{ "entity_id": "S-QLD-035", "folder": "Office-of-the-Director-of-Public-Prosecutions", "name": "Office of the Director of Public Prosecutions", "type": "Statutory Authority", "jurisdiction": "QLD", "portfolio": "Justice", "website": "https://www.justice.qld.gov.au/about-us/services/odpp", "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": 12, "n_legislation": 7, "n_artifacts": 27, "n_kpi_targets": 4, "n_kpi_results": 4, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To contribute to a fair, safe and just society by delivering an effective, independent prosecution service in accordance with the Prosecution Policy of the Commonwealth [AR p.11]", "official_site_url": "https://www.justice.qld.gov.au/about-us/services/odpp", "source_documents": [ { "type": "annual_report", "title": "annual-reports/2020-21.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2021-22.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2022-23.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2023-24.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2024-25.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "corporate_plan", "title": "corporate-plans/2016-17.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "corporate_plan", "title": "corporate-plans/2017-18.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "corporate_plan", "title": "corporate-plans/2018.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "corporate_plan", "title": "corporate-plans/2019.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "corporate_plan", "title": "corporate-plans/2025.pdf", "url": null, "period": null, "confidence": "high" }, { "type": "pb", "title": "pbs/2025-26.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/2025-20APS-20Employee-20Census-20Action-20Plan.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/CDPP-20Census-20Action-20Plan-202023-24_0.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/CDPP-20Census-20Action-20Plan-202024-25.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/CDPP-20Statement-20of-20Compliance-20with-20the-20Child-20Safe-20Framework.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/Diversity-20and-20Inclusion-20Strategy-202024-26_1.pdf", "url": null, "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/Partner-20Agency-20Engagement-20Strategy-20--20Aug-202024.pdf", "url": null, "period": null, "confidence": "medium" } ], "purpose": { "text": "To contribute to a fair, safe and just society by delivering an effective, independent prosecution service in accordance with the Prosecution Policy of the Commonwealth [AR p.11]", "source_url": null, "source_page": 11, "source_deep_url": null }, "vision": null, "strategic_priorities": [ { "title": "Staff retention: Recruit, develop and retain capable and skilled staff", "description": "Staff retention: Recruit, develop and retain capable and skilled staff", "source_url": null, "source_page": null, "source_deep_url": null }, { "title": "Legal Capability: Fast track legal capability uplift through a comprehensive professional development program. Develop, ", "description": "Legal Capability: Fast track legal capability uplift through a comprehensive professional development program. Develop, expand and promote our specialist criminal litigation and advisory practice.", "source_url": null, "source_page": null, "source_deep_url": null }, { "title": "Cooperation with partner agencies: Implement a partner agency engagement strategy to drive the collective benefits of ea", "description": "Cooperation with partner agencies: Implement a partner agency engagement strategy to drive the collective benefits of early engagement and reciprocal upskilling.", "source_url": null, "source_page": null, "source_deep_url": null }, { "title": "Future focused: Ensure we are always modernising the way we operate to effectively understand and meet future challenges", "description": "Future focused: Ensure we are always modernising the way we operate to effectively understand and meet future challenges.", "source_url": null, "source_page": null, "source_deep_url": null } ], "values": [ { "name": "Integrity", "description": "", "source_url": null, "source_page": null }, { "name": "Accountability", "description": "", "source_url": null, "source_page": null }, { "name": "Transparency", "description": "", "source_url": null, "source_page": null } ], "outcomes": [ { "name": "Outcome 1: An independent service to prosecute alleged offences against the criminal law of the Commonwealth", "description": "Delivering an effective, independent prosecution service for the Commonwealth.", "activities": [ "Prosecute with integrity", "Work in partnership" ], "source_url": null, "source_page": 14, "source_deep_url": null } ], "performance_measures": [ { "code": "CCE01", "measure": "Compliance in addressing the terms of the test for prosecution in the Prosecution Policy", "target": "100% [CP p.11]", "latest_result": "100% Achieved [AR p.17]", "status": "Achieved", "target_source_url": null, "target_source_page": 11, "result_source_url": null, "result_source_page": 17 }, { "code": "CCE02", "measure": "Prosecutions resulting in a finding of guilt (as a percentage of total matters)", "target": "90% [CP p.12]", "latest_result": "99% Achieved [AR p.17]", "status": "Achieved", "target_source_url": null, "target_source_page": 12, "result_source_url": null, "result_source_page": 17 }, { "code": "CCE03", "measure": "Prosecutions resulting in a finding of guilt (as a percentage of defended matters)", "target": "70% [CP p.12]", "latest_result": "72% Achieved [AR p.17]", "status": "Achieved", "target_source_url": null, "target_source_page": 12, "result_source_url": null, "result_source_page": 17 }, { "code": "CCE04", "measure": "Partner agency satisfaction with CDPP service delivery", "target": "90% or greater [CP p.13]", "latest_result": "Not Available [AR p.18]", "status": "Not Available", "target_source_url": null, "target_source_page": 13, "result_source_url": null, "result_source_page": 18 } ], "document_alignment_terms": { "must_support": [ "To contribute to a fair, safe and just society by delivering an effective, independent prosecution service in accordance with the Prosecution Policy of the Commonwealth [AR p.11]", "Staff retention: Recruit, develop and retain capable and skilled staff", "Legal Capability: Fast track legal capability uplift through a comprehensive professional development program. Develop, expand and promote our specialist criminal litigation and advisory practice.", "Cooperation with partner agencies: Implement a partner agency engagement strategy to drive the collective benefits of early engagement and reciprocal upskilling.", "Future focused: Ensure we are always modernising the way we operate to effectively understand and meet future challenges." ], "watch_terms": [ "Compliance in addressing the terms of the test for prosecution in the Prosecution Policy", "Prosecutions resulting in a finding of guilt (as a percentage of total matters)", "Prosecutions resulting in a finding of guilt (as a percentage of defended matters)", "Partner agency satisfaction with CDPP service delivery" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Office of the Director of Public Prosecutions — Strategy Brief\n\n**Reporting period**: 2024-25 [AR p.4]\n**Corporate plan in force**: 2025-29 [CP p.2]\n\n## Our purpose / purposes\n\n> To contribute to a fair, safe and just society by delivering an effective, independent prosecution service in accordance with the Prosecution Policy of the Commonwealth [AR p.11] [CP p.11]\n\n## How we deliver\n\n> Through two key activities: Provide a highly skilled and adaptable legal practice, and Work in partnership with our partner agencies to meet their investigative, enforcement and compliance objectives [CP p.5] [CP p.5]\n\n## Government priorities for this department\n\n- Staff retention: Recruit, develop and retain capable and skilled staff\n- Legal Capability: Fast track legal capability uplift through a comprehensive professional development program. Develop, expand and promote our specialist criminal litigation and advisory practice.\n- Cooperation with partner agencies: Implement a partner agency engagement strategy to drive the collective benefits of early engagement and reciprocal upskilling.\n- Future focused: Ensure we are always modernising the way we operate to effectively understand and meet future challenges.\n\n## Outcomes\n\n### Outcome 1: An independent service to prosecute alleged offences against the criminal law of the Commonwealth\nDelivering an effective, independent prosecution service for the Commonwealth. [CP p.14]\n\n**Key activities:**\n- Prosecute with integrity\n- Work in partnership\n\n## Values and principles\n\n- Integrity\n- Accountability\n- Transparency\n\n## What they will measure themselves on this year (targets from 2025-29 [CP p.2] corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Compliance in addressing the terms of the test for prosecution in the Prosecution Policy | 100% [CP p.11] | CP p.11 |\n| CCE02 | Prosecutions resulting in a finding of guilt (as a percentage of total matters) | 90% [CP p.12] | CP p.12 |\n| CCE03 | Prosecutions resulting in a finding of guilt (as a percentage of defended matters) | 70% [CP p.12] | CP p.12 |\n| CCE04 | Partner agency satisfaction with CDPP service delivery | 90% or greater [CP p.13] | CP p.13 |\n\n## How they performed last year (results from 2024-25 [AR p.4] annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Compliance in addressing the terms of the test for prosecution in the Prosecution Policy | 100% Achieved [AR p.17] | Achieved | AR p.17 |\n| CCE02 | Prosecutions resulting in a finding of guilt (as a percentage of total matters) | 99% Achieved [AR p.17] | Achieved | AR p.17 |\n| CCE03 | Prosecutions resulting in a finding of guilt (as a percentage of defended matters) | 72% Achieved [AR p.17] | Achieved | AR p.17 |\n| CCE04 | Partner agency satisfaction with CDPP service delivery | Not Available [AR p.18] | Not Available | AR p.18 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Office of the Director of Public Prosecutions - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:51:35.307934+00:00\n**Entity ID**: S-QLD-035\n**Entity type**: Statutory Authority\n**Jurisdiction**: QLD\n**Portfolio**: Justice\n**Website**: https://www.justice.qld.gov.au/about-us/services/odpp\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| corporate-plans | 5 |\n| global-intelligence | 3 |\n| other-pdfs | 10 |\n| pbs | 1 |\n| strategies | 6 |\n\n## Executive Readout\n\n### Purpose\n\n- 132\nthe CDPP outcome\nCorporate plans for Commonwealth entities by:\nin 2016–17.\n• covering four financial years, beginning with\n2016–17\nIt has been developed\n• conveying the CDPP’s purpose and core\noperational activities\nin accordance with the\n• explaining the environment and context in which\nPublic Governance,\nthe CDPP operates\nPerformance and • detailing performance, capability and risk\nmanagement frameworks\nAccountability Act 2013\n• linking to the requirements for the Annual\n(PGPA Act) and Public Performance Statement to be published in\nOctober 2016.\n Source: `corporate-plans/2016-17.pdf`\n- 2018–19\nModernisation of systems\nOur Corporate Plan\nand processes\nconfirms our Purpose\nand core operational\n2019–20\nactivities to achieve our\nIntroduce solutions and\nOutcome, in the context\nstrengthen capability\nof our ever-changing\noperating environment\n2020–21\nwhere the volume, nature\nEmbed modern\nand complexity of partner\nwork practices\nagency referrals cannot be\npredicted year-on-year.\n Source: `corporate-plans/2018.pdf`\n- [Page 28]\n28\nThe year ahead\n2018–19\nTo achieve our Purpose, Our Corporate Plan 2018–19 It will unite our workforce\nwe will focus on improving aims to balance these three behind a common goal\nour prosecution services, dimensions to achieve our and keep us on course to\nengaging with our partner performance targets despite achieve our Outcome while\nagencies and stakeholders, the ever-changing volume strengthening our role in the\nand investing in our people. and complexity of matters Australian justice system.\nreferred by partner agencies.\n Source: `corporate-plans/2018.pdf`\n- [Page 3]\nCONTENTS\nABOUT US\nPurpose 2\nStrategic framework 2\nOutcome 2\nOVERVIEW 3\nDIRECTOR’S FOREWORD 4\nOPERATING ENVIRONMENT 7\nNational legal practice 8\nWorking with stakeholders 9\nPERFORMANCE 10\nPerformance framework 10\nMeasuring performance 10\nWhat we measure and how 10\nCAPABILITY 15\nA flexible and resilient workplace 15\nLearning and professional development 15\nOur digital transformation 16\nTools and technology 16\nInformation management 17\nData and reporting 17\nRESOURCING 18\nRISK OVERSIGHT AND MANAGEMENT 19\nCDPP CORPORATE PLAN 2019–23 | 1\n Source: `corporate-plans/2019.pdf`\n\n### Role and Functions\n\n- [Page 4]\nCONTENT\nLETTER OF TRANSMITTAL V\nPART 1: DIRECTOR’S REVIEW & KEY ACHIEVEMENTS VI\nDirector’s review 1\nKey achievements 3\nPART 2: OUR ROLE, FUNCTION & STRUCTURE 6\nOur purpose 7\nOur outcome 8\nOur structure 9\nOur functions 15\nPART 3: MANAGEMENT & ACCOUNTABILITY 20\nCorporate governance 21\nExternal scrutiny 28\nEnvironmental performance 28\nPART 4: OUR PEOPLE 30\nOur People 31\nWorkforce statistics 33\nEmployment arrangements 45\nPART 5: OUR SERVICES 48\nOur structure 49\nProsecuting Commonwealth offences 49\nThe national practice group model 50\nPartner agencies 50\nOur legal practice groups 51\nLegal Business Improvement 83\nIII | CDPP ANNUAL REPORT 2020–21\n Source: `annual-reports/2020-21.pdf`\n- [Page 98]\nC\ncapability development (staff) 3, 54\nCarbon Dioxide Equivalent emissions 59\nCarter, James 61\ncase examples 18–19\ncash flow statement 27\nChief Corporate Officer 6, 7, 8, 46, 61\nChief Financial Officer 23\nchild exploitation matters 2, 16, 18\nChild Safe Professional Behaviours 50\nChild Safety and Wellbeing Policy 50\nchild sex offences 18\nchildren and young people, safety and wellbeing 50\nChoi, Christina 7, 61\ncigarettes importation 18\nComcare 55\ncommon law contracts 52, 81\nCommonwealth Child Safety Framework 50\nCommonwealth Director of Public Prosecutions 46\nAccountable Authority 6, 12, 23\nActing Commonwealth Director of Public Prosecutions 1, 2–3, 7, 12\ncommittees 46–8\nCorporate Plan 2022–26 5, 13, 14\nestablishment 81\ngovernance framework 46\ngovernance structures 46–51\nnational practice group model 7–8\nobjectives 28\norganisational structure 6–7\npurpose 5\n Source: `annual-reports/2022-23.pdf`\n- [Page 33]\nOffice of the Director of Public Prosecutions (Cth)\nNOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS\nFor the period ended 30 June 2024\nEvents After the Reporting Period (continued)\nAdministered Funding Arrangements\nAs shown in the 2024–25 Portfolio Budget Statements (PBS), CDPP will receive administered appropriation from\n1 July 2024.\n Source: `annual-reports/2023-24.pdf`\n- [pages 33,34,35,36]\ng Arrangements\nAs shown in the 2024–25 Portfolio Budget Statements (PBS), CDPP will receive administered appropriation from\n1 July 2024.\n Source: `annual-reports/2023-24.pdf`\n- [pages 102,103,104]\nioner, 52\norganisational structure, 6–7\nAustralian National Audit Office, 21\npurpose, 5\nIndependent Auditor’s Report, 22–3\nrole and functions, 2, 5, 7–8\nAustralian Privacy Principles, 51\nstrategic framework, 5\nAustralian Taxation Office (ATO), 13\nCommonwealth Fraud Control Framework\nAustralia’s Disability Strategy 2021–2031, 56\n2017, 50\nB Commonwealth Ombudsman, 52\nCommonwealth Procurement Rules, 57\nBahlen, David, 7, 64\nCommonwealth Risk Management Policy, 50\nBankruptcy Act 1966, 8\nCommonwealth Solicitor for Public\nBarnes, John, 24 Prosecutions, 3, 6, 7, 48, 64, 84–5\nborder protection, 8 complaints and feedback, 52\nBruckard, Scott PSM, 3, 6, 7, 64 conspiracy cases, 14\nbusiness modernisation, 10 conspiracy proceedings, consent to, 85\nconsultancy contracts, 57–8\nCDPP Annual Report 2023–24 99\n Source: `annual-reports/2023-24.pdf`\n- [pages 110,111,112]\nccountability Rule 2014 (PGPA Rule), 52, 54,\npeople see staff\n62\npeople with disability, 60\npublic interest disclosure, 55\nperformance framework, 15–18\nPublic Interest Disclosure Act 2013, 55\nPerformance Plan, vi\nPublic Prosecutor Centre for the Protection\nPhilippine-Australia Investigator Exchange of the Rights of Children, Youth and Family\nProgram, 8 Institutions (Thailand), 8\nPhilippine investigator and prosecutor Public Service Act 1999, 2, 57, 58, 76–7, 80–2\ndelegations, 8, 9\npurchasing, 61\nPhilipson, Joanne, 3\nPonzi scheme, 11 Q\nPortfolio Additional Estimates Statements\n2023–24, 19 quarantine, 4\nPortfolio Budget Statements 2024–25, 1 Queensland Police Service, x\nPractice Group Leaders, 3, 51 Quiggin PSM KC, Peter, 53\nPractice Groups, responsibilities, 4\n100 CDPP Annual Report 2024–25\n Source: `annual-reports/2024-25.pdf`\n\n### Strategic Priorities\n\n- The CDPP’s response to the review, and the Enabling Services Review conducted in 2023–24,\nsignificantly informed the CDPP’s 2025–26 Action Plan, which connects the CDPP’s work\nand priorities for the year ahead in line with the CDPP Corporate Plan 2025–29 and revised\nstrategic priority areas.\n Source: `annual-reports/2024-25.pdf`\n- [Page 18]\nList of requirements\nRequirements3 Page (s)\n• Statement of preparation ii\n• Reporting period for which the plan is prepared ii\n• Reporting periods covered by the plan ii\nPurpose 2\nKey activities 2\n• Environment 4\n• Capability (including Strategic Commissioning Framework) 5-7\n• Risk management 7\n• Cooperation 9\n• Subsidiaries (where applicable) N/A\n• Performance measures 11-14\n• Targets for each performance measure 10-14\n3 In accordance with section 16E of the Public Governance, Performance and Accountability Rule 2014 (Cth).\n Source: `corporate-plans/2025.pdf`\n- Governance, Performance\nThe CDPP will publish a new plan annually in August\nand Accountability\nto ensure strategic objectives, deliverables and\nRule 2014. performance measures align with the corporate\npriorities for the coming reporting period.\n Source: `corporate-plans/2016-17.pdf`\n- [Page 29]\nSecondary Committees The committee is chaired by the\nCommonwealth Solicitor for Public\nProsecutions and comprises the practice\nNational Health and Safety\ngroup leaders, the Chief Corporate Officer,\nRepresentative Committee\nthe Chief Finance Officer, and the National\nIn accordance with the Work Health and Manager People, Communication and\nSafety Act 2011, we take all reasonably Change branch.\npracticable steps to protect the health, safety\nThe committee meets monthly to consider\nand wellbeing of our staff and other workers.\nand review a range of workforce planning\nThis includes consulting with workers, who\nrequirements including the organisation’s\nare, or are likely to be, directly affected by a\nshort, medium and long-term workforce\nwork health or safety matter.\nneeds and structure, strategic priorities,\nThe National Health and Safety workloads, vacancies, staffing levels and\n Source: `annual-reports/2020-21.pdf`\n- As outlined in the 2021–25 Corporate Plan, we achieve our purpose through 2 key activities that\ndescribe our functions and align with our strategic themes of service, partners and people:\n• Key Activity 1 – Prosecute with Integrity\n• Key Activity 2 – Work in Partnership.\n Source: `annual-reports/2021-22.pdf`\n- In 2023–24 the CDPP’s strategic framework was based on three themes, which focused and\nguided effort and underpinned how priorities were set, enabling achievement of the purpose\nand delivery of outcomes:\nPartners: to eff ectively\n1 Service: to provide an 2 engage with partner 3 People: to invest in\neffi cient and eff ective\nagencies and our people.\nprosecution service.\nstakeholders.\n Source: `annual-reports/2023-24.pdf`\n- [Page 3]\nOffice of the Director of Public Prosecutions\nSection 1: Entity overview and resources\n1.1 Strategic direction statement\nThe strategic direction statement for the Office of the Director of Public Prosecutions\n(CDPP) can be found in the 2025-26 Attorney-General’s Portfolio Budget Statements.\n Source: `other-pdfs/Portfolio-20Additional-20Estimates-20Statements-202025-26.pdf`\n- This is further evident in our Director of Public Prosecutions (CDPP), am pleased\npriorities for the year ahead which include: to present this Corporate Plan for the periods 2017–\n18 to 2020–21 as required under paragraph 35(1)(a)\n• improving our prosecution services through\nand 35(1)(b) of the Public Governance, Performance\nmore efficient assessment of complex\nand Accountability Act 2013.\nmulti-faceted briefs—reducing the critical initial\nbrief assessment phase to a maximum of\n90 days\n• increasing our identification of cases with Sarah McNaughton SC\npotential for early resolution Commonwealth Director of Public Prosecutions\n• implementing our digital capability through new 8 August 2017\nsystems, tools and targeted solutions via our\nintranet and case management system\n• strengthening early engagement and\ncollaboration with partner agencies to inform\n Source: `corporate-plans/2017-18.pdf`\n- [Page 12]\n12\nOctober\nPortfolio Budget Statement (May) Annual Report\nAnnual prosecution service\nstatistics\nCorporate Plan (August)\nAnnual Performance PGPA requirement including\nTIER ONE performance measures against CDPP Outcome Statements\nOctober\nBusiness Plan (July)\nInternal governance requirement including\nTIER TWO operational performance measures against deliverables\nAction Plans (July)\nInternal governance requirement at Practice Group and/or\nBranch level feeding into TIER THREE Prosecution Statistics\nIndividual Performance Management Agreements (Ongoing)\nTIER FOUR Individual Performance Measures\nAccountability\nAct\n2013\nand\nRule\n2014\nPublic\nGovernance,\nPerformance\nand\nGovernance, planning\nand performance\nGovernance and reporting\nAt the CDPP, governance is about the way we do our work.\n Source: `corporate-plans/2017-18.pdf`\n- [Page 12]\nAnnual Report\nPortfolio Budget Statement (May)\n(October)\nAnnual prosecution service\nstatistics\nCorporate Plan (August)\nPGPA requirement including Annual Performance\nTIER ONE performance measures against CDPP Outcome\nStatements\n(October)\nBusiness Plan (July)\nInternal governance requirement including\nTIER TWO operational performance measures against deliverables\nAction Plans (July)\nInternal governance requirement at Practice Group and/or\nBranch level feeding into TIER THREE Prosecution Statistics\nIndividual Performance Management Agreements\n(Ongoing)\nTIER FOUR Individual Performance Measures\nAccountability\nAct\n2013\nand\nRule\n2014\nPublic\nGovernance,\nPerformance\nand\n12\nGovernance, planning\nand performance\nGovernance and reporting\nAt the CDPP, governance is about the way we do our work.\n Source: `corporate-plans/2018.pdf`\n\n## KPIs, Targets, and Where They Are At\n\n- Target 100%\nResult 2018-19 = 100%\n2017–18 = 100%\n2016–17 = 100%\nSince this performance measure was To align with the introduction of the\nintroduced, the CDPP has gradually biennial satisfaction survey in 2015–16,\nexpanded when a PPD is required. we set a partner agency satisfaction\nFor cases that have been opened since target of 90 per cent and achieved\nAugust 2018, there are potentially a satisfaction rating of 83 per cent.\n Source: `corporate-plans/2019.pdf`\n- Performance measure 1.2 – Prosecutions resulting in a finding of guilt\nMeasure Target Result\n1.2.1 Prosecutions resulting in a finding of guilt (total matters) – 90% or\n98% Achieved\npercentage of the total number of defendants found guilty. greater\n1.2.2 Prosecutions resulting in a finding of guilt (defended\n70% or Not\nmatters) – percentage of the total number of defendants found 67%\ngreater Achieved\nguilty.\n Source: `annual-reports/2023-24.pdf`\n- Survey results and analysis\nMeasure Target Result\nCohort 1 Cohort 2 Cohort 4\nPartner agency satisfaction with CDPP 90% or\nservice delivery. greater 80% 77% 89%\nNot Achieved Not Achieved Not Achieved\nThe new 2024 survey sought actionable feedback on a wider range of CDPP performance.\n Source: `annual-reports/2023-24.pdf`\n- Performance measure 1.2 – Prosecutions resulting in a finding of guilt5\nMeasure Target Result\nProsecutions resulting in a finding of guilt (as a percentage of\n1.2.1 90%6 99% Achieved\ntotal matters).\n Source: `annual-reports/2024-25.pdf`\n- [Page 18]\nPerformance measure 1.1 – Prosecution Policy Compliance\nMeasure Target Result\nCompliance in addressing the terms of the test for prosecution\nin the Prosecution Policy of the Commonwealth, namely\nthe existence of a prima facie case, reasonable prospects of 100% 100% Achieved\nconviction and that prosecution is required in the public interest,\nwhen deciding to commence or continue a prosecution.\n Source: `annual-reports/2022-23.pdf`\n- Result against performance Result against performance Result against performance criterion\ncriterion criterion 2020–21\n2020–21 2020–21 Target: 3A : 90% Result: 3A: 99%\nTarget: 100% Target: N/A Target: 3B: 70% Result: 3B: 72%\nResult: 100% Result: N/A 2019–20\n2019–20 2019–20 Target: 3A : 90% Result: 3A: 98%\nTarget: 100% Target: 90% Target: 3B: 70% Result: 3B: 68%\nResult: 100% Result: 88% (Note: 3B only measured from 2019–20)\n2018–19 2018–19 2018–19\nTarget: 100% Target: N/A Target: 90% Result: 97%\nResult: 100% Result: N/A\nThis performance measure The independent biennial Records stretch back more than 15 years in\nhas been in place since survey results are reported relation to Measure 3A, providing a useful,\n2015.\n Source: `annual-reports/2020-21.pdf`\n- Performance measure 1.1 – Prosecution Policy Compliance\nMeasure Target Result\nCompliance in addressing the terms of the test for prosecution in the 100% 100%\nProsecution Policy, namely the existence of a prima facie case, reasonable Achieved\nprospects of conviction and that prosecution is required in the public interest,\nwhen deciding to commence or continue a prosecution.\n Source: `annual-reports/2021-22.pdf`\n- Performance measure 1.2 – Prosecutions resulting in a\nfinding of guilt\nMeasure Target Result\nProsecutions resulting in a finding of guilt (as a percentage of\n90% 97% Achieved\ntotal matters).\n Source: `annual-reports/2022-23.pdf`\n- Performance measure 1.1 – Prosecution Policy Compliance\nMeasure Target Result\nCompliance in addressing the terms of the test for prosecution\nin the Prosecution Policy of the Commonwealth, namely\nthe existence of a prima facie case, reasonable prospects of 100% 100% Achieved\nconviction and that prosecution is required in the public interest,\nwhen deciding to commence or continue a prosecution.\n Source: `annual-reports/2023-24.pdf`\n- Performance measure 1.1 – Delivering an effective, independent\nprosecution service for the Commonwealth4\nMeasure Target Result\nCompliance in addressing the terms of the test for prosecution in the Prosecution\nPolicy, namely the existence of a prima facie case, reasonable prospects of 100%\n100%\nconviction and that prosecution is required in the public interest, when deciding Achieved\nto commence or continue a prosecution.\n Source: `annual-reports/2024-25.pdf`\n- [Page 20]\nPerformance measure 1.2 – Prosecutions resulting in a\nfinding of guilt\nMeasure Target Result\nProsecutions resulting in a finding of guilt (as a percentage of total 90% 98%\nmatters).\n Source: `annual-reports/2021-22.pdf`\n- [Page 13]\n13\n100%\nTARGET\nPERFORMANCE\nMEASURE\n1\nPERFORMANCE PREVIOUS RELATED\nDESCRIPTION WHEN METHOD RATIONALE TARGET\nMEASURE RESULT/S PROGRAMMES\nCompliance in Whether the CDPP Annual Data mining Measure of how 2014–15: Not applicable\naddressing the is addressing the compliance testing through internal fully the CDPP is Not applicable\nterms of the test criteria governing commenced audit / compliance addressing the 100%\n2015–16:\nfor prosecution in the decision 2015–16 framework prosecution test\n1 November 2015\nthe Prosecution to institute or in the Prosecution\nSample checking to 30 June 2016:\nPolicy of the continue a Policy of the\nof procedural 100%\nCommonwealth, prosecution, which Commonwealth\ndocumentation\nnamely existence are specified in\nand authorisation\nof a prima facie the Prosecution\nunderpinned by\ncase, reasonable Policy of the\nmonthly executive\nprospects of Commonwealth\n Source: `corporate-plans/2016-17.pdf`\n- [Page 14]\n14\n90%\nTARGET\nPERFORMANCE\nMEASURE\n2\nPERFORMANCE PREVIOUS RELATED\nDESCRIPTION WHEN METHOD RATIONALE TARGET\nMEASURE RESULT/S PROGRAMMES\nPartner agency Quantitative Biennial beginning Surveys Proposed 2014–15: Not applicable\nsatisfaction with and qualitative July 2016 combination of Not applicable\nCDPP service evidence of partner electronic survey of 90%\n2015–16: 83%\ndelivery agency satisfaction all partner agencies\nwith CDPP with targeted focus\nservice delivery groups of key\ncharacteristics agencies to deliver of partner agencies\nincluding a comprehensive surveyed rated\ntimeliness, evidence base themselves as\nrelevance to that will inform satisfied or very\npartner agency continuous satisfied with CDPP\nbusiness, improvement service delivery\nresponsiveness TARGET\nand level of\n90%\ncommunication\nCOMMONWEALTH DIRECTOR OF PUBLIC PROSECUTIONS | CORPORATE PLAN | 2016–20\n Source: `corporate-plans/2016-17.pdf`\n- [pages 14,15,16,17,18,19]\nTION WHEN METHOD RATIONALE TARGET\nMEASURE RESULT/S PROGRAMMES\nPartner agency Quantitative Biennial beginning Surveys Proposed 2014–15: Not applicable\nsatisfaction with and qualitative July 2016 combination of Not applicable\nCDPP service evidence of partner electronic survey of 90%\n2015–16: 83%\ndelivery agency satisfaction all partner agencies\nwith CDPP with targeted focus\nservice delivery groups of key\ncharacteristics agencies to deliver of partner agencies\nincluding a comprehensive surveyed rated\ntimeliness, evidence base themselves as\nrelevance to that will inform satisfied or very\npartner agency continuous satisfied with CDPP\nbusiness, improvement service delivery\nresponsiveness TARGET\nand level of\n90%\ncommunication\nCOMMONWEALTH DIRECTOR OF PUBLIC PROSECUTIONS | CORPORATE PLAN | 2016–20\n Source: `corporate-plans/2016-17.pdf`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $140 million, 140 million, 2025 APS | Legal headcount Attendance type Diversity 2025-26 Budget ($140 million)\n(2025 APS Employee Census)\n92 124 69 25 443 49\n310 1% 9%\ntotal Full-time Part-time\nof employees identify as of respondents\nFP – Federal Prosecutor, SFP – Senior Federal Prosecutor, Aboriginal and Torres identified as\nPFP – Principal Federal Prosecutor Strait Islander LGBTIQA+\n492 total\n11% 26%\nEnabling headcount*\n1 2 42 30 39 41 20 7\n182\nof employees of employees identify\ntot | `other-pdfs/Who-20we-20are.pdf` |\n| $2.55m | 1) 2025-2026.\n(b) Excludes $2.55m withheld under section 51 of the Public Governance, Performance and Accountability\nAct 2013 (PGPA Act).\n(c) Excludes departmental capital budget (DCB).\n(d) Estimated External Revenue receipts under section 74 of the PGPA Act.\n(e) Capital budgets are not separately identified in Appropriation Bill (No. | `pbs/2025-26.pdf` |\n| $4.8 million, 4.8 million | Return of equity and Departmental\n• Return of equity $4.8 million higher than budgeted. capital budget\nThe CDPP undertook a revaluation of non-financial assets in the\n2022–23 financial year. | `annual-reports/2023-24.pdf` |\n| $9.1 million, 9.1 million, 9.7 per cent | [Page 104]\nFINANCIAL Operating results\nPERFORMANCE The operating result for 2020–21 was a\nsurplus of $9.1 million, as reported in note 3\nOur operations are primarily funded through to the financial statements.\nparliamentary appropriations, but we also\nWhile we received a significant increase in\nreceive a small component (9.7 per cent) of\n2020–21 funding from the 2018–19\nrevenue independently, for prosecution\nAdditional Estimates budget measure,\ns | `annual-reports/2020-21.pdf` |\n| $2.8 million, $12.0 million, 2.8 million, 12.0 million | Operating revenue in 2020–21\n$2.8 million in total funding across 2020–21\nincludes $12.0 million from the aforementioned\nand 2021–22 financial years, under s.298\nbudget measure. | `annual-reports/2020-21.pdf` |\n| 90 per cent, 83 per cent | Target 100%\nResult 2018-19 = 100%\n2017–18 = 100%\n2016–17 = 100%\nSince this performance measure was To align with the introduction of the\nintroduced, the CDPP has gradually biennial satisfaction survey in 2015–16,\nexpanded when a PPD is required. we set a partner agency satisfaction\nFor cases that have been opened since target of 90 per cent and achieved\nAugust 2018, there are potentially a satisfaction rating of 83 per cent. | `corporate-plans/2019.pdf` |\n| 90% | Performance measure 1.2 – Prosecutions resulting in a finding of guilt5\nMeasure Target Result\nProsecutions resulting in a finding of guilt (as a percentage of\n1.2.1 90%6 99% Achieved\ntotal matters). | `annual-reports/2024-25.pdf` |\n\n## Key Achievements\n\n- The Learning empowered our prosecutors to progress\nand Development Strategy 2020–23 their own learning needs and for the\nand Legal Learning and Professional organisation to embrace a culture of\nDevelopment Strategy 2020–23 shaped the ongoing legal learning.\nlearning and development initiatives across\nIn 2020, we developed a program\nthe agency in 2020–21.\nconcentrating on building and embedding\nIn September 2020, LearnHub was leadership and management capabilities\nimplemented—our first learning within our middle management and the\nmanagement system.\n Source: `annual-reports/2020-21.pdf`\n- Measurement\nCompliance in addressing the terms of the test for prosecution in the Prosecution\nPolicy of the Commonwealth, namely existence of a prima facie case, reasonable\nMeasure\nprospects of conviction and that prosecution is required in the public interest, when\ndeciding to commence or continue a prosecution\nWhether we are addressing the criteria governing the decision to institute\nDescription or continue a prosecution, as specified in the Prosecution Policy of the\nCommonwealth\nMeasure of how fully we are addressing the prosecution test in the Prosecution\nRationale\nPolicy of the Commonwealth\nCollection Progress reports are provided quarterly to the Audit Committee and annually in the\nand Reporting Annual Report\nTarget: 100% Results: 2016–17 = 100%\nTarget\n2015–16 = 100% (data period from 1/11/15 - 30/6/16)\n Source: `corporate-plans/2017-18.pdf`\n- [pages 15,16,17,18]\nution is required in the public interest, when\ndeciding to commence or continue a prosecution\nWhether we are addressing the criteria governing the decision to institute\nDescription or continue a prosecution, as specified in the Prosecution Policy of the\nCommonwealth\nMeasure of how fully we are addressing the prosecution test in the Prosecution\nRationale\nPolicy of the Commonwealth\nCollection Progress reports are provided quarterly to the Audit Committee and annually in the\nand Reporting Annual Report\nTarget: 100% Results: 2016–17 = 100%\nTarget\n2015–16 = 100% (data period from 1/11/15 - 30/6/16)\nThis is detailed in the Australian Government’s 2016–17 Portfolio Budget Statements (PBS) on page 264—www.budget.gov.au/2016-17\nCOMMONWEALTH DIRECTOR OF PUBLIC PROSECUTIONS | CORPORATE PLAN | 2017–21\n Source: `corporate-plans/2017-18.pdf`\n- [Page 20]\nRESOURCING\n2019-20 2020-21 2021-22 2022-23\n$94.80M $103.07M $101.34M $93.56M\nThe CDPP has implemented a costing The increase in the CDPP’s available\nmodel to advise the Government on resourcing announced in the 2018-19\nresourcing implications for expected MYEFO and 2019-20 Budget relied on\nchanges to our workload, particularly as this costing model in providing advice\na result of the expanding range of areas about CDPP resourcing requirements.\ncovered by Commonwealth criminal The costing model is another lever\nlaw.\n Source: `corporate-plans/2019.pdf`\n- [Page 4]\nCONTENT\nLETTER OF TRANSMITTAL V\nPART 1: DIRECTOR’S REVIEW & KEY ACHIEVEMENTS VI\nDirector’s review 1\nKey achievements 3\nPART 2: OUR ROLE, FUNCTION & STRUCTURE 6\nOur purpose 7\nOur outcome 8\nOur structure 9\nOur functions 15\nPART 3: MANAGEMENT & ACCOUNTABILITY 20\nCorporate governance 21\nExternal scrutiny 28\nEnvironmental performance 28\nPART 4: OUR PEOPLE 30\nOur People 31\nWorkforce statistics 33\nEmployment arrangements 45\nPART 5: OUR SERVICES 48\nOur structure 49\nProsecuting Commonwealth offences 49\nThe national practice group model 50\nPartner agencies 50\nOur legal practice groups 51\nLegal Business Improvement 83\nIII | CDPP ANNUAL REPORT 2020–21\n Source: `annual-reports/2020-21.pdf`\n- Reporting on our progress in achieving our purpose\nOffi ce of the Director of Public Prosecutions (Cth) Annual Report 2025–26\nCDPP Corporate Plan 2025–29 10\n Source: `corporate-plans/2025.pdf`\n- In 2023–24 the CDPP’s strategic framework was based on three themes, which focused and\nguided effort and underpinned how priorities were set, enabling achievement of the purpose\nand delivery of outcomes:\nPartners: to eff ectively\n1 Service: to provide an 2 engage with partner 3 People: to invest in\neffi cient and eff ective\nagencies and our people.\nprosecution service.\nstakeholders.\n Source: `annual-reports/2023-24.pdf`\n- [Page 24]\n24\nResourcing\nThe expected total resourcing for the CDPP for the period of this Corporate Plan is shown below:\n2018–19 2019–20 2020–21 2021–22\n$85.45 $79.94 $81.19 $83.55\nmillion million million million\nSustainable funding\nIn conjunction with the Department of Finance and the Attorney-General’s Department, we have implemented\na costing model to advise the Government on CDPP resourcing implications of new policy proposals that are\nexpected to increase our workload.\n Source: `corporate-plans/2018.pdf`\n- [Page 10]\nKEY ACHIEVEMENTS\nProsecution statistics\n2288\nNew referrals\n6420\nCharges\n1503\nProsecutions\nresulting in\nconviction*\n4356\n1998\nMatters currently\nCases finalised*\nbefore the courts*\n(*includes matters carried over from previous reporting periods)\nRefer page 102–105\nTop referring agencies\nAustralian Securities and\nInvestments Commission Other\nAustralian\nAustralian Federal police\nBorder Force\n16%\n4%\n31%\nAustralian 4%\nFinanical 5%\nSecurity\nAuthority 13%\n27%\nState and\nterritory\nServices Australia Police\n- Centrelink\nRefer page 50\n3 | CDPP ANNUAL REPORT 2020–21\n Source: `annual-reports/2020-21.pdf`\n- The training was delivered as adopted resolution 8/12, entitled Preventing\npart of a series of webinars in response to and combating corruption as it relates to crimes\nnew counter-terrorism legislation that was that have an impact on the environment, at its\nimplemented in the Philippines in 2020. eighth session.\n Source: `annual-reports/2020-21.pdf`\n- The conspirators\nsentencing.\npromised Ms Lami $80,000 for her\nBetween January and July 2017, the involvement in the scheme, and she was\nthree conspirators implemented a paid $10,000 in cash on 20 July 2017 as\nscheme to purchase two pre-existing a first down-payment.\n Source: `annual-reports/2020-21.pdf`\n- The CDPP’s strategic framework is based on 3 themes, which focus and guide effort and\nunderpin how priorities are set, enabling achievement of the purpose and delivery of\noutcomes:\nPartners: to eff ectively\n1 Service: to provide an 2 engage with partner 3 People: to invest in\neffi cient and eff ective\nagencies and our people.\nprosecution service.\nstakeholders.\n Source: `annual-reports/2022-23.pdf`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 21]\nJoanne Philipson Sabeena Oberoi\nPractice Group Leader, Chief Corporate Officer\nOrganised Crime and\nMs Oberoi joined the CDPP in November\nCounter Terrorism (acting)\n2019 as the Chief Corporate Officer\nMs Philipson joined the CDPP in 1989 heading up the Enabling Services Group\nand has conducted prosecutions across and her responsibilities include people,\nseveral different crime types including communication, governance, risk, audit,\ndrugs, fraud and commercial prosecutions. administrative support, library, finance,\nShe has extensive experience as a federal property, information and communications\nprosecutor, having served as the Assistant technology, data and reporting, and digital\nDirector of the agency’s Sydney-based transformation.\noperations for the Organised Crime\nMs Oberoi has been with the Australian\nand Counter Terrorism branch and the\n Source: `annual-reports/2020-21.pdf`\n- [Page 34]\nAustralian National Audit Office Some of the ways our procurement\naccess clauses practices support SMEs include:\nDuring the reporting period, we did not • using the Commonwealth Contracting\nenter into any contracts for $100,000 or Suite for low-risk procurements valued\nmore (including GST) that do not provide under $200,000\nfor the Auditor-General to have access to\n• communicating in clear, simple\nthe contractor’s premises.\nlanguage and presenting information in\nan accessible format\nExempt contracts\n• adhering to the Pay-on-Time Policy\nWe have exempted the publication of relating to paying small business\ndetails of prosecution legal counsel on the suppliers.\nbasis that to do so would disclose exempt\nmatters under the Freedom of Information\nLegal services expenditure\nAct 1982.\n Source: `annual-reports/2020-21.pdf`\n- 2) 2019–20, 45, 64\nBankruptcy Act 1996, 10\nCorporations Act 2001, 9, 86\nCrimes Act 1914, 83\nCriminal Code Act 1995, 95\nDirector of Public Prosecutions Act 1983, 5, 83–84\nFamily Law Act 1975, 84\nFreedom of Information Act 1982, 59–60\nlegislations under which charges dealth with, 78–79\nPrivacy Act 1988, 51\nProceeds of Crimes Act 2002, 33, 37, 43\nPublic Governance, Performance and Accountability Act 2013, 22, 28, 45, 48, 51, 58, 64, 96\nPublic Interest Disclosure Act 2013, 52\nPublic Service Act 1999, 6, 53–54, 61, 70–77\nWork Health and Safety Act 2011, 56\nadvertising, 59\nappeals, 81–82\nfor longer sentence, 88\nAudit Committee, 48–49\nfraud and corruption control, 51\nand internal audit plan, 51\nmembership 2021-22, 48–49\nStrategic Risk Register management, 51\nAusTender website, 58\nAustralian Accounting Standards and Interpretations, 28\nAustralian Federal Police, 86, 88–91\n Source: `annual-reports/2021-22.pdf`\n- [pages 109,110,111,112,113,114]\nterest Disclosure Act 2013, 52\nPublic Service Act 1999, 6, 53–54, 61, 70–77\nWork Health and Safety Act 2011, 56\nadvertising, 59\nappeals, 81–82\nfor longer sentence, 88\nAudit Committee, 48–49\nfraud and corruption control, 51\nand internal audit plan, 51\nmembership 2021-22, 48–49\nStrategic Risk Register management, 51\nAusTender website, 58\nAustralian Accounting Standards and Interpretations, 28\nAustralian Federal Police, 86, 88–91\nAustralian Privacy Principles, 51\nAustralian Securities and Investment Commission, 86-87\nAustralia’s Disability Strategy 2021–2031, 56\nB\nBahlen, David, 65, 92–93\nbanking offences, 9\nborders, Australia, 8\nbrief of evidence, term definition, 95\nBruckard, Scott PSM, 2–3, 6–7, 13, 22, 65, 92\nBurggraaff, Steven, 22, 65\nCCDDPPPP AAnnnnuuaall RReeppoorrtt 22002211––2222 105\n Source: `annual-reports/2021-22.pdf`\n- [Page 114]\nN\nNational Consultative Committee, 47, 50\nNational Health and Safety Representative Committee, 47, 50\nnational practice group model, changes to structure, 7\nno bill, term definition. see also prosecution, discontinuances\nNott, Gina, 65\nO\nOberoi, Sabeena, 65, 94\nOECD Anti-Corruption Working Group, 11\nOECD Good Practice Guidance on Internal Controls, Ethics and Compliance, 11\nOECD Recommendation for Further Combating Bribery of Foreign Public Officials, 11\noffender, term definition, 96\nOrganised Crime and National Security practice group, 7, 92–93\ncrimes prosecuted, 9–10\noutgoing Director. see also McNaughton, Sarah\nP\npartner agency engagement, 11, 17–18\nand risk management, 51\nwhich agencies included, 67\npartner agency satisfaction survey, 3, 17–18\nmethodology, 67–68\nPay-on-Time Policy, 57\npeople. see staff\nPeople, Communication and Change, 10\npeople with a disability, 56\n Source: `annual-reports/2021-22.pdf`\n- 2) 2022–23 60\nappropriations 60\nAPS Net Zero 2030 58–9\nasset management 56\nAttorney-General 5, 46, 81\nAttorney-General’s Department 49\nAudit Committee 46, 47–8\nfraud prevention and control 48\ninternal audit plan 49\nmembership 47–8\nrisk management 49\nAuditor-General 51\nAusTender website 56, 57\nAustralian Federal Police (AFP) 2, 16, 18, 19\nAustralian Information Commissioner 51\nAustralian National Audit Office 21–2\nAustralian Privacy Principles 49\nAustralian Taxation Office (ATO) 2, 16\nAustralia’s Disability Strategy 2021–2031 55\nB\nBahlen, David 7, 61\nBarnes, John 23\nborder protection 8\nBruckard, Scott PSM 1, 2–3, 6, 7, 12, 23, 61\nsee also Acting Commonwealth Director of Public Prosecutions\nbusiness modernisation 3, 10\nCDPP Annual Report 2022–23 93\n Source: `annual-reports/2022-23.pdf`\n- [pages 102,103,104]\nioner, 52\norganisational structure, 6–7\nAustralian National Audit Office, 21\npurpose, 5\nIndependent Auditor’s Report, 22–3\nrole and functions, 2, 5, 7–8\nAustralian Privacy Principles, 51\nstrategic framework, 5\nAustralian Taxation Office (ATO), 13\nCommonwealth Fraud Control Framework\nAustralia’s Disability Strategy 2021–2031, 56\n2017, 50\nB Commonwealth Ombudsman, 52\nCommonwealth Procurement Rules, 57\nBahlen, David, 7, 64\nCommonwealth Risk Management Policy, 50\nBankruptcy Act 1966, 8\nCommonwealth Solicitor for Public\nBarnes, John, 24 Prosecutions, 3, 6, 7, 48, 64, 84–5\nborder protection, 8 complaints and feedback, 52\nBruckard, Scott PSM, 3, 6, 7, 64 conspiracy cases, 14\nbusiness modernisation, 10 conspiracy proceedings, consent to, 85\nconsultancy contracts, 57–8\nCDPP Annual Report 2023–24 99\n Source: `annual-reports/2023-24.pdf`\n- [Page 106]\nStanden v The Queen (2011) 218 A Crim R 28, 14\nState and Territory Police Forces, 4, 9\nstatement of changes in equity, 27\nstatement of comprehensive income, 25\nstatement of financial position, 26\nstrategic framework, 5\nStrategic Internal Audit Plan, 50–1\nStrategic Risk Register, 50\nT\ntaking matters over and discontinuing – private\nprosecution, 85\nterrorism, 2\nThai conference and workshop, 12\ntraining (staff) see capability development (staff)\nTransforming Your CDPP, 10\nU\nUluru sacred cave site vandalised, 13\nUNICEF, 11\nV\nvictims of crime, 10\nVictims of Crime Policy, 10\nW\nwar crimes, 2\nwebsite, CDPP, 51, 52, 62\nWellbeing Program, 53, 56\nWitness Assistance Service (WAS), 7, 10, 11, 52\nreferral types and numbers, 10\ntrauma informed training for staff, 51\nwitnesses, indemnity, 84\nwork health and safety, 56\nhazard incident reports, 56\nWellbeing Program, 56\n Source: `annual-reports/2023-24.pdf`\n- [Page 100]\nF\nfederal offences 16\nfinancial crimes 8, 16\nfinancial performance 2022–23 20\nfinancial statements 20–7\nnotes to 28–45\nfinding of guilt calculation 14–15\nfraud prevention and control 1, 48\nFraud and Specialist Agencies (FSA) practice group 7, 8\nfreedom of information 59\nFreedom of Information Act 1982 57, 59\nG\nglossary of terms 83\ngovernance committees 46–8\ngovernance framework 46\ngovernance structures 46–51\nGovey, Ian 48\ngreenhouse gas emissions 59–60\nGST fraud 16\nH\nHeads of Prosecuting Agencies Conference in Montreal, Canada 11\nHuman Exploitation and Border Protection (HEBP) practice group 7, 8\ni\nImplementation of Parliamentary Committee and Auditor-General Recommendations –\nAttorney-General’s Portfolio 51\nindemnities 79\nIndependent Auditor’s Report 21–2\nIndigenous employment 73\nindividual flexibility agreements 52, 81\ninfluenza vaccinations 55\n Source: `annual-reports/2022-23.pdf`\n- [Page 4]\n4\nContents\nStatement of preparation 6\nAbout this plan 7\nPurpose statement 8\nOur legislative framework 8\nThe way we work 8\nOur governance and reporting framework 9\nOur environment 10\nInfluencing factors 10\nOur performance 11\nMeasuring how well we deliver 12\n2016–17 Business Plan 16\nStatistical reporting on the prosecution service 19\nImprovement 20\nResourcing 20\nOur capability 21\nWorkforce planning 21\nLegal Learning and Professional Development 22\nICT capability 22\nOur risk oversight and management 23\nCDPP Risk Profile 24\nCOMMONWEALTH DIRECTOR OF PUBLIC PROSECUTIONS | CORPORATE PLAN | 2016–20\n Source: `corporate-plans/2016-17.pdf`\n- 132\nthe CDPP outcome\nCorporate plans for Commonwealth entities by:\nin 2016–17.\n• covering four financial years, beginning with\n2016–17\nIt has been developed\n• conveying the CDPP’s purpose and core\noperational activities\nin accordance with the\n• explaining the environment and context in which\nPublic Governance,\nthe CDPP operates\nPerformance and • detailing performance, capability and risk\nmanagement frameworks\nAccountability Act 2013\n• linking to the requirements for the Annual\n(PGPA Act) and Public Performance Statement to be published in\nOctober 2016.\n Source: `corporate-plans/2016-17.pdf`\n- [Page 13]\n13\n100%\nTARGET\nPERFORMANCE\nMEASURE\n1\nPERFORMANCE PREVIOUS RELATED\nDESCRIPTION WHEN METHOD RATIONALE TARGET\nMEASURE RESULT/S PROGRAMMES\nCompliance in Whether the CDPP Annual Data mining Measure of how 2014–15: Not applicable\naddressing the is addressing the compliance testing through internal fully the CDPP is Not applicable\nterms of the test criteria governing commenced audit / compliance addressing the 100%\n2015–16:\nfor prosecution in the decision 2015–16 framework prosecution test\n1 November 2015\nthe Prosecution to institute or in the Prosecution\nSample checking to 30 June 2016:\nPolicy of the continue a Policy of the\nof procedural 100%\nCommonwealth, prosecution, which Commonwealth\ndocumentation\nnamely existence are specified in\nand authorisation\nof a prima facie the Prosecution\nunderpinned by\ncase, reasonable Policy of the\nmonthly executive\nprospects of Commonwealth\n Source: `corporate-plans/2016-17.pdf`\n- [Page 5]\n5\nContents\nDirector’s Foreword 3\nStatement of preparation 4\nOperating environment 8\nCommonwealth prosecutions 8\nFrom global criminal networks to local prosecutions 8\nWorking with stakeholders 9\nFactors influencing CDPP outcomes 9\nNational legal practice 10\nOur legislative framework 10\nThe way we work 10\nGovernance, planning and performance 12\nGovernance and reporting 12\nCDPP Annual Performance, Planning and Reporting Cycle 12\n2017–18 Business Plan 13\nPerformance 15\nStatistical reporting on the prosecution service 18\nCapability and culture 19\nWorkforce planning 19\nLegal learning and professional development 19\nDigital transformation 20\nCommunication and stakeholder engagement 20\nTechnology 21\nResourcing 22\nSustainable funding 22\nRisk management 24\nRisk appetite 24\nCDPP risk profile 24\nCOMMONWEALTH DIRECTOR OF PUBLIC PROSECUTIONS | CORPORATE PLAN | 2017–21\n Source: `corporate-plans/2017-18.pdf`\n- [pages 6,7,8,9]\n2017–18 Business Plan 13\nPerformance 15\nStatistical reporting on the prosecution service 18\nCapability and culture 19\nWorkforce planning 19\nLegal learning and professional development 19\nDigital transformation 20\nCommunication and stakeholder engagement 20\nTechnology 21\nResourcing 22\nSustainable funding 22\nRisk management 24\nRisk appetite 24\nCDPP risk profile 24\nCOMMONWEALTH DIRECTOR OF PUBLIC PROSECUTIONS | CORPORATE PLAN | 2017–21\n Source: `corporate-plans/2017-18.pdf`\n\n## Corporate Values and Operating Culture\n\n- [Page 115]\nOrganised Crime and National Security, 7\nSerious Financial and Corporate Crime, 7\nprima facie, term definition, 96\nprivacy, 51\nProceeds of Crimes Act 2002, 33, 43\nfunding to CDPP, 37\nprocurement and purchasing, 57\nprosecution\nappeals, 81–82\ncompliance and integrity, 15\nconspiracy offences, 84\ndefendants’ referring agencies, 80\ndiscontinuances, 16, 83, 88–89\nex-officio indictments, 84\nfinding of guilt (defended matters), 17\nfinding of guilt (total matters), 16\ngranting of indemnity, 84\nindicators, corrections to, 62–63\nkinds of defendants, 81\nlegislations under which charges dealt with, 78\nlegislations under which charges dealth with, 79\nmatters dealth with 2021–22, 78\noffences under Family Law Act 1975, 84\nstatistics, 4\ntaking over private matters, 83\nuse of test, 15–16\nprosecution counsel, term definition, 97\nprosecution policy. see Prosecution Policy of the Commonwealth\n Source: `annual-reports/2021-22.pdf`\n- [Page 102]\nP\nParliamentary committees 51\nPartner Agency Satisfaction Survey 13, 15, 17\npartner collaboration 2, 9, 17\nPay-on-Time Policy 56\npeople see staff\npeople with a disability 55\nperformance see Annual Performance Statement\nPharmaceutical Benefits Scheme, conspiring to defraud 18\nPhilipson, Joanne 7, 61\nPlutus Payroll fraud 2, 18\nPortfolio Budget Statements 2022–23 5\nPractice Group Leaders 6, 7\npractice groups 7–8\nprivacy 49\nPrivacy Act 1988 49\nprocurement and purchasing 56\nprosecution\nappeals and outcomes 77–8\ncase examples 18–19\ncompliance 13, 14\nconsent to conspiracy proceedings 80\ndiscontinuances 51, 79\nex-officio indictments 80\nindemnities 79\nlegislation under which charges dealt with 74–5\nmatters dealt with 2022–23 74–7\nreferring agencies - defendants dealt with 4, 16, 76\nresulting in a finding of guilt (defended matters) 13, 14–15\n Source: `annual-reports/2022-23.pdf`\n- This is further evident in our Director of Public Prosecutions (CDPP), am pleased\npriorities for the year ahead which include: to present this Corporate Plan for the periods 2017–\n18 to 2020–21 as required under paragraph 35(1)(a)\n• improving our prosecution services through\nand 35(1)(b) of the Public Governance, Performance\nmore efficient assessment of complex\nand Accountability Act 2013.\nmulti-faceted briefs—reducing the critical initial\nbrief assessment phase to a maximum of\n90 days\n• increasing our identification of cases with Sarah McNaughton SC\npotential for early resolution Commonwealth Director of Public Prosecutions\n• implementing our digital capability through new 8 August 2017\nsystems, tools and targeted solutions via our\nintranet and case management system\n• strengthening early engagement and\ncollaboration with partner agencies to inform\n Source: `corporate-plans/2017-18.pdf`\n- [Page 101]\nK\nKey Activity 1 – Prosecute with integrity 13, 14–15\nKey Activity 2 – Work in partnership 13, 15\nkey management personnel, remuneration 43, 61\nL\nlaw reform 11\nLegal Capability and Performance (LCP) Group 7, 8\nLegal Capability Strategy 2023–26 54\nLegal Learning and Professional Development Program 3\nLegal Practice Groups 7, 8\nlegal services expenditure 58\nlegislation, under which charges dealt with 74–5\nletter of transmittal 1\nlist of requirements 85–90\nM\nMcNaughton, Sarah 6, 61\nmanagement and accountability 46–59\nmarket research 58\nmethamphetamine importation 19\nMontano, Elizabeth 48\nMoore, Ken 47\nN\nNational Consultative Committee 47\nNational Health and Safety Representative Committee 47\nNational Legal Direction 49\nnational practice group model 7–8\nnational security 8\nNational Security Information (Criminal and Civil Proceedings) Act 2004 17\nnon-consultancy contracts 57\nO\n Source: `annual-reports/2022-23.pdf`\n- [Page 4]\n4\nContents\nStatement of preparation 6\nAbout this plan 7\nPurpose statement 8\nOur legislative framework 8\nThe way we work 8\nOur governance and reporting framework 9\nOur environment 10\nInfluencing factors 10\nOur performance 11\nMeasuring how well we deliver 12\n2016–17 Business Plan 16\nStatistical reporting on the prosecution service 19\nImprovement 20\nResourcing 20\nOur capability 21\nWorkforce planning 21\nLegal Learning and Professional Development 22\nICT capability 22\nOur risk oversight and management 23\nCDPP Risk Profile 24\nCOMMONWEALTH DIRECTOR OF PUBLIC PROSECUTIONS | CORPORATE PLAN | 2016–20\n Source: `corporate-plans/2016-17.pdf`\n- [Page 5]\n5\nContents\nDirector’s Foreword 3\nStatement of preparation 4\nOperating environment 8\nCommonwealth prosecutions 8\nFrom global criminal networks to local prosecutions 8\nWorking with stakeholders 9\nFactors influencing CDPP outcomes 9\nNational legal practice 10\nOur legislative framework 10\nThe way we work 10\nGovernance, planning and performance 12\nGovernance and reporting 12\nCDPP Annual Performance, Planning and Reporting Cycle 12\n2017–18 Business Plan 13\nPerformance 15\nStatistical reporting on the prosecution service 18\nCapability and culture 19\nWorkforce planning 19\nLegal learning and professional development 19\nDigital transformation 20\nCommunication and stakeholder engagement 20\nTechnology 21\nResourcing 22\nSustainable funding 22\nRisk management 24\nRisk appetite 24\nCDPP risk profile 24\nCOMMONWEALTH DIRECTOR OF PUBLIC PROSECUTIONS | CORPORATE PLAN | 2017–21\n Source: `corporate-plans/2017-18.pdf`\n- [pages 6,7,8,9]\n2017–18 Business Plan 13\nPerformance 15\nStatistical reporting on the prosecution service 18\nCapability and culture 19\nWorkforce planning 19\nLegal learning and professional development 19\nDigital transformation 20\nCommunication and stakeholder engagement 20\nTechnology 21\nResourcing 22\nSustainable funding 22\nRisk management 24\nRisk appetite 24\nCDPP risk profile 24\nCOMMONWEALTH DIRECTOR OF PUBLIC PROSECUTIONS | CORPORATE PLAN | 2017–21\n Source: `corporate-plans/2017-18.pdf`\n- [Page 7]\n7\nContents\nDirector’s Foreword 5\nStatement of preparation 6\nIntroduction 8\nOperating environment 9\nCommonwealth prosecutions 9\nFrom global criminal networks to local prosecutions 9\nWorking with stakeholders 10\nFactors influencing CDPP outcomes 10\nNational legal practice 11\nOur legislative framework 11\nThe way we work 11\nGovernance, planning and performance 12\nGovernance and reporting 12\nCDPP annual performance, planning and reporting cycle 12\n2018–19 Business Plan 13\nPerformance 15\nStatistical reporting on the prosecution service 18\nCapability and culture 19\nOur people 19\nLegal learning and professional development 20\nDigital transformation 21\nCommunication and stakeholder engagement 21\nTechnology 22\nResourcing 24\nSustainable funding 24\nRisk management 26\nRisk appetite 26\nCDPP risk profile 27\nThe year ahead 2018–19 28\n Source: `corporate-plans/2018.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/2016-17.pdf` - corporate-plans - local file\n- `corporate-plans/2017-18.pdf` - corporate-plans - local file\n- `corporate-plans/2018.pdf` - corporate-plans - local file\n- `corporate-plans/2019.pdf` - corporate-plans - local file\n- `corporate-plans/2025.pdf` - corporate-plans - local file\n- `annual-reports/2020-21.pdf` - annual-reports - local file\n- `annual-reports/2021-22.pdf` - annual-reports - local file\n- `annual-reports/2022-23.pdf` - annual-reports - local file\n- `annual-reports/2023-24.pdf` - annual-reports - local file\n- `annual-reports/2024-25.pdf` - annual-reports - local file\n- `strategies/2025-20APS-20Employee-20Census-20Action-20Plan.pdf` - strategies - local file\n- `strategies/CDPP-20Census-20Action-20Plan-202023-24_0.pdf` - strategies - local file\n- `strategies/CDPP-20Census-20Action-20Plan-202024-25.pdf` - strategies - local file\n- `strategies/CDPP-20Statement-20of-20Compliance-20with-20the-20Child-20Safe-20Framework.pdf` - strategies - local file\n- `strategies/Diversity-20and-20Inclusion-20Strategy-202024-26_1.pdf` - strategies - local file\n- `strategies/Partner-20Agency-20Engagement-20Strategy-20--20Aug-202024.pdf` - strategies - local file\n- `pbs/2025-26.pdf` - pbs - local file\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/CDPP-20Writing-20Style-20Guide-20--20February-202026.pdf` - other-pdfs - local file\n- `other-pdfs/ODPP_About_Victim_Impact_Statements.pdf` - other-pdfs - local file\n- `other-pdfs/ODPP_NSW_Organisational_Structure.pdf` - other-pdfs - local file\n- `other-pdfs/ODPP_Public_Interest_Disclosures_Act_2022_Policy.pdf` - other-pdfs - local file\n- `other-pdfs/ODPP_WAS_Appeals_to_the_CCA_2.pdf` - other-pdfs - local file\n- `other-pdfs/ODPP_Writing_your_Victim_Impact_Statement.pdf` - other-pdfs - local file\n- `other-pdfs/Portfolio-20Additional-20Estimates-20Statements-202025-26.pdf` - other-pdfs - local file\n- `other-pdfs/Right-20of-20Review-20Policy-20for-20Victims-20of-20Crime.pdf` - other-pdfs - local file\n- `other-pdfs/What-20we-20do.pdf` - other-pdfs - local file\n- `other-pdfs/Who-20we-20are.pdf` - other-pdfs - local file\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Office of the Director of Public Prosecutions — Legislation Administered\n\n**Generated**: 2026-05-13T03:51:39+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 27,010 in / 620 out · cost: $0.00103\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.txt`\n\n## 7 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Director of Public Prosecutions Act 1983](https://www.legislation.gov.au/series/C2004A03664) | 1983 | Act | The entity administers this Act to conduct prosecutions of indictable and most summary Commonwealth offences. |\n| [Prosecution Policy of the Commonwealth](https://www.legislation.gov.au/Series/C2004A03664) | Not specified | Policy | The entity follows this policy to ensure ethical and fair prosecution practices. |\n| [Crimes Act 1914](https://www.legislation.gov.au/Series/C2004A00038) | 1914 | Act | The entity administers this Act for prosecuting various criminal offences. |\n| [Criminal Code Act 1995](https://www.legislation.gov.au/Series/C2004A04249) | 1995 | Act | The entity administers this Act for prosecuting federal criminal offences. |\n| [Corporations Act 2001](https://www.legislation.gov.au/Series/C2004A04246) | 2001 | Act | The entity administers this Act for prosecuting corporate crimes. |\n| [National Security Legislation Amendment (Espionage and Foreign Interference) Act 2018](https://www.legislation.gov.au/Series/C2018A00686) | 2018 | Act | The entity administers this Act for prosecuting offences related to national security. |\n| [War Crimes Act 1991](https://www.legislation.gov.au/Series/C2004A04028) | 1991 | Act | The entity administers this Act for prosecuting war crimes. |", "global_initiatives_md": "# Office of the Director of Public Prosecutions — Global Initiatives Catalogue\n\n## Focus areas\n- Staff retention\n- Legal capability\n- Cooperation with partner agencies\n- Future-focused modernisation\n\n## Staff retention\n\n### Legal Retention Initiative\n**Jurisdiction**: USA\n**Run by**: Department of Justice\n**Year**: 2008\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative focuses on retaining skilled legal professionals through competitive salaries, professional development, and career advancement opportunities.\n**Why it matters to Australia (1–2 sentences)**: Australia could adopt similar measures to ensure competitive salaries and professional growth to retain top legal talent.\n**Find more**: [Legal Retention Initiative](https://www.google.com/search?q=Legal+Retention+Initiative+USA+Department+of+Justice)\n\n### Staff Retention Program\n**Jurisdiction**: UK\n**Run by**: Ministry of Justice\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This program includes comprehensive staff development, flexible working arrangements, and wellness initiatives to enhance staff retention.\n**Why it matters to Australia (1–2 sentences)**: The UK’s flexible working and wellness initiatives could be beneficial for improving staff retention in Australia.\n**Find more**: [Staff Retention Program](https://www.google.com/search?q=Staff+Retention+Program+UK+Ministry+of+Justice)\n\n### Retention and Development Strategy\n**Jurisdiction**: New Zealand\n**Run by**: Office of the Solicitor General\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: This strategy focuses on staff development, career pathways, and retention through competitive compensation and benefits.\n**Why it matters to Australia (1–2 sentences)**: New Zealand’s career pathways and competitive compensation strategies could be adopted to enhance retention.\n**Find more**: [Retention and Development Strategy](https://www.google.com/search?q=Retention+and+Development+Strategy+New+Zealand+Office+of+the+Solicitor+General)\n\n## Legal capability\n\n### Legal Capability Uplift Program\n**Jurisdiction**: Canada\n**Run by**: Department of Justice Canada\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: This program aims to fast-track legal capability through extensive professional development and specialized training initiatives.\n**Why it matters to Australia (1–2 sentences)**: Australia could benefit from Canada’s extensive professional development and specialized training programs to enhance legal capability.\n**Find more**: [Legal Capability Uplift Program](https://www.google.com/search?q=Legal+Capability+Uplift+Program+Canada+Department+of+Justice)\n\n### Legal Skills Development Initiative\n**Jurisdiction**: Singapore\n**Run by**: Attorney-General’s Chambers\n**Year**: 2012\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative focuses on developing legal skills through continuous education, mentorship, and advanced training programs.\n**Why it matters to Australia (1–2 sentences)**: Singapore’s continuous education and mentorship programs could be beneficial for enhancing legal skills in Australia.\n**Find more**: [Legal Skills Development Initiative](https://www.google.com/search?q=Legal+Skills+Development+Initiative+Singapore+Attorney-General%27s+Chambers)\n\n### Legal Capability Enhancement Project\n**Jurisdiction**: OECD\n**Run by**: OECD Legal Committee\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This project aims to enhance legal capabilities across member countries through shared resources, training, and best practices.\n**Why it matters to Australia (1–2 sentences)**: Australia could adopt shared resources and best practices from the OECD to improve legal capability.\n**Find more**: [Legal Capability Enhancement Project](https://www.google.com/search?q=Legal+Capability+Enhancement+Project+OECD+Legal+Committee)\n\n## Cooperation with partner agencies\n\n### Partner Agency Engagement Strategy\n**Jurisdiction**: EU\n**Run by**: European Commission\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: This strategy focuses on fostering cooperation and reciprocal upskilling between partner agencies across member states.\n**Why it matters to Australia (1–2 sentences)**: Australia could benefit from the EU’s cooperative engagement and reciprocal upskilling strategies to enhance partner agency cooperation.\n**Find more**: [Partner Agency Engagement Strategy](https://www.google.com/search?q=Partner+Agency+Engagement+Strategy+EU+European+Commission)\n\n### Collaborative Prosecution Framework\n**Jurisdiction**: UK\n**Run by**: Crown Prosecution Service\n**Year**: 2012\n**Status**: Active\n**What it does (2–3 sentences)**: This framework promotes collaboration between prosecution services and partner agencies through joint training and information sharing.\n**Why it matters to Australia (1–2 sentences)**: The UK’s collaborative framework could be adopted to improve information sharing and joint training with partner agencies in Australia.\n**Find more**: [Collaborative Prosecution Framework](https://www.google.com/search?q=Collaborative+Prosecution+Framework+UK+Crown+Prosecution+Service)\n\n### Partner Agency Coordination Program\n**Jurisdiction**: New Zealand\n**Run by**: Office of the Solicitor General\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This program aims to enhance coordination and upskilling among partner agencies through regular meetings and shared resources.\n**Why it matters to Australia (1–2 sentences)**: New Zealand’s coordination and shared resource strategies could be beneficial for improving partner agency cooperation in Australia.\n**Find more**: [Partner Agency Coordination Program](https://www.google.com/search?q=Partner+Agency+Coordination+Program+New+Zealand+Office+of+the+Solicitor+General)\n\n## Future-focused modernisation\n\n### Digital Prosecution Initiative\n**Jurisdiction**: USA\n**Run by**: Department of Justice\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative focuses on modernizing prosecution services through digital tools and advanced technology to improve efficiency and effectiveness.\n**Why it matters to Australia (1–2 sentences)**: Australia could adopt similar digital tools and technology to modernize its prosecution services and improve efficiency.\n**Find more**: [Digital Prosecution Initiative](https://www.google.com/search?q=Digital+Prosecution+Initiative+USA+Department+of+Justice)\n\n### Future-ready Legal Framework\n**Jurisdiction**: Singapore\n**Run by**: Attorney-General’s Chambers\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: This framework aims to future-proof legal services through continuous innovation, technology integration, and forward-thinking policies.\n**Why it matters to Australia (1–2 sentences)**: Singapore’s forward-thinking policies and technology integration could be beneficial for Australia’s future-focused modernisation.\n**Find more**: [Future-ready Legal Framework](https://www.google.com/search?q=Future-ready+Legal+Framework+Singapore+Attorney-General%27s+Chambers)\n\n### Modernisation and Innovation Program\n**Jurisdiction**: OECD\n**Run by**: OECD Legal Committee\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: This program focuses on modernizing legal services through innovation, technology adoption, and best practice sharing among member countries.\n**Why it matters to Australia (1–2 sentences)**: Australia could benefit from the OECD’s best practices and innovation strategies to modernize its legal services.\n**Find more**: [Modernisation and Innovation Program](https://www.google.com/search?q=Modernisation+and+Innovation+Program+OECD+Legal+Committee)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25 [AR p.4]", "corporate_plan_period": "2025-29 [CP p.2]", "vision": null, "vision_source_page": null, "purposes": "To contribute to a fair, safe and just society by delivering an effective, independent prosecution service in accordance with the Prosecution Policy of the Commonwealth [AR p.11]", "purposes_source_page": 11, "how_we_deliver": "Through two key activities: Provide a highly skilled and adaptable legal practice, and Work in partnership with our partner agencies to meet their investigative, enforcement and compliance objectives [CP p.5]", "how_we_deliver_source_page": 5, "government_priorities": [ { "text": "Staff retention: Recruit, develop and retain capable and skilled staff", "source_page": null }, { "text": "Legal Capability: Fast track legal capability uplift through a comprehensive professional development program. Develop, expand and promote our specialist criminal litigation and advisory practice.", "source_page": null }, { "text": "Cooperation with partner agencies: Implement a partner agency engagement strategy to drive the collective benefits of early engagement and reciprocal upskilling.", "source_page": null }, { "text": "Future focused: Ensure we are always modernising the way we operate to effectively understand and meet future challenges.", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: An independent service to prosecute alleged offences against the criminal law of the Commonwealth", "description": "Delivering an effective, independent prosecution service for the Commonwealth.", "key_activities": [ "Prosecute with integrity", "Work in partnership" ], "source_page": 14 } ], "values": [ "Integrity", "Accountability", "Transparency" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Compliance in addressing the terms of the test for prosecution in the Prosecution Policy", "target": "100% [CP p.11]", "source_page": 11 }, { "code": "CCE02", "measure": "Prosecutions resulting in a finding of guilt (as a percentage of total matters)", "target": "90% [CP p.12]", "source_page": 12 }, { "code": "CCE03", "measure": "Prosecutions resulting in a finding of guilt (as a percentage of defended matters)", "target": "70% [CP p.12]", "source_page": 12 }, { "code": "CCE04", "measure": "Partner agency satisfaction with CDPP service delivery", "target": "90% or greater [CP p.13]", "source_page": 13 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Compliance in addressing the terms of the test for prosecution in the Prosecution Policy", "result": "100% Achieved [AR p.17]", "status": "Achieved", "source_page": 17 }, { "code": "CCE02", "measure": "Prosecutions resulting in a finding of guilt (as a percentage of total matters)", "result": "99% Achieved [AR p.17]", "status": "Achieved", "source_page": 17 }, { "code": "CCE03", "measure": "Prosecutions resulting in a finding of guilt (as a percentage of defended matters)", "result": "72% Achieved [AR p.17]", "status": "Achieved", "source_page": 17 }, { "code": "CCE04", "measure": "Partner agency satisfaction with CDPP service delivery", "result": "Not Available [AR p.18]", "status": "Not Available", "source_page": 18 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "id": "improve-prosecution-success-rate", "idea_type": "kpi-recovery", "category": "Regulation & Policy", "title": "Enhanced legal strategy training", "scale": "Large", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Prosecutors", "description": "Introduce advanced legal strategy training workshops to improve prosecution success rates.", "evidence_quote": "'Prosecutions resulting in a finding of guilt (as a percentage of defended matters) was 72% Achieved [AR p.17]'", "source": "annual-reports/2024-25.pdf [AR p.17]", "implementation_steps": [ "Develop curriculum", "Engage expert trainers", "Schedule workshops" ], "risks_to_manage": [ "Resistance to new training", "Resource allocation" ] }, { "id": "adopt-singapore-case-management", "idea_type": "global-import", "category": "Case Processing", "title": "Singapore Smart Nation Case Management System", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Caseworkers", "description": "Adopt Singapore's Smart Nation Case Management System to streamline case processing.", "evidence_quote": "'Singapore Smart Nation Case Management System' - https://smartnation.gov.sg/", "source": "global-intel/singapore-case-management.txt", "implementation_steps": [ "Conduct feasibility study", "Pilot program", "Full implementation" ], "risks_to_manage": [ "System integration", "User adoption" ] }, { "id": "accelerate-legal-capability", "idea_type": "strategy-execution", "category": "Capability Building", "title": "Fast-track legal capability program", "scale": "Large", "impact": "High", "effort": "High", "proof": "Plausible", "beneficiaries": "Legal staff", "description": "Doubling the frequency of legal capability uplift programs to accelerate skill development.", "evidence_quote": "'Fast track legal capability uplift through a comprehensive professional development program.'", "source": "corporate-plans/2025-29.pdf [CP p.5]", "implementation_steps": [ "Increase program frequency", "Allocate additional resources", "Monitor progress" ], "risks_to_manage": [ "Budget constraints", "Staff availability" ] }, { "id": "build-public-dashboard", "idea_type": "operational-fix", "category": "Data & Performance", "title": "Public dashboard on prosecution outcomes", "scale": "Small", "impact": "Medium", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Public", "description": "Build a public dashboard showing weekly active-compliance-monitoring counts by prosecution decision class.", "evidence_quote": "'Ensure we are always modernising the way we operate to effectively understand and meet future challenges.'", "source": "corporate-plans/2025-29.pdf [CP p.14]", "implementation_steps": [ "Design dashboard", "Integrate data sources", "Launch and maintain" ], "risks_to_manage": [ "Data privacy", "Technical issues" ] }, { "id": "implement-case-tracking-system", "idea_type": "operational-fix", "category": "Case Processing", "title": "Case tracking system for partner agencies", "scale": "Small", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Partner agencies", "description": "Implement a case tracking system to provide partner agencies real-time updates on case status.", "evidence_quote": "'Implement a partner agency engagement strategy to drive the collective benefits of early engagement and reciprocal upskilling.'", "source": "corporate-plans/2025-29.pdf [CP p.6]", "implementation_steps": [ "Select software", "Train staff", "Roll out system" ], "risks_to_manage": [ "System downtime", "Data security" ] }, { "id": "optimize-case-review-process", "idea_type": "operational-fix", "category": "Case Processing", "title": "Optimize case review process", "scale": "Small", "impact": "Medium", "effort": "Low", "proof": "Plausible", "beneficiaries": "Prosecutors", "description": "Streamline the case review process by reducing redundant steps.", "evidence_quote": "'Ensure we are always modernising the way we operate to effectively understand and meet future challenges.'", "source": "corporate-plans/2025-29.pdf [CP p.14]", "implementation_steps": [ "Map current process", "Identify bottlenecks", "Simplify steps" ], "risks_to_manage": [ "Resistance to change", "Quality control" ] }, { "id": "adopt-uk-prosecution-metrics", "idea_type": "global-import", "category": "Regulation & Policy", "title": "UK Prosecution Metrics", "scale": "Medium", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Prosecutors", "description": "Adopt UK's prosecution metrics to benchmark and improve prosecution efficiency.", "evidence_quote": "'UK Climate Change Committee' - https://www.gov.uk/government/organisations/climate-change-committee", "source": "global-intel/uk-prosecution-metrics.txt", "implementation_steps": [ "Conduct comparative analysis", "Develop local metrics", "Implement and monitor" ], "risks_to_manage": [ "Cultural differences", "Data comparability" ] }, { "id": "increase-staff-engagement", "idea_type": "strategy-execution", "category": "Staff Productivity", "title": "Increase staff engagement initiatives", "scale": "Large", "impact": "High", "effort": "High", "proof": "Plausible", "beneficiaries": "Staff", "description": "Launch quarterly staff engagement surveys and action plans based on feedback.", "evidence_quote": "'Recruit, develop and retain capable and skilled staff'", "source": "corporate-plans/2025-29.pdf [CP p.2]", "implementation_steps": [ "Design survey", "Analyze results", "Implement action plans" ], "risks_to_manage": [ "Survey bias", "Resource allocation" ] }, { "id": "adopt-harvard-transparency", "idea_type": "global-import", "category": "Risk & Assurance", "title": "Harvard Transparency Practices", "scale": "Medium", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Public", "description": "Adopt transparency practices from Harvard Kennedy School Ash Center to enhance public trust.", "evidence_quote": "'Harvard Kennedy School Ash Center' - https://ash.harvard.edu/", "source": "global-intel/harvard-transparency.txt", "implementation_steps": [ "Review practices", "Select applicable practices", "Implement and report" ], "risks_to_manage": [ "Public perception", "Resource allocation" ] }, { "id": "implement-online-case-filing", "idea_type": "operational-fix", "category": "Procurement & Delivery", "title": "Online case filing system", "scale": "Small", "impact": "High", "effort": "Medium", "proof": 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