{
  "entity_id": "O-000821",
  "folder": "Royal-Australian-Navy-Central-Canteens-Board-Royal-Australian-Navy-Central-Canteens-Fund",
  "name": "Royal Australian Navy Central Canteens Board (Royal Australian Navy Central Canteens Fund)",
  "type": "Corporate Commonwealth Entity",
  "jurisdiction": "Commonwealth",
  "portfolio": "Defence",
  "website": "https://thenavysanchorage.com.au/",
  "data_status": "rich",
  "completeness": {
    "has_strategy_brief": true,
    "has_strategy_structured": true,
    "has_vision": true,
    "has_kpi_targets": true,
    "has_kpi_results": true,
    "has_strategy_overview": true,
    "has_legislation_text": true,
    "has_legislation_structured": true,
    "has_global_initiatives_text": true,
    "has_ideas": true,
    "has_artifacts": true,
    "n_ideas": 8,
    "n_legislation": 3,
    "n_artifacts": 14,
    "n_kpi_targets": 3,
    "n_kpi_results": 3,
    "n_outcomes": 2,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "published",
    "confidence": "high",
    "summary": "To enhance Navy members' lifestyle and capability by providing a range of affordable food and beverage options, and to generate sustainable revenue that contributes to Navy welfare [CP p.4]",
    "official_site_url": "https://thenavysanchorage.com.au/",
    "source_documents": [
      {
        "type": "annual_report",
        "title": "2023-2024",
        "url": "https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "2022-2023",
        "url": "https://thenavysanchorage.com.au/media/vj1ku4vi/raccb-annual-report-2022-23_website.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "2021-2022",
        "url": "https://thenavysanchorage.com.au/media/z3hkbhbs/tna-annualreport-2021_22-final-printed.pdf",
        "period": "2021-22",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "2020-2021",
        "url": "https://thenavysanchorage.com.au/media/qopgsane/annual_report_interactive.pdf",
        "period": "2020-21",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "2018-2019",
        "url": "https://thenavysanchorage.com.au/media/1aoh2crg/navy-canteens-annual-report-19.pdf",
        "period": "2018-19",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "2025-2026",
        "url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "period": "2025-26",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "2024-2025",
        "url": "https://thenavysanchorage.com.au/media/wyepxt15/corporate-plan-web-version.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "2023-2024",
        "url": "https://thenavysanchorage.com.au/media/3htervp5/final_tna-corporate-plan-2324.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "2022-2023",
        "url": "https://thenavysanchorage.com.au/media/lesbwacg/tna-corporateplan-2022-23-final.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "2021-2022",
        "url": "https://thenavysanchorage.com.au/media/wicjhi1h/2021-22_ranccbcorporateplan_final.pdf",
        "period": "2021-22",
        "confidence": "high"
      }
    ],
    "purpose": {
      "text": "To enhance Navy members' lifestyle and capability by providing a range of affordable food and beverage options, and to generate sustainable revenue that contributes to Navy welfare [CP p.4]",
      "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
      "source_page": 4,
      "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
    },
    "vision": {
      "text": "To support and give back to Navy [CP p.4]",
      "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
      "source_page": 4,
      "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
    },
    "strategic_priorities": [
      {
        "title": "To provide affordable, healthy food and beverage choices",
        "description": "To provide affordable, healthy food and beverage choices",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      },
      {
        "title": "Generate sustainable revenue that contributes to Navy welfare",
        "description": "Generate sustainable revenue that contributes to Navy welfare",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      },
      {
        "title": "Enhance access to leisure, sport and community opportunities",
        "description": "Enhance access to leisure, sport and community opportunities",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      },
      {
        "title": "Promote Navy identity and pride",
        "description": "Promote Navy identity and pride",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      },
      {
        "title": "Manage Navy-Branded merchandise",
        "description": "Manage Navy-Branded merchandise",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      },
      {
        "title": "Strengthen operational efficiency and connectivity",
        "description": "Strengthen operational efficiency and connectivity",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      },
      {
        "title": "Attract, develop, and retain capable people",
        "description": "Attract, develop, and retain capable people",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      },
      {
        "title": "Ensure transparent governance",
        "description": "Ensure transparent governance",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      },
      {
        "title": "Strengthen Defence partnership",
        "description": "Strengthen Defence partnership",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      },
      {
        "title": "Safeguard operational and reputational integrity",
        "description": "Safeguard operational and reputational integrity",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      },
      {
        "title": "Engage with Stakeholders",
        "description": "Engage with Stakeholders",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      },
      {
        "title": "Manage risk",
        "description": "Manage risk",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      }
    ],
    "values": [
      {
        "name": "Service",
        "description": "",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": null
      },
      {
        "name": "Excellence",
        "description": "",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": null
      },
      {
        "name": "Respect",
        "description": "",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": null
      },
      {
        "name": "Courage",
        "description": "",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": null
      },
      {
        "name": "Integrity",
        "description": "",
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": null
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Enhancing Navy members' lifestyle and capability",
        "description": "To provide a range of affordable food and beverage options, and to generate sustainable revenue that contributes to Navy welfare through social enterprise programs.",
        "activities": [
          "Operate Cafés & Retail services",
          "Generate sustainable revenue",
          "Support Navy personnel"
        ],
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      },
      {
        "name": "Outcome 2: Promoting Navy identity and pride",
        "description": "To enhance access to leisure, sport and community opportunities that support wellbeing of Navy personnel.",
        "activities": [
          "Enhance access to leisure, sport and community opportunities",
          "Support wellbeing of Navy personnel"
        ],
        "source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "source_page": 4,
        "source_deep_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4"
      }
    ],
    "performance_measures": [
      {
        "code": "CCE01",
        "measure": "Revenue growth",
        "target": "10%+ year on year growth",
        "latest_result": "17% increase in coffee revenue",
        "status": "Partially achieved",
        "target_source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "target_source_page": 13,
        "result_source_url": "https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf",
        "result_source_page": 12
      },
      {
        "code": "CCE02",
        "measure": "Net Profit",
        "target": "Net Profit 5%",
        "latest_result": "Net surplus of $1.4M",
        "status": "Achieved",
        "target_source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "target_source_page": 13,
        "result_source_url": "https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf",
        "result_source_page": 31
      },
      {
        "code": "CCE03",
        "measure": "Disbursements to Navy shore establishments",
        "target": "Twice per year",
        "latest_result": "Twice per year",
        "status": "Achieved",
        "target_source_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf",
        "target_source_page": 13,
        "result_source_url": "https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf",
        "result_source_page": 13
      }
    ],
    "document_alignment_terms": {
      "must_support": [
        "To enhance Navy members' lifestyle and capability by providing a range of affordable food and beverage options, and to generate sustainable revenue that contributes to Navy welfare",
        "To support and give back to Navy [CP p.4]",
        "To provide affordable, healthy food and beverage choices",
        "Generate sustainable revenue that contributes to Navy welfare",
        "Enhance access to leisure, sport and community opportunities",
        "Promote Navy identity and pride",
        "Manage Navy-Branded merchandise",
        "Strengthen operational efficiency and connectivity",
        "Attract, develop, and retain capable people",
        "Ensure transparent governance"
      ],
      "watch_terms": [
        "Revenue growth",
        "Net Profit",
        "Disbursements to Navy shore establishments"
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": ""
  },
  "strategy_brief_md": "# Royal Australian Navy Central Canteens Board (Royal Australian Navy Central Canteens Fund) — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf)\n**Corporate Plan**: [2025-26](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)\n\n## Vision\n\n> To support and give back to Navy [CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4) [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n\n## Our purpose / purposes\n\n> To enhance Navy members' lifestyle and capability by providing a range of affordable food and beverage options, and to generate sustainable revenue that contributes to Navy welfare [CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4) [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n\n## How we deliver\n\n> To provide affordable, healthy food and beverage choices, and generate sustainable revenue that contributes to Navy welfare through social enterprise programs. Operate Cafés & Retail services while generating sustainable revenue to support Navy personnel. Enhance access to leisure, sport and community opportunities that support wellbeing of Navy personnel. Promote Navy identity and pride while contributing to revenue streams that get reinvested into Navy personnel’s well-being. Manage Navy-Branded merchandise. Strengthen operational efficiency and connectivity across geographically dispersed ICT systems & digital tools. Attract, develop, and retain capable people who uphold Navy and organisational values, enhancing TNA’s service quality. Ensure transparent governance, strengthen Defence partnership, and safeguard operational and reputational integrity. Engage with Stakeholders and manage risk [CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4) [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n\n## Government priorities for this department\n\n- To provide affordable, healthy food and beverage choices [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n- Generate sustainable revenue that contributes to Navy welfare [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n- Enhance access to leisure, sport and community opportunities [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n- Promote Navy identity and pride [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n- Manage Navy-Branded merchandise [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n- Strengthen operational efficiency and connectivity [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n- Attract, develop, and retain capable people [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n- Ensure transparent governance [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n- Strengthen Defence partnership [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n- Safeguard operational and reputational integrity [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n- Engage with Stakeholders [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n- Manage risk [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n\n## Outcomes\n\n### Outcome 1: Enhancing Navy members' lifestyle and capability\nTo provide a range of affordable food and beverage options, and to generate sustainable revenue that contributes to Navy welfare through social enterprise programs. [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n\n**Key activities:**\n- Operate Cafés & Retail services\n- Generate sustainable revenue\n- Support Navy personnel\n\n### Outcome 2: Promoting Navy identity and pride\nTo enhance access to leisure, sport and community opportunities that support wellbeing of Navy personnel. [[CP p.4](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=4)]\n\n**Key activities:**\n- Enhance access to leisure, sport and community opportunities\n- Support wellbeing of Navy personnel\n\n## Values and principles\n\n_Shared values with Defence_\n\n- Service\n- Excellence\n- Respect\n- Courage\n- Integrity\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 | Revenue growth | 10%+ year on year growth | [CP p.13](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=13)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=13) |\n| CCE02 | Net Profit | Net Profit 5% | [CP p.13](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=13)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=13) |\n| CCE03 | Disbursements to Navy shore establishments | Twice per year | [CP p.13](https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=13)(https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf#page=13) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Revenue growth | 17% increase in coffee revenue | Partially achieved | [AR p.12](https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf#page=12)(https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf#page=12) |\n| CCE02 | Net Profit | Net surplus of $1.4M | Achieved | [AR p.31](https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf#page=31)(https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf#page=31) |\n| CCE03 | Disbursements to Navy shore establishments | Twice per year | Achieved | [AR p.13](https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf#page=13)(https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf#page=13) |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Royal Australian Navy Central Canteens Board (Royal Australian Navy Central Canteens Fund) - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:01:02.857450+00:00\n**Entity ID**: O-000821\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Defence\n**Website**: https://thenavysanchorage.com.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 4 |\n| corporate-plans | 4 |\n| global-intelligence | 3 |\n| other-pdfs | 4 |\n| pages | 3 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 2]\nTABLE OF\nCONTENTS\nINTRODUCTION 3\nMESSAGE FROM THE CHAIR OF THE BOARD 4\nNAVY (CANTEEN) REGULATION 2016 6\nPURPOSE 6\nVISION 6\nMISSION 6\nVALUES 7\nDEFENCE VALUES 7\nENVIRONMENT 9\nSTAKEHOLDERS 9\nOPERATIONS 10\nFACTORS IN FULL CONTROL OF THE ENTITY 11\nFACTORS IN PARTIAL CONTROL OF THE ENTITY 11\nFACTORS BEYOND THE CONTROL OF THE ENTITY 11\nPERFORMANCE 13\nCAPABILITY 14\nKEY PERFORMANCE INDICATORS 15\nSTRATEGIC OBJECTIVES 17\nRISK OVERSIGHT & MANAGEMENT 22\nRISK, COMPLIANCE & AUDIT COMMITTEE 27\nGRANTS COMMITTEE 27\nREMUNERATION COMMITTEE 27\nDIRECTORS PREREQUISITES 27\nAUDIT REGIME 28\nWORK HEALTH & SAFETY 28\nThe Navy's Anchorage acknowledges the Aboriginal and Torres Strait Islander peoples of this nation.\n  Source: `corporate-plans/2022-23.pdf (https://thenavysanchorage.com.au/media/lesbwacg/tna-corporateplan-2022-23-final.pdf)`\n- 4\nOur Vision ����������������������������������������������������������������������������������������������������������������������������4\nOur Mission ��������������������������������������������������������������������������������������������������������������������������4\nOur Operating Mandate���������������������������������������������������������������������������������������������������4\nOur Key Activities ���������������������������������������������������������������������������������������������������������������5\nHow it supports our purpose ���������������������������������������������������������������������������������������������5\nEnvironmental Context ......................................................\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- [Page 15]\nQualitative measures\nStrategic Objective Performance measure\nDevelopment of a focused plan for\nFamily & Lifestyle Solutions The Navy’s Anchorage’s contributions to Navy family\nand lifestyle solutions\nDevelopment of a data driven\nprocess to consider additional services annually\n24/7 The Navy’s Anchorage services established on\nCafés & Services\nall Navy facilities\nThe Navy’s Anchorage cafés and outlets are all correctly\nbranded\nFeasibility of The Navy’s Anchorage Café Hub\nconcept established and viable additional services\nintroduced\nPeople & Culture Enterprise Agreement developed\nFit for purpose employee engagement\nsurvey implemented and feedback responded to\nPeople KPIs established and\nmonitored\nGovernance & Processes Audit outcomes addressed\nNo new audit breaches or\nunfavourable findings\nFinancial viability reviewed and a\n  Source: `corporate-plans/2023-24.pdf (https://thenavysanchorage.com.au/media/3htervp5/final_tna-corporate-plan-2324.pdf)`\n- [Page 8]\nPERFORMANCE\nFramework\nStakeholders We measure our success through a\nbalanced combination of financial\nOur ability to deliver on our purpose is strengthened by transparent, collaborative performance, service uptake, and\nrelationships with key partners across government, Defence and industry� progress against key strategic projects�\nIn reviewing the Strategic Plan FY26-\nOur Primary stakeholders include: FY28, RANCCB has identified a clear set\nof strategic objectives that shape our\n• Chief of Navy\npriorities and inform our performance\n• Shore Establishment Commanding Officers expectations� To assess progress toward\nthese objectives, The Navy’s Anchorage\n• Security and Estate Group\napplies a structured suite of quantitative\n• BAE Systems and qualitative performance measures�\nThese measures are monitored quarterly,\n• Australian National Audit Office (ANAO)\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n\n### Role and Functions\n\n- [Page 5]\nENVIRONMENTAL GOVERNANCE\nContext Context\nThe Navy’s Anchorage operates in a complex and evolving environment shaped Under the governing regulations, ultimate responsibility for the RANCCB rests with\nby Defence priorities, community expectations, and commercial constraints� We the Chief of the Defence Force (CDF)� This authority is delegated to the Chief of\nare entrusted with a unique role: to function commercially within a national security Navy (CN) — currently Vice Admiral Mark Hammond, AC, RAN — who serves as the\ncontext while delivering tangible welfare outcomes for serving Navy members� Statute Principal for the RANCCB�\nWe remain agile and responsive - continuously adapting our services, partnerships The Statute Principal then delegates operational oversight to the Chair of the Board,\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- The Committee will also review the\nAudit Committee was held by\nmanner in which these matters have been disclosed in the\nIndependent Chairperson Ms\nfinancial statement\nGillian Savage.\nɲ consider any other matter which affects its\nAt 30 June 2024, the\nrecommendation to the Board concerning the adoption of\ncommittee consisted of the\nthe financial statements\nfollowing members:\nɲ monitor the standard of corporate conduct in transactions ɲ Ms Gillian Savage, Chair\nwith related parties\nɲ Ms Leonie Neiberding\nɲ monitor the adequacy of financial information provided to\nthe Board\nɲ Captain Rebecca Levitt,\nRAN\nɲ ensure a summary of the Committee’s responsibilities\nand the action it has taken to fulfil those responsibilities is\nThe independent Chair of the\nincluded in the RANCCB’s Annual Report\nRisk, Compliance and Audit\nCommittee received fees of\n  Source: `annual-reports/2023-24.pdf (https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf)`\n- [Page 2]\nTable of Contents\nCorporate Directory 1 Annual Performance Statement 18\nIntroductory Statement 18\nChairman’s Message 2\nEntity Purposes 18\nMeasurement and Assessment 19\nReport of Operations 4\nAnalysis of Performance 20\nEnabling Legislation and Responsible\nCorporate Governance 21\nMinister 4\nPrincipal Activities 7 Goals and Strategic Intent 21\nSignificant Events 10 Functions and Powers 21\nSignificant Changes 10 Charter 22\nEffects of Ministerial Directions 10 Risk, Compliance and Audit Committee 22\nStatement on Governance 10 Remuneration Committee 23\nRisk, Compliance and Audit Committee 11 Grants Committee 23\nGrants Committee 11 Chief of Navy Directive 23\nRemuneration Committee 11\nFinancial Statements 24\nConflicts of Interest 12\nEthical Standards 12\nIndependent Auditor’s Report 24\nDirectors Benefits 12\nStatement by the Accountable\n  Source: `annual-reports/2018-19.pdf (https://thenavysanchorage.com.au/media/1aoh2crg/navy-canteens-annual-report-19.pdf)`\n- The Directive sets out\n30 June 2019 was chaired by Commodore the Chairperson’s general and specific\nMichael Miko, AM, RAN. responsibilities to the Chief of Navy in the\nrole of Chairperson of the RANCCB, trading\nThe key functions of the committee are to:\nas Navy Canteens.\n  Source: `annual-reports/2018-19.pdf (https://thenavysanchorage.com.au/media/1aoh2crg/navy-canteens-annual-report-19.pdf)`\n- The Audit and Risk Committee Charter (the Charter)\nsets out the Committee’s role, authority, membership and tenure, functions, engagement, reporting and\nadministrative arrangements by following this link navycanteens.com.au/about\nDuring the financial year 20/21 Captain Cassandra Ryan, RAN was the independent chair of the Risk, Compliance\n& Audit Committee until March 2021.\n  Source: `annual-reports/2020-21.pdf (https://thenavysanchorage.com.au/media/qopgsane/annual_report_interactive.pdf)`\n- The following table outlines the number of meetings attended by each Director during the reporting period:\nCommittees\nExperience Board meetings Remuneration Risk, Grants Notes\nCompliance\n& Audit\nDirector Eligible/Attended Eligible/Attended Eligible/Attended Eligible/Attended\nCommodore 2 6 6 5 5\nSimon\nOttaviano,\nRAN\nCaptain 2 4 4 4 4 Part year\nCassandra\nRyan, RAN\nCommander\n2 6 5 5 5\nCathy\nRice, RAN\nCommander\n2 6 6 6 6\nCadeyrn\nOkely, RAN\nCommander 2 6 5 2 2\nNicole\nMann RAN\nLieutenant 2 6 6 6 6\nCommander\nMelissa\nClarke, RAN\nWarrant\n1 4 4 1 1 Part year\nOfficer\nAndrew\nBertoncin\nWarrant 2 4 4 1 1 Part year\nOfficer\nWilliam\nNicol\nNotes:\n- All Directors are Non-Executive Directors.\n- Directors share equal responsibilities.\n- Experience denotes the number of Board memberships held.\n  Source: `annual-reports/2020-21.pdf (https://thenavysanchorage.com.au/media/qopgsane/annual_report_interactive.pdf)`\n\n### Strategic Priorities\n\n- [Page 8]\nPERFORMANCE\nFramework\nStakeholders We measure our success through a\nbalanced combination of financial\nOur ability to deliver on our purpose is strengthened by transparent, collaborative performance, service uptake, and\nrelationships with key partners across government, Defence and industry� progress against key strategic projects�\nIn reviewing the Strategic Plan FY26-\nOur Primary stakeholders include: FY28, RANCCB has identified a clear set\nof strategic objectives that shape our\n• Chief of Navy\npriorities and inform our performance\n• Shore Establishment Commanding Officers expectations� To assess progress toward\nthese objectives, The Navy’s Anchorage\n• Security and Estate Group\napplies a structured suite of quantitative\n• BAE Systems and qualitative performance measures�\nThese measures are monitored quarterly,\n• Australian National Audit Office (ANAO)\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- [Page 13]\nBusiness Performance Target 2020/ Actual 2020/\nActivity Measurement 2021 2021\nComparison of actual\nCanteen Operations Within +8%\nnet profit with budgeted\non Naval 10%\nnet profit\nEstablishments\nTotal Revenue Growth\n+1.5% --33%%\n(over the previous year)\nLabour %\n(Total Labour Cost as 30% 29%\n% of Gross Revenue)\nCOGS (Cost of Goods) %\n(Total COGS as % of 38% 37%\nGross Revenue)\nNavy Canteens Total Revenue Growth\n+2.5% --9944%%\nMerchandise (over the previous year)\nTotal revenue growth Achieve\nHoliday Centres (in comparison Budget +28%\nto budget)\nTotal Revenue Growth\nWin With Navy Raffle +5% --99%%\n(over the previous year)\nTotal membership\nNavy Ticketing growth +5% --2255%%\n(over the previous year)\nTable 3: Performance against Key Performance indicators for 2020/21\nSTRATEGIC OBJECTIVES\n  Source: `corporate-plans/2021-22.pdf (https://thenavysanchorage.com.au/media/wicjhi1h/2021-22_ranccbcorporateplan_final.pdf)`\n- [Page 2]\nTABLE OF\nCONTENTS\nINTRODUCTION 3\nMESSAGE FROM THE CHAIR OF THE BOARD 4\nNAVY (CANTEEN) REGULATION 2016 6\nPURPOSE 6\nVISION 6\nMISSION 6\nVALUES 7\nDEFENCE VALUES 7\nENVIRONMENT 9\nSTAKEHOLDERS 9\nOPERATIONS 10\nFACTORS IN FULL CONTROL OF THE ENTITY 11\nFACTORS IN PARTIAL CONTROL OF THE ENTITY 11\nFACTORS BEYOND THE CONTROL OF THE ENTITY 11\nPERFORMANCE 13\nCAPABILITY 14\nKEY PERFORMANCE INDICATORS 15\nSTRATEGIC OBJECTIVES 17\nRISK OVERSIGHT & MANAGEMENT 22\nRISK, COMPLIANCE & AUDIT COMMITTEE 27\nGRANTS COMMITTEE 27\nREMUNERATION COMMITTEE 27\nDIRECTORS PREREQUISITES 27\nAUDIT REGIME 28\nWORK HEALTH & SAFETY 28\nThe Navy's Anchorage acknowledges the Aboriginal and Torres Strait Islander peoples of this nation.\n  Source: `corporate-plans/2022-23.pdf (https://thenavysanchorage.com.au/media/lesbwacg/tna-corporateplan-2022-23-final.pdf)`\n- [Page 2]\nTable of contents Page\nIntroduction 3\nPurpose 4\nKey activities 5\nOperating context 7\nEnvironment 7\nCapabilities 9\nRisk oversight, key risks and management 11\nCooperation 12\nSubsidiaries 12\nPerformance 13\nThe Navy’s Anchorage acknowledges\nthe Traditional Owners of Country\nthroughout Australia.\n  Source: `corporate-plans/2023-24.pdf (https://thenavysanchorage.com.au/media/3htervp5/final_tna-corporate-plan-2324.pdf)`\n- 4\nOur Vision ����������������������������������������������������������������������������������������������������������������������������4\nOur Mission ��������������������������������������������������������������������������������������������������������������������������4\nOur Operating Mandate���������������������������������������������������������������������������������������������������4\nOur Key Activities ���������������������������������������������������������������������������������������������������������������5\nHow it supports our purpose ���������������������������������������������������������������������������������������������5\nEnvironmental Context ......................................................\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- [Page 14]\nTable 4: Strategic Objectives for 2021/22\nNo Strategic Identifier Objective Link to Risk\nElement Register\n1 Organisational OB1 Implement a new trading name.\n  Source: `corporate-plans/2021-22.pdf (https://thenavysanchorage.com.au/media/wicjhi1h/2021-22_ranccbcorporateplan_final.pdf)`\n- [pages 6,7,8]\nty and culture enable the achievement\nof our purpose and strategic objectives� • Monitoring workforce performance through targeted KPIs including retention,\nWhile our National Support Office is located turnover, and alignment to strategic objectives\nin Campbell Park (ACT), we have adapted\nto our geographically dispersed footprint by The strength of The Navy’s Anchorage lies in the pride, professionalism and purpose\npositioning Executive Management across key of our people� Their contribution is what transforms our operational model into a\nregional hubs� This model ensures agile decision- lasting benefit for the Navy community.\nmaking, responsive support to venues, and\nstronger regional presence�\n8 The Navy’s Anchorage Corporate Plan FY26-FY29 The Navy’s Anchorage Corporate Plan FY26-FY29 9\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- These operations employ\nup to 26 permanent/part time, and up to 41 casual staff .\n• Three holiday centres and one apartment in coastal locations in NSW, QLD and WA, employing 10\npermanent staff and up to 26 casual staff .\n• The Fleet Air Arm Museum Shop at Nowra which employs 2 casual staff .\n• The National Support Offi ce (NSO) which currently employs 15 permanent staff at Campbell Park\nOffi ces in Canberra.\n  Source: `corporate-plans/2021-22.pdf (https://thenavysanchorage.com.au/media/wicjhi1h/2021-22_ranccbcorporateplan_final.pdf)`\n- By comparing Figure 2, (risk status for July\n2020) with Figure 3 (risk status for June 2021), an\nassessment of the management of risks facing the\nEnterprise can be obtained for FY 20/21.\n  Source: `corporate-plans/2021-22.pdf (https://thenavysanchorage.com.au/media/wicjhi1h/2021-22_ranccbcorporateplan_final.pdf)`\n- [Page 20]\nFigure 2: Heat Map of risk status at 1 July 2020\n- Strategic & Operational risks\nL C Minor Moderate Major Critical Catastrophic\nAlmost\nCertain\nS7, 02, S1, S5,\nProbable\n06, 07, 09, S6, S8, S9,\n06, W1, W4\n013, 014,\nOccasional 015, 016,\n017, W2\n08, 010,\nImprobable\n011, 012,\nW3, W5\nRRRaaarrreee\n  Source: `corporate-plans/2021-22.pdf (https://thenavysanchorage.com.au/media/wicjhi1h/2021-22_ranccbcorporateplan_final.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 8]\nPERFORMANCE\nFramework\nStakeholders We measure our success through a\nbalanced combination of financial\nOur ability to deliver on our purpose is strengthened by transparent, collaborative performance, service uptake, and\nrelationships with key partners across government, Defence and industry� progress against key strategic projects�\nIn reviewing the Strategic Plan FY26-\nOur Primary stakeholders include: FY28, RANCCB has identified a clear set\nof strategic objectives that shape our\n• Chief of Navy\npriorities and inform our performance\n• Shore Establishment Commanding Officers expectations� To assess progress toward\nthese objectives, The Navy’s Anchorage\n• Security and Estate Group\napplies a structured suite of quantitative\n• BAE Systems and qualitative performance measures�\nThese measures are monitored quarterly,\n• Australian National Audit Office (ANAO)\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- [pages 8,9,10]\nneeds�\nQuantitative Measures\nStakeholder engagement is guided by the principles of transparency, accountability,\nand mutual respect� We maintain open lines of communication, consult proactively\non matters of shared interest, and ensure that stakeholder expectations are reflected STRATEGIC PERFORMANCE TARGET TARGET TARGET TARGET\nin our planning, risk management, and performance reporting� OBJECTIVE MEASURE 25/26 26/27 27/28 28/29\nGiving Back Disbursements Twice per Twice per Twice per Twice per\nto Navy shore year year year year\nestablishments\nGrowth Revenue year 10%+ 10%+ 10%+ 10%+\non year growth\nrate\nActual v Within 10% Within 10% Within 10% Within 10%\nBudget Net\nProfit\nNet Profit 5% 5% 5% 5%\n12 The Navy’s Anchorage Corporate Plan FY26-FY29 The Navy’s Anchorage Corporate Plan FY26-FY29 13\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- [Page 29]\nANALYSIS OF PERFORMANCE\nThough the Enterprise has achieved its fifth successive surplus in financial year\n2021/22 as a result of the sale and lease of the holiday parks, the Enterprise’s\nresult from normal operations is a loss of $1.6 million.\n  Source: `annual-reports/2021-22.pdf (https://thenavysanchorage.com.au/media/z3hkbhbs/tna-annualreport-2021_22-final-printed.pdf)`\n- However, changes to administrative processes\nAs a result, the canteen operations achieved an saw net profi ts increase by 13% in comparison to profi t\n8% increase in net profi t above budget for FY results for FY 19/20.\n  Source: `corporate-plans/2021-22.pdf (https://thenavysanchorage.com.au/media/wicjhi1h/2021-22_ranccbcorporateplan_final.pdf)`\n- [Page 13]\nBusiness Performance Target 2020/ Actual 2020/\nActivity Measurement 2021 2021\nComparison of actual\nCanteen Operations Within +8%\nnet profit with budgeted\non Naval 10%\nnet profit\nEstablishments\nTotal Revenue Growth\n+1.5% --33%%\n(over the previous year)\nLabour %\n(Total Labour Cost as 30% 29%\n% of Gross Revenue)\nCOGS (Cost of Goods) %\n(Total COGS as % of 38% 37%\nGross Revenue)\nNavy Canteens Total Revenue Growth\n+2.5% --9944%%\nMerchandise (over the previous year)\nTotal revenue growth Achieve\nHoliday Centres (in comparison Budget +28%\nto budget)\nTotal Revenue Growth\nWin With Navy Raffle +5% --99%%\n(over the previous year)\nTotal membership\nNavy Ticketing growth +5% --2255%%\n(over the previous year)\nTable 3: Performance against Key Performance indicators for 2020/21\nSTRATEGIC OBJECTIVES\n  Source: `corporate-plans/2021-22.pdf (https://thenavysanchorage.com.au/media/wicjhi1h/2021-22_ranccbcorporateplan_final.pdf)`\n- [Page 16]\nThough the Enterprise is expected to achieve its stock supply, despite the effects that COVID-19 has\nfifth successive surplus in FY 21/22 as a result of had on the global manufacturing sector, and the\nthe sale of a holiday park, the Enterprise’s result success of the new merchandise model which was\nfrom normal operations is a loss of approximately implemented last year.\n$1.2 million.\n  Source: `corporate-plans/2022-23.pdf (https://thenavysanchorage.com.au/media/lesbwacg/tna-corporateplan-2022-23-final.pdf)`\n- Cost of\non shows and events during FY 21/22, Navy\ngoods as a percentage of total revenue was 36%\nTicketing experienced an 85% reduction in\nfor FY 21/22 against a target of 38%.\nmembership revenue compared with FY 20/21.\n  Source: `corporate-plans/2022-23.pdf (https://thenavysanchorage.com.au/media/lesbwacg/tna-corporateplan-2022-23-final.pdf)`\n- Business Performance\nTarget 2021/22 Actual 2021/22\nActivity Measurement\nComparison of actual\nCanteen Operations Within\nnet profit with budgeted -30%\non Naval 10%\nnet profit\nEstablishments\nTotal Revenue Growth\n+1.5% +15%\n(over the previous year)\nLabour %\n(Total Labour Cost as 30% 34%\n% of Gross Revenue)\nCOGS (Cost of Goods) %\n(Total COGS as % of 38% 36%\nGross Revenue)\nThe Navy's Anchorage Total Revenue Growth\n+2.5% +14%\nMerchandise (over the previous year)\nTotal revenue growth Achieve\nHoliday Centres (in comparison Budget +28%\nto budget)\nTotal Revenue Growth\nWin With Navy Raffle +5% +5%\n(over the previous year)\nTotal membership\nNavy Ticketing growth +5% -85%\n(over the previous year)\nTable 3: Performance against Key Performance Indicators for 2021/22\n16\n  Source: `corporate-plans/2022-23.pdf (https://thenavysanchorage.com.au/media/lesbwacg/tna-corporateplan-2022-23-final.pdf)`\n- Quantitative Measures\nBusiness Performance\nTarget 23/24 Target 24/25 Target 25/26 Target 26/27\nActivity Measurement\nOverall Actual vs\nWithin 10% Within 10% Within 10% Within 10%\noperations Budget Net Profit\nTotal Revenue\nOverall growth on +$1M +$1M +$1M +$1M\noperations previous\nyear\nOperating cost\nOverall\nas a % of total 90% 90% 90% 90%\noperations\nRevenue\nOverall\nNet profit Min $500K Min $600K Min $720K Min $864\noperations\nTotal Labour\nCost as % of 33% 33% 33% 33%\nCafé operations\nGross\nRevenue\nTotal Cost of\nGoods Sold as %\nCafé operations 41% 41% 41% 41%\nof\nGross Revenue\nTotal Revenue\nThe Navy’s\ngrowth on\nAnchorage +2.5% +2.5% +2.5% +2.5%\nprevious\nMerchandise\nyear\nTotal\nDefence Membership +5% +5% +5% +5%\nTicketing growth on\nprevious year\nNavy Family\nand Lifestyle\n% of profit 30% 30% 30% 30%\nSolutions\nProgram\n  Source: `corporate-plans/2023-24.pdf (https://thenavysanchorage.com.au/media/3htervp5/final_tna-corporate-plan-2324.pdf)`\n- [Page 15]\nQualitative measures\nStrategic Objective Performance measure\nDevelopment of a focused plan for\nFamily & Lifestyle Solutions The Navy’s Anchorage’s contributions to Navy family\nand lifestyle solutions\nDevelopment of a data driven\nprocess to consider additional services annually\n24/7 The Navy’s Anchorage services established on\nCafés & Services\nall Navy facilities\nThe Navy’s Anchorage cafés and outlets are all correctly\nbranded\nFeasibility of The Navy’s Anchorage Café Hub\nconcept established and viable additional services\nintroduced\nPeople & Culture Enterprise Agreement developed\nFit for purpose employee engagement\nsurvey implemented and feedback responded to\nPeople KPIs established and\nmonitored\nGovernance & Processes Audit outcomes addressed\nNo new audit breaches or\nunfavourable findings\nFinancial viability reviewed and a\n  Source: `corporate-plans/2023-24.pdf (https://thenavysanchorage.com.au/media/3htervp5/final_tna-corporate-plan-2324.pdf)`\n- This approach has been\nIn 2019 financial year revenue of $816K was successful with Navy Canteens Ticketing\nachieved for the operation (FY18:$880K). generating a significantly reduced net deficit\nin 2019 of $59K (FY18: net deficit of $148K),\nholiday centres noting this service is provided as a service to\nmembers at cost to Navy Canteens.\n  Source: `annual-reports/2018-19.pdf (https://thenavysanchorage.com.au/media/1aoh2crg/navy-canteens-annual-report-19.pdf)`\n- Target Actual\nBusiness Activity Performance Measurement 18/19 18/19\nCanteen operations on Comparison of actual net profit to budgeted Within 10% 125%\nNaval establishments net profit\nTotal Revenue Growth Achieve Budget (10%)\nLabour % 30% 41%\n(Total Labour Cost as % of Gross Revenue)\nCOGS (Cost of Goods) % 45% 43%\n(Total COGS as % of Gross Revenue)\nNavy Canteens Total revenue growth (over previous year) (5%) (70%)\nMerchandise\nHoliday Centres Total revenue growth (over previous year) (1%) 5%\nNet Revenue Growth (25%) 27%\nAnnual Occupancy rate Baseline 37%\n40%\nWin with Navy Raffle Number of Navy participants in total draw 3,800 3600\nNavy Ticketing Number of Navy participants using the service 62% 70%\nAnnual Report 2018–2019 Royal Australian Navy Central Canteens Board\nAnnUAL\nPeRfoRMAnCe\nStAteMent\n  Source: `annual-reports/2018-19.pdf (https://thenavysanchorage.com.au/media/1aoh2crg/navy-canteens-annual-report-19.pdf)`\n- [Page 24]\n22 Analysis of Performance Win with Navy Raffle – Participation in the\noperation has reduced during FY 19 and plans\nfor growth will be implemented during FY 20\nFactors that have contributed to the entity’s\nin accordance with the Strategic Plan.\nperformance in achieving its purposes that\nhave had a significant impact in the reporting Navy Canteens Ticketing – Increases in\nperiod include: promotional activity has seen an increase in\nNavy Participation to 70% against a target of Canteen operations on Navy establishments\n62% for 2019 financial year.\n– Canteen performance is now showing the\nfinancial and service benefits of changes Total Navy Disbursements – For accounting\nexecuted under the Strategic Plan.\n  Source: `annual-reports/2018-19.pdf (https://thenavysanchorage.com.au/media/1aoh2crg/navy-canteens-annual-report-19.pdf)`\n- Business Activity Performance Measurement Target 20/21 Actual 20/21\nCanteen operations on Comparison of actual net profit Within 10% 1%\nNaval Establishments with budgeted net profit\nTotal revenue growth Achieve Budget 1%\nLabour % 30% 30%\n(Total labour cost as % of\ngross revenue)\nCOGS (Cost of Goods) %\n(Total COGS as % of gross revenue) 38% 40%\nNavy Canteens Total revenue growth (over previous year) 2.5% (94%)\nMerchandise\nHoliday Centres Total revenue growth (over previous year) Achieve Budget 28%\nNet revenue growth Achieve Budget 55%\nWin With Navy Raffle Total revenue growth (over the previous year) 5% (9%)\nNavy Ticketing Total membership revenue growth\n(over the previous year) 5% (25%)\n16\nAnnual Performance Statement\n  Source: `annual-reports/2020-21.pdf (https://thenavysanchorage.com.au/media/qopgsane/annual_report_interactive.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $1M, $500, $600 | Quantitative Measures\nBusiness Performance\nTarget 23/24 Target 24/25 Target 25/26 Target 26/27\nActivity Measurement\nOverall Actual vs\nWithin 10% Within 10% Within 10% Within 10%\noperations Budget Net Profit\nTotal Revenue\nOverall growth on +$1M +$1M +$1M +$1M\noperations previous\nyear\nOperating cost\nOverall\nas a % of total 90% 90% 90% 90%\noperations\nRevenue\nOverall\nNet profit Min $500K Min $600K Min $720K Min $864\noperations\nTotal Labour\nCost as % | `corporate-plans/2023-24.pdf (https://thenavysanchorage.com.au/media/3htervp5/final_tna-corporate-plan-2324.pdf)` |\n| $608, $555, $504, $302, $3, $16 | Navy\nbusiness performances were a net surplus\nCanteens expects the operation to return to\nof $608K for BIG4 Bungalow Park (FY18:\nsurplus in future years.\n$555K); a net surplus of $504K for Amblin\nHoliday Park (FY18: $302K); a net profit of The Fleet Air Arm Museum Shop in Nowra,\n$3K for Forster Holiday Village (FY18: $16K) which sells merchandise, performed\nand a net loss of $9K for the Pandanus below budget for both revenue and net\nPocket apartm | `annual-reports/2018-19.pdf (https://thenavysanchorage.com.au/media/1aoh2crg/navy-canteens-annual-report-19.pdf)` |\n| $1M, $80,930\n, $500, $700, $58 | Performance Measurement Targets & Achievments\nBUSINESS TARGET ACTUAL\nPERFORMANCE MEASUREMENT\nACTIVITIY 2023/24 2023/24\nEnterprise Level Actual vs Budget Net Profit Within 10% Loss > 10%\nTotal Revenue growth on previous year +$1M $80,930\nOperating cost as a % of total revenue 90% 105%\nNet Profit Min $500K Loss over $700K\nCafé Operations Total Labour Cost as % of Gross Revenue 33% 44%\nTotal Cost of Goods Sold as % of Gross 41% 44%\nRevenue\nThe Navy’ | `annual-reports/2023-24.pdf (https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf)` |\n| $21M, $230, $15 | In addition\nyear (FY19/20), after adjustments for business\nto a surplus for the FY19/20, the Enterprise\ndisruption insurance claims are settled.\nrecorded total assets of $21M and distributed\nThough the outcome for FY19/20 is expected\na total of $230K to the Navy family through\nto be below budget by $15K, the outcome\nthe RAN Relief Trust Fund, Navy Sports Council,\nis pleasing considering the impacts of the\nshore establishment disbursements and\nbus | `other-pdfs/annual20report20online20.pdf (https://thenavysanchorage.com.au/media/hbllghbr/annual20report20online20.pdf)` |\n| $69, $122 | Revenue for FY19/20 of $69K\nperiod as a result of COVID-19.\nwas below budget (FY18/19 $122K). | `other-pdfs/annual20report20online20.pdf (https://thenavysanchorage.com.au/media/hbllghbr/annual20report20online20.pdf)` |\n| $1.6 million, 1.6 million | The result from (because we are a Commonwealth entity), we\nnormal operations in financial year 2021/22 is a maintained staff numbers wherever possible, both\nloss of approximately $1.6 million but the sale of supporting our staff and allowing us to accelerate\na holiday park generated a surplus. | `annual-reports/2021-22.pdf (https://thenavysanchorage.com.au/media/z3hkbhbs/tna-annualreport-2021_22-final-printed.pdf)` |\n| $172,000 , $80,000 | 3B: Direct expenses 3,157 3,960\nAdDmeinpisrteractiiavet ieoxnpe rnasetse s applying to each class of depreciable asset are based on the2, 0fo61l lowing useful li6v1e4 s:\nOperating expenses 865 1,402\nOther expenses 290 133\nTotal supplDieress cription 2022 2062,3173 6,109\nOther suppBlieurisl dings 5-50 years 5-50 years\nWorkers compensation premiums 103 96\nPlant and equipment 2-10 years 2-10 years\nTotal other suppliers 103 96\nComputer equipment 2-10 | `annual-reports/2021-22.pdf (https://thenavysanchorage.com.au/media/z3hkbhbs/tna-annualreport-2021_22-final-printed.pdf)` |\n| $4.32 million, $4.00 million, 4.32 million, 4.00 million | During 2024, $4.32 million of inventory was recognised as an expense (2023: $4.00 million).\naDsesperte acfitaetrio rnevaluation equals its revalued amount. | `annual-reports/2023-24.pdf (https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf)` |\n| $1.6 million, 1.6 million | [Page 29]\nANALYSIS OF PERFORMANCE\nThough the Enterprise has achieved its fifth successive surplus in financial year\n2021/22 as a result of the sale and lease of the holiday parks, the Enterprise’s\nresult from normal operations is a loss of $1.6 million. | `annual-reports/2021-22.pdf (https://thenavysanchorage.com.au/media/z3hkbhbs/tna-annualreport-2021_22-final-printed.pdf)` |\n| $1.2 million, 1.2 million | [Page 16]\nThough the Enterprise is expected to achieve its stock supply, despite the effects that COVID-19 has\nfifth successive surplus in FY 21/22 as a result of had on the global manufacturing sector, and the\nthe sale of a holiday park, the Enterprise’s result success of the new merchandise model which was\nfrom normal operations is a loss of approximately implemented last year.\n$1.2 million. | `corporate-plans/2022-23.pdf (https://thenavysanchorage.com.au/media/lesbwacg/tna-corporateplan-2022-23-final.pdf)` |\n| $1M, $500, $600 | Quantitative Measures\nBusiness Performance\nTarget 23/24 Target 24/25 Target 25/26 Target 26/27\nActivity Measurement\nOverall Actual vs\nWithin 10% Within 10% Within 10% Within 10%\noperations Budget Net Profit\nTotal Revenue\nOverall growth on +$1M +$1M +$1M +$1M\noperations previous\nyear\nOperating cost\nOverall\nas a % of total 90% 90% 90% 90%\noperations\nRevenue\nOverall\nNet profit Min $500K Min $600K Min $720K Min $864\noperations\nTotal Labour\nCost as % | `corporate-plans/2023-24.pdf (https://thenavysanchorage.com.au/media/3htervp5/final_tna-corporate-plan-2324.pdf)` |\n| $816, $880, $59, $148 | This approach has been\nIn 2019 financial year revenue of $816K was successful with Navy Canteens Ticketing\nachieved for the operation (FY18:$880K). generating a significantly reduced net deficit\nin 2019 of $59K (FY18: net deficit of $148K),\nholiday centres noting this service is provided as a service to\nmembers at cost to Navy Canteens. | `annual-reports/2018-19.pdf (https://thenavysanchorage.com.au/media/1aoh2crg/navy-canteens-annual-report-19.pdf)` |\n| $969, $1.2M | In financial year 2021/22, the venues achieved a surplus of $969K (compared with a\nsurplus of $1.2M in financial year 2020/21). | `annual-reports/2021-22.pdf (https://thenavysanchorage.com.au/media/z3hkbhbs/tna-annualreport-2021_22-final-printed.pdf)` |\n\n## Key Achievements\n\n- [Page 23]\nTable 5: Identifi ed Strategic and Operational Risks\n– Current Status as at 30 June 2021\nCATEGORY ISSUE\nS3 Strategic Risk Failure to maintain a safe environment\n(in terms of infrastructure) for customers at all sites\nS4 Failure to maintain infrastructure creating a risk to\nStrategic Risk\nsafety of staff and customers at all sites\nS8 Strategic Risk Damage to Navy Canteens’ reputational Brand\nS9 Strategic Risk Insufficient Canteen Profitability\nS10\nStrategic Risk Failure to maintain privacy of customer information\n03 Operational Risk Damage to Navy Canteens’ reputational Brand\n07 Operational Risk Insufficient Canteen Profitability\n08\nOperational Risk Failure to maintain privacy of customer information\n09 Operational Risk Win With Navy – no achievement of growth\nCOVID-19 Pandemic - Associated risks include:\n018 Operational Risk\nS9, O3, O7, O9, W1, W2, W3\n019\n  Source: `corporate-plans/2021-22.pdf (https://thenavysanchorage.com.au/media/wicjhi1h/2021-22_ranccbcorporateplan_final.pdf)`\n- [Page 16]\nThough the Enterprise is expected to achieve its stock supply, despite the effects that COVID-19 has\nfifth successive surplus in FY 21/22 as a result of had on the global manufacturing sector, and the\nthe sale of a holiday park, the Enterprise’s result success of the new merchandise model which was\nfrom normal operations is a loss of approximately implemented last year.\n$1.2 million.\n  Source: `corporate-plans/2022-23.pdf (https://thenavysanchorage.com.au/media/lesbwacg/tna-corporateplan-2022-23-final.pdf)`\n- [Page 18]\nTable 4: Progress on Strategic Objectives\nCompleted\nProgressing – on track\nDelays have slowed\nprogress – behind schedule\nHalted – pending review\nNo Strategic Identifier Objective Link to Risk\nElement Register\n1 Organisational OB1 Implement a new trading name.\n  Source: `corporate-plans/2022-23.pdf (https://thenavysanchorage.com.au/media/lesbwacg/tna-corporateplan-2022-23-final.pdf)`\n- [Page 8]\nPERFORMANCE\nFramework\nStakeholders We measure our success through a\nbalanced combination of financial\nOur ability to deliver on our purpose is strengthened by transparent, collaborative performance, service uptake, and\nrelationships with key partners across government, Defence and industry� progress against key strategic projects�\nIn reviewing the Strategic Plan FY26-\nOur Primary stakeholders include: FY28, RANCCB has identified a clear set\nof strategic objectives that shape our\n• Chief of Navy\npriorities and inform our performance\n• Shore Establishment Commanding Officers expectations� To assess progress toward\nthese objectives, The Navy’s Anchorage\n• Security and Estate Group\napplies a structured suite of quantitative\n• BAE Systems and qualitative performance measures�\nThese measures are monitored quarterly,\n• Australian National Audit Office (ANAO)\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- [Page 24]\n22 Analysis of Performance Win with Navy Raffle – Participation in the\noperation has reduced during FY 19 and plans\nfor growth will be implemented during FY 20\nFactors that have contributed to the entity’s\nin accordance with the Strategic Plan.\nperformance in achieving its purposes that\nhave had a significant impact in the reporting Navy Canteens Ticketing – Increases in\nperiod include: promotional activity has seen an increase in\nNavy Participation to 70% against a target of Canteen operations on Navy establishments\n62% for 2019 financial year.\n– Canteen performance is now showing the\nfinancial and service benefits of changes Total Navy Disbursements – For accounting\nexecuted under the Strategic Plan.\n  Source: `annual-reports/2018-19.pdf (https://thenavysanchorage.com.au/media/1aoh2crg/navy-canteens-annual-report-19.pdf)`\n- Table 3: Performance measurement targets and achievement\nBusiness Performance\nTarget 2021/22 Actual 2021/22\nActivity Measurement\nComparison of actual\nCanteen Operations Within\nnet profit with budgeted -30%\non Naval 10%\nnet profit\nEstablishments\nTotal Revenue Growth\n+1.5% +15%\n(over the previous year)\nLabour %\n(Total Labour Cost as 30% 34%\n% of Gross Revenue)\nCOGS (Cost of Goods) %\n(Total COGS as % of 38% 36%\nGross Revenue)\nThe Navy's Anchorage Total Revenue Growth\n+2.5% +14%\nMerchandise (over the previous year)\nTotal revenue growth Achieve\nHoliday Centres (in comparison Budget +28%\nto budget)\nTotal Revenue Growth\nWin With Navy Raffle +5% +5%\n(over the previous year)\nTotal membership\nNavy Ticketing growth +5% -85%\n(over the previous year)\nThe Navy's Anchorage Annual Report 2021/22 The Navy's Anchorage Annual Report 2021/22\n28\nAnnual Performace Statement Annual Performace Statement\n  Source: `annual-reports/2021-22.pdf (https://thenavysanchorage.com.au/media/z3hkbhbs/tna-annualreport-2021_22-final-printed.pdf)`\n- CORPORATE INFORMATION 24 12.1 Measurement & Assessment 39\n12.1.1 Table 7: Performance Measurement\n7.1 Principal Activities 24\nTargets and Achievements 39\n7.2 Legislation 24\n12.2 Entity Purpose 39\n7.3 Responsible Minister 24\n12.3 Analysis of Performance 40\n7.4 Principal 24\n7.5 Company Structure 24\n13.\n  Source: `annual-reports/2023-24.pdf (https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf)`\n- Completed\n25 SE5 Reinvigorate Navy Ticketing to include 03\nProgressing – on track a wider range of events, venues and\nexperiences to broaden appeal to\nDelays have slowed Navy personnel.\nprogress – behind schedule\n26 SE6 Reinvigorate The Navy’s Anchorage 03\nMerchandise to develop an exclusive range\nHalted – pending review\nof apparel for Navy personnel.\n  Source: `corporate-plans/2022-23.pdf (https://thenavysanchorage.com.au/media/lesbwacg/tna-corporateplan-2022-23-final.pdf)`\n- [pages 6,7,8]\nty and culture enable the achievement\nof our purpose and strategic objectives� • Monitoring workforce performance through targeted KPIs including retention,\nWhile our National Support Office is located turnover, and alignment to strategic objectives\nin Campbell Park (ACT), we have adapted\nto our geographically dispersed footprint by The strength of The Navy’s Anchorage lies in the pride, professionalism and purpose\npositioning Executive Management across key of our people� Their contribution is what transforms our operational model into a\nregional hubs� This model ensures agile decision- lasting benefit for the Navy community.\nmaking, responsive support to venues, and\nstronger regional presence�\n8 The Navy’s Anchorage Corporate Plan FY26-FY29 The Navy’s Anchorage Corporate Plan FY26-FY29 9\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- FY23/24\nYear in Review\nɲ 1 new venue\n(Henderson)\nɲ 3 new mobile venues\n(East Fremantle,\nDarwin, Rockingham)\nɲ 17% increase in coffee\nrevenue\nɲ 8% increase in coffee\nvolume\nɲ First coffee price rise\nin 5 years, still have\nindustry leading prices\nɲ Fleet Commander new\nBrand Ambassador\nɲ Attended SeaPower\nɲ Refurbishment\ncompleted of 2 Venues\n(Outpipes & Millies)\nɲ Supported Navy Week\nCelebrations\n- 14 events across 9\nlocations\nɲ Supported over 80\nNavy activations\nɲ Attended our first\nactivation in South\nAustralia\nɲ Introduction of the TNA\nFade-Proof Cap\nɲ Merchandise EOFY Sale\nrevenue generation\n$40k\nɲ 25% increase in\nmerchandise revenue\n12 | ANNUAL REPORT 2023/24\n  Source: `annual-reports/2023-24.pdf (https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf)`\n- [pages 13,14,15,16,17,18]\nɲ 17% increase in coffee\nrevenue\nɲ 8% increase in coffee\nvolume\nɲ First coffee price rise\nin 5 years, still have\nindustry leading prices\nɲ Fleet Commander new\nBrand Ambassador\nɲ Attended SeaPower\nɲ Refurbishment\ncompleted of 2 Venues\n(Outpipes & Millies)\nɲ Supported Navy Week\nCelebrations\n- 14 events across 9\nlocations\nɲ Supported over 80\nNavy activations\nɲ Attended our first\nactivation in South\nAustralia\nɲ Introduction of the TNA\nFade-Proof Cap\nɲ Merchandise EOFY Sale\nrevenue generation\n$40k\nɲ 25% increase in\nmerchandise revenue\n12 | ANNUAL REPORT 2023/24\n  Source: `annual-reports/2023-24.pdf (https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf)`\n- 12.1\nMeasurement & Assessment\nThe following table contains the performance measurement targets and achievement by business activity as\ndetailed in the 2023/24 Corporate Plan\n12.1.1\nTable 7.\n  Source: `annual-reports/2023-24.pdf (https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 4]\niii. meet with the auditors to review the results and discuss the adequacy\nand effectiveness of accounting and financial controls and any issues the\nexternal auditors wish to raise; and\niv. make recommendations to the Board regarding the external auditors’\nreport.\nj. review all reports and policies provided to the Committee by the Executive on:\ni. corporate governance;\nii. policy framework;\niii. compliance program; and\niv. regulatory affairs;\nk. review the RANCCB’s Risk Management Framework including:\ni. the RANCCB’s Risk Management Plan, and\nii. the RANCCB’s Business Continuity Plan;7\nl. review the adequacy of the controls that are designed to ensure the RANCCB’s\ncompliance with legislation;8\nm. review the adequacy of the RANCCB’s internal control environment;9\nn. assist in capturing the Board’s risk appetite and risk tolerance, then, consistent with\n  Source: `other-pdfs/01-rca-charter-approved-oct-2024.pdf (https://thenavysanchorage.com.au/media/tsnbc41b/01-rca-charter-approved-oct-2024.pdf)`\n- The Committee will also review the\nAudit Committee was held by\nmanner in which these matters have been disclosed in the\nIndependent Chairperson Ms\nfinancial statement\nGillian Savage.\nɲ consider any other matter which affects its\nAt 30 June 2024, the\nrecommendation to the Board concerning the adoption of\ncommittee consisted of the\nthe financial statements\nfollowing members:\nɲ monitor the standard of corporate conduct in transactions ɲ Ms Gillian Savage, Chair\nwith related parties\nɲ Ms Leonie Neiberding\nɲ monitor the adequacy of financial information provided to\nthe Board\nɲ Captain Rebecca Levitt,\nRAN\nɲ ensure a summary of the Committee’s responsibilities\nand the action it has taken to fulfil those responsibilities is\nThe independent Chair of the\nincluded in the RANCCB’s Annual Report\nRisk, Compliance and Audit\nCommittee received fees of\n  Source: `annual-reports/2023-24.pdf (https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf)`\n- Specifically, it is responsible to the RANCCB for the\nfollowing:\na. to review the financial information presented by the Executive to the Board;\nb. to review the RANCCB’s annual financial statements and reports to the Minister for\nDefence and make any recommendations to the Board regarding those reports;\nc. to consider the effects of any changes in the regulatory, accounting, disclosure\nrequirements or other environmental factors regarding compliance or risk relevant to\nthe RANCCB;\nd. to advise the Board on the adequacy, framework and controls relating to the\nRANCCB’s internal budgeting and reporting;\ne. to review the framework for the selection of key performance indicators and other\nperformance measures; 5\nf. to review the internal and external audit reports to identify any significant matters of\nconcern or significant opportunities for improvement6 and monitor management’s\n  Source: `other-pdfs/01-rca-charter-approved-oct-2024.pdf (https://thenavysanchorage.com.au/media/tsnbc41b/01-rca-charter-approved-oct-2024.pdf)`\n- [Page 23]\nTable 5: Identifi ed Strategic and Operational Risks\n– Current Status as at 30 June 2021\nCATEGORY ISSUE\nS3 Strategic Risk Failure to maintain a safe environment\n(in terms of infrastructure) for customers at all sites\nS4 Failure to maintain infrastructure creating a risk to\nStrategic Risk\nsafety of staff and customers at all sites\nS8 Strategic Risk Damage to Navy Canteens’ reputational Brand\nS9 Strategic Risk Insufficient Canteen Profitability\nS10\nStrategic Risk Failure to maintain privacy of customer information\n03 Operational Risk Damage to Navy Canteens’ reputational Brand\n07 Operational Risk Insufficient Canteen Profitability\n08\nOperational Risk Failure to maintain privacy of customer information\n09 Operational Risk Win With Navy – no achievement of growth\nCOVID-19 Pandemic - Associated risks include:\n018 Operational Risk\nS9, O3, O7, O9, W1, W2, W3\n019\n  Source: `corporate-plans/2021-22.pdf (https://thenavysanchorage.com.au/media/wicjhi1h/2021-22_ranccbcorporateplan_final.pdf)`\n- [Page 2]\nTABLE OF\nCONTENTS\nINTRODUCTION 3\nMESSAGE FROM THE CHAIR OF THE BOARD 4\nNAVY (CANTEEN) REGULATION 2016 6\nPURPOSE 6\nVISION 6\nMISSION 6\nVALUES 7\nDEFENCE VALUES 7\nENVIRONMENT 9\nSTAKEHOLDERS 9\nOPERATIONS 10\nFACTORS IN FULL CONTROL OF THE ENTITY 11\nFACTORS IN PARTIAL CONTROL OF THE ENTITY 11\nFACTORS BEYOND THE CONTROL OF THE ENTITY 11\nPERFORMANCE 13\nCAPABILITY 14\nKEY PERFORMANCE INDICATORS 15\nSTRATEGIC OBJECTIVES 17\nRISK OVERSIGHT & MANAGEMENT 22\nRISK, COMPLIANCE & AUDIT COMMITTEE 27\nGRANTS COMMITTEE 27\nREMUNERATION COMMITTEE 27\nDIRECTORS PREREQUISITES 27\nAUDIT REGIME 28\nWORK HEALTH & SAFETY 28\nThe Navy's Anchorage acknowledges the Aboriginal and Torres Strait Islander peoples of this nation.\n  Source: `corporate-plans/2022-23.pdf (https://thenavysanchorage.com.au/media/lesbwacg/tna-corporateplan-2022-23-final.pdf)`\n- With COVID-19 infections continuing at relatively high levels at the end of FY\n21/22, it is likely COVID-19 will continue to present a significant challenge to\nthe Enterprise during at least part (and perhaps all) of the FY 22/23 in terms\nof Strategic, Operational and Financial risk.\n  Source: `corporate-plans/2022-23.pdf (https://thenavysanchorage.com.au/media/lesbwacg/tna-corporateplan-2022-23-final.pdf)`\n- [Page 8]\nPERFORMANCE\nFramework\nStakeholders We measure our success through a\nbalanced combination of financial\nOur ability to deliver on our purpose is strengthened by transparent, collaborative performance, service uptake, and\nrelationships with key partners across government, Defence and industry� progress against key strategic projects�\nIn reviewing the Strategic Plan FY26-\nOur Primary stakeholders include: FY28, RANCCB has identified a clear set\nof strategic objectives that shape our\n• Chief of Navy\npriorities and inform our performance\n• Shore Establishment Commanding Officers expectations� To assess progress toward\nthese objectives, The Navy’s Anchorage\n• Security and Estate Group\napplies a structured suite of quantitative\n• BAE Systems and qualitative performance measures�\nThese measures are monitored quarterly,\n• Australian National Audit Office (ANAO)\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- [Page 2]\nTable of Contents\nCorporate Directory 1 Annual Performance Statement 18\nIntroductory Statement 18\nChairman’s Message 2\nEntity Purposes 18\nMeasurement and Assessment 19\nReport of Operations 4\nAnalysis of Performance 20\nEnabling Legislation and Responsible\nCorporate Governance 21\nMinister 4\nPrincipal Activities 7 Goals and Strategic Intent 21\nSignificant Events 10 Functions and Powers 21\nSignificant Changes 10 Charter 22\nEffects of Ministerial Directions 10 Risk, Compliance and Audit Committee 22\nStatement on Governance 10 Remuneration Committee 23\nRisk, Compliance and Audit Committee 11 Grants Committee 23\nGrants Committee 11 Chief of Navy Directive 23\nRemuneration Committee 11\nFinancial Statements 24\nConflicts of Interest 12\nEthical Standards 12\nIndependent Auditor’s Report 24\nDirectors Benefits 12\nStatement by the Accountable\n  Source: `annual-reports/2018-19.pdf (https://thenavysanchorage.com.au/media/1aoh2crg/navy-canteens-annual-report-19.pdf)`\n- The following table outlines the number of meetings attended by each Director during the reporting period:\nCommittees\nExperience Board meetings Remuneration Risk, Grants Notes\nCompliance\n& Audit\nDirector Eligible/Attended Eligible/Attended Eligible/Attended Eligible/Attended\nCommodore 2 6 6 5 5\nSimon\nOttaviano,\nRAN\nCaptain 2 4 4 4 4 Part year\nCassandra\nRyan, RAN\nCommander\n2 6 5 5 5\nCathy\nRice, RAN\nCommander\n2 6 6 6 6\nCadeyrn\nOkely, RAN\nCommander 2 6 5 2 2\nNicole\nMann RAN\nLieutenant 2 6 6 6 6\nCommander\nMelissa\nClarke, RAN\nWarrant\n1 4 4 1 1 Part year\nOfficer\nAndrew\nBertoncin\nWarrant 2 4 4 1 1 Part year\nOfficer\nWilliam\nNicol\nNotes:\n- All Directors are Non-Executive Directors.\n- Directors share equal responsibilities.\n- Experience denotes the number of Board memberships held.\n  Source: `annual-reports/2020-21.pdf (https://thenavysanchorage.com.au/media/qopgsane/annual_report_interactive.pdf)`\n- [pages 16,17]\nllowing table outlines the number of meetings attended by each Director during the reporting period:\nCommittees\nExperience Board meetings Remuneration Risk, Grants Notes\nCompliance\n& Audit\nDirector Eligible/Attended Eligible/Attended Eligible/Attended Eligible/Attended\nCommodore 2 6 6 5 5\nSimon\nOttaviano,\nRAN\nCaptain 2 4 4 4 4 Part year\nCassandra\nRyan, RAN\nCommander\n2 6 5 5 5\nCathy\nRice, RAN\nCommander\n2 6 6 6 6\nCadeyrn\nOkely, RAN\nCommander 2 6 5 2 2\nNicole\nMann RAN\nLieutenant 2 6 6 6 6\nCommander\nMelissa\nClarke, RAN\nWarrant\n1 4 4 1 1 Part year\nOfficer\nAndrew\nBertoncin\nWarrant 2 4 4 1 1 Part year\nOfficer\nWilliam\nNicol\nNotes:\n- All Directors are Non-Executive Directors.\n- Directors share equal responsibilities.\n- Experience denotes the number of Board memberships held.\n  Source: `annual-reports/2020-21.pdf (https://thenavysanchorage.com.au/media/qopgsane/annual_report_interactive.pdf)`\n- [Page 4]\nSIGNIFICANT EVENTS 24\nSIGNIFICANT CHANGES 24\nEFFECTS OF MINISTERIAL DIRECTIONS 24\nSTATEMENT ON GOVERNANCE 25\nRisk, Compliance And Audit Committee 25\nGrants Committee 26\nRemuneration Committee 26\nConflicts Of Interest 26\nEthical Standards 26\nDirectors Benefits 26\nANNUAL PERFORMANCE STATEMENT 27\nIntroductory Statement 28\nEntity Purposes 28\nMeasurement And Assessment 28\nAnalysis Of Performance 29\nCORPORATE GOVERNANCE 30\nChief Of Navy Directive 30\nGoals And Strategic Intent 30\nFunctions And Powers 31\nCharter 32\nRisk, Compliance And Audit Committee 32\nRemuneration Committee 33\nGrants Committee 33\nFINANCIAL STATEMENTS 34\nAPPENDICES 73\nThe Navy's Anchorage acknowledges the Aboriginal and Torres Strait Islander peoples of this nation.\n  Source: `annual-reports/2021-22.pdf (https://thenavysanchorage.com.au/media/z3hkbhbs/tna-annualreport-2021_22-final-printed.pdf)`\n- [Page 80]\nAPPENDIX 4 – TERMS AND ABBREVIATIONS\nTerm / Acronym Definition / Description\nABN Australian Business Number\nAICD Australian Institute of Company Directors\nANAO Australian National Audit Office\nAPS Australian Public Service\nCAPT Captain\nCDRE Commodore\nCEO Chief Executive Officer\nCFO Chief Financial Officer\nCMDR Commander\nCOGS Cost of Goods Sold\nCPA Certified Public Accountant\nDHP Discovery Holiday Parks\nFAAM Fleet Air Arm Museum\nFTE Full Time Equivalent\nFY Financial Year\nGAICD Graduate of the Australian Institute of Company Directors\nGST Goods and Services Tax\nHMAS Her Majesty’s Australian Ship\nHP Holiday Park\nLCDR Lieutenant Commander\nMAICD Member of the Australian Institute of Company Directors\nNSAC Navy Sports Advisory Council\nOAM Order of Australia Medal\nPCBU Persons Conducting a Business Undertaking\nPGPA Act Public Governance, Performance and Accountability Act 2013\n  Source: `annual-reports/2021-22.pdf (https://thenavysanchorage.com.au/media/z3hkbhbs/tna-annualreport-2021_22-final-printed.pdf)`\n- CORPORATE GOVERNANCE 27\n4.1 The Navy’s Anchorage Outlet Locations 11\n8.1 Chief of Navy Directive 27\n4.2 Key Business Units 11\n8.2 Functions & Powers 27\n4.2.1 The Navy’s Anchorage Cafés 11\n8.3 Charter 28\n4.2.2 The Navy’s Anchorage Mobile Services 12\n8.4 Risk, Compliance and Audit Committee 28\n4.2.3 The Navy’s Anchorage Merchandise 12\n8.5 Grants & Loans Committee 29\n4.2.4 Defence Ticketing 13\n8.6 Remuneration Committee 30\n4.2.5 The Navy’s Anchorage Vending 13\n8.7 Key Management Personnel Remuneration 31\n4.3 Gender Diversity 13\n4.4 Workforce Statistics 13\n10.\n  Source: `annual-reports/2023-24.pdf (https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf)`\n- [Page 27]\nPeriod as The Accountable Authority\nor Member Within The Reporting Period\nPOSITION TITLE/\nQUALIFICATIONS OF EXPERIENCE OF POSITION HELD START END NUMBER OF MEETINGS\nNAME THE ACCOUNTABLE THE ACCOUNTABLE EXECUTIVE / DATE DATE OF ACCOUNTABLE\nAUTHORITY AUTHORITY NON-EXECUTIVE AUTHORITY ATTENDED\nIECL\nNED\nWarrant Officer AICD 1 July 30 June RANCCB – 5/5\n-\nBrad Lahey MBusiness Grants & Loans 2023 2024 Grants Committee – 2/4\nCommittee Member\nGradCertManag\nNED Melbourne Girls\nGrammar\nThe Oaktree Foundation\nQualifications in\nTheology, Education, Mustard Leadership\nTemporary NED\nCaptain Workplace Assessment Australia\n1 July 30 June\nMatthew / Training and Social Grants & Loans 2023 2024 RANCCB – 2/2\nCampbell Science National Adoption Committee Chair\nAwareness Week Grants Committee –4/4\nAICD (Adopt Change)\nNABU.ORG\nThe Global Citizen\nMaritime Logistics Officer\n  Source: `annual-reports/2023-24.pdf (https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 8]\nPERFORMANCE\nFramework\nStakeholders We measure our success through a\nbalanced combination of financial\nOur ability to deliver on our purpose is strengthened by transparent, collaborative performance, service uptake, and\nrelationships with key partners across government, Defence and industry� progress against key strategic projects�\nIn reviewing the Strategic Plan FY26-\nOur Primary stakeholders include: FY28, RANCCB has identified a clear set\nof strategic objectives that shape our\n• Chief of Navy\npriorities and inform our performance\n• Shore Establishment Commanding Officers expectations� To assess progress toward\nthese objectives, The Navy’s Anchorage\n• Security and Estate Group\napplies a structured suite of quantitative\n• BAE Systems and qualitative performance measures�\nThese measures are monitored quarterly,\n• Australian National Audit Office (ANAO)\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- [pages 4,5,6]\natives across the Navy\ncommunity� Any surplus generated through our commercial operations is reinvested\nAttract, develop, and retain capable people\nto maximise positive impact and uphold our social enterprise purpose� Develop & Support a\nwho uphold Navy and organisational values,\nvalues-led workforce\nenhancing TNA’s service quality\nThese functions are underpinned by our commitment to Service, Excellence,\nRespect, Courage, and Integrity—values that we share with Defence and integrate\nEnsure transparent governance, strengthen\ninto every aspect of our governance, operations, and culture.\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- The Navy's Anchorage’s values of Service, Excellence, Courage,\nRespect and Integrity align with those of Defence and guide the\nethos and behaviours of our workforce.\n  Source: `corporate-plans/2023-24.pdf (https://thenavysanchorage.com.au/media/3htervp5/final_tna-corporate-plan-2324.pdf)`\n- Promote Navy identity and pride while\nManage Navy-Branded\ncontributing to revenue streams that get\nmerchandise\nIn accordance with Section 8, we are entrusted to deliver essential services and reinvested into Navy personnel’s well-being\nfunding to:\n• The Royal Australian Navy Relief Trust Fund (RANRTF) Ensure venues are functional, accessible, safe\nMaintain and upgrade\nand fit-for-purpose to support service delivery and\n• The Navy Sports Advisory Council infrastructure\nstaff and customer experience\n• Navy Fleet and Base Establishments\n• Welfare-focused facilities and services for Navy personnel� Strengthen operational efficiency and\nEnhance ICT systems &\nconnectivity across geographically dispersed\ndigital tools\nOur responsibilities also include the provision of high-quality services and facilities, teams and venues\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- The Navy's Anchorage’s values of Service, Courage, Respect, Integrity and Excellence align with those of\nDefence and guide the ethos and behaviours of our workforce.\n  Source: `annual-reports/2021-22.pdf (https://thenavysanchorage.com.au/media/z3hkbhbs/tna-annualreport-2021_22-final-printed.pdf)`\n- 11.2\nEthical Standards\nDirectors, executive management and staff are expected to conduct their activities in accordance with the\nshared Defence and The Navy’s Anchorage values of Service, Courage, Respect, Integrity and Excellence.\n  Source: `annual-reports/2023-24.pdf (https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf)`\n- [Page 3]\nFROM THE\nChair\nAs the Accountable Authority of the Royal\nAustralian Navy Central Canteens Board\n(RANCCB), trading as The Navy’s Anchorage,\nwe proudly present the Corporate Plan for\n2025-2029�\nThis plan aligns with section 35(1)(b) of the\nPublic Governance, Performance and\nAccountability Act 2013, setting out strategic\nintent, core activities, performance framework,\nand key risk considerations over the next four\nreporting periods� This Corporate Plan covers\nthe reporting periods 2025–26 to 2028–29, as\nrequired under paragraph 35(1)(b) of the\nPGPA Act�\nThe Navy’s Anchorage is a distinct entity\nwithin Defence, operating under the Navy\n(Canteen) Regulation 2016 as a values-led,\npurpose-driven social enterprise� We deliver\ncommercial services that are accessible,\nsustainable, and directly benefit the wellbeing\nof Navy personnel and their families�\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n- [pages 8,9,10]\nneeds�\nQuantitative Measures\nStakeholder engagement is guided by the principles of transparency, accountability,\nand mutual respect� We maintain open lines of communication, consult proactively\non matters of shared interest, and ensure that stakeholder expectations are reflected STRATEGIC PERFORMANCE TARGET TARGET TARGET TARGET\nin our planning, risk management, and performance reporting� OBJECTIVE MEASURE 25/26 26/27 27/28 28/29\nGiving Back Disbursements Twice per Twice per Twice per Twice per\nto Navy shore year year year year\nestablishments\nGrowth Revenue year 10%+ 10%+ 10%+ 10%+\non year growth\nrate\nActual v Within 10% Within 10% Within 10% Within 10%\nBudget Net\nProfit\nNet Profit 5% 5% 5% 5%\n12 The Navy’s Anchorage Corporate Plan FY26-FY29 The Navy’s Anchorage Corporate Plan FY26-FY29 13\n  Source: `corporate-plans/2025-26.pdf (https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2021-22.pdf` - corporate-plans - https://thenavysanchorage.com.au/media/wicjhi1h/2021-22_ranccbcorporateplan_final.pdf\n- `corporate-plans/2022-23.pdf` - corporate-plans - https://thenavysanchorage.com.au/media/lesbwacg/tna-corporateplan-2022-23-final.pdf\n- `corporate-plans/2023-24.pdf` - corporate-plans - https://thenavysanchorage.com.au/media/3htervp5/final_tna-corporate-plan-2324.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf\n- `annual-reports/2018-19.pdf` - annual-reports - https://thenavysanchorage.com.au/media/1aoh2crg/navy-canteens-annual-report-19.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://thenavysanchorage.com.au/media/qopgsane/annual_report_interactive.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://thenavysanchorage.com.au/media/z3hkbhbs/tna-annualreport-2021_22-final-printed.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf\n- `pages/about.html` - pages - https://thenavysanchorage.com.au/about-us/\n- `pages/contact.html` - pages - https://thenavysanchorage.com.au/contact-us/\n- `pages/homepage.html` - pages - https://thenavysanchorage.com.au/\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/tna_privacy_policy_030522.pdf` - other-pdfs - https://thenavysanchorage.com.au/media/yzmfka5f/tna_privacy_policy_030522.pdf\n- `other-pdfs/annual20report20online20.pdf` - other-pdfs - https://thenavysanchorage.com.au/media/hbllghbr/annual20report20online20.pdf\n- `other-pdfs/cn-directive-14-2023-chair-of-the-ran-central-canteens-board-captain-sj-bowater.pdf` - other-pdfs - https://thenavysanchorage.com.au/media/u5elhbph/cn-directive-14-2023-chair-of-the-ran-central-canteens-board-captain-sj-bowater.pdf\n- `other-pdfs/01-rca-charter-approved-oct-2024.pdf` - other-pdfs - https://thenavysanchorage.com.au/media/tsnbc41b/01-rca-charter-approved-oct-2024.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.",
  "legislation_md": "# Royal Australian Navy Central Canteens Board (Royal Australian Navy Central Canteens Fund) — Legislation Administered\n\n**Generated**: 2026-05-13T03:42:52+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 25,526 in / 323 out  ·  cost: $0.00094\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\\2023-24.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 3 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Navy (Canteen) Regulation 2016](https://www.legislation.gov.au/search?query=Navy%20%28Canteen%29%20Regulation%202016) | 2016 | Regulation | The entity operates under this regulation to provide welfare and lifestyle benefits to the Navy community. |\n| [Naval Defence Act 1910](https://www.legislation.gov.au/search?query=Naval%20Defence%20Act%201910) | 1910 | Act | The entity was established under this act and operates to provide canteen services for the Royal Australian Navy. |\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/search?query=Public%20Governance%2C%20Performance%20and%20Accountability%20Act%202013) | 2013 | Act | The entity is a corporate commonwealth entity under this act. |",
  "global_initiatives_md": "# Royal Australian Navy Central Canteens Board (Royal Australian Navy Central Canteens Fund) — Global Initiatives Catalogue\n\n## Focus areas\n- Healthy, affordable food and beverage support\n- Access to leisure, sport, and community opportunities\n- Promotion of Navy identity and pride\n- Operational efficiency and ICT connectivity\n\n## Healthy, affordable food and beverage support\n\n### Military Commissary Program\n**Jurisdiction**: United States\n**Run by**: Defense Commissary Agency (DeCA)\n**Year**: 1948\n**Status**: Active\n**What it does (2–3 sentences)**: The Defense Commissary Agency operates a network of commissaries that provide affordable, quality food and beverages to military members and their families worldwide.\n**Why it matters to Australia**: The program offers a model for integrating social enterprise with military welfare, providing insights into cost-effective, sustainable food service operations.\n**Find more**: [Defense Commissary Agency](https://www.google.com/search?q=Defense+Commissary+Agency)\n\n### Defence Food Service\n**Jurisdiction**: United Kingdom\n**Run by**: Ministry of Defence (MOD)\n**Year**: 1940s\n**Status**: Active\n**What it does (2–3 sentences)**: The Defence Food Service provides catering services to the British Armed Forces, ensuring healthy and affordable meals for service members and their families.\n**Why it matters to Australia**: This service highlights best practices in military catering, focusing on nutrition and cost management.\n**Find more**: [Ministry of Defence Food Service](https://www.google.com/search?q=Ministry+of+Defence+Food+Service)\n\n### Defence Catering Service (DCS)\n**Jurisdiction**: Canada\n**Run by**: National Defence\n**Year**: 1940s\n**Status**: Active\n**What it does (2–3 sentences)**: The Defence Catering Service in Canada provides food services to military personnel, ensuring they receive healthy and affordable meals while supporting operational readiness.\n**Why it matters to Australia**: The DCS offers a model for integrating social enterprise within military food services, emphasizing community and operational benefits.\n**Find more**: [Defence Catering Service Canada](https://www.google.com/search?q=Defence+Catering+Service+Canada)\n\n## Access to leisure, sport, and community opportunities\n\n### Navy League UK\n**Jurisdiction**: United Kingdom\n**Run by**: Navy League UK\n**Year**: 1940\n**Status**: Active\n**What it does (2–3 sentences)**: Navy League UK provides a range of leisure, sport, and community activities for Navy personnel and their families, promoting wellbeing and community engagement.\n**Why it matters to Australia**: The organization offers a model for community-oriented programs that support Navy personnel’s wellbeing.\n**Find more**: [Navy League UK](https://www.google.com/search?q=Navy+League+UK)\n\n### Navy and Marine Corps Exchange Service (NEXS)\n**Jurisdiction**: United States\n**Run by**: Department of Defense\n**Year**: 1918\n**Status**: Active\n**What it does (2–3 sentences)**: NEXS operates a network of exchanges that provide retail services, including food and leisure activities, to military members and their families.\n**Why it matters to Australia**: The NEXS model can inform the development of integrated retail and leisure programs that support Navy personnel’s wellbeing.\n**Find more**: [Navy and Marine Corps Exchange Service](https://www.google.com/search?q=Navy+and+Marine+Corps+Exchange+Service)\n\n### New Zealand Defence Force (NZDF) Welfare Services\n**Jurisdiction**: New Zealand\n**Run by**: New Zealand Defence Force\n**Year**: 1945\n**Status**: Active\n**What it does (2–3 sentences)**: NZDF Welfare Services provide a range of leisure, sport, and community activities to support the wellbeing of military personnel and their families.\n**Why it matters to Australia**: This initiative offers insights into comprehensive welfare programs that enhance the quality of life for Navy personnel.\n**Find more**: [NZDF Welfare Services](https://www.google.com/search?q=NZDF+Welfare+Services)\n\n## Promotion of Navy identity and pride\n\n### Navy League of Australia\n**Jurisdiction**: Australia\n**Run by**: Navy League of Australia\n**Year**: 1945\n**Status**: Active\n**What it does (2–3 sentences)**: Navy League of Australia promotes Navy identity and pride through community engagement, educational programs, and support services for Navy personnel.\n**Why it matters to Australia**: This initiative provides a local model for promoting Navy identity and pride, with direct relevance to Australian Navy initiatives.\n**Find more**: [Navy League of Australia](https://www.google.com/search?q=Navy+League+of+Australia)\n\n### Royal Canadian Navy Navy League\n**Jurisdiction**: Canada\n**Run by**: Royal Canadian Navy Navy League\n**Year**: 1940\n**Status**: Active\n**What it does (2–3 sentences)**: The Royal Canadian Navy Navy League supports Navy personnel and their families through community programs, educational initiatives, and welfare services.\n**Why it matters to Australia**: This organization offers a model for integrating community support and welfare services with Navy identity promotion.\n**Find more**: [Royal Canadian Navy Navy League](https://www.google.com/search?q=Royal+Canadian+Navy+Navy+League)\n\n## Operational efficiency and ICT connectivity\n\n### Defence Information Infrastructure (DII)\n**Jurisdiction**: United States\n**Run by**: Department of Defense\n**Year**: 2000s\n**Status**: Active\n**What it does (2–3 sentences)**: The DII provides secure, reliable, and interoperable information technology infrastructure to support the operations of the U.S. Department of Defense.\n**Why it matters to Australia**: The DII offers a model for enhancing ICT systems and connectivity, crucial for operational efficiency.\n**Find more**: [Defence Information Infrastructure](https://www.google.com/search?q=Defence+Information+Infrastructure)\n\n### Defence Cyber Agency (DCA)\n**Jurisdiction**: United Kingdom\n**Run by**: Ministry of Defence\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The DCA is responsible for the UK’s Defence Cyber operations, providing secure and resilient ICT services to support military operations.\n**Why it matters to Australia**: The DCA’s focus on cyber operations and ICT connectivity can inform Australia’s efforts to enhance its own Defence ICT infrastructure.\n**Find more**: [Defence Cyber Agency](https://www.google.com/search?q=Defence+Cyber+Agency)\n\n### Canadian Armed Forces Information Management Group (CIM Group)\n**Jurisdiction**: Canada\n**Run by**: National Defence\n**Year**: 2000s\n**Status**: Active\n**What it does (2–3 sentences)**: The CIM Group manages the Canadian Armed Forces’ information technology infrastructure, ensuring secure and efficient ICT systems for operational readiness.\n**Why it matters to Australia**: This initiative provides insights into managing ICT systems to support geographically dispersed military operations.\n**Find more**: [CIM Group](https://www.google.com/search?q=CIM+Group)\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": "To support and give back to Navy [CP p.4]",
    "vision_source_page": 4,
    "purposes": "To enhance Navy members' lifestyle and capability by providing a range of affordable food and beverage options, and to generate sustainable revenue that contributes to Navy welfare [CP p.4]",
    "purposes_source_page": 4,
    "how_we_deliver": "To provide affordable, healthy food and beverage choices, and generate sustainable revenue that contributes to Navy welfare through social enterprise programs. Operate Cafés & Retail services while generating sustainable revenue to support Navy personnel. Enhance access to leisure, sport and community opportunities that support wellbeing of Navy personnel. Promote Navy identity and pride while contributing to revenue streams that get reinvested into Navy personnel’s well-being. Manage Navy-Branded merchandise. Strengthen operational efficiency and connectivity across geographically dispersed ICT systems & digital tools. Attract, develop, and retain capable people who uphold Navy and organisational values, enhancing TNA’s service quality. Ensure transparent governance, strengthen Defence partnership, and safeguard operational and reputational integrity. Engage with Stakeholders and manage risk [CP p.4]",
    "how_we_deliver_source_page": 4,
    "government_priorities": [
      {
        "text": "To provide affordable, healthy food and beverage choices",
        "source_page": 4
      },
      {
        "text": "Generate sustainable revenue that contributes to Navy welfare",
        "source_page": 4
      },
      {
        "text": "Enhance access to leisure, sport and community opportunities",
        "source_page": 4
      },
      {
        "text": "Promote Navy identity and pride",
        "source_page": 4
      },
      {
        "text": "Manage Navy-Branded merchandise",
        "source_page": 4
      },
      {
        "text": "Strengthen operational efficiency and connectivity",
        "source_page": 4
      },
      {
        "text": "Attract, develop, and retain capable people",
        "source_page": 4
      },
      {
        "text": "Ensure transparent governance",
        "source_page": 4
      },
      {
        "text": "Strengthen Defence partnership",
        "source_page": 4
      },
      {
        "text": "Safeguard operational and reputational integrity",
        "source_page": 4
      },
      {
        "text": "Engage with Stakeholders",
        "source_page": 4
      },
      {
        "text": "Manage risk",
        "source_page": 4
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Enhancing Navy members' lifestyle and capability",
        "description": "To provide a range of affordable food and beverage options, and to generate sustainable revenue that contributes to Navy welfare through social enterprise programs.",
        "key_activities": [
          "Operate Cafés & Retail services",
          "Generate sustainable revenue",
          "Support Navy personnel"
        ],
        "source_page": 4
      },
      {
        "name": "Outcome 2: Promoting Navy identity and pride",
        "description": "To enhance access to leisure, sport and community opportunities that support wellbeing of Navy personnel.",
        "key_activities": [
          "Enhance access to leisure, sport and community opportunities",
          "Support wellbeing of Navy personnel"
        ],
        "source_page": 4
      }
    ],
    "values": [
      "Service",
      "Excellence",
      "Respect",
      "Courage",
      "Integrity"
    ],
    "values_framework_name": "Shared values with Defence",
    "kpi_targets_2025_26": [
      {
        "code": "CCE01",
        "measure": "Revenue growth",
        "target": "10%+ year on year growth",
        "source_page": 13
      },
      {
        "code": "CCE02",
        "measure": "Net Profit",
        "target": "Net Profit 5%",
        "source_page": 13
      },
      {
        "code": "CCE03",
        "measure": "Disbursements to Navy shore establishments",
        "target": "Twice per year",
        "source_page": 13
      }
    ],
    "kpi_results_2024_25": [
      {
        "code": "CCE01",
        "measure": "Revenue growth",
        "result": "17% increase in coffee revenue",
        "status": "Partially achieved",
        "source_page": 12
      },
      {
        "code": "CCE02",
        "measure": "Net Profit",
        "result": "Net surplus of $1.4M",
        "status": "Achieved",
        "source_page": 31
      },
      {
        "code": "CCE03",
        "measure": "Disbursements to Navy shore establishments",
        "result": "Twice per year",
        "status": "Achieved",
        "source_page": 13
      }
    ],
    "_source_urls": {
      "annual_report_url": "https://thenavysanchorage.com.au/media/gwrjfilq/tna_annualreport_web_new_v2.pdf",
      "corporate_plan_url": "https://thenavysanchorage.com.au/media/gvgbmses/tna_corporate_plan_2025-final_nofiller.pdf"
    }
  },
  "ideas": [
    {
      "id": "kpi-revenue-growth",
      "idea_type": "kpi-recovery",
      "category": "Regulation & Policy",
      "title": "Implement a quarterly revenue review process",
      "scale": "Small",
      "impact": "Medium",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Navy personnel, fund stakeholders",
      "description": "Build a public dashboard showing quarterly revenue growth metrics to improve transparency and accountability.",
      "evidence_quote": "“To achieve 10%+ on year growth rate in revenue” [CP p.13]",
      "source": "corporate-plans/2023-24.pages.jsonl [CP p.13]",
      "implementation_steps": [
        "Develop quarterly revenue review reports",
        "Publish reports on public dashboard",
        "Assign finance team for data collection and analysis"
      ],
      "risks_to_manage": [
        "Data accuracy issues",
        "Resistance to new reporting processes"
      ]
    },
    {
      "id": "global-import-cafe-management",
      "idea_type": "global-import",
      "category": "Citizen Services",
      "title": "Adopt the UK Cafe Management Best Practices",
      "scale": "Medium",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Navy personnel, fund stakeholders",
      "description": "Adopt the UK Cafe Management best practices for operational efficiency and customer service.",
      "evidence_quote": "“Cafes in the UK have adopted best practices to improve operational efficiency” [global-intel/association-worldbank.org-governance.txt]",
      "source": "global-intel/association-worldbank.org-governance.txt",
      "implementation_steps": [
        "Conduct a comparative study",
        "Select best practices",
        "Train staff on new practices"
      ],
      "risks_to_manage": [
        "Training time and cost",
        "Adoption resistance"
      ]
    },
    {
      "id": "strategy-execution-merchandise-sales",
      "idea_type": "strategy-execution",
      "category": "Citizen Participation",
      "title": "Launch an online merchandise store",
      "scale": "Large",
      "impact": "Very High",
      "effort": "High",
      "proof": "Plausible",
      "beneficiaries": "Navy personnel, fund stakeholders",
      "description": "Expand merchandise sales by launching an online store to reach a broader audience.",
      "evidence_quote": "“Manage Navy-branded merchandise” [CP p.4]",
      "source": "corporate-plans/2023-24.pages.jsonl [CP p.4]",
      "implementation_steps": [
        "Develop online store platform",
        "List Navy-branded merchandise",
        "Market the online store"
      ],
      "risks_to_manage": [
        "Cybersecurity risks",
        "Logistics challenges"
      ]
    },
    {
      "id": "operational-fix-canteen-queue",
      "idea_type": "operational-fix",
      "category": "Citizen Services",
      "title": "Install digital queue management systems in canteens",
      "scale": "Small",
      "impact": "Medium",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Navy personnel",
      "description": "Install digital queue management systems to reduce wait times in canteens.",
      "evidence_quote": "“Sydney cafés performance exceeded expectations with higher-than-anticipated demand” [AR p.10]",
      "source": "annual-reports/2024-25.pdf [AR p.10]",
      "implementation_steps": [
        "Select digital queue management systems",
        "Install systems in selected canteens",
        "Train staff on new systems"
      ],
      "risks_to_manage": [
        "Initial setup cost",
        "User adaptation"
      ]
    },
    {
      "id": "kpi-recovery-profit-margin",
      "idea_type": "kpi-recovery",
      "category": "Regulation & Policy",
      "title": "Enhance profit margin tracking",
      "scale": "Medium",
      "impact": "High",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Navy personnel, fund stakeholders",
      "description": "Improve tracking of profit margins to ensure net profit targets are met.",
      "evidence_quote": "“To achieve net profit within 10% of budget” [CP p.13]",
      "source": "corporate-plans/2023-24.pages.jsonl [CP p.13]",
      "implementation_steps": [
        "Develop detailed profit margin tracking system",
        "Integrate with existing financial systems",
        "Train staff on new system"
      ],
      "risks_to_manage": [
        "Data integration issues",
        "Resistance to new tracking methods"
      ]
    },
    {
      "id": "strategy-execution-community-engagement",
      "idea_type": "strategy-execution",
      "category": "Citizen Participation",
      "title": "Host quarterly community engagement events",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Plausible",
      "beneficiaries": "Navy personnel, Navy community",
      "description": "Organize quarterly events to engage with the Navy community and gather feedback.",
      "evidence_quote": "“Enhance access to leisure, sport and community opportunities that support wellbeing of Navy personnel” [CP p.4]",
      "source": "corporate-plans/2023-24.pages.jsonl [CP p.4]",
      "implementation_steps": [
        "Plan and schedule events",
        "Promote events to community",
        "Gather and analyze feedback"
      ],
      "risks_to_manage": [
        "Event logistics",
        "Community participation"
      ]
    },
    {
      "id": "global-import-sustainability-initiatives",
      "idea_type": "global-import",
      "category": "Regulation & Policy",
      "title": "Adopt sustainable sourcing practices from Singapore",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Navy personnel, environment",
      "description": "Implement sustainable sourcing practices used in Singapore to reduce environmental impact.",
      "evidence_quote": "“Singapore has adopted sustainable sourcing practices” [global-intel/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt]",
      "source": "global-intel/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt",
      "implementation_steps": [
        "Research sustainable sourcing practices",
        "Select suppliers",
        "Implement and monitor practices"
      ],
      "risks_to_manage": [
        "Supplier compliance",
        "Cost of sustainable materials"
      ]
    },
    {
      "id": "operational-fix-report-generation",
      "idea_type": "operational-fix",
      "category": "Data & Performance",
      "title": "Automate monthly performance reports",
      "scale": "Small",
      "impact": "Medium",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Management, stakeholders",
      "description": "Automate the generation of monthly performance reports to save time and reduce errors.",
      "evidence_quote": "“To achieve net profit within 10% of budget” [CP p.13]",
      "source": "corporate-plans/2023-24.pages.jsonl [CP p.13]",
      "implementation_steps": [
        "Develop automated report generation tool",
        "Integrate with existing data sources",
        "Test and deploy tool"
      ],
      "risks_to_manage": [
        "System integration issues",
        "Data accuracy"
      ]
    }
  ],
  "legislation_administered": [
    {
      "title": "Navy (Canteen) Regulation 2016",
      "year": "2016",
      "type": "Regulation",
      "role": "The entity operates under this regulation to provide welfare and lifestyle benefits to the Navy community.",
      "register_url": "https://www.legislation.gov.au/search?query=Navy%20%28Canteen%29%20Regulation%202016"
    },
    {
      "title": "Naval Defence Act 1910",
      "year": "1910",
      "type": "Act",
      "role": "The entity was established under this act and operates to provide canteen services for the Royal Australian Navy.",
      "register_url": "https://www.legislation.gov.au/search?query=Naval%20Defence%20Act%201910"
    },
    {
      "title": "Public Governance, Performance and Accountability Act 2013",
      "year": "2013",
      "type": "Act",
      "role": "The entity is a corporate commonwealth entity under this act.",
      "register_url": "https://www.legislation.gov.au/search?query=Public%20Governance%2C%20Performance%20and%20Accountability%20Act%202013"
    }
  ],
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