 145 144 130 122 106 102\nTotal 167 185 177 135 127 111\nJudges’ Pensions\nAct 1968\n• Death\npayments 3 24 20 9 84 84\n• Other payments – – – – – –\nTotal 3 24 20 9 84 84\nGovernor-General\nAct 1974\n• Death\npayments 1 0 0 – – –\n• Other payments – – – – – –\nTotal 1 0 0 – – –\na Previously reported amount paid was $27,000; however, this included $6,\n Source: `annual-reports/2017-18.pages.jsonl`\n- ustralia Constitution Act s 66 (Ministers of State Act 1952 s 5)1 (5,077) (5,032)\nFederal Circuit Court of Australia Act 1999 (465) (456)\nGovernance of Australian Government Superannuation Schemes Act 2011 (138) (470)\nGovernor-General Act 1974 (1,537) (1,549)\nJudges' Pensions Act 1968 (53,267) (50,216)\nMedibank Private Sale Act 2006 (20) (55)\nParliamentary Business Resources Act 2017 (234,813) (94,497)\nParliamentary Contributory Superannuation Act 1948 (43,253) (42,409)\nParliamentary Entitlements Act 19902 (154) (91,513)\nParliamentary Reti\n Source: `annual-reports/2018-19.pages.jsonl`\n\n### Medical Research Future Fund Act 2015\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.gov.au/search?query=Medical+Research+Future+Fund+Act+2015\n\n**Sources**:\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- DisabilityCare Australia Fund Act\n2013 to reimburse the Commonwealth, States and Territories for costs incurred in relation to the National Disability\nInsurance Scheme Act 2013.\n• Medical Research Future Fund (MRFF) – an investment fund established under the Medical Research Future\nFund Act 2015 to support medical research and innovation into the future.\nKey judgements and estimates\nIn applying Finance's accounting policies, management has made a number of judgements and applied estimates and\nassumptions to future events. Judgements and estimates whi\n Source: `annual-reports/2017-18.pages.jsonl`\n- isk. The investment funds also use derivatives to gain indirect exposure to market\nrisks. The use of derivative financial instruments by the investment funds is governed by the Nation-building Funds Act\n2008, the DisabilityCare Australia Fund Act 2013 and the Medical Research Future Fund Act 2015.\nC2.3.1 Market risk\nMarket risk is the risk of loss arising from movements in the prices of various assets flowing from changes in interest\nrates and foreign currency.\n124\n\n[page 139]\nPart 5: Financial statements\nNotes to and forming part of the financial sta\n Source: `annual-reports/2017-18.pages.jsonl`\n- d Transitional Provisions) Act 2011,\nTransferred Officers’ Allowances Act 1948.\nNo investments were made under s.58 of PGPA Act however investments were made for the investment funds (under\nthe Nation-Building Funds Act 2008 s.32 & s.151), the MRFF (under the Medical Research Future Fund Act 2015 s.37)\nand the DCAF (under the DisabilityCare Australia Fund Act 2013 s.27). Please refer to note C2 for further information.\nF2.2 Disclosure by agent in relation to annual and special appropriations ('recoverable GST exclusive')\nThe following table discloses\n Source: `annual-reports/2017-18.pages.jsonl`\n- rd of Guardians. The Future\nFund Board of Guardians may invest amounts standing to the credit of the special account in financial assets, although\nthe special account itself is non-interest bearing.\nMedical Research Future Fund (MRFF)\nEstablishing instrument: Medical Research Future Fund Act 2015, s.14. Purpose: For making payments in relation to\nmedical research and medical innovation. The balance of the special account is invested by the Future Fund Board of\nGuardians. The Future Fund Board of Guardians invests amounts standing to the credit of the\n Source: `annual-reports/2017-18.pages.jsonl`\n- DisabilityCare Australia Fund Act\n2013 to reimburse the Commonwealth, states and territories for costs incurred in relation to the National Disability\nInsurance Scheme Act 2013.\n Medical Research Future Fund (MRFF) – an investment fund established under the Medical Research Future Fund\nAct 2015 to support medical research and innovation into the future.\n Aboriginal and Torres Strait Islander Land and Sea Future Fund (ATSILSFF) – an investment fund established\nunder the Aboriginal and Torres Strait Islander Land and Sea Future Fund Act 2018 to make\n Source: `annual-reports/2018-19.pages.jsonl`\n\n### Parliamentary Contributory Superannuation Act 1948\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.gov.au/search?query=Parliamentary+Contributory+Superannuation+Act+1948\n\n**Sources**:\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- odian and other specialist providers.\nThe PCSS is administered by the Department of Finance on behalf of the Minister for Finance. The Parliamentary\nRetiring Allowances Trust (the Trust) has responsibility for matters where discretion has been given under the\nParliamentary Contributory Superannuation Act 1948. The Trust consists of five trustees - the Minister for Finance (or a\n132\n\n[page 147]\nPart 5: Financial statements\nNotes to and forming part of the financial statements C. General Business Disclosures\nMinister authorised by the Minister for Finance) who is th\n Source: `annual-reports/2017-18.pages.jsonl`\n- ernance of Australian Government Superannuation Schemes Act 2011 (470) (1,208)\nGovernor-General Act 1974 (1,549) (1,561)\nJudges' Pensions Act 1968 (50,216) (47,101)\nMedibank Private Sale Act 2006 (55) (474)\nParliamentary Business Resources Act 2017 (94,497) -\nParliamentary Contributory Superannuation Act 1948 (42,409) (42,665)\nParliamentary Entitlements Act 1990 (91,513) (162,243)\nParliamentary Retirement Travel Act 2002 formerly Members of Parliament (Life Gold\nPass) Act 2002 (240) (564)\nParliamentary Superannuation Act 2004 (7,111) (6,932)\nPublic Governance, Per\n Source: `annual-reports/2017-18.pages.jsonl`\n- Special appropriations limited by\ncriteria/entitlement\nMedibank Private Sale Act 2006 55\nSuperannuation Act 1922 74,160\nSuperannuation Act 1976 4,348,600\nSuperannuation Act 1990 2,057,933\nGovernance of Australian Government\nSuperannuation Schemes Act 2011 470\nParliamentary Contributory\nSuperannuation Act 1948 42,409\nParliamentary Superannuation Act 2004 7,111\nParliamentary Retirement Travel Act\n2002 240\nParliamentary Entitlements Act 1990 91,513\n166\n\n[page 181]\nPart 6: Appendices\nActual available Payments Balance\nappropriations made remaining\nfor 2017–18 2017–18 2\n Source: `annual-reports/2017-18.pages.jsonl`\n- on costs 9,308 9,308 –\nSpecial appropriations\nFederal Circuit Court of Australia Act 1999 893 893 –\nGovernance of Australian Government\nSuperannuation Schemes Act 2011 1,000 470 530\nGovernor-General Act 1974 744 744 –\nJudges’ Pensions Act 1968 82,735 82,735 –\nParliamentary Contributory Superannuation\nAct 1948 45,822 45,821 1\nParliamentary Superannuation Act 2004 7,189\n\n_…truncated, open the .md file for the full content._", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "Finance assists the Australian Government to achieve its fiscal and policy objectives by advising on expenditure, managing sustainable public sector resourcing, driving public sector transformation and delivering efficient, cost-effective services to, and for, Government. [CP p.4]", "purposes_source_page": 4, "how_we_deliver": "Finance delivers an array of support and services including: providing policy and financial advice to the Minister for Finance, senior ministers and Cabinet’s Expenditure Review Committee on government expenditure and program delivery; supporting the Government in its Budget preparation, delivery and ongoing management through the Budget process; providing leadership in the reform of the Australian Public Service (APS), such as through the Public Service Modernisation Fund and by promoting public sector productivity, including by overseeing and delivering shared services; fostering leading public-sector practice through public-sector resource management, governance and accountability frameworks; providing advice to the Government on optimal arrangements for construction, management and sale of public assets; administering the Government’s general insurance fund, investment funds and superannuation schemes; managing the Government’s shareholdings in a number of Government Business Enterprises (GBEs) and other public non-financial corporations; providing a range of facilities and services to parliamentarians, their staff and former senators and members; delivering whole-of-government information and communication technology services; developing and maintaining the Government’s procurement policy framework; managing the Government’s special claims, insurance and risk management operations; administering discretionary compensation payments. [CP p.4]", "how_we_deliver_source_page": 4, "government_priorities": [ { "text": "advising on expenditure and managing sustainable public sector resourcing assisting the Government to achieve its fiscal and policy objectives", "source_page": 14 }, { "text": "delivering cost-effective services to, and for, Government by supporting parliamentarians and their staff through frameworks that administer remuneration, work expenses and other public resources", "source_page": 14 }, { "text": "managing public sector frameworks and governance mechanisms across the whole of government ensuring the sector is operating efficiently and has the organisational capability to respond to changing priorities", "source_page": 14 }, { "text": "driving public sector transformation and delivering productive and better quality services to citizens and businesses", "source_page": 14 } ], "outcomes": [ { "name": "Support sustainable Australian Government finances through providing high-quality policy advice and operational support to the government and Commonwealth entities to maintain effective and efficient use of public resources.", "description": "Finance supports the Australian Government to achieve its fiscal and policy objectives by advising on expenditure, managing sustainable public sector resourcing, driving public sector transformation and delivering efficient, cost-effective services to, and for, Government.", "key_activities": [ "providing policy and financial advice to the Minister for Finance, senior ministers and Cabinet’s Expenditure Review Committee on government expenditure and program delivery", "supporting the Government in its Budget preparation, delivery and ongoing management through the Budget process" ], "source_page": 5 }, { "name": "Support for Parliamentarians and others as required by the Australian Government through the delivery of and advice on, work expenses and allowances, entitlements and targeted programs.", "description": "The Department has continued to focus on delivering cost-effective services to Commonwealth entities through the Service Delivery Office, providing efficiencies to clients and providing high-level services to parliamentarians, their employees and others to assist them in undertaking their duties.", "key_activities": [ "supporting parliamentarians and their staff through frameworks that administer remuneration, work expenses and other public resources", "delivering services through the Service Delivery Office and providing a range of secure telecommunications and ICT infrastructure" ], "source_page": 5 }, { "name": "Transforming government to be more efficient, adaptable, productive and sustainable.", "description": "Finance supports business improvements across the APS and investment in technology and digital capability that enabled public servants to focus on the Government’s strategic priorities and collaborate in the delivery of services.", "key_activities": [ "driving public sector transformation and delivering productive and better quality services to citizens and businesses", "supporting business improvements across the APS and investment in technology and digital capability" ], "source_page": 5 } ], "values": [ "Impartial", "Committed to service", "Accountable", "Respectful", "Ethical" ], "values_framework_name": "Australian Public Service Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Stability or improvement", "target": "Stability or improvement", "source_page": null } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Stability or improvement", "result": "Stability or improvement", "status": "Achieved", "source_page": null } ], "_source_urls": { "annual_report_url": "http://www.finance.gov.au/sites/default/files/2019-11/Annual_Report_2018-19_online_0.pdf", "corporate_plan_url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf" } }, "ideas": [ { "entity_id": "B-002379", "entity_name": "Comcover", "folder_name": "Comcover", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 34]\nAPPENDICES\nAppendix A –\nSummary of changes to performance measures\nIn this Corporate Plan, Finance identifies 22 performance measures for the\nreporting period 2023–24 to 2026–27 with:\n• 18 existing performance measures that are unchanged or only marginally changed to improve the\nclarity of the performance information, including where greater consistency is being supported\nacross different aspects of the PGPA framework and where measure collection methodologies have\nbeen strengthened\n• 4 new performance measure added to reflect a more robust indicator of performance\n• 2 performance measures removed since 2022–23 (no longer applicable and/or oversight\nreassigned to an internal governance committee as an operational metric forming part of Finance’s\ncascading performance measures framework)�\nWe continue to refine the presentation of our performance measures, including the relevant", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002379", "entity_name": "Comcover", "folder_name": "Comcover", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 34]\nAPPENDICES\nAppendix A –\nSummary of changes to performance measures\nIn this Corporate Plan, Finance identifies 22 performance measures for the\nreporting period 2023–24 to 2026–27 with:\n• 18 existing performance measures that are unchanged or only marginally changed to improve the\nclarity of the performance information, including where greater consistency is being supported\nacross different aspects of the PGPA framework and where measure collection methodologies have\nbeen strengthened\n• 4 new performance measure added to reflect a more robust indicator of performance\n• 2 performance measures removed since 2022–23 (no longer applicable and/or oversight\nreassigned to an internal governance committee as an operational metric forming part of Finance’s\ncascading performance measures framework)�\nWe continue to refine the presentation of our performance measures, including the relevant", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2023-24.pdf (http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002379", "entity_name": "Comcover", "folder_name": "Comcover", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 11]\nFigure 2 – Our approach to managing risk\nPurpose\nerutluC\nGovernance\nand\nassurance\nValues and behaviours\nStrategic focus\nIntegrated Making\nPeople Stewardship Business Business\nPlanning Better\nEnterprise Risk Management Framework\nRisk management policy\n(Accountable Authority Instructions)\nRisk appetite Strategic risk\nFinance’s Executive Board, chaired by the Secretary, Finance’s risk governance in 2021–22 will continue\nhas overarching responsibility for the Framework� to support this clear line of sight� In addition\nThe Chief Risk Officer, a central risk oversight team, to the ongoing governance role of the Risk\nthe Risk Subcommittee, and the Audit Committee Subcommittee, the membership and Terms of\nsupport the Executive Board in reviewing and Reference of the Risk Engagement Group will be", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002379", "entity_name": "Comcover", "folder_name": "Comcover", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 11]\nFigure 2 – Our approach to managing risk\nPurpose\nerutluC\nGovernance\nand\nassurance\nValues and behaviours\nStrategic focus\nIntegrated Making\nPeople Stewardship Business Business\nPlanning Better\nEnterprise Risk Management Framework\nRisk management policy\n(Accountable Authority Instructions)\nRisk appetite Strategic risk\nFinance’s Executive Board, chaired by the Secretary, Finance’s risk governance in 2021–22 will continue\nhas overarching responsibility for the Framework� to support this clear line of sight� In addition\nThe Chief Risk Officer, a central risk oversight team, to the ongoing governance role of the Risk\nthe Risk Subcommittee, and the Audit Committee Subcommittee, the membership and Terms of\nsupport the Executive Board in reviewing and Reference of the Risk Engagement Group will be", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002379", "entity_name": "Comcover", "folder_name": "Comcover", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 18]\nFinancial management\nFinance has a total departmental expense Finance has a total administered expense\nbudget of $579�8 million in 2021–22 budget of $10,703�1 million in 2021–22 and an\nincluding for functions delivered for whole-of- administered capital budget of $18�9 million�\ngovernment purposes and supported through\nSpecial Accounts� Finance’s departmental Further information regarding Finance’s budget\ncapital budget is $64�4 million, of which estimates (departmental and administered),\n$55�2 million relates to projects in the Average Staffing Levels, and financial statements\nProperty Special Account� for the reporting period is set out in the Finance\nPBS 2021–22�\nFigure 4 Total expenditure 2021–22\nAdministered Departmental\nCapital Budget Capital Budget\n% %\n0.2 0.6\nTotal expenditure\n2021–22\n$11,366\nMillion\nAdministered Departmental\nExpenses Expenses\n% %\n94.1 5.1", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-002379", "entity_name": "Comcover", "folder_name": "Comcover", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 18]\nFinancial management\nFinance has a total departmental expense Finance has a total administered expense\nbudget of $579�8 million in 2021–22 budget of $10,703�1 million in 2021–22 and an\nincluding for functions delivered for whole-of- administered capital budget of $18�9 million�\ngovernment purposes and supported through\nSpecial Accounts� Finance’s departmental Further information regarding Finance’s budget\ncapital budget is $64�4 million, of which estimates (departmental and administered),\n$55�2 million relates to projects in the Average Staffing Levels, and financial statements\nProperty Special Account� for the reporting period is set out in the Finance\nPBS 2021–22�\nFigure 4 Total expenditure 2021–22\nAdministered Departmental\nCapital Budget Capital Budget\n% %\n0.2 0.6\nTotal expenditure\n2021–22\n$11,366\nMillion\nAdministered Departmental\nExpenses Expenses\n% %\n94.1 5.1", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-002379", "entity_name": "Comcover", "folder_name": "Comcover", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 38]\nPublic sector resourcing and transformation – key activities and performance measures\nKey activity 8: Enable investment funds and civilian Target\nsuperannuation schemes\nProvide a policy, regulatory and legislative framework that enables the\nmaximisation of returns on investment funds and civilian superannuation\nscheme compliance�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 8.1: Investment mandates for each Australian Government investment fund\nInvestment mandates are set for each Australian Government investment fund which assists in achieving the\nfinancial and risk objectives, and are consistent with the policy, regulatory and legislative framework.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002379", "entity_name": "Comcover", "folder_name": "Comcover", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 38]\nPublic sector resourcing and transformation – key activities and performance measures\nKey activity 8: Enable investment funds and civilian Target\nsuperannuation schemes\nProvide a policy, regulatory and legislative framework that enables the\nmaximisation of returns on investment funds and civilian superannuation\nscheme compliance�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 8.1: Investment mandates for each Australian Government investment fund\nInvestment mandates are set for each Australian Government investment fund which assists in achieving the\nfinancial and risk objectives, and are consistent with the policy, regulatory and legislative framework.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-002379", "entity_name": "Comcover", "folder_name": "Comcover", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 46]\nDelivering effective services to, and for, government – key activities and performance measures\nKey activity 11: Deliver ministerial and parliamentary services Target\nProvide a range of services to parliamentarians, their employees\nand others as determined by the Australian Government to assist\nthem in undertaking their duties�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 11.1: Services meet client needs\nServices meet the needs of parliamentarians, their employees and others as required by the Australian\nGovernment�\nHow will this performance measure be assessed?", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-002379", "entity_name": "Comcover", "folder_name": "Comcover", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 46]\nDelivering effective services to, and for, government – key activities and performance measures\nKey activity 11: Deliver ministerial and parliamentary services Target\nProvide a range of services to parliamentarians, their employees\nand others as determined by the Australian Government to assist\nthem in undertaking their duties�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 11.1: Services meet client needs\nServices meet the needs of parliamentarians, their employees and others as required by the Australian\nGovernment�\nHow will this performance measure be assessed?", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-002379", "entity_name": "Comcover", "folder_name": "Comcover", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "[Page 38]\nPublic sector resourcing and transformation – key activities and performance measures\nKey activity 8: Enable investment funds and civilian Target\nsuperannuation schemes\nProvide a policy, regulatory and legislative framework that enables the\nmaximisation of returns on investment funds and civilian superannuation\nscheme compliance�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 8.1: Investment mandates for each Australian Government investment fund\nInvestment mandates are set for each Australian Government investment fund which assists in achieving the\nfinancial and risk objectives, and are consistent with the policy, regulatory and legislative framework.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-002379", "entity_name": "Comcover", "folder_name": "Comcover", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "[Page 38]\nPublic sector resourcing and transformation – key activities and performance measures\nKey activity 8: Enable investment funds and civilian Target\nsuperannuation schemes\nProvide a policy, regulatory and legislative framework that enables the\nmaximisation of returns on investment funds and civilian superannuation\nscheme compliance�\n22\n–\n1202\n32\n–\n2202\n42\n–\n3202\n52\n–\n4202\nPerformance measure 8.1: Investment mandates for each Australian Government investment fund\nInvestment mandates are set for each Australian Government investment fund which assists in achieving the\nfinancial and risk objectives, and are consistent with the policy, regulatory and legislative framework.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "corporate-plans/2021-22.pdf (http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2018-19", "url": "http://www.finance.gov.au/sites/default/files/2019-11/Annual_Report_2018-19_online_0.pdf", "file": "annual-reports/2018-19.pdf", "bytes": 7740986, "link_text": "Entire report" }, { "category": "annual-reports", "year": "2017-18", "url": "http://www.finance.gov.au/sites/default/files/2019-11/annual_report_2017-18_online.pdf", "file": "annual-reports/2017-18.pdf", "bytes": 24335242, "link_text": "Complete report" }, { "category": "corporate-plans", "year": "2023-24", "url": "http://www.finance.gov.au/sites/default/files/2023-10/Corporate_Plan_2023-24.pdf", "file": "corporate-plans/2023-24.pdf", "bytes": 4309531, "link_text": "Download the Corporate Plan 2023–24" }, { "category": "corporate-plans", "year": "2022-23", "url": "http://www.finance.gov.au/sites/default/files/2022-09/Corporate_Plan_2022-23_v2.pdf", "file": "corporate-plans/2022-23.pdf", "bytes": 2108803, "link_text": "Download the Corporate Plan 2022–23" }, { "category": "corporate-plans", "year": "2021-22", "url": "http://www.finance.gov.au/sites/default/files/2021-08/Corporate-Plan-2021-22.pdf", "file": "corporate-plans/2021-22.pdf", "bytes": 1083334, "link_text": "Download the Corporate Plan 2021–22" }, { "category": "corporate-plans", "year": "2020-21", "url": "http://www.finance.gov.au/sites/default/files/2020-10/Corporate Plan 2020-21_0.pdf", "file": "corporate-plans/2020-21.pdf", "bytes": 883027, "link_text": "Download the Corporate Plan 2020-21" }, { "category": "corporate-plans", "year": "2019-20", "url": "http://www.finance.gov.au/sites/default/files/2020-02/Finance-Corporate-Plan-2019-20.pdf", "file": "corporate-plans/2019-20.pdf", "bytes": 1100477, "link_text": "Finance-Corporate-Plan-2019-20.pdf" }, { "category": "strategies", "year": "2025", "url": "http://www.finance.gov.au/sites/default/files/2025-12/regulator-maturity-model-user-guide.pdf", "file": "strategies/regulator-maturity-model-user-guide.pdf", "bytes": 467733, "link_text": "performing a self-assessment, using the results, developing an action plan, frequently asked questions and other resources" }, { "category": "strategies", "year": "2022", "url": "http://www.finance.gov.au/sites/default/files/2022-12/information-sheet-cyber-risk.pdf", "file": "strategies/information-sheet-cyber-risk.pdf", "bytes": 163691, "link_text": "Information Sheet - Cyber Risk" }, { "category": "strategies", "year": "2026", "url": "https://www.finance.gov.au/sites/default/files/2026-02/APS_Net_Zero_Roadmap-Dec-2024.pdf", "file": "strategies/APS_Net_Zero_Roadmap-Dec-2024.pdf", "bytes": 968356, "link_text": "Net Zero in Government Operations Roadmap" }, { "category": "strategies", "year": "2023", "url": "https://www.finance.gov.au/sites/default/files/2023-11/Net_Zero_Government_Operations_Strategy.pdf", "file": "strategies/Net_Zero_Government_Operations_Strategy.pdf", "bytes": 10242259, "link_text": "Net Zero in Government Operations Strategy" }, { "category": "strategies", "year": "2025-26", "url": "http://www.finance.gov.au/sites/default/files/2026-05/emissions-reporting-framework-2025-26.pdf", "file": "strategies/emissions-reporting-framework-2025-26.pdf", "bytes": 1076371, "link_text": "Emissions Reporting Framework 2025-26" }, { "category": "strategies", "year": "2024-25", "url": "http://www.finance.gov.au/sites/default/files/2025-06/emissions-reporting-framework.pdf", "file": "strategies/emissions-reporting-framework.pdf", "bytes": 1022213, "link_text": "Emissions Reporting Framework 2024-25" }, { 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