{ "entity_id": "O-000817", "folder": "Defence-Housing-Australia", "name": "Defence Housing Australia", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Defence", "website": "http://www.dha.gov.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 4, "n_kpi_targets": 4, "n_kpi_results": 4, "n_outcomes": 4, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "This strategy represents DHA’s commitment to providing a respectful and inclusive workplace where all its employees feel safe and confident to bring their whole selves to work and can perform to their best.", "official_site_url": "http://www.dha.gov.au", "source_documents": [ { "type": "strategie", "title": "Diversity and Inclusion Strategy 2022-25", "url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "period": "2026", "confidence": "medium" }, { "type": "annual_report", "title": "Annual Report", "url": "https://www.dha.gov.au/sites/default/files/documents/2026-03/Defence%20Housing%20Australia%20Annual%20Report%202024-25.pdf", "period": "2026", "confidence": "high" } ], "purpose": { "text": "This strategy represents DHA’s commitment to providing a respectful and inclusive workplace where all its employees feel safe and confident to bring their whole selves to work and can perform to their best.", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 5, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=5" }, "vision": null, "strategic_priorities": [ { "title": "Respected - Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy to all employees to ensure t", "description": "Respected - Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy to all employees to ensure there is shared understanding of expected behaviours at workplace.", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 12, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=12" }, { "title": "Connected – Revive our affinity groups with renewed membership from interested employees along with a dedicated Executiv", "description": "Connected – Revive our affinity groups with renewed membership from interested employees along with a dedicated Executive Champion from the leadership team to ensure we provide a networking platform to our employees across all diversity areas and a group for the business to consult with when driving change.", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 13, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=13" }, { "title": "Progressing - Make managers accountable in performance plans for identifying how they will support development of team d", "description": "Progressing - Make managers accountable in performance plans for identifying how they will support development of team diversity and a culture of inclusion.", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 14, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=14" }, { "title": "Contributing – Review our policies and frameworks to ensure all employees are fully adequately supported in their roles ", "description": "Contributing – Review our policies and frameworks to ensure all employees are fully adequately supported in their roles and have access to the right tools, systems, information and knowledge to perform to their best levels.", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 15, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=15" } ], "values": [ { "name": "Respected", "description": "", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": null }, { "name": "Connected", "description": "", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": null }, { "name": "Progressing", "description": "", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": null }, { "name": "Contributing", "description": "", "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Respected employees", "description": "Employees feel respected, valued, and included in the workplace.", "activities": [ "Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy", "Remove barriers for employees to report unacceptable behaviours", "Introduce a facilitated ‘unconscious bias’ training", "Provide targeted learning opportunities to senior leaders", "Promote and reinforce APS values and expected positive behaviours" ], "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 12, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=12" }, { "name": "Outcome 2: Connected employees", "description": "Employees feel connected to their co-workers and have a sense of belonging.", "activities": [ "Revive our affinity groups with renewed membership", "Celebrate specific diversity days", "Offer opportunities to employees to participate in initiatives to support external community/charity organisations", "Encourage employees to update their diversity information in Aurion and regularly participate in employees surveys" ], "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 13, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=13" }, { "name": "Outcome 3: Progressing employees", "description": "Employees have opportunities for career advancement and progression.", "activities": [ "Provide managers and leaders with resources and support tailored for different diversity groups", "Provide and promote development opportunities, including projects, secondments and mobility opportunities", "Provide and promote targeted coaching and mentoring programs", "Create diversity workplace dashboard in Tableau", "Commit to transparency and accountability through Workplace Gender Equality Agency (WGEA) reporting" ], "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 14, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=14" }, { "name": "Outcome 4: Contributing employees", "description": "Employees can fully contribute their talents and energies to the organisation.", "activities": [ "Develop and implement the reasonable adjustments policy and framework", "Participate in affirmative measures, RecruitAbility and similar programs", "Complete an accessibility review of layout and facilities", "Provide assistive technologies", "Review and ensure our awards and recognition framework is accessible to all employees and promotes our commitment to diversity and inclusion", "Provide tailored support programs for diverse sections of the workforce through EAP" ], "source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "source_page": 15, "source_deep_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=15" } ], "performance_measures": [ { "code": "ATSI01", "measure": "Percentage of workforce identifying as ATSI", "target": "4%", "latest_result": "3.5%", "status": "Partially achieved", "target_source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "target_source_page": 17, "result_source_url": "https://www.dha.gov.au/sites/default/files/documents/2026-03/Defence%20Housing%20Australia%20Annual%20Report%202024-25.pdf", "result_source_page": 17 }, { "code": "DIS01", "measure": "Percentage of workforce identifying as a person with an ongoing disability", "target": "10%", "latest_result": "4.1%", "status": "Partially achieved", "target_source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "target_source_page": 17, "result_source_url": "https://www.dha.gov.au/sites/default/files/documents/2026-03/Defence%20Housing%20Australia%20Annual%20Report%202024-25.pdf", "result_source_page": 17 }, { "code": "LGBTIQ01", "measure": "Percentage of workforce identifying as LGBTIQ+", "target": "7%", "latest_result": "5%", "status": "Partially achieved", "target_source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "target_source_page": 17, "result_source_url": "https://www.dha.gov.au/sites/default/files/documents/2026-03/Defence%20Housing%20Australia%20Annual%20Report%202024-25.pdf", "result_source_page": 17 }, { "code": "FEM01", "measure": "Percentage of women in positions classified at or above Executive Level 1", "target": "53%", "latest_result": "50%", "status": "Partially achieved", "target_source_url": "http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf", "target_source_page": 17, "result_source_url": "https://www.dha.gov.au/sites/default/files/documents/2026-03/Defence%20Housing%20Australia%20Annual%20Report%202024-25.pdf", "result_source_page": 17 } ], "document_alignment_terms": { "must_support": [ "This strategy represents DHA’s commitment to providing a respectful and inclusive workplace where all its employees feel safe and confident to bring their whole selves to work and ", "Respected - Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy to all employees to ensure there is shared understanding of expected behaviours at workplace.", "Connected – Revive our affinity groups with renewed membership from interested employees along with a dedicated Executive Champion from the leadership team to ensure we provide a networking platform to our employees across all diversity areas and a group for the business to consult with when driving change.", "Progressing - Make managers accountable in performance plans for identifying how they will support development of team diversity and a culture of inclusion.", "Contributing – Review our policies and frameworks to ensure all employees are fully adequately supported in their roles and have access to the right tools, systems, information and knowledge to perform to their best levels." ], "watch_terms": [ "Percentage of workforce identifying as ATSI", "Percentage of workforce identifying as a person with an ongoing disability", "Percentage of workforce identifying as LGBTIQ+", "Percentage of women in positions classified at or above Executive Level 1" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Defence Housing Australia — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf)\n\n## Our purpose / purposes\n\n> This strategy represents DHA’s commitment to providing a respectful and inclusive workplace where all its employees feel safe and confident to bring their whole selves to work and can perform to their best. [[CP p.5](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=5)]\n\n## How we deliver\n\n> DHA’s Diversity and Inclusion Strategy 2022–25 is based on the Diversity Council Australia’s Inclusion@Work Index, which says that inclusion occurs when all people are respected, connected, progressing, and contributing to organisational success. [[CP p.11](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=11)]\n\n## Government priorities for this department\n\n- Respected - Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy to all employees to ensure there is shared understanding of expected behaviours at workplace. [[CP p.12](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=12)]\n- Connected – Revive our affinity groups with renewed membership from interested employees along with a dedicated Executive Champion from the leadership team to ensure we provide a networking platform to our employees across all diversity areas and a group for the business to consult with when driving change. [[CP p.13](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=13)]\n- Progressing - Make managers accountable in performance plans for identifying how they will support development of team diversity and a culture of inclusion. [[CP p.14](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=14)]\n- Contributing – Review our policies and frameworks to ensure all employees are fully adequately supported in their roles and have access to the right tools, systems, information and knowledge to perform to their best levels. [[CP p.15](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=15)]\n\n## Outcomes\n\n### Outcome 1: Respected employees\nEmployees feel respected, valued, and included in the workplace. [[CP p.12](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=12)]\n\n**Key activities:**\n- Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy\n- Remove barriers for employees to report unacceptable behaviours\n- Introduce a facilitated ‘unconscious bias’ training\n- Provide targeted learning opportunities to senior leaders\n- Promote and reinforce APS values and expected positive behaviours\n\n### Outcome 2: Connected employees\nEmployees feel connected to their co-workers and have a sense of belonging. [[CP p.13](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=13)]\n\n**Key activities:**\n- Revive our affinity groups with renewed membership\n- Celebrate specific diversity days\n- Offer opportunities to employees to participate in initiatives to support external community/charity organisations\n- Encourage employees to update their diversity information in Aurion and regularly participate in employees surveys\n\n### Outcome 3: Progressing employees\nEmployees have opportunities for career advancement and progression. [[CP p.14](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=14)]\n\n**Key activities:**\n- Provide managers and leaders with resources and support tailored for different diversity groups\n- Provide and promote development opportunities, including projects, secondments and mobility opportunities\n- Provide and promote targeted coaching and mentoring programs\n- Create diversity workplace dashboard in Tableau\n- Commit to transparency and accountability through Workplace Gender Equality Agency (WGEA) reporting\n\n### Outcome 4: Contributing employees\nEmployees can fully contribute their talents and energies to the organisation. [[CP p.15](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=15)]\n\n**Key activities:**\n- Develop and implement the reasonable adjustments policy and framework\n- Participate in affirmative measures, RecruitAbility and similar programs\n- Complete an accessibility review of layout and facilities\n- Provide assistive technologies\n- Review and ensure our awards and recognition framework is accessible to all employees and promotes our commitment to diversity and inclusion\n- Provide tailored support programs for diverse sections of the workforce through EAP\n\n## Values and principles\n\n_Diversity Council Australia’s Inclusion@Work Index_\n\n- Respected\n- Connected\n- Progressing\n- Contributing\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| ATSI01 | Percentage of workforce identifying as ATSI | 4% | [CP p.17](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=17) |\n| DIS01 | Percentage of workforce identifying as a person with an ongoing disability | 10% | [CP p.17](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=17) |\n| LGBTIQ01 | Percentage of workforce identifying as LGBTIQ+ | 7% | [CP p.17](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=17) |\n| FEM01 | Percentage of women in positions classified at or above Executive Level 1 | 53% | [CP p.17](http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf#page=17) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| ATSI01 | Percentage of workforce identifying as ATSI | 3.5% | Partially achieved | AR p.17 |\n| DIS01 | Percentage of workforce identifying as a person with an ongoing disability | 4.1% | Partially achieved | AR p.17 |\n| LGBTIQ01 | Percentage of workforce identifying as LGBTIQ+ | 5% | Partially achieved | AR p.17 |\n| FEM01 | Percentage of women in positions classified at or above Executive Level 1 | 50% | Partially achieved | AR p.17 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Defence Housing Australia - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:01:04.738023+00:00\n**Entity ID**: O-000817\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Defence\n**Website**: http://www.dha.gov.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| global-intelligence | 3 |\n| other-pdfs | 2 |\n| pages | 14 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 5]\nContents\nIntroduction i\nOperating Context 1\nStrategic Drivers 7\nDHA Strategy 17\nDHA’s Purpose 18\nStrategic Objectives and Activities 21\nDHA Capability 25\nPerformance 33\nStatement of Corporate Intent 2025–26 | iii\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- They are reported in provides information about DHA’s 2025–26, we are initiating a holistic\nthe Annual Performance Statement. performance in achieving its review of our KPIs, which will be\npurpose, key activities, strategic reflected in our 2026–27 Portfolio\nThe Annual Performance Statement,\ngoals, and objectives as set out in Budget Statements and the 2026–27\nincluded as part of DHA’s Annual\nthe PBS and Statement of Corporate Statement of Corporate Intent.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- Ensure DHA\n(PBS and\noperating model formalise future larger role in scalability in into our represents strong\nStatement of\nand leverage housing needs supporting the housing everyday value for money\nCorporate Intent) for Government\ntechnology to with Defence to housing solutions which approach in\nand is able to\ndeliver future ensure certainty requirements are responsive support of\nsupport the\nhousing needs in housing of the ADF to changes in Government long-term\nwhich align to supply market objectives portfolio\nthe preferences conditions and objectives for\nof members and investor Defence and the\ntheir families sentiment Australian\nDefence Force\nKPIs\nADF member ADF member Scope Employee No. of Return on\n(PBS and\nStatement of satisfaction customer Provisioning of housing 1–3 engagement strategic equity ratio\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- FIGURE 17: DHA’s KPIs\nDHA Objectives\nStatement of Corporate Intent 2025–26 | 35\nOutcome\nKPIs Data source Target\n1.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n\n### Role and Functions\n\n- It builds\nhas been prepared for the reporting\non the Portfolio Budget Statement With the exception of the Defence\nperiod of 2025–26 and covers the\n(PBS) and articulates DHA’s purpose, Housing Australia’s logo, all\nfinancial years from 2025–26 to\nfunctions, and corporate strategy in photographs and where otherwise\n2028–29 in accordance with\naccordance with the PGPA Act.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- Ensure DHA\n(PBS and\noperating model formalise future larger role in scalability in into our represents strong\nStatement of\nand leverage housing needs supporting the housing everyday value for money\nCorporate Intent) for Government\ntechnology to with Defence to housing solutions which approach in\nand is able to\ndeliver future ensure certainty requirements are responsive support of\nsupport the\nhousing needs in housing of the ADF to changes in Government long-term\nwhich align to supply market objectives portfolio\nthe preferences conditions and objectives for\nof members and investor Defence and the\ntheir families sentiment Australian\nDefence Force\nKPIs\nADF member ADF member Scope Employee No. of Return on\n(PBS and\nStatement of satisfaction customer Provisioning of housing 1–3 engagement strategic equity ratio\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- They are reported in provides information about DHA’s 2025–26, we are initiating a holistic\nthe Annual Performance Statement. performance in achieving its review of our KPIs, which will be\npurpose, key activities, strategic reflected in our 2026–27 Portfolio\nThe Annual Performance Statement,\ngoals, and objectives as set out in Budget Statements and the 2026–27\nincluded as part of DHA’s Annual\nthe PBS and Statement of Corporate Statement of Corporate Intent.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- [Page 7]\nOur Workforce (2022)\n68.4% 31.6%\nFemale* Male*\n1.74%\n2.62% 8.55%\nAboriginal and\nPerson with Culturally and\nTorres Strait\ndisability* linguistically\nIslander*\ndiverse*\n39%\n5%\nPeople with\nLGBTQI+**\ncaring\nresponsibility**\n*Data collected from DHA Payroll system as at 30 August 2022\n**Data collected from APS Annual Census results 2022\n7\nOFFICIAL\n Source: `strategies/DHA-20D-26I-20Strategy-202022-25.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf)`\n- The Statement of Corporate Intent outlines Defence Housing Australia’s purpose, functions and strategic direction for the 2025-26 to 2028-29 period.\n Source: `pages/announcements-index.html (http://www.dha.gov.au/about-us/planning-and-reporting/statement-of-corporate-intent)`\n- DHA OWNED / LEASED\nDHA leased\nService Residences + 10,959\nRent Band Choice Housing\nDHA owned\nRent B\nS\na\ne\nn\nrv\nd\nic\nC\ne\nh\nR\no\ne\nic\ns\ne\nid\nH\ne\no\nn\nu\nc\ns\ne\ni\ns\nn g\n+ 3,333 62,5011\nDHA leased Member\n1,239\nChoice Accommodation\nDHA owned Member Number of housing solutions\n229\nChoice Accommodation\nPRIVATE MARKET\nRent allowance,\nDHA administered 16,139\nPermanent members\nliving in own home 11,9152\nDEFENCE OWNED, DHA SUPPORTED\nAnnuities 473\nDefence owned\n1,120\nService Residences\nLiving-in Accommodation\n5,941\npermanent\nLiving-in Accommodation\n7,750\ntransit\nLIVING ENVIRONMENT AND\nACCOMMODATION PRECINCT\n(LEAP), DHA SUPPORTED\nLEAP is located across\n3,403\n17 bases and offers long term\noccupancy (>6 months), with\nflexibility for shorter term usage\nto meet Defence capability\n1.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n\n### Strategic Priorities\n\n- Ensure DHA\n(PBS and\noperating model formalise future larger role in scalability in into our represents strong\nStatement of\nand leverage housing needs supporting the housing everyday value for money\nCorporate Intent) for Government\ntechnology to with Defence to housing solutions which approach in\nand is able to\ndeliver future ensure certainty requirements are responsive support of\nsupport the\nhousing needs in housing of the ADF to changes in Government long-term\nwhich align to supply market objectives portfolio\nthe preferences conditions and objectives for\nof members and investor Defence and the\ntheir families sentiment Australian\nDefence Force\nKPIs\nADF member ADF member Scope Employee No. of Return on\n(PBS and\nStatement of satisfaction customer Provisioning of housing 1–3 engagement strategic equity ratio\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- [Page 32]\nStrategic Objective 1:\nAligned housing solutions delivered through\na modern, customer-centric operating model\nFIGURE 10: Strategic Objective 1, outcomes and key activities over the Statement period\nObjective 1: Aligned housing solutions delivered through a modern, customer-centric operating model\nDHA Outcomes Activities\n2025–26 2026–27 2027–29\n1.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- Agree and formalise • Future Services Agreement and Housing Policy projects\nfuture housing needs\nwith Defence to ensure\ncertainty in housing\nsupply\nStrategic Objective 2:\nBuild an agile and scalable housing capability\nFIGURE 11: Strategic Objective 2, outcomes and key activities over the Statement period\nObjective 2: Build an agile and scalable housing capability\nDHA Outcomes Activities\n2025–26 2026–27 2027–29\n1.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- [pages 32,33,34,35,36,37,38,39]\nctive 2:\nBuild an agile and scalable housing capability\nFIGURE 11: Strategic Objective 2, outcomes and key activities over the Statement period\nObjective 2: Build an agile and scalable housing capability\nDHA Outcomes Activities\n2025–26 2026–27 2027–29\n1.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- [Page 33]\nStrategic Objective 3:\nCommitment to environmental,\nsocial and governance excellence\nFIGURE 12: Strategic Objective 3, outcomes and key activities over the Statement period\nObjective 3: Commitment to ESG excellence\nDHA Outcomes Activities\n2025–26 2026–27 2027–29\n1.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- Embed ESG into our • Establish an ESG • Future ESG projects will be informed by the\neveryday approach in baseline that defines ESG baseline and strategy\nsupport of Government how DHA’s existing\nobjectives programs and activities\ncontribute to ESG\nobjectives\n• Write an ESG Strategy\nthat builds on the\nbaseline to establish\nfuture activities and\ntargets\nStrategic Objective 4:\nFiscal responsibility and long-term financial stability\nFIGURE 13: Strategic Objective 4, outcomes and key activities over the Statement period\nObjective 4: Fiscal responsibility and long-term financial stability\nDHA Outcomes Activities\n2025–26 2026–27 2027–29\n1.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- [Page 5]\nContents\nIntroduction i\nOperating Context 1\nStrategic Drivers 7\nDHA Strategy 17\nDHA’s Purpose 18\nStrategic Objectives and Activities 21\nDHA Capability 25\nPerformance 33\nStatement of Corporate Intent 2025–26 | iii\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- They are reported in provides information about DHA’s 2025–26, we are initiating a holistic\nthe Annual Performance Statement. performance in achieving its review of our KPIs, which will be\npurpose, key activities, strategic reflected in our 2026–27 Portfolio\nThe Annual Performance Statement,\ngoals, and objectives as set out in Budget Statements and the 2026–27\nincluded as part of DHA’s Annual\nthe PBS and Statement of Corporate Statement of Corporate Intent.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- [pages 17,18,19,20,21]\nwait times and enhancing user\nand their families are: experience.\n• Constrained housing markets, • Environmental Integrity:\nwhich make it harder to secure EPBC Act compliance and\nleased properties in priority new mandatory climate–related\nregions.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- 6\nOur workforce 7\nWork underpinning this strategy 8\nOur diversity and inclusion journey – where we are 9\nOur diversity focus areas 10\nOur diversity and inclusion strategic objectives 11\nHow will we achieve our strategic objectives?\n Source: `strategies/DHA-20D-26I-20Strategy-202022-25.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Some internal targets that would help us measure our success are provided below:\n• Recruitment and retention of people in focus diversity groups – increased representation from diverse sections of\nworkforce – targets set under the DHA People Strategy 2022–25\nMetric Purpose Definition 2021 2025 2021\nbaseline target APS\nAboriginal and Torres Indicative of successful diversity promotion Percentage of workforce identifying as ATSI as reported 2% 3% 3.5%\nStrait Islander* initiatives and inclusive workplace culture in Aurion (Census) (3%) (4%) (4%)\nDisability* Indicative of successful diversity promotion Percentage of workforce identifying as a person with an 2% 3% 4.1%\ninitiatives and inclusive workplace culture ongoing disability as reported in Aurion (Census) (7%) (9%) (10%)\nLGBTIQ+ Indicative of successful diversity promotion Percentage of workforce identifying as LGBTIQ+ as 5% 6% 7%\n Source: `strategies/DHA-20D-26I-20Strategy-202022-25.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf)`\n- News and Media\nTurning the key on 40 newly built Defence homes in Adelaide's Northwest Quarter development\n15 August 2025\nOn 14 August 2025, Minister for Defence Personnel, the Hon Matt Keogh MP marked the opening of 40 newly built DHA-owned homes in the Northwest Quarter…\nNews and Media\nDefence Families Roundtable formed to support more ADF member and family initiatives\n11 July 2025\nA new forum to support housing-related initiatives for Australian Defence Force (ADF) members and their families has been established between Defence and ADF…\nNews and Media\nDCCEEW infringement resolved on DHA’s Lee Point project\n26 May 2025\nDefence Housing Australia (DHA) acknowledges that the Department of Climate Change, Energy, the Environment and Water (DCCEEW) has issued it an Infringement…\nNews and Media\nDHA is committed to improving gender representation across its workforce\n14 May 2025\n Source: `pages/structure.html (http://www.dha.gov.au/about-us/our-organisation/news-and-media)`\n- FIGURE 17: DHA’s KPIs\nDHA Objectives\nStatement of Corporate Intent 2025–26 | 35\nOutcome\nKPIs Data source Target\n1.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- It noted, all material in this document\nparagraph 35(1)(b) of the PGPA Act.\nsets out how DHA undertakes its key is licensed under a Creative\nactivities and how it will measure Commons Attribution 4.0 Australia\nenterprise performance in achieving licence (http://creativecommons.org/\nits purpose. licenses/by/4.0).\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- It builds\nhas been prepared for the reporting\non the Portfolio Budget Statement With the exception of the Defence\nperiod of 2025–26 and covers the\n(PBS) and articulates DHA’s purpose, Housing Australia’s logo, all\nfinancial years from 2025–26 to\nfunctions, and corporate strategy in photographs and where otherwise\n2028–29 in accordance with\naccordance with the PGPA Act.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- [Page 5]\nContents\nIntroduction i\nOperating Context 1\nStrategic Drivers 7\nDHA Strategy 17\nDHA’s Purpose 18\nStrategic Objectives and Activities 21\nDHA Capability 25\nPerformance 33\nStatement of Corporate Intent 2025–26 | iii\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- They are reported in provides information about DHA’s 2025–26, we are initiating a holistic\nthe Annual Performance Statement. performance in achieving its review of our KPIs, which will be\npurpose, key activities, strategic reflected in our 2026–27 Portfolio\nThe Annual Performance Statement,\ngoals, and objectives as set out in Budget Statements and the 2026–27\nincluded as part of DHA’s Annual\nthe PBS and Statement of Corporate Statement of Corporate Intent.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- 27 May – 3 June 2024 Director Communication and Media\nEncourage and support staff and senior leaders to participate in at least one external 27 May- 3 June, 2023, Leadership Team with support from\nevent to recognise and celebrate National Reconciliation Week.\n Source: `other-pdfs/dha-rap-2023-25-final.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/dha-rap-2023-25-final.pdf)`\n- [pages 19,20,21,22,23,24]\national day 2024, August 2024,\nDirector Communication and Media\nTorres Strait Islander of the world’s Indigenous people), their meaning, themes and activities, to all staff.\n Source: `other-pdfs/dha-rap-2023-25-final.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/dha-rap-2023-25-final.pdf)`\n- [pages 17,18,19,20,21]\nwait times and enhancing user\nand their families are: experience.\n• Constrained housing markets, • Environmental Integrity:\nwhich make it harder to secure EPBC Act compliance and\nleased properties in priority new mandatory climate–related\nregions.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- Ensure DHA\n(PBS and\noperating model formalise future larger role in scalability in into our represents strong\nStatement of\nand leverage housing needs supporting the housing everyday value for money\nCorporate Intent) for Government\ntechnology to with Defence to housing solutions which approach in\nand is able to\ndeliver future ensure certainty requirements are responsive support of\nsupport the\nhousing needs in housing of the ADF to changes in Government long-term\nwhich align to supply market objectives portfolio\nthe preferences conditions and objectives for\nof members and investor Defence and the\ntheir families sentiment Australian\nDefence Force\nKPIs\nADF member ADF member Scope Employee No. of Return on\n(PBS and\nStatement of satisfaction customer Provisioning of housing 1–3 engagement strategic equity ratio\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- [Page 44]\nPerformance\nframework\nThe Commonwealth Performance FIGURE 16: DHA Enterprise performance framework\nFramework, established by the PGPA\nAct and PGPA Rule, requires all\nCommonwealth entities to measure Plan\nand assess their performance in EXTERNAL AND INTERNAL INPUTS\nachieving their purpose.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- [pages 1,2,3,4,5,6,7,8,9,10,11]\n[Page 1]\nDHA’s Diversity and Inclusion Strategy\n2022-25\nOFFICIAL\n Source: `strategies/DHA-20D-26I-20Strategy-202022-25.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf)`\n- 6\nOur workforce 7\nWork underpinning this strategy 8\nOur diversity and inclusion journey – where we are 9\nOur diversity focus areas 10\nOur diversity and inclusion strategic objectives 11\nHow will we achieve our strategic objectives?\n Source: `strategies/DHA-20D-26I-20Strategy-202022-25.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $7 | H��VI�$7\f��+�\u0003��H����74`̡���_\u001c\\�J�\u0018�\u0018\u0005d) ��\u0012$�!7�^�^ܮ��dž�r}�m�.����h��Z�>螺!�4�G���\u0005�\u001c���#\u0007}\u000e\u0007m��!8�Ï\u001a���X�ύ�nqtѺ��t�\u001dSf\u0001\\���嵗�C��\u0006���������\u0005;����t�K�]o��ϗ��\u0017�\"\u0003шeg7��\u000f@{X�s�����_\u0011\u001b���c�\u0015\u0015�\u000b2��\u0006۲�\f8g\nB��<��\u0004!�&$\f9�/!�<��O���\u000e!�ݾ�}�F.��\\�\u000f\u0001�qn�\u001bk���\u001e�\u0015�[YJ~���D'�\u0007�ɮ�B��O\\��\u0013ִ�`\u001a�:�:cZ>B◜�~w[�\u001av\u000b��s\u000eR�.X�N\u0004添y�\u0012@a[I5�\u001d$�WI\fp٩��j��B�X+�w[�N^��^S\u001cf:�B�+K+~..�{+�,\u0011��q�X�k6/\u001bB\u0014r�4Z� ,k3I$\u001b �-��\u0010�M�eE�j\u0016�����W%J\u000b ��z���-��\npD�,� � ��k�M�2��={�L��U;s\\�\u001f�� | `pages/announcements-index__05.html (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)` |\n| $2 | 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#$$$$$$$,,,,,,44444====DDDDDD\u0002\u0014\u0011\u0011\u0015\u0011\u0014\u0013\u0011\u0015\u0019\u0018\u0013\u0014\u0013\u0016\u001d\"\u001a\u001a\u001a\u001d!\u001b\u001d\"\u001d\u001b!# #$$# #$$$$$$$,,,,,,44444====DDDDDD��\u0004\u001e��\u0011\b�\u0001�\u0003\"\u0001\u0011\u0001\u0002\u0011\u0002��\u0001�\u0002\u0002\u0003\u0002\u0003\u0004\u0005\u0002\u0003\u0001\u0006\u0007\b \n\u000b\u0001\u0003\u0001\u0001\u0007\u0001\u0002\u0003\u0004\u0005\u0006\u0007\b \n\u000b\u0010\u0001\u0003\u0001\u0004\u0002\u0005\n\u0004\u000by\u0001\u0002\u0003\u0011\u0004\u0012!1\u0005A\u0013\"Qq�\u001423ars����\u0015#B�\u0006CRSbc�����\u0007\b \n\u0016\u0017\u0018\u0019\u001a$%&'()*456789:DEFGHIJTUVWXYZdefghijtuvwxyz����������������������������������������������������������������������\u0011\u0001\u0001\u0001\u0003\u0002\u00049]\u0001\u0011\u00021A | `pages/announcements-index__05.html (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)` |\n| $2 | H�\\�͎�0\u0010��y\n\u001fg\u000e���q\u001c !10H\u001c�G��\u0003�İ��$2��ۏ��;+m$P���\\|�v����0\u000e�J��;�E�����6�}���]�1ѹ�n�o��]�9IC��q[��0��d�R鯰y[�C=m��䞓��\u001fƋz��=>��x��\u000fwu�2�^�ޝC�o����:�J�ˡ\u000f���x 9�\"�\u001f�S��k�tS�ns�9ߎ\u0017�����j\u001f�u������0�t���>��\u0010�eu�\u000e:\u0017mJ肺�.�ߠ+��І�{�Zt�\nmE��P7�\u001bj\u000b���\u001d��Zj�DW\u0006��뒻��\u0006�3ƀS��\u0002�&�A��\u0002�&U@�����/��ɟK}�W���/�EG~�\u001f��f�G4�K���/\f�\u001f�5u�\u0018K/\u0006\f�^\f�Zz��k�Y��Ƴ��\u0017#u�Y���^\fzb�Y�:����R�\u000f�^\n�O/�0Ћ�GK/\u0005<�ȏ���9ν!\u0001�&�%\u0013Y\u001bz��a�\u001a��0�\u0004�&~\u000fL���\u000e�8�W\\�0w�kZ���aPd8eB0\u001b���w�f\u0015��K>\u0005\u0018�\u0019 | `pages/announcements-index__05.html (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)` |\n\n## Key Achievements\n\n- Studies).\nto support outcomes of completed DHA has a key role in supporting\nstrategic reviews including the the wellbeing of ADF members\nFIGURE 6: Proportion of Australian families\n50\n1981 1991 2001 2001 2021\n40\n30\n20\n10\n0\nStatement of Corporate Intent 2025–26 | 11\negatnecreP\n46.6\n44.2\n38.6 38.8\n36.736.0\n35.7\n37.8\n31.6\n28.7\n10.0 9.5 8.4 7.9 7.7 8.6 8.8 10.710.6 10.0\n4.1 4.7 5.3 5.9\n1.9 1.6 1.7 1.6\nCouple with Couple Couple with One-parent One-parent Other\ndependent only non-dependent families with families with families\nchildren children dependent non-dependent\nchildren children\nFamily types\nNote: Dependent children include children aged under 15 years and full-time students aged 15–24 years.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- [Page 32]\nStrategic Objective 1:\nAligned housing solutions delivered through\na modern, customer-centric operating model\nFIGURE 10: Strategic Objective 1, outcomes and key activities over the Statement period\nObjective 1: Aligned housing solutions delivered through a modern, customer-centric operating model\nDHA Outcomes Activities\n2025–26 2026–27 2027–29\n1.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- Some internal targets that would help us measure our success are provided below:\n• Recruitment and retention of people in focus diversity groups – increased representation from diverse sections of\nworkforce – targets set under the DHA People Strategy 2022–25\nMetric Purpose Definition 2021 2025 2021\nbaseline target APS\nAboriginal and Torres Indicative of successful diversity promotion Percentage of workforce identifying as ATSI as reported 2% 3% 3.5%\nStrait Islander* initiatives and inclusive workplace culture in Aurion (Census) (3%) (4%) (4%)\nDisability* Indicative of successful diversity promotion Percentage of workforce identifying as a person with an 2% 3% 4.1%\ninitiatives and inclusive workplace culture ongoing disability as reported in Aurion (Census) (7%) (9%) (10%)\nLGBTIQ+ Indicative of successful diversity promotion Percentage of workforce identifying as LGBTIQ+ as 5% 6% 7%\n Source: `strategies/DHA-20D-26I-20Strategy-202022-25.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf)`\n- News and Media\nTurning the key on 40 newly built Defence homes in Adelaide's Northwest Quarter development\n15 August 2025\nOn 14 August 2025, Minister for Defence Personnel, the Hon Matt Keogh MP marked the opening of 40 newly built DHA-owned homes in the Northwest Quarter…\nNews and Media\nDefence Families Roundtable formed to support more ADF member and family initiatives\n11 July 2025\nA new forum to support housing-related initiatives for Australian Defence Force (ADF) members and their families has been established between Defence and ADF…\nNews and Media\nDCCEEW infringement resolved on DHA’s Lee Point project\n26 May 2025\nDefence Housing Australia (DHA) acknowledges that the Department of Climate Change, Energy, the Environment and Water (DCCEEW) has issued it an Infringement…\nNews and Media\nDHA is committed to improving gender representation across its workforce\n14 May 2025\n Source: `pages/structure.html (http://www.dha.gov.au/about-us/our-organisation/news-and-media)`\n- It builds\nhas been prepared for the reporting\non the Portfolio Budget Statement With the exception of the Defence\nperiod of 2025–26 and covers the\n(PBS) and articulates DHA’s purpose, Housing Australia’s logo, all\nfinancial years from 2025–26 to\nfunctions, and corporate strategy in photographs and where otherwise\n2028–29 in accordance with\naccordance with the PGPA Act.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- [Page 5]\nContents\nIntroduction i\nOperating Context 1\nStrategic Drivers 7\nDHA Strategy 17\nDHA’s Purpose 18\nStrategic Objectives and Activities 21\nDHA Capability 25\nPerformance 33\nStatement of Corporate Intent 2025–26 | iii\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- They are reported in provides information about DHA’s 2025–26, we are initiating a holistic\nthe Annual Performance Statement. performance in achieving its review of our KPIs, which will be\npurpose, key activities, strategic reflected in our 2026–27 Portfolio\nThe Annual Performance Statement,\ngoals, and objectives as set out in Budget Statements and the 2026–27\nincluded as part of DHA’s Annual\nthe PBS and Statement of Corporate Statement of Corporate Intent.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- 27 May – 3 June 2024 Director Communication and Media\nEncourage and support staff and senior leaders to participate in at least one external 27 May- 3 June, 2023, Leadership Team with support from\nevent to recognise and celebrate National Reconciliation Week.\n Source: `other-pdfs/dha-rap-2023-25-final.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/dha-rap-2023-25-final.pdf)`\n- February 2025\nhistory and culture by\nacknowledging other Provide all staff opportunities to engage in activities to build cultural understanding and to May 2023, July 2023, May HR Strategy Manager with\ndays of significance. identify actions they can take to progress reconciliation.\n Source: `other-pdfs/dha-rap-2023-25-final.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/dha-rap-2023-25-final.pdf)`\n- [pages 19,20,21,22,23,24]\national day 2024, August 2024,\nDirector Communication and Media\nTorres Strait Islander of the world’s Indigenous people), their meaning, themes and activities, to all staff.\n Source: `other-pdfs/dha-rap-2023-25-final.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/dha-rap-2023-25-final.pdf)`\n- [pages 17,18,19,20,21]\nwait times and enhancing user\nand their families are: experience.\n• Constrained housing markets, • Environmental Integrity:\nwhich make it harder to secure EPBC Act compliance and\nleased properties in priority new mandatory climate–related\nregions.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- Ensure DHA\n(PBS and\noperating model formalise future larger role in scalability in into our represents strong\nStatement of\nand leverage housing needs supporting the housing everyday value for money\nCorporate Intent) for Government\ntechnology to with Defence to housing solutions which approach in\nand is able to\ndeliver future ensure certainty requirements are responsive support of\nsupport the\nhousing needs in housing of the ADF to changes in Government long-term\nwhich align to supply market objectives portfolio\nthe preferences conditions and objectives for\nof members and investor Defence and the\ntheir families sentiment Australian\nDefence Force\nKPIs\nADF member ADF member Scope Employee No. of Return on\n(PBS and\nStatement of satisfaction customer Provisioning of housing 1–3 engagement strategic equity ratio\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Ensure DHA\n(PBS and\noperating model formalise future larger role in scalability in into our represents strong\nStatement of\nand leverage housing needs supporting the housing everyday value for money\nCorporate Intent) for Government\ntechnology to with Defence to housing solutions which approach in\nand is able to\ndeliver future ensure certainty requirements are responsive support of\nsupport the\nhousing needs in housing of the ADF to changes in Government long-term\nwhich align to supply market objectives portfolio\nthe preferences conditions and objectives for\nof members and investor Defence and the\ntheir families sentiment Australian\nDefence Force\nKPIs\nADF member ADF member Scope Employee No. of Return on\n(PBS and\nStatement of satisfaction customer Provisioning of housing 1–3 engagement strategic equity ratio\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- Commitment to 5 Scope 1–3 emissions Australian Public 16,098 kg CO2-e\nenvironmental, Service Net Zero\nEmissions Reporting\nsocial and\nFramework\ngovernance\nexcellence Employee Australian Public 70%\nengagement index Service Commission\nEmployee Census\nNumber of BARC reporting of Zero\nstrategic risks strategic risks\noutside tolerance\n4.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- Some internal targets that would help us measure our success are provided below:\n• Recruitment and retention of people in focus diversity groups – increased representation from diverse sections of\nworkforce – targets set under the DHA People Strategy 2022–25\nMetric Purpose Definition 2021 2025 2021\nbaseline target APS\nAboriginal and Torres Indicative of successful diversity promotion Percentage of workforce identifying as ATSI as reported 2% 3% 3.5%\nStrait Islander* initiatives and inclusive workplace culture in Aurion (Census) (3%) (4%) (4%)\nDisability* Indicative of successful diversity promotion Percentage of workforce identifying as a person with an 2% 3% 4.1%\ninitiatives and inclusive workplace culture ongoing disability as reported in Aurion (Census) (7%) (9%) (10%)\nLGBTIQ+ Indicative of successful diversity promotion Percentage of workforce identifying as LGBTIQ+ as 5% 6% 7%\n Source: `strategies/DHA-20D-26I-20Strategy-202022-25.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf)`\n- News and Media\nTurning the key on 40 newly built Defence homes in Adelaide's Northwest Quarter development\n15 August 2025\nOn 14 August 2025, Minister for Defence Personnel, the Hon Matt Keogh MP marked the opening of 40 newly built DHA-owned homes in the Northwest Quarter…\nNews and Media\nDefence Families Roundtable formed to support more ADF member and family initiatives\n11 July 2025\nA new forum to support housing-related initiatives for Australian Defence Force (ADF) members and their families has been established between Defence and ADF…\nNews and Media\nDCCEEW infringement resolved on DHA’s Lee Point project\n26 May 2025\nDefence Housing Australia (DHA) acknowledges that the Department of Climate Change, Energy, the Environment and Water (DCCEEW) has issued it an Infringement…\nNews and Media\nDHA is committed to improving gender representation across its workforce\n14 May 2025\n Source: `pages/structure.html (http://www.dha.gov.au/about-us/our-organisation/news-and-media)`\n- It builds\nhas been prepared for the reporting\non the Portfolio Budget Statement With the exception of the Defence\nperiod of 2025–26 and covers the\n(PBS) and articulates DHA’s purpose, Housing Australia’s logo, all\nfinancial years from 2025–26 to\nfunctions, and corporate strategy in photographs and where otherwise\n2028–29 in accordance with\naccordance with the PGPA Act.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- [Page 5]\nContents\nIntroduction i\nOperating Context 1\nStrategic Drivers 7\nDHA Strategy 17\nDHA’s Purpose 18\nStrategic Objectives and Activities 21\nDHA Capability 25\nPerformance 33\nStatement of Corporate Intent 2025–26 | iii\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- The committees are:\nThe DHA Advisory Committee\nBoard of Directors\n• Board Audit and Risk Committee provides advice and information to\nA Board of Directors is established (BARC) DHA about the performance of DHA’s\nin accordance with Part III of the • Property and Services Committee functions.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- They are reported in provides information about DHA’s 2025–26, we are initiating a holistic\nthe Annual Performance Statement. performance in achieving its review of our KPIs, which will be\npurpose, key activities, strategic reflected in our 2026–27 Portfolio\nThe Annual Performance Statement,\ngoals, and objectives as set out in Budget Statements and the 2026–27\nincluded as part of DHA’s Annual\nthe PBS and Statement of Corporate Statement of Corporate Intent.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- 27 May – 3 June 2024 Director Communication and Media\nEncourage and support staff and senior leaders to participate in at least one external 27 May- 3 June, 2023, Leadership Team with support from\nevent to recognise and celebrate National Reconciliation Week.\n Source: `other-pdfs/dha-rap-2023-25-final.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/dha-rap-2023-25-final.pdf)`\n- [pages 19,20,21,22,23,24]\national day 2024, August 2024,\nDirector Communication and Media\nTorres Strait Islander of the world’s Indigenous people), their meaning, themes and activities, to all staff.\n Source: `other-pdfs/dha-rap-2023-25-final.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/dha-rap-2023-25-final.pdf)`\n- [pages 17,18,19,20,21]\nwait times and enhancing user\nand their families are: experience.\n• Constrained housing markets, • Environmental Integrity:\nwhich make it harder to secure EPBC Act compliance and\nleased properties in priority new mandatory climate–related\nregions.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- FIGURE 17: DHA’s KPIs\nDHA Objectives\nStatement of Corporate Intent 2025–26 | 35\nOutcome\nKPIs Data source Target\n1.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- Through this initiative, the wider Australian context\nDHA’s contract spend increased by 180% and the number of\n• common challenges and solutions for creating an inclusive\nIndigenous suppliers engaged increased by approximately 67%\nworkplace\nover the 20-21 financial year.\n Source: `other-pdfs/dha-rap-2023-25-final.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/dha-rap-2023-25-final.pdf)`\n- June 2023, December Chief HR Officer\n2023, June 2024,\nRAP Champion\nDecember 2024\nPublicly report our RAP achievements, challenges and learnings, annually.\n Source: `other-pdfs/dha-rap-2023-25-final.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/dha-rap-2023-25-final.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Ensure DHA\n(PBS and\noperating model formalise future larger role in scalability in into our represents strong\nStatement of\nand leverage housing needs supporting the housing everyday value for money\nCorporate Intent) for Government\ntechnology to with Defence to housing solutions which approach in\nand is able to\ndeliver future ensure certainty requirements are responsive support of\nsupport the\nhousing needs in housing of the ADF to changes in Government long-term\nwhich align to supply market objectives portfolio\nthe preferences conditions and objectives for\nof members and investor Defence and the\ntheir families sentiment Australian\nDefence Force\nKPIs\nADF member ADF member Scope Employee No. of Return on\n(PBS and\nStatement of satisfaction customer Provisioning of housing 1–3 engagement strategic equity ratio\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- This strategy aligns to DHA’s People Strategy 2022–25 and DHA’s employee value proposition\nand also includes actions recommended by the Australian Public Service Commission in their\nCommonwealth ATSI Workforce Strategy, APS Gender Equality Strategy 2021–26 and APS\nDisability Employment Strategy 2020–25.\n Source: `strategies/DHA-20D-26I-20Strategy-202022-25.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf)`\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- [pages 17,18,19,20,21]\nwait times and enhancing user\nand their families are: experience.\n• Constrained housing markets, • Environmental Integrity:\nwhich make it harder to secure EPBC Act compliance and\nleased properties in priority new mandatory climate–related\nregions.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- The Act 1982\nplanning and reporting, financial\nPGPA Act and its associated • the Privacy Act 1988\ngovernance, and other governance\ninstruments, policies and guidance\nmatters. • the Public Interest Disclosure\nset the standards of governance,\nAct 2013, and\nperformance and accountability for DHA’s staff are employed under the\n• the Modern Slavery Act 2018.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- DHA OWNED / LEASED\nDHA leased\nService Residences + 10,959\nRent Band Choice Housing\nDHA owned\nRent B\nS\na\ne\nn\nrv\nd\nic\nC\ne\nh\nR\no\ne\nic\ns\ne\nid\nH\ne\no\nn\nu\nc\ns\ne\ni\ns\nn g\n+ 3,333 62,5011\nDHA leased Member\n1,239\nChoice Accommodation\nDHA owned Member Number of housing solutions\n229\nChoice Accommodation\nPRIVATE MARKET\nRent allowance,\nDHA administered 16,139\nPermanent members\nliving in own home 11,9152\nDEFENCE OWNED, DHA SUPPORTED\nAnnuities 473\nDefence owned\n1,120\nService Residences\nLiving-in Accommodation\n5,941\npermanent\nLiving-in Accommodation\n7,750\ntransit\nLIVING ENVIRONMENT AND\nACCOMMODATION PRECINCT\n(LEAP), DHA SUPPORTED\nLEAP is located across\n3,403\n17 bases and offers long term\noccupancy (>6 months), with\nflexibility for shorter term usage\nto meet Defence capability\n1.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- [Page 17]\nStrategic Drivers\nOverview of strategic drivers\nThe most impactful strategic drivers • Member and family wellbeing:\naffecting DHA’s ability to fulfill its Awareness of wellbeing, and the\npurpose of meeting the operational significant role housing plays.\nneeds of the Australian Defence • Advances in technology:\nForce and the requirements of the Technology offers opportunities\nDepartment of Defence by providing to improve online customer\nadequate and suitable housing and service interactions by reducing\nrelated services to ADF members wait times and enhancing user\nand their families are: experience.\n• Constrained housing markets, • Environmental Integrity:\nwhich make it harder to secure EPBC Act compliance and\nleased properties in priority new mandatory climate–related\nregions.\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n- Ensure DHA represents • Asset Management • Asset management • Future asset\nstrong value for money program seeks to program continues, management projects\nfor Government and is reduce repairs and including an Asset may be identified for\nable to support the maintenance costs, Management Plan, 2027–28, and 2028–29\nlong-term portfolio focusing on digitisation digitisation of asset\nobjectives for Defence of asset accounting, condition assessments,\nand the Australian and a bigger focus on and the introduction of\nDefence Force preventive/ programmed strategic procurement\nmaintenance\nStatement of Corporate Intent 2025–26 | 23\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `strategies/DHA-20D-26I-20Strategy-202022-25.pdf` - strategies - http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf\n- `pages/about.html` - pages - http://www.dha.gov.au/about-us\n- `pages/announcements-index.html` - pages - http://www.dha.gov.au/about-us/planning-and-reporting/statement-of-corporate-intent\n- `pages/announcements-index__03.html` - pages - https://www.dha.gov.au/about-us/planning-and-reporting/statement-of-corporate-intent\n- `pages/announcements-index__04.html` - pages - http://www.dha.gov.au/about-us/planning-and-reporting/statement-of-corporate-intent\n- `pages/announcements-index__05.html` - pages - http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf\n- `pages/contact.html` - pages - http://www.dha.gov.au/contact-us-at-dha\n- `pages/homepage.html` - pages - http://www.dha.gov.au\n- `pages/leadership.html` - pages - http://www.dha.gov.au/about-us/careers/our-people-diversity-and-inclusion\n- `pages/news-latest.html` - pages - http://www.dha.gov.au/investing/investor-resources/investor-news\n- `pages/strategies-index.html` - pages - http://www.dha.gov.au/about-us/our-organisation/reconciliation-action-plan\n- `pages/strategies-index__00.html` - pages - https://www.dha.gov.au/about-us/our-organisation/reconciliation-action-plan\n- `pages/strategies-index__01.html` - pages - http://www.dha.gov.au/about-us/our-organisation/reconciliation-action-plan\n- `pages/strategies-index__02.html` - pages - http://www.dha.gov.au/about-us/governance/legislative-framework\n- `pages/structure.html` - pages - http://www.dha.gov.au/about-us/our-organisation/news-and-media\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf` - other-pdfs - http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf\n- `other-pdfs/dha-rap-2023-25-final.pdf` - other-pdfs - http://www.dha.gov.au/sites/default/files/documents/2026-03/dha-rap-2023-25-final.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.", "legislation_md": "# Defence Housing Australia - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T20:57:11.361738+00:00\n**Entity ID**: O-000817\n**Jurisdiction**: Commonwealth\n**Portfolio**: Defence\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: 17\n- Unique legislation references found: 13\n\n| Type | Count |\n|---|---:|\n| Act | 13 |\n\n## Legislation References\n\n### Public Governance Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `pages/announcements-index.html`\n- `pages/announcements-index__03.html`\n- `pages/announcements-index__04.html`\n- `pages/strategies-index__02.html`\n- `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pages.jsonl`\n\n**Evidence contexts**:\n- Statement of Corporate Intent | dha\n\nThe Statement of Corporate Intent outlines Defence Housing Australia’s purpose, functions and strategic direction for the 2025-26 to 2028-29 period. It is prepared in accordance with the\nPublic Governance Performance and Accountability Act 2013\n.\nVisit the Public Governance Performance and Accountability Act 2013\n(Opens in a new tab/window)\nThe statement details our key activities for 2025–26 and beyond. DHA will report on its performance against the Corporate Plan and this Statement of Corporate In\n Source: `pages/announcements-index.html`\n- Statement of Corporate Intent | dha\n\nThe Statement of Corporate Intent outlines Defence Housing Australia’s purpose, functions and strategic direction for the 2025-26 to 2028-29 period. It is prepared in accordance with the\nPublic Governance Performance and Accountability Act 2013\n.\nVisit the Public Governance Performance and Accountability Act 2013\n(Opens in a new tab/window)\nThe statement details our key activities for 2025–26 and beyond. DHA will report on its performance against the Corporate Plan and this Statement of Corporate In\n Source: `pages/announcements-index__03.html`\n- Statement of Corporate Intent | dha\n\nThe Statement of Corporate Intent outlines Defence Housing Australia’s purpose, functions and strategic direction for the 2025-26 to 2028-29 period. It is prepared in accordance with the\nPublic Governance Performance and Accountability Act 2013\n.\nVisit the Public Governance Performance and Accountability Act 2013\n(Opens in a new tab/window)\nThe statement details our key activities for 2025–26 and beyond. DHA will report on its performance against the Corporate Plan and this Statement of Corporate In\n Source: `pages/announcements-index__04.html`\n- ted to provide goods or services to the Defence Force and their families\nin order to meet the operational needs of the Australian Defence Force (ADF) and the requirements of the Department of Defence.\nPublic Governance, Performance and Accountability Act 2013\nThe\nPublic Governance, Performance and Accountability Act 2013\n(Opens in a new tab/window)\n(PGPA Act) and its associated instruments, policies and guidance establish a coherent system of governance and accountability for Commonwealth entities and companies with an emphasis on planning, performance and reporting. The PGPA\n Source: `pages/strategies-index__02.html`\n- [page 1]\nStatement of Corporate Intent | 2025–26\n\n[page 2]\n\n[page 3]\nIntroduction\nAs a Commonwealth Entity, Defence Housing Australia\n(DHA) has a legislative requirement under the Public\nGovernance, Performance and Accountability Act 2013\n(PGPA Act) to prepare and submit a Statement of Corporate\nIntent to its Shareholder Ministers by 31 August each year.\nThe DHA Statement of Corporate Preparation statement Copyright and attribution\nIntent (the Statement) is DHA’s\nThe Statement of Corporate Int\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pages.jsonl`\n\n### Visit the Public Governance Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Visit+the+Public+Governance+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `pages/announcements-index.html`\n- `pages/announcements-index__03.html`\n- `pages/announcements-index__04.html`\n\n**Evidence contexts**:\n- ntent | dha\n\nThe Statement of Corporate Intent outlines Defence Housing Australia’s purpose, functions and strategic direction for the 2025-26 to 2028-29 period. It is prepared in accordance with the\nPublic Governance Performance and Accountability Act 2013\n.\nVisit the Public Governance Performance and Accountability Act 2013\n(Opens in a new tab/window)\nThe statement details our key activities for 2025–26 and beyond. DHA will report on its performance against the Corporate Plan and this Statement of Corporate Intent in its Annual Report.\nView the Annual Report\nStatement of Corpora\n Source: `pages/announcements-index.html`\n- ntent | dha\n\nThe Statement of Corporate Intent outlines Defence Housing Australia’s purpose, functions and strategic direction for the 2025-26 to 2028-29 period. It is prepared in accordance with the\nPublic Governance Performance and Accountability Act 2013\n.\nVisit the Public Governance Performance and Accountability Act 2013\n(Opens in a new tab/window)\nThe statement details our key activities for 2025–26 and beyond. DHA will report on its performance against the Corporate Plan and this Statement of Corporate Intent in its Annual Report.\nView the Annual Report\nStatement of Corpora\n Source: `pages/announcements-index__03.html`\n- ntent | dha\n\nThe Statement of Corporate Intent outlines Defence Housing Australia’s purpose, functions and strategic direction for the 2025-26 to 2028-29 period. It is prepared in accordance with the\nPublic Governance Performance and Accountability Act 2013\n.\nVisit the Public Governance Performance and Accountability Act 2013\n(Opens in a new tab/window)\nThe statement details our key activities for 2025–26 and beyond. DHA will report on its performance against the Corporate Plan and this Statement of Corporate Intent in its Annual Report.\nView the Annual Report\nStatement of Corpora\n Source: `pages/announcements-index__04.html`\n\n### Defence Housing Australia Act 1987\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Defence+Housing+Australia+Act+1987\n\n**Sources**:\n- `pages/strategies-index__02.html`\n\n**Evidence contexts**:\n- Legislative framework | dha\n\nThe legislative framework we operate in influences our corporate governance.\nThe most important pieces of legislation by which Defence Housing Australia (DHA) is governed are as follows:\nDefence Housing Australia Act 1987\nThe\nDefence Housing Australia Act 1987\n(Opens in a new tab/window)\n(DHA Act) sets out DHA's functions, powers and corporate structure. In accordance with section 5 of the DHA Act, the main function of DHA is to provide adequate and suitable housing for, and h\n Source: `pages/strategies-index__02.html`\n- Legislative framework | dha\n\nThe legislative framework we operate in influences our corporate governance.\nThe most important pieces of legislation by which Defence Housing Australia (DHA) is governed are as follows:\nDefence Housing Australia Act 1987\nThe\nDefence Housing Australia Act 1987\n(Opens in a new tab/window)\n(DHA Act) sets out DHA's functions, powers and corporate structure. In accordance with section 5 of the DHA Act, the main function of DHA is to provide adequate and suitable housing for, and housing related services to:\nmembers of\n Source: `pages/strategies-index__02.html`\n\n### Amendments to the Defence Housing Australia Act 1987\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Amendments+to+the+Defence+Housing+Australia+Act+1987\n\n**Sources**:\n- `pages/structure.html`\n\n**Evidence contexts**:\n- ctober 2025, Minister for Defence Personnel, the Hon Matt Keogh MP announced the completion of two significant Defence Housing Australia (DHA)…\nNews and Media\nDefence Housing Australia Act amended to expand housing and related services offering\n29 August 2025\nAmendments to the Defence Housing Australia Act 1987 allow Defence Housing Australia (DHA) to provide services to a wider range of people.\nNews and Media\nTurning the key on 40 newly built Defence homes in Adelaide's Northwest Quarter development\n15 August 2025\nOn 14 August 2025, Minister for Defence Personnel,\n Source: `pages/structure.html`\n\n### Defence Housing Act 1987\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Defence+Housing+Act+1987\n\n**Sources**:\n- `other-pdfs/dha-rap-2023-25-final.pages.jsonl`\n\n**Evidence contexts**:\n- r meaningful partnerships and opportunities for Aboriginal and Torres Strait\nIslander peoples.\nDHA Innovate Reconciliation Action Plan 2023 – 2025 - 9\n\n[page 10]\nOur business\nDHA was established in 1988 under the We are one of the largest property managers in\nDefence Housing Act 1987. Our legislated Australia, with approximately 17,000 properties\nfunction is to meet the operational needs of under management in all capital cities, major\nthe Australian Defence Force (ADF) and the regional centres and in remote areas where\nrequirements of th\n Source: `other-pdfs/dha-rap-2023-25-final.pages.jsonl`\n\n### Department of Defence. Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Department+of+Defence.+Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `pages/strategies-index__02.html`\n\n**Evidence contexts**:\n- cers and employees of the Department of Defence and their families\npersons contracted to provide goods or services to the Defence Force and their families\nin order to meet the operational needs of the Australian Defence Force (ADF) and the requirements of the Department of Defence.\nPublic Governance, Performance and Accountability Act 2013\nThe\nPublic Governance, Performance and Accountability Act 2013\n(Opens in a new tab/window)\n(PGPA Act) and its associated instruments, policies and guidance establish a coherent system of governance and accountability for Commonwealth entities and companies wi\n Source: `pages/strategies-index__02.html`\n\n### Modern Slavery Act 2018\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Modern+Slavery+Act+2018\n\n**Sources**:\n- `pages/strategies-index__02.html`\n- `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pages.jsonl`\n\n**Evidence contexts**:\n- st also operate in accordance with Commonwealth legislation including, but not limited to:\nFreedom of Information Act 1982\n(Opens in a new tab/window)\nPrivacy Act 1988\n(Opens in a new tab/window)\nPublic Interest Disclosure Act 2013\n(Opens in a new tab/window)\nModern Slavery Act 2018\n(Opens in a new tab/window)\nNational Anti-Corruption Commission Act 2022\n(Opens in a new tab/window)\nLearn more about\nFreedom of Information\n,\nInformation Publication Scheme\n, and\nPublic Interest Disclosure\n.\nView our\nPrivacy Impact Assessment Register\nor\nFOI\n Source: `pages/strategies-index__02.html`\n- ted • the Privacy Act 1988\ngovernance, and other governance\ninstruments, policies and guidance\nmatters. • the Public Interest Disclosure\nset the standards of governance,\nAct 2013, and\nperformance and accountability for DHA’s staff are employed under the\n• the Modern Slavery Act 2018.\nCommonwealth entities and Public Service Act 1999. As an\ncompanies. The PGPA Act also Australian Government employer, At 1 July 2025, DHA’s Shareholders\nimposes specific duties on DHA’s DHA must adhere to the provisions are the Minister for Defence and the\nB\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pages.jsonl`\n\n### Public Service Act 1999\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Public+Service+Act+1999\n\n**Sources**:\n- `pages/strategies-index__02.html`\n- `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pages.jsonl`\n\n**Evidence contexts**:\n- BE\ns)\n(Opens in a new tab/window)\nRMG 126 provides guidance in relation to board and corporate governance, planning and reporting, financial governance and other governance matters.\nOther applicable legislation\nDHA is the only GBE that employs staff under the\nPublic Service Act 1999\n(Opens in a new tab/window)\n. As an Australian Government employer, we must adhere to Commonwealth employment related legislation including, but not limited to, the\nFair Work Act 2009\n(Opens in a new tab/window)\nand the\nWork Health and Safety Act 2011\n(Opens\n Source: `pages/strategies-index__02.html`\n- vernance\ninstruments, policies and guidance\nmatters. • the Public Interest Disclosure\nset the standards of governance,\nAct 2013, and\nperformance and accountability for DHA’s staff are employed under the\n• the Modern Slavery Act 2018.\nCommonwealth entities and Public Service Act 1999. As an\ncompanies. The PGPA Act also Australian Government employer, At 1 July 2025, DHA’s Shareholders\nimposes specific duties on DHA’s DHA must adhere to the provisions are the Minister for Defence and the\nBoard members and officials and statutes of various\n Source: `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pages.jsonl`\n\n### Fair Work Act 2009\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Fair+Work+Act+2009\n\n**Sources**:\n- `pages/strategies-index__02.html`\n\n**Evidence contexts**:\n- pplicable legislation\nDHA is the only GBE that employs staff under the\nPublic Service Act 1999\n(Opens in a new tab/window)\n. As an Australian Government employer, we must adhere to Commonwealth employment related legislation including, but not limited to, the\nFair Work Act 2009\n(Opens in a new tab/window)\nand the\nWork Health and Safety Act 2011\n(Opens in a new tab/window)\n.\nAs a statutory agency, we must also operate in accordance with Commonwealth legislation including, but not limited to:\nFreedom of Information Act 1982\n(Opens in\n Source: `pages/strategies-index__02.html`\n\n### Freedom of Information Act 1982\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Freedom+of+Information+Act+1982\n\n**Sources**:\n- `pages/strategies-index__02.html`\n\n**Evidence contexts**:\n- but not limited to, the\nFair Work Act 2009\n(Opens in a new tab/window)\nand the\nWork Health and Safety Act 2011\n(Opens in a new tab/window)\n.\nAs a statutory agency, we must also operate in accordance with Commonwealth legislation including, but not limited to:\nFreedom of Information Act 1982\n(Opens in a new tab/window)\nPrivacy Act 1988\n(Opens in a new tab/window)\nPublic Interest Disclosure Act 2013\n(Opens in a new tab/window)\nModern Slavery Act 2018\n(Opens in a new tab/window)\nNational Anti-Corruption Commission Act 2022\n(Opens in a new tab/windo\n Source: `pages/strategies-index__02.html`\n\n### National Anti-Corruption Commission Act 2022\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=National+Anti-Corruption+Commission+Act+2022\n\n**Sources**:\n- `pages/strategies-index__02.html`\n\n**Evidence contexts**:\n- slation including, but not limited to:\nFreedom of Information Act 1982\n(Opens in a new tab/window)\nPrivacy Act 1988\n(Opens in a new tab/window)\nPublic Interest Disclosure Act 2013\n(Opens in a new tab/window)\nModern Slavery Act 2018\n(Opens in a new tab/window)\nNational Anti-Corruption Commission Act 2022\n(Opens in a new tab/window)\nLearn more about\nFreedom of Information\n,\nInformation Publication Scheme\n, and\nPublic Interest Disclosure\n.\nView our\nPrivacy Impact Assessment Register\nor\nFOI disclosure log\n.\n1.\nA statutory authority is a generic term for an Austr\n Source: `pages/strategies-index__02.html`\n\n### Public Interest Disclosure Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Public+Interest+Disclosure+Act+2013\n\n**Sources**:\n- `pages/strategies-index__02.html`\n\n**Evidence contexts**:\n- 2011\n(Opens in a new tab/window)\n.\nAs a statutory agency, we must also operate in accordance with Commonwealth legislation including, but not limited to:\nFreedom of Information Act 1982\n(Opens in a new tab/window)\nPrivacy Act 1988\n(Opens in a new tab/window)\nPublic Interest Disclosure Act 2013\n(Opens in a new tab/window)\nModern Slavery Act 2018\n(Opens in a new tab/window)\nNational Anti-Corruption Commission Act 2022\n(Opens in a new tab/window)\nLearn more about\nFreedom of Information\n,\nInformation Publication Scheme\n, and\nPublic Interest Disclosure\n Source: `pages/strategies-index__02.html`\n\n### Work Health and Safety Act 2011\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Work+Health+and+Safety+Act+2011\n\n**Sources**:\n- `pages/strategies-index__02.html`\n\n**Evidence contexts**:\n- staff under the\nPublic Service Act 1999\n(Opens in a new tab/window)\n. As an Australian Government employer, we must adhere to Commonwealth employment related legislation including, but not limited to, the\nFair Work Act 2009\n(Opens in a new tab/window)\nand the\nWork Health and Safety Act 2011\n(Opens in a new tab/window)\n.\nAs a statutory agency, we must also operate in accordance with Commonwealth legislation including, but not limited to:\nFreedom of Information Act 1982\n(Opens in a new tab/window)\nPrivacy Act 1988\n(Opens in a new tab/window)\nPubli\n Source: `pages/strategies-index__02.html`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/announcements-index.html` (page)\n- `pages/announcements-index__03.html` (page)\n- `pages/announcements-index__04.html` (page)\n- `pages/announcements-index__05.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/leadership.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `pages/strategies-index__01.html` (page)\n- `pages/strategies-index__02.html` (page)\n- `pages/structure.html` (page)\n- `other-pdfs/dha-rap-2023-25-final.pages.jsonl` (pdf_pages)\n- `other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pages.jsonl` (pdf_pages)\n- `strategies/DHA-20D-26I-20Strategy-202022-25.pages.jsonl` (pdf_pages)", "global_initiatives_md": "# Global Ideas Input - Defence Housing Australia\n\nUse the source text files in this folder to produce implementable ideas for Australia.\n\nFor each idea, separate:\n- large structural reforms\n- small/cheap operational changes\n- overseas case-study evidence\n- university/research support\n- consulting/association trend support\n- implementation steps in the Australian context\n- risks, prerequisites, and likely owner\n\n## Sources\n\n- [association] World Bank Governance Global Practice - https://www.worldbank.org/en/topic/governance - `source-text/association-worldbank.org-governance.txt`\n- [consulting] Deloitte Government and Public Services - https://www.deloitte.com/global/en/Industries/government-public.html - `source-text/consulting-deloitte.com-government-public.txt`\n- [university] Harvard Kennedy School Ash Center - https://ash.harvard.edu/ - `source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "This strategy represents DHA’s commitment to providing a respectful and inclusive workplace where all its employees feel safe and confident to bring their whole selves to work and can perform to their best.", "purposes_source_page": 5, "how_we_deliver": "DHA’s Diversity and Inclusion Strategy 2022–25 is based on the Diversity Council Australia’s Inclusion@Work Index, which says that inclusion occurs when all people are respected, connected, progressing, and contributing to organisational success.", "how_we_deliver_source_page": 11, "government_priorities": [ { "text": "Respected - Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy to all employees to ensure there is shared understanding of expected behaviours at workplace.", "source_page": 12 }, { "text": "Connected – Revive our affinity groups with renewed membership from interested employees along with a dedicated Executive Champion from the leadership team to ensure we provide a networking platform to our employees across all diversity areas and a group for the business to consult with when driving change.", "source_page": 13 }, { "text": "Progressing - Make managers accountable in performance plans for identifying how they will support development of team diversity and a culture of inclusion.", "source_page": 14 }, { "text": "Contributing – Review our policies and frameworks to ensure all employees are fully adequately supported in their roles and have access to the right tools, systems, information and knowledge to perform to their best levels.", "source_page": 15 } ], "outcomes": [ { "name": "Outcome 1: Respected employees", "description": "Employees feel respected, valued, and included in the workplace.", "key_activities": [ "Communicate and promote DHA’s recently refreshed Bullying and Harassment Policy", "Remove barriers for employees to report unacceptable behaviours", "Introduce a facilitated ‘unconscious bias’ training", "Provide targeted learning opportunities to senior leaders", "Promote and reinforce APS values and expected positive behaviours" ], "source_page": 12 }, { "name": "Outcome 2: Connected employees", "description": "Employees feel connected to their co-workers and have a sense of belonging.", "key_activities": [ "Revive our affinity groups with renewed membership", "Celebrate specific diversity days", "Offer opportunities to employees to participate in initiatives to support external community/charity organisations", "Encourage employees to update their diversity information in Aurion and regularly participate in employees surveys" ], "source_page": 13 }, { "name": "Outcome 3: Progressing employees", "description": "Employees have opportunities for career advancement and progression.", "key_activities": [ "Provide managers and leaders with resources and support tailored for different diversity groups", "Provide and promote development opportunities, including projects, secondments and mobility opportunities", "Provide and promote targeted coaching and mentoring programs", "Create diversity workplace dashboard in Tableau", "Commit to transparency and accountability through Workplace Gender Equality Agency (WGEA) reporting" ], "source_page": 14 }, { "name": "Outcome 4: Contributing employees", "description": "Employees can fully contribute their talents and energies to the organisation.", "key_activities": [ "Develop and implement the reasonable adjustments policy and framework", "Participate in affirmative measures, RecruitAbility and similar programs", "Complete an accessibility review of layout and facilities", "Provide assistive technologies", "Review and ensure our awards and recognition framework is accessible to all employees and promotes our commitment to diversity and inclusion", "Provide tailored support programs for diverse sections of the workforce through EAP" ], "source_page": 15 } ], "values": [ "Respected", "Connected", "Progressing", "Contributing" ], "values_framework_name": "Diversity Council Australia’s Inclusion@Work Index", "kpi_targets_2025_26": [ { "code": "ATSI01", "measure": "Percentage of workforce identifying as ATSI", "target": "4%", "source_page": 17 }, { "code": "DIS01", "measure": "Percentage of workforce identifying as a person with an ongoing disability", "target": "10%", "source_page": 17 }, { "code": "LGBTIQ01", "measure": "Percentage of workforce identifying as LGBTIQ+", "target": "7%", "source_page": 17 }, { "code": "FEM01", "measure": "Percentage of women in positions classified at or above Executive Level 1", "target": "53%", "source_page": 17 } ], "kpi_results_2024_25": [ { "code": "ATSI01", "measure": "Percentage of workforce identifying as ATSI", "result": "3.5%", "status": "Partially achieved", "source_page": 17 }, { "code": "DIS01", "measure": "Percentage of workforce identifying as a person with an ongoing disability", "result": "4.1%", "status": "Partially achieved", "source_page": 17 }, { "code": "LGBTIQ01", "measure": "Percentage of workforce identifying as LGBTIQ+", "result": "5%", "status": "Partially achieved", "source_page": 17 }, { "code": "FEM01", "measure": "Percentage of women in positions classified at or above Executive Level 1", "result": "50%", "status": "Partially achieved", "source_page": 17 } ], "_source_urls": { "annual_report_url": "https://www.dha.gov.au/sites/default/files/documents/2026-03/Defence%20Housing%20Australia%20Annual%20Report%202024-25.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "FIGURE 17: DHA’s KPIs\nDHA Objectives\nStatement of Corporate Intent 2025–26 | 35\nOutcome\nKPIs Data source Target\n1.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "FIGURE 17: DHA’s KPIs\nDHA Objectives\nStatement of Corporate Intent 2025–26 | 35\nOutcome\nKPIs Data source Target\n1.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "Some internal targets that would help us measure our success are provided below:\n• Recruitment and retention of people in focus diversity groups – increased representation from diverse sections of\nworkforce – targets set under the DHA People Strategy 2022–25\nMetric Purpose Definition 2021 2025 2021\nbaseline target APS\nAboriginal and Torres Indicative of successful diversity promotion Percentage of workforce identifying as ATSI as reported 2% 3% 3.5%\nStrait Islander* initiatives and inclusive workplace culture in Aurion (Census) (3%) (4%) (4%)\nDisability* Indicative of successful diversity promotion Percentage of workforce identifying as a person with an 2% 3% 4.1%\ninitiatives and inclusive workplace culture ongoing disability as reported in Aurion (Census) (7%) (9%) (10%)\nLGBTIQ+ Indicative of successful diversity promotion Percentage of workforce identifying as LGBTIQ+ as 5% 6% 7%", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/DHA-20D-26I-20Strategy-202022-25.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "Some internal targets that would help us measure our success are provided below:\n• Recruitment and retention of people in focus diversity groups – increased representation from diverse sections of\nworkforce – targets set under the DHA People Strategy 2022–25\nMetric Purpose Definition 2021 2025 2021\nbaseline target APS\nAboriginal and Torres Indicative of successful diversity promotion Percentage of workforce identifying as ATSI as reported 2% 3% 3.5%\nStrait Islander* initiatives and inclusive workplace culture in Aurion (Census) (3%) (4%) (4%)\nDisability* Indicative of successful diversity promotion Percentage of workforce identifying as a person with an 2% 3% 4.1%\ninitiatives and inclusive workplace culture ongoing disability as reported in Aurion (Census) (7%) (9%) (10%)\nLGBTIQ+ Indicative of successful diversity promotion Percentage of workforce identifying as LGBTIQ+ as 5% 6% 7%", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/DHA-20D-26I-20Strategy-202022-25.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/DHA%20D%26I%20Strategy%202022-25.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "Aligned housing 1 ADF member DHA Annual 80%\nsolutions delivered satisfaction with Occupant Survey\nhousing solutions\nthrough a modern,\ncustomer-centric\nADF member DHA Annual 85%\noperating model customer service Occupant Survey\nsatisfaction\n2.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "Aligned housing 1 ADF member DHA Annual 80%\nsolutions delivered satisfaction with Occupant Survey\nhousing solutions\nthrough a modern,\ncustomer-centric\nADF member DHA Annual 85%\noperating model customer service Occupant Survey\nsatisfaction\n2.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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 44]\nPerformance\nframework\nThe Commonwealth Performance FIGURE 16: DHA Enterprise performance framework\nFramework, established by the PGPA\nAct and PGPA Rule, requires all\nCommonwealth entities to measure Plan\nand assess their performance in EXTERNAL AND INTERNAL INPUTS\nachieving their purpose.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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 44]\nPerformance\nframework\nThe Commonwealth Performance FIGURE 16: DHA Enterprise performance framework\nFramework, established by the PGPA\nAct and PGPA Rule, requires all\nCommonwealth entities to measure Plan\nand assess their performance in EXTERNAL AND INTERNAL INPUTS\nachieving their purpose.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "The committees are:\nThe DHA Advisory Committee\nBoard of Directors\n• Board Audit and Risk Committee provides advice and information to\nA Board of Directors is established (BARC) DHA about the performance of DHA’s\nin accordance with Part III of the • Property and Services Committee functions.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "The committees are:\nThe DHA Advisory Committee\nBoard of Directors\n• Board Audit and Risk Committee provides advice and information to\nA Board of Directors is established (BARC) DHA about the performance of DHA’s\nin accordance with Part III of the • Property and Services Committee functions.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/Statement-20of-20Corporate-20Intent-202025-26.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/Statement%20of%20Corporate%20Intent%202025-26.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "Through this initiative, the wider Australian context\nDHA’s contract spend increased by 180% and the number of\n• common challenges and solutions for creating an inclusive\nIndigenous suppliers engaged increased by approximately 67%\nworkplace\nover the 20-21 financial year.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/dha-rap-2023-25-final.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/dha-rap-2023-25-final.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "O-000817", "entity_name": "Defence Housing Australia", "folder_name": "Defence-Housing-Australia", "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": "Through this initiative, the wider Australian context\nDHA’s contract spend increased by 180% and the number of\n• common challenges and solutions for creating an inclusive\nIndigenous suppliers engaged increased by approximately 67%\nworkplace\nover the 20-21 financial year.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/dha-rap-2023-25-final.pdf (http://www.dha.gov.au/sites/default/files/documents/2026-03/dha-rap-2023-25-final.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 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