{
  "entity_id": "O-000847",
  "folder": "Director-of-National-Parks",
  "name": "Director of National Parks",
  "type": "Corporate Commonwealth Entity",
  "jurisdiction": "Commonwealth",
  "portfolio": "Climate Change, Energy, the Environment and Water",
  "website": "https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/director-national-parks",
  "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": true,
    "has_global_initiatives_text": true,
    "has_ideas": true,
    "has_artifacts": true,
    "n_ideas": 8,
    "n_legislation": 6,
    "n_artifacts": 20,
    "n_kpi_targets": 6,
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    "n_outcomes": 1,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "published",
    "confidence": "high",
    "summary": "To protect, conserve and enhance the values of Commonwealth parks and gardens for the use and wellbeing of all Australians. [AR p.9]",
    "official_site_url": "https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/director-national-parks",
    "source_documents": [
      {
        "type": "annual_report",
        "title": "Director of National Parks Annual Report 2024–25 (PDF 6.8 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Director of National Parks Annual Report 2023-24 (PDF 22 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2023-24.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Director of National Parks Annual Report 2022–23 (PDF 37.4 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2022-23.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Director of National Parks Annual Report 2021-22 (PDF 12.4 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf",
        "period": "2021-22",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Director of National Parks Corporate Plan 2025-26 (PDF 4.9 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
        "period": "2025-26",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2024-25 (PDF 3.9 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2024-25.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Director of National Parks Corporate Plan 2023–24 (PDF 2.4 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Director of National Parks Corporate Plan 2022–23 (PDF 1.2 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/parks-corporate-plan-2022-23.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "strategie",
        "title": "National Energy Performance Strategy (PDF 6.36 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/national-energy-performance-strategy.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "National Energy Performance Strategy Factsheet (PDF 700 KB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/national-energy-performance-strategy-factsheet.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "The National Electric Vehicle Strategy (PDF 7.9 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "National Electric Vehicle Strategy annual update 2024–25 (PDF 2.2 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy-annual-update-2024-25.pdf",
        "period": "2024-25",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "National Electric Vehicle Strategy annual update 2023–24 (PDF 5.6 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy-annual-update-2023-24.pdf",
        "period": "2023-24",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "2024 National Hydrogen Strategy (PDF 9.3 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/national-hydrogen-strategy-2024.pdf",
        "period": "2024",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "2024 National Hydrogen Strategy summary (PDF 5.6 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/national-hydrogen-strategy-2024-summary.pdf",
        "period": "2024",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Australia’s National Hydrogen Strategy (PDF 16.27 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/australias-national-hydrogen-strategy.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Inclusion Strategy and Action Plan 2024–2027 (PDF 8.5 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/inclusion-strategy-2024-2027.pdf",
        "period": "2024",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "People Strategy and Action Plan 2024-2026 (PDF 3.1 MB)",
        "url": "https://www.dcceew.gov.au/sites/default/files/documents/people-strategy-and-action-plan-2024-26.pdf",
        "period": "2024",
        "confidence": "medium"
      }
    ],
    "purpose": {
      "text": "To protect, conserve and enhance the values of Commonwealth parks and gardens for the use and wellbeing of all Australians. [AR p.9]",
      "source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
      "source_page": 9,
      "source_deep_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=9"
    },
    "vision": null,
    "strategic_priorities": [
      {
        "title": "Conserving, protecting and sustainably managing Australia’s biodiversity, ecosystems, environment and heritage through r",
        "description": "Conserving, protecting and sustainably managing Australia’s biodiversity, ecosystems, environment and heritage through research, information management, supporting natural resource management, establishing and managing Commonwealth protected areas, and reducing and regulating the use of pollutants and hazardous substances, and coordination of climate change adaptation strategy and climate change science activities.",
        "source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
        "source_page": 26,
        "source_deep_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=26"
      }
    ],
    "values": [
      {
        "name": "Evidence-based management",
        "description": "",
        "source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
        "source_page": null
      },
      {
        "name": "Ecologically sustainable use",
        "description": "",
        "source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
        "source_page": null
      },
      {
        "name": "Partnerships and co-investments",
        "description": "",
        "source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
        "source_page": null
      },
      {
        "name": "Responsive organisation",
        "description": "",
        "source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
        "source_page": null
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Conserve, protect and sustainably manage Australia’s biodiversity, ecosystems, environment and heritage",
        "description": "Management of Commonwealth reserves as outstanding natural places that enhance Australia’s well-being through the protection and conservation of their natural and cultural values, supporting the aspirations of Aboriginal and Torres Strait Islander people in managing their traditional Land and Sea Country and offering world class natural and cultural visitor experiences.",
        "activities": [
          "Protecting and conserving the natural and cultural values of Commonwealth parks and gardens.",
          "Enabling enjoyment and use by all Australians and international visitors.",
          "Effectively undertaking core regulatory roles in administering and controlling Commonwealth reserves and conservation zones.",
          "Supporting the aspirations of First Nations people in managing their traditional Land and Sea Country."
        ],
        "source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
        "source_page": 25,
        "source_deep_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=25"
      }
    ],
    "performance_measures": [
      {
        "code": "CCE01",
        "measure": "Percentage of Australia’s marine environment conserved in Australian Marine Parks’ highly protected zoning (i.e. IUCN Categories I and II).",
        "target": "30% by 2030",
        "latest_result": "Achieved",
        "status": "Achieved",
        "target_source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
        "target_source_page": 12,
        "result_source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf",
        "result_source_page": 36
      },
      {
        "code": "CCE02",
        "measure": "Maintain or increase the number of people who identify as a member of a local or Indigenous community who are employed directly.",
        "target": "Equal to or greater than 2026–27.",
        "latest_result": "Achieved",
        "status": "Achieved",
        "target_source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
        "target_source_page": 33,
        "result_source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf",
        "result_source_page": 46
      },
      {
        "code": "CCE03",
        "measure": "Maintain or increase the number of people who identify as a member of a local or Indigenous community who are employed indirectly.",
        "target": "Equal to or greater than 2027–28.",
        "latest_result": "Substantially achieved",
        "status": "Substantially achieved",
        "target_source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
        "target_source_page": 35,
        "result_source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf",
        "result_source_page": 47
      },
      {
        "code": "CCE04",
        "measure": "Maintain or improve visitor satisfaction.",
        "target": "Equal or greater than 2024–25.",
        "latest_result": "Achieved",
        "status": "Achieved",
        "target_source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
        "target_source_page": 30,
        "result_source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf",
        "result_source_page": 40
      },
      {
        "code": "CCE05",
        "measure": "Authorisations are processed efficiently within specified timeframes.",
        "target": "Over 95 per cent of authorisations processed within 40 business days.",
        "latest_result": "Achieved",
        "status": "Achieved",
        "target_source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
        "target_source_page": 31,
        "result_source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf",
        "result_source_page": 44
      },
      {
        "code": "CCE06",
        "measure": "Non-compliance issues are processed efficiently within specified timeframes.",
        "target": "Over 95 per cent of non-compliance reports have an initial assessment within 30 business days.",
        "latest_result": "Achieved",
        "status": "Achieved",
        "target_source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf",
        "target_source_page": 32,
        "result_source_url": "https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf",
        "result_source_page": 45
      }
    ],
    "document_alignment_terms": {
      "must_support": [
        "To protect, conserve and enhance the values of Commonwealth parks and gardens for the use and wellbeing of all Australians. [AR p.9]",
        "Conserving, protecting and sustainably managing Australia’s biodiversity, ecosystems, environment and heritage through research, information management, supporting natural resource management, establishing and managing Commonwealth protected areas, and reducing and regulating the use of pollutants and hazardous substances, and coordination of climate change adaptation strategy and climate change science activities."
      ],
      "watch_terms": [
        "Percentage of Australia’s marine environment conserved in Australian Marine Parks’ highly protected zoning (i.e. IUCN Categories I and II).",
        "Maintain or increase the number of people who identify as a member of a local or Indigenous community who are employed directly.",
        "Maintain or increase the number of people who identify as a member of a local or Indigenous community who are employed indirectly.",
        "Maintain or improve visitor satisfaction.",
        "Authorisations are processed efficiently within specified timeframes.",
        "Non-compliance issues are processed efficiently within specified timeframes."
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": ""
  },
  "strategy_brief_md": "# Director of National Parks — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf)\n**Corporate Plan**: [2025-26](https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf)\n\n## Our purpose / purposes\n\n> To protect, conserve and enhance the values of Commonwealth parks and gardens for the use and wellbeing of all Australians. [AR p.9](https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=9) [[CP p.9](https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=9)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=9)]\n\n## How we deliver\n\n> Parks Australia acts to enhance Australia’s social and economic wellbeing through ecologically sustainable use of our places, with awareness of our own environment. [AR p.9](https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=9) [[CP p.9](https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=9)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=9)]\n\n## Government priorities for this department\n\n- Conserving, protecting and sustainably managing Australia’s biodiversity, ecosystems, environment and heritage through research, information management, supporting natural resource management, establishing and managing Commonwealth protected areas, and reducing and regulating the use of pollutants and hazardous substances, and coordination of climate change adaptation strategy and climate change science activities. [[CP p.26](https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=26)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=26)]\n\n## Outcomes\n\n### Outcome 1: Conserve, protect and sustainably manage Australia’s biodiversity, ecosystems, environment and heritage\nManagement of Commonwealth reserves as outstanding natural places that enhance Australia’s well-being through the protection and conservation of their natural and cultural values, supporting the aspirations of Aboriginal and Torres Strait Islander people in managing their traditional Land and Sea Country and offering world class natural and cultural visitor experiences. [[CP p.25](https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=25)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=25)]\n\n**Key activities:**\n- Protecting and conserving the natural and cultural values of Commonwealth parks and gardens.\n- Enabling enjoyment and use by all Australians and international visitors.\n- Effectively undertaking core regulatory roles in administering and controlling Commonwealth reserves and conservation zones.\n- Supporting the aspirations of First Nations people in managing their traditional Land and Sea Country.\n\n## Values and principles\n\n_The Director’s Leadership Behaviours Charter [AR p.9](https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=9)_\n\n- Evidence-based management\n- Ecologically sustainable use\n- Partnerships and co-investments\n- Responsive organisation\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Percentage of Australia’s marine environment conserved in Australian Marine Parks’ highly protected zoning (i.e. IUCN Categories I and II). | 30% by 2030 | [CP p.12](https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=12)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=12) |\n| CCE02 | Maintain or increase the number of people who identify as a member of a local or Indigenous community who are employed directly. | Equal to or greater than 2026–27. | [CP p.33](https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=33)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=33) |\n| CCE03 | Maintain or increase the number of people who identify as a member of a local or Indigenous community who are employed indirectly. | Equal to or greater than 2027–28. | [CP p.35](https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=35)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=35) |\n| CCE04 | Maintain or improve visitor satisfaction. | Equal or greater than 2024–25. | [CP p.30](https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=30)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=30) |\n| CCE05 | Authorisations are processed efficiently within specified timeframes. | Over 95 per cent of authorisations processed within 40 business days. | [CP p.31](https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=31)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=31) |\n| CCE06 | Non-compliance issues are processed efficiently within specified timeframes. | Over 95 per cent of non-compliance reports have an initial assessment within 30 business days. | [CP p.32](https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=32)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf#page=32) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Percentage of Australian waters protected or conserved | Achieved | Achieved | [AR p.36](https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=36)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=36) |\n| CCE02 | Maintain or increase the number of people who identify as a member of a local or Indigenous community who are employed directly | Achieved | Achieved | [AR p.46](https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=46)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=46) |\n| CCE03 | Maintain or increase the number of people who identify as a member of a local or Indigenous community who are employed indirectly | Substantially achieved | Substantially achieved | [AR p.47](https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=47)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=47) |\n| CCE04 | Maintain or improve visitor satisfaction | Achieved | Achieved | [AR p.40](https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=40)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=40) |\n| CCE05 | Authorisations are processed efficiently | Achieved | Achieved | [AR p.44](https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=44)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=44) |\n| CCE06 | Non-compliance issues are processed efficiently | Achieved | Achieved | [AR p.45](https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=45)(https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf#page=45) |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Director of National Parks - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:58:58.950047+00:00\n**Entity ID**: O-000847\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Climate Change, Energy, the Environment and Water\n**Website**: https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/director-national-parks\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 4 |\n| corporate-plans | 4 |\n| global-intelligence | 3 |\n| other-pdfs | 2 |\n| pages | 28 |\n| strategies | 10 |\n\n## Executive Readout\n\n### Purpose\n\n- Implement Australian 2023–26 Partially achieved: round 3 of the Our Marine Parks Grants\nMarine Parks program is providing $8.6 million to 24 organisations (leveraging\nPartnerships package $11.9 million in co-contributions) for 30 projects that support\nthrough completion organisations across the country to deliver activities that improve\nof the Our Marine knowledge of Australian Marine Park values and contribute to\nParks Grants Program the vision, objectives and 10-year management outcomes for\nRound 3 Australian Marine Parks.\n  Source: `annual-reports/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2023-24.pdf)`\n- [Page 5]\nStrategy on a Page National Hydrogen Strategy: Summary\nVision –\nA clean, innovative, safe and competitive hydrogen industry that\nbenefits Australia’s communities and economy, enables our net zero transition,\nand positions us as a global hydrogen leader\nObjectives\nSupply\nAustralia’s\nH\n2 hydrogen industry\nis globally\ncost-competitive 2050 production Hydrogen Hydrogen Future Made Hydrogen\ntarget and Production Tax Headstart in Australia Hubs\nmilestones Incentive Innovation Fund\nARENA Concessional Strengthened Infrastructure Workforce, skills\nsupport finance approval processes planning and training\nDemand and\ndecarbonisation\nH\n2\nIdentify and support\nthe most prospective\nhydrogen demand Green metals Ammonia Long haul transport Power Safeguard\nsectors (iron & alumina) (heavy road, generation & Mechanism\naviation, shipping) grid support\nCommunity benefit\nCommunities NZEA\n  Source: `strategies/national-hydrogen-strategy-2024-summary.pdf (https://www.dcceew.gov.au/sites/default/files/documents/national-hydrogen-strategy-2024-summary.pdf)`\n- [Page 18]\nStrategy on a Page\nVision –\nA clean, innovative, safe and competitive hydrogen industry that\nbenefits Australia’s communities and economy, enables our net zero transition,\nand positions us as a global hydrogen leader\nObjectives\nSupply\nAustralia’s\nH\n2 hydrogen industry\nis globally\ncost-competitive 2050 production Hydrogen Hydrogen Future Made in Hydrogen\ntarget and Production Tax Headstart Australia Hubs\nmilestones Incentive Innovation Fund\nARENA Concessional Strengthened Infrastructure Workforce, skills\nsupport finance approval processes planning and training\nDemand and\ndecarbonisation\nH\n2\nIdentify and support\nthe most prospective\nhydrogen demand Green metals Ammonia Long haul transport Power Safeguard\nsectors (iron & alumina) (heavy road, generation & Mechanism\naviation, shipping) grid support\nCommunity benefit\nCommunities NZEA\nare aware of and\nrealise the benefits\n  Source: `strategies/national-hydrogen-strategy-2024.pdf (https://www.dcceew.gov.au/sites/default/files/documents/national-hydrogen-strategy-2024.pdf)`\n- [Page 13]\nNational Electric Vehicle Strategy 2024-25\nPage 7\nThe National Electric Vehicle Strategy – At a Glance\nFigure 1: Summary of the National Electric Vehicle Strategy framework\nVision\nIncrease the uptake of EVs to reduce\nour emissions and improve the\nwellbeing of Australians\nObjectives\nSUPPLY SYSTEMS AND INFRASTRUCTURE DEMAND\nIncrease supply Establish the resources, Encourage\nof affordable and systems and infrastructure increase\naccessible EVs to enable rapid EV uptake in EV demand\nOutcomes\nExpand EV availability Reduce road Make it easy to charge\nand choice transport emissions an EV across Australia\nIncrease local Make EVs Reduce the cost\nmanufacturing and more affordable to Australians\nrecycling of running their vehicles\n  Source: `strategies/national-electric-vehicle-strategy-annual-update-2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy-annual-update-2024-25.pdf)`\n\n### Role and Functions\n\n- [Page 2]\nContents\nDirector’s Foreword 3 Key Activities and\nPerformance Measurement 25\nAcknowledgement of Country 5\nChanges to our Performance\nCorporate Plan 6\nMeasures and Key Activities 25\nOperating Environment 7\nKey Activity 1: Protecting\nand conserving the natural and\nOur places 7\ncultural values of Commonwealth\nStatutory functions 9 parks and gardens 26\nOther responsibilities 9 Key Activity 2: Enabling enjoyment\nand use by all Australians and\nExternal and internal factors 10\ninternational visitors 31\nGovernment priorities 11\nKey Activity 3: Effectively undertaking\ncore regulatory roles in administering\nCapability 13\nand controlling Commonwealth\nPark infrastructure 13 reserves and conservation zones 32\nWorkforce 14 Key Activity 4: Supporting the\naspirations of First Nations people\nScience and traditional knowledge 14\nin managing their traditional land\nand sea Country 33\n  Source: `corporate-plans/2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2024-25.pdf)`\n- [Page 3]\nContents\nForeword 2\nStatement of Preparation 2\nOur Purpose 3\nOperating Context 4\nOperating environment 4\nOur places 4\nStatutory functions 6\nOther responsibilities 6\nExternal and internal factors 7\nGovernment priorities 7\nCapability 9\nPerformance measurement 9\nVisitor infrastructure 9\nWorkforce 10\nScience and traditional knowledge 10\nInformation and communications technology (ICT) 10\nCooperation and partnerships 11\nRegulatory Performance 12\nRisk oversight and management 12\nKey risks and their management 13\nPerformance Criteria and Key activities 14\nPerformance Criterion 1: Sustainable use and enjoyment of Commonwealth\nparks and gardens by the Australian and international community 15\nKey activities for criterion 1 23\nPerformance Criterion 2: Opportunities and threats to natural and\ncultural values are effectively managed for all Australians 24\nKey activities for criterion 2 27\n  Source: `corporate-plans/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/parks-corporate-plan-2022-23.pdf)`\n- [Page 3]\nContents\nForeword 2\nStatement of Preparation 3\nAcknowledgement of Country 3\nOur Purpose 4\nOperating Context 5\nOperating environment 5\nOur places 5\nStatutory functions 7\nOther responsibilities 7\nExternal and internal factors 8\nGovernment priorities 8\nCapability 11\nPerformance measurement 11\nVisitor infrastructure 11\nWorkforce 12\nScience and knowledge 12\nInformation and Communications Technology (ICT) 12\nCooperation and Partnerships 13\nRegulatory Performance 14\nRisk oversight and management 15\nKey risks and their management 15\nPerformance Criteria and Key Activities 17\nPerformance Criterion 1: Sustainable use and enjoyment of Commonwealth parks and\ngardens by the Australian and international community 18\nKey activities for criterion 1 26\nPerformance Criterion 2: Opportunities and threats to natural and cultural values are\neffectively managed for all Australians 27\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n- These are either marine parks in the world, covering representative\ndirectly or jointly managed by the Director examples of all of Australia’s marine bioregions.\nsupported by Parks Australia, a division of These parks protect the diversity of life in our\nthe Department of Climate Change, Energy, oceans, from coral reefs in our tropical seas to\nthe Environment and Water (department). deep ocean canyons and undersea mountains in\nThe Director has delegated all powers and temperate marine regions.\nfunctions in relation to the Heard Island and\nMcDonald Islands Marine Reserve to the In 2024, Parks Australia will also assume\ndepartment’s Australian Antarctic Division. responsibility for administering a rich and diverse\nAustralian Marine Parks managed by the Director network of Indigenous Protected Areas (IPA),\ncover 44.8 per cent of Australian waters.\n  Source: `corporate-plans/2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2024-25.pdf)`\n- [Page 26]\nDirector of National Parks\nKey Activity 1: Protecting and conserving\nthe natural and cultural values of\nCommonwealth parks and gardens\nRationale link to purpose: Performance Measure 1 aligns with the Director’s functions set out in\nsubsection 514B(1) ‘administer, manage and control Commonwealth parks and gardens’, ‘protect,\nconserve and manage biodiversity in Commonwealth parks and gardens’, and ‘contribute to the\nprotection, conservation, and management of biodiversity in areas outside Commonwealth parks\nand gardens’\nPerformance Natural Values in our Commonwealth parks and gardens are being\nMeasure 1 protected and conserved.\n  Source: `corporate-plans/2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2024-25.pdf)`\n- [Page 2]\nContents\nDirector’s Foreword 2\nAcknowledgement of Country 2\nDirector of National Parks 2025–26 Corporate Plan 2\nStatement of Preparation 4\nCorporate Plan on a page 5\nOperating Environment 6\nOur places 6\nStatutory functions 8\nOther responsibilities 9\nAustralian Government priorities 2025–26 11\nThe Director’s key priorities 12\nWorkforce and capabilities 13\nVisitor infrastructure and experience 15\nRegulatory performance 19\nRisk oversight and management 20\nRisk appetite 20\nEnterprise risks 21\nKey Activities and Performance Measurement 24\nAppendices 37\nAppendix A: Changes to our Performance Measures and Key Activities 37\nDirector of National Parks Corporate Plan 2025–26 1\n  Source: `corporate-plans/2025-26.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf)`\n\n### Strategic Priorities\n\n- [Page 3]\nContents\nForeword 2\nStatement of Preparation 2\nOur Purpose 3\nOperating Context 4\nOperating environment 4\nOur places 4\nStatutory functions 6\nOther responsibilities 6\nExternal and internal factors 7\nGovernment priorities 7\nCapability 9\nPerformance measurement 9\nVisitor infrastructure 9\nWorkforce 10\nScience and traditional knowledge 10\nInformation and communications technology (ICT) 10\nCooperation and partnerships 11\nRegulatory Performance 12\nRisk oversight and management 12\nKey risks and their management 13\nPerformance Criteria and Key activities 14\nPerformance Criterion 1: Sustainable use and enjoyment of Commonwealth\nparks and gardens by the Australian and international community 15\nKey activities for criterion 1 23\nPerformance Criterion 2: Opportunities and threats to natural and\ncultural values are effectively managed for all Australians 24\nKey activities for criterion 2 27\n  Source: `corporate-plans/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/parks-corporate-plan-2022-23.pdf)`\n- [Page 3]\nContents\nForeword 2\nStatement of Preparation 3\nAcknowledgement of Country 3\nOur Purpose 4\nOperating Context 5\nOperating environment 5\nOur places 5\nStatutory functions 7\nOther responsibilities 7\nExternal and internal factors 8\nGovernment priorities 8\nCapability 11\nPerformance measurement 11\nVisitor infrastructure 11\nWorkforce 12\nScience and knowledge 12\nInformation and Communications Technology (ICT) 12\nCooperation and Partnerships 13\nRegulatory Performance 14\nRisk oversight and management 15\nKey risks and their management 15\nPerformance Criteria and Key Activities 17\nPerformance Criterion 1: Sustainable use and enjoyment of Commonwealth parks and\ngardens by the Australian and international community 18\nKey activities for criterion 1 26\nPerformance Criterion 2: Opportunities and threats to natural and cultural values are\neffectively managed for all Australians 27\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n- [Page 2]\nContents\nDirector’s Foreword 3 Key Activities and\nPerformance Measurement 25\nAcknowledgement of Country 5\nChanges to our Performance\nCorporate Plan 6\nMeasures and Key Activities 25\nOperating Environment 7\nKey Activity 1: Protecting\nand conserving the natural and\nOur places 7\ncultural values of Commonwealth\nStatutory functions 9 parks and gardens 26\nOther responsibilities 9 Key Activity 2: Enabling enjoyment\nand use by all Australians and\nExternal and internal factors 10\ninternational visitors 31\nGovernment priorities 11\nKey Activity 3: Effectively undertaking\ncore regulatory roles in administering\nCapability 13\nand controlling Commonwealth\nPark infrastructure 13 reserves and conservation zones 32\nWorkforce 14 Key Activity 4: Supporting the\naspirations of First Nations people\nScience and traditional knowledge 14\nin managing their traditional land\nand sea Country 33\n  Source: `corporate-plans/2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2024-25.pdf)`\n- [Page 2]\nContents\nDirector’s Foreword 2\nAcknowledgement of Country 2\nDirector of National Parks 2025–26 Corporate Plan 2\nStatement of Preparation 4\nCorporate Plan on a page 5\nOperating Environment 6\nOur places 6\nStatutory functions 8\nOther responsibilities 9\nAustralian Government priorities 2025–26 11\nThe Director’s key priorities 12\nWorkforce and capabilities 13\nVisitor infrastructure and experience 15\nRegulatory performance 19\nRisk oversight and management 20\nRisk appetite 20\nEnterprise risks 21\nKey Activities and Performance Measurement 24\nAppendices 37\nAppendix A: Changes to our Performance Measures and Key Activities 37\nDirector of National Parks Corporate Plan 2025–26 1\n  Source: `corporate-plans/2025-26.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf)`\n- Target 2022–23 2023–24 2024–25 2025–26\nThe condition assessment rating The condition assessment rating The condition assessment rating The condition assessment rating\nfor priority natural values in for priority natural values in for priority natural values in for priority natural values in\nCommonwealth parks and gardens Commonwealth parks and gardens Commonwealth parks and gardens Commonwealth parks and gardens\nis maintained or improved is maintained or improved is maintained or improved is maintained or improved\nBaseline: The condition assessment rating for priority natural values in Commonwealth parks and gardens will be reported in the Director of National\nParks Annual Report 2021–22.\n- 24 -\n  Source: `corporate-plans/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/parks-corporate-plan-2022-23.pdf)`\n- Target 2022–23 2023–24 2024–25 2025–26\nRecord baseline The condition assessment The condition assessment The condition assessment\nrating for priority cultural values rating for priority cultural values rating for priority cultural values\nin Commonwealth parks is in Commonwealth parks is in Commonwealth parks is\nmaintained or improved maintained or improved maintained or improved\nBaseline: The baseline condition assessment rating for priority cultural values in Commonwealth parks will be reported in the Director of National\nParks Annual Report 2022–23.\n- 25 -\n  Source: `corporate-plans/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/parks-corporate-plan-2022-23.pdf)`\n- Target 2022–23 2023–24 2024–25 2025–26\nNatural: priority values defined for Natural: priority values defined for Natural: priority values defined for Natural: priority values defined for\n66 per cent of Australian Marine 100 per cent of Australian Marine 100 per cent of Australian Marine 100 per cent of Australian Marine\nParks Parks Parks Parks\nCultural: finalise framework to Cultural: priority values defined for Cultural: priority values defined for Cultural: priority values defined for\nallow definition of priority values in 33 per cent of Australian Marine 66 per cent of Australian Marine 100 per cent of Australian Marine\nAustralian Marine Parks Parks Parks Parks\nBaseline: The percentage of Australian Marine Parks with defined priority natural values will be reported in the Director of National Parks Annual\nReport 2021–22.\n- 26 -\n  Source: `corporate-plans/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/parks-corporate-plan-2022-23.pdf)`\n- Target 2023–24 2024–25 2025–26 2026–27\nThe condition assessment rating The condition assessment rating The condition assessment rating The condition assessment rating\nfor priority natural values in for priority natural values in for priority natural values in for priority natural values in\nCommonwealth parks and gardens is Commonwealth parks and gardens is Commonwealth parks and gardens is Commonwealth parks and gardens is\nat least ‘good with some concerns’. at least ‘good with some concerns’. at least ‘good with some concerns’. at least ‘good with some concerns’.\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n- Target 2023–24 2024–25 2025–26 2026–27\nNatural: priority values defined for Natural: additional information Natural: additional information Natural: additional information\n100 per cent of Australian Marine gathered for priority values through gathered for priority values through gathered for priority values through\nParks. science program and other values science program and other values science program and other values int\nint he Australian Marine Parks. int he Australian Marine Parks. he Australian Marine Parks.\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n- Key activity Relation to criterion 2023–24 2024–25 2025–26 2026–27\nUndertake, commission, and influence research to inform management Research is essential to identify and understand\nof priority values in the parks and gardens, including to establish how to conserve values in parks and protect,\n✓ ✓ ✓ ✓\nenvironmental, social, and economic baselines and build knowledge conserve, and enhance values in parks.\nabout Australian Marine Parks and park management.\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 49]\nMeasure 1.4 95 per cent of authorisations processed within target timeframe\nResult Tolerance advice:\n(continued) Marine:\nAchieved: 95 per cent within 40 business days\nSubstantially achieved: 90–94 per cent within 40 business days\nPartially achieved: 80–89 per cent within 40 business days\nNot achieved: less than 80 per cent within 40 business days.\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n- [Page 22]\nMeasure 1.8: Maintain or increase number of peer Substantially achieved 37\nreviewed publications resulting from research in\nCommonwealth parks\nPerformance Criterion 2:\nOpportunities and threats to natural and cultural values are effectively managed for all Australians\nMeasure Result Page\nMeasure 2.1: Maintain or improve the condition of Partially achieved 47\npriority natural values in Commonwealth parks and\ngardens (terrestrial)\nMeasure 2.2: Maintain or improve the condition Not achieved 49\nof priority cultural values in Commonwealth parks\n(terrestrial)\nMeasure 2.3: Review and define priority natural and Priority natural values: 50\ncultural values for all Commonwealth parks and gardens, substantially achieved\nby 2023 (marine)\nPriority cultural values:\npartially achieved\nPerformance Criterion 3:\n  Source: `annual-reports/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2023-24.pdf)`\n- [pages 22,23,24,25,26,27]\nks and gardens, substantially achieved\nby 2023 (marine)\nPriority cultural values:\npartially achieved\nPerformance Criterion 3:\nPartnerships with Traditional Owners and/or other stakeholders enhance the management of\nCommonwealth parks and gardens for all Australians\nMeasure Result Page\nMeasure 3.1: Maintain or improve key stakeholder and Partner satisfaction rate: not 69\npartner satisfaction achieved\nJoint Boards satisfaction: not\nachieved\nMeasure 3.2: Resources delivered through partnerships Not achieved 70\nmeet or exceed target level\nMeasure 3.3: Maintain or increase the number of Direct: partially achieved 71\npeople who identify as members of a local or Indigenous\nIndirect: not achieved\ncommunity who are employed directly or indirectly\n8 Director of National Parks | Annual Report 2023–24\n  Source: `annual-reports/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2023-24.pdf)`\n- [Page 30]\nKey Activity 1: Cont\ntegraT\nDirector of National Parks\n2024–25 2025–26 2026–27 2027–28\nManagement Equal to or greater As per 2024-25, As per 2024-25, As per 2024-25,\nActions than 2023-24 with opportunities with opportunities with opportunities\n(48%) to strengthen to strengthen to strengthen\nprotection protection protection\nexplored through explored through explored through\nthe ten-year the ten-year the ten-year\nreview of review of review of\nAustralian Marine Australian Marine Australian Marine\nPark management Park management Park management\nplans, based plans, based plans, based\non science and on science and on science and\nstakeholder stakeholder stakeholder\nengagement engagement engagement\nTolerance Achieved: Australia’s protected waters ≥ 2023–24 baseline\nPartially Achieved: Australia’s protected waters ≥ 2023–24 baseline\n  Source: `corporate-plans/2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2024-25.pdf)`\n- Table 2: Summary of results against the measures by performance criterion1\nPerformance Criterion 1:\nSustainable use and enjoyment of Commonwealth parks and gardens by the Australian\nand international community\nMeasure 1.1: Number of visitors is within 10 per cent of target Partially achieved Page 32\ntotal visitor numbers\nMeasure 1.2: Maintain or improve visitor satisfaction Achieved Page 34\nMeasure 1.3: Maintain or increase number of virtual visitors Websites target: Page 35\npartially achieved\nSocial Media\ntarget: achieved\nMeasure 1.4: 95 per cent of authorisations processed within Marine target: Page 36\ntarget timeframe substantially\nachieved\nTerrestrial target:\nnot achieved\nMeasure 1.5: 100 per cent of non-compliance reports have an Achieved Page 38\ninitial assessment within target timeframe\nMeasure 1.6: Maintain or increase the economic contribution Achieved Page 39\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n- [Page 20]\nMeasure 1.7: Maintain or increase the financial benefit to Partially achieved Page 39\nTraditional Owners through lease arrangements and other\navenues in jointly managed parks\nMeasure 1.8: Maintain or increase number of peer reviewed Achieved Page 41\npublications resulting from research in Commonwealth parks\nPerformance Criterion 2:\nOpportunities and threats to natural and cultural values are effectively managed for all Australians\nMeasure 2.1: Maintain or improve the condition of priority Partially achieved Page 50\nnatural values in Commonwealth parks and gardens\nMeasure 2.2: Maintain or improve the condition of priority Not achieved Page 52\ncultural values in Commonwealth parks\nMeasure 2.3: Review and define priority natural and cultural Priority natural Page 53\nvalues for all Commonwealth parks and gardens, by 2023 values target:\nachieved\nPriority cultural\nvalues target:\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n- [Page 52]\nMeasure 1.7 Maintain or increase the financial benefit to Traditional Owners through\nlease arrangements and other avenues in jointly managed parks\nTarget Lease arrangement: the financial benefits are equal to or greater than\n2020–21\nOther avenues: record baselines\nBaseline In 2020–21 $5.1 million was paid to Traditional Owners\nResult Target partially achieved. $4.5 million was paid to Traditional Owners for\n2021–22 of which $1.8 million ($1.1 million: 2020–21) relates to lease\npayments and $2.7 million ($3.5 million: 2020–21) to revenue share for\nentry fees and commercial activities.\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n- Result Target not achieved: *resources delivered through partnerships in 2023–24 totalled\n$1.56 million which were significantly less than the $3.9 million received in 2022–23.\n*This measure does not include contributions made from related parties.\n  Source: `annual-reports/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2023-24.pdf)`\n- Target Terrestrial: visitor numbers are +/- 5 per cent of 2020–21 results\nBaseline In 2019–20, 990,939 people visited our terrestrial parks and gardens\nResult Target partially achieved.\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n- Tolerance advice:\nAchieved: financial benefits are equal to or greater than 2020–21\nSubstantially achieved: financial benefits are 95–100 per cent of 2020–21\nbenefits\nPartially achieved: financial benefits are 90–95 per cent of 2020–21 benefits\nNot achieved: financial benefits are less than 90 per cent of 2020–21 benefits\nAnalysis The measure has been partially achieved as the 2021–22 Traditional\nOwner payments are $600,000 less than 2020–21 or 11 per cent decrease\non 2020–21 benefits.\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n- [Page 78]\nMeasure 3.1 Maintain or improve key stakeholder and partner satisfaction\nResult Develop survey method for Joint Boards – target not achieved.\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n- [Page 50]\nMeasure 1.5 100% of non-compliance reports have an initial assessment within target timeframe\nResult Marine parks: Target achieved: 100% of incidents assessed within timeframe.\n  Source: `annual-reports/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2023-24.pdf)`\n- Target 100 per cent of marine authorisations processed within 40 business days\nResult Achieved\nAdditional information\nThere is no corresponding measure for terrestrial parks in the 2024–25 Corporate Plan.\n  Source: `annual-reports/2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf)`\n- Tolerance: Achieved: within +/- 5 per cent from 2022–23 | Substantially achieved 6-10 percent decrease from 2022-23\nPartially achieved: 11-20 per cent decrease from 2022–23 | Not achieved: greater than 20 per cent decrease from 2022–23.\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $216 million, 216 million | This program will continue to create investment in regional communities,\nsupport tourism and local businesses, ensure the safety and wellbeing of our staff, and enhance\nexperiences for visitors.\n• to continue to deliver the $216 million investment to grow tourism in Kakadu National Park\nthrough new and upgraded infrastructure and improved road access, and to secure the future of\nJabiru as it transitions to a tourism and regional services hub.\n• t | `corporate-plans/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/parks-corporate-plan-2022-23.pdf)` |\n| $1 million, 1 million | They are also considered major based on the following quantitative criteria:\n• The variance between budget and actual is greater than 10% of the relevant category (Income, Expenses and Equity totals); and\n•T he variance between budget and actual is greater than $1 million of the relevant category\nEvents after the Reporting Period\nDuring the 2021-22 year, the Director of National Parks operated within the Agriculture, Water and Environment portfol | `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)` |\n| $28.3 million, 28.3 million | [pages 10,11]\nt new marine parks recently proclaimed in the\nwaters around Australia’s Indian Ocean Territories, including through a grants program and\ncommencement of research and management activities.\n- continuing to deliver a $28.3 million measure from the 2020–21 Budget, to enhance\nmanagement of Australian Marine Parks. | `corporate-plans/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/parks-corporate-plan-2022-23.pdf)` |\n| $250 million, 250 million | Through 2025–26, the Director will be supporting\nthe timely and effective implementation of\nthe Kakadu Partnership Agreement, including\nSupporting new indigenous protected areas\nco-designing joint management settings and\nAs part of the 2025–26 Budget, the Australian\ncommencing work on new legislation — to be\nGovernment announced the $250 million Saving\nintroduced in 2027 — that better reflects the\nAustralia’s Bushland program, which will support | `corporate-plans/2025-26.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf)` |\n| $92.8 million, 92.8 million | [Page 13]\nThe Director’s key priorities\nConsistent with the Australia Government’s priority and the statutory functions, the following are priorities\nfor the Director during 2025–26:\n• Finalising the negotiation of leases across our • Delivering on the replacement\njointly managed parks to increase opportunities of essential services and related\nfor Traditional Owners and their communities infrastructure in the Mutitjulu community\nand to enhance c | `corporate-plans/2025-26.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf)` |\n| $000 | Table 3: Overview of financial results 2021–22\n2021 2022 2022 2022\nActuals Actuals Budget Variance\n$000s $000s $000s $000s\nJointly managed parks1 Income 44,099 46,270 49,783 (3,513)\nExpenses (51,175) (59,320) (62,015) 2,695\nSurplus/(Deficit) (7,076) (13,050) (12,232) (818)\nOther parks and Income 33,874 38,135 37,324 811\nreserves2\nExpenses (32,619) (36,671) (39,898) 3,227\nSurplus/(Deficit) 1,255 1,464 (2,574) 4,038\nTotal for parks and Income 77,97 | `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)` |\n| $5.1 million, $4.5 million, $1.8 million, $1.1 million, $2.7 million, $3.5 million | [Page 52]\nMeasure 1.7 Maintain or increase the financial benefit to Traditional Owners through\nlease arrangements and other avenues in jointly managed parks\nTarget Lease arrangement: the financial benefits are equal to or greater than\n2020–21\nOther avenues: record baselines\nBaseline In 2020–21 $5.1 million was paid to Traditional Owners\nResult Target partially achieved. $4.5 million was paid to Traditional Owners for\n2021–22 of which $1.8 million | `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)` |\n| $66.3 million, $38.4 million, 66.3 million, 38.4 million | This included $66.3 million in the 2021–22 Portfolio Budget Statements\nand an additional $38.4 million in a subsequent budget measure Ensuring the safety and\ncontinued protection of natural and cultural values of Commonwealth national parks. | `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)` |\n| $262.3 million, $92.8 million, 262.3 million, 92.8 million | In May 2023 the Australian Government invested an additional $262.3 million in the\n2023–24 Budget to assist in addressing the chronic underfunding of the Australia’s iconic\nnational parks, plus an additional $92.8 million to provide essential services for Mutitjulu\ntownship. | `annual-reports/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2022-23.pdf)` |\n| $000 | [Page 23]\nTable 3: Overview of financial results 2022–23\n2022 2023 2023 2023\nActuals Actuals Budget Variance\n$000s $000s $000s $000s\nJointly managed parks1 Income 46,270 62,9954 35,461 27,534\nExpenses (59,320) (78,424)5 (48,470) (29,954)\nSurplus/ (13,050) (15,429) (13,009) (2,420)\n(Deficit)\nOther Commonwealth Income 38,135 42,908 38,721 4,187\nterrestrial parks,\nExpenses (36,671) (45,795) (41,171) (4,623)\ngardens and marine\nparks2 Surplus/ 1,464 ( | `annual-reports/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2022-23.pdf)` |\n| $5.4 million, $1.8 million, $3.6 million, $2.7 million, 5.4 million | Baseline\nResult Lease arrangements – Target achieved. $5.4 million was paid to\nTraditional Owners for 2022–23 of which $1.8 million ($1.8 million:\n2021–22) relates to lease payments and $3.6 million ($2.7 million:\n2021–22) to revenue share for entry fees and commercial activities. | `annual-reports/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2022-23.pdf)` |\n| $355.1 million, $68.1 million, 355.1 million, 68.1 million | Credit: Unknown\nBREAKOUT BOX 11\nNew Funding for Parks Australia\nIn May 2023’s Federal Budget, the Australian Government announced $355.1 million in funding\nfor Park Australia over four years, and a further $68.1 million per year ongoing from 2027–28. | `annual-reports/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2022-23.pdf)` |\n| 11.73 FTE | Table 28: Five-year overview of Parks Australia staff numbers (full time equivalent at\n30 June 2023)1\n2018–19 2019–20 2020–21 2021–22 2022–23\nManagement of terrestrial reserves 276.1 272.3 263.9 280 246.02\n(on-park)\nManagement of marine parks 66.3 47.7 49.5 52.31 57.55\nOther* 111.16\nTotal 342.4 320.0 313.4 332.312 414.73\n1 11.73 FTE departmental staff who undertake non-statutory roles delegated to the Director are covered in the department’s\nempl | `annual-reports/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2022-23.pdf)` |\n| 95 per cent, 94 per cent, 89 per cent, 80 per cent | [Page 49]\nMeasure 1.4 95 per cent of authorisations processed within target timeframe\nResult Tolerance advice:\n(continued) Marine:\nAchieved: 95 per cent within 40 business days\nSubstantially achieved: 90–94 per cent within 40 business days\nPartially achieved: 80–89 per cent within 40 business days\nNot achieved: less than 80 per cent within 40 business days. | `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)` |\n| 10 per cent, 95 per cent, 100 per cent | Table 2: Summary of results against the measures by performance criterion1\nPerformance Criterion 1:\nSustainable use and enjoyment of Commonwealth parks and gardens by the Australian\nand international community\nMeasure 1.1: Number of visitors is within 10 per cent of target Partially achieved Page 32\ntotal visitor numbers\nMeasure 1.2: Maintain or improve visitor satisfaction Achieved Page 34\nMeasure 1.3: Maintain or increase number of virtual visi | `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)` |\n| $5.1 million, $4.5 million, $1.8 million, $1.1 million, $2.7 million, $3.5 million | [Page 52]\nMeasure 1.7 Maintain or increase the financial benefit to Traditional Owners through\nlease arrangements and other avenues in jointly managed parks\nTarget Lease arrangement: the financial benefits are equal to or greater than\n2020–21\nOther avenues: record baselines\nBaseline In 2020–21 $5.1 million was paid to Traditional Owners\nResult Target partially achieved. $4.5 million was paid to Traditional Owners for\n2021–22 of which $1.8 million | `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)` |\n| $1.56 million, $3.9 million, 1.56 million, 3.9 million | Result Target not achieved: *resources delivered through partnerships in 2023–24 totalled\n$1.56 million which were significantly less than the $3.9 million received in 2022–23.\n*This measure does not include contributions made from related parties. | `annual-reports/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2023-24.pdf)` |\n| 5 per cent | Target Terrestrial: visitor numbers are +/- 5 per cent of 2020–21 results\nBaseline In 2019–20, 990,939 people visited our terrestrial parks and gardens\nResult Target partially achieved. | `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)` |\n| $600,000 , 100 per cent, 95 per cent, 90 per cent, 11 per cent | Tolerance advice:\nAchieved: financial benefits are equal to or greater than 2020–21\nSubstantially achieved: financial benefits are 95–100 per cent of 2020–21\nbenefits\nPartially achieved: financial benefits are 90–95 per cent of 2020–21 benefits\nNot achieved: financial benefits are less than 90 per cent of 2020–21 benefits\nAnalysis The measure has been partially achieved as the 2021–22 Traditional\nOwner payments are $600,000 less than 2020–21 or 1 | `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)` |\n| 100 per cent | Target 100 per cent of marine authorisations processed within 40 business days\nResult Achieved\nAdditional information\nThere is no corresponding measure for terrestrial parks in the 2024–25 Corporate Plan. | `annual-reports/2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf)` |\n\n## Key Achievements\n\n- VIC\nCompleted\none of the world’s\nlongest charging\nTAS\nnetworks with 110\ncharging stations\nReached\nacross 7,000 km.\na record high\nfor monthly zero\nemission vehicle sales\nat 12.1 per cent of\nDelivered market share in\na state-wide EV June 2025.\ncharging network\ncomprising 540 charging\nplugs across 142 sites in\nReached a\nDecember 2024,\nmilestone of over\nco-invested with the Royal\n5,000 registered\nAutomotive Association\nEVs in May 2025.\nof South Australia.\n  Source: `strategies/national-electric-vehicle-strategy-annual-update-2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy-annual-update-2024-25.pdf)`\n- [Page 28]\nNational Electric Vehicle Strategy 2024-25\nPage 22\n2024-25 Highlights\nACT\nMilestone achievements for EV uptake\n• The ACT Government has transitioned 42 per cent of its passenger fleet to EVs with 584 chargers\ninstalled at government sites.\n  Source: `strategies/national-electric-vehicle-strategy-annual-update-2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy-annual-update-2024-25.pdf)`\n- Substantially achieved The activity was mostly achieved or significantly progressed as planned in 2021–22\nPartially achieved There was some achievement or progress made in the key activity in 2021–22\nNot achieved The key activity was not achieved or there was none to limited progress as planned\nin 2021–22\nSuperseded Activity overtaken.\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n- [Page 69]\nKey priorities Timeframe Results for 2024–25\nto deliver\nDelivering activities 2024–25 Substantially Achieved: Conservation-focused\nto protect and management activities that were delivered across Parks\nreduce pressures on Australia’s terrestrial reserves include:\nthreatened species\nKakadu National Park\nand World Heritage\nvalues • Feral animal control resulted in culling of 1,242\nbuffalo, 1,377 pigs, 24 feral cattle, 24 feral horses\nand 4 feral cats.\n• Wet and dry season prescribed fire management\nwas conducted, and the area burned by wildfire was\nless than the average over the last 10 years, because\nof factors such as prescribed burning and wildfire\ncontrol efforts.\n• Efforts to successfully control mimosa weed and\ngamba grass infestations continued.\n• Targeted threatened species and biodiversity\nmonitoring projects were conducted, with a focus\n  Source: `annual-reports/2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf)`\n- In partnership with 2023–27 Substantially Achieved: In October 2024, the first tranche\nthe department, of power, water and sewerage infrastructure upgrades\ndelivering on the were delivered ahead of schedule, allowing for the\nreplacement of delivery of 12 new houses for the local Aṉangu community\nessential services and (see early works project case study on page 50).\nrelated infrastructure\nin the Muṯitjulu\ncommunity in\nUluṟu-Kata Tjuṯa\nNational Park,\nfollowing provision of\n$92.8 million in 2023\nContinuing to improve 2023–27 Substantially Achieved: Park lease reviews have been\nrelationships with substantially completed.\n  Source: `annual-reports/2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf)`\n- [Page 26]\nJurisdiction 2023-24 highlights\nACT Highest rate of EV ownership per capita in Australia\n• In November 2023 one in four new cars registered were EVs; over the course of 2023,\n17 per cent of all new cars registered in the ACT were EVs.\n• The number of EVs in the ACT has more than doubled since January 2023, demonstrating significant\nprogress towards achieving its target of 80–90 per cent of new car sales being zero emissions vehicles\nby 2030.\n  Source: `strategies/national-electric-vehicle-strategy-annual-update-2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy-annual-update-2023-24.pdf)`\n- NT\nMilestone Achievements for EV uptake\n• There has been a 46 per cent increase in passenger and commercial EVs registered in the Northern\nTerritory between June 2024 and March 2025.\n• The NT Government fleet has reached 64 per cent of its target of 200 EVs in its fleet by 2030.\n  Source: `strategies/national-electric-vehicle-strategy-annual-update-2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy-annual-update-2024-25.pdf)`\n- [Page 45]\nNational Hydrogen Strategy\n5-yearly production milestones The Australian Government is delivering a combination\nof initiatives that provide a solid basis for industry,\nTo complement the long-term production target, a investors, communities and workers to achieve\nseries of 5-yearly milestones will provide for short- our first hydrogen production milestone for 2030.\nterm progress monitoring, reporting and ongoing The government will also continue to work with\npolicy development (Figure 4).\n  Source: `strategies/national-hydrogen-strategy-2024.pdf (https://www.dcceew.gov.au/sites/default/files/documents/national-hydrogen-strategy-2024.pdf)`\n- Substantially The activity was mostly achieved or significantly progressed as planned in 2022–23.\nachieved\nPartially achieved There was some achievement or progress made in the key activity in 2022–23.\n  Source: `annual-reports/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2022-23.pdf)`\n- [Page 13]\nExisting Australian Government initiatives\nObjectives Existing initiatives\nIncrease supply • Net Zero Australian Public Service by\nof affordable and 2030, including 75% low emissions\nvehicles for Commonwealth fleet new\naccessible EVs\npassenger vehicle purchases and leases\nby 2025\n• The Australian Made Battery Plan,\nNational Reconstruction Fund, and\nCritical Minerals Strategy\nEstablish the • National network of 117 EV chargers\non major highways at an average\nresources, systems\ninterval of 150 km, delivered\nand infrastructure\nin partnership with NRMA\nto enable rapid EV\n• $500 million Driving the Nation Fund\nuptake\n• New Energy Apprenticeships and New\nEnergy Skills Program\nEncourage increase • Electric Car Discount amendments\nto fringe benefit tax and import\nin EV demand\nduty\n• $20.5 million CEFC green car loans\nWe will review the Strategy regularly to measure\n  Source: `strategies/national-electric-vehicle-strategy.pdf (https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy.pdf)`\n- The ZEV Strategy aims to Principles\nreduce emissions across all\n• Encouraging cleaner, greener transport modes\nmodes and sectors.\n• Building ZEV manufacturing and supply chain capability\nActions\n• Facilitating support ZEV infrastructure\nQueensland's Zero Emission • Driving towards renewables and smart charging\nVehicle Strategy Action Plan\n• Partnerships, innovation, and advocacy\n(2022-2024) supports the\nZEV Strategy which sets out Key achievements\ninitiatives that will progress\nKey actions from the ZEV Strategy include:\nover two years to increase zero\nemissions vehicle uptake. • continued reduced annual registration and vehicle registration\nduty costs for EVs\nThis includes actions that\nenable the development of • a $45 million program for rebates for eligible new battery electric\nvehicles purchased on or after 16 March 2022\nalternative fuels and new and\nemerging clean technologies.\n  Source: `strategies/national-electric-vehicle-strategy.pdf (https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy.pdf)`\n- [Page 4]\nContents\nForeword 4\nSummary 5\n1.1 Progress against outcomes: at a glance 6\nProgress against outcomes 10\nOutcome 1 – Expand EV availability and choice 10\nOutcome 2 – Reduce road transport emissions 12\nOutcome 3 – Make it easy to charge an EV across Australia 13\nOutcome 4 – Increase local manufacturing and recycling 17\nOutcome 5 – Make EVs more affordable 18\nOutcome 6 – Reduce the cost to Australians of running their vehicles 21\nKey Achievements 22\nImplementation Group progress 22\nRecent achievements from governments 23\nDelivering on key initiatives 26\nThe Year Ahead 27\nNew Vehicle Efficiency Standard 27\nTransport and Infrastructure Net Zero Roadmap and Action Plan 27\nConsumer Energy Resources Working Group 27\nInquiry into the transition to electric vehicles 28\nReferences 29\nii National Electric Vehicle Strategy\n  Source: `strategies/national-electric-vehicle-strategy-annual-update-2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy-annual-update-2023-24.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Tolerance: Achieved: within +/- 5 per cent from 2022–23 | Substantially achieved 6-10 percent decrease from 2022-23\nPartially achieved: 11-20 per cent decrease from 2022–23 | Not achieved: greater than 20 per cent decrease from 2022–23.\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n- Tolerance: Achieved: equal or greater per cent increase from 2022–23 | Substantially achieved: 6-10 per cent decrease from 2022–23 Partially achieved:\n11-20 per cent decrease from 2022–23 | Not achieved: greater than 20 per cent decrease from 2022–23.\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n- Tolerance: Achieved: Equal to or greater than 2022-23 | Substantially achieved: up to 10 per cent decrease from 2022-23 | Partially achieved: up to 20\nper cent decrease from 2022-23 | Not achieved: greater than 20 per cent decrease from 2022-23.\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n- Tolerance: Achieved: 95 per cent within 40 business days | Substantially achieved: 90-94 per cent within 40 business days | Partially achieved: 80-89 per\ncent within 40 business days | Not achieved: less than 80 per cent within 40 business days.\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n- Tolerance: Achieved: 100 per cent of reports assessed within 30 business days | Substantially achieved: 95-99 per cent of reports assessed within 30\nbusiness days | Partially achieved: 90-94 per cent of reports assessed within 30 business days | Not achieved: less than 90 per cent of reports assessed\nwithin 30 business days.\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n- Tolerance: Achieved: financial benefits are equal to or greater than 2022–23| Substantially achieved: financial benefits are 95-99 per cent of 2022–23\nbenefits | Partially achieved: financial benefits are 90-94 per cent of 2022–23 benefits | Not achieved: financial benefits are less than 90 per cent of\n2022–23 benefits.\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n- Tolerance: Achieved: number of publications catalogued is equal to or greater than the average for the four years 2019-20 and 2022–23\nSubstantially achieved: number of publications catalogued is between 0.01 per cent and 10 per cent lower than the average for the four years 2019-20\nand 2022–23 | Partially achieved: number of publications catalogued is between 10.01 per cent and 25 per cent lower than the average for the four\nyears 2019-20 and 2022–23 | Not achieved: number of publications catalogued is more than 25 per cent lower than the average for the four years\n2019-20 and 2022–23.\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n- Tolerance – Contracted staff: Achieved: A baseline has been established for 2023–24| Substantially achieved: Contractor survey response was less than\n90 per cent and a robust indication of number of self-identified contracted staff were provided exceeding the 2024-25 baseline | Partially achieved:\nContractor survey response was less than 75 per cent and an indication of number of self-identified contracted staff were provided exceeding the 2024-\n25 baseline | Not achieved: Contractor survey response was less than 50 per cent and indication of number of self-identified contracted staff was limited\nand did not exceed the 2024-25 baseline.\n  Source: `corporate-plans/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf)`\n- [Page 30]\nKey Activity 1: Cont\ntegraT\nDirector of National Parks\n2024–25 2025–26 2026–27 2027–28\nManagement Equal to or greater As per 2024-25, As per 2024-25, As per 2024-25,\nActions than 2023-24 with opportunities with opportunities with opportunities\n(48%) to strengthen to strengthen to strengthen\nprotection protection protection\nexplored through explored through explored through\nthe ten-year the ten-year the ten-year\nreview of review of review of\nAustralian Marine Australian Marine Australian Marine\nPark management Park management Park management\nplans, based plans, based plans, based\non science and on science and on science and\nstakeholder stakeholder stakeholder\nengagement engagement engagement\nTolerance Achieved: Australia’s protected waters ≥ 2023–24 baseline\nPartially Achieved: Australia’s protected waters ≥ 2023–24 baseline\n  Source: `corporate-plans/2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2024-25.pdf)`\n- Table 2: Summary of results against the measures by performance criterion1\nPerformance Criterion 1:\nSustainable use and enjoyment of Commonwealth parks and gardens by the Australian\nand international community\nMeasure 1.1: Number of visitors is within 10 per cent of target Partially achieved Page 32\ntotal visitor numbers\nMeasure 1.2: Maintain or improve visitor satisfaction Achieved Page 34\nMeasure 1.3: Maintain or increase number of virtual visitors Websites target: Page 35\npartially achieved\nSocial Media\ntarget: achieved\nMeasure 1.4: 95 per cent of authorisations processed within Marine target: Page 36\ntarget timeframe substantially\nachieved\nTerrestrial target:\nnot achieved\nMeasure 1.5: 100 per cent of non-compliance reports have an Achieved Page 38\ninitial assessment within target timeframe\nMeasure 1.6: Maintain or increase the economic contribution Achieved Page 39\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n- [Page 20]\nMeasure 1.7: Maintain or increase the financial benefit to Partially achieved Page 39\nTraditional Owners through lease arrangements and other\navenues in jointly managed parks\nMeasure 1.8: Maintain or increase number of peer reviewed Achieved Page 41\npublications resulting from research in Commonwealth parks\nPerformance Criterion 2:\nOpportunities and threats to natural and cultural values are effectively managed for all Australians\nMeasure 2.1: Maintain or improve the condition of priority Partially achieved Page 50\nnatural values in Commonwealth parks and gardens\nMeasure 2.2: Maintain or improve the condition of priority Not achieved Page 52\ncultural values in Commonwealth parks\nMeasure 2.3: Review and define priority natural and cultural Priority natural Page 53\nvalues for all Commonwealth parks and gardens, by 2023 values target:\nachieved\nPriority cultural\nvalues target:\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n- Substantially achieved The activity was mostly achieved or significantly progressed as planned in 2021–22\nPartially achieved There was some achievement or progress made in the key activity in 2021–22\nNot achieved The key activity was not achieved or there was none to limited progress as planned\nin 2021–22\nSuperseded Activity overtaken.\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n- Tolerance advice:\nAchieved: +/- 5 per cent of 2020–21\nSubstantially achieved: 6–10 per cent decrease from 2020–21\nPartially achieved: 11–20 per cent decrease from 2020–21\nNot achieved: greater than 20 per cent decrease from 2020–21.\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n- Tolerance advice:\nAchieved: great to or equal than 2020–21\nSubstantially achieved: up to 10 per cent decrease from 2020–21\nPartially achieved: up to 20 per cent decrease from 2020–21\nNot achieved: greater than 20 per cent decrease from 2020–21.\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 18]\nInclusion Strategy and Action Plan\nSuccess looks like\nAcross the life of the strategy a 3% increase in: And a 3% reduction in:\n2024 2024\nMy supervisor actively ensures 84% During the last 12 months have 10%\nthat everyone can be included in you been subject to harassment\nworkplace activities or bullying in your current\nworkplace\nI feel I have the same 71%\nopportunities of anyone else of Relationships at work 10%\nmy abilities or experience are strained\nI believe the department’s 31%\ncorporate systems sufficiently\nNote: the success measures of the\nenables me to do my job well\nInclusion Strategy are tied to the annual\nI am satisfied with the policies/ 64% APS Census results for the department.\npractices in place to help me\nmanage my health and wellbeing\nCommitment to APS Values\nPeople Strategy focus areas\nand DRIVE behaviours\nOur People Strategy: Grow Talent, Care for\n  Source: `strategies/inclusion-strategy-2024-2027.pdf (https://www.dcceew.gov.au/sites/default/files/documents/inclusion-strategy-2024-2027.pdf)`\n- Note 2.1B - Suppliers\nGoods and services supplied or rendered\nProfessional services 34,337 15,801\nProperty expenses 2,984 2,526\nRepairs and maintenance 5,959 7,219\nParks operation & maintenance 8,447 6,137\nEmployee related expenses 2,544 1,376\nInformation technology & communication 888 2,577\nService delivery charges 4,515 4,355\nAudit fees 125 120\nOther 1,822 1,433\nTotal goods and services supplied or rendered 61,620 41,544\nGoods supplied 5,731 3,365\nServices rendered 55,890 38,179\nTotal goods and services supplied or rendered 61,620 41,544\nOther supplier\nProperty lease payments (short term and low value leases) 291 225\nRoyalties (variable lease payments) - jointly managed parks (Note 3.4) 2,688 3,467\nTotal other supplier 2,979 3,692\nTotal suppliers 64,599 45,236\nNote 2.1C - Finance costs\nInterest on lease liabilities - jointly managed parks (Note 3.4) 942 788\nTotal finance costs 942 788\n  Source: `annual-reports/2021-22.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf)`\n- Note 2.1B - Suppliers\nGoods and services supplied or rendered\nProfessional services 3 1,139 3 0,585\nProperty expenses 5 ,092 3 ,459\nRepairs and maintenance 9 ,276 1 8,972\nNational Parks operational expenses 1 0,987 1 1,049\nEmployee related expenses 5 ,714 4 ,738\nInformation technology & communication 2 ,340 5 ,073\nService delivery charges 8 ,949 5 ,074\nAudit fees 1 50 1 50\nOther 2 ,580 2 ,492\nTotal goods and services supplied or rendered 7 6,227 8 1,592\nGoods supplied 7 ,390 6 ,752\nServices rendered 6 8,837 7 4,840\nTotal goods and services supplied or rendered 7 6,227 8 1,592\nOther suppliers\nLease payments (short term and low value leases) 6 91 6 74\nRoyalties - jointly managed parks (Note 3.4) 4 ,048 3 ,786\nTotal other suppliers 4 ,739 4 ,460\nTotal suppliers 8 0,965 8 6,052\nNote 2.1C - Finance costs\nInterest on lease liabilities - jointly managed parks (Note 3.4) 1 ,258 1 ,405\n  Source: `annual-reports/2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf)`\n- [Page 11]\nContents\nChapter 1: Director’s message 2\nChapter 2: Overview 5\nOur Minister 6\nThe Director of National Parks 6\nNon-statutory functions 7\nNon-financial performance overview 7\nFinancial overview 10\nChapter 3: Organisational structure 15\nDirector of National Parks 16\nSenior Executive Parks Australia Staff 16\nBoards of Management 21\nChapter 4: Annual Performance Statement 27\nAnnual Performance Statement 28\nIntroductory statement 28\nPortfolio Budget Statements 2022–23 29\nCorporate Plan 2022–23 29\nOperating environment 30\nPerformance against purposes and criteria 31\nChapter 5: Management and accountability 91\nCorporate Governance 92\nConsultation mechanisms 96\nOur staff 97\nFunding 102\nControl arrangements 102\nRisk management 104\nExternal review 105\nOther legislative reporting 105\nChapter 6: Financial Statements 115\nChapter 7: Appendices 143\n  Source: `annual-reports/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2022-23.pdf)`\n- [pages 13,14,15,16,17]\n27\nAnnual Performance Statement 28\nIntroductory statement 28\nPortfolio Budget Statements 2022–23 29\nCorporate Plan 2022–23 29\nOperating environment 30\nPerformance against purposes and criteria 31\nChapter 5: Management and accountability 91\nCorporate Governance 92\nConsultation mechanisms 96\nOur staff 97\nFunding 102\nControl arrangements 102\nRisk management 104\nExternal review 105\nOther legislative reporting 105\nChapter 6: Financial Statements 115\nChapter 7: Appendices 143\nAppendix A: Overview of our parks and gardens 144\nAppendix B: 2022–23 Entity Resource Statement 147\nAppendix C: Ecologically sustainable development and environmental performance 148\nAppendix D: Compliance index 154\nValues and approach vii\n  Source: `annual-reports/2022-23.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2022-23.pdf)`\n- Deliver management to Priority species and Christmas Island National Park\nconserve priority species ecosystems constitute Achieved: the following pieces of work have\nand ecosystems, including the priority natural been undertaken:\nthrough addressing impacts values that are the • the 2024–2034 Reptile Conservation Plan has\nof invasive species and focus of performance been completed and approved\nother threatening processes criterion 2 • RAMSAR monitoring has been completed for\nthe end of year period\n• Cadmium research report has been completed\n• reef monitoring report has been completed\nbased on 2023 surveys\n• four whale sharks have been tagged through\na collaboration with Murdoch University and\nParks Australia and the movements of these are\nnow being actively tracked\n• rehabilitation works for 2024 are completed\nin line with the Department of Infrastructure,\n  Source: `annual-reports/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2023-24.pdf)`\n- [Page 181]\nPGPA Rule Reference Page PGPA Rule requirements\n17BE(ka) 105,107 Statistics on the entity’s employees on an ongoing and Mandatory\nnon ongoing basis, including the following:\nstatistics on full time employees;\nstatistics on part time employees;\nstatistics on gender;\nstatistics on staff location\n17BE(l) vi, 104 Outline of the location (whether or not in Australia) of Mandatory\nmajor activities or facilities of the entity\n17BE(m) 96 Information relating to the main corporate governance Mandatory\npractices used by the entity during the reporting period\n17BE(n), 17BE(o) N/A For transactions with a related Commonwealth entity or If applicable,\nrelated company where the value of the transaction, or mandatory\nif there is more than one transaction, the aggregate of\nthose transactions, is more than\n$10,000 (inclusive of GST):\nthe decision-making process undertaken by the\n  Source: `annual-reports/2023-24.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2023-24.pdf)`\n- [Page 71]\nKey priorities Timeframe Results for 2024–25\nto deliver\nIn collaboration with 2023–27 Partially Achieved: Work is continuing to deliver projects\nthe department, under the Kakadu Master Plan and Kakadu Roads Strategy.\naccelerate the delivery\nThe adoption and effective utilisation of the whole of\nof works to grow\nAustralian Government property service provider has\ntourism in Kakadu\nenabled a significant uplift in works to be delivered in\nNational Park, support\nKakadu National Park.\nthe post mining future\nof Jabiru township, Priority projects to grow tourism and enhance visitor\nand continue critical experience in Kakadu National Park are scheduled for\ninfrastructure delivery in 2025–26, including upgrades at prominent\nupgrades across parks tourism sites including Ubirr, Yurmikmik, Yellow Water\nand Twin Falls.\n  Source: `annual-reports/2024-25.pdf (https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2022-23.pdf` - corporate-plans - https://www.dcceew.gov.au/sites/default/files/documents/parks-corporate-plan-2022-23.pdf\n- `corporate-plans/2023-24.pdf` - corporate-plans - https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2023-24.pdf\n- `corporate-plans/2024-25.pdf` - corporate-plans - https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2024-25.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.dcceew.gov.au/sites/default/files/documents/dnp-corporate-plan-2025-26.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2021-22.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2022-23.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2023-24.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.dcceew.gov.au/sites/default/files/documents/dnp-annual-report-2024-25.pdf\n- `strategies/australias-national-hydrogen-strategy.pdf` - strategies - https://www.dcceew.gov.au/sites/default/files/documents/australias-national-hydrogen-strategy.pdf\n- `strategies/national-electric-vehicle-strategy.pdf` - strategies - https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy.pdf\n- `strategies/national-energy-performance-strategy-factsheet.pdf` - strategies - https://www.dcceew.gov.au/sites/default/files/documents/national-energy-performance-strategy-factsheet.pdf\n- `strategies/national-energy-performance-strategy.pdf` - strategies - https://www.dcceew.gov.au/sites/default/files/documents/national-energy-performance-strategy.pdf\n- `strategies/national-electric-vehicle-strategy-annual-update-2023-24.pdf` - strategies - https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy-annual-update-2023-24.pdf\n- `strategies/inclusion-strategy-2024-2027.pdf` - strategies - https://www.dcceew.gov.au/sites/default/files/documents/inclusion-strategy-2024-2027.pdf\n- `strategies/national-hydrogen-strategy-2024-summary.pdf` - strategies - https://www.dcceew.gov.au/sites/default/files/documents/national-hydrogen-strategy-2024-summary.pdf\n- `strategies/national-hydrogen-strategy-2024.pdf` - strategies - https://www.dcceew.gov.au/sites/default/files/documents/national-hydrogen-strategy-2024.pdf\n- `strategies/people-strategy-and-action-plan-2024-26.pdf` - strategies - https://www.dcceew.gov.au/sites/default/files/documents/people-strategy-and-action-plan-2024-26.pdf\n- `strategies/national-electric-vehicle-strategy-annual-update-2024-25.pdf` - strategies - https://www.dcceew.gov.au/sites/default/files/documents/national-electric-vehicle-strategy-annual-update-2024-25.pdf\n- `pages/about.html` - pages - https://www.dcceew.gov.au/about/jobs/apply\n- `pages/annual-reports-index.html` - pages - https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/publications\n- `pages/annual-reports-index__00.html` - pages - https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/publications/annual-report-2024-25-director-national-parks\n- `pages/annual-reports-index__01.html` - pages - https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/publications/annual-report-2023-24-director-national-parks\n- `pages/annual-reports-index__02.html` - pages - https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/publications/annual-report-2022-23-director-national-parks\n- `pages/annual-reports-index__03.html` - pages - https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/publications/annual-report-2021-22-director-national-parks\n- `pages/corporate-plans-index.html` - pages - https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/publications\n- `pages/corporate-plans-index__04.html` - pages - https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/publications/director-national-parks-corporate-plan-2025-26\n- `pages/corporate-plans-index__05.html` - pages - https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/publications/director-national-parks-corporate-plan-2024-25\n- `pages/corporate-plans-index__06.html` - pages - https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/publications/director-national-parks-corporate-plan-2023-24\n- `pages/corporate-plans-index__07.html` - pages - https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/publications/director-national-parks-corporate-plan-2022-23\n- `pages/homepage.html` - pages - https://www.dcceew.gov.au/parks-heritage/national-parks/parks-australia/director-national-parks\n- `pages/inquiries-index.html` - pages - https://www.dcceew.gov.au/about/contactus\n- `pages/ministers.html` - pages - https://minister.dcceew.gov.au\n- `pages/news-latest.html` - pages - https://www.dcceew.gov.au/about/news\n- `pages/priorities-index.html` - pages - https://www.dcceew.gov.au/about/what-we-do\n- `pages/priorities-index__13.html` - pages - https://www.dcceew.gov.au/about/commitment/environment-compliance/priorities-2025-27\n- `pages/priorities-index__14.html` - pages - https://www.dcceew.gov.au/about/jobs/inclusion-strategy\n- `pages/priorities-index__15.html` - pages - https://www.dcceew.gov.au/about/reporting/corporate-plan\n- `pages/priorities-index__16.html` - pages - https://www.dcceew.gov.au/about/reporting/information-publication-scheme/agency-plan\n- `pages/priorities-index__17.html` - pages - https://www.dcceew.gov.au/about/reporting/people-strategy-action-plan\n- `pages/publications-index.html` - pages - https://www.dcceew.gov.au/climate-change/publications\n- `pages/strategies-index.html` - pages - https://www.dcceew.gov.au/energy/strategies-and-frameworks\n- `pages/strategies-index__08.html` - pages - https://www.dcceew.gov.au/climate-change/publications\n- `pages/strategies-index__09.html` - pages - https://www.dcceew.gov.au/energy/strategies-and-frameworks/national-energy-performance-strategy\n- `pages/strategies-index__10.html` - pages - https://www.dcceew.gov.au/climate-change/emissions-reduction/net-zero/electricity-and-energy-sector-plan\n- `pages/strategies-index__11.html` - pages - https://www.dcceew.gov.au/energy/transport/national-electric-vehicle-strategy\n- `pages/strategies-index__12.html` - pages - https://www.dcceew.gov.au/energy/publications/australias-national-hydrogen-strategy\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/dcceew-enterprise-agreement-2024-2027.pdf` - other-pdfs - https://www.dcceew.gov.au/sites/default/files/documents/dcceew-enterprise-agreement-2024-2027.pdf\n- `other-pdfs/2025-27-environment-compliance-enforcement-priorities.pdf` - other-pdfs - https://www.dcceew.gov.au/sites/default/files/documents/2025-27-environment-compliance-enforcement-priorities.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.",
  "legislation_md": "# Director of National Parks — Legislation Administered\n\n**Generated**: 2026-05-13T03:33:35+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 27,692 in / 568 out  ·  cost: $0.00105\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 6 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Environment Protection and Biodiversity Conservation Act 1999](https://www.legislation.gov.au/search?query=Environment%20Protection%20and%20Biodiversity%20Conservation%20Act%201999) | 1999 | Act | The entity administers, manages, and controls Commonwealth reserves and conservation zones. |\n| [Environment Protection and Biodiversity Conservation Regulations 2000](https://www.legislation.gov.au/search?query=Environment%20Protection%20and%20Biodiversity%20Conservation%20Regulations%202000) | 2000 | Regulations | The entity controls access to biological resources in Commonwealth areas. |\n| [Indigenous Protected Areas Program](https://www.legislation.gov.au/search?query=Indigenous%20Protected%20Areas%20Program) | N/A | Program | The entity administers the Indigenous Protected Areas program. |\n| [Australian Marine Parks](https://www.legislation.gov.au/search?query=Australian%20Marine%20Parks) | N/A | Marine Parks | The entity manages 60 Australian Marine Parks. |\n| [Australian National Botanic Gardens](https://www.legislation.gov.au/search?query=Australian%20National%20Botanic%20Gardens) | N/A | Botanic Gardens | The entity manages the Australian National Botanic Gardens. |\n| [Kunming-Montreal Global Biodiversity Framework](https://www.legislation.gov.au/search?query=Kunming-Montreal%20Global%20Biodiversity%20Framework) | N/A | Framework | The entity contributes to achieving Australia’s commitment under the framework. |",
  "global_initiatives_md": "# Director of National Parks — Global Initiatives Catalogue\n\n## Focus areas\n- Climate Change Mitigation\n- Marine Conservation\n- Indigenous Partnerships\n- Visitor Experience Enhancement\n\n## Climate Change Mitigation\n\n### Nature-based Solutions for Climate Resilience\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2013\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative promotes the use of nature-based solutions to mitigate climate change impacts, including the restoration of ecosystems and the protection of biodiversity.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from EU's extensive research and implementation of nature-based solutions to enhance resilience in its national parks.\n**Find more**: [EU Nature-based Solutions](https://www.google.com/search?q=EU+Nature-based+Solutions)\n\n### Carbon Neutral Parks Initiative\n**Jurisdiction**: United States\n**Run by**: National Park Service\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: The initiative aims to achieve net-zero carbon emissions in national parks by 2040 through renewable energy projects and sustainable practices.\n**Why it matters to Australia (1–2 sentences)**: This initiative provides a roadmap for Australia to transition its national parks to carbon neutrality.\n**Find more**: [US National Park Service Carbon Neutral](https://www.google.com/search?q=US+National+Park+Service+Carbon+Neutral)\n\n### Greening the Blue\n**Jurisdiction**: Canada\n**Run by**: Parks Canada\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative focuses on reducing the carbon footprint of Canada's national parks through sustainable practices and renewable energy investments.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt similar strategies to reduce the environmental impact of its national parks.\n**Find more**: [Parks Canada Greening the Blue](https://www.google.com/search?q=Parks+Canada+Greening+the+Blue)\n\n## Marine Conservation\n\n### Great Barrier Reef Restoration Initiative\n**Jurisdiction**: Australia\n**Run by**: Great Barrier Reef Foundation\n**Year**: 2014\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative focuses on the restoration and protection of the Great Barrier Reef through scientific research, policy advocacy, and community engagement.\n**Why it matters to Australia (1–2 sentences)**: Australia can benchmark its marine conservation efforts against this leading global initiative.\n**Find more**: [Great Barrier Reef Restoration](https://www.google.com/search?q=Great+Barrier+Reef+Restoration+Initiative)\n\n### Oceans Strategy\n**Jurisdiction**: Canada\n**Run by**: Department of Fisheries and Oceans Canada\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: This comprehensive strategy aims to protect Canada's oceans and waterways through conservation measures, sustainable use, and community involvement.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt similar strategies to enhance marine conservation in its national parks.\n**Find more**: [Canada Oceans Strategy](https://www.google.com/search?q=Canada+Oceans+Strategy)\n\n## Indigenous Partnerships\n\n### Indigenous Guardians of the Parks\n**Jurisdiction**: Canada\n**Run by**: Parks Canada\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative involves Indigenous communities in the stewardship and management of national parks, ensuring traditional knowledge is integrated into conservation efforts.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from Canada's model to strengthen partnerships with Indigenous communities in national park management.\n**Find more**: [Indigenous Guardians of the Parks](https://www.google.com/search?q=Indigenous+Guardians+of+the+Parks)\n\n### Ngā Manu Nature Guardians\n**Jurisdiction**: New Zealand\n**Run by**: Department of Conservation\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative empowers Māori communities to protect and manage New Zealand's natural environments through traditional stewardship practices.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt similar approaches to involve Indigenous communities in the protection and management of its national parks.\n**Find more**: [Ngā Manu Nature Guardians](https://www.googlecom.search?q=Ng%C4%81+Manu+Nature+Guardians)\n\n## Visitor Experience Enhancement\n\n### Visitor Experience Strategy\n**Jurisdiction**: United Kingdom\n**Run by**: Natural England\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This strategy focuses on enhancing visitor experiences in national parks through improved facilities, services, and visitor engagement initiatives.\n**Why it matters to Australia (1–2 sentences)**: Australia can benchmark its visitor experience programs against this comprehensive UK strategy.\n**Find more**: [Natural England Visitor Experience](https://www.google.com/search?q=Natural+England+Visitor+Experience+Strategy)\n\n### Visitor Engagement Program\n**Jurisdiction**: United States\n**Run by**: National Park Service\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: This program aims to improve visitor satisfaction and engagement through educational programs, infrastructure improvements, and visitor feedback mechanisms.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt similar visitor engagement strategies to enhance the experience of visitors to its national parks.\n**Find more**: [US National Park Service Visitor Engagement](https://www.google.com/search?q=US+National+Park+Service+Visitor+Engagement+Program)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*",
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": null,
    "vision_source_page": null,
    "purposes": "To protect, conserve and enhance the values of Commonwealth parks and gardens for the use and wellbeing of all Australians. [AR p.9]",
    "purposes_source_page": 9,
    "how_we_deliver": "Parks Australia acts to enhance Australia’s social and economic wellbeing through ecologically sustainable use of our places, with awareness of our own environment. [AR p.9]",
    "how_we_deliver_source_page": 9,
    "government_priorities": [
      {
        "text": "Conserving, protecting and sustainably managing Australia’s biodiversity, ecosystems, environment and heritage through research, information management, supporting natural resource management, establishing and managing Commonwealth protected areas, and reducing and regulating the use of pollutants and hazardous substances, and coordination of climate change adaptation strategy and climate change science activities.",
        "source_page": 26
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Conserve, protect and sustainably manage Australia’s biodiversity, ecosystems, environment and heritage",
        "description": "Management of Commonwealth reserves as outstanding natural places that enhance Australia’s well-being through the protection and conservation of their natural and cultural values, supporting the aspirations of Aboriginal and Torres Strait Islander people in managing their traditional Land and Sea Country and offering world class natural and cultural visitor experiences.",
        "key_activities": [
          "Protecting and conserving the natural and cultural values of Commonwealth parks and gardens.",
          "Enabling enjoyment and use by all Australians and international visitors.",
          "Effectively undertaking core regulatory roles in administering and controlling Commonwealth reserves and conservation zones.",
          "Supporting the aspirations of First Nations people in managing their traditional Land and Sea Country."
        ],
        "source_page": 25
      }
    ],
    "values": [
      "Evidence-based management",
      "Ecologically sustainable use",
      "Partnerships and co-investments",
      "Responsive organisation"
    ],
    "values_framework_name": "The Director’s Leadership Behaviours Charter [AR p.9]",
    "kpi_targets_2025_26": [
      {
        "code": "CCE01",
        "measure": "Percentage of Australia’s marine environment conserved in Australian Marine Parks’ highly protected zoning (i.e. IUCN Categories I and II).",
        "target": "30% by 2030",
        "source_page": 12
      },
      {
        "code": "CCE02",
        "measure": "Maintain or increase the number of people who identify as a member of a local or Indigenous community who are employed directly.",
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        "code": "CCE06",
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